Crain's New York Business

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CLIMATE CHANGE TREADING WATER City ooding plans remain stuck in a whirlpool bureaucracyofPAGE 17 How business owners can prepare PAGE 20 Which areas are most at risk? PAGE 21 23.6% PROJECTED

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REAL ESTATE HUBBLEBRIAN

ASKED & ANSWERED Why the tourism industry should create bespoke services PAGE 6CHASING GIANTS Home-cooked meals in a New York minute PAGE 3 GOTHAM PAGETHEWAYMAKESARCHITECTGIGHISONTOSTAGE47 PAGE 23 CRAINSNEWYORK.COM | AUGUST 22, 2022 NEWSPAPER VOL. 38, NO. 29 © 2022 CRAIN COMMUNICATIONS INC.

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State Comptroller omas DiNapoli has issued a dire warning to New York City about its future nances: Tax revenue is expected to fall across the board, partially driven by declining real estate transaction taxes, and billions of dollars in pandemic-era federal aid will soon run out. e comptroller’s o ce published a report last week that found total revenue for the city is expected to drop by nearly 10% in scal 2023, which began in July. Revenue from the real estate transfer tax, a sales tax collected on property transactions, is expected to drop from $3.1 billion in the last scal year to $2.3 billion this year, a decline of 23.6%. e comptroller projects the city’s budget gap could reach $10 billion for scal 2026, which begins July 1, 2025. Property tax revenue is expected to account for $31.3 billion out of $101.1 billion in overall revenue taken in by the city in the current scal year, the comptroller’s o ce said. Although that number is an increase from the $29.5 billion collected last year, property tax BRIAN PASCUS Tax revenue heads for a fall, with real estate leading way

numbers See DECLINE on page 46

in

A new report from the state comptroller projects the city’s budget gap could reach $10 billion for scal 2026 DIP revenue the transfer tax last scal year’s

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Cory Schouten. Find out how the mayor ranks his first year in office, his priorities for the year ahead, how businesses can partner with the city to tackle challenges and what big ideas will drive the city’s future. Time: 8 to 9:30 a.m. Location: 180 Central Park CrainsNewYork.com/pb_adamsSouth DETAILS Private-equity billionaire who rescued unionowned Amalgamated sells most of his stake FINANCE BY AARON ELSTEIN ENNISBUCK

HAPPENDISCOVERIESMEDICALINALAB BECAUSE

2 | CRAIN’S NEW YORK BUSINESS | AUgUSt 22, 2022 Union-controlled Amal gamated Bank has taken a big step toward freeing itself from the last of the two private-equity billionaires who provided it an unlikely rescue a de cade ago. Ron Burkle’s Yucaipa Cos. sold most of his stake in Amalgamated, according to a regulatory filing, and analysts expect the private-equity firm will soon dispose of the rest. Burkle and investor Wilbur Ross each acquired a 20% stake in the bank for $50 million apiece in 2012.

NOT

Gradually, the institution’s health was restored. Amalgamated, which bills itself as America’s “so cially responsible bank,” went pub lic in 2018 and last year named Priscilla Sims Brown chief execu tive, making it one of the only banks with both a female CEO and a fe male board chair. Women or peo ple of color make up 60% of its workforce.Itsnetincome nearly doubled in the second quarter, to about $20 million, and assets grew to nearly $8“Webillion.believe Amalgamated is well-positioned to benefit in the current rising rate cycle,” analysts at Keefe Bruyette & Woods said in a report last month. In a statement, Amalgamated said: “Ron Burkle and Yucaipa have been terrific partners over the last decade as we have worked together to improve the bank’s performance following the Great Recession. … [We] now are embarking on the next chapter in our long history, which is focused on growth.” Yucaipa declined to comment.

Ross went on to serve as President Donald Trump’s commerce secre tary, and filings show his invest ment firm sold the last of its Amal gamated shares in late 2020. Burkle, a Democratic Party fund raiser, reduced his company’s stake to 4% from 12% by selling 2.5 mil lion shares in early August, accord ing to the filing from Amalgamated. Yucaipa reaped $57 million from the sale. Its remaining shares are worth $30 million, suggesting the firm could nearly double its money if Amalgamated’s stock maintains its level after rising 40% this year. A Yucapia representative recently left the Midtown bank’s board. Bitter pill The sale of the last of Burkle’s shares would mark the end of an awkward transaction in which the union-owned bank sought help from organized labor’s bête noire, private equity. It was a tough pill to swallow for Amalgamated, found ed in 1923 to serve garment work ers and which remains 41%-owned by Workers United, an affiliate of the Service Employees Internation al Union. The bank provided ser vices to Joe Biden’s presidential campaign.Buttheinstitution was seriously damaged by the financial crisis, and the Obama administration threatened to close Amalgamated unless it raised capital. The desper ate bank turned to Burkle and Ross, who made their fortunes in grocery stores and steel mills, respectively.

For

CORRECTION ■ Constance Schwartz-Morini is a talent manager for the likes of Michael Strahan, Erin Andrews and Troy Aikman at SMAC Entertainment. Her job responsibilities were misstated in Notable Women in Sports, published Aug. 8. ALL WELL Editor-in-Chief

CAN’T WAIT A healthier tomorrow depends on recruiting the next generation of health care workers. So we created the Spark! Challenge a program exposing students to exciting medical careers, from radiology to neurosurgery. Find out more at RaiseHealth.com WE’LL BE BACK! Crain’s New York Business publishes a print edition every other week during July and August. Our next issue will be Sept. 5. In the meantime, you can keep up with our coverage every day by visiting our CrainsNewYork.com.website, EVENTS CALLOUT SEPT. 21 POWER BREAKFAST See Mayor Eric L. Adams interviewed live onstage by Crain’s

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ANNE KADET KALISH ROZENGARTEN dreamed up the concept after smelling the shakshuka wafting from a neighbor’s kitchen.

The upstart: WoodSpoon Many startups have scrambled to deal with strange conditions during the Covid-19 pandemic. But for WoodSpoon, a platform that connects home chefs with nearby customers, the lockdown launched a leap. ousands of restaurant cooks were suddenly laid o , stuck at home and looking for work. At the same time, demand for meal deliveries soared, and many diners felt safer ordering from a single chef cooking at home than from a crowded restaurant kitchen, said Merav Kalish Rozengarten, WoodSpoon’s chief marketing o cer and one of its three co-founders. e Financial District-based startup, which just nished a ve-month beta run and launched in the fall of 2019, suddenly had hundreds of chefs clamoring to meet demand from hungry people staying home.But even now, with chefs and patrons back at restaurants, WoodSpoon continues to grow, Kalish Rozengarten said. e platform has more than 300 cooks in New York City, New Jersey and Philadelphia, ranging from high-end professionals to stay-at-home moms o ering dishes spanning from coq au vin to mac and cheese. “I make good money,” said Cory Jackson, an Upper West Side chef who o ers American, West Indian and soul food entrees with two sides starting at $15 per meal. WoodSpoon’s home-cooked fare has drawn diners including immigrants craving authentic dishes, takeout-dependent families in search of healthful options and food adventurers looking for unusual dishes they haven’t been able nd in nearby restaurants, said Kalish Rozengarten, a Tel Aviv native who dreamed up the concept after she got a hankering for the Israeli shakshuka she smelled wafting from a neighbor’s kitchen. e idea of ordering from a stranger’s kitchen might strike

AUGUST 22, 2022 | CRAIN’S NEW YORK BUSINESS | 3

The FiDi-based startup hosts more than 300 cooks, from high-end chefs to stay-at-home parents

The reigning Goliath: Grubhub e Chicago-based restaurant delivery giant, recently acquired by Dutch company Just Eat Takeaway, has 13% market share nationwide, according to Bloomberg Second Measure, but it is still huge in New York City. Its parent company said its market share exceeds 50% in Manhattan, and it’s also the leader in Brooklyn and Queens. How to slay the giant When Kalish Rozengarten teamed up with co-founders Oren Saar and Lee Reshef, who are also from Israel, they learned their big idea wasn’t new. A handful of startups had tried to connect home chefs with neighbors, but they all lacked a streamlined way to get the food to customers. “People are lazy, including me,“ Kalish Rozengarten said. “I want everything delivered to me within 45 minutes, tops.” During its beta test, conducted on the Upper West Side and in the West Village, WoodSpoon discovered people would not order unless they could choose from a large number of options.

some as odd, she said, but so did the notion of an overnight stay in a stranger’s bedroom before Airbnb came along. Unlike Airbnb, though, the concept can’t work everywhere, said Charlie Federman, a partner at Silvertech Ventures, an early investor in WoodSpoon. “We might rent a farmhouse in remote Montana because we want to get away,” he said, “but you’re not going to order food delivery there.”

But any town with, say, a few thousand people and a few dozen home chefs could work for WoodSpoon, he noted. Although big cities seem like obvious opportunities, the company might fare even better in the suburbs, where the orders tend to be larger and people tend to have few delivery options.

e challenge, then, was to persuade chefs to join the platform before there were many customers. WoodSpoon recruited cooks one by one through word of mouth, advertising on social media and searching online. Now that the rm is more established, it gets plenty of applications from cooks looking to join—several hundred so far this year, the company said—and they face a strict screening process. Every applicant is required to pass a kitchen inspection, currently conducted over Zoom, to ensure they have the right equipment and meet safety standards. e recruiting team also samples their dishes before accepting them to the platform. WoodSpoon said it accepts roughly 25% of applicants. e company said it has contracted with ve courier companies for delivery and uses proprietary software to choose the fastest option for each order. Diners pay a delivery fee of $2 to $4 per order, depending on distance. It makes money by charging customers a 15% per-order service fee and gets a similar commission from the chef. Kalish Rozengarten said WoodSpoon helps chefs plan and price their menus, but every cook is free to o er what they wish.

The added challenge e company, which raised $14 million in Series A funding in the fall, is looking to expand nationally but recognizes that every market is di erent. e key, Kalish Rozengarten said, will be focusing on each community’s home chefs and their dishes rather than the company or the concept. “A lot of the time we’re saying, ‘Hey, do you want to try Maria’s unique an? You can only nd it on WoodSpoon,’ ” Kalish Rozengarten said. “And then people will come to WoodSpoon for Maria.” ■ Anne Kadet is the creator of Café Anne, a weekly newsletter with a New York City focus.

ENNISBUCK Delivery app WoodSpoon promises home-cooked meals in a New York minute

CHASING GIANTS

In recent years, when it came to New York real estate, Verizon was known more for what it unloaded than for what it acquired. Indeed, once landlines began to fade in impor tance and hardware needs changed, the company sold several of its high-profile facilities to developers. But with the city’s commercial office market limping along, Verizon is now acquiring empty inventory. Last month the company was responsible for the only new lease among the city’s top deals: a 48-year, $50 million deal for 620 12th Ave., a 4-story building in Hell’s Kitchen. The red-brick property, at West 48th Street, is in an area that has transi tioned sharply during the past few decades. Once lined with rundown shops that served sailors, the area now has high-end car dealerships and halls for corporate parties. The building, which is in a manufacturing zone, is expected to serve some kind of com mercial function for Verizon. Verizon spokeswoman Kimberly Ancin did not respond to a request for comment about plans for the site, which is owned by an affiliate of Edi son Properties. Edison probably is best known for owning Manhattan Mini Storage until selling it for $3 billion in the fall. An Edison spokeswoman con firmed the Verizon deal but otherwise had no comment. The building appears to have been empty for a while. A recent use was as a storage facility for surgical masks donated to doctors during the height of the Covid-19 pandemic. A decade ago Verizon divested itself of the bulk of 212 W. 18th St., an art deco spire in Chelsea that a team led by JDS Development later transformed into Walker Tower, a residential condominium. JDS also was behind the conversion of another underused Verizon prop erty, at 435 W. 50th St., that was made over as the Stella Tower condominium.NewYorkrecorded deals larger than Verizon’s last month, but they were for renewals, expansions or both.To wit: Datadog, which provides security for cloud computing sys tems, expanded while renewing its lease at 620 Eighth Ave., the head quarters of The New York Times, where it now has 330,000 square feet over several floors, according to research from Colliers. Job search engine Indeed expanded and renewed its lease at 1120 Sixth Ave., where it currently occupies 248,000 square feet, Colliers said. No. 1120, at West 44th Street, is also owned byOverall,Edison. July was strong for Manhat tan’s leasing market, as 3.2 million square feet were rented—the best month since January 2020, according to Colliers. The total still trailed the 2019 average of 3.6 million square feet, however. BY C. J. HUGHES

As the office market limps along, the telecommunications giant secures a Hell’s Kitchen building that has been vacant for a while

Prince did not return a call for comment.

639 W. 46TH ST. For years H&H Bagels boiled and baked its products at this 1940s industrial building, which also featured an H&H shop open 24 hours a day. About a decade ago Helmer Toro, an H&H founder, landed in hot water for tax evasion. He’d withheld taxes from his employees and pocketed the money; he pleaded guilty in 2010. H&H, which dates back to 1972, was broken up in the aftermath. In 2012 No. 639 was sold by Toro’s estate for $11 million to MKF Group, a real estate investor with holdings in the neighborhood. MKF then redesigned the space as Metropolitan West, a 2-story, 25,000-square-foot party venue. But due to the Covid-19 pandemic, the venue shuttered last year. Its sis ter space, Metropolitan Pavilion, continues to operate on West 18th Street in Chelsea. MKF did not respond to a request for comment. Today H&H, under new management, has five locations including at New York’s two airports. 620 12TH AVE. The biggest new commercial lease in the city last month was at this 4-story, block wide building. Verizon took 144,000 square feet, which seems to be the entirety of the structure. It’s not clear how Verizon will use the space—a company spokeswoman had no comment—but the property sits on a block zoned for manufacturing. Landlord HLP Properties, a limited-liability company that shares a Newark address with devel oper Edison Properties, bought the site for $55 million in 2015. Its seller appears to have been the Westchester-based Citrin family, according to property records.

A red-brick, 4-story building from the 1940s that once contained stalls for horses, this address today is home to the Cantina Rooftop Restaurant and Lounge, an upscale Mexican eatery. It’s owned by Pedro Zamora, a Latin-music concert producer. On the floors below is HK Hall, a three-level, 25,000-square-foot event space that for merly was called Stage 48. For decades the building has been owned by the Donnolo family of New Jersey, property records show. The family manages its holdings through Silvertree Commercial Real Estate, whose other properties include a coworking space in Newark and offices in New Brunswick.

618 W. 47TH ST. A car-repair shop was once here. (Lots of them used to dot the neighborhood, along with car washes.) But in 2013 Prince Lumber, a longtime New York family-owned business, snapped up the property for $10.5 million from the MKF Group, which had bought the site two years earlier for $6.8 million, records show. A Prince store, the company’s third in the region, was constructed in 2015. Last year Prince pur chased air rights from neighboring properties, suggesting a vertical expansion is planned.

4 | CRAIN’S NEW YORK BUSINESS | AUgUSt 22, 2022

McGlynn Hays, an elevator-repair company with roots to 1900 that’s known for servicing manually operated antique lifts, has had its machine shop in this 5-story, red-brick Italianate building since 2004. That year the 8,900-square-foot midblock structure traded for about $2 million. The seller was Imagination Realty, and the buyer was an LLC using 605 W. 47th St. as its address. McGlynn previously was at 508 W. 20th St. in Chel sea; its original home was 62 Grand St. in SoHo. Fac ing McGlynn on West 47th are low-slung auto-repair shops. Large car dealerships and newer office build ings make up much of the surrounding blocks today.

660 12TH AVE. The changing nature of the Far West Side is evident at this address, a massive development that contains a multitude of uses. Rockrose Development bought two parts of the industrial site in 1999 and 2001 and con verted them into commercial condos. Rockrose, which now does business as TF Cornerstone, leases one of the units to FedEx. It sold the other unit to Bay Ridge Auto motive, a chain of car dealerships based in New Jersey. Toyota and Lexus sell vehicles out of 660 12th today. Sitting atop the nearly blocklong site is the Glasshouse, a 75,000-square-foot, multilevel event space that can seat 2,000 guests. Its developer is Jack Guttman, who leases the roof area from Bay Ridge Automotive. Gutt man also created the Chelsea Art Tower, a commercial condominium at 545 W. 25th St., where an earlier Glasshouse is located. The No. 660 Glasshouse, which opened in September, has hosted parties for Variety magazine, TikTok and the Real Estate Board of New York.

Constructed in 1930 and totaling 403,000 square feet, this pier was for decades the departure point for ocean liners bound for Cherbourg, Le Havre and other French destinations. Shops serving French crews lined 12th Avenue between West 48th and West 49th streets, in the shadow of the elevated West Side Highway, which was demolished in 1989 to make way for the current at-grade road. In 2004 the city spent more than $200 million to upgrade Pier 88 and nearby piers, known collectively as the Manhattan Cruise Terminal. Today ships depart for Bermuda from Pier 88, which appears to be controlled by the city Department of Small Busi ness Services, according to property records. In spring 2020 the U.S. Navy hospital ship Comfort docked at Pier 88 to help people afflicted with Covid-19.

■ 620 12TH AVE. MAPSGOOGLEENNIS,BUCK WHO OWNS THE BLOCK

605 W. 48TH ST.

Bucking the leasing-slowdown trend, Verizon takes over a 12th Avenue property for 48 years

605 W. 47TH ST.

PIER 88

For nearly two decades, our Student Leaders® program has helped prepare civic-minded high school students to become successful in the workforce by connecting them to employment, skills development and service. Through leadership training and paid internships with local nonprofits like YMCA of Greater New York and DREAM, they gain practical work and life experiences. It’s just one more way we’re working together with our communities to build a better future for all. Younger members of our community are more involved and empowered than ever. I can’t wait to see the progress they make. José President,TavarezBank of America New York City Learn more at bankofamerica.com/metroNYC What would you like the power to do? ® Bank of America, N.A. Member FDIC. Equal Credit Opportunity Lender © 2022 Bank of America Corporation. All rights reserved. Meet the next generation of change-makers

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Chief marketing of cer and chief revenue of cer, Hornblower Group AGE 49 GREW UP Scarsdale, New York RESIDES Maplewood, New Jersey EDUCATION Bachelor’s in international relationships and Japanese, Colgate TRAVEL HIGHLIGHT Heney recently had a peak experience in Vatican City: a tour of the Vatican at 6 a.m. with a tiny group of visitors. “You literally open the doors and turn on the lights in all the main rooms, including the Sistine Chapel,” she said.

KRISTINA HENEY Hornblower Group WHODOSSIERSHEIS

LOCAL SPOT In New York City, Heney’s favorite place is Grand Central Terminal, especially when it’s quiet.

How do you make sure they get what they came for? It’s human nature to have high expectations for something you have waited so long for and even dreamed about. We have challenged ourselves to invest in technology that hadn’t existed in travel and tourism. We’re also seeing people look for more immersive

6 | CRAIN’S NEW YORK BUSINESS | AUGUST 22, 2022 and tactical experiences—there is a resurgence in deep-level experiences in New York. What’s a “deep-level experience”? Consumers desire to see something different and be wowed, truly awed. Take the iconic institutions—how can we show a different point of

What kinds of attractions are tourists ocking to these days? They’re looking for emotional connections and communal experiences. It’s not just about the sel e shot. It’s about what you can learn, what you can take away.

INTERVIEW BY CARA EISENPRESS ASKED & ANSWERED

Visitation to the Statue of Liberty, one of the city’s biggest tourist draws, is at 70% of prepandemic levels. It’s part of Kristina Heney’s job to get the numbers all the way back. In 2018 tourists spent $5.5 billion on recreation and attractions, about 12% of all dollars spent in the city, according to NYC & Company. As chief marketing of cer at Hornblower, Heney oversees the boats that ferry tourists to Lady Liberty and Ellis Island. Other attractions under her purview include City Experiences, which runs neighborhood and themed tours, and dinner cruises. Moving forward, she thinks the city and businesses should consider how they tailor their offerings and outreach to speci c visitors.

view, market something we’ve all walked past and [give] it a different take? Maybe something at dusk that you normally see at dawn. Or something truly immersive that’s usually surface level. Not just “I did that,” but “I experienced that.” What’s still missing from the local tourism picture? Group outings are the last big trend; they were severely affected. We are starting to see a resurgence in the education market and corporate event demand—employee outings and client entertaining. Asia is a region that hasn’t come back at all given all the Covid restrictions. Having tourists from China and Japan is critical to reaching prepandemic levels and beyond. Canada is also not back to the level we had hoped. What strategies can New York use to get the sector fully back? Look at who’s coming and who’s not coming so we can create bespoke and personalized offerings to different countries and different types of tourists, creating more personalized packages of opportunity for guests looking to come back. Any advice for small businesses that want to tap in to the huge tourism market?

The rst is partnerships: Partnering with other groups is essential for getting eyeballs. You can do reciprocal marketing with a tourism company. Also, you have to be on TikTok and Instagram. The travel economy is all on Instagram. ■

ON THE WATER Heney’s top pick among the City Experiences offerings is Bateaux New York, a dinner cruise that goes all around Manhattan, offering views of the city at night.

e health care providers who are not afraid to embrace innovation, seek business advice and implement positive change will fare the best, regardless of subsector. Recovery from the Covid-19 crisis is the perfect time to reevaluate what is working and what needs to change to ensure organizations are on the right track for long-term pro tability and sustainability. CARE

grassihealthcareadvisors.com

Behavioral health providers have done well transitioning to telehealth and responding to the signi cant mental health needs arising from the crisis.

HEALTH

Intalkingtheearlydaysofthepandemic,

Enthusiasm comes from word-ofmouth, television ads and, perhaps most crucially, local Democratic Party clubs and organizations, he said.No matter who wins, New York will lose an important voice in Congress.Nadler has been part of the progressive establishment for decades and is one of former President Donald Trump’s oldest foes, dating back to their West Side real estate battles in the Maloney1980s.has been a erce advocate for women’s rights, notably introducing the Equal Rights Amendment and calling for fair pay and abortion protections. She was inuential in securing billions of dollars in federal funding for the construction of the Second Avenue subway.“Unfortunately, what redistricting has done is force voters to make a decision between two o cials they really like and two strong leaders in Congress,” Smikle said. ■ battle district

While providers are still dealing with the compliance requirements of these programs, infection control and workforce concerns, most health care providers we work with have moved on from mere survival stage to full-growth mode.epandemic has brought signi cant growth opportunities for urgent care and primary care providers, as the need for testing, immunizations and illness management has exponentially grown. Specialty and diagnostic services struggled for some time, but we are now seeing more patients following up with screenings and being referred for specialty follow-up visits and treatment.

Inside Maloney and Nadler’s epic primary

e biggest challenge has been faced by skilled nursing facilities and other organizations that have not been able to reopen beds because of sta shortages and now face threats to their nancial sustainability. We are working with them to identify cost savings and revenue improving initiatives, as well as capital rationalization planning, all of which gets compiled into a transformation plan. Many of these plans will result in these facilities partnering or merging with other organizations to lower overhead costs and improve margins. ese transformation plans will be crucial to securing additional avenues of nancial relief, such as the state’s new Nursing Home Vital Access Provider Assurance Program.

Ground game Longtime political experts are unsure how the race will go. Recent polls showed Nadler with a slight lead, but 38-year-old attorney Suraj Patel is also running and cannot be discounted. Patel nearly unseated Maloney in her old district in 2020. “It’s really unpredictable,” said Lupe Todd-Medina, a New York politicalEachstrategist.willbe depending on ground forces to turn the tide. But because each incumbent has been in o ce so long, mobilizing the support of a seasoned eld operation might be di cult. “ ese people have not had to have a block-by-block street ght against a true opponent for many years,” said Ryan Adams, a political strategist at HZQ Consulting. He noted that unlike Long Island or parts of Queens, Manhattan is almost entirely apartments and doorman buildings, which makes it difcult to canvas directly for support.

e providers who have not rebounded as well from the Covid-19 crisis are those who provide in-patient or residential services. Hospitals and nursing homes are struggling with recruitment and retention of sta , and in many cases they have had to limit admissions, relative to sta availability.

AUGUST 22, 2022 | CRAIN’S NEW YORK BUSINESS | 7 New York City’s real estate industry has split its support in a tight congressional race between Rep. Jerry Nadler and Rep. Carolyn Maloney. e unprecedented contest between two of the city’s most powerful Democrats is in its nal stretch ahead of the Aug. 23 primary Forelection.the past 30 years, Nadler, chair of the House Judiciary Committee, has represented Manhattan’s West Side in Congress. Maloney, chair of the House Oversight Committee, has held the borough’s East Side since 1993. But court-ordered redistricting this spring combined their constituencies and locked the two senior Democrats in a close battle to determine who will represent New York’s reimagined 12th District going forward. Each politician has spent decades cultivating support from local o cials, New York City Democratic Party clubs, unions and important advocacy groups. But the real estate industry has been particularly crucial to each candidate’s fundraising this election cycle. “Real estate’s importance is their money, and that gives the candidates exibility to do things in the closing days of an election,” said Bill Cunningham, a political adviser to former Mayor Michael Bloomberg. “It’s not like a race for mayor, where decisions that a ect projects occur in real time, but being a member of Congress ultimately a ects tax legislation and things like that.”

for the 12th congressional

NADLERMALONEY In total, Nadler has raised nearly $2 million during the election cycle and has in the race’s nal month. Maloney PrimaryDay isAug.Tuesday,23

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Grassi Healthcare Advisors is seeing a rise in investors and provider organizations responding to the need for more urgent care and primary care facilities. We are working with many of them to achieve this goal through strategic planning and nancial modeling. We are also advising on fair market value and commercial reasonableness pricing for the management service organizations that provide services to these new practices. As organizations grow and respond to evolving patient and community needs, we are helping them assess capacity and the willingness of their workforce to step up to the plate. At the same time we are helping them develop their leadership and sta engagement strategies to ensure success.

A fair amount of Nadler’s campaign fundraising has come from some of New York’s most prominent real estate players. He’s received the maximum individual contribution of $2,900 from Larry Silverstein, developer of the rebuilt World Trade Center complex; Stephen Ross, CEO of e Related Cos., which developed Hudson Yards; Eric C. Rudin, CEO of Rudin Property Management, one of the city’s oldest rental developers; Arthur Zeckendorf, co-chairman of Zeckendorf Development, the real estate rm behind the skyscraper at 520 Park Ave. on Billionaires Row; and Douglas Durst, chairman of the Durst Organization, co-owner of 1 World TradeLastCenter.Tuesday the New York Daily News reported that Nadler had received $60,000 in campaign donations from Ross and donors tied to e Related Cos. since 2007. Related’s Hudson Yards development was built in Nadler’s district. Maloney has kept up through her own base of nancial support. She received the maximum individual contribution from Leonard Stern, CEO of the Hartz Group, a real estate holdings company headquartered on the Upper East Side; John Catsimatidis, CEO of Gristedes Grocery Stores and Red Apple Group real estate; and Alexander Rovt, a billionaire real estate investor based in New York. She also provided her campaign a personal loan of $900,000 this summer, according to Federal Election Commission records. In total, Nadler has raised nearly $2 million during the election cycle and has about $1 million on hand in the race’s nal month. Maloney has raised $4.1 million during the election cycle and has $1.2 million on hand since the Aug. 3 ling, according to FEC data. Deep divisions Last week Nadler gained a boost of momentum when he received the endorsement of Senate Majority Leader Chuck Schumer, New York’s leading Democrat in Washington. Schumer’s announcement came just days after e New York Times endorsed Nadler. e race has also strained loyalties. Manhattan Borough President Mark Levine initially supported Maloney’s election in March but withdrew his support once it became a race with Nadler. Assemblyman Dick Gottfried, a liberal champion in Albany, switched his endorsement from Maloney to Nadler. Recently Maloney cast doubt on Nadler’s ability to nish out his term if elected and accused him of bene ting from an “old boys club” of relationships in Congress. “If for some reason someone will not serve their term, and there’s tons of rumors out there, then there should be an election, not an appointment,” Maloney told NY1. “I think the voters should have a chance to make that selection, not the old boys club.” Nadler’s team balked at the insinuation that he wouldn’t be able to nish a new term, but the accusation by Maloney demonstrated just how bitter the race between the two longtime colleagues has become.“Carolyn has been a force, not just on the East Side but in New York City and state politics,” said Basil Smikle, director of the public policy program at Hunter College and former executive director of the state Democratic Party. “But Nadler comes from the old liberal progressive guard, and the community has certainly supported him enthusiastically over the many years. He’s wielded a tremendous amount of power and in uence.”

the focus of our health care advisory practice shi ed to helping clients respond to the impact of the Covid-19 crisis on infection control and human resources issues. Simultaneously, we were helping providers access vital nancial relief to keep their organizations a oat through the Paycheck Protection Program, Provider Relief Funds and employee retention credits, among other emergency funding opportunities.

HARD HIT BY THE PANDEMIC, HOW IS NEW YORK’S HEALTH CARE SECTOR FARING NOW? JOSEPH TOMAINO, M.S., R.N. CEO and Partner, Healthcare Business grassihealthcareadvisors.comjtomaino@212.223.5020Transformation Joseph Tomaino is CEO of Grassi goals.technologytransformation,howheandhealthcareAdvisors.HealthcareWithextensivemanagementclinicalexperience,advisesprovidersontoreachtheirbusinessturnaround,andprotability

Residential substance use treatment, mental health care and developmental disabilities programs are experiencing similar di culties with recruiting adequate levels of sta .

The annual Worst Landlord Watchlist is a highly anticipated must-read for all New Yorkers.Upon its release by the O ce of the New York City Public Advocate, city residents scour the document to see if their landlord was identi ed among the city’s most negligent as determined by the average number of open violations across watchlist buildings. As New Yorkers scramble to make the necessary adjustments to their living arrangements following this disclosure, this watchlist becomes an important tool for residents.Butwhat happens to these landlords? What systems are in place to hold them Followingaccountable?citationsof poor living conditions, facade damage and elevator troubles, landlords are slapped with a monetary ne and face no consequences beyond their checkbook for their failure to provide adequate living conditions for paying tenants. is existing structure of nes is not enough to hold millionaires accountable. The Tishman tragedy Take, for example, Erica Tishman, who was struck and tragically killed by falling debris from an ill-maintained building in Midtown. e property in question had been recently ned by the city for failing to maintain its exterior facade.When there is no incentive for landlords to swiftly rectify the egregious violations, even Public Advocate Jumaane D. Williams acknowledged that the informational tool put out by his o ce is simply not enough. “ e city needs to invest the resources needed to stop landlords from treating violations as negligible, nes as the cost of doing business and pro ts as more valuable than the people living in their buildings,” Williams has said.

The public pays When landlords fail to properly maintain and manage their properties, it is the general public that pays. Not only does a poorly maintained building threaten the safety and well-being of passersby and tenants, but bad landlords continue to cost taxpayers money. From city o cials suing landlords for open violations to the Department of Buildings being forced to erect sca olding to protect citygoers and court o cials hearing countless cases against bad-actor landlords, New York City taxpayers are the ones nancially responsible for these nes. Each year the Worst Landlord Watchlist highlights only the worst of the worst. It is time that the Surrogate Court and other legal entities in the city take appropriate action to hold bad-actor landlords accountable. ■ Christopher Alvarado has his own law practice.

Acity that’s overwhelmed is not a good place to do business.issummer New York seems to be scrambling to house its people—and the thousands more people who are arriving by bus, courtesy of Texas Gov. Greg Abbott. Abbott has been busing migrants from the southern border to city shelters without coordinating with city o cials. e in ux is likely to burden the city’s dauntless e orts to house its current population, encourage tourism and bring more workers back to o ces. As a political statement, Abbott’s action has a sort of evil brilliance. He is sticking it to New York as a sanctuary city—where local law enforcement doesn’t cooperate with federal immigration agencies—to pressure the Biden administration to crack down on border crossings. Texas is also sending busloads of migrants to Washington, D.C. If only human beings weren’t being shuttled across the map like bargaining chips. Horri c, cowardly, cruel. ose are the adjectives New York City leaders have justi ably used to describe the governor of the Lone StarMoreState.than 4,000 people seeking asylum have appeared at New York’s homeless intake centers in the past three months, according to testimony from Social Services Commissioner Gary Jenkins before the City Council. At the same time New York has been struggling with its homegrown homeless population. e city’s shelter system is at 50,557 individuals—2,640 more than at this time last year—and New York has been forced to open 11 previously closed hotels as emergency shelters. Last month the city was unable to meet its legal obligation, known as the right to shelter, seekshelterminorfamiliesYorkcompelswhichNewtogivewithchildreniftheyemergency assistance before 10 p.m. Several families slept in Department of Homeless Services o ces in the Bronx because of a lack of space. New York has been busy doing the right, humane things. As Crain’s reported, New Yorkers are building supportive housing, converting former prisons to a ordable housing and refurbishing public housing. For this new wave of arrivals, o cials are meeting buses at the Port Authority Bus Terminal. Mayor Eric Adams is opening an intake center and shelter for as many as 600 migrant families, reportedly in a hotel in Times Square, one of the city’s premier tourist destinations. New York has played a historic role as a gateway to America for immigrants entering the country. is city, with its care for the poor and its generous system of public services, has allowed many to resurrect their lives. Immigrants, in turn, have helped make New York the cultural marvel that it is. is city will certainly survive this latest challenge and will very likely come out the richer for having made room for this latest in ux of people. Let’s hope e orts to house New Yorkers and rebuild the city’s tourism business don’t su er in the meantime. ■

EDITORIAL

Hey, Texas: Don’t mess with New York

art director Carolyn McClain photographer Buck Ennis senior reporters Cara Eisenpress, Aaron Elstein, Eddie Small reporters Maya Kaufman, Brian Pascus, Jacqueline Neber, Natalie Sachmechi, Caroline Spivack op-ed editor Jan opinion@crainsnewyork.comParr, sales assistant Ryan Call to contact the newsroom: 685www.crainsnewyork.com/staffeditors@crainsnewyork.comThirdAve.,NewYork,NY10017-4024 ADVERTISING www.crainsnewyork.com/advertise account executives Kelly Maier, Marc Rebucci, Philip Redgate, Laura Warren people on the move manager Debora Stein, dstein@crain.com CUSTOM associateCONTENTdirector,custom content Sophia sophia.juarez@crainsnewyork.comJuarez, custom content coordinator Ashley Maahs, ashley.maahs@crain.com EVENTS www.crainsnewyork.com/events manager of conferences & events Ana Jimenez, ajimenez@crainsnewyork.com senior manager of events Michelle Cast, michelle.cast@crainsnewyork.com director,REPRINTSreprints & licensing Lauren Melesio, 212.210.0707, lmelesio@crain.com productionPRODUCTIONand pre-press director Simone Pryce media services manager Nicole Spell SUBSCRIPTION CUSTOMER SERVICE agreement.trademarkreserved.CrainEntirewith$140.00877.824.9379customerservice@crainsnewyork.comwww.crainsnewyork.com/subscribe(intheU.S.andCanada).oneyear,forprintsubscriptionsdigitalaccess.contents©copyright2022CommunicationsInc.Allrights©CityBusinessisaregisteredofMCPInc.,usedunderlicense chairman Keith E. Crain vice chairman Mary Kay Crain president & ceo K.C. Crain senior executive vice president Chris Crain editor-in-chief emeritus Rance Crain chief nancial of cer Robert Recchia founder G.D. Crain Jr. [1885-1973] chairman Mrs. G.D. Crain Jr. [1911-1996] LANDLORDWATCHLIST.COM KEEPING TRACK Maps help to visualize the different stories of Watchlist buildings across New York City using income disparity and racial demographics. THIS FAMILY bused here from Texas came from Venezuela. ENNISBUCK

8 | CRAIN’S NEW YORK BUSINESS | AUGUST 22, 2022

The Worst Landlord list is a great tool, but consequences past nes are needed

NEW YORK WILL SURVIVE THIS CHALLENGE AND LIKELY BE RICHER IN THE LONG RUN

OP-ED BY CHRISTOPHER ALVARADO president & ceo K.C. Crain group publisher Jim Kirk publisher/executive editor Frederick P. Gabriel Jr. editor-in-chiefEDITORIAL Cory cory.schouten@crainsnewyork.comSchouten, managing editor Telisha Bryan assistant managing editor Anne Michaud data editor Amanda Glodowski digital editor Taylor Nakagawa audience engagement editor Jennifer Samuels

Summer at the City University of New York means many things to our students. Some students enroll in summer classes, but for most, it is a time to make money. The need for money often leads them to skip internships because they are unpaid or pay very little. This prevents them from gaining valuable work experience that will set them up for a career in their chosenWhenprofession. theygraduate, students without internships lack the expe rience and professional relation ships critical to securing a job with upward economic mobility. As chancellor of CUNY, a public uni versity, I see this dangerous cycle frequently. Our students are used to hard work—many are holding down full- or part-time low-wage jobs to meet their financial obliga tions while juggling full course loads—but adding unpaid intern ships to their already heavy burden is unreasonable and unsustain able. Unable to take advantage of the benefits of an internship, they are playing career catchup, which results in workforce inequality that has persisted for generations.  Nearly 40% of internships are un paid. For students from wealthy families, the promise of connec tions and work experience is enough compensation for their la bor. But for many students, taking an unpaid internship is simply not an option. According to last year’s national survey of college intern ships, 40% of students who didn’t take an internship cited the need to earn money as the reason. These students also were more likely to come from underrepresented com munities and were the first in their family to attend college. Earning gaps Unpaid internships create un equal opportunities that leave our workforce divided and perpetuate racial earning gaps. On average, white individuals earn $1,046 a week compared with $791 for Black individuals and $762 for Hispan ic-Latino individuals, according to statistics from the U.S. Labor De partment. CUNYhas taken steps to break the cycle. This summer, through CUNY Career Launch, a partner ship with Mayor Eric Adams’ ad ministration, about 2,000 CUNY students are working with nearly 400 employers. They work for six weeks on internships in fields relat ed to their major—and they are paid $20 an hour.  In addition, our university has overseen an innovative student in ternship initiative, CUNY Service Corps, which provides service to the public sector. Our students have helped rebuild Puerto Rico after hurricanes and helped with out reach during the 2020 census. We know paid internships not only put money in the pockets of our students, but they also improve job candidacy. Recent initiatives within our computer science de partments have shown that gradu ates with internships are more than three times more likely to secure a job offer than candidates without anSomeinternship.employers are already tak ing steps that others should strive to emulate. For example, the New York Jobs CEO Council, which in cludes CEOs from 28 of the city’s largest employers, partnered with CUNY to create a program designed to give 100,000 underrepresented New Yorkers job opportunities, in cluding internships, by 2030. A quarter of those opportunities are reserved for CUNY students.

Paying student interns is a worthy investment

OP-ED BY FÉLIX V. MATOS RODRÍGUEZ NEARLY 40% OF INTERNSHIPS ARE uNPAID Unpaid internships create unequal opportunities, leave workforce divided and perpetuate racial earning gaps

August 22, 2022 | CRAIN’s NEW YORK BusINEss | 9

■ Félix V. Matos Rodríguez is the chancellor of the City University of New York.

Broader effort needed Improving workplace diversity and closing salary gaps will require more than a handful of colleges and employers to truly make a differ ence. We need a broader effort so all students can participate in in ternships and spend their summer getting hands-on experience that will better position them for a well-paying job post-graduation. Paying college interns might seem inconsequential, but it will result in a better, more diverse fu ture workforce—and that is a wor thy investment.

10 | CRAIN’S NEW YORK BUSINESS | AUgUSt 22, 2022 THE LIST LARGEST PHYSICIAN GROUPS Ranked by number of New York–area doctors RANK GROUP AFFILIATIONADDRESS/NAME/ PHONE WEBSITENUMBER/ TOP EXECUTIVE(S) TOTAL YORK–AREANEWDOCTORS TOTAL EMPLOYEESYORK–AREANEW TOTAL YORK–AREANEWLOCATIONS ESTABLISHEDYEAR 1 Northwell Health Physician Partners 600 Community Manhasset,NY11030Drive Northwell Health northwell.edu516-823-8336 MarkTalamini Executive director, Northwell Health Physician Partners, senior vice president, Northwell Health 4,250 12,671 7502009 2 NYU Langone Faculty Group Practice 550 First Ave. New York,NY10016 NYU Langone Health 11 nyulangone.org212-263-2672 AndrewRubin Senior vice president, clinical affairs and ambulatory care 3,520 6,275 3201982 3 Summit Health 2 1345 Sixth Ave. New York,NY10105 Warburg Pincus summithealth.com212-913-0828 JeffAlter Chief executive 2,654 12,575 3622019 4 Montefiore Physician Group 111 E. 210th Bronx,NY10467St. Montefiore Health System montefiore.org800-636-6683 AndrewRacine, System senior vice president, chief medical officer JeffShort, Vice president, Montefiore Faculty Practice MatthewMcDonough, Vice president, Montefiore Medical Group 2,650 6,750 2001947 5 Mount Sinai Doctors Faculty Practice 5 E. 98th St. New York,NY10029 Mount Sinai Health System mountsinaidoctors.org866-674-3721 KellyCassano Chief executive 2,500 4,000 6001986 6 Optum (tristate region) 3 480 Bedford Chappaqua,NY10514Road Physician-owned optum.com/tri914-242-1209 ScottHayworth Chief executive, market leader at Optum Tri-State, chief executive at CareMount Health Solutions RichardMorel Chief medical officer, Optum Tri-State 2,100 10,000 3452020 7 Physician Affiliate Group of New York (PAGNY) 420 Lexington Ave. New York,NY10027 NYC Health + Hospitals pagny.org646-672-3651 RichardBecker Chief executive JorgeMontalvo Chief operating officer 2,049 3,697 102010 8 ColumbiaDoctors 630 W. 168th St. New York,NY10032 Columbia University Medical Center/ New York–Presbyterian columbiadoctors.org877-426-5637 JackCioffi President DonnaLynne Chief executive 1,980 4 1,980 4 65 4 1887 4 9 Weill Cornell Medicine Physician Organization 1300 York Ave. New York,NY10022 NewYork–Presbyterian weill.cornell.edu212-746-5454 RobertMin President, chief executive 1,884 5,521 1651996 10 Stony Brook Clinical Practice Management Plan 101 Nicolls Road Stony Brook,NY11794 Stony Brook Medicine stonybrookphysicians.com631-689-8333 HaroldPaz Executive vice president for health sciences MarkTalamini Chairman 1,509 4 160 4 n/d1977 11 Hackensack Meridian Medical Group 343 Thornall Edison,NJ08837St. Hackensack Meridian Health hmhmedicalgroup.org848-888-4400 DanielVarga Chief physician executive 1,300 3,850 3802016 12 Atlantic Medical Group 465 South Morristown,NJ07960St. Atlantic Health System atlanticmedicalgroup.org844-264-2250 BrianGragnolati, President, chief executive StevenSheris, Executive vice president, chief physician executive, Atlantic Health System, Atlantic Medical Group 1,190 n/d n/d2014 13 RWJBarnabas Health Medical Group 95 Old Short Hills Road West Orange,NJ07052 RWJBarnabas Health rwjbh.org888-724-7123 MichaelPrilutsky President, chief executive 1,095 3,700 1301994 14 Englewood Health Physician Network 350 Engle Englewood,NJ07631St. Englewood Health englewoodhealthphysicians.org201-894-3000 StephenBrunnquell President 604 n/d n/d2011 15 Westmed Medical Group 800 Westchester Ave. Rye Brook,NY10573 Physician-owned westmedgroup.com914-681-3110 PatriciaCalayag, Chief medical officer AnthonyViceroy, Chief executive KarenDolman, Chief operating officer 500 4 n/d 16 4 1996 16 University Physicians of Brooklyn 450 Clarkson Brooklyn,NY11203Ave. SUNY Downstate Health Sciences University downstate.edu/physicians718-270-8105 LoriDonnell Executive director 330 650 61993 AMANDA.GLODOWSKI@CRAINSNEWYORK.COM

MichaelPrilutsky President, chief executive 1,095 3,700 1301994 14 Englewood Health Physician Network 350 Engle Englewood,NJ07631St. Englewood Health englewoodhealthphysicians.org201-894-3000 StephenBrunnquell President 604 n/d n/d2011 15 Westmed Medical Group 800 Westchester Ave. Rye Brook,NY10573 Physician-owned westmedgroup.com914-681-3110 PatriciaCalayag, Chief medical officer AnthonyViceroy, Chief executive KarenDolman, Chief operating officer 500 4 n/d 16 4 1996 16 University Physicians of Brooklyn 450 Clarkson Brooklyn,NY11203Ave. SUNY Downstate Health Sciences University downstate.edu/physicians718-270-8105 LoriDonnell Executive director 330 650 61993 17 White Plains Hospital Physician Associates & Scarsdale Medical Group 170 Maple Ave. White Plains,NY10601 White Plains Hospital/ Montefiore Health System wphphysicianassociates.org914-681-1081 SusanFox President,chief executive of White Plains Hospital 324 719 432011 18 ENT and Allergy Associates 660 White Plains Tarrytown,NY10591Road Physician-owned entandallergy.com914-333-5801 RobertGlazer Chief executive RobertGreen President 243 4 n/d 55 4 1998 19 AdvantageCare Physicians 55 Water St. New York,NY10041 Physician-owned acpny.com347-213-9118 NavarraRodriguez President, chief medical officer 241 1,662 372012 20 Allied Physicians Group 3 Huntington Melville,NY11747Quadrangle Physician-owned alliedphysiciansgroup.com866-621-2769 KerryFierstein Chief executive 150 4 n/d n/d2006 ToTo qualifyqualifyforforthisthislistlist,physiciangroups must be based in the NewYork area. This includesthe fiveboroughsofNewYorkCity along with Nassau,SuffolkandWestchester countiesinNewYork and Bergen, Essex,HudsonandUnion countiesinNew Jersey. Crain'sNew YorkBusiness uses staffresearch,extensive surveys andthemostcurrentreferencesavailabletoproduceitslists, but there is noguaranteethattheselistingsarecomplete.n/d-Not disclosed. 1 Includesall ofNYU Langone Health's hospital sites. 2 Previously listed as Summit CityMD. 3 Includes figures for CareMount Medical, ProHealth New York and Riverside Medical. 4 Figure from company website.

AUGUST 22, 2022 | CRAIN’S NEW YORK BUSINESS | 11 Nominate at CrainsNewYork.com/RELeaders NOMINATE NOW! Deadline is Sept. 23 Crain’s 2022 Notable Leaders in Real Estate recognizes top executives across New York’s real estate industry for their accomplishments over the last 18 months. LEADERS IN REAL ESTATE 2022 13 RWJBarnabas Health Medical Group 95 Old Short Hills Road West Orange,NJ07052 RWJBarnabas Health rwjbh.org888-724-7123 MichaelPrilutsky President, chief executive 1,095 3,700 1301994 14 Englewood Health Physician Network 350 Engle Englewood,NJ07631St. Englewood Health englewoodhealthphysicians.org201-894-3000 StephenBrunnquell President 604 n/d n/d2011 15 Westmed Medical Group 800 Westchester Ave. Rye Brook,NY10573 Physician-owned westmedgroup.com914-681-3110 PatriciaCalayag, Chief medical officer AnthonyViceroy, Chief executive KarenDolman, Chief operating officer 500 4 n/d 16 4 1996 16 University Physicians of Brooklyn 450 Clarkson Brooklyn,NY11203Ave. SUNY Downstate Health Sciences University downstate.edu/physicians718-270-8105 LoriDonnell Executive director 330 650 61993 17 White Plains Hospital Physician Associates & Scarsdale Medical Group 170 Maple Ave. White Plains,NY10601 White Plains Hospital/ Montefiore Health System wphphysicianassociates.org914-681-1081 SusanFox President,chief executive of White Plains Hospital 324 719 432011 18 ENT and Allergy Associates 660 White Plains Tarrytown,NY10591Road Physician-owned entandallergy.com914-333-5801 RobertGlazer Chief executive RobertGreen President 243 4 n/d 55 4 1998 19 AdvantageCare Physicians 55 Water St. New York,NY10041 Physician-owned acpny.com347-213-9118 NavarraRodriguez President, chief medical officer 241 1,662 372012 20 Allied Physicians Group 3 Huntington Melville,NY11747Quadrangle Physician-owned alliedphysiciansgroup.com866-621-2769 KerryFierstein Chief executive 150 4 n/d n/d2006 ToTo qualifyqualifyforforthisthislistlist,physiciangroups must be based in the NewYork area. This includesthe fiveboroughsofNewYorkCity along with Nassau,SuffolkandWestchester countiesinNewYork and Bergen, Essex,HudsonandUnion countiesinNew Jersey. Crain'sNew YorkBusiness uses staffresearch,extensive surveys andthemostcurrentreferencesavailabletoproduceitslists, but there is noguaranteethattheselistingsarecomplete.n/d-Not disclosed. 1 Includesall ofNYU Langone Health's hospital sites. 2 Previously listed as Summit CityMD. 3 Includes figures for CareMount Medical, ProHealth New York and Riverside Medical. 4 Figure from company website. RANK GROUP AFFILIATIONADDRESS/NAME/ PHONE WEBSITENUMBER/ TOP EXECUTIVE(S) TOTAL YORK–AREANEWDOCTORS TOTAL EMPLOYEESYORK–AREANEW TOTAL YORK–AREANEWLOCATIONS ESTABLISHEDYEAR 1 Northwell Health Physician Partners 600 Community Manhasset,NY11030Drive Northwell Health northwell.edu516-823-8336 MarkTalamini Executive director, Northwell Health Physician Partners, senior vice president, Northwell Health 4,250 12,671 7502009 2 NYU Langone Faculty Group Practice 550 First Ave. New York,NY10016 NYU Langone Health 11 nyulangone.org212-263-2672 AndrewRubin Senior vice president, clinical affairs and ambulatory care 3,520 6,275 3201982 3 Summit Health 2 1345 Sixth Ave. New York,NY10105 Warburg Pincus summithealth.com212-913-0828 JeffAlter Chief executive 2,654 12,575 3622019 4 Montefiore Physician Group 111 E. 210th Bronx,NY10467St. Montefiore Health System AndrewRacine, System senior vice president, chief medical officer JeffShort, Vice president, Montefiore Faculty Practice MatthewMcDonough, Vice president, Montefiore Medical Group 2,650 6,750 2001947 5 Mount Sinai Doctors Faculty Practice 5 E. 98th St. New York,NY10029 Mount Sinai Health System mountsinaidoctors.org866-674-3721 KellyCassano 2,500 4,000 6001986 6 Optum (tristate region) 3 480 Bedford Chappaqua,NY10514Road Physician-owned optum.com/tri914-242-1209 ScottHayworth Chief executive, market leader at Optum Tri-State, chief executive at CareMount Health Solutions RichardMorel Chief medical officer, Optum Tri-State 2,100 10,000 3452020 7 Physician Affiliate Group of New York (PAGNY) 420 Lexington Ave. New York,NY10027 NYC Health + Hospitals pagny.org646-672-3651 RichardBecker Chief executive JorgeMontalvo Chief operating officer 2,049 3,697 102010 8 ColumbiaDoctors 630 W. 168th St. New York,NY10032 Columbia University Medical Center/ New York–Presbyterian columbiadoctors.org877-426-5637 JackCioffi President DonnaLynne Chief executive 1,980 4 1,980 4 65 4 1887 4 9 Weill Cornell Medicine Physician Organization 1300 York Ave. New York,NY10022 NewYork–Presbyterian weill.cornell.edu212-746-5454 RobertMin President, chief executive 1,884 5,521 1651996 10 Stony Brook Clinical Practice Management Plan 101 Nicolls Road Stony Brook,NY11794 Stony Brook Medicine stonybrookphysicians.com631-689-8333 HaroldPaz Executive vice president for health sciences MarkTalamini Chairman 1,509 4 160 4 n/d1977 11 Hackensack Meridian Medical Group 343 Thornall Edison,NJ08837St. Hackensack Meridian Health hmhmedicalgroup.org848-888-4400 DanielVarga Chief physician executive 1,300 3,850 3802016 12 Atlantic Medical Group 465 South Morristown,NJ07960St. Atlantic Health System atlanticmedicalgroup.org844-264-2250 BrianGragnolati, President, chief executive StevenSheris, Executive vice president, chief physician executive, Atlantic Health System, Atlantic Medical Group 1,190 n/d n/d2014 13 RWJBarnabas Health Medical Group 95 Old Short Hills Road West Orange,NJ07052 RWJBarnabas Health rwjbh.org888-724-7123 MichaelPrilutsky President, chief executive 1,095 3,700 1301994 14 Englewood Health Physician Network 350 Engle Englewood,NJ07631St. Englewood Health englewoodhealthphysicians.org201-894-3000 StephenBrunnquell President 604 n/d n/d2011 15 Westmed Medical Group 800 Westchester Ave. Rye Brook,NY10573 Physician-owned westmedgroup.com914-681-3110

LoriDonnell Executive director 330 650 61993

13 RWJBarnabas Health Medical Group 95 Old Short Hills Road West Orange,NJ07052 RWJBarnabas Health rwjbh.org888-724-7123

PatriciaCalayag, Chief medical officer AnthonyViceroy, Chief executive KarenDolman, Chief operating officer 500 4 n/d 16 4 1996

16 University Physicians of Brooklyn 450 Clarkson Brooklyn,NY11203Ave.

SUNY Downstate Health Sciences University downstate.edu/physicians718-270-8105

INTERVIEW BY BRIAN PASCUS

egina Myer has been at the forefront of two of the city’s largest, most challenging building projects: at Hudson Yards, erecting skyscrapers over a working rail yard, and at Brooklyn Bridge Park, creating green spaces at an abandoned shipping terminal. Today Myer oversees the Downtown Brooklyn Partnership, where she is the president of three business improvement districts: MetroTech, Fulton Mall Improvement Association and Court-Livingston-Schermerhorn. Myer sat down with Crain’s to discuss her career and how building anything great is ... complicated.

HOLTASHLEY

You’re in charge of Downtown Brook lyn’s business landscape. What actions are you taking? We’re working on a few things, really working hard to improve the streetscape in Downtown Brooklyn. I’m meeting with all the new agency heads and working with developers. One example is we just finished construction on streetscapes at 11 Hoyt St. Next to 11 Hoyt is the brandnew condominium Tishman Speyer built, but we’re also advocating to re-landscape Fulton Street and Flatbush Avenue so they are greener and more pedestrian-friendly. I’m really working hard to improve downtown literally block by block. How involved is your office with the Adams admin istration on development?workforce

NUMBERDOSSIEROFEMPLOYEES

R

POWER CORNER

44 PREVIOUS EMPLOYMENT President of Brooklyn Bridge Park; vice president of planning for the Hudson Yards Development Corp.; director of the Brooklyn office of the Department of City Planning GREW UP She was born in Manhattan and raised primarily in Atlantic Beach on Long Island. RESIDES Park Slope EDUCATION Bachelor’s and master’s in urban planning, University of Michigan IMPACT She views her achievements as remaking Brooklyn’s built environment, creating world-class parks and making corridors friendly to pedestrians.

“I DON’T THINK OF PEOPLE AS POWERFUL OR NOT POWERFUL. I THINK OF THEM AS RESOURCEFUL AND ABLE TO EXECUTE” takeaway for professionalsbusiness Myer has spent years working on projects.residentialdemandsincorporatingagenciescityagreementsincludedBrooklynHerDevelopmentHudsonCityforconstructiontrickyprojectstheDepartmentofPlanningandtheYardsCorp.developmentofBridgeParkformingbetweenandstateandtheofluxuryandhotel

Master builder Regina Myer shares her secret to creating world-class public spaces

12 | CRAIN’S NEW YORK BUSINESS | AUgUSt 22, 2022

What are the benefits to holding power? The benefit to being a leader is that you have the ability in New York City to do great things and things that really matter. There’s always an opportunity to do more, and that’s what’s exciting about holding power and being in leadership positions. Why do successful people lose power? That’s a hard one. To me, I don’t think of people as powerful or not powerful. I think of people as being resourceful and able to execute and really come through. It takes a lot of courage and decisiveness to continue to answer to the demands, the challenges of the day. And those evolve. It’s not like an on-off switch. Where do you see inaction that frus trates you? What I really appreciate in government is when leaders are decisive. What can frustrate me is closed decision-making processes and unpredictability. Something the Adams administration is focusing on is making sure processes like ULURP [the uniform land-use review procedure] are predictable and understandable. That’s one thing: ULURP should be more transparent and work in a more timely fashion. Where’s your favorite place to connect with people? It’s always great to have breakfast with people. They’re in the beginning of their day and thinking clearly and not stressed out. I always enjoy having coffee and breakfast at Junior’s in Downtown Brooklyn.Another place is the new, incredible bar called the Sunken Harbor Club. It’s a fantastic place to have a drink at the end of the day. How do you persuade someone to your point of view? The planning process is a process. It’s really about learning and listening and doing your homework. I don’t think I’m successful in developing consensus unless I’ve done all of that. ■

We want to partner with the Adams administration on a great number of things. There are areas adjacent to our hospital center and our universities that we think would be ripe for improvement in terms of jobs. Another thing we’re doing is supporting startups in Downtown Brooklyn that are some of the city’s best entrepreneurs. We do a lot of outreach to startups to really understand what their challenges are so we can support them better—through marketing efforts, connections to neighborhoods or schools. We’ve hosted a series of seminars focused on job growth and innovation. You managed Hudson Yards and Brooklyn Bridge Park. What’s your advice to a future New York City planner? At Hudson Yards, the challenge was building over a working rail yard, so how do you build foundations and all the infrastructure that’s needed? It was the same thing at Brooklyn Bridge Park, where we were building a beautiful, lush landscape in an area that was an abandoned shipping terminal. There are so many challenges there—we were building a park where there’s no infrastructure and no utilities and crumbling edges to the waterfront. There were small areas where there were hazardous materials. The lessons I’ve learned are that building anything great is very complicated, and you really must master not just the details, but always keep your eye on the end vision to get there. Who is your mentor? I’m so lucky: I’ve had so many mentors. At City Planning, there were executive staffers like Richard Barth, Sandy Hornick and Amanda Burden who really believed in me. They also believed in the tremendous potential of Brooklyn. Also Michael Bloomberg, Dan Doctoroff and Patti Harris. They were all very generous with me and really cared about the future of Brooklyn. It’s hard to say this in 2022, but understand what it was like in 2000 and 2001, when it wasn’t self-evident that Brooklyn would become what it is now. So I give all of them credit. What’s your secret to success? I think it’s about being a great listener, not being afraid to lead and to build teams and work with people and also be decisive. You can’t be successful in this city without doing all of those things. How do you define power? For me, power is about leadership, and it’s about great ideas. In New York City government, it’s also about being able to synthesize what’s going on and taking those ideas and thoughts and moving it forward. We’re such a future-looking city.

Whether you need financing for new equipment, an asset-based loan for short term cash flow, or big picture business banking advice, let’s chat about your future. Talk to a dedicated Relationship Manager and a team of experts at City National® today. We make it our business to be personal. As your business grows, your day-to-day concerns get bigger too. BUSINESS EXPERTISE THAT SCALES. Discover The way up® at cnb.com/business City National Bank Member FDIC. City National Bank is a subsidiary of Royal Bank of Canada. ©2022 City National Bank. All Rights Reserved. Credit products are subject to credit approval. Equipment financing and leasing are offered by First American Equipment Finance, a subsidiary of City National Bank, and are subject to credit approval by, and documentation acceptable to, First American Equipment Finance. For California clients: Loans made or arranged pursuant to a California Finance Lenders Law license.

Hospitals across New York largely failed to reach consensus with nurses and ancillary-service workers in their nal clinical sta ng plans submitted to the state Department of Health, union members say. e plans, posted online at the end of last month, were the product of a six-month negotiating process by committees of health care workers and hospital administrators. e process was conceived by a 2021 state law intended to ensure su cient hospital sta ng amid the Covid-19 pandemic’s spotlight on the issue.elaw requires a hospital to adopt a plan that is recommended by a consensus of its respective committee. If no agreement is reached for a given unit, the law empowers the hospital’s chief executive to determine its sta ng plan. Union o cials and frontline health care workers said that, at most hospitals, they reached an agreement with management about the appropriate ratios for some units. In many cases, they agreed on 2-to-1 ratios for intensive care units. Only at a few hospitals did executives and clinical sta disagree across the board. “In some hospitals we did not reach consensus at all,” said Nadine Williamson, who heads the nursing division of 1199 SEIU United Healthcare Workers East. “It sort of lowered morale when you work for six months to attempt to get to a sta ng plan and you don’t get there.”

Ryan noted that the law “preserves management’s role in designing sta ng plans while giving frontline workers an active role and voice in the process.” Disrespect? Jessica Montanaro, a longtime ICU nurse at Mount Sinai Morningside who was part of its sta ng committee, said she felt disrespected during the planning process because

C hef Matt Looney comes out to speak to his audience of diners between courses. e pea soup with meyer lemon crema and pancetta, he explains, is a perennial favorite. When waitsta present the chicken liver mousse, he explains how he invented the “Looney-Bin” crackers served alongside when he was chef de partie at Ad Hoc, the famous omas Keller restaurant in Napa Valley. Looney’s menu is one-time only, but the format—a well-run pop-up with a set-price menu and wine pairings that takes place at a highend private residential space—is replicable under the management of Resident, a food company. For each event, Resident borrows unsold residential units or underutilized amenity assets, such as event rooms for the meals. at keeps its own overhead lower and becomes a second selling point to customers: ey get to dine in $5 million penthouses with views of the city that they might not otherwise ever get to see.

Ticketed dinners run $195 for ve courses with pairings and typically sell out 30 to 45 days in advance, according to Samuel Freeman, Resident senior director of marketing. is fall there are about 40 dinners a month, up from around 10 per month last year, each with about 30 diners. e bulk of the business—around 80%—comes from running the same kind of events for corporate groups. Up-and-coming chefs Resident started in 2018 as a way for founder Brian Mommsen to give talented chefs, perhaps the third or fourth in command at the nation’s best restaurants, a way to begin to build a customer base, said Freeman. In turn, New York foodies had the chance to meet up-and-coming chefs and discover their food before anyone else. “Our guests love dining with us because they are seeing the most well pedigreed chefs before they blow up,” Freeman said. “You’re leaving the fate of your evening in the hands of these Michelin-restaurant-trained chefs.” At the same time, because Resident manages the spaces, ticket sales and sta ng, guests can expect reliably good service in impressive settings, while still experiencing the caprice of an omakase and the festivity of a dinner party. Resident sells tickets in advance through Tock.Some dinners, including the recent Looney one, are in interesting commercial spaces such as Club 75, a private area that is part of the coworking space Convene at 75 Rockefeller Plaza. Corporate events Resident also does a large chunk of its business putting on private dinners for corporate teams, especially for tech rms like Meta and Google.Upcoming events include an Italian tasting menu from chefs Paul D’Avino and Jorge Olarte, alumni of Wd~50 and Café Boulud, respectively, and a French-Haitian tasting menu by chef Deborah Jean, an alumna of Le Coucou and DominqueBothAnsel.will take place in a ninthoor condo at Brooklyn Point, a high-end development at 138 Willoughby St. with workers, barely budge on staf ng-ratio company Resident organizes high-end MAYA KAUFMAN BY CARA EISENPRESS

aftermademitteesaid.months,”essentiallyone-sidedmostclinedmanagementhospitalde-tonegotiateofthetime.“WewerehavingadialogueforMontanaroShesaidthecom-eventuallysomeprogress,monthsduring which the unions presented their proposals and management listened but said nothing; but then the hospital scrapped it all at the last minute. Mount Sinai Morningside management’s nal proposal for nurse sta ng levels appears identical to its current grid for registered nurse ratios—which Montanaro said is part of the New York State Nurses Association contract but is frequently violated.Montanaro’s unit, the medical and surgical ICU, has a 24-bed capacity. She said that the New York State Nurses Association contract calls for 11 nurses but on some recent days the unit has had only seven. Union representatives on the committee proposed a ratio of 11 registered nurses plus one charge nurse, who typically is not assigned a patient, for an average daily census of 20 Respondingpatients. to the allegations, Mount Sinai spokeswoman Lucia Lee said the hospital did participate in the negotiating process. Mount Sinai Morningside President Arthur A. Gianelli said in a statement that the system is increasing the class size of its nursing school and implementing “unprecedented” recruitment strategies. “In 2022 so far, we’ve lled more than 450 positions, working closely with our union partners,” said Gianelli, who is also chief transformation o cer for the health system. “Nurses are in short supply and strong demand. It’s incumbent upon us as the leading hospital system in New York to think creatively.” Hospitals are required to implement their clinical sta ng plans by Jan. 1. Hospitals that are found by the Health Department to have violated the law will be required to submit a corrective action plan and might be subject to civil penalties. ■

hospitals

RESIDENTENNISBUCKdiners at a Resident dinner in Brooklyn.

“WE WERE HAVING A ONE-SIDED DIALOGUE ESSENTIALLY”GUESTS GET TO DINE IN $5 MILLION PENTHOUSES THEY MIGHT NEVER SEE LOONEY speaks to

14 | CRAIN’S NEW YORK BUSINESS | AUGUST 22, 2022

■ After six months of negotiating

-

Representatives of the New York State Nurses Association said the majority of hospitals refused to discuss ratios in certain departments, particularly ones that care for patients undergoing surgery.Williamson said there also was widespread resistance to behavioral health departments being part of the sta ng plans, although hospitals eventually relented. “We had to ght unnecessarily to even get it included,” she said. Asked to comment, the Greater New York Hospital Association did not directly address those allegations.“Sta ng is multifaceted and dynamic,” Lorraine Ryan, the association’s senior vice president for legal, regulatory and professional a airs, said in a statement. “A wide range of variables were considered in developing the plans.”

plans Restaurant

meals in underused luxury residential spaces HEALTH HOSPITALITYCARE BY

Demmissie added. “Climate change is real. I understand the concerns. But I also think we need to look at them in the context of the social good and improved equity crypto innovation can bring.”

Will that be enough to ensure that New York continues as a crypto hub once things shake out? “Modern nance has had centers in Greece, Rome, Florence, London,” Homer said. “We’re waiting to see whether New York will be the nexus of this new system of decentralized digital Thatnance.”might well require a strategy that relies on more than a single agency. “We put a lot of pressure on the DFS to lead the way,” Soufer said. “For New York to be a global regulatory leader, we need to think more broadly. It would be really meaningful, for example, if the governor would put out an executive order explaining how New York state sees the industry, what our principles are, and so on.”

“What’s wonderful about our democracy is that we recognize that issues like these are complex, that di erent things can be true at once,”

15 | CRAIN’S NEW YORK BUSINESS | AUGUST 22, 2022

T hat question fueled a July 20 breakfast gathering, titled “Future of New York Cryptocurrency: the City’s Path to Becoming the World’s Crypto Capital.” e event featured an editorial conversation involving Adrienne Harris, superintendent of the state Department of Financial Services, and Cory Schouten, editor in chief of Crain’s New York Business. e event included a panel discussion moderated by Fred Gabriel, Crain’s publisher and executive editor, and sponsored by eToro US, EY, Genesis and Tusk Strategies. Panelists were quick to identify the city’s many Chenadvantages.Zur,who serves as EY Americas digital, emerging technologies and blockchain leader, pointed to the region’s deep stores of capital. “Developing crypto technology requires enormous sums, which New York’s legacy nancial institutions have,” Zur said. “Innovators would do well to partner with Lulethem.”Demmissie, CEO of eToro US, suggested that New York’s edge lies in something less tangible. “Our city’s culture and laws resonate with the next generation of Americans, who care deeply about equity,” Demmissie said. “ e climate here is attractive to young folks excited by Mattcrypto.”Homer, executive in residence at the ntech venture capital rm Nyca, noted that few metropolitan areas are the talent-producing engine that New York is. “Our university system is unique,” Homer said. In the end, though, New York’s crypto future will likely be decided by the regulatory contours being shaped by the DFS. “People nd the pace of government regulators frustrating,” said Eric Soufer, head of the crypto and ntech practice at Tusk Strategies. “But we should want regulators to be deliberate and thoughtful. We don’t want them just following the way the wind blows.”

Chen Zur EY BlockchainTechnologiesDigital,AmericasEmerging&Leader

Matt Homer Executive Residence,inNyca Lule Demmissie CEO, eToro US Eric Soufer Head of Crypto + FinTech Practice, Tusk Strategies

Industry leaders see promise in New York’s flourishing crypto landscape

Photo credit: Buck Ennis, Photographer, Crain’s New York Business, #crainsevents

As yet, it is unclear if New York’s brand of oversight will attract crypto companies or send them elsewhere to set up shop. “It depends whether they recognize how valuable a seal of approval from New York state regulators can be,” Soufer said. “Many realize that it boosts their value proposition and opens doors to capital.”

PANELISTS

SPONSORED CONTENT

Panel photo from Crain’s “Future of New York: Cryptocurrency” event on August 12.

While fellow panelists agreed that rigorous regulation is crucial to deterring bad actors, Demmissie tempered the consensus with a caveat. “Regulations can’t be too onerous,” she said, “or they’ll choke out new entrants with fewer resources. Crypto is a nancial equalizer; it’s bringing new faces to ownership circles. High barriers to entry get in the way.”

Attendees were le with a sense of being at the edge of something big—transcendent, even. “I go to crypto conferences and every part of America is there,” Demmissie said. “You have the blue, the red, the purple, the green. ey’re all drawn by the promise of this groundbreaking technology.”

Does the Big Apple have what it takes to be a top spot for crypto companies?

In a separate conversation with Crain’s, Michael Moro, CEO of the leading crypto prime brokerage service Genesis Global Trading, shared his perspective on the city’s digital assets landscape. “New York has all the ingredients to become a leader of the sector—research institutions, talent, a vibrant entrepreneurial community,” he said. “But policymakers need to realize that other states are structuring their regulatory and business climates to aggressively court the crypto sector. New York must act to maintain its status as a prime destination for nancial companies.” Zur, for one, thought policymakers were on the right track. He pointed to the generally positive disposition of the watchdogs. “Regulators o en speak from a place of wariness,” he said at the event. “ e rhetoric coming from the DFS is refreshing: It’s hopeful, evenhanded, wellinformed.”emessaging matters. “Crypto is a narrativedriven space,” Homer said. “Mining legislation, for instance, is generating a negative story about the Zurstate.”hada countermessage for state environmentalists pushing for a mining moratorium. “Blockchain technology has great potential to fuel environmental, social and corporate governance improvements all around,” he said. “It can be used in carbon credits, in solar panel innovation, and to improve diversity in nancial spaces. e ESG opportunities are immense—and we need to keep that big picture in mind.”

Nevertheless, Demmissie was con dent that New York would thread that needle. “Lady Liberty doesn’t stand in our harbor for nothing,” she said.

The Bachrach Group Bob Badolato joined The Bachrach Group (TBG) in June 2022 as Chief Financial Of cer, bringing along with him three decades of experience in a series of high-level nance roles at Fortune 500 and middle-market companies. He most recently spent six years as CFO at CoWorx Staf ng Services Inc., a large national light industrial and retail staf ng rm. Prior to this, Bob drove positive outcomes across mergers and acquisitions, strategic planning, investor relations, risk management, digital transformation, team building, nancial reporting, strategic exits, and project management. Bob holds a Bachelor’s degree in Accounting from Long Island University.

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MARKETING / ADVERTISING DeepIntent Amit Chaturvedi joins DeepIntent as the company’s rst Chief Operating Of cer. He will primarily focus on scaling the company’s sales, campaign management, client success, and business development teams as DeepIntent further de nes itself as the healthcare industry’s leading digital advertising platform. Chaturvedi has more than 20 years of experience at both ad-tech startups and global media companies, most recently as WarnerMedia’s EVP of Revenue Operations & Product.

FINANCIAL / TECHNOLOGY DailyPay Michael McKeon joins DailyPay as Senior Vice President of Channel decadesMcKeonPartnershipsandStrategy.bringsofexperience at the world’s leading HCM companies, including ADP, UKG, Kronos and others. In his new role, will manage and grow existing partnerships as well as build new and emerging channels domestically and internationally to increase the distribution and availability of DailyPay’s employer solutions.

PROFESSIONAL SERVICES Eriksen Translations Inc. Eriksen Translations Inc., a promotiontoProvider,LanguageleadingServicesispleasedannouncetheof Kevin Hudson to Executive Vice President, Client Services. In this role, Kevin will oversee the company’s client services team while ensuring that all clients receive unparalleled support and customized solutions. As a member of the senior leadership team, Kevin works to instill a culture of excellence companywide, while developing strategies to ensure the company’s growth and sustainability.

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The Bachrach Group Amy Costa has been promoted to Chief People Of cer at The Bachrach Group (TBG), a national recruiting rm headquartered in New York City with nearly ve decades in the industry. Amy joined TBG almost 10 years ago as an HR Coordinator, spearheading their marketing and social media efforts. Since, Amy has garnered experience in bene t administration and management, employee development and engagement, and strategically structuring HR departments. Amy is ardently committed to people and providing employee-oriented services to meet company objectives and goals. She holds a Bachelor’s degree in Sociology from Queens College.

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Jackson Lucas Debi Damesek has been promoted to Associate Managing Partner of New York City within Jackson Lucas, a executiveretainedsearch rm specializing in investment banking, asset management & alternatives, real estate, technology, legal, and human resources. Debi joined Jackson Lucas in early 2021 as a Managing Director, and she also serves as the Co-Head of the Jackson Lucas DEI Council. Debi has over 20 years of experience in talent acquisition, executive search, and human resources consulting. Prior to joining Jackson Lucas, Debi conducted in-house recruiting for Deloitte Consulting, Lehman Brothers, Bridgewater, Credit Suisse and BlackRock, and worked on the agency side at Stanton Advisors.

Jackson Lucas Deborah Gollin has been promoted to Partner within Jackson Lucas, a Interviewing.andScienceBachelor’sequityrealsystematichedgelargewithinhiredinWiththeAssociateJacksonresources.technology,&banking,inexecutiveretainedsearchrmspecializinginvestmentassetmanagementalternatives,realestate,legal,andhumanDeborahjoinedLucasin2020asanPartnerandservesasCo-HeadoftheDEICouncil.over20yearsofexperiencetherecruitingindustry,shehasthousandsofprofessionalsglobalinvestmentrms,multi-strategyglobalfunds,algorithmic&tradingplatforms,estate,andprivaterms.DeborahholdsadegreeinPoliticalfromUnionCollegeistrainedinBehavioral

YOURANNOUNCEBIGNEWSINCRAIN’S! MERGERS / EisnerAmperACQUISITIONS New York, Raicheisneramper.com212-949-8700NYEndeMalter & Company (“REM”) has joined global business consulting rm EisnerAmper. Founded in 1972, REM has 200 professionals and 45 partners/ principals serving clients from of ces in New York City, Long Island, New Jersey, Florida and the Cayman Islands. REM provides audit, attest, tax, family of ce and business advisory services. The rm services real estate, nancial services, manufacturing, media and many other business sectors. COMPANIES ON THE MOVE To place your listing, www.newyorkbusiness.comvisit /companymoves or contact Debora Stein at917.266.5470 / dstein@crain.com REAL ESTATE The Community Preservation Corporation Monique Jefferson joins The HumanpreviouslyPeopleViceCorporationPreservationCommunityasSeniorPresident,ChiefOfcer,havingservedasChiefResourcesOfcer at New York Public Radio. She will hold roles as a leader of human resources and senior business advisor contributing to CPC’s strategy, priorities and growth through the people function. Jefferson has over 20 years of experience as a human resource executive in the nancial services, legal, insurance and nonpro t sectors. THEIRADVANCINGACHIEVERSINDUSTRYCAREERS Recognize them in Crain’s For listing opportunities, contact Debora Stein at dstein@crain.com or submit directly to CRAINSNEWYORK.COM/PEOPLEMOVES

KeyBank Alex Ramos joined Key Private Bank as Sr. Manager,Relationshiphelping the bank’s high-net worth clients meet their banking, duciary, investment, and planning investment needs. He has 20 years of industry experience in investment and relationship management roles with top nancial institutions. Ramos speaks English, Spanish, French, Dutch and Portuguese. He earned his BA from the University of Pennsylvania, and an MA from Katholieke Universiteit Leuven in Belgium as a Fulbright Scholar.

REAL ESTATE BEB Capital Thomas Burns joins BEB Capital in the newly created role of Chief Financial Of cer of the rm’s real estate holdings. Mr. Burns will report to Lee Brodsky, CEO of BEB Capital. As CFO, Mr. Burns will be responsible for overseeing the scal functions of BEB Capital’s real estate holdings. Thomas Landherr, who has served as CFO of BEB Capital since 2015, will shift focus to the Brodsky family of ce, focusing on the rm’s non-real estate related holdings. To further bolster its real estate team as the rm continues its strategic growth, BEB announced the appointment of Alan Rayman as Real Estate Controller, where he will handle the accounting for real estate deals during the development, construction, and management phases.

CONSULTINGNextStreet Andrea Crawford(Andi) has joined Next Street as a Partner and will lead the rm’s new Revenue Of ce. In her role, Andi will develop new strategic relationships for the rm, secure new business with a focus on local and regional governments, establish processes to scale our business development efforts, and help steward the rm’s growth and evolution as a member of the rm’s Management Team.

REAL NightingaleESTATE Properties Avi Kollenscher has joined thewithPresidentExecutivePropertiesNightingaleasVicechargedhelpingmanagerm’sinvestment activities as well as capital markets, development, leasing and portfolio management efforts. Kollenscher joins the company after a two-decade tenure at Related Cos., where he most recently served as Senior Vice President overseeing a 3 millionsquare-foot retail portfolio, as well as the development of commercial properties valued at more than $2 billion.

16 | CRAIN’S NEW YORK BUSINESS | AUGUST 22, 2022 PEOPLE ON THE MOVE To place your listing, visit www.crainsnewyork.com/people-on-the-move or, for more information, contact Debora Stein at 917.226.5470 / dstein@crain.com

Mayors from Bloomberg to Adams have all released plans to improve ood resiliency that have been praised by advocates for their desire to distribute resources equitably. Many of these proposals, however, are grounded in years-long studies that fail to meet the serious urgency of the moment. As reporter Caroline Spivack lays out in “Treading Water,” the lack of comprehensive citywide action has left New York at a climate crossroads. Elsewhere in this issue’s Crain’s Forum: Researchers say community buy-in is key to ensure future climate action is streamlined. Crain’s spoke to business owners and residents across the city to gather their questions on ooding and how they can be involved, then ran them by experts and city of cials as a service to our readers. As ooding becomes common, it’s critical for business owners to know the risk associated with running, opening or expanding a business in the city. Data editor Amanda Glodowski found that more than a half-million city properties are susceptible to ooding, with the majority of them in Brooklyn and Queens. —Taylor Nakagawa, digital editor

INSIDE JULIE TIGHE kryptoniteFlooding’s is infrastructuregreen

Treading water

BY CAROLINE SPIVACK

IMUSKARENCORTNEYKOENIGWORRALL City government and businesses must work together to ght climate change

New Yorkers would be hard-pressed to nd a recent climate event more striking than the destruction brought on by Superstorm Sandy. The hurricane was a wakeup call to lawmakers and residents that swift action was needed to protect the city against the threat of ooding and heavy rains. But nearly a decade later, the city has used less than a quarter of the $472.3 million earmarked for coastal protection, leaving New York vulnerable to storms that climate experts predict will only increase in severity.

PAGE 21 New York City remains vulnerable a decade after Sandy as initiatives to combat the threat of ooding plod along

PAGE 20

The memory of Superstorm Sandy looms large for Jim Tampakis. He remembers how some 6 feet of seawater transformed the streets of Red Hook, Brooklyn, into rivers and decimated his maritime equipment shop, causing hundreds of thousands of dollars in damages. Tampakis has made upgrades to brace his business for severeDespiteoods.apatchwork of temporary 4-foot-high barriers and in atable dams the city plans to deploy 48 hours ahead of a storm, however, Tampakis said he feels just as vulnerable to a powerful storm surge today. Nearly a decade after Sandy, critical climate resiliency projects remain stuck in a web of bureaucracy. A March 2019 audit by Comptroller Scott Stringer showed that the city had spent only 54% of $14.7 billion in federal grant dollars allocated toward Sandy recovery and resilience projects. Of the $473.2 million of that money earmarked for coastal protections, only 14% had been utilized. e city has had more success with building out its smaller-scale green infrastructure initiatives, but just 21% of the more than 7,300 rain gardens, permeable surfaces and other e orts to soak up rainwater launched after 2016 were actually complete as of September, according to a report from the Center for an UrbanFormerFuture.Mayor Bill de Blasio advanced some key coastal protections, while other e orts have faced delays and plodded along, including the series of protections that make up the Lower Manhattan Coastal Resiliency project. ose protections—which build o plans that came out of a federal design competition launched at the end of the Bloomberg era in 2013—are still largely in design and construction phases.Mayor Eric Adams has pledged a multilayered approach to adapting the city to climate hazards including sea-level rise, heavy rainfall and extreme heat. A big piece of the approach, though, amounts to more planning and studying. A citywide climate adaptation plan is due next month, and a strategic climate plan—an update to Mayor Michael Bloomberg’s PlaNYC and de Blasio’s OneNYC—is expected in April. To inform future projects, the Adams administration also wants to deliver on a 2017 law, releasing the city’s rst comprehensive 14% OF MONEY earmarked for coastal protects has been utilized SOURCE: New York City Comptroller’s Of ce 2019 report 19% THE ESTIMATED percentage of city homes and vulnerablebusinessestooodingby2050 First Street Foundation

KATE BOICOURT

The state should play a bigger role in crafting climate strategies

See WATER on page 18 HUBBLEBRIAN AUGUST 22, 2022 | CRAIN’S NEW YORK BUSINESS | 17

SOURCE:

CLIMATE CHANGE

PAGE 21

City caught at a climate crossroads

“ e real sticking point is going to be capacity for change,” Worrall said. “Are we going to be investing in improving the processes that will lead to better and faster outcomes? Are we going to be putting the resources and sta ng behind the projects in order to protect the most vulnerable communities and, eventually, all communities from the e ects of climate change?”

18 | CRAIN’S NEW YORK BUSINESS | AUGUST 22, 2022 study on environmental justice to identify which disadvantaged communities are missing out on climate-resiliency investments.Planning is one thing; taking swift action to deliver on a plan presents its own funding and logistical challenges. As City Hall spokeswoman Kayla Mamelak acknowledged, the Adams administration is pouring funds into plans including resiliency projects, green infrastructure and stormwater protections, “but these changes won’t happen overnight.” Climate change isn’t waiting, however. e urgency of the moment puts the city at a crossroads of needing both comprehensive planning and swift action to protect residents and businesses. As long-term e orts stack up, the city is taking short-term steps to share the responsibility for readiness with residences and businesses, including by providing inatable dams and sandbags to vulnerable areas and through the release of a Rainfall Ready NYC plan with storm preparation guidance.Policyexperts argue that New York is in dire need of a comprehensive vision and that government must take swift steps to implement plans and policies. In the shorter term, researchers have called on the mayor to aggressively expand the city’s e orts to build green infrastructure in combination with gray infrastructure such as storm drains and seawalls, and ensure that agencies have the money to maintain critical upgrades. A “Band-Aid” solution A decade after Sandy, the $100 million Red Hook Coastal Resiliency Project, which is to be funded by the city and Federal Emergency Management Agency grant dollars through the state, is only 60% through the design process. If all goes to plan, the city’s Department of Design and Construction expects to complete the project’s oodwalls, sliding gates and barriers by 2026. ose protections would defend Red Hook, a neighborhood that’s smaller than 1 square mile and is surrounded by water on three sides. ey would provide significant protection from ooding, but they would not forestall the havoc of a Sandy-strength tempest. at is a frustrating reality for Tampakis and some of his neighbors, particularly because just north along the East River, construction has moved forward on the nearly $1.5 billion East Side Coastal Resiliency Project, designed to protect a 2.4mile stretch of Manhattan from a 100-year ood and some 30 inches of sea-level rise. “It’s upsetting that other areas have better systems because they have better budgets,” said Tampakis, who is an organizer with Resilient Red Hook, a grassroots group that advocates for climate initiatives for the working- and middle-class neighborhood. “But, you know, we’re just Red Hook, so we’re used to getting a little slapped around every now and then.”

WATER FROM PAGE 17

Tampakis’ concerns are emblematic of what business owners in at-risk communities across the city grapple with as they wait on major coastal barriers and sea-level projects rst envisioned during the de Blasio administration. With each passing year, they face a growing sense of vulnerability. Storms stand to become more and more dangerous due to climateWhatchange.might truly make a di erence for New Yorkers is the resources the city ultimately pours into making its resiliency visions a reality. “I think sometimes our memories are a little bit short-lived, and we kind of move on from the last crisis until we get hit by the next one,” said Randy Peers, president and CEO of the Brooklyn Chamber of Commerce. “And that’s unfortunate for the businesses that lived through Sandy. For them, the big-picture projects matter because, honestly, long-term storm resiliency can only be undertaken by the government. ey can’t do it alone.”

A draft of the report could come out as soon as this summer, but a nal version is not anticipated until 2024. Climate advocates including Cortney Worrall, president and CEO of the nonprofit Waterfront Alliance, have praised the city for its commitment to address ooding but have acknowledged the bureaucracy embedded in the planning process.

JIMTAMPAKIS doubts Red Hook is ready.

KAREN BLONDEL wants the city to engage residents on solutions.

ENNISBUCKPHOTOS:

In July the city unveiled its Rainfall Ready NYC plan with new ood maps and advice for property owners and tenants about how to prepare for storms. New York City Chief Climate O cer Rohit Aggarwala, at an August 16 City Council hearing, called it a “Band-Aid” solution designed to complement but not substitute for long-term planning for oods. High stakes Developing solutions to the city’s ooding needs is a high-stakes matter for New Yorkers, their property and their livelihoods. In 2019 a whopping $101.5 billion in property value was located on city land vulnerable to powerful coastal storms, according to a report by Stringer. At least 121,200 properties are currently at risk of ooding—14% of the city’s buildings—according to a 2020 national ood risk assessment conducted by the First Street Foundation, a research and technology nonpro t working to de ne climate risks. By 2050, the report says, that number is expected to increase to 166,875 properties—a nearly 38% rise in homes and businesses vulnerable to ooding. Creating a more resilient city is also a matter of life and death. Sandy led to the deaths of 44 New Yorkers while in icting what the city estimates was $19 billion in damages and lost economic activity across the ve boroughs. Last year the remnants of Hurricane Ida pummeled the city with more than 3 inches of rain during an hour in September, killing more than a dozen New Yorkers and underscoring the challenge of preparing for heavy rains. By the end of the century, the New York City Panel on Climate Change estimated, the city could experience up to 25% more annual rainfall than today, along with a 50% increase in the amount of days with more than 1 inch of rain. At a City Council hearing in April, Kizzy Charles-Guzman, executive director of the Mayor’s O ce of Climate and Environmental Justice, said the city will not be able to nalize big resiliency plans until the U.S. Army Corps of Engineers releases a feasibility report on New York and New Jersey harbors and tributaries. Data and analysis in the report, Charles-Guzman said, are critical to the city’s plans and will inform how o cials advocate for the city’s next set of major federal investments.

CLIMATE CHANGE

“THE REAL STICKING POINT IS GOING TO BE CAPACITY FOR CHANGE.”

Community buy-in Long-term projects to protect neighborhoods at risk are a yearslong undertaking that often require lengthy city, state and federal approvals. Experts say it’s key to get community buy-in. Otherwise city o cials risk slowing the process and polarizing communities.estarkest example of that is the East Side Coastal Resiliency Project. After years of community engagement, the de Blasio administration scrapped its initial plan in 2018 in favor of a controversial vision that involved bulldozing and rebuilding East River Park to make way for an 8-foot-high storm-surge barrier. Lawsuits and protests have since slowed the process. “ e biggest lesson learned on all of our climate planning is that we need to be working with the communities from the start, and we can’t stop working with the communities,” said Amy Chester, managing director of Rebuild by Design, an environmental and urban planning nonpro t. “We don’t get to design and then say, ‘OK, we’re done. anks.’” For vulnerable areas such as Red Hook, that means having conversations about what residents would like to see in their neighborhood, as well as being painstakingly transparent with property and busi-

AUGUST 22, 2022 | CRAIN’S NEW YORK BUSINESS | 19

ness owners about why certain decisions are being made. Karen Blondel, a longtime Red Hook resident and president of the NYCHA Red Hook West complex, acknowledged that it can be tough to get residents who are busy with work, child care and other commitments to make time to consistently engage in long-term neighborhood projects. at’s why it’s critical that the city takes the time to reach an array of locals, she said. “A lot of times an o cial’s vision is not the same vision as the community’s,” Blondel said. “ ey have to understand that you’re supposed to be engaging your constituents and elevating their voice, not your eown.”ood barriers planned for Red Hook, for instance, will not protect the Food Bazaar supermarket on Van Brunt Street or neighboring warehouses and commercial spaces. Mostly due to maintenance and operation concerns, FEMA rules dictate the city avoid building protections on privateButproperty.afterelding community concerns, the Department of Design and Construction said it is exploring an independent protection system for a cogeneration facility that would keep electricity, heat and hot water running at the Food Bazaar and 50 nearby homes and o ces when a major storm strikes. Sudden downpour When Ida hit, the ooding was di erent than it was during Sandy. e city’s overloaded stormwater system, which wasn’t built to accommodate such a downpour, ooded basement apartments and businesses, killing 11 people trapped inside. e city has a coastal storm evacuation plan, but it has struggled to develop a ash- ood evacuation plan because of the tough-to-predict nature of oods. NYC Emergency Management said it is working to update its ash- ood plan with a more aggressive early-warning system, among other measures, by the end of this month. In Sunnyside, Queens, during Ida, the intersection of 48th Avenue and 45th Street turned into a pond. Ramiro Mendez, who owns Mexican restaurant De Mole on the southeast corner, said the ooding partially knocked out a basement wall and caused roughly $25,000 in damage to the 17-yearold family Mendez,business.whodid not have ood insurance and said he still doesn’t because of the cost, said his insurance company covered only $5,000 in damages. e rest he was able to pay from a grant he secured through the Queens Chamber of Commerce.“Idon’t know what we would do if this happened again,” he said. “We’d probably have to Peers,move.”theBrooklyn Chamber president, said he worries how more frequent, more intense rains and ooding could send insurance costs soaring. “ e more of this that happens, insurance costs are going to go up,” Peers said. “How is that going to impact a business or a building’s ability to get insurance?” Soaking up the problem e Department of Environmental Protection has committed to upgrading the city’s outdated stormwater infrastructure, but it’s slow-going, expensive work. Each year the city invests hundreds of millions of dollars to expand the capacity of the stormwater system, including a $2.5 billion initiative in southeast Queens that began under de Blasio in 2018. To reduce runo from private properties, in February the DEP nalized a rule that requires all newly developed or renovated properties keep their stormwater out of the city’s sewers. Climate experts say a less costly and potentially speedier way to reduce street ooding would be through the city’s green infrastructure program. Launched in 2010, the e ort has grown to be one of the largest in the country, with 11,000 rain gardens, catch basins, green roofs and other measures that help absorb excessive rainwater. Following Ida, the city rolled out several efforts to beef up its green infrastructure, and on Staten Island the DEP maintains 75 natural drainage corridors known as bluebelts. But there’s room for improvement. According to the Center for an Urban Future, the city has completed only a fth of the green infrastructure projects it began in 2016, and those projects would triple the program’s footprint once built. Maintenance is another key issue. According to a 2019 audit by Stringer, of 102 DEP rain gardens that auditors inspected in Brooklyn, Queens and the Bronx, the majority likely would not function eciently due to shoddy maintenance. At the New York Hall of Science in Flushing Meadows Corona Park, Queens, its president and CEO, Margaret Honey, said she believes more green infrastructure in the surrounding area, along with proper upkeep, could go a long way toward mitigating the museum’s ooding threat. e Hall of Science, which shut down in March 2020 due to the Covid-19 pandemic, had its doors open for just seven weeks before Ida devastated the educational center. e museum has since managed to reopen, thanks in part to city support, as it works toward a full recovery. But Honey estimated the nal toll of the damage once all the work is complete could reach $25 million. “Climate is no longer on our side,” she said. “From a larger perspective of us as a city, we’re going to need for there to be mechanisms put in place that enable greater degrees of collaboration, cooperation and responsiveness.”■

CLIMATE CHANGE ENNISBUCKPHOTOS:DATAWRAPPERMAP:

HONEYMARGARET says proper upkeep is critical for infrastructure.green MENDEZRAMIRO can’t afford insurance.ood Queens and Brooklyn have the highest risk of ooding in the city, while Manhattan has the lowest risk Staten Island The Bronx Manhattan Queens Brooklyn SOURCE: First Street Foundation Average ood risk per borough

■

What’s the road map look like for funding major city climate projects?

How can private-property owners invest in green infrastructure? One way to do that is through the city’s green roof retrofit program. The program is designed to encourage private-property owners to essentially create rooftop gardens with soil and drainage. The city accepts grant applications for the conversions on a rolling basis. Building owners can also apply for a one-time property tax abatement for structures that have green roofs.

The city’s Rainfall Ready plan is one resource you’ll want to review. The city also runs a free Partners in Preparedness program that supports organizations in prepping their facilities, employees and services for emergencies, including floods.

What kind of flood preparation resources are available for businesses?

What are the challenges to protecting people in basement units? The biggest challenge to protecting these tenants is legalizing unregulated units. An estimated 100,000 New Yorkers live in 50,000 such apartments that lack safety oversight from the city, such as ensuring proper exits, light and air. Legislation was on the table in Albany that would have allowed the city to move toward legalizing basement units, but it failed to gain traction during the spring. Without a legal framework, the city lacks a full picture of precisely how many people live in basement apartments, which makes trying to evacuate vulnerable tenants ahead of a flash flood a challenge. “Our elected officials need to push harder to legalize underground basement apartments that could [safely house] thousands of people across the five boroughs,” said Maritza Munoz, housing program director at Woodside on the Move, which provided support to tenants displaced by Hurricane Ida. What is the city’s flash flood evacuation plan? We don’t really have one—not yet anyway. Tashawn Brown, a spokesperson for the city’s Office of Emergency Management, explained: “The city does not maintain a flash flood evacuation plan due to the unpredictable and potential widespread nature of the hazard. Unlike coastal storms, flash floods don’t provide much advance warning.”

THE STATE NEEDS TO TAKE A

BY AMANDA GLODOWSKI As flood risk is expected to rise in the next 30 years, a significant share of New York’s buildings are in serious danger

BY CAROLINE SPIVACK

20 | CRAIN’S NEW YORK BUSINESS | AUgUSt 22, 2022 CLIMATE CHANGE

Crain’s asked business owners and residents in at-risk neighborhoods their questions about flooding and how they can make their communities more resilient to climate change. Here, we answer some of your quandaries, with help from researchers and policy experts.

STATS AND THE CITY WHILE QUEENS IS AT THE HIGHEST RISK, MANHAttAN IS THE LEAST THREATENED OF THE FIVE BOROUGHS ENNISBUCK

The passage of the Infrastructure Investment and Jobs Act and the Inflation Reduction Act have made billions of dollars available for resiliency and climate adaptation. It is a matter of city and state officials advocating for those dollars. New Yorkers will have the opportunity to vote on the Clean Water, Clean Air, Clean Jobs Bond Act at the polls in November. If the ballot initiative passes, the state will invest $4.2 billion in climate mitigation and adaptation projects, water infrastructure, the resto ration of key habitats, among many other climatefriendly efforts.

OP-ED AS WE APPROACH THE 10TH ANNIVERSARY of Superstorm Sandy and the first for Ida, one thing is clear: New York needs to better understand current and future risks from storms and climate change and must ensure our state government is equipped to address them.Although there is much progress to be made at the city level, there is also a strong case to be made for the state of New York to play a larger role in planning and leadership on climate resilience. With the forthcoming Statewide Climate Impacts Assessment, the time is now for the state to coordinate with the city’s resilience planning process and to develop a complementary plan that identifies flood risks today and those in the future to better pinpoint solutions to reduce them.Louisiana and other states have developed similar plans following disasters. As a result, they have secured billions of dollars in funding for projects that better protect communities. Devising our own plan would help us ensure that new federal and hopefully state bond act dollars are directed to areas where they are needed most. To oversee and implement a whole-of-government climate risk-reduction strategy, New York should appoint a chief resilience KATE BOICOURT A ccording to data from the First Street Foundation, a research firm that studies climate, New York City is among the metropolises across the country categorized as cities with “substantial risk” when it comes to flooding. The firm estimates that by the year 2050, the current risk level, as measured in 2020, will grow by just over 20%, the seventh-fastest-growing rate across the country.Thestakes of the increased risk are high, with 615,000 properties across the state currently at risk of flooding. That number is expected to increase to 688,800 by 2050, a 12% shift. The greatest share of that, 121,200, are in the city, representing 14% of all the properties in the fiveOfboroughs.thoseproperties at risk, 67% are at “major risk,” according to the data. Since 2000, 571,600 property owners across the state have filed flood damage claims with the Federal Emergency Management Agency, with the highest concentrations in Long Island, Queens, Brooklyn and StatenAccordingIsland.to First Street’s findings, Queens is at the highest risk for floods, followed by Brooklyn. Manhattan is the least-threatened borough.

As a small-business owner, what should I be doing to protect myself from flooding? That starts with assessing the risks flooding poses to your business. Familiarize yourself with the city’s stormwater flood map, and find out if you’re in an evacuation zone. Create an emergency plan that safeguards your operations and employees, and don’t forget to sign up for the city’s emergency alert system, Notify NYC. If you don’t already have it, purchase flood insurance. It’s also important to take physical measures to reduce your flood risk, including hiring a plumber to install a backwater valve that blocks the sewers from backing up. Seal cracks, loose doors and windows, and any other points of entry water could gush through. “The question is, what can you do now to survey your existing structure to ensure you’re protected against heavy rainfall?” said Randy Peers, president and CEO of the Brooklyn Chamber of Commerce.

“It has social benefits because it might be investing in new parkland. It has health benefits because green infrastructure helps clean the air and helps cool the temperature,” she said. That’s also true for the city’s Bluebelt program, which maintains 75 natural drainage corridors on Staten Island, including streams, ponds and wetlands, to store and filter runoff from storms.

A deluge of wet worries

How business owners can prepare for flooding and climate change

How can I get involved with climate planning for my neighborhood? Leonel Ponce, acting academic director of Sustainable Environmental Systems at the Pratt Institute, said familiarizing yourself with your community board and local planning efforts is an important first step. “Trying to get as much access to your community board to understand what is happening and what’s being planned is a key component,” Ponce said. “But I also think it’s understanding what those communitybased organizations are working on, and have there been community-based plans in your area?”

What cur rent programs are working that we should invest more in? For many experts, the city’s green infrastructure program is at the top of that list. The terminology is a catchall for projects that use or mimic natural systems to prevent heavy rains from overwhelming the city’s stormwater system. Rain gardens, or planted areas that soak up precipitation, and permeable pavements, such as porous concrete, are two types of green infrastructure you’ve probably walked by or on without realizing it. Amy Chester, managing director of Rebuild by Design, said the benefit of green infrastructure is that every dollar spent goes beyond soaking up rain.

How prepared is the subway system to handle flooding? It’s a mixed bag. Since Superstorm Sandy, the Metropolitan Transportation Authority has spent $7.6 billion on repairs and resiliency projects to shore up vulnerable infrastructure, including some $350 million toward movable flood controls to block station entrances, sidewalk vents, manholes and other subway entry points. The problem, an MTA Inspector General’s Office audit found, is that the way transit officials manage that equipment is disorganized, lacks planned deployment routes and poorly trains crews to install those protections.

BLOOMBERG

AUGUST 22, 2022 | CRAIN’S NEW YORK BUSINESS | 21 CLIMATE CHANGE

TWITTER QUICK STATS 20% AMOUNT the

of cer. New Jersey, Colorado, Florida and other states have appointed chief resilience of cers, who have brought together stakeholders across communities, academia and the private sector to craft solutions while also ensuring federal investments are deployed wisely and equitably, considering the intersectional climate impacts across housing, transportation, public health and otherNewsectors.Yorkhas made some progress since Sandy, thanks to projects such as waterproo ng tunnels and subway lines, purchasing deployable barriers to protect buildings, undergoing major retro ts of hospitals and public buildings, and replacing culverts. Looking ahead, we also must prioritize nature itself as a powerful tool for confronting the climate crisis while also improving our quality of life. By restoring and protecting wetlands, streams, ponds and coastal forests, we can strengthen our state’s natural infrastructure to protect us from ooding while cleaning our water and air, mitigating heat waves and providing refuges. Such natural solutions are up to 50% cheaper than traditional infrastructure, like seawalls, and provide 28% better value for the money.With a plan, leadership and solutions identi ed, we also will need long-term funding sources. Thankfully, this year New Yorkers have a near-term opportunity to address that by voting for the $4.2 billion Clean Water, Clean Air and Green Jobs Bond Act in the November election. The measure would provide funding for the purposes of environmental improvements that preserve, enhance and restore New York’s natural resources and reduce the impact of climate change for communities, particularly those that are traditionally disadvantaged. While we mark somber anniversaries, our state has an unprecedented opportunity to take bold action to protect all residents from growing climate threats and show the world that New Yorkers know how to lead on the most pressing global challenges of our day. ■ Kate Boicourt is the Environmental Defense Fund's director of climate-resilient coasts and watersheds for New York and New Jersey. city’s ooding

risk is expected to increase by as of 2050 615K NUMBER OF properties across the state that are currently deemed at risk of ooding 572K NUMBER OF claims across the state regarding ood damage since 2000 Areas of Brooklyn and Queens are most at risk for coastal ooding Coastal ooding risk score per census tract Staten Island The Bronx Manhattan Queens Brooklyn Areas with insuf cient data have been omitted. Relative gures are determined on a national scale. SOURCE: FEMA, Department of City Planning. Created with Datawrapper. Coastal ooding risk score NATIONALLY, NEW YORK CITY HAS THE SEVENTH-FASTEST-GROWING FLOOD RISK ACROSS U.S. CITIES WITH SUBSTANTIAL RISK Change in risk from 2020 to 2050 250%200%150%100%50%0 OrleansNew 207.6% FLJacksonville, 65.6% VABeach,Virginia 62.9% DiegoSan 24.7% FLTampa, 22.4% FLCoral,Cape 20.5% YorkNew 20.2% Cleveland 19.0% NVHenderson, 18.3% TNMemphis, 17.7% Houston 17.1% OHColumbus, 15.2% CAeld,Baskers 15.2% Philadelphia 14.0% CAFresno, 13.1% Seattle 12.8% OHToledo, 12.8% TXChristi,Corpus 11.3% ORPortland, 10.0% NCRaleigh, 9.60% SOURCE: First Street Foundation ENNISBUCK 0 242

BIGGER ROLE IN CRAFTING CLIMATE STRATEGY, PLANNING

DESIGN. At the water’s edge—whether new buildings or redevelopments— design is certain to play a huge role in securing our region’s future. As noted by the National Institute of Building Sciences, designing beyond code for resilience offers a 4:1 benefit-cost ratio and a 6:1 ratio for resilience against storm surge. Last year New York City approved Local Law 41, which mandates climate resiliency design guidelines for all city-funded buildings and infrastructure—a $90 billion capital portfolio.

Cortney Koenig Worrall is chief executive of the Waterfront Alliance, where Karen Imus is vice president of programs.

WATERFRONT GUIDELINES For those in the private sector, detailed resilience and risk-reduction strategy is available through WEDG. Seen as a commitment to resilience and a sustainable future, and as a long-term savings option, WEDG is increasingly being adopted by the corporate world. At the South Bronx waterfront, for example, WEDG-verified McInnis Cement was the first industrial marine project in more than 50 years. Multiple projects around the metropolitan region are WEDG-verified, all providing better ecology, community benefits such as improved waterfront access and protection against rising waters. There’s no time to lose. By prioritizing retrofits, incentives and modern waterfront design, New York and the city’s business community can act immediately—in cooperation—to speed the resiliency process. ■

THE CLIMATE CRISIS IS HERE—CITY GOVERNMENT AND THE BUSINESS COMMUNITY NEED TO WORK TOGETHER TO MITIGATE ITS EFFECTS

The city offers property-tax abatements to landlords in the most flood-prone communities for installing green roofs, which help to lower temperatures and remove heat, as the plants store rainwater and gradually release it back into the air. Such programs have the potential to significantly mitigate water damage and benefit landlords and tenants alike, but too few are taking advantage of them. We must continue to invest in our parks. Getting to 1% of the city’s budget for parks would allow for more green space in communities vulnerable to flooding.

IS FLOODING’S KRYPTONITE WHENEVER THERE IS HEAVY RAIN in New York City, my Twitter feed is inundated with videos of flooded subway stations and submerged roadways. I see stairwells turned into waterfalls and subway commuters walking through ankle-deep water. As unpleasant as it is to imagine the experience, those who merely have to wring out their socks after a storm are the lucky ones. In 2021 flooding caused by the remnants of Hurricane Ida killed 45 people in the New York area. This chilling reality will only get worse unless we implement climate-resilient infrastructure.

RETROFITS. Retrofitting buildings with resilient design should be a major focus of property owners in the coming years. Upgrading homes and other buildings can reduce vulnerability to rising sea levels, stormwater flooding and excessive heat, ultimately saving lives and property. The Department of City Planning has rezoned parts of the floodplain, legalizing retrofits such as elevating structures and moving mechanicals to higher floors. Retrofits, meanwhile, provide a market for the construction industry. Though climate design in the building and construction sector is still evolving, best practices and standards are essential for successful resilient design. Programs such as WEDG—waterfront edge design guidelines—are key. INCENTIVES. Whether for a massive waterfront project or a homeowner with a flooded basement, climate retrofits can be prohibitively expensive. The owner of a building might need to install backwater valves or elevate electrical infrastructure above anticipated flood levels, for example, or even raise the entire structure several feet. Access to financial assistance can be critical. Through the Infrastructure Investment and Jobs Act, city government has an opportunity to secure federal funds for resilience incentives and grants. Additional resources might be available if state voters approve the environmental bond act on the November ballot.

22 | CRAIN’S NEW YORK BUSINESS | AUgUSt 22, 2022 CLIMATE CHANGE

New York City was not designed to withstand the extreme storms we’ve seen during the past 10 years. To prepare for future storms, we must invest in green infrastructure. That means updating city streets to reduce ponding and overflow into our subways; increasing green space not just along the coastline, but in our inner-city neighborhoods as well; outfitting our city with the best stormwater management technology; and more. We aren’t starting from scratch. Scientists, activists and elected officials have been working on addressing coastal flooding and heavy rain for decades. New York’s Department of Environmental Protection has a plan to build green infrastructure, including rain gardens, to help absorb runoff. In some areas, the idea can be expanded into green streets, which can manage large quantities of water in addition to being beautiful. Coupled with forward-thinking changes such as permeable paving, we can dramatically reduce flooding.

OP-ED JULIE TIGHE IMAGESGETTY

Although we all can benefit from the beauty and benefits of green infrastructure, we can’t forget that for many New Yorkers, the consequences of inaction would be grave. Those at highest risk from dangerous storms are living in basement apartments and neighborhoods in low-lying areas. And New Yorkers who rely on public transit risk their health and safety every time it pours. As we build a climate-resilient city, we need to acknowledge how our failing infrastructure affects frontline communities. All those projects require immediate action, from elected officials and residents. Voters have the chance in November to vote on the Clean Water, Clean Air and Green Jobs Environmental Bond Act, a $4.2 billion investment that could fund critical upgrades to our water infrastructure and better prepare our communities to manage flooding. Whether another tragedy such as Superstorm Sandy happens is not a matter of if but when. I would rather roll up my sleeves and commit to green infrastructure now than roll up my pants and wade through flooded streets after the next hurricane. Let’s enact meaningful change before it’s too late. ■

OP-ED IT’S GETTING HOTTER. Floods are more frequent. New York City residents face escalating danger and life disruptions from climate change. We have no choice but to expedite climate action and prioritize a comprehensive resilience framework across government agencies and the private sector. Working together, city government and the business community can accelerate climate resilience with three interrelated approaches: Retrofit buildings to adapt to increasingly severe climate impacts; incentivize resilience measures for new development; and apply state-of-the-art design guidelines to all waterfront projects.

GREEN INFRASTRUCTURE

Julie Tighe is president of the New York League of Conservation Voters.

EAST SIDE COASTAL RESILIENCY PROJECT UNDER CONSTRUCTION ENNISBUCKKARENWORRALLKOENIGCORTNEYIMUS

At EHE, a preventive health care company, Altimare is charged with driving growth. She helped EHE develop a brand campaign embracing leadership in preventive and accessible health care. As chief revenue o cer, her goals include expanding services to workforces, including pop-up clinics for factory populations; increasing access to digital vaccination records; eliminating racial disparities in access to care; and creating solutions centered on member experience and engagement. She sits on the Alvin Ailey Dance Foundation’s board of

Aguwa leads his tech-driven provider’s growth o ce. He executes value-based care arrangements with health plans and runs product development, business development and strategy. He leads partnerships between payers and providers across all lines of business, including high-acuity and condition-speci c populations. He is most focused on low-income, underserved communities. He has developed a go-to-market enterprise strategy, a market-prioritization framework and competitor-intelligence tracking for Cityblock. Aguwa previously was vice president of strategy at DaVita, a kidney care management company. Abebe is focused on reducing hospitalizations through proactive care at Casa Promesa, a skilled nursing facility that serves patients with HIV/AIDS. Acting as liaison between administration and sta , he directs and coordinates resident medical care and physician services. He is also responsible for ensuring that Casa Promesa is in compliance with federal, state and city regulations that govern the clinical operations of skilled nursing facilities. Abebe, who led a Covid-19 vaccination campaign in response to the pandemic, is credited with guiding patients through a smoking-cessation program.

ALTHOUGH THE PANDEMIC has upended nearly every aspect of society, no eld was more immediately and wholly transformed than health care after Covid-19 struck New York. Workers in all spheres of the industry—including physicians, medical technology developers and insurance company executives—were forced to pivot, and they continue to adjust today. e sharpening focus on public and individual health crystallized imperatives such as widely accessible health care, responsive physician training and ever-moresophisticated technologies. During the health emergency a class of heroic health care workers arose in the New York area—intrepid professionals willing to work exibly and even to put themselves in danger. New Yorkers and people the world over bene ted from their dedication, innovation and sacri ce. In that spirit, Crain’s recognizes 86 individuals who have helped people lead healthier lives. ose making this Notable Health Care Leaders list come from hospitals, government agencies, tech startups and related elds. e honorees are notable for their consummate leadership, pioneering accomplishments and ability to adjust to crises. Moreover, all of them have demonstrated a commitment to mentoring. To be eligible, nominees were required to live in New York City or its environs, work for a health care or health insurance organization, have at least 10 years of experience in the eld and hold a leadership role. ey also had to have a willingness to share their expertise with others in the eld. Read on to learn how these stalwarts serve New York.

JOY ALTIMARE Chief revenue of cer | EHE Health

Altertrustees.oversees

CHRISTOPHER AGUWA Executive vice president and head of growth and business development | Cityblock Health

DR. MEKONNEN ABEBE Medical director | Casa Promesa

AUGUST 22, 2022 | CRAIN’S NEW YORK BUSINESS | 23

an integrated network of urgent, primary and specialty care providers at Summit Health. He is responsible for the development of a connectedcare model designed to o er quality, value-based services. Since joining the organization last year, he has worked to expand its integrated-care model in the New York–New Jersey market. He has overseen record volume and introduced new practices in Manhattan and on Long Island. Alter previously was executive vice president of Anthem Health Solutions and president of its pharmacy business, IngenioRx. He is on the boards of Progenity and St. John’s University. Alexander oversees a range of community health education programs for DA Medical, and he helps community members access health care services. He created a process through which patients are referred and tracked across New York City’s health system. He works with the health education team at Vision Urbana, helping to create seminars that o er insight into healthier lifestyles. In addition, he co-created a Covid-19 hotline that serves residents of New York and beyond. Alexander founded Combat Wounded Veterans of America, which works to recognize and support veterans injured in the course of duty.

JEFF ALTER Chief executive | Summit Health DR. DALE ALEXANDER Medical director | DA Medical Services

DR. COMFORTCHRISTOPHER Chief operating officer Calvary Hospital Comfort oversees operations, administration and patient care at Calvary Hospital’sthe pandemic,care duringtofacilityanQueens.ManhattanBrooklyn,in thefacilitiesBronx,andHeledacute-caredevotedpalliative and he has continuum-of-careand implementeddevelopedinnovativeprograms at many city hospitals in an effort to improve end-of-life care. Comfort launched the CalvaryCare RN Residency Program in palliative and end-of-life care, created to offer a more diverse community of nurses the training required to enter the field. Comfort holds a variety of service and research roles at medical institutions, colleges and universities throughout the metropolitan area.

unnecessary testing and treatment, particularly any that could harm patients. As chief value officer, he recently led more than 120 systemwide value- and safety-improvement initiatives. Cho has extensive experience mentoring fellow professionals. He co-chairs the health system’s equity and diversity council, which works to eliminate race-based clinical algorithms and improve equitable outcomes.

JAMES COHEN NevvonCEO Cohen is involved with defining the mission, strategy and metrics of Nevvon, a health care education technologysocialregulatory,periodthroughcompanysteeredstruck,pandemicWhenstartup.theCohentheaofand market risks. More recently he led the company as it acquired enterprise clients. He launched a quality assurance and performance committee charged with opportunitiesidentifyingtoimprove the company’s internal systems. Under the direction of Cohen, who previously inclusion.trainingis buildingagencytechnology-enabledco-foundedhomecareMavenware,Nevvonoutworkplaceindiversity,equityand

MAXINE CARRINGTON Senior vice president and chief people NorthwellofficerHealth Carrington oversees GreaterShe ishomelessnesstothatNutritionsitsoutsideleave.thewomenprogram,the organization’sgroupsbusinessco-sponsoredteamdiversity-and-inclusionNorthwell’sefforts,memberexperience,careerandperformancedevelopment,changemanagementandcorporatesocialresponsibility.ShehasNorthwell’semployeeresourceandhelpedtolaunchPathForwardwhichsupportsastheyseektore-enterworkforceafterparentalShementorswithinandofNorthwell.CarringtonontheboardoftheInterfaithNetwork,anonprofitprovidesessentialservicespeopleexperiencinghunger,andpoverty.atrusteeofthe1199SEIUNewYorkPensionFund.

24 | CRAIN’S NEW YORK BUSINESS | AUgUSt 22, 2022

Dean of the school of health sciences and practice New York Medical College Amler serves New York Medical College in the dual roles of dean and vice presidentlegislativetowhile heinitiativesand academiccurriculumheaffairs.governmentforAssuch,overseesworksattract and financial support from government agencies and elected officials. He led the creation of the college’s course on pandemic control and headed a team of biomedical and statistics experts that developed and implemented mandatory surveillanceproactivetestingfor Covid19. The practicing pediatrician offers his specialized expertise in environmental toxicology to the Children’s Environmental Health Center at Boston Children’s Health Physicians. Amler is a former chapter president of the American Academy of Pediatrics.

DR. ALAN COPPERMAN Chief executive of Reproductive Medicine Associates of New York; medical director of Progyny Copperman is division director and clinical professor of obstetrics, gynecologyandendocrinologistreproductiveHe alsoMountof MedicineIcahnsciencereproductiveandattheSchoolatSinai.isainfertility specialist. He has co-written hundreds of scientific abstracts on in vitro fertilization, egg freezing, ovum donation and genetics. Recently he conducted a landmark study on Covid-19 vaccine safety for fertility patients. Copperman, who is medical director at Progyny, a fertility benefits management company, has led lectures, webinars and panel discussions on genomics; precision medicine; the use of artificial intelligence; and personalized, patient-focused medicine. He serves as fellowship director at the Icahn School of Medicine. Copperman has interdisciplinarydevelopedprograms with the Mount Sinai Center for Transgender Medicine and Surgery.

KIMBERLY CAPONE Chief science officer FemTec Health Capone leads research-anddevelopment efforts at FemTec. Leveraging her extensive experience in theproprietaryincludingfor women,and servicesproductsfocusedconsumer-shecare industry,personalshapes

Associate director of clinical research Ro Broffman leads clinical research at Ro, a direct-to-patient health care company. She pilots a team that studies the impact of technology on health care and how efforts to expand access to affordablequality, care affect hasoutcomes.patientSheco-written

papers published in the Journal of Urology and Research and the Journal of Medical Internet Research. Broffman is an advocate for equity in telehealth. Through her work she guides Ro’s approach to patient care—which in turn tries to set an example for the digital health industry by demonstrating the value of investing in clinical research. She has led internal sessions on basic research design, statistics and LGBTQ+ health disparities.

DR. ROBERT AMLER

DR. DAVID COLLYMORE Chief medical officer Acacia Network Collymore leads all medicalintegration initiatives of the social services provider and its affiliate healthonfortocouncil,diversity,agencies.discussionsHehelpingCovid-19safetyimplementedorganizations,a portfoliothat includescommunityhealthcenters,mentalhealthcareprovidersandsubstanceabuseservices.Collymorenetworkwidepoliciesinresponsetothepandemic,andheistoexpandthenetwork.isinvolvedinpolicywithstateregulatoryAsco-chairofAcacia’sequityandinclusionCollymoreisdedicatedfosteringaninclusivecultureLGBTQ+employees.HesitstheboardoftheAmidaCareplan.

LAUREN BROFFMAN

supplements that promote skin health and help to ease the symptoms of menopause, premenstrual syndrome, urinary-tract infections and bacterial vaginosis. She worked with the company’s founding team to develop the Awesome Woman product strategy, which was built around identifying consumer products that meet women’s needs. She is responsible for claims support and regulatory compliance at the company. Capone shares her expertise with mentees.

THE UNITED STATES SPENT NEARLY 17% OF ITS GROSS DOMESTIC PRODUCT ON HEALTH CARE IN 2018, ALMOST TWICE AS MUCH AS THE AVERAGE COUNTRY IN THE ORGANIZATION FOR ECONOMIC COOPERATION AND DEVELOPMENT —THE COMMONWEALTH FUND

NATALIA CINEAS Senior vice president and chief nursing executive NYC Health + Hospitals Cineas oversees the work of more than 9,600 nurses and 970 social workers at H+H. She co-chairs the health system’s equity and access council, which employeesstrategiesinclusiondiversitydevelopsandforand ensures inclusive health services for patients. Recently she was involved in creating a mentorship program focused on supporting a diverse nursing workforce. Cineas is dedicated to connecting health care facilities to local colleges and universities; to that end, she recently forged a partnership with the City University of New York. She sits on the American Heart Association’s board in New York City.

DR. “HARRY”HYUNGCHO System chief value officer NYC Health + Hospitals Cho’s primary responsibility at H+H is to ensure quality care and patient safety across the system’s eliminatingfocusescenters.70 outpatientmorecenterspost-acutehospitals,11fiveandthanHeon

Patrick O’Shaughnessy, DO, MBA President & Chief Executive Officer Catholic Health We congratulate our president & CEO, Dr. Patrick O’Shaughnessy, on being recognized as one of our region’s most notable health leaders. And we know how honored he is to be in such distinguished company. Congratulations to all. chsli.org

Promontory is a clinical stage pharmaceutical company that develops small histheheEducationalCouncilFallonPeacedecades,inhe wasBefore foundinginclusiveandimmunotherapiesmoleculeforcancer.Fallonsetsthe company’sstrategicdirectionandmanagesitsresourcesandrelationships.Hementorsstaffmemberspromotesdiverseandhiringpractices.Promontory,aninternationalbankerAsiaformorethanthreeandhewasintheCorpsforfouryears.previouslychairedtheonInternationalExchange.RecentlywashonoredasalumnusofyearbyBostonLatinSchool,almamater.

DR. SCOTT HAYWORTH Chief OptumexecutiveTri-State and CareMount Health Solutions Hayworth is CEO and market leader of the tristate region for international health inmillionservegroupsmultispecialtyof threehimOptum,companycaregivingoversightthat1.6patientsmore than 600 locations. He also is CEO of CareMount Health Solutions, a collaborative physician owned management services organization that helps clients position themselves. Specifically, he counsels physicians and hospitals on ways to increase margins, reduce costs and improve patient experience. Hayworth is the president of the board of the Bedford Physicians Risk Retention Group and a senior adviser to Arsenal Capital Partners, a private equity firm.

SURGEON —WITH A MEAN ANNUAL SALARY OF $230,890—WAS THE HIGHEST-PAYING HEALTH CARE OCCUPATION IN NEW YORK IN 2019 AIMS EDUCATION

26 | CRAIN’S NEW YORK BUSINESS | AUgUSt 22, 2022 ARTHUR GIANELLI Chief technology officer and president of Mount Sinai Morningside Mount Sinai Health System Gianelli works closely with Mount Sinai staff to transform organizational culture,implement best practices and ensure academieslearninglaunchingmentsaccomplish­satisfaction.patientHisinclude and spreading lean process methodologies hospitalsas oneMorningsidehis leadership,the organization.throughoutUnderMountSinaiwasrecognizedoftheworld’s“smartest”by Newsweek. He teaches classes in health care leadership and public health programs at the Icahn School of Medicine at Mount Sinai. Gianelli sits on the boards of the Greater New York Hospital Association and Health Leads, a national nonprofit organization.

ROBERT FALLON President and CEO Promontory Therapeutics

DR. LINDA FRIED Dean of the Mailman School of Public ColumbiaHealthUniversity

including research trials of Fitbits. Dowling oversaw the creation of screening for the social determinants of health, a self reported questionnaire through which patients identify external issues they believe are affecting their well being. Under his supervision, Northwell was chosen to vaccinate the first American against Covid 19. Dowling chairs the Institute for Healthcare Improvement and sits on the board of the National Center for Leadership.Healthcare

DR. HASCALOVICIJACOB Chief medical officer Clearing At health care platform Clearing, Hascalovici is responsible for developing clinicaldeliveringsafetyensuringphysicians,and trainingrecruitingbudgets,medicalmanagingprotocols,staffand quality care. Hascalovici, who has more than a decade of experience as a neurologist and interventional pain specialist, has mentored pain medicine professionals and lectured for product managers, engineers and marketers on topics across the medicine and pain care industry. He raised $20 million in seed funding to launch the first direct to consumer telehealth platform for people with chronic pain. Hascalovici is a member of the American Academy of Neurology and the American Society of Interventional Pain Physicians.

JASON GOREVIC Chief TeladocexecutiveHealth With more than a decade of experience as CEO, Gorevic has led Teladoc through a period of growth—in revenue,membership,telehealthutilizationand improvedoutcomes.He launchedPrimary360,a highquality,evidence based, consumer centered primary care model; and myStrength

BEA GRAUSE HealthcarePresident Association of New York State The Healthcare Association represents nonprofit and public hospitals, nursing homes and home effortsadvocacynurse,registeredGrause,organizations.amongagencies,careotheraleadsitsandinareas that include managed care, behavioral health, workforce and compliance. Grause has helped facilities and policymakers navigate the pandemic and has educated them on social issues such as gun violence, health equity and workplace diversity. Under her leadership, the association offers scholarships to future health care leaders and runs a health equity committee. In addition, it has partnered with the State University of New York at Albany to create a health equity educational series for member providers.

SUSAN FOX President and CEO White Plains Hospital Fox is tasked with managing daily operations at White Plains Hospital, leading strategic initiatives, growingcareleadingbecomehospitaldirection,Underphysicians.recruitingrevenueoperatingandherthehasahealthprovider in Westchester County, offering more programs and advanced services. Fox’s diversity and inclusion efforts, which encourage training staff in LGBTQ+ patient centered care and promoting the use of inclusive language, earned her a “top performer” rating this year on the Human Rights Campaign’s LGBTQ+ Healthcare Equality Index. She sits on the board of the Healthcare Association of New York State.

In addition to her duties as dean, Fried, a leader in the fields of geriatric medicinearoundbuiltFried,medicalSchool’sthe Mailmanpresidentisepidemiology,andseniorviceofcenter.whohashercareerthe science of aging, is director of the Butler Columbia Aging Center. As co chair of the National Academy of Medicine’s international commission on healthy longevity, she strives to set standards of education, social infrastructure and long term care that will foster better, longer lives worldwide by 2050. Fried is a member and a former president of the Association of American Physicians.

MARIE DIGLIO Executive director Regional Emergency Medical Services Council of New York City Diglio is responsible for the Regional Emergency Medical Services Council’stoprivatewithShedevelopment.andfiscalstaff direction,includingoperationsoversightprogramcollaboratespublicandagenciesdevelop operational procedures, mutual aid and disaster preparedness. Working to secure local, state and national grants for EMS efforts, she has obtained funding for a mental wellness team to work with EMS providers and target community needs, including lack of insurance coverage. Diglio has lobbied to move policy and procedure forward at the local and state level to improve emergency care in New York.

companyDoximityof socialdirectorssits onemotioninterpersonalspecialistcognitivetrainingrecentlybusinesscare.comprehensiveprovidesan integratedComplete,servicethatpersonalized,mentalhealthInvolvedincompanyresourcegroups,hecreatedaleadershipprogramwithaandbehavioralthatfocusesoneffectivenessandregulation.GorevictheTeladocboardofaswellastheboardsnetworkingconcernandinsuranceKemper.

MICHAEL DOWLING President and CEO Northwell Health Dowling leads Northwell, the largest health care provider and private employer in New York, an enterprise thatventureNorthwell’seffortsinnovativeHe hasfunctions.and researchacademicclinical,encompassesledthrougharm,

The NYC Health + Hospitals Ambulatory Care Congratulates Michelle Lewis, Gotham Health CEO Crain’s Notable Healthcare Leaders Award 2022 We are thrilled to honor CEO Michelle Lewis as one of the Crain’s Notable Health Care Leaders for 2022. We are proud to celebrate your achievements, and recognize your vision and leadership to help Gotham Health provide the highest quality of care to our community. @MLewisCEO_GH

long-term planning, forms partnerships and develops solutions for his fee-for-service system, including the creation of a value-based payment model. Holliday also is involved in discussions regarding recruiting, hiring and diversity-andinclusion practices. As an active alumnus of the health care management program at the University of Pennsylvania’s Wharton School, Holliday mentors students and advises graduates.

SAM HOLLIDAY Co-founder and CEO Oshi Health Holliday leads Oshi, a virtual gastrointestinal health company that offers innovative care including dietaryinterventionspsychosocialand as well as businessday-to-daymanagesaccess.thattelehealthdigitaltoolsimproveHeOshi’sand

NICOLE IANNARONE President and founder Cornerstone Behavioral Services Iannarone leads Cornerstone, an agency on Long Island that caters to childreninvolvingdiscussionsshe facilitatedpandemic,theIn responsedisabilities.developmentaladults withandtoCovid-19 families, educators, insurance companies and government officials in an effort to guarantee services for those with special needs. Dedicated to creating a supportive and inclusive workplace, she mentors fellow professionals and provides internships for those looking to advance in the field. Iannarone sits on the legislative board of New York State Association for Behavior Analysis. She gives her time to food pantries and other community organizations.

HENNESSEYZACHARIAH Executive vice president and chief strategy officer Public Health Solutions Hennessey has nearly two decades of YorkHennesseybehavioraloversawincarcerateda medicalHebenefitsthatadevelopmentsupport.insurancereproductiveincreaseHealth Solutions,experienceadvocatingfor fairpoliciesandsufficientresourcesandopportunitiesto helpmarginalizedcommunities.AtPublicheworkstoaccesstosexualandhealthcare,healthandchildhealthHehasledtheofWholeYouNYC,communityresourcenetworkopenspathwaystofood,andhousingsupport.alsohashelpedestablishhomeforformerlyindividuals,andhethelaunchofintegratedhealthcareservices.isafellowoftheNewAcademyofMedicine.

NYC HEALTH + HOSPITALS IS THE LARGEST MUNICIPAL HEALTH CARE DELIVERY SYSTEM IN THE COUNTRY —NYC HEALTH + HOSPITALS

DAVID JACOBSON Executive director and CEO Employee Benefit Funds of the New York Hotel Trades Council and the Hotel Association of New York City Jacobson is responsible for AssociationandTradesNewcentersandofandmanagementtheoperationsevenfundsfourhealthfortheYorkHotelCounciltheHotel of New York City. He oversees finances, policy development and public representation for each of the entities. Since beginning his leadership of the health centers, he has initiated telemedicine programs, established a nursing hotline, launched a vaccination campaign and implemented a variety of cost-saving initiatives. He devotes time to mentoring members of his team in an effort to build an organization that fills senior administrative and executive roles internally.

JUDY HONIG Professor and dean of students Columbia University School of Nursing Honig, a pediatric nurse practitioner, oversees educational programs and acts as an adviser and programnursingdoctorColumbia’sShenursingat Columbia’smentorschool.createdofpracticewith colleagues, built a partnership with New York–Presbyterian Hospital to provide job opportunities for those enrolled at the school, and established a pipeline of graduates when the Covid-19 pandemic struck. Serving on the school’s social justice and health equity committee, Honig organized a meeting to implement an anti-racist curriculum. She also works with the recruitment committee to ensure a diverse faculty. Honig received an award this year from the Teachers College Nursing Education Alumni Association. Last year she was granted a fellowship by the National League for Nursing.

President and CEO New York Blood Center Under Hillyer’s guidance, the Blood Center has maintained a commitment to sickle Center,at theto hisIn additionpandemic.the Covid-19responsesandanemiacellpatientsdevelopedtoworkBloodhe

KAREN IGNAGNI Chief EmblemHealthexecutive At the EmblemHealth family of health insurance companies, Ignagni steers one of patientshalf-millionwhichEmblemHealth,stewardship,Underhealth plans.nonprofitnation’s largesttheherservesainNew York City and on Long Island, has expanded its footprint to reach deeper into medically underserved communities. In addition, it has launched programs to ensure patient access and care in connection with the Covid-19 pandemic. Ignagni has overseen the development of digital wellness programs and implemented training sessions on unconscious bias and inclusive leadership. She sits on the New York State Insurance Advisory Board.

is chief scientific officer at its Kimball Research Institute. He created NYBC Ventures, an investment fund focused on developing innovative blood disease–related medicines and technologies. During his tenure, which has been characterized by job security and diversity, he has implemented an interdepartmental task force to coordinate operations. Hillyer previously was president of the American Association of Blood Banks, now known as the Association for the Advancement of Blood & Biotherapies. He has been involved with the American Red Cross and the U.S. Anti-Doping Agency.

DR. BRYAN KELLY Surgeon in chief and medical director Hospital for Special Surgery Kelly has led a variety of operational, clinical, cultural and financial initiatives at the Hospital for Special Surgery, a facility thespecializesthatintreatment of orthopedic He hasconditions.rheumatologicandhelped organize leadership councils, medical and orthopedic staff conferences, and forums on organizational communication. He has launched internal wellness and mental health programs and a lecture series that addressed issues including team building and health economics. Kelly is involved with the NFL Physicians Society, the American Academy of Orthopedic Surgeons and the American Medical Association. He often gets invited to national and international academic meetings to discuss advances in orthopedics.

DR. HILLYERCHRISTOPHER

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DR. PRITI JAIN Founder and co-CEO Nao Medical At Nao, Jain is in charge of instituting urgent care and primary care in neighborhoodsthatwouldn’totherwisehavethem.TheservicesthatNaooffersincludeoccupationalmedicine,mentalhealth, immigration assistance and at-home care. Jain oversees the medical functions and overall operations of the organization’s facilities and online presence. Through mentoring of health care professionals in medical school and residencies, she encourages holistic treatment and attention to mental and emotional well-being. Jain is a member of the Urgent Care Association of America, the American Academy of Environmental Medicine and the American Association of Physicians of Indian Origin.

BETH HOLLY Senior vice president and chief compliance officer Regeneron Pharmaceuticals At biotech company Regeneron, Holly relaunched and maintains a board.New Yorkfor Women.byofhonoredCompliancethe annualyear andGlobalparticipatedandtask forcecompanyprojects.investigationscomprehensivecomplianceprogramthatencompassespolicydevelopment,training,communications,monitoring,andspecialSherecentlyledthelawdepartment’sondiversity,equityinclusion.Holly,whoinEthisphere’sEthicsSummitlastoftenspeaksatPharmaceuticalCongress,wasin2018withaWomanPowerandInfluenceAwardtheNationalOrganizationShesitsontheWomen’sFoundation

Pat Wang, our president and CEO—recently honored as one of Crain’s New York’s ‘Notable in Health Care’—is paving the way to create healthy outcomes for our member communities, in conjunction with our sponsor hospitals and community providers.

Nearly 30 years ago… Healthfirst committed itself to the mission of providing health insurance and resources that help New Yorkers live healthier, happier lives. We’ve expanded our coverage options and grown into one of the nation’s largest not-for-profit health insurance companies. With more than 1.8 million members and a groundbreaking value-based care model, we continue to connect underserved communities to high-quality care, advance health equity, and address racial and social injustice.

Healthfirst is the brand name used for products and services provided by one or more of the Healthfirst group of affiliated companies. © 2022 HF Management Services, LLC 0892-22

DR. MAKHIJASHARMILA Professor and department chair Montefiore Health System/ Albert Einstein College of Medicine Makhija manages and mentors a team of physicians, trainees and staff at more than 10 Einstein sites. additionIn to being chair of the department,healthandOB/GYNwomen’s she heads committeethe steeringofthefaculty practice group, which is responsible for integrating 23 clinical departments in order to foster patient access. In response to the pandemic, she and her team created and implemented early-stage Covid-19 plans for maternal care that were shared with hospitals locally and nationally. She formed an equity task force to lead efforts toward equitable recruitment, diverse hiring and compensation policies. She sits on the board of maternal care nonprofit Every Mother Counts.

DR. MIRIAM KNOLL Medical director of radiation Montefioreoncology Nyack Hospital In addition to her role at Nyack Hospital, Knoll is chief executive of the Jewish OrthodoxthroughouteducationhealthtocreatesheorganizationAssociation,MedicalWomen’sanhelpedin2019disseminatethe

REBECCA LINN-WALTON Senior assistant vice president NYC Health + Hospitals Linn-Walton leads H+H initiatives related to substanceuse funding, policy advocacy, program design, formanagementoperationsShe directsresponse.strategyhealthandmanagementperformancebehavioralpublicandandoutreach to the homeless, and she coordinates with government agencies. She leads a working group focused on equity and access to care and serves as central office lead on abortion access and pregnancy care for behavioral health patients. In response to the pandemic, Linn-Walton aided in the shift from in-person to telemedicine sessions and mentored clinicians during the transition. In addition, she was an advocate for marginalized mental health patients.

RITA MABLI President and CEO United Hebrew of New Rochelle Mabli has dedicated her four-decade career to growing and transforming the United Hebrew facility in New Rochelle, one of sheMostorganizations.andseniorcomprehensivearea’smetropolitanthemajorservicescarerecently,helped United Hebrew adjust to changing markets and community needs and expanded dementia care and affordable housing programs. Under her leadership, United Hebrew was named one of U.S. News & World Report ’s best nursing homes, among other accolades. She engineered partnerships that helped United Hebrew respond to the pandemic. Mabli is a Fellow of the American College of Health Care Administrators and sits on the board of the Westchester County Association’s Healthcare Consortium.

MATT KUDISH Executive director National Alliance on Mental Illness–New York City Kudish leverages the tools of his platform—health care, advocacy and education—to counter the public health crisis sparked by the entailedpart,well-being.mentaleffectspandemic’sCovid-19onInthathasleading the New York chapter of the National Alliance on Mental Illness to a shift online during the pandemic, even as it experienced a 200% growth in demand for services. Kudish launched the Mental HealthWorkplaceInitiative, which encourages businesses to create mentally healthy workplaces, and the Wall Street Mental Health Collaborative, which does the same for the financial services sector. Kudish previously sat on the board of the Rehr Center for Social Work Practice.

MORE THAN 1 IN 5 BLACK WOMEN IN THE LABOR FORCE WORK IN HEALTH CARE, MAKING THEM THE MOST OVERREPRESENTED DEMOGRAPHIC GROUP IN THE SECTOR HEALTH AFFAIRS

DR. MARK LEONDIRES Medical director and partner in reproductive endocrinology Illume Fertility Leondires oversees Illume, an infertility treatment and reproductive endocrinologypractice.Underhisleadership,Illumehashelpedfamilieswelcomemorethan8,000babies.Hisforgingofapartnership with Fertility Partners, a network of leading clinics, has given Illume access to technological advancements to enhance patient experience. Leondires founded Gay Parents to Be, an educational resource for LGBTQ couples and individuals on a family-building journey. He sits on the board of the Nest Egg Foundation, which partners with Illume to offer in vitro fertilization grants. He previously chaired the American Society for Reproductive Medicine’s LGBTQ+ special interest group.

MICHELLE LEWIS NYCCEO Health + Hospitals–Gotham Health At Gotham Health, Lewis offers direction for and coordination of a range of initiativesandpartnershipshas formedto care.timelyand increasingexperiencetheat improvingaimedpatientaccessShegenerated new projects,. Lewis promotes inclusive practices in her workplaces, regularly meeting with the diversity, equity and inclusion office of NYC Health + Hospitals to brainstorm relevant workshops. Leading Gotham Health—the largest federally qualified health system in the country—through the pandemic, Lewis was responsible for providing support to sites in the network as they strove to get Covid-19 testing and vaccinations into the community.

DR. OLIVER KHARRAZ Founder and CEO Zocdoc Kharraz, who oversees operations at Zocdoc, has built a comprehensive network of providers and treatment options that and hepractices,growhelpsmillions.accesshealthexpandedhascareforHeproviderstheirhas worked with health systems to streamline the logistics of their vaccination programs. he shares his expertise with officials in the U.S. Department of Health and Human Services and in congressional committees. Kharraz offers his time to mentorship and coaching, and he promotes efforts to recruit and retain diverse talent. He is a member of the Council on Foreign Relations.

community and support female doctors. She oversees the organization’s operations, identifies community needs and forms networks to better share ideas and medical expertise. She is an oncologist at Advanced Radiation Oncology Services, which is at Nyack Hospital. She previously worked at Hackensack University Medical Center. Knoll mentors female pre-med students and sits on the editorial board of the American Society of Clinical Oncology Publications. She is a member of the communications committee for the American Society for Radiation Oncology.

MELISSA KOZAK Co-founder and president CitusHealth Through virtual platform CitusHealth, Kozak provides solutions for those in need of home-based care. Under educationchats,includingwithorganizationshomehas armedCitusHealthdirection,hercaretools—videodigital and virtual screenings and assessments—to offer better remote support to their patients. Those same tools improve engagement among patients, their families and their caregivers, and they foster communication and collaboration among participating organizations.healthKozak is committed to pushing the organizations she partners with to increase their workplace inclusivity. Before co-founding and becoming president of CitusHealth, she worked as a registered emergency and surgical nurse.

EDWARD LAI Senior vice president of business Bensonhurstdevelopment Center for Rehabilitation and Fairview Nursing Care Center At the Bensonhurst and and businessmarketingsatisfaction,residentoperations,facilitymanagement,overseescenters,FairviewLaicensus development. He has formed sustainable with communityrelationshipspartners and hospitals as he works to ensure that his communities receive the health care, short-term rehab and skilled nursing services they need. He mentors staff members and interns on field marketing and customer services, and he participates in programming through the city’s Department of Youth and treasurerYork ChineseisreceivedDevelopment.CommunityLai,whohasseveralindustryawards,vicepresidentoftheNewAssociationandofHealthCareChoices.

30 | CRAIN’S NEW YORK BUSINESS | AUgUSt 22, 2022

Bryan T. Kelly, MD, MBA

Surgeon-in-Chief & Medical Director Thank you for your dedication, passion and leadership. We salute you and all the other 2022 Notable Health Care Leaders. HSS.edu

How You InspiresMoveUs.Congratulations

DR. MONTGOMERYROBERT Professor of surgery and director of the Transplant Institute NYU Langone Health Montgomery, chairman and professor of surgery at researchclinicaladditioncampuses,acrosshundredstaff ofoverseesLangone,NYUaseveralpeoplefiveintotheand operations for all solid-organ and bone-marrow transplant programs. Last year he completed a breakthrough procedure: the xeno transplantation of a genetically engineered pig kidney into a recently deceased human. In so doing, he demonstrated that genetic modification could prevent hyperacute rejection. Montgomery is active on equity issues; under his leadership, surgery was the first department at the NYU Grossman School of Medicine to appoint a vice chair of diversity and health equity.

Covid-19 pandemic struck, he was able to maintain hospital operations’ levels of safety and efficiency. In fact, no patient was denied admission because of insufficient space or an inadequate number of beds. Milinic, who previously was executive director of operations and fiscal matters at Queens Hospital, incorporates employee feedback into company policies to promote inclusive workplace practices.

MATT MCCAMBRIDGE Co-founder and CEO Eden Health At health care navigation company Eden, McCambridge has overseen significant business growth and backgrounddrew oncare.centricandlongitudinalto streamlineplans meantproactivelaunchedpatient-primaryHehis as a technology and software investor to help create a comprehensive system that improves patient access as well as provider coordination. As a workplace manager, McCambridge prioritizes internal recruitment and promotion in an effort to ensure a collaborative, multidisciplinary team structure. He is a member of the board for Areté Education, a tutoring and mentoring nonprofit in the Bronx.

DR. MARSHALLLEWIS JR. Chairman of the board Regional Emergency Medical Services Council of New York City Marshall strives to provide pre-hospital emergency services to all of New York City. He has chaired the state standardized,to guaranteewhichcommittee,standardsmedicalaims quality emergency care. In response to the Covid-19 pandemic, he ofat largeinvolvements,leaders.advancedworkers,mentoredJerseyprogramand implementedestablishedascreeningforNewYorkandNewairports.MarshallhasadiversecohortofmanyofwhomhavetobecomeEMSAmonghiscivicheisaregentfortheAmericanCollegeHealthcareExecutives.

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JULIE MASCARI Northeast president Humana Mascari is responsible for the overall performance of Medicare products in Humana’s Northeast region. That includes expansion, and she has led Humana seniorthe company’spresidentAs regionalNew York.counties16 additionalintoininproducts division, she is responsible for clinical operations, provider engagement, product development and risk adjustment. Under her guidance, Humana was recognized this year as the only New York Medicare Advantage plan to have all its contracts receive a four-star or higher quality rating. Mascari works closely with the inclusion and diversity department, and she has held seminars on career development and race in the workplace.

MILENKO MILINIC Chief capital officer of design, construction and fiscal affairs NYC Health + Hospitals–Elmhurst Milinic manages design, construction and fiscal affairs at H+H’s Elmhurst facility. whenwatch,underwereat thedepartmentsand deliveryand laboremergencyThehospitalexpandedMilinic’sandthe

We are proud to join Crain’s New York Business in recognizing Thanks to Joy’s vision and leadership, EHE Health has helped thousands of people live healthier lives while helping companies increase retention and productivity. ehe.health | 800.362.8671 Joy Altimare Chief Revenue O cer on being named among the Notable Health Care Leaders

NYC Health + Hospitals/Gotham Health Board of Directors & Staff MICHELLECelebratesLEWISGothamHealth,CEO CRAIN’S HEALTHCARENOTABLELEADERSAWARD2022 Michelle Lewis’s leadership and determination enables Gotham Health to provide high quality, affordable care to our community, every day. Your inspirational leadership has made an invaluable impact on our organization. @MLewisCEO_GH

ALAN MURRAY President and CEO Empire BlueCross BlueShield Murray leads an Empire BlueCross BlueShield team in New York that builds custom plans and serves diverse groups in governance,corporatefinance,relations,sales,He overseescountry.acrossmarketstheprovider

Reflecting Myers’ leadership, Mount Sinai was placed on Newsweek ’s 2021 list of the world’s best smart hospitals. She prioritizes

KRISTIN MYERS Dean of digital and information MounttechnologySinai Health System Myers focuses on optimization, modernization and innovation at Mount Sinai. Shecybersecurity.automationintelligentdata analytics,enterpriseenablement,digitalincludingon mattersworksand

.

EmblemHealth and AdvantageCare Physicians are part of the EmblemHealth family of companies. The EmblemHealth family of companies provides insurance plans, primary and specialty care, and wellness solutions to more than 3 million patients and communities in the New York tristate area. For more information, visit emblemhealth.com/together

DR. CARRIE MUH Chief of pediatric neurosurgery and director of the surgical epilepsy Westchesterprogram Medical Center and Maria Fareri Children’s Hospital Muh operates on children and young adults with epilepsysurgicaldirectsdisorders.neurosurgicalandbrainepilepsy,tumorsotherShethe program at the WMC epilepsy center, where she brings clinical research opportunities to her patients and studies the use of neurostimulators. In addition, she is an associate professor of pediatrics and neurosurgery at New York Medical College. Muh has worked throughout her career to train and mentor female neurosurgeons. Recently she spoke at the diversity in medicine session during WMC’s inaugural Neuroscience Research Symposium.

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Securities.ofAuroraartificial-intelligenceSheExecutivepartmentorsmentorshipinformationMyersandequity-basedexperience-led,digitalcapabilitiessupportsclinicalinnovation.establishedantechnologyprogram,andshefemaleexecutivesasofMountSinai’sBlackAccelerationProgram.sits ontheadvisoryboardofacceleratorForgeandontheboardcybersecuritycompanySafe

community relations and underwriting. Last year he launched an advocacy program to enhance bidirectional data integration with New York hospital partners. Murray, an active mentor, created an inclusion and diversity council to engage, identify and recruit diverse influencers and talent. Under his leadership, Empire and its foundation committed millions of dollars and thousands of volunteer hours to philanthropic work and community welfare.

SOPHIA NURANI Assistant director for community RyanhealthHealth Nurani works to improve Ryan’s programs for underserved LGBTQ populations. She has drawn on her public health work, affirmingRyan’sto expandcommunities,marginalizedfocuseswhichongender-health services and to address drug crises within the LGBTQ+ population. Nurani, a nurse practitioner, educates insurance carriers about gender-affirming medical practices and teaches pharmacies about stocking hormone causes.supportsand nonclinicalfrequentlyforindividuals.suppliesdispensingformularies,self-injectionandaidinguninsuredNurani,apreceptornursepractitionerstudents,speaksatclinicalgatherings.SheavarietyofLGBTQ+

DR. OLIVIACHRISTOPHER Chief RothmanexecutiveOrthopaedic Institute At Rothman, which provides musculoskeletal care grounded in evidence-basedinsurancerenegotiatereorganizestructures,managementplans andstrategichelpedOliviamedicine,hasdevelopand

contracts, revamp surgery centers, and open a practice in Orlando, Fla. Olivia, who has three decades of executive experience, has held C-suite positions across the hospital system, health insurance, post-acute services and techenabled services spaces. Olivia has championed diversity, equity and inclusion initiatives for employees and patients. He has worked with Goodwill’s Helms Academy, and he sits on the boards of Penn State’s College of Science and Rowan University’s Cooper Medical School.

CONGR ATUL ATIONS TO

EmblemHealth CEO Karen Ignagni and AdvantageCare Physicians President and Chief Medical Officer Dr. Navarra Rodriguez on being named among Crain’s New York Business’s Health Care Leaders

MBA

Montefiore SharmilaCongratulatesEinsteinMakhija,MD,

For being recognized in Crain’s 2022 Notable Health Care Leaders. Thank you for your innovation and impactful leadership in the field of gynecologic oncology, and your tireless commitment to educating the next generation of women’s health leaders.

Chair and Professor, Department of Obstetrics & Gynecology and Women’s Health

Sharmila Makhija, MD, MBA

SCHWARTZ: Mostly, how fragile some people’s circumstances are. That having support available does not mean people know how to access it or are capable of accessing it. And that it takes coordination and alignment between various stakeholders to solve complex problems. Nonetheless, given the appropriate resources and ongoing assistance, people’s lives can be changed for the better.

DR. PHILIP OZUAH President and CEO Monte ore Medicine Philip Ozuah oversees a team across hospitals in the Bronx and Westchester County for Monte ore Medicine,organizationumbrellathe for the Monte ore Health System and the who joinedOzuah,ofEinsteinAlbertCollegeMedicine. Monte ore in 2019, led the organization in reacting swiftly and nimbly to Covid-19 by treating communities facing high prevalence of the coronavirus, preparing for variants and working to increase vaccination rates. He has teamed with elected o cials to secure funding for Monte ore’s school health program, which provides access to doctors for thousands of students. Ozuah, who has received several industry awards, sits on the boards of the New York City Police Foundation and the New York Academy of Medicine.

NOTABLE Q&A with Dr. Talya Schwartz

CRAIN’S: What is your leadership SCHWARTZ:philosophy?

Always lead by example, explain the “why” and provide context so people understand the reason behind the actions, and find the people you trust, respect and can rely on and who you can learn from.

SCHWARTZ: We believe that plans such as ours can effectively connect members to physical and behavioral care and to social services, as needed; activate their social support; and give them the tools to advocate for themselves—or we can advocate on their behalf. Importantly, being local and knowing our members’ specific struggles allow us to be relevant in the assistance we provide them.

CRAIN’S: Under your leadership, MetroPlusHealth has increasingly focused on the social determinants of health. What are some of the key insights your team has gathered in the field in New York City?

compassionate care by collaborating with community leaders and organizations. He helped Catholic Health execute an ambitious ambulatory expansion plan and increase use of telehealth technologies, which earned the organization industry accolades. A workplace leader, O’Shaughnessy has implemented Technology.andAssociationcommitteesfor employees.and recognitioncompensationsystemsHeservesonoftheHealthcareofNewYorkStatetheNewYorkInstituteof

ELISE OMAITS Head of population health Spora Health Omaits develops and implements implicit bias training for health care practices at Spora, and has overseen the creation of a virtual maternal health program. She has created an and sheconscious,is culturallycourseequitythathas trained midlevel providers and physicians on treatment methods for narrowing health care disparities. Omaits’ maternal health program supports Black pregnant women through all stages of pregnancy. She previously worked at the city Department of Health and Mental Hygiene, where she created a curriculum exploring the integration of health equity in research. Omaits served on the anti-racist education and training corps at Columbia University’s Mailman School of Public Health.

CRAIN’S: You have prioritized holistic, field-based care. What are the latest advances on that front?

CRAIN’S: You are a doctor, CEO of a $4 billion company and one of the founders of a successful startup. What advice do you have for SCHWARTZ:others? My advice is to always stay true to yourself. Don’t try to become what you think others are expecting from you. I believe that when you are your authentic self, you can live up to your full potential. But it takes time, lived experiences, pushing your own boundaries and stepping outside your comfort zone, failing and knowing you are resilient to overcome your failures, to discover what you truly are capable of.

DR. JORDAN ORANGE Chair of pediatrics, Columbia University Vagelos College of Physicians and Surgeons; physician in chief, New York–Presbyterian Morgan Stanley Children’s Hospital Orange oversees andprogrammingclinicalinnovation,researchincludinginitiativesinstitutionalhealthchildren’sandandequity and inclusion e orts. He is particularly committed to diverse recruitment, anti-racism training and community outreach. Morgan Stanley Children’s Hospital, where Orange is physician in chief, recently was named the top children’s hospital in New York by U.S. News & World Report He is chief medical adviser to the Je rey Modell Foundation, and he directs the Natural Killer Cell Evaluation and Research Clinic, a National Institutes of Health–funded initiative at Columbia that seeks to scienti cally understand patients with natural killer-cell de ciencies.

DR. O’SHAUGHNESSYPATRICK

DR. FLORIAN OTTO Co-founder and CEO Cedar At Cedar, a platform that helps health care providers accomplish nancial goals and improve patient experience,Ottodrivesgrowthandstrategicdirection.In the past 18 months, he organization,growthsignihas overseencantatthe including two rounds of funding. Cedar’s recent acquisition of OODA Health under Otto’s direction has positioned the company as a leading health care nancial engagement platform. Otto championed diversity, equity and inclusion initiatives last year, ensuring that the ideals were promoted from the top. Earlier, he was an executive at Zocdoc, where he drove commercial adoption of that platform.

SCHWARTZ: We have learned that it takes everyone in the company to move the needle on consumer experience. Knowing when consumers can use extra help, such as during an acute health event or serious illness, is important. But consumers also expect more wellness options as part of their coverage. For example, we offer gym and weight management reimbursement in some of our products.

A health care visionary embraces the emerging needs of the community

President and CEO Catholic Health O’Shaughnessy oversees a $3.2 billion health system that includes hospitals,deliversorganizationthestrivespractices.ofandhealthhomes,nursingahomeserviceanetworkphysicianHetoensurenonprot

As CEO of MetroPlusHealth, Dr. Talya Schwartz sets the strategic direction for the health plan, which provides affordable care to its 675,000 members, and leads a staff of more than 1,500. She is a liaison to all regulatory agencies, providers, community-based agencies, relevant New York City agencies and external agencies that work with MetroPlusHealth. Beyond strategic planning, Schwartz identifies opportunities for growth to meet the emerging needs of the community at time when health care has never been more important. Her efforts are paying off: Under her leadership, the plan has achieved a 30% growth in membership, it opened its Flushing Community Office in 2021, and it has been ranked No.1 for overall quality among Medicaid plans in New York state.

36 | CRAIN’S NEW YORK BUSINESS | AUGUST 22, 2022 Sponsored Content

CRAIN’S: Since you took the helm of MetroPlusHealth, membership has grown significantly, and it has achieved a five-star rating from the state Health Department’s Consumer’s Guide, underlining how well you understand the consumer. What have you learned about how to serve consumers better?

Philip O. Ozuah, MD, PhD President and CEO, Montefiore Medicine

“Collaboration across disciplines, innovation at every level, and a foundation of compassion—is what fuels groundbreaking science, advancements in care, and profound improvements in public health.”

On his inclusion in Crain’s 2022 Notable Health Care Leaders, in recognition of his vision, leadership and dedication to a future of healthcare built on a foundation of global access to state-of-the-art care.

Montefiore

PhilipCongratulatesEinsteinO.Ozuah,MD,PhD

38 | CRAIN’S NEW YORK BUSINESS | AUgUSt 22, 2022 The health of one of us is the health of all of us. Be a Health Raiser at RaiseHealth.comHEALTHOFIDEAYOUREXPECTATIONSYOURCOMMUNITYYOURSELFYOURHANDYOURVOICEYOURRAISE

individuals in 100 programs across New York City. She offers monthly lectures on psychopharmacology to physicians and nurse practitioners at the state Office of Mental Health, and she teaches students from Columbia University and Montefiore Hospital. Pham, a doctor of osteopathic medicine, testified before the state attorney general in support of expanding behavioral health services. She is a distinguished Fellow of the American Academy of Child and Adolescent Psychiatry.

HEALTH CARE IS THE SECTOREMPLOYMENTONLY IN THE CITY TO HAVE ADDED JOBS EVERY YEAR —OFFICESINCE 1990OFTHENEWYORKSTATECOMPTROLLER

experience. Prabhu is committed to equity and inclusion. To that end, she works with the Dalio Center for Health Justice at New York–Presbyterian to study health disparities and how systems perpetuate them. Last year she co led community engagement and outreach for freestanding vaccination sites in northern Manhattan. Prabhu, a community builder among women in health care, has maintained mentorships during the pandemic.

DR. VICTORIA PHAM Chief medical officer Institute for Community Living Under the direction of Pham, the Institute for Community Living provides mental health support, substance use treatments,intellectualdisabilityaccommoda­tionservicesandbehavioralhealth–medicalintegrativecare.Sheservesnearly15,000

RACHNA PAWAR Executive vice president Kinetix Group Pawar’s responsibilities at Kinetix, a health care delivery strategy and tactical services firm, span client services, withcollaboratesculture.ofestablishmentandpartnershipssetting,cultivation,talentgoalclientthecompanyShestake­

holders, including clients, fellow executives and project managers. As a client lead, she has developed tools to help identify appropriate patients for particular therapies and to isolate opportunities for health care stakeholders. Pawar fosters a work Scouts.and co–troopresources.hasprofessionals.membersinitiativesshethat encouragesenvironmentfeedback,andoverseesthoughtleadershipthathelpteamdevelopasInaddition,shedevelopedessentialclientSheisavolunteerleaderfortheGirl

a critical role in Covid 19 responses through novel diagnostics such as an early polymerase chain reaction test, antiviral therapy and support of clinical trials. He has helped the center expand its labs in number and funding. The center’s team based approach has resulted in ideas being translated into treatments for some of the world’s most troubling diseases. Perlin’s involvements outside the center include a fellowship with the New York Academy of Sciences and a visiting professorship at the University of Manchester.

DAVID PERLIN Chief scientific officer and senior vice president of the Center for Discovery and Innovation Hackensack Meridian Health Perlin leads the Hackensack Meridian Center for thatguidesoutcomes.patienttoclinical“sciencewhichandDiscoveryInnovation,conductswithimpact”improveHeateamhasplayed

DAVINA PRABHUVASWANI Vice president of ambulatory care New York–Presbyterian Hospital Prabhu oversees the strategic direction and operational management of Newimproveinnovationsstrategiesgrowthimplementingacross 32servicesoutpatientPresbyterian’sYork–sites,andtopatient

CONGRATULATIONS On behalf of Robert S. Sterling, Chairman, Board of Trustees, and the Parker Jewish Institute for Health Care and Rehabilitation, we are proud to recognize MICHAEL ROSENBLUTN. President and Chief Executive Officer, and Chairman, AgeWell New York, for being honored as one of Crain’s Notables in Healthcare 271-11 76TH AVE | NEW HYDE PARK, NY 11040 877-727-5373 | www.parkerinstitute.org

DR. RODRIGUEZNAVARRA President and chief medical officer AdvantageCare Physicians Rodriguez leads a primary and specialty care practice at AdvantageCareNewhalf-millionthatPhysiciansservesaYorkers in the city and on Long Island. Her qualityaffordable,helps advanceworkcare for businesses, individuals, and families, particularly those from historically underserved communities. Under her leadership, the practice has grown to include 40 offices, more than 400 frontline workers, and an expanded social and lab services menu. Even as her work intensified in response to Covid-19, Rodriguez led a partnership with the city and state governments to assess the pandemic’s effects on people of color and to establish an AdvantageCare vaccination program.

Chief scientific officer Thorne HealthTech At Thorne, a science-driven wellness company, Price partners with health care providers to solveproblems.medical His work ofunderstandingthe molecularadvancesmakinggenomics,tappingincludesintoindiseaseand personalizing health care. He has been named a finalist for EY’s New York Entrepreneur of the Year Award. With his colleagues, he has published many peer-reviewed works. Price fuses a background in academia with a passion for business, pushing to disrupt the health and preventive medicine industries. He has directly mentored more than 50 trainees from diverse backgrounds, who now work in pharma, tech and academia.

THE MENTALOFDEPARTMENTCITYHEALTHANDHYGIENEHASANANNUALBUDGETOF $1.6 BILLION, MORE THAN EMPLOYEES6,000 AND MORE THAN 200 OF LEADERSHIPYEARS IN THENYC.GOVFIELD

DR. DANIEL ROSA Senior medical director Acacia Network At social services group Acacia, Rosa provides clinical leadership to a multifaceted clinic that offers primary andmedicine,inboard-certifiedservices.mentaltreatmentssubstance-useservices,healthspecialtycareandhealthRosaisinternal preventative medicine and addiction medicine. In addition to his work at Acacia, he is an emergency-room physician who teaches advanced traumatic life support in Westchester County. Rosa has helped Acacia establish substance-use treatment sites as well as programs in prisons, and he is a Fellow of the American Society of Addiction Medicine. He mentors his team at Acacia and contributes to the network’s diverse hiring.

DR. NARESH RAO Founder and CEO Max Sports Health Rao founded Max, a digital health company, where he oversees operational matters including medicalpublicationresearch, and medicine,osteopathicandeducator,leader,Rao,development.businessathoughtpeercoachdoctorof regularly speaks on timely issues and is responsible for treating world-class athletes. Rao was a physician for Team USA Water Polo during the Tokyo Olympics, where he managed Covid-19 protocols for athletes from around the globe. Rao chairs the New York Athletic Club’s Saturday Morning Program, which teaches Olympic sports to children from underserved backgrounds. He was appointed to the inaugural steering committee for Proactive Health, a nonprofit startup led by sports medicine primary care physicians.

40 | CRAIN’S NEW YORK BUSINESS | AUgUSt 22, 2022

NATHAN PRICE

WorldisguidelinesdefineThroughiscohesivepromotedBayesiansepsis.relatedachievetools. Recently,planningshehashelpedsignificantresultstothetreatmentofAlthoughSariarunsremotely,shehasaninclusiveandworkplaceculturethatmindfulofindividualneeds.herwork,shehelpsartificial-intelligenceandregulations.SheayounggloballeaderattheEconomicForum.

TALYA SCHWARTZ President and MetroPlusHealthCEO Schwartz is responsible for the strategic direction of MetroPlus, a health plan that serves 660,000 members. She works InstituteswasPlanHealthAssociation,the NewSheof colorfemaleadvancementseniorworkedrecognition.new vendorsgrowth,has givenframework.planningbusiness-mindedapplyingpartners,amongbasedcommunity-providersagencies,regulatorywithandagencies,otherstrategictoherhealthcareHerleadershiprisetomembershippartnershipswithandindustrySchwartzhastopromotewomentorolesandhascreatedopportunitiesforemployeesandpeopleandfemaleemployees.isaboardmemberatYorkHealthPlanNewYorkPublicPlansandtheHealthAlliance.ShepreviouslyaFellowattheNationalofHealth.

August 22, 2022 | CRAIN’s NEW YORK BusINEss | 41

NEW YORK IS HOME TO 17 PUBLIC AND PRIVATESCHOOLSMEDICAL ASSOCIATED MEDICAL SCHOOLS OF NEW YORK ADRIENE ROSELL Vice president of operations Elizabeth Seton Children’s Center Rosell oversees daily operations for the Seton Children’s Center residents and integrates specialeducation services with the on-site school, which of moreleadschildren.dependenttechnology-complexfor medicallycaresandSheateamthan 700 staff members, who care holistically for their patients. She is credited with protecting residents in connection with the Covid-19 pandemic and with supporting digital connection between the students and their families when in-person visits were impossible. Rosell is a member of the LeadingAge New York Diversity Committee, and she is on the board of directors for the Latino Commission on AIDS.

SUCHI SARIA Founder and CEO Bayesian Health Saria juggles computerHealth.responsibilitiesmanyatBayesianSheisaprofessorofscience,statistics and health policy, and she is director University.HopkinsLab atHealthcareLearningthe MachineofandJohns

Through her research with Bayesian, Saria uses statistical machine learning to develop next-generation diagnostic and treatment

MICHAEL ROSENBLUT President and CEO Parker Jewish Institute for Health Care and Rehabilitation Rosenblut manages and strategically directs the Parker Jewish Institute, one of the largest postacute care in theorganizationsregion. He holds the same positions for Institute,IslandQueens–LongtheRenala state-of-the-art dialysis center within Parker. In addition, he is chairman of the board of managers for AgeWell New York. In those capacities, Rosenblut has built health care infrastructure for older adults and has worked with partners to expand health care access and generate revenue streams. He is an active mentor and a past vice president of Congregation Emanu-El of Westchester. Rosenblut previously was on the board of directors for Westchester Medical Center and Good Samaritan Hospital.

42 | CRAIN’S NEW YORK BUSINESS | AUgUSt 22, 2022

participation from major institutional investors. The startup plans to use the funding to enable geographic and technological expansion. The centers that Yuvo has championed are focused on underserved neighborhoods. Sia is a vital actor in bridging the gap between health care and social services. She participated in a community-led Covid-19 task force, and she has advocated using emergency funds to help community members meet basic needs. Sia also has worked at a venturephilanthropy organization.

DR. RAMON TALLAJ Co-founder and chairman Somos Community Care Since helping to found Somos in 2015, Tallaj has developed the organization into a physicianled network servingone ofSomoscommunities.immigrantNewbeneficiariesand MedicareMedicaidthan a millionmoreinYorkCity’swas25

PATIENTS WHO SHARE A IDENTITYRACIAL WITH THEIR PHYSICIANS ARE MORE LIKELY TO ACCEPT PREVENTATIVETREATMENTS AND FOLLOW THEIRDIRECTIONSDOCTORS’OVER TIME STANFORD SOCIAL INNOVATION REVIEW

U.S. News & World Report

JANEL SIA Co-founder and chief strategy officer Yuvo Health Sia helped create Yuvo, which provides administrative and managed-care contracting services to federally

MARK SPARTA President and chief hospital executive of Hackensack University Medical Center and president of the North Hackensackregion Meridian Health Under Sparta’s leadership,HackensackUniversityMedicalCenterearnedthetop rankingin NewJerseyfrom

JONATHAN TEYAN NewPresidentYork State Academic Dental Centers As an advocate of academic dental centers and programs, Teyan works to addressIn addition,healthinclusiveandopportunitieseducationalinnovativedevelopdisparities,oralprovideoralcare.

roundsubstantialYuvohasfunctions,operationalday-to-dayOverseeinghealth centers.qualifiedshehelpedcloseaseedwith

The hospital’s research portfolio includes immunotherapy, precision medicine and vaccine development. In response to the Covid-19 pandemic, the hospital provided innovative approaches to treatment, testing and vaccination. Sparta, a Fellow of the American College of Healthcare Executives, has participated in field tests of health-equity survey tools. He is an executive sponsor of his company’s diversity, equity and inclusion council. He serves on the boards of the Meadowlands Regional Chamber of Commerce and the Hudson Farm Foundation.

performing provider systems in New York’s Delivery System Reform Incentive Payment Program, which saved the state hundreds of millions of dollars in avoidable hospital usage savings. Tallaj has called attention to the disproportionate impact of the pandemic in communities of color, and he was responsible for the operation of trilingual Covid-19 testing and vaccination sites. He has led health care missions to the Caribbean and established a foundation that provides scholarships to Latino students aspiring to public service and health care careers.

he oversees the state-sponsored Fellowship to Address Oral Disparities, which trains practitioners to treat people with intellectual and developmental disabilities. Teyan successfully lobbied state legislators to allocate funding for the fellowship to continue. He supported legislation that would allow foreign-trained dentists to be licensed in New York while serving as faculty at dental schools in the region. Teyan sits on the States United for Biomedical Research board.

Wang has introduced numerous employee-support programs to mentor team members, including employee resource groups on inclusivity.

PAT WANG President and CEO Healthfirst Wang leads Healthfirst, one of the nation’s largest nonprofit health insurance companies. She has guided efforts to keep New sitesdistributionpop-upcare tools,telephonicvirtualpioneeringhealthy,Yorkersoffices,foodand

JOSEPH TOMAINO Chief GrassiexecutiveHealthcare Advisors

August 22, 2022 | CRAIN’s NEW YORK BusINEss | 43

JONATHAN WEINBACH Chief executive New York Proton Center Weinbach oversees the operations and strategic direction of the Proton Center, which partners withtreatmentslife-savingtohealthMountMontefioreandCancerSloanMemorialKetteringCentertheandSinaisystemsprovide to patients with challenging cancer diagnoses. He works on planning, staffing, budgeting and setting policy. At the same time, he endeavors to influence decision-making among payers. Under his direction, the Proton Center is conducting research to shape the future of cancer care, with more than 20 clinical trials opened in the past 18 months. Weinbach serves in leadership roles at the National Association for Proton Therapy, the American College of Healthcare Executives and other organizations.

JUDITH WATSON Chief MountexecutiveVernonNeighborhood Health Center

MICHELLE ZETTERGREN President of labor and marketing Brightonofficer Health Plan Solutions Brighton is a health care enablement company aligning stakeholders in an effort to change how care is accessed and is responsiblestrategy andgrowthcompany’sleadsZettergrendelivered.the for its market expansion; customer acquisition and retention; and new-product development. Under her direction, Brighton has forged strategic alliances with major health systems, developed market-leading benefits technology and launched a number of services. Zettergren, the first female president of Brighton’s labor division, is committed to fostering an inclusive environment and supporting diversity-andinclusion efforts. She serves on the board of the American Association of AdministratorsPayers,andNetworks.

DR. JAMES TSAI NewPresidentYork Eye and Ear Infirmary of Mount Sinai Tsai is responsible for strategic and sustainable company growth at the Eye and leadership,UnderInfirmary.Earhis the facility runs one of the It recentlyprograms.residencynationallargest launched an initiative exposing interns to general medicine and ophthalmology training. Tsai chairs the offellowAcademysectionalsovisionmoleculesat identifyingsurgeryspecializesofdepartmentophthalmologyattheIcahnSchoolMedicineatMountSinai.Heinglaucomaimplantandaimshisresearchneuroprotectivetodevelopadvancedtestingtechniques.HechairstheophthalmologyoftheNewYorkofMedicineandisaoftheAmericanCollegeSurgeons.

electronic enrollment tools in response to the Covid-19 pandemic. She co-chaired the state’s vaccine task force, working with community leaders, organizations and providers to implement an equitable and informed rollout. Recently she was invited by the White House Office of Science and Technology Policy to participate in discussions on strengthening the nation’s early response to health threats.

DR. ZUCKERMANJOSEPH Chairman of the orthopedic surgery NYUdepartmentGrossman School of Medicine Zuckerman aims to increase available patient School,Grossmancare. Atcenteredand patient-mentorshipstechnologies,skill throughand facultytreatmentsthehe ensures academic, clinical and financial development and mentors faculty, students and fellows. He integrated his department with a newly merged hospital to establish NYU Langone Orthopedics. Zuckerman, a champion of equity and inclusion, prioritizes diverse hiring and implements cultural competency training. To that end, he has established a departmental diversity committee. He is a spokesman for the American Academy of Orthopedic Surgeons, and he sits on the editorial board of several medical journals.

for identifying the health needs of the county’s diverse communities, developing strategic health initiatives and working with state and federal agencies and regulators to meet community goals. Committed to improving the health care industry through innovation and technology, she has been working to upgrade the medical center’s electronic medical records and patient information exchange processes. Visconi has mobilized satellite facilities for neighborhoods,underservedincluding health care clinics and vaccination locations for communities of color, faith-based groups and the Ramapo Lenape Nation.

Watson is responsible for the day-to-day management of the health center, a budgeting,careoverseesCounty.inwithhealthcommunityqualifiedfederallyfacilityeightsitesWestchesterShehealthservices, marketing and fundraising. These days she is supervising a rebranding initiative as well as a renovation project at the organization’s main site in Mount Vernon. Watson, who has been at the forefront of Covid-19 vaccine accessibility efforts, established one of the state’s first walk-up testing facilities, which typically serve senior citizens and low-income individuals. In her daily efforts she brings together government, nonprofit and health care partners to address the social determinants of health affecting those served by the center.

Drawing on nearly 40 years of health care management experience, Tomaino guides business Cityadvisoryinitiatives.worksand-inclusionevents,Tomainotrustedtraininghealthfinancialaccountingnursingautilizesustainableachieveorganizationstransformation,financialturnaroundand improvedefficiencies,amongotherorganizationalchanges.He helpshealth careandfacilitiesprofitableandoperationsandtheirresources.Tomaino,formerclinicianandchiefofficer,introducesgraduatesandprofessionalstothecareconsultingindustry,themtobecomeclients’sourcesforadvice.frequentlypresentsatparticipatesindiversity-programsandonwomen’scouncilHeservesontheboardfortheNewYorkHealthBusinessLeaders.

DEBORAH VISCONI President and CEO Bergen New Bridge Medical Center At Bergen New Bridge, the largest hospital and long-termcare facility in New Jersey, Visconi managesis responsibleexecutives,County’swithcollaboratesVisconi,workforce.health2,000-memberacarewhoBergen

DOUG WIRTH President and CEO Amida Care Wirth leads Amida Care, a nonprofit community health plan. A majority of Amida members are Black or Latino, and phobiaandhomophobiathe racism,to combatorganizationefforts at theheadsWirthtransthat perpetuate health disparities. Under his leadership, Amida has bolstered its efforts to provide gender-affirming care and has empowered thousands of New Yorkers living with HIV to take control of their health. Previously, Wirth was on a task force that sought to end the AIDS epidemic in the state, and he was a senior health policy adviser for two New York mayors.

DR. BARBARA DEBUONO, THE STATE’S HEALTH COMMISSIONER FROM 1995 TO 1998, WAS THE FIRST WOMAN TO HEAD THE DEPARTMENT HEALTH.NY.GOV DR. ERIC WEINBERG Vice president of medical education PM Pediatric Care At PM, the largest pediatric urgent care provider in the nation, Weinberg oversees companywide education and leadershipprovides in pediatric acute care medicine. As part webinarsCovid-19hethat mandate,ofprovided and guidance for parents, camps, schools and religious organizations. He also created education programs, including boot-camp training for urgent care and autism screening. He previously was fellowship director at PM. He has created content for the organization’s diversity, equity and inclusion committee, including a town hall about Covid-19 vaccines. Weinberg volunteers as medical coordinator for Temple Israel of Northern Westchester.

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Notice of formation of Amani Luxxe Wax Lounge, LLC, a domestic LLC. Articles of Organization filed with Secretary of State of New York (SSNY) on April 8, 2022 . Office location: Bronx County. SSNY is designated as agent upon whom process against the LLC may be served. SSNY shall mail process to: 856 E 221st Apt 2, Bronx, NY 10467.

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Notice of Formation of VANADIS HOLDINGS LLC Arts. of Org. filed with Secy. of State of NY (SSNY) on 06/07/22. Office location: NY County. Princ. office of LLC: 829 Park Ave., Apt. 5D, NY, NY 10021. SSNY designated as agent of LLC upon whom process against it may be served. SSNY shall mail process to Corporation Service Co., 80 State St., Albany, NY 12207-2543.

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Notice of Qualification of DigitalBridge Strategic Assets Fund, LP Appl. for Auth. filed with Secy. of State of NY (SSNY) on 06/30/22. Office location: NY County. LP formed in Delaware (DE) on 02/10/22. Princ. office of LP: 750 Park of Commerce Dr., Ste. 210, Boca Raton, FL 33487. NYS fictitious name: DigitalBridge Strategic Assets Fund, L.P. Duration of LP is Perpetual. SSNY designated as agent of LP upon whom process against it may be served. SSNY shall mail process to Corporation Service Co. (CSC), 80 State St., Albany, NY 122072543. Name and addr. of each general partner are available from SSNY. DE addr. of LP: c/o CSC, 251 Little Falls Dr., Wilmington, DE 19808. Cert. of LP filed with Secy. of State of DE, John G. Townsend Bldg., 401 Federal St., Ste. 4, Dover, DE 19901. Purpose: Any lawful activity. Notice of Formation of JEMAL'S FAYETTE PARK L.L.C. Arts. of Org. filed with Secy. of State of NY (SSNY) on 04/01/22. Office location: NY County. SSNY designated as agent of LLC upon whom process against it may be served. SSNY shall mail process to Corporation Service Co., 80 State St., Albany, NY 12207-2543. Purpose: To acquire, sell, manage, lease and develop real estate.

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Notice of Qualification of DigitalBridge SAF GP, LLC Appl. for Auth. filed with Secy. of State of NY (SSNY) on 06/30/22. Office location: NY County. LLC formed in Delaware (DE) on 02/10/22. Princ. office of LLC: 750 Park of Commerce Dr., Ste. 210, Boca Raton, FL 33487. SSNY designated as agent of LLC upon whom process against it may be served. SSNY shall mail process to c/o Corporation Service Co. (CSC), 80 State St., Albany, NY 12207-2543. DE addr. of LLC: c/o CSC, 251 Little Falls Dr., Wilmington, DE 19808. Cert. of Form. filed with Secy. of State of DE, John G. Townsend Bldg.,401 Federal St., Ste. 4, Dover, DE 19901.

AUGUST 22, 2022 | CRAIN’S NEW YORK BUSINESS | 45

Notice of Qualification of SPORTS CONTENT CREATION LLC Appl. for Auth. filed with Secy. of State of NY (SSNY) on 07/20/22. Office location: NY County. LLC formed in Delaware (DE) on 07/08/22. Princ. office of LLC: 500 S. Buena Vista St., Burbank, CA 91521. SSNY designated as agent of LLC upon whom process against it may be served. SSNY shall mail process to c/o Corporation Service Co., 80 State St., Albany, NY 12207-2543. DE addr. of LLC: 251 Little Falls Dr., Wilmington, DE 19808. Cert. of Form. filed with Secy. of State, DE Div. of Corps., 401 Federal St., Ste. 4, Dover, DE 19901. Purpose: Holding company.

Notice of Formation of PERRY STREET 7 LLC Arts. of Org. filed with Secy. of State of NY (SSNY) on 11/22/21. Office location: NY County. SSNY designated as agent of LLC upon whom process against it may be served. SSNY shall mail process to the LLC, 347 5th Ave., Ste. 300, NY, NY 10016. Purpose: Any lawful activity.

Notice of Qualification of RELATEDASSOCIATESSOUTHTOWNIVLLC Appl. for Auth. filed with Secy. of State of NY (SSNY) on 07/18/22. Office location: NY County. LLC formed in Delaware (DE) on 07/14/22. Princ. office of LLC: 30 Hudson Yards, 72nd St., NY, NY 10001. SSNY designated as agent of LLC upon whom process against it may be served. SSNY shall mail process to c/o Corporation Service Co. (CSC), 80 State St., Albany, NY 12207-2543. DE addr. of LLC: CSC, 251 Little Falls Dr., Wilmington, DE 19808. Cert. of Form. filed with Secy. of State of DE, John G. Townsend Bldg., 401 Federal St., Dover, DE 19901. Purpose: Any lawful activity.

Purpose: Any lawful activity.

Purpose: Any lawful activity.

Purpose: Any lawful activity. BROADWAY DYI LLC. Arts. of Org. filed with the SSNY on 06/28/22. Office: New York County. SSNY designated as agent of the LLC upon whom process against it may be served. SSNY shall mail copy of process to the LLC, 2250 Broadway, Apartment 10A, New York, NY 10024.

Notice of Formation of SMD INVESTOR GROUP LLC Arts. of Org. filed with Secy. of State of NY (SSNY) on 06/08/22. Office location: NY County. SSNY designated as agent of LLC upon whom process against it may be served. SSNY shall mail process to Stuart Romanoff, c/o Romanoff Equities, 833 Washington St., 2nd Fl., NY, NY 10014.

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Notice of Formation of PERRY STREET 5 LLC Arts. of Org. filed with Secy. of State of NY (SSNY) on 11/22/21. Office location: NY County. SSNY designated as agent of LLC upon whom process against it may be served. SSNY shall mail process to the LLC, 347 5th Ave., Ste. 300, NY, NY 10016. Purpose: Any lawful activity.

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Notice of Qualification of TRUVVO GOLDEN LP Appl. for Auth. filed with Secy. of State of NY (SSNY) on 06/06/22. Office location: NY County. LP formed in Delaware (DE) on 04/21/22. NYS fictitious name: TRUVVO GOLDEN L.P. Duration of LP is Perpetual. SSNY designated as agent of LP upon whom process against it may be served. SSNY shall mail process to c/o Corporation Service Co. (CSC), 80 State St., Albany, NY 12207-2543. Name and addr. of each general partner are available from SSNY. DE addr. of LP: c/o CSC, 251 Little Falls Dr., Wilmington, DE 19808. Cert. of LP filed with Jeffrey W. Bullock, DE Secy. of State, John G. Townsend Bldg., 401 Federal St., Dover, DE 19901. Purpose: Any lawful activity.

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Notice of Qualification of THREE PILLARS SERVICES,INSURANCELLC Appl. for Auth. filed with Secy. of State of NY (SSNY) on 06/07/22. Office location: NY County. LLC formed in Delaware (DE) on 05/16/22. SSNY designated as agent of LLC upon whom process against it may be served. SSNY shall mail process to National Registered Agents, Inc., 875 Ave. of the Americas, Ste. 501, NY, NY 10001. DE addr. of LLC: 1209 Orange St., Wilmington, DE 19801. Cert. of Form. filed with Secy. of State of DE, Div. of Corps., 401 Federal St., Ste. 4, Dover, DE 19901.

Notice of Formation of PERRY STREET 6 LLC Arts. of Org. filed with Secy. of State of NY (SSNY) on 11/22/21. Office location: NY County. SSNY designated as agent of LLC upon whom process against it may be served. SSNY shall mail process to the LLC, 347 5th Ave., Ste. 300, NY, NY 10016. Purpose: Any lawful activity.

Notice of Qualification of 100 CHURCH RETAIL I LESSEE LLC Appl. for Auth. filed with Secy. of State of NY (SSNY) on 06/23/22. Office location: NY County. LLC formed in Delaware (DE) on 05/26/22. Princ. office of LLC: c/o SL Green Realty Corp., One Vanderbilt Ave., 28th Fl., NY, NY 10017. SSNY designated as agent of LLC upon whom process against it may be served. SSNY shall mail process to c/o Corporation Service Co. (CSC), 80 State St., Albany, NY 12207-2543. DE addr. of LLC: CSC, 251 Little Falls Dr., Wilmington, DE 19808. Cert. of Form. filed with Secy. of State, PO Box 898, Dover, DE 19903.

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“What it means locally is we’ve seen the effect on the markets and the potential of a recession,” he said. “If all that were to continue, then there is going to be some re cession in the future, if we’re not already in one now, and that will weigh on the city’s finances.”

Madison Square Gar den, which lost $500 million by going dark during the pandemic, is a can didate for comeback business of the year, thanks to the New York Rangers’ long playoff run. Led by goalie Igor Shester kin, the team’s 10 home playoff games during the spring ac counted for an entire quarter’s profit while generating an un expected $65 million revenue bump for its owner. Sales of tickets, suites, sponsorships, media rights, merchandise and concessions exceeded 2019 levels, MSG Sports Corp. Chief Executive Andrew Lustgarten said on a conference call last Thursday. And the season-tick et renewal rate for the Knicks and Rangers has climbed to 91% despite rising prices for hockey games. Big business The news, delivered the same day the Big 10 sold its broadcasting rights for $7.5 billion, showed that there’s really no business like the sports Revenuebusiness.atMSG Sports nearly doubled to $821 million for the fiscal year ending June 30, while adjusted operating income swung to $142 million from a $13 million loss. Lust garten predicted even better times ahead, thanks to new marketing opportunities, in cluding ads on player uniforms and even ads for cannabis in the arena. “I can see that being an opportunity,” he said of marijuana sponsorships. MSG Sports is the entity that holds the Rangers and Knicks. Other assets controlled by Executive Chairman James Dolan, includ ing the arena and Radio City Music Hall, are part of a company called Madison Square Garden Entertainment. Last month Crain’s reported that executives held talks about re locating the Garden to Hudson Yards so a new Penn Station could be built. The Rangers’ first appearance in the NHL Eastern Conference final since 2015 offered a glimpse of just how profitable the Garden could be if the Knicks could ever get their act together. The two teams haven’t had simulta neous long playoff runs since 1994, when gi ants such as Mark Messier, Mike Richter, John Starks and Patrick Ewing called the arena home.The Garden collects about $1.5 million in profit for the average first-round playoff hockey game, and that figure grows during later rounds as ticket prices rise, Chief Finan cial Officer Victoria Mink said on Thursday’s call. Ultimately, the Garden realized an aver age of $6.5 million in revenue per playoff game and $3.5 million in adjusted operating profit. That means the Rangers’ playoff run accounts for all of MSG Sports’ fourth-quar ter adjusted earnings of $33 million. It also means everyone from the seats to the Garden’s executive suites is praying Shesterkin is hot and healthy again this com ing season.

In contrast to the nation, July was a weak month for jobs recovery in New York New York’s jobs recovery was lack luster in July, failing to show the same strong growth as the country as a whole, a result of weakness in the city’s private sector. New York City netted 21,900 new positions, using seasonally adjusted figures, but almost all of them were government jobs, likely a re sult of the summer youth employment pro gram that started in July, according to Barba ra Denham, senior economist at Oxford EconomicsThegain puts the city’s employment total at 4.5 million, just under 4% shy of its Febru ary 2020 total. The U.S., on the other hand, hit a milestone in July, surpassing prepandemic employment for the first time. The city’s unemployment rate was 6.1%, down 0.1% from June. In addition to the temporary local govern ment gains, another sector that added posi tions was leisure and hospitality. Restaurants and bars added 3,600 jobs, while employers in the amusement and recreation sub-sec tors brought on 3,400 employees—for a per centage increase that outpaced the country as a whole “Generally, the rebound in face-to-face service industries continues to moderate compared to last year,” as New School econo mist James Parrott put it. The finance sector also saw increases, led by the securities industry, which added 3,100 jobs. Slow sectors On the other hand, ho tels here added a meager 500 positions, a tiny per centage of the 49,000 re corded nationally for the month. Overall, positions in the inally,theywment-recreationarts-entertainsectorerealmostflat,evenasgrewby3.3%nationmeaningthatgainstheindustry,whichis important to New York City, occurred else where. Last summer, by contrast, both recov ering sectors grew much faster. Sectors that encompass technology jobs also started to hint at weakness in the wake of high-profile layoffs in recent months, with employers in the computer systems design category shedding jobs. But Parrott pointed to the fact that initial unemployment claims were very much in line with claims from 2019. “So far there is no hint of economic slowing in the New York un employment claims data, which is often seen as a leading indicator of recession,” he said.

46 | CRAIN’S NEW YORK BUSINESS | AUgUSt 22, 2022 revenue is not expected to grow much between now and 2026. The comptroller’s office predicts an average three-year growth rate of 0.8% for property tax revenue. Rahul Jain, state deputy comp troller for the city, said the report projected commercial property tax revenue would be effectively flat. “The growth that’s there is com ing on the residential side,” Jain said. “The residential market re mains hot, and while we think there might be upside there, that doesn’t take into account the idea of a re cession.”Thecity exceeded tax revenue projections last year by $6.2 billion and received $19.2 billion in federal grants. This boosted the city’s bud get to $111.6 billion in fiscal 2022, the comptroller’s office said. Federal aid falling off An increased demand for fund ing city services such as education, mental health and sanitation will combine with fall ing tax revenues from the real estate sector to open bud get gaps in future years, Jain said. “With all the ser vice demand occur ring, the real estate transaction tax dropping is just an other layer being added to that gap,” he said. “There’s already a number of risks, bringing that gap to $10 billion, and you continue to increase that wedge when revenues don’t come in as high as they did in theWarningpast.” signs reach beyond the real estate sector. Uncle Sam’s piggy bank is drying up too. Beginning in 2020, the city re ceived $27.3 billion in pandem ic-era federal aid to be used over seven years, the comptroller’s office said. But overall federal grants are expected to decline by $9.9 billion from the last fiscal year to this one, the office said. “That’s a pretty steep decline,” Jain said. “Going forward, it’s ex pected to start settling in where it was prepandemic and then fall out.” The city’s annual prepandemic federal grant amounts were gener ally $7 billion or $8 billion, Jain said.

Rangers’ playoff run caps revival of fortunes for Madison Square Garden

■ DECLINE FROM PAGE 1 THE REPORt NOTED THAT THE RISK OF RECESSION REMAINS HIgH ENNISBUCK

■ BY AARON ELSTEIN SPORTS IMAGESGETTY SHESTERKIN NEW YORK CITY’S GROWTH DID NOT KEEP PACE WITH THE NATION’S Total nonfarm employees in thousands, seasonally adjusted, NYC SOURCE: New York state Department of Labor 4.5K3.5K4K5K July ’22Jan ’20 4,539

Negative quarters

The comptroller’s report noted the risk of recession remains high following two negative quarters of gross domestic product and the continuing struggle with inflation, which hit 40-year highs this year and has caused the Federal Reserve to raise interest rates multiple times since the start of the year.

Jain noted that given the Fed’s re sponse to inflation, the various risks to the city’s economy aren’t expected to disappear soon.

■ BY CARA EISENPRESS ECONOMY

Although some employers have reported that it has been increasingly possible to hire the employees they need to operate—even if compensation costs more than ever—others have noted that it is still difficult to find staff, a hint that some of the drag in face-to-face sectors is not demand but availability.

The Tin Building, a concept with 20 differ ent food-and-drink experiences, had to push its grand opening from the summer to the fall, said Jay Cross, president of the Howard Hughes Corp., which has soft-launched the Tin Building at the former Fulton Market site. “Hiring has been challenging due to tight labor markets,” he said during the company’s earnings call on Aug. 6. “We had to temporar ily delay the grand opening, but we are now making great progress on hiring and the onboarding process and expect to celebrate the Tin Building’s grand opening later this quarter.”

■ e

An architect builds out his acting hobby into a second career at the opera BY BRIAN PASCUS

CONSALVOJ.CONSALVO

GREW UP Hackensack, New Jersey RESIDES Greenwich Village AGE 57 (“going on 35!”) EDUCATION Bachelor’s in architecture, Pratt Institute BROADWAY LOVER Consalvo says his favorite shows are Into the Woods and Sunday in the Park With George. He loves Stephen Sondheim musicals. “His characters are complex, and his music is complex.”

PHILIP says most of PJC Architecture’s clients come through referrals. From fth grade on, Philip J. Consalvo wanted to be an architect.“Iwas a kid who sat and drew things and was always building something,” he recalled. He followed his dreams and eventually landed at the Pratt Institute in Brooklyn. He got his rst industry job at Fox & Fowle, a leading architecture rm, before moving into freelance work. During these early career years, in the late 1980s, Consalvo began taking acting classes as a Afterhobby.fouryears of instruction, a friend suggested he sign up to appear as one of hundreds of actors in a production at the Metropolitan Opera House in Lincoln Center. Consalvo was asked to return again and again. By the mid-1990s he had become a full-time sta member at the“Itopera.was this gift the universe threw my way,” he said. “I had this passion for acting and suddenly I had the opportunity to be a member of the Metropolitan Opera sta and basically be in every production.”For 17 years, Consalvo worked at both careers. He would get up in the morning to prepare for his architecture work, then go to rehearsal, then handle his architecture responsibilities in the late afternoon, before nishing with a show in the evening.eMetropolitan Opera is a rather small community, he said, and at some point his peers would nd themselves in need of an architect and turn to the only one they knew. Consalvo said he did work on the apartments of many members in the chorus. e jobs led to a contract building out the headquarters for the theatrical wardrobe union, Local 764. “It morphed into this amazing sort of marketing connection to really help build my career,” he said. Eventually, Consalvo started receiving more architecture contracts than acting jobs. By 1998 he had founded his own rm, PJC Architecture; in 2008 he broke away from acting entirely and devoted himself to architecture full-time. Wearing many hats Today his seven-person rm specializes in all sorts of jobs: townhouse renovations on the Upper East Side, family houses in the Hamptons, duplexes on Park Avenue and apartment t-outs in the West Village. Most of the rm’s work and clients come through referrals. Once it has secured a project, the company uses a tight-knit team of contractors, subcontractors andConsalvoconsultants.estimates his team works on 20 to 25 projects per year. It took in $7.5 million to $8 million in revenue last year. Each individual job, he said, can entail its own drama. “As an architect you have to wear many hats; it’s not only the design part,” he said. “It’s dealing with the personality of di erent clients, being a lawyer, being a therapist, so there’s a lot of di erent skill sets you have to use. And juggling them and managing them is always di cult.”Even if the work can be hard, Consalvo wouldn’t trade it for the world. He recognizes his good fortune to follow a pair of separate paths“Beingsuccessfully.surrounded by such professionals, watching their work ethic, being surrounded by amazing music, seeing how the sets can be created and the stage transformed and how the lighting a ects everything—lots of the principles used in architecture were used there,” he said of the opera house. “ ere are now times I say, ‘Wow, this [job] reminds me of the set of a certain production,” he added. fortune following 2 paths

of

AUGUST 22, 2022 | CRAIN’S NEW YORK BUSINESS | 47 ENNISBUCK

INTERNATIONAL INFLUENCES His inspirations include architects Tadao Ando of Japan and Carlo Scarpa of Italy. “They’re very detailed oriented,” he said.

GOTHAM GIGS

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MINIMAL DESIGN Consalvo describes his aesthetic as “more minimal, clean-lined” and “more contemporary modern.” And he insists that function must break things down to the basics. “Use that as a starting point,” he advised.

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