Crain's New York Business

CAUGHT BETWEEN COUNTRIES

The long road for a migrant couple trying to make it in New York

BY CAROLINE SPIVACK AND VALERIA RICCIULLI

Alexander struggled to sleep on the cool, tiled oor of the notoriously dangerous 30th Street Men’s Intake Shelter in Manhattan. Not a single mattress in the 850-bed shelter was unoccupied that sweltering August night. Many were lled with migrants, like Alexander, who had recently completed the journey from Latin America to seek opportunity in the U.S.

It was Alexander’s rst night in the city after traveling for nearly two months from Venezuela with his pregnant wife, Maria. Alexander hoped their rst days would be spent together, beginning to build a new life; instead they were separated at a Texas border facility and ordered to board buses to cities in the Northeast.

Alexander was too worried to sleep. Was Maria’s bus also headed to New York? How would he nd her?

e 23-year-old had brought few possessions on his journey, and he shed some belongings along the way. By the time he made it to New York City, the little he had included the faded Calvin Klein sweatshirt and too-long khaki pants that he wore, plus an

REAL ESTATE

Roadblock no more: City Council approves urry of projects

BY EDDIE SMALL

New York’s towering skyline is among the city’s most recognizable symbols.

In recent years, however, the city also has been de ned by major real estate developments that have fallen through, including proposed neighborhood rezonings and Amazon’s second headquarters.

Now the tone around new projects, partic-

ularly residential ones, seems to be shifting.

e City Council approved several major developments this fall that are poised to bring thousands of housing units to the city. Highlights include Halletts North and Innovation QNS, which combined could add more than 4,000 apartments to Astoria, as well as a 349unit project along Bruckner Boulevard in roggs Neck. e recently announced plan for Willets Point in Queens—which includes

2,500 a ordable housing units—is likely to get council approval, as it already has the support of local Councilman Francisco Moya, who said making it a “housing rst” project played the biggest role in helping the negotiations succeed.

“More and more elected o cials from across the ideological spectrum understand that we need to build more housing to make New York more a ordable,” said Logan

Phares, political director at pro-housing group Open New York. “Building more housing has always been the right thing, but now supporting housing growth is also the politically wise decision.”

New Yorkers have developed a better understanding of the connection between the lack of housing creation and other city ills,

Adams takes aim at severe mental illness with new plan emphasizing involuntary hospitalization

BY MAYA KAUFMAN AND JACQUELINE NEBER

Last Tuesday Mayor Eric Ad ams unveiled an 11-point plan to connect New Yorkers with severe, untreated men tal illnesses to emergency and longterm care, homing in on cases when people have refused voluntary as sistance but pose a danger to them selves.

The linchpin of Adams’ plan is a directive that charges police, emer gency medical responders and out reach workers to involuntarily transport individuals to the hospi tal for a psychiatric evaluation if they show signs of a mental illness

efforts. It is also unclear how many people might be transported to hospitals; the city estimates that 250,000 adults have a serious men tal illness, or 3% of the total popula tion, but there is no data on how many reside in the subways or on the streets.

“A common misunderstanding persists that we cannot provide in voluntary assistance unless the person is violent, suicidal or pre senting a risk of imminent harm,” Adams said. “This myth must be put to rest. Going forward, we will make every effort to assist those who are suffering from mental ill ness and whose illness is endanger ing them by preventing them from meeting their basic human needs.”

session next year.

Enhanced training on mental health crisis response, including an in-depth discussion of the meaning of “inability to meet basic needs,” began Tuesday for mobile crisis teams and police. State law does not explicitly define the standard, meaning that frontline responders will be tasked with determining whether it applies on a case-bycase basis.

Ahead of the winter months, the city plans to deploy teams of clini cians and police to patrol high-traf fic subway stations to respond to people experiencing serious men tal health issues.

that makes them unable to meet their basic human needs, thus en dangering themselves. The state Of fice of Mental Health issued similar guidance in February.

The city is forming new response teams and launching an enhanced training program to implement the directive, though officials did not immediately release details on the cost and source of funding for the

The announcement fol lows a Crain’s investigation in September that uncov ered systemic failures by the city, state and private and public hospitals to provide unhoused New Yorkers who have a serious mental illness with proper care and support, leading to two deaths. In many cases, people sought out care voluntarily.

Several elements of Adams’ plan are effective immediately, includ ing the directive, while other pro posals depend on action by state lawmakers and Gov. Kathy Hochul when the Legislature resumes its

TECHNOLOGY

Additionally, a new city-operated hotline will enable police to consult with NYC Health + Hospitals clini cians over the phone or via video call on how to properly respond to a specific case of someone in dis tress, officials said. It is expected to be operational by next year.

Advocacy organizations focused on mental health and homeless ness, as well as civil rights groups such as the New York Civil Liberties Union, harshly rebuked the admin istration’s effort to promote more expansive use of involuntary hospi talization.

Jawanza Williams, director of or ganizing for social services organi zation Vocal-NY, called the direc tive “draconian” and criticized

Adams’ involvement of police to help implement it.

“The lives of people dealing with mental health crises won’t be im proved by forcing them into treat ment, especially if it’s coming from law enforcement,” Williams said.

Adams said his plan addresses the city’s “moral obligation” to help people with untreated severe men tal illness who pose a risk to them selves, “even if they are not an im minent threat to the public.”

“The ver y nature of their illnesses keeps them from realizing they need intervention and support,” Adams said.

His directive on involuntary hos pitalization echoes guidance issued

by the state Office of Mental Health in February to clear up “a miscon ception amongst both police as well as frontline mental health cri sis intervention workers that a per son with mental illness must pres ent as ‘imminently dangerous’ ” to be transported involuntarily to a hospital for evaluation under exist ing mental hygiene law.

The new missive is likely to in crease demand on hospitals at a time when supply is already strained. Just 16 hospitals across the city have a specialized emer gency department for psychiatric patients. The number of psychiatric hospital beds available statewide has fallen roughly 18% since 2000. As a result, hospitals often refuse to admit seriously mentally ill patients to psychiatric units, instead medi cating them to subdue their symp toms and quickly cutting them loose.

Adams’ plan includes several proposals aimed at hospitals, but they require changes to state law. They include a requirement that hospitals screen all psychiatric pa tients for eligibility under Kendra’s Law, which places recipients under a court order to get mental health treatment. Another proposal would require hospitals to notify a psychi atric patient’s community provid ers, if there are any, when their cli ents are admitted or released. ■

City drops $157M broadband plan, stiffing vendors

BY CARA EISENPRESS

The city has pulled the plug on a complex, long-term project to broaden access to reliable, fast internet and to diversify the ranks of service providers.

mately $8 million project to expand connectivity to neighborhoods un derserved by fast broadband.

JAN. 17

POWER BREAKFAST

Mark your calendar to hear U.S. Sen. Charles E. Schumer interviewed live onstage by Crain’s New York Business Editor-in-Chief Cory Schouten. Find out how New York’s senior senator views the nation’s evolving political climate, how he gets big deals done in a divided Washington and what’s needed to keep the state’s recovery on track amid economic turmoil.

DETAILS

Time: 9 to 10:30 a.m.

Location: 180 Central Park S. CrainsNewYork.com/pb_schumer

The city Department of Small Business Services told prospective vendors last Tuesday that it will not be making any award following its March 2021 request for proposals, which included $157 million in capital funding earmarked for enti ties that could build new connec tivity infrastructure.

The proposal was drafted by the de Blasio administration, and in October 2021 a dozen companies were notified they would be chosen for the work. But the details of fund ing and contracts were still up in the air when Mayor Eric Adams took office in January.

“All our hard work was undone with a handshake and a stroke of a pen,” said Marg Suarez, who worked on the RFP with NYC Mesh. A non profit community Wi-Fi provider, NYC Mesh was involved in months of negotiations with the city on what would have been an approxi

The city Office of Technology and Innovation said the decision not to award a contract to applicants was consistent with the goals of Adams’ reshaped technology department, which has decided to prioritize near-term needs of New Yorkers who lack internet access.

Mayor Bill de Blasio’s goals around internet accessibility were formalized in the Internet Master Plan, a January 2020 document that focused on adding diversity and competition to the marketplace of internet service providers while broadening the population of New Yorkers able to afford broadband service at home and work. Adams’ goals were different.

“This administration has priori tized underserved communities in our efforts to deliver equitable broadband access,” OTI spokesman Ryan Birchmeier said in a state ment. He pointed to the Big Apple Connect program. Launched in September, it made free broadband service available to 90,000 house holds living in 130 New York City

Housing Authority developments, through partnerships with Opti mum, owned by the company Al tice, and Spectrum, the trade name for Charter Communications.

Large firms rule

Birchmeier also pointed to the likelihood of a future RFP for a per manent broadband provider to “es tablish strategic management of city assets and ensure revenue streams are directed to funding equitable ac cess to the latest broadband tech nologies for all New Yorkers.”

The office is in the process of fig uring out where the $157 million in capital funding allocated to the pre vious plan will go, he said.

There are only a handful of large ISPs in New York City, due in part to the up-front expense of laying fi ber-optic cable beneath the con crete of a crowded city.

The Internet Master Plan sought to share city infrastructure including bus shelters and hospitals with a group of smaller providers, many run by women or minorities, who could use the physical structures to extend wire or node networks. The city’s 2021 announcement of win

ning vendors, including NYC Mesh, appeared to be a step forward.

“We made an account with the city for disbursements,” Suarez said. “We were given introductions. But the funding wasn’t there.”

In September the city introduced Big Apple Connect, and in October, OTI released its own strategic plan. Around that time came whispers the RFP would not be fulfilled.

The Adams administration un derscored that it had to solve shortterm access problems before work ing on the more difficult infrastructure questions. During the summer it announced 2,000 new Link5G kiosks as well as a group of Gigabit Centers, free spac es with high-speed internet.

The change seemed counterpro ductive to a group of upstart, equi ty-minded providers.

“If we’re serious about taking meaningful steps toward perma nently closing the digital divide, then increasing competition and choice must be a part of the conver sation and policy dialogue,” said Virginia Lam Abrams of Starry, an internet service provider that worked on projects with NYCHA. ■

NYCMAYORSOFFICE/FLICKR

ADAMS

“WE WILL MAKE EVERY EFFORT TO ASSIST THOSE SUFFERING”

Midtown startup Mobot puts robots to work testing software

The company has assembled an army of more than 75 robots to help rms vet apps faster

The upstart: Mobot

Before she launched her startup, Eden Full Goh was a product manager for a medical device company, and there was one part of the job she really hated: testing the company’s app.

She would often work late into the night preparing for product demos, putting the app through manual tests to ensure it was bug-free. e work was mind-numbing and tedious.

“I was doing the same thing over and over again,” she recalls. “And I was, like, ‘I could literally program a robot to do this!’ ”

Soon after, she quit her job and did just that.

e result is Mobot. Full Goh’s 45-employee startup, headquartered in Midtown East, now has an army of more than 75 robots, built in-house, that are busy testing apps for 64 companies including athletic coaching service MySwimPro and safety app Citizen.

e robots use a stylus to operate touch screens on Mobot’s library of more than 250 devices, ranging from old Android phones to the iPhone Pro Max 14—ensuring that bugs and incompatibilities are detected and corrected no matter what device an end-user employs.

Customers pay for a monthly subscription that buys a bundle of “taps.” e $2,000 base subscription, for example, buys several thousand taps. Customers who do a lot of app testing can require hundreds of thousands of taps per month.

Hiring Mobot’s robots is not necessarily less expensive than outsourcing to human testers overseas or hiring a minimum-wage intern o Craigslist, but the results are much more reliable, Full Goh says. Humans get fatigued, zone out and make mistakes. And because Mobot can test on many devices at once using multiple robots, it can perform a complete test in hours rather than days.

GasBuddy—a gasoline-price app that has been downloaded more than 100 million times—partnered with Mobot for testing after it redesigned its software from scratch last year.

“It’s high on the list of jobs you want automated,” GasBuddy CTO Max Metral says.

With Mobot, GasBuddy can quickly test a much larger number of user scenarios on a larger number of devices than it could ever hope to handle in-house, Metral says, adding, “It allows us to address our users’ needs and ship features faster.”

Mobot announced $12.5 million in Series A funding in August, bringing its total backing to $17.8 million.

The reigning Goliath: Applause

Applause, a privately held company founded in 2007 and based in Framingham, Massachusetts, says it contracts with a community of more than 1 million digital freelance software testers worldwide, providing quality-assurance testing for clients including PayPal, Spotify and Uber.

How to slay the giant

After quitting her job in 2018, Full Goh built an app-testing robot at home by modifying a $1,000 hobby robot designed to sign greeting cards.

She wrangled her rst clients—still among Mobot’s customers today—by o ering the app-testing service for free, but they quickly agreed to pay. at won the attention of Newark Venture Partners in New Jersey and admission to its incubator program. Full Goh recalls riding NJ Transit with the prototype robot on her lap on visits to potential investors and customers.

“In those early days,” she says, “it was just me and the robot.”

A $3 million seed round in May 2019 allowed her to hire a

team. Within a year she had more than a dozen employees working out of a Midtown East coworking space. en the Covid-19 pandemic hit. Suddenly, going to the o ce wasn’t an option. Employees took the robots home to test them.

e shift forced Mobot to redesign its operations and create a exible, distributed work model that will serve the company well in the long run, Full Goh says.

“ is sets us up for our vision,” she says. “We want robot warehouses and robot data centers in multiple locations around the world.”

e pivot impressed investors including Jesse Robbins, a general partner at Heavybit, which invested in Mobot’s Series A round.

Robbins says he believes Mobot represents a leap forward in the $20 billion software-testing industry. “Frankly, you are making people work like robots—so why not get a robot to do that work?”

The next challenge

Mobot plans to hire more engineers to expand its services, and it won’t stop with designing app-testing robots, Full Goh says.

“Basically, we want to test anything,” she says. “We want to test your grocery store checkout kiosk, your car dashboard. We want to test your smartwatch and your Nest thermostat.”

Decades from now, she suggests, Mobot could be testing the software-enabled contact lenses on your eyeballs.

“Right now it’s a bunch of touch screens because that is the majority of how we as humans use technology today, but that is changing,” she said. ■

Anne Kadet is the creator of Café Anne, a weekly newsletter with a New York City focus. She previously was the city business and trends columnist for e Wall Street Journal

BUCK ENNIS

ANNE KADET

MOBOT’S Full Goh says the rm’s robots are more reliable than human testers.

Suzy Welch parts with Fifth Avenue three-bedroom

BY C. J. HUGHES

Suzy Welch—widow of busi ness management icon Jack Welch, former General Elec tric chief executive—might be best known as an author and TV commentator. But the Harvard MBA-holder is showing a knack for shrewd real estate moves.

In the latest, Welch sold a three-bedroom co-op at 834 Fifth Ave. for $21 million, according to a property record that appeared Nov. 21 in the City Register. Even though she had listed the apartment a year ago for $25 million, the 5,000-square-foot perch still sold for a profit. The couple had purchased the prewar unit, No. 7B, in 2018 for $18.8 million, records show.

$21M

Residing there are bold-faced business-world names including Wendi Murdoch, ex-wife of media tycoon Rupert Murdoch; financial executive Charles Schwab; and philanthropist Laurie Tisch of the Loews hotel fortune.

AFTER JACK WELCH DIED, HIS WIFE EMBARKED ON A WHIRLWIND OF TRADES

The buyers were a pair of trusts connected to John and Barbara Vo gelstein. He is a former president of private-equity giant Warburg Pin cus. Barbara Vogelstein, who also has worked as an investor, founded Warburg’s London office.

Featuring a living room with a fireplace, a library with a wet bar and staff rooms tucked into a sec ond-floor space, No. 7B rests in a limestone art deco building at East 64th Street with just a couple dozen co-ops.

REAL ESTATE

After Jack Welch died in early 2020 at the age of 84, his wife em barked on a whirlwind of pricey res idential trades. In the Hudson Val ley in 2020, she purchased a 16,600-square-foot mansion with ties to the Astor family for $16.5 mil lion. After personally leading a ren ovation of the 290-acre Dutchess County property, which is in the vil lage of Red Hook, Welch sold it this fall for $18.5 mil lion, in one of the region’s largest-ever sales.

Similarly, last year Welch snapped up a 4-story, eight-bedroom town house at 160 E. 81st St. on the Up per East Side for $22.8 million. Re cords suggest that she still owns the 40-foot-wide, 4,200-squarefoot property, which is near Third Avenue.

Welch has been busy on other fronts. This fall she began teaching a course to MBA students at New York University’s Stern business school.

Called Becoming You: Crafting the Authentic Career You Want and Need, the seven-week course re portedly encourages students to not lock themselves into a single career path.

Welch once worked as a newspa per reporter, and she later served as an editor of the Harvard Business Review. She also collaborated with her husband on newspaper col umns and books, including Win ning, which was published in 2005,

and the follow-up, Winning: The An swers, published in 2006. She regu larly shares career advice on NBC’s Today show.

Neutron Jack Jack Welch had joined General Electric in 1960, and he worked his way up the corporate ladder. He was GE’s chief executive from 1981 to 2001. It was a period of explosive growth for the corporation, and Welch earned the sobriquet “Neu

tron Jack” for cutting hundreds of thousands of jobs to make the com pany leaner and to boost stock val ues.

A spokeswoman for Suzy Welch said she was traveling and unavail able for an interview. Deborah Grubman, the Corcoran agent who listed the apartment, declined to comment. A message left for John Vogelstein via a spokeswoman for Warbug Pincus was not returned by press time. ■

West Village, popular with renters, getting 7-story building

BY EDDIE SMALL

Manhattan’s West Village— one of the most popular neighborhoods for apart ment hunters—is getting a new res idential building.

The project is being built at 307 Sixth Ave., near the IFC Center be tween Carmine and Cornelia streets, according to plans recently filed with the city Department of Build ings. It is designed to span about 26,500 square feet and stand 7 stories and 75 feet tall, with 39 units. The building also will feature space for a community fa cility and retail on the ground floor, the filing says.

Isaac & Stern Archi tects is designing the project.

quests for comment by press time.

The site is currently home to a 2-story mixed-use building, ac cording to city records. Demolition plans have not yet been filed.

The West Village has been the most-searched Manhattan neigh borhood to rent in this year for the fifth year in a row, according to StreetEasy. It is one of the priciest neighborhoods in the borough as well, with the median rent hitting $4,895 in the summer.

$4,895

MEDIAN RENT over the summer in the West Village, one of the city’s priciest neighborhoods

Real estate investment firm

Metrovest bought the site for $6.8 million in 2017, property records show, and William Schneider is the owner listed in the building filing.

Representatives for Metrovest and Schneider did not respond to re

A portfolio of six rental properties in the neigh borhood, on Thompson Street, Bank Street, Perry Street and Waverly Place, are hitting the market fol lowing a lengthy legal fight between the proper ty owners.

Other new housing projects planned in Manhattan in clude one at 1727 Amsterdam Ave. from the Bowery Residents’ Com mittee that is expected to stand 9 stories tall and have about 200 units and one at 2335 12th Ave. from Arti fact that is designed to stand 11 sto ries tall and have 86 units. ■

The GE honcho’s widow also recently sold a Dutchess County home and bought an Upper East Side townhouse

SALE

NO. 7B AT 834 FIFTH AVE., a three-bedroom co-op, has staff rooms, a living room with a fireplace and a library with a wet bar.

THE WEST VILLAGE

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What would you like the power to do?®

KATE RYDER Maven Clinic

INTERVIEW BY MAYA KAUFMAN

Kate Ryder, chief executive of Maven Clinic, wrote last month that the vir tual fertility and family health startup she founded in 2014 is about to see a “new era of impact,” with a $90 million Series E funding round that valued the firm at nearly $1.4 billion and in the wake of the U.S. Supreme Court’s decision this year overturning Roe v. Wade. Ryder started her career as a journalist, but these days her writing lives on Maven’s blog, describing her vision for improving health care for women and families. Her company has raised $300 million and supported more than 10 million families across over 175 countries.

What was it like raising your Series E given that there has been a slowdown in digital health investments?

We feel incredibly fortunate and privileged to be in a position where our business is growing despite the macroeconomic conditions. We actually didn’t run a [fundraising] process. We just went out to a few funds that we knew well and already had a thesis in our space. When we were talking to General Catalyst, there was such alignment around their health insurance thesis, their portfolio, and we had the gross numbers to justify a higher valuation.

Why do you think the fertility-benefits and familyplanning space has been relatively immune to the

DOSSIER

WHO SHE IS Founder and CEO, Maven Clinic AGE 40

BORN Minneapolis, Minnesota RESIDES Brooklyn Heights

EDUCATION Bachelor’s in English literature and political science, University of Michigan; master’s in anthropology, the London School of Economics and Political Science GOING ABROAD After graduating from college, Ryder moved to Spain and worked as an English teacher at a public school in Madrid.

WRITTEN WORD Ryder was covering business and startups as a Singapore-based reporter for Economist before she entered the venture-capital world and founded Maven. Her work included a cover story on social media in Indonesia.

DRAFTING HISTORY She helped former Treasury Secretary Henry Paulson write On the Brink, his memoir about the 2007–2009 financial crisis.

macroeconomic conditions?

There are certainly some companies that are pushing off their family-building and fertility benefits. I don’t think it’s immune. However, this is a space that’s been so underinvested in for so long and is now table stakes in terms of a complete benefits

offering. We see employers prioritizing women’s and family health, fertility and family-building benefits now. Employers have tons of priorities. They only have time for a few things every year. But I think it’s a combination of fertility and family-building benefits now being part of the mainstream as well as Roe v. Wade being overturned, which really made a lot of big employers say, “OK, we are making this a priority.” These companies all have very large medical budgets, so it’s still a drop in the bucket.

Is that trickling down to smaller employers that don’t have immense medical budgets?

Absolutely. At the end of the day, this is a benefit for your Gen Z and millennial workforce, which make up the lion’s share of the workforce today. And the labor market is still really tight, so all of these companies are looking to ensure that they are retaining talent.

How can these benefits be more affordable?

From a policy standpoint, fertility mandates across a lot of the states are accelerating companies offering these benefits and payers offering these benefits. On the Medicaid side, the big debates are around how much care and coverage someone should get after they have a baby. There are some states that still have 60 days’ coverage after a mom has a baby. A lot of states have extended that coverage up to one year postpartum. Then it’s about holding both the payers and the digital health vendors accountable to better outcomes. The great part is we’re all having the conversation, so innovation is happening. It’s slow— it’s very local still. ■

Maria Torres-Springer

NYC Deputy Mayor for Economic & Workforce Development

Affordable housing expert Valerie White on harnessing collective power to get things done

INTERVIEW BY JUDY MESSINA

Valerie White is the senior executive director for New York of the Local Initiatives Support Corp. LISC works with governments and nonprofits to invest in affordable housing and economic development in low- and moderate-income communities. She joined the organization in 2020.

An expert in affordable housing, she has more than three decades of experience in the field, having started out at the New York City Housing Authority in the 1990s. Later she spent 18 years with Standard & Poor’s in structured finance securitization. She went on to the Brooklyn Navy Yard and then the Empire State Development Corp. before joining LISC, which had invested in many of the housing projects she had worked on.

How did you come to your current position of power?

I’d been working in the field of investment in affordable housing for over 30 years, starting with the NYC Housing Authority in the 1990s. We were doing off-balance-sheet projects, and LISC was one of the investors. Then I spent 18 years at S&P in structured finance securitization, where public housing was the underlying security and LISC was involved in deals. I then spent time at the Brooklyn Navy Yard, and LISC was an investor there. The work I’ve done is always about investing capital, investing in communities, supporting marginalized communities. LISC was always an investor, and it was a natural place for me to be.

How do you define power?

Takeaway for business professionals

Although housing and business development programs have grown statewide, White said, LISC is looking at a broader strategy to identify gaps in financial capital, technical assistance and supportive partnerships. “I say to the team, ‘We have to bring the money, the technical assistance, and build those partnerships so that they are strong.’ ”

It’s a collective thing. There’s no ability to be effective if you’re not working in a collaborative team effort. Power means how to take what you’re doing, maximize it by collaborating with other members of the industry and bring that to your strategy. That in and of itself makes one powerful. It can maximize how you can be efficient and impactful.

What are the benefits of holding power in your line of work?

The benefit is being able to understand and move forward to a collective mission or goal. It’s hugely important to understand partnership benefits in the work that we do, in particular, publicprivate partnerships. You have to have the ability to collaborate, identify resources— whether capital or [other] support—and work to put all the resources together that are necessary to make change. Change is difficult. It’s expensive. It takes a lot of brain power, a lot of intellect and a lot of ability to navigate the barriers.

What are the disadvantages and frustra tions of being in a position of power?

The frustration for me is when I identify a need of the constituency that depends so heavily on LISC, and no matter how hard we work, we can’t entirely remove that barrier or circumstance that is being so negatively impactful, particularly in marginalized communities. Seeing that systemic inequity, the economic inequities, the racial inequities, and not being able to eliminate them altogether is frustrating.

You’ve been in positions of power in state government, nonprofits and

private industry. How do those roles differ in terms of your ability to exercise power and accomplish goals?

They don’t differ. One of the key things that any leader or someone who’s in a position to utilize power has to be able to do is be fluid enough to accommodate the environment and industry they’re in and move forward based on that particular environment. If an individual is not able to work within that environment, whatever power that individual has is not real.

The other thing that’s helpful for an individual in that position is to understand the environment but also to bring about changes in the environment that will make the overall organization more effective.

What are the most important actions you’ve taken since joining LISC?

We have built up a Developers of Color program, which helps to bridge the gap of capital access and [provide] access to opportunity. We were able to raise almost $5 million across the state, which will soon be $8 million, to give grants to small, minority-owned businesses during Covid. Also, working with local nonprofits and business development organizations

in targeted communities, [we’ve been able to] marry that with on-the-ground support in technology, office operation, business strategy.

We have grown faith-based development programs to provide resources and look at excess land and convert it into affordable housing. We have grown investment in housing and other community infrastructure, like business accelerators for small-business and cultural and health care institutions that provide jobs.

What’s on your agenda going forward?

We want to make sure we are incorporating climate justice and the social determinants of health because we know that more marginalized neighborhoods and communities have the worst impact from climate.

What lessons have you learned during your career about power and about people?

Primarily that one cannot put their position above their ability or that of the people with whom they work, whether team members, subordinates

POWER MARKS

NUMBER OF EMPLOYEES 22

ON HER RÉSUMÉ Deputy director for asset management and private market operations, New York City Housing Authority (1991 to 1999); director, S&P Global Ratings (1999 to 2009); managing director and lead analytical manager, S&P Global Ratings (2000 to 2016); vice president, external affairs, Brooklyn Navy Yard Development Corp. (2016 to 2018); executive vice presi dent, Division of Minority and Women’s Business, Empire State Development (2018 to 2020); executive director, LISC NYC (2020 to 2022); senior executive director, LISC NY (2022 to present)

BORN Lower East Side

GREW UP Fishkill, Dutchess County RESIDES Clinton Hill, Brooklyn

EDUCATION Bachelor’s in communica tion arts and J.D., Fordham University; master’s in management, The New School

BREAKING THE MOLD Under White, LISC is expanding its presence beyond its traditional markets in western New York and the city to analyze policy and community needs statewide. The goal is to invest capital, establish publicprivate partnerships and customize programs for specific markets in order to have the maximum impact. As part of the initiative, LISC is planning a series of town hall–style meetings. The first took place in Syracuse in August.

or superiors. Power is attained by the manner in which you lead and conduct yourself and also how you work with external partners. All of that has to be managed effectively.

If someone has a title and doesn’t bring the other elements of appropriately working with folks—negotiating skills, being discerning, being strategic—the power is fake.

What is your advice to people who are newly assuming positions of power? Be observant. Understand that it’s not about you. But also approach it with confidence—that people feel confident about you as an individual in that position. You get that not by exercising the power—saying “You have to listen to me”—but by being strategic, bringing good ideas, making decisions. Also incorporate those around you: your subordinates, superiors or external partners. ■

ASHLEY HOLT

president & ceo K.C. Crain group publisher Jim Kirk publisher/executive editor Frederick P. Gabriel Jr.

EDITORIAL

City is taking welcome steps toward alleviating the affordable housing crisis

Each time a big real estate project fails in New York, someone will wonder aloud, “Can this city do big things any more?”

Perhaps someone else will mutter something about the Empire State Building having been built in a year.

ose were the days, they seem to say.

But it appears that some of that spirit is reviving, as New York takes on its a ordable housing crisis. As senior reporter Eddie Small writes in his cover story on recent project approvals, the City Council has increasingly been approaching housing deals with the same attitude: How can we get to yes?

Another plan, for Willets Point in Queens, includes 2,500 a ordable housing units and is likely to receive City Council approval, as it has the local council member’s support.

CITY COUNCIL

VOTES

ARE MORE OFTEN ABOUT GETTING TO YES

at is showing up in projects such as Halletts North and Innovation QNS in Astoria, which combined could add more than 4,000 apartments, as well as a 349-unit Bruckner Boulevard development in the Bronx neighborhood of roggs Neck.

OP-ED

It might be too soon to call New York the City of Yes, as Mayor Eric Adams would have it, but the plans represent progress against a daunting lack of places for working people to live. As Dan Garodnick, chairman of the City Planning Commission, told Crain’s, New York has created 800,000 jobs in the past 10 years but only about 230,000 new homes.

It’s encouraging to see New York collectively rising to the challenge of the housing crisis.

More needs to be done, of

course. e pace of housing creation is not nearly quick enough to produce 560,000 new units by 2030—which is what projections say New York will need. Garodnick and other planners emphasize that citywide zoning changes must be enacted for New York to step up and house its people.

e Adams administration has

said it is working on new zoning language to help convert existing units and commercial buildings into a ordable housing. e plan is to introduce the measures to the City Council in early 2024.

We hope the council will receive the plans with the same sense of responsibility toward housing access that it has demonstrated this fall. ■

With new federal funding, we must seize the moment to rebuild Penn Station

BY MELVA MILLER AND GARY LABARBERA

Penn Station has long been a source of disappointment, and there have been desperate attempts to x it. It is a dim, dilapidated cavern with confusing, crowded corridors that would never be acceptable by today’s building standards. e current Penn Station lacks adequate exits and fails to live up to current re codes. Getting above ground isn’t any better, with the current streetscape o ering more of the same conditions as found below ground.

But we have an opportunity to make New Yorkers proud. Earlier this year, the Empire State Development board unanimously voted in favor of Gov. Kathy Hochul’s plan to x Penn Station.

Governor Hochul’s plan is informed by engagement with key stakeholders representing multiple levels of support for the project. e proposal considers residents, commuters, tourists and

all New Yorkers in creating a Penn Station and surrounding district that works for all.

e reimagined Penn Station will feature a new, nearly 250,000-square-foot facility that doubles passenger space, as well as eight new entrances and a new connection to the 34th Street— Herald Square subway station. It will be a transit hub that evokes the original Penn Station, one that stands as a monument to New York City while servicing passengers and welcoming people to the heart of Midtown.

As we recover from the Covid-19 pandemic and look to the future, we cannot continue to rely on a facility that was never built to handle 21st-century travel patterns.

e proposed redevelopment is structured to ensure maximum bene t and minimum pain to everyday New Yorkers.

With the infusion of new federal funding this year, we have a oncein-a-lifetime opportunity to bring Penn Station into the future that

not only avoids burdening the middle class but generates good-paying careers with bene ts with the use of union labor.

Catalyst for revision

Most importantly, the station redevelopment will be the catalyst for a much larger economic revitalization plan. e bold vision for the project can transform the surrounding blocks into a vibrant mixed-use district of commercial o ces and housing—including a ordable housing—with accessible public open space, which the neighborhood desperately needs. e mixed-use development will create thousands of new jobs, starting when the shovels hit the ground. e 50,000 union jobs created by the project’s construction will provide opportunities for New Yorkers to provide for their families—creating a pathway to the middle class.

Lastly, the creation of newly developed commercial space within the area will incentivize

employers from a range of industries to set up shop and create sustainable, long-term job opportunities for the city’s talented workforce.

e old Penn Station stood as a monument to New York—a grand entryway that inspired travel and commerce and served as a beacon of the city’s opportunities: jobs, commerce and innovation. en, as now, transit-oriented development created immediate and lasting economic growth. We can reclaim the legacy of the past for future generations and cement New York City’s role as a leader in building the future.

Let’s seize this unique moment. Let’s get to work and transform Penn Station into the destination present and future New Yorkers deserve. ■

Melva Miller is chief executive of the Association for a Better New York. Gary LaBarbera is president of the Building and Construction Trades Council of Greater New York.

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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]

Collapse of cryptocurrencies spells opportunity for Wall Street’s old guard of advisory firms

They are shepherding fallen corporate stars through the painful process of restructuring

Bankers at Moelis & Co. worked during the summer to find a buyer for Voyager Digital’s assets after the Gramercy-based cryptocurrency exchange sank into bankruptcy. In September a buyer was found, and Moelis was in line to collect more than $10 million in fees for steering Voyager safely to shore.

It was a sign of the times. The crisis of confi dence rippling through the cr ypto world means big opportunities for oldguard Wall Street firms that specialize in shep herding fallen corporate stars through the painful process of restructuring.

It was announced that Moelis is advising Block Fi, a crypto exchange in Jersey City that filed for bankruptcy protection Nov. 28. The Wall Street firm also advises Genesis Global Trading, a crypto exchange that has suspended client withdrawals and said it has no plans to file for bank ruptcy protection “imminently.”

great beached whale of crypto, FTX.

PJT Partners is advising Core Scien tific, a Bitcoin miner.

“With the potential for crypto contagion to continue spreading, there could be more opportunities down the road,” analyst Michael Brown of Keefe Bruyette & Woods said in a recent report. Brown said crypto is “the next big restructuring opportunity.”

Restructuring opportu nities bring crypto’s newage evangelists into the orbits of some of Wall Street’s oldest hands.

AARON ELSTEIN

Ken Moelis worked with Michael Milken at Drexel Burnham Lambert in the 1980s. He headed to UBS before hanging his own shingle in 2007.

Perella Weinberg is advising the

Perella Weinberg is named for Joe Perella, whose resig nation from First Boston in 1988, along with Bruce Wasserstein, was so damaging to the investment bank’s franchise that it was ac quired by Credit Suisse. PJT is run by Paul Taubman, a former Morgan Stanley rainmaker whose corporate

clients included Verizon Commu nications and Comcast.

With stock and bond markets in deep slumps, it’s been a quiet year for most investment bankers, so the crypto collapse could produce some welcome fees. But steering unstable companies through bank ruptcy brings unpleasant surprises

along the way, of which FTX’s col lapse is only the most noteworthy.

After Voyager filed for bankrupt cy protection, for instance, credi tors began looking into the person al wealth of Chief Executive Stephen Ehrlich. He was under stood to have made $37 million in Canadian currency after selling

Voyager stock last year. But it turned out Ehrlich was only one of several owners of a consulting company that received the proceeds, an un secured-creditor committee found.

“Be assured, Ehrlich’s apparent lack of wealth was surprising to the UCC as much as it must be surpris ing to many of you,” the committee wrote in a bankruptcy-court filing.

Fee potential is relative to mandates’ complexity

And then there is the case of FTX, which agreed to acquire Voyager’s assets at an auction set up by Moe lis back when Sam Bankman-Fried was seen as his industry’s J.P. Mor gan. Voyager agreed to pay Moelis an $11 million “sale transaction fee” upon closing, according to court records. But FTX went bust before the deal closed, and Voyager is seeking a new buyer.

Moelis declined to comment.

“Advisers will have to be mindful of the fee potential here,” KBW’s Brown said, “relative to the time and resource commitment re quired given the complexity of these mandates.” ■

New York is no stranger to battles over real estate development, but the stakes these days can feel especially dire. Rents have risen sharply from their pandemic lows. Homeless shelters are bursting. Available affordable housing, never easy to come by, seems to be van ishing altogether.

One solution seems simple enough: create more sup ply. The other option, which is far more conten tious in real estate circles, is to impose new restric tions on how much land lords can charge for rent. With state lawmakers not due to meet until the New Year, all city officials can do for now is try to build— and that’s rarely straight forward.

The Adams administration and the City Council in late November brokered a significant deal to add more than 3,000 housing units in Astoria, as part of the Innovation Queens megadevelopment. Thanks to the efforts of the local council member, Julie Won, nearly half of the units will be marked as afford able. The developers initially want

ed much more market-rate hous ing. Although the negotiations surrounding the $2 billion develop ment dragged on, it was ultimately good that Won and local activists held out for a better deal, as an overwhelming amount of the hous ing built in Astoria, one of the city’s hottest neighborhoods, has been market-rate during the past decade.

Still, the city must move much faster to create more housing. Mayor Eric Ad ams has professed his support for increased de velopment, but his ad ministration is not keep ing up with the pace of his predecessor. Adams offi cials were able to start construction or preserva tion of only about 16,000 below-market-rate homes in the most recent fiscal year, which ended in June—almost half of the average in the prior four years.

Some of the blame, perhaps, can be laid at the feet of the state Legis lature, which allowed 421-a—a de veloper tax break for the creation of affordable housing—to expire with out an adequate replacement. Crit ics of 421-a were right that the pro

gram didn’t create enough readily accessible housing for work ing-class people, and the city lost billions in tax revenue. But the dis appearance of any kind of subsidy program has not helped.

More significant are the enor mous staffing vacancies in the Ad ams administration. Unlike Bill de Blasio and Michael Bloomberg, Ad ams has not aggressively recruited or retained talent. Pandemic-era departures have hit city agencies across the board, and Adams has done little to slow the exodus.

Some of that has been in the name of fiscal prudence—budget

shortfalls loom as federal aid dries up and the economy slows down— but it does not cost all that much to ensure a small number of key staff members remain.

As late as July, the Department of Housing Preservation and Devel opment’s Low Income Housing Tax Credit program had only one fulltime employee. At least three depu ty commissioner slots were vacant. HPD’s legal team is suffering from crippling vacancies. Without expe rienced lawyers, housing deals can’t be closed. The pipeline is sim ply clogged.

Adams’ master plan for housing

in New York still lacks details. Un like de Blasio, he has refused to set specific targets for housing con struction.

Far more ambition will be need ed in the rest of his term to even keep pace with the standards set by prior administrations, let alone ex ceed them.

Is Adams up to the task? Innova tion QNS is a start. To get where the city needs to be, his administration will have to do much more. The housing emergency is far from abating.

Quick takes

● Now that Gov. Kathy Hochul has signed a two-year moratorium on cryptocurrency mining in New York, the last major booster of the industry might be Adams. Since FTX’s meltdown, he has been pretty quiet on the matter.

● Adams will have one major ad vantage as he seeks re-election in three years: corporate support. He’s already fundraising heavily from the city’s business elites, and he is expected to significantly step up the pace next year. ■

Barkan is an author and journalist in New York City.

BLOOMBERG

MOELIS

Ross

ROSS

TOP SBA LENDERS

Ranked by dollar value of loans in fiscal year 2021

AMANDA.GLODOWSKI@CRAINSNEWYORK.COM

LOCATION CONTACT INFO

COMPANY NAME

FISCAL YEAR 2021 DOLLAR VALUE OF LOANS (IN MILLIONS) FISCAL YEAR 2021 TOTAL NUMBER OF LOANS

Empire State Certified Development Corp. (504-CDC) 50 Beaver St. Albany, New York12207 518-463-2268 nybdc.com $196.3 91

Trenton Business Assistance Co. (504-CDC) 3111 Quakerbridge Road Mercerville, New Jersey8619 609-528-8412 rbacloan.com $61.2 30

Business Initiative Corp. (504-CDC) 851 Grand Concourse Bronx, New York10451 347-524-4739 https://www.bicofny.org/ $27.3 12

FinWise Bank 756 E. Winchester Murray, Utah84107 801-545-6000 finwisebank.com $24.8 66

Newtek Small Business FinanceInc. 1981 Marcus Ave. Lake Success, New York11042 855-763-9835 newtekone.com $16.6 76

TD Bank, National Association 1701 Route 70 East Wilmington, Delaware8034 302-351-4560 tdbank.com $16.6 421

NewBank 146-01 Northern Blvd. New York City, New York11354 718-353-8100 newbankusa.com $15.4 30

Manufacturers and Traders TrustCo. 1 M&T Plaza Buffalo, New York14203 716-635-4000 mtb.com $10.8 224

JPMorgan Chase Bank, National Association 270 Park Ave. Columbus, Ohio10172 877-242-7372 chase.com $10.7 110

Hanover Community Bank 80 E. Jericho Turnpike Mineola, New York11501 866-541-2431 hanoverbank.com $8.0 13

Live Oak BankingCo. 1741 Tiburon Drive Wilmington, North Carolina28403 910-790-5867 liveoakbank.com $7.9 16

KeyBank National Association 127 Public Square Cleveland, Ohio44114 800-539-2968 key.com $4.3 41

Hanmi Bank 3660 Wilshire Blvd. Los Angeles, California90010 213-382-2200 hanmi.com $4.1 10

Cross River Bank 400 Kelby St. Teaneck, New Jersey7024 201-808-7000 crossriver.com $4.0 11

Wells Fargo Bank, National Association 420 Montgomery St. Sioux Falls, South Dakota94104 605-575-6900 wellsfargo.com $3.8 23

Metro City Bank 5114 Buford Highway Doraville, Georgia30340 888-455-4686 metrocitybank.bank $3.4 4

East West Bank 135 N. Los Robles Ave. Pasadena, California91101 626-768-6088 eastwestbank.com $3.1 3

Bank of America 100 N. Tryon St. Charlotte, North Carolina28255 704-386-5681 bankofamerica.com $3.0 18

BayFirst National Bank 700 Central Ave. St. Petersburg, Florida33701 727-440-6848 bayfirstfinancial.com $2.6 38

Cadence Bank 201 S. Spring St. Tupelo, Mississippi38804 800-636-7622 cadencebank.com $2.5 33

First Bank of the Lake 4558 Osage Beach Pkwy Osage Beach, Missouri65065 573-348-2265 fblake.bank $2.4 7

Bank of Hope 3200 Wilshire Blvd. Los Angeles, California90010 213-639-1700 bankofhope.com $2.3 12

First IC Bank 5593 Buford Highway Doraville, Georgia30340 770-451-7200 firsticbank.com $2.3 5

Dime Community Bank 300 Cadman Plaza West Brooklyn Heights, New York11201 631-537-8834 dime.com $2.2 11

New Millennium Bank 222 Bridge Plaza South Fort Lee, New Jersey7024 201-585-6090 nmbonline.com $2.0 8

TOP SBA LOANS

Ranked by dollar value of loan approval in fiscal year 2021

BORROWER/LOCATION

TOTAL LOAN AMOUNT (MILLIONS)

SBA/CDC SHARE OF LOAN (IN MILLIONS)BORROWER'S BUSINESS TYPE

THIRD-PARTY LENDER

121 HausmanSt. $20.5 $4.9Recyclable material merchant wholesalersSignature Bank

CERTIFIED DEVELOPMENT COMPANY OR 7(A) LENDER 1

THIRD-PARTY LENDER SHARE OF LOAN (IN MILLIONS)

Empire State Certified Development Corp. $15.6

Superior Estates $19.6 $5.5Unsupported plastics bag manufacturingBank Of America, National Association Empire State Certified Development Corp. $14.1

Golden Sparkling NY $17.2 $5.0Supermarkets and other grocery (except convenience) stores

Brewster Subaru HoldingsCorp.$15.9 $5.0New car dealers

Krewe $14 $5.0Optical goods stores

Imperial FoodsInc. $13.2 $5.5Miscellaneous food manufacturing

Eurasia Group $12.2 $5.0Public relations agencies

Dime Community Bank

Savings Bank of Danbury

Empire State Certified Development Corp. $12.2

Empire State Certified Development Corp. $10.9

Guaranty Bank & Trust Co. Business Initiative Corp. $9.0

TD Bank, National AssociationTrenton Business Assistance Corp. $7.8

Bank of America, National Association

Empire State Certified Development Corp. $7.2

Trask Radio $12.2 $5.0Drinking places (alcoholic beverages)Spring Bank Business Initiative Corp. $7.2

Stein Adler Dabah & Zelkowitz$11.7 $5.0Offices of lawyers

Columbus Medical Center ForRe$10.9 $4.9Offices of physicians (except mental health specialists)

Vintage 600 Albany PostRd. $10.7 $4.8n/d

Food Connection Realty $9.7 $4.4Supermarkets and other grocery (except convenience) stores

Hotel Chantelle $8.2 $3.7Full-service restaurants

JPMorgan Chase Bank, National Association

M&T Bank Corp.

Empire State Certified Development Corp. $6.7

Empire State Certified Development Corp. $6.0

TD Bank, National AssociationEmpire State Certified Development Corp. $5.9

M&T Bank Corp.

Empire State Certified Development Corp. $5.4

Flushing Bank Empire State Certified Development Corp. $4.5

RE Acquisitions NY $7.9 $3.6Electronic shopping and mail-order housesTruist Bank Trenton Business Assistance Corp. $4.3

MFW Realty $7.3 $3.3Hardware merchant wholesalers

Royal Imports $6.9 $3.1Flower, nursery stock, and florists' supplies merchant wholesalers

Capital Improvement Services $6.9 $3.1Specialty trade contractors

Citizens Bank, National AssociationEmpire State Certified Development Corp. $4.0

Citizens Bank of Cape VincentTrenton Business Assistance Corp. $3.8

PEOPLE ON THE MOVE

ACCOUNTING

Grassi Advisors and Accountants

Evan Fox, CPA, JD, LLM, has joined Grassi as a Tax Partner in the rm’s Real Estate Practice. His expertise covers a wide range of real estate funds and transactions, including 1031 planning, nancial analysis for acquisitions/sales, joint ventures, UPREIT formation, mergers, spin-offs, reorganizations, and nancings, for a wide array of clients such as leading real estate owners, operators, investors, institutional funds, REITs, and developers.

COMMERCIAL REAL ESTATE

Microshare

Michael Schoen has been named Global Head of Real Estate at Microshare, a leading Smart Building technology and sustainability data rm. He will lead a new Global Real Estate practice aimed at sharpening the company’s focus on the Commercial Real Estate sector through an expanded NYC presence. A 15-year veteran of the NYC CRE market, he will help landlords and tenants realize the value of Microshare’s data solutions, which use costef cient wireless Internet of Things (IoT) technology.

FINANCE

City National Bank

Vanessa Montañez, DEL, Doctorate of Executive Leadership, was named SVP and City National Bank’s rst community lending national sales manager. She’ll create a team that’s responsible for building programs to expand mortgage lending to serve historically underserved borrowers through community outreach and nancial education. City National has $91.2 billion in assets, more than 68 of ces nationwide, including six branches throughout the state of New York and ve in Manhattan. www.cnb.com

FINANCE

Distributed Ventures

Alex Carvalho has joined Distributed Ventures, an earlystage venture capital rm specializing in insurtech, healthtech, and ntech companies, as Associate, where he will further the fund’s ntech and insurtech investment efforts. Alex brings signi cant transaction and investing experience, formerly serving as an investor at a venture capital rm focused on early-stage tech-enabled businesses and as an Investment Banking Associate in Deutsche Bank’s Consumer and Business Services Group.

Belkin Burden Goldman, LLP

Belkin Burden Goldman LLP is pleased to announce that Nitisha Bishnoi and Kate Wildonger joined the Firm’s Litigation Department.

Ms. Bishnoi is adept at residential and commercial plenary actions, eviction proceedings, contract and construction disputes, as well as landlord-tenant disputes. She graduated with honors from a top law school in India and obtained her LLM from Georgetown University Law Center. Additionally, she holds a certi cate in international arbitration and dispute resolution.

Ms. Wildonger previously interned at the Federal District Court for the Eastern District of Pennsylvania and other real estate law rms. She graduated Cum Laude from New York Law School and will be an Associate upon admission.

LAW

Vinson & Elkins

Francisco J. Morales Barrón has joined Vinson & Elkins in New York as a partner in the Mergers & Acquisitions and Private Equity practice group. Francisco focuses on M&A, private equity transactions, activist defense and public company corporate governance. His roster of clients has included KKR, Accenture, Danaher Corporation and Fox Corporation. He earned his JD, cum laude, from the University of Pennsylvania Law School and BA in Political Science and East Asian Studies from Yale University.

Carr Workplaces

Carr Workplaces, the leader in exible coworking spaces and private of ces, announces Mathieu Schepard as General Manager, NYC. Schepard is the Founder of Popdesk, a lifestyle app for remote work, and the Founding Partner of Orbison & Schepard LLC, a real estate consulting rm focused on exible workspaces. Schepard will apply his deep knowledge of the coworking industry to focus on sales, marketing, team management, center operations and development.

LAW

Vinson & Elkins

REAL ESTATE

Rockefeller Group

FINANCE

Citizens

Rebecca O’Connell joins Citizens as EVP and NYC Metro Market Executive.

She will represent Citizens in the region and oversee a portfolio of corporate banking clients. She joins from JPMorgan and previously held roles with Bank of America and McKinsey.

Rebecca graduated from SUNYCortland and earned an MBA from Long Island University. She is a board member of the Moxxie Mentoring Foundation. Citizens recently expanded in NYC by acquiring HSBC’s East Coast branches and NJ based Investors Bank.

LAW

Latham & Watkins LLP

Nicholas McQuaid has rejoined Latham’s Washington, D.C. and New York of ces as a partner in the White Collar Defense & Investigations Practice. McQuaid has served in a variety of senior government positions and joins from the US Department of Justice’s Criminal Division where he was Principal Deputy Assistant Attorney General and served as Acting Assistant Attorney General prior to that. He advises clients on sensitive investigations, crisis management, and government matters.

LAW

McGlinchey Stafford Aleksandr Altshuler has joined the law rm of McGlinchey Stafford PLLC as Of Counsel in its New York City of ce. Aleks focuses his practice on complex lender liability and workout litigation, aiming to help nancial institutions protect their assets, internal processes, and reputations. With a background in creditors’ rights, debt collection, commercial litigation, and corporate law, Aleks brings valuable insight to the rm’s highly regarded nancial services litigation practice group.

John Johnston returns to Vinson & Elkins from Baker Botts in New York as counsel in the Capital Markets and M&A practice. John represents businesses in corporate transactions including IPOs, other securities offerings and M&A deals. John also advises companies on shareholder activism and corporate governance matters, Exchange Act and bene cial ownership reporting, stock exchange compliance and other securities law matters. He earned a JD from the University of Pennsylvania Carey Law School.

NONPROFIT

American Friends of Tel Aviv University

Hope Levin has joined American Friends of Tel Aviv University (AFTAU) as the Associate Vice Presidentof Development for the Southeast region, effective immediately. Prior to joining AFTAU, Hope was Vice President of Development for the Jewish Federation of Palm Beach County, where she led development and execution of strategic campaigns focused on strengthening donor engagement initiatives in crucial communities. She is a notable, experienced leader in fundraising.

Isaac Henderson has joined Rockefeller Group as Managing Director, Northeast Development. In this role, Mr. Henderson is responsible for overseeing current development projects throughout New York City including Greenpoint Landing (16 Dupont) in Brooklyn as well as future development projects in the Northeast region. Prior to joining Rockefeller Group, Mr. Henderson was a Development Director at Lendlease and Manager Director at L+M Development Partners.

LAW

Bishnoi Wildonger

CIO OF THE YEAR AWARDS NEWYORKCIO

The annual New York CIO of the Year® ORBIE® Awards program honors chief information officers who have demonstrated excellence in technology leadership. Winners in the Super Global, Global, Large Enterprise, Enterprise, Corporate & Healthcare categories will be announced December 9 at Ziegfeld Ballroom.

Smith

MICHAEL KEMPE KPMG

PAT LORTON Schrodinger

KEVIN LYNCH

New York City Health and Hospitals

MICHELLE MACHEMER

Horizon Blue Cross Blue Shield of New Jersey

THOMAS MACMILLAN

EmblemHealth

EILEEN MAHONEY PVH

ANDREA MARKSTROM

Taft Stettinius & Hollister

AREF MATIN Wiley

TOM MCDERMOTT Emblem Health

DAVID MILLER Boxed

LAURA MILLER Macy’s

ANNE MULLINS Corning Incorporated

MAGALI MURATORE Tory Burch

KRISTIN MYERS

Mount Sinai Health System

VIPUL NAGRATH ADP, Inc.

SHAMLA NAIDOO NetSkope

AJIT NAIDU TIAA-CREF

BRAD PETERSON Nasdaq

CARLO POCHINTESTA Barnes and Noble

MICHAEL POSER

Morgan Stanley

FLETCHER PREVIN

Cisco Systems

MAUREEN PRICE

Bon Secours

CARTER QUIGLY Normura America

TOM QUINN

AWAC Services Company, Member Company of Allied World

MERRILL RAMAN Stagwell

GANESH RAMRATAN

MetroPlus Health Plan

STEVE RANDICH

FINRA

LINDA REED St. Joseph’s Healthcare System

JOHN REPKO AIG

ATTI RIAZI

Memorial Sloan Kettering Cancer Center

DION ROONEY GAF

ISRAEL ROTH Khealth

MATT RUNYAN Mount Sinai South Nassau

JIM RUTT

MICHAEL

GARY

MARSHA

LARRY

SCOTT

DENNIS

TODD

LUIZ

NARENDRA

PAWAN

BRADLEY

The Dana Foundation

EMMANUEL OFFIONG Capital One

SIMON OKUNEV Tishman Speyer

KETAN PANDIT QBE Insurance

ASHISH PARMAR Tapestry

BASIT SAEED Deloitte GREGORY

BRIAN

JAVIER LLINAS Colgate Palmolive GASPARE LODUCA Columbia University

STEVE LORD The Hartford

KINESH PATEL SevenRooms

TEJ PATEL

Stevens Institute of Technology

DARREN PERSON The NPD Group

MURALI

PAUL

MICHAEL

DEREK

Technology is at the center of modern business transformation, and leadership is the X-factor between surviving and thriving in today’s digital economy.

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ere is no textbook on how to be a great CIO. e best way to sharpen your leadership acumen is by collaborating with other leaders facing similar challenges. e industries and size may be di erent, but winning approaches to e ective leadership are transferrable. Every leader’s perspective is valuable and contributes to the conversation—and everyone wins when leaders engage and share ideas, experiences and best practices.

For more than 20 years, InspireCIO has helped CIOs succeed in today’s most challenging C-suite executive role. By joining NewYorkCIO, technology executives take their

leadership to the next level through year-round, member-led programs and interaction. e power of CIOs working together—across public and private business, government, education, health care and nonpro t organizations—creates enormous value for everyone.

Using technology, we are, together, transforming our economy and enriching our region and our world. On behalf of NewYorkCIO, congratulations to the nominees and nalists on their accomplishments, and thank you to the sponsors, underwriters and sta who make the ORBIE Awards possible.

Sincerely, Harry Moseley 2022 Chair, NewYorkCIO Global CIO, Zoom

"The

your leadership acumen is by collaborating with other leaders facing similar challenges."

HARRY MOSELEY NewYorkCIO Global CIO, Zoom

Michael W. Smith, Chief Information Officer at The Estée Lauder Companies, says some of his life’s greatest lessons were learned through sport. He played soccer competitively through college, while he was earning a BA in Humanities at Christian Brothers University in Memphis.

“It taught me the importance of teamwork, what it means to have teammates rely on you and, in turn, to let go of control and have the trust to rely on your teammates,” says Smith. “Sports teach us that

while talent is important, our potential is only fully realized with the hard work of constantly honing our skills through practice and discipline. And sports inevitably present us with adversity. Like life, there is always a moment in sports where things big and/or small do not go our way and we must learn to pick ourselves up and move onwards. It teaches us how to handle adversity. It shows us the value of persistence.”

Smith, the Leadership New York 2022 Leadership Orbie Recipient Award winner, has brought what

he learned through sports to his career, most recently to his role at The Estee Lauder Companies, a leading global manufacturer of skincare, makeup, fragrance and haircare products. He has held the role since August 2017.

In his work, he leads the company’s IT function, advancing innovation in areas such as digital, analytics, applications and infrastructure to power the company’s growth strategy and its brands. One key emphasis since taking his role has been bringing global technology

solutions to the company’s retail, digital, social and analytics operations.

“Consumer demands are everchanging, especially in the beauty industry,” says Smith. “A challenge is staying agile and building a team that can quickly pivot, which allows you to respond better to these shifts.”

In doing his work, Smith has built a reputation for excellence in crossfunctional leadership. “One of the most unique aspects of IT is the fact that it not only touches, but enhances, every part of a company,” he says. “IT provides solutions to the business to increase productivity, enable better collaboration, enhance the retail experience for consumers, and much more. With so many different stakeholders involved comes the challenge of competing priorities and opinions. We can no longer work in silos and develop great technology alone and reveal it to the rest of the company later – rather, all IT projects should be a co-creation.”

Previously, Smith served as founder and CEO of Boma Technologies, a firm that advised clients in the sports, life sciences and technology industries. He was also Global Head of Digital Innovation and Global Business Services at Mylan NV, and spent more than 22 years at NIKE in a variety of roles, among them Head of Brand, Product and Marketplace Solutions and Head of Enterprise Solutions and Technology.

Smith says his 22 years at NIKE were “one of the great influences of my life and leadership philosophies.”

“During that period, we were able to re-invent the consumer experience through technology, introducing concepts like personalization at scale, gamification, and loyalty while pioneering global ecommerce platforms and true omni-channel experiences,” he recalls. “We were leaders in digitizing a fully integrated value chain – including opening some of the world’s most automated distribution facilities, implementing integrated business planning, and deploying a global ERP – to scale over 25X during the period I was there.”

One common thread in all of his experiences has been innovation, he says. That included new retail experiences at Nike, the NikeID and Nike+ digital experiences; creating digitally enabled inhalers at Mylan to drive better outcome for respiratory patients struggling with COPD; and pioneering new Metaverse and Web3 experiences at ELC.

Smith didn’t expect to work in the Information Technology field back in college, when he was studying humanities—but found that it was a way to make a difference. “I did not enjoy the one class I had in technology in high school,” he says. “That changed the summer before my sophomore year in college when I took on a part-time job at Malone &

“I quickly learned in that parttime role exactly how important technology was going to be in not only our business, but in our lives and that it represented the best opportunity for me to make an impact,” he says. He’d soon added classes to his college agenda so that he could get a minor in Information Systems.

Family has always been a big priority for Smith, who left what he considered a dream job at Mylan to take his son’s senior year of high school off work. “I had been away five days a week for four years, always telling myself that I was doing a good job of balancing work and family, and then one day, when I had to miss a key moment – watching him wrestle in the state tournament – I realized that these moments are fragile and never guaranteed to come around again,” says Smith. “It was frightening to walk away from a Fortune 500, C-level job but I knew I had to do it, and it was an incredibly fulfilling year. We traveled to places like Africa, Greece, Thailand, and more during his school breaks. I was at every football game, wrestling match, track meet, and school event. It was a year I would never trade for any amount money or traditional career success. Call it fate or destiny, it all worked out and one year – to the day – that I left Mylan, I accepted an offer to work at The Estée Lauder Companies.”

Giving back is also a running theme in Smith’s life. In 2020, he teamed up with several other CIOs to create the TechPACT – an organization working to establish that anyone with a passion for technology has equal opportunity for success, on a level playing field. “We recognized the dramatic and harmful underrepresentation of Black and African Americans, LatinX, and women in technology professions and technology leadership roles across organizations, so thus we created TechPACT to reduce the digital divide and pursue representative diversity in technology across all levels,” he says.

Smith is in it for the long haul. “True change takes time and repetition and won’t happen overnight,” he says.

His recommendation for future CIOs? It’s to think about the foundation they’re setting up for the next 30 years and what the legacy of their organization will be. “Yes, our businesses demand speed and agility in how we deliver solutions – and we must respond to that need – but our true value comes in establishing a lasting competitive advantage through fostering a strong culture and forging leaders that attract and develop great talent,” says Smith. “This requires time and persistence.”

Hyde Retail Foods [parent company for Piggly Wiggly, Giant Foods, Megamarket and other large grocery chains at the time] where they let me learn how to code on the job.”

- Michael W. Smith

“True

PAUL DAUGHERTY Group Chief Executive, Technology, & CTO Accenture

Daugherty is Accenture's group chief executive, technology, and chief technology of cer. He leads all aspects of Accenture's technology business, while overseeing its technology strategy and driving innovation through R&D in Accenture Labs. Additionally, Paul founded and oversees Accenture Ventures, which is focused on strategic equity investments and open innovation to accelerate growth. A partner at the organization since 1999, he is responsible for managing its alliances, partnerships and senior-level relationships with leading and emerging technology companies too. Also a member of Accenture's Global Management Committee, Paul leads Accenture's Global CIO Council and annual CIO and Innovation Forum as well.

At Accenture, our people are truly our greatest asset. It’s their talent and dedication that continue to drive our success. I am incredibly proud of how our people use innovative new technologies— and apply their ingenuity—to execute amazingly transformative work and deliver signi cant value to our valued clients. I am equally proud of the way Accenture has embraced technology to equip our people with the most advanced tools and the best resources, and created unparalleled opportunities for them to expand their skills, challenge themselves and grow their professional careers in one the world’s most vibrant, inclusive and collaborative work environments.

Morgan Stanley Enterprise Technology and Services

Michael Poser is responsible for the architecture, engineering and operation of Morgan Stanley’s core infrastructure and end-user technologies, as well as its Enterprise Architecture, shared application infrastructure, Cloud, Modernization and DevOps capabilities. He is also a member of the rm’s Risk and Technology Operating Committees. Prior to his current position, Michael’s responsibilities included overseeing Technology and Information Risk, while also providing oversight of shared production support for Institutional Securities Technologies and Corporate applications. Before joining the rm in 2011, he was the CIO of Group Technology Infrastructure Services at UBS and a member of the UBS Management Board.

Michael Poser is managing director and a CTO of Morgan Stanley, heading Enterprise Technology and Services. He is a member of the rm’s Risk and Technology executive committees. Michael’s organization uses its scale to deliver enterprisewide ef ciencies, capture the innovation and speed of cloud, and deliver modern platforms supporting new acquisitions and organic growth. Throughout his more than 35-year career, Michael has driven innovation, led multiple complex merger integrations, and delivered controlled business growth in a regulated industry. Michael is passionate about philanthropy. Under his leadership, Morgan Stanley has expanded techfocused outreach to improve the communities where we live and work.

LIDIA FONSECA EVP & Chief Digital & Technology Of cer P zer Inc.

Lidia Fonseca is responsible for P zer’s enterprise-wide digital strategy, as she oversees all digital, data and technology products and solutions across the company. In addition, she is spearheading the effort to improve patient health outcomes through innovative digital health, medicines and diagnostics products. Under her leadership, P zer has also launched the Digital CompanionTM, a suite of digital products and solutions that deepen the engagement between patients and physicians. Furthermore, she led the company’s Digital team in order to help accelerate the development of a COVID19 vaccine, Cominarty—in less than one year—as well as the oral treatment, Paxlovid.

Lidia often says, “Rather than creating a digital strategy for the business, we are creating a business strategy for a digital world.” Her team was key to P zer’s moving at lightning speed in the global battle against Covid-19, using digital, data and arti cial intelligence to accelerate the development of Comirnaty (vaccine) and Paxlovid (oral treatment). They tapped cloud-based supercomputing to narrow down the most promising compounds for Paxlovid ve to 10 times faster than usual, deployed algorithms to optimize vaccine trial site selection, and scaled manufacturing from 220 million vaccines in 2021 to 3 billion-plus in 2022, helping P zer hit a record $81.3 billion in revenue in 2021.

FLETCHER PREVIN CDO Cisco Systems

Fletcher Previn is currently chief digital of cer at Cisco Systems, where he is responsible for driving the organization’s digital transformation, while also modernizing its workforce.

He leads a team of 5,400 IT professionals and oversees all employee-facing technology and digital experiences. In his role, Fletcher is embedding design and user experiences into all aspects of employees’, customers’ and partners’ experiences.

His priorities include workforce management, enabling secure hybrid/remote work and embracing new ways of working by deploying Agile, OKRs, DevOps and Design Operations (DesOps). Prior to joining Cisco Systems, Fletcher served as IBM’s CIO, leading over 12,000 professionals.

Cisco is transforming the hybrid work experience for employees. Our Hybrid Worker Bundle includes everything remote workers need for best-in-class hybrid work: network equipment for secure, remote connectivity; hardware-optimized collaboration equipment; and enterprise-grade security and observability. It closes the gap between in-person and remote work—creating an inclusive work environment. In our of ces we’ve implemented technology that takes telemetry from heating, ventilating and air conditioning, collaboration endpoints and wireless access points. Employees are noti ed when meeting room occupancy limits are exceeded; air quality, temperature, humidity and carbon dioxide levels are monitored.

SVP & CIO

Consumer Org: Verizon

Vivek

responsible for

solutions for Verizon’s customers and frontline employees, along with technology solutions that enable innovation and growth. Most recently, he drove a large-scale transformation effort within the organization to migrate a legacy, channel-centric architecture to a customer-centric architecture with a common platform, which was built on the foundation of a modern, cloud-native technology stack. Prior to his current roles, he held multiple positions at Verizon IT, where he supported the organization’s Wireline, Wireless and Corporate Finance segments. Additionally, Vivek has led solutions-based, transformative programs, including the rst Verizon.com website.

In the past few years, we have transformed from a channel-centric architecture supporting a brickand-mortar and call-center business to a digitalcentric Omni customer experience business, and technology has been at the heart of this transformation. In 2019 we started migrating our channel-centric architecture with disparate technology stacks in different channels to a customer-centric architecture with a common platform serving all channels and built on a modern, cloud-native technology stack. This new architecture has paved the way for delivering world-class Omni experiences and enabling digital and arti cial intelligence transformation within the organization.

Scott Strickland is responsible for all aspects of IT at Wyndham Hotels & Resorts, where he currently serves as executive vice president and CIO. In these roles, his primary goals are to enable innovation, while also transforming experiences for all three customer groups: the guest, the franchisee and the Wyndham associate. To achieve these goals, his team has delivered new digital consumer experiences, consolidated property management and central reservation systems globally, integrated two brands in two years and built out self-service capabilities. Prior to joining Wyndham, Scott was global CIO at D+M Group and an associate partner at PricewaterhouseCoopers Consulting.

Scott Strickland helped take Wyndham Hotels & Resorts public in its initial public offering, moved its infrastructure to the cloud to enable a resilient and elastic organization, and established a property level technology strategy previously unknown in the economy segment . . . and he did it all with a smile.

SCOTT STRICKLAND EVP & CIO Wyndham Hotels & Resorts

Gurumurthy leads a global organization that is

delivering digital

VIVEK

MICHAEL POSER CTO

Paul

Michael Bradshaw was previously employed at NBC Universal, prior to becoming CIO at Kyndryl. At NBC Universal, he spent nearly ve years serving as executive vice president and CIO, leading the organization's global IT operations and overseeing its tech infrastructure, applications and IT strategy. He also previously served as vice president and CIO for mission systems and training and as vice president of enterprise IT services at Lockheed Martin. A native of Durham, NC, Michael graduated from the University of North Carolina with a Bachelor of Science in Business Administration and a master’s degree in science in computer science.

Over $9 billion annual revenue & multi-national operations

MARTIN BRODBECK CTO Priceline

Martin Brodbeck

joined Priceline as CTO in 2019. In his role, he is responsible for the company’s product engineering, infrastructure and technology operations. Bringing more than 20 years’ worth of experience to Priceline, Martin also led technology teams within the biotechnology, consumer products, digital commerce, nancial, media and pharmaceutical industries. Over his career, he has led companies through big data, cloud, cybersecurity, infrastructure, mobile and product engineering changes, which have driven cost savings, new revenue and productivity gains. He holds a Bachelor of Arts degree from the University of Richmond and a master’s degree from the Stevens Institute of Technology.

My success as an individual is measured on what I leave behind in the capabilities and competence in the teams that I’ve helped build. That’s the mark of my success. It’s not within a speci c project or single effort. It’s what I give back to the professionals for long-term success.

Being a great CTO not only requires having great technical skills, but also being a great people leader. The Priceline leadership team, myself included, is highly focused on fostering a diverse, inclusive and collaborative environment. With technology being such a core part of the company, I have worked to build out a comprehensive training curriculum to allow my team to stay up-to-date on the latest technologies and continuously learn. We’re also laser-focused on how we use technology to deliver the best results—both from a customer perspective and a developer perspective. We harness technology to create a bestin-class user.experience.

BRIDGET ENGLE Chief Operations & Technology Of cer BNY Mellon

Bridget Engle is the chief operations and technology of cer for BNY Mellon and a member of the company’s Executive Committee. In this capacity, she is responsible for setting the strategic direction and execution of the Global Operations & Technology agenda, while also guiding agile and client-centric teams to deliver scalable, resilient solutions across the rm. Under Bridget’s leadership, Global Operations & Technology supports every stage of the client investment lifecycle, including account creation, trading, clearing and settlement, and servicing of assets—by leveraging technology platforms and applications. Prior to her current position, she served as BNY Mellon’s CIO.

BNY Mellon’s integration of Operations and Technology transformed siloed teams into a uni ed global organization, which has led to the continuous transformation of our operating environment. To accelerate this, the team built the Cyber Technology Operations Center, providing an end-to-end view of priority business ows, processing throughput and market activity to deliver real-time insights that improve decision-making and help reduce the time to identify and resolve problems. Its capabilities allow us to advance our cybersecurity agenda, ensuring we continue to protect our company and clients today, while building a robust security road map for the future.

MICHAEL BRADSHAW CIO Kyndryl

Eileen Mahoney is executive vice president and CIO of PVH, a fashion and lifestyle company. As a result of her current roles, she is responsible for developing the strategic direction of the company’s business processes and infrastructure, along with its technology and systems solutions. In addition, she oversees PVH’s project and portfolio management, while also managing more than 600 associates across the company’s IT areas in Asia, North America and South America.

I am the executive vice president and chief information of cer of PVH, one of the world’s largest and most admired fashion companies and the growth platform for Calvin Klein and Tommy Hil ger. I am responsible for developing the strategic direction of our technology and systems solutions, infrastructure, information security, business processes, and our project and portfolio management. As CIO, I am proud to make technology at the core of our corporate priorities at PVH as we invest in and evolve how we operate to be dynamic, nimble and forwardthinking.

KETAN PANDIT CIO QBE Insurance

Ketan Pandit has had 24 years of rapidly increasing responsibility, in uence and authority in IT leadership, spanning both Big-5 consulting and internal IT within F100 multinational corporations. As an executive leader of IT teams, including those with up to 900 staff members and $250 million (or more) budgets, Ketan has a reputation for forward thinking and hands-on leadership, in order to drive large, complex transformations (AI, Automation, Cloud, Data, Digital and Robotics). Also known for strategic thinking, he attracts top talent and delivers innovations that enable signi cant savings and revenue growth as well.

I have been leading QBE’s North America IT team as well as several global functions to transform our business capabilities. The mantra “Simplify, modernize and transform” has powered the growth of our business and enriched career experiences for our people. We have streamlined 55 operating systems to 15, installed the latest technology platforms and improved our security posture. Digital technologies like the Cloud and our API Marketplace powered by Data & Insights have created a differentiated experience for our stakeholders. QBE NA is well positioned to be the most innovative and consistent Risk Partner in the market.

EILEEN MAHONEY EVP & CIO

PVH

SASTRY DURVASULA SEVP, Chief Information & Client Services Of cer TIAA

Sastry Durvasula joined TIAA as its senior executive vice president,

in 2022. In his current roles, he is responsible for leading the company’s global technology and client services organizations. Prior to joining TIAA, he most recently served as McKinsey & Company’s global chief technology and digital of cer, as well as a partner. In those roles, he led the strategy and development of the rm’s differentiating digital products and platforms, internal and client-facing technology, data and analytics, AI/ML, and cyber and hybrid cloud ecosystem. Additionally, he served as a senior advisor on client engagements.

Since joining TIAA, I created the rm’s next-gen Client Services and Technology vision and strategy, CS&T 2.0; implemented the new operating model; and attracted talent to deliver on our mission of lifetime income for all while investing to make the world better. CS&T 2.0 drove ground-breaking advancements in its rst year to power growth, fuel innovation and transform the core. These included RetirePlus, new 401(k) products, new ESG funds in asset management, strategic partnership with Google AI, launch of Client Tech Labs and Guild Networks, new DE&I partnerships in the tech industry, and our industry contributions in the cyberspace.

NJ Transit’s particular vision and strategic goals. Responsible for delivering large-scale IT initiatives— with a focus on increasing investments and creating scal solvency—he has also implemented digital transformations. Such transformations include onboarding top-tier talent and utilizing innovative IT processes across multiple platforms, in order to rebuild customers’ experiences for a modern age. With over 25 years of executive management experience, Lookman has consistently driven change too, while teaming with his business partners to rapidly deploy cutting-edge technology strategies.

With Lookman Fazal as CIO, NJ Transit has become an industry leader in transportation logistics. By empowering his team to build emerging IT solutions that integrate into riders’ daily lives, NJ Transit has created a ridership experience that serves as the foundation for a new era of transportation excellence. His leadership has radically shifted the culture at NJ Transit, focusing on serving customer needs in the style of a retail service, rather than as a stagnant public service. This has increased rider satisfaction, facilitated employee engagement, and positioned NJ Transit as the new standard for commuter experiences.

We invest in understanding and pioneering the use of emerging technologies to ensure our clients are never left behind.

Building on belief

JON HARDING SVP & Global CIO Conair LLC

Jon Harding is the senior vice president and global CIO of Conair LLC. Under his leadership, the Conair IT team has achieved global rollout—and several upgrades—of a single set of SAP systems, as it replaced 25 legacy ERPs with one SAP. Additionally, the team achieved global business integration and cybersecurity risk mitigation, via a standardized IT network, along with the seamless integration of acquired businesses. Furthermore, it has supported new businesses’ openings, the divestiture of noncore businesses and, in 2021, a transition from family ownership to P/E ownership. During this period, Conair has also doubled its revenue.

Throughout my 18-year tenure and in my current CIO role, I have ensured a single set of enterprise business applications globally. This has enabled consistent visibility of business performance and consistent operations processes worldwide. Acquired businesses have been integrated quickly (three to nine months) to ensure compliance and integration into these processes. This strategy has kept IT costs at 1% of revenue while meeting business needs, and ensured IT is viewed as a good steward of company resources. All of these achievements have been made possible by the hard work and dedication of the global IT team I am honored to lead.

We believe, innovate and pioneer.

chief information and client services of cer

Lookman Fazal is a senior IT executive who specializes in building high-performance teams that work together to drive and implement

LOOKMAN FAZAL Chief Information & Digital Of cer NJ Transit

PARMAR CIO Tapestry, Inc.

Ashish Parmar currently serves as Tapestry’s CIO, and is also a member of the company’s Executive Committee. As CIO for the company’s house of modern luxury lifestyle brands, he is responsible for leading its technology strategy, information security and technology operations. Under Ashish’s leadership, Tapestry has been the overall winner of IDC’s Best in Future of Digital Infrastructure Awards, as well as a Cloud-Centric Computing category winner. With more than 20 years of leadership and technology experience across the luxury retail, logistics and consumer electronics industries, Ashish has also been named one of the Forbes 50 Innovative Technology Leaders too.

Our people are at the heart of this transformation delivering for our brands and stakeholders. We created new capabilities, partnering within a diverse ecosystem to enable our organization to become more data-driven and customer-centric. To do this, we leveraged both our foundational digital core and built out new advanced capabilities to yield greater insights, inform our actions, and create a powerful and differentiated platform. We have developed new ways of working, embracing a digital- rst mindset and data-driven decision-making. Our technology advancements have infused agility in our ways of working, bringing us closer to our consumers, and strengthened our business.

GARY SORRENTINO

Global CIO Zoom

Gary Sorrentino is global CIO at Zoom, a role he acquired after serving as the organization’s global deputy CIO for over two years. A former managing director for J.P. Morgan Asset & Wealth Management (AWM), he was also the organization's global head of client cyber awareness and education. Additionally, for over 12 years, Gary was the chief technology of cer for J.P. Morgan AWM’s global technology infrastructure initiatives, where he managed its data privacy program. With almost 40 years of experience in IT, he has served in various other IT leadership positions in rms across the nancial services industry as well.

One of the greatest accomplishments was at the beginning of the pandemic. The world was looking for ways to connect students, patients, employees and families in a secure manner. I started the Zoom CISO Council: a group of 40 chief information security of cers across different industries and regions to help understand and make suggestions on how to make the uni ed communication as a service (UCAAS) solution secure. We needed this technology (virtual classrooms/telehealth) during the pandemic and it had to be secure. Otherwise, most industries would not be able to deploy it and keep connected.

ASHISH

NewYorkCIO exists to help CIOs thrive in today’s most challenging C-suite executive role.

PARAG AGRAWAL CIO Chobani Inc.

Parag Agrawal is the CIO of Chobani, a role that allows him to lead every aspect of the company’s technology across each of its geographies and functions. Also responsible for enabling industry best practices through technology, in order to drive ef ciency and standardization across the company’s various processes, Parag has nearly 25 years of IT experience. Prior to joining Chobani in 2014, he was the head of IT for Materne Foods and held various IT leadership positions at Avon Cosmetics and American Promotional Events. He earned a Master of Business Administration degree in technology and innovation from Paci c Lutheran University.

At Chobani, the IT team’s vision is to accelerate business innovation and growth through data driven, enabling, reliable and secure technology. We have been on our business transformation journey for the last few years. As part of the journey, we are trying to digitize every aspect of our business while implementing the best practices. We have also transformed our front-end and back-end technologies to ensure that technology can scale as business grows. We are also on a mission to optimize our technology portfolio and make our landscape simpler and scalable.

GREG BELLOTTI CIO Elementis Global

Greg Bellotti is currently CIO at Elementis Global, LLC, as well as a member of the organization’s Executive Leadership

Team. In this role, he oversees global IT applications, service, infrastructure and strategy. Upon joining Elementis in 2014, he streamlined the organization’s infrastructure and service, prior to leading a digital transformation that redirected the course of its technology and created a standard technology foundation that it would ultimately leverage to transform. During his time with the organization, Greg has overseen four critical M&A activities, implemented modern technology platforms and partnered with it to develop and properly adopt technology quickly.

Developing a high-performing team that bought into a long-term digital transformation agenda that would eradicate decades of legacy technology and paper processes. My team transformed how we communicate, how and what we measure, and how we publish data to assist in data-based decisions. Our customer relationship management (CRM) program is blossoming in lockstep with our business leaders. We did this while remaining consistent to our values and growing in diversity.

Britton is CIO at Shiseido Americas Corporation, an organization she has been employed at since 2020. A senior technology executive, she has worked with various large corporations within the consumer products industry. As a result of her experiences, she has built a diverse set of pro ciencies across multiple disciplines, including technology, sales, marketing and supply chain. Prior to working for Shiseido, she was the vice president of digital and technology at Diageo, as well as a principal consultant with IBM. She has also worked with a variety of multinational clients, including Nabisco, Gillette and Pitney Bowes.

This year was transformational as our company was intensely focused on the duality of delivering our scal commitments while signi cantly changing the way we work. IT was proud to be at the heart of this effort, leading our enterprise resource planning (ERP) implementation, including our new manufacturing technology blueprint to modernize the capabilities of our production facilities worldwide. Additionally, we advanced our digital capabilities, expanding our global online footprint and introducing innovative consumer-facing technology. I am especially proud of my team that, through outstanding delivery of these programs, has elevated our IT organization’s reputation as a growth enabler for our company.

Quick pivots without the spin.

VMware congratulates the New York CIO of the Year® ORBIE® Award winners and nominees.

Shannon

SHANNON BRITTON CIO

Shiseido Americas Corporation

AREF MATIN EVP & CTO Wiley

Aref Martin is the executive vice president and chief technology of cer of Wiley, where he helps build techenabled products, platforms and services to accelerate scienti c discovery. In addition to these tasks, he enables online education and digital learning, and ensures employers and employees have the tech skills they need to succeed. While leading all of Wiley’s global tech teams, he is also fueling the world’s knowledge ecosystem and shaping the workforce of the future. Under Aref’s leadership, his teams are working on projects across online learning apps and assessments, review and content delivery systems, and enterprise applications too.

We are further transforming the business by pivoting from individual IT stack implementations to delivering value streams. If you are only focused on individual stacks, you can’t understand and deliver on end-to-end value streams. The gap is ever more apparent between those who embrace change and those that are slow to adapt. By embedding a focus of the entire value stream, we have put ourselves in a position to innovate quicker, elevate the customer experience, and deliver faster. We are now building on the successes we have had with tools and methodologies like Agile and DevOps to further enable our success.

ANNA RANSLEY CIO Godiva

Anna Ransley is responsible for all of Godiva’s digital and technology functions worldwide.

A business-minded technology executive, she has been recognized for partnering with company leaders, in order to bring digital to life and drive technology-enabled transformations with measurable results. In doing so, she has increased the company’s revenue, pro tability and customer loyalty, while also capitalizing on its market opportunities. Known for being a passionate advocate of technology’s potential, Ransley also creates a culture of accountability, curiosity and agility, while creatively solving business challenges too—by connecting people, resources and concepts to reach optimal outcomes.

Leading a global digital transformation in a transforming company while elevating the CIO role to partner with other CXOs on nondigital initiatives from strategy, leadership, performance management and globally integrated best practices. This included rebuilding the IT team, developing a partnership with regional and functional leaders, implementing an agile model for digital ways of working to shape strategy and grow revenue. From a technology perspective, this involved modernizing systems and driving the cloud transformation (80% cloud based in October) to bring to life ideas that set us apart from the competition through solid foundation, exible architecture and sensing culture.

VP

Sutter eld is vice

and CIO of

Downstate Health Sciences University. A results-oriented, strategic, emotionally intelligent, and technology- and data-driven leader, he is experienced in leading IT teams through complex strategic systems, along with business and technical initiatives. Known for inheriting dif cult projects, he also uses his industry knowledge, as well as his assessment and teaming abilities, to clearly de ne problems and design a new, clear path to completion. In addition, he’s renowned for building excellent internal and external relationships, while also creating a culture in which people feel engaged and want to work.

I have spent my rst year working with leaders across the Downstate organization to understand our key issues and opportunities for improvement and to implement change. We have developed new processes, optimized existing ones, updated and outlined a technology path forward, and executed on many projects. It feels like an excellent start; we are spiraling up, but there is much more to do. IT is assisting in driving the change needed to sustain and then improve the position of Downstate for our patients, students, community and our employees. My team is amazing and I am proud to assist in our collective achievements.

Dennis

president

SUNY

DENNIS SUTTERFIELD

& CIO SUNY Downstate Health Sciences University

SHANE BRAUNER EVP & CIO Schrödinger, Inc.

Shane Brauner is the executive vice president and CIO of Schrödinger, an organization he joined in 2009. Prior to accepting a position at Schrödinger, Shane held technical and leadership roles in various organizations—from academia and startups, to mid-sized and Fortune 50 companies. He brings over two decades of experience to the company, as he has enabled high-performance computing in his previous roles. Due to his experiences, he can also combine his deep technical background with a focus on enabling people and organizations through technology. Shane holds a Bachelor of Science degree in computer science from the University of Houston.

Schrödinger was founded 32 years ago on solid scienti c technology principles, and dedicated to improving the health and quality of human life. I am immeasurably proud of how IT has helped organize and grow from 80 employees in 2009 when I joined to over 900 employees as a public company today. Along the way, IT has led the transition to Software as a Service (SaaS), cloud and modern ways of working. We have empowered departments and individuals and helped chart the course of the company—focusing on impactful business outcomes and cross-company goals rather than IT for IT's sake.

DARREN PERSON Global CIO The NPD Group

Darren Person is global CIO for The NPD Group, where he leads the organization’s Technology Group and encompasses its operations and technology organizations. Responsible for spearheading the development of the organization’s next-generation platform, he also addresses clients’ needs through innovations in data and analytics. A Silicon Alley technology executive, Darren has more than 20 years of experience across a wide spectrum of industries. Prior to joining NPD, he was employed at RELX Group, where he held several key roles, as he drove the company’s technology vision, strategy and execution from cloud migration to implementations of enterprise scale data and analytics.

My leadership team at NPD worked through some of the most challenging times, and I am most proud of the digital transformation we successfully navigated during the pandemic. During this time, we supported our commercial teams through the deployment of new products and services while reducing costs through the elimination of decades of old technologies. We partnered with our business leaders to enable ef ciencies and accelerated their growth potential. We deployed capabilities to create opportunities for collaboration and innovation internally, and we elevated our client experience by leveraging new technologies to deliver enhanced products.

ROBERT FIELD VP, Global Digital Solutions Precipart

Robert Field is the vice president of global digital solutions for Precipart Inc. As a leader on the organization’s executive team, he oversees its global technology and digital transformation. In this role, he provides a long-term vision that aligns with Precipart’s business strategies, operating requirements and overall ef ciencies. Additionally, he ensures Precipart complies with industry standards like the Cybersecurity Maturity Model Certi cation protocol. With a diverse IT career that spans more than 30 years, he has offered his IT expertise to a variety of other organizations, in addition to Precipart, including those in digital media, nance, higher education and manufacturing.

I am proud of creating a framework for digital transformation at Precipart that drives business transformation by using technology as a disruptor. We have built strong relationships with the business to deliver results that have made Precipart more operationally ef cient, created solutions to build trust with Precipart customers, and have built a global community where people feel empowered to innovate. While I have implemented many global solutions, including adhering to a strict cybersecurity compliance, my proudest accomplishment is the team I have put together. They have built a strong connection that has extended to deep friendships. They are family.

Tej Patel joined Stevens in August 2020 as vice president for IT and CIO. A forward-looking leader with more than 15 years of higher education and corporate IT experience, he is responsible for formulating a unifying IT vision and strategy that’s aligned with Stevens' overarching mission. Before accepting his position at Stevens, Tej held several leadership positions at the University of Pennsylvania, including nursing CIO and IT director of systems and infrastructure service at the university’s Annenberg School for Communications. He is a candidate for a Master of Science degree in organizational dynamics at the University of Pennsylvania.

After two years of tenure I’ve changed things drastically and led to a charge that gave rise to the team’s vision of “OneIT” and enabling the Stevens’ growth. I’ve thoroughly enjoyed very early stages of this journey I’m calling “learning to lead.” I believe leadership at any level is an integral part of any organization. It involves learning, teaching, team building and forgiving. As Mahatma Gandhi once said: “The weak can never forgive. Forgiveness is the attribute of the strong.”

VADIM SUPITSKIY CTO Forbes

Vadim Supitskiy is chief technology of cer of Forbes, where he focuses on ensuring that the organization continues to remain at the forefront of technological innovation. A veteran of Forbes, Supitsky works with all facets of the company—from editing, to advertising, to events, among others—to deploy and optimize technology for the bene t of employees, audiences and marketing partners. He also seamlessly led the team that managed the company’s migration to the cloud in record time, while simultaneously introducing a redesigned site and a new CMS as well.

I believe my biggest success story is building a team that works very well together and really enjoys what they do at Forbes. The focus that we've put on building great culture has really paid off and has been very rewarding to see. Of course, some of the technological success we've achieved has also been very satisfying. We've built a modern and unique publishing platform (Bertie), our rst-party data platform has been a huge success, and doing it all while really embracing the cloud with the focus on serverless and cloud-native.

TEJ PATEL VP for IT & CIO Stevens Institute of Technology

The ORBIE signi es exceptional leadership, innovation, and vision; representing the characteristics and qualities that inspire others to achieve their potential.

NGL, an exclusive InspireCIO member benefit, is a cohort-based IT leadership development experience designed for up-and-coming, high potential leaders in

your organization. The ORBIE Awards digital experience is powered by Imaginate. Host compelling, digital online experiences with Imaginate. Imagine it. Done.

ABU BAKAR Chief Information & Digital Of cer Summit Health

Abu Bakar is presently the chief information and digital of cer for Summit Medical Group and CityMD, where he is responsible for the strategy, governance and implementation of all technology and digital experiences. In his role, he delivers business transformation through his innovative strategic vision, as his expertise lies in his ability to build high-performance IT teams that execute complex digital, e-commerce and IT projects, among others. Prior to his current role, he was CIO at other organizations too, including Barneys New York and Chobani. He holds a master’s degree in technology management from the New Jersey Institute of Technology.

One of the greatest accomplishment is to navigate through the pandemic while growing 300% in three years. New York City was the epicenter of the global pandemic. IT played a key role in providing all the necessary tools required to provide the best care possible in more than 200 locations all over New York and New Jersey. We came up with creative solutions for a virtual parking lot to promote a safe-socially distanced environment, came up with new ways to inform patients of their lab results so they don't have to wait at the sites, maximized the patients ow to take care of as many patients as possible.

CLAUS TORP JENSEN Chief Innovation Of cer Teladoc

Health

Claus Torp Jensen is the chief innovation of cer for Teladoc Health. In his role, he oversees all technology, IT, product design and management, product engineering, data science and analytics initiatives, along with clinical quality and program design. He also leads a health care innovation that will deliver a new category of care, as it will provide health consumers with guided choice and the ability to interact with health care resources where, when and how they want them. Additionally, he works closely with leaders across Teladoc Health to design, create and optimize solutions that will bene t patients, clinicians and administrators.

Our goal is to create a better health care model through the infusion of clinical and digital science. The current health care ecosystem, while highly capable, is fragmented and lacks the emotional connection and contextual understanding good village doctors had in the early 1900s. Treating disease is no longer the only thing to strive for. The future care model will be based on a powerful integration of technology, proven clinical programs, sophisticated logistics and trusted partnerships, increasing the reach and effectiveness of every health care institution. Turning this vision into tangible action is my greatest accomplishment, leaving behind a better team, a better institution and, ultimately, a better world.

SUNIL DADLANI SVP & CIO Atlantic Health System

Sunil Dadlani currently serves Atlantic Health System as senior vice president and CIO. In these roles, he oversees the company’s IT system-wide and advances the system’s usage of IT strategies and platforms. In doing so, he is able to help support the delivery of excellent patient care and team member experiences. Additionally, he manages and continues to develop the system’s electronic medical record, known as Epic. Prior to joining Atlantic Health System in September 2020, he was CIO for the New York State Department of Health and the global head of enterprise business applications and digital transformation at Sony.

An outpatient in their 30s came to Atlantic Health System for a follow-up CT scan—a procedure that may ordinarily take more than a day to get results from. However, thanks to recently implemented technology, an unsuspected possible pulmonary embolism was reported to the oncology team less than an hour later. Anticoagulation therapy was started later that day, potentially preventing a life-threatening situation. This encounter is a perfect example of how making smart investments in technology, such as arti cial intelligence, based on patient and caregiver needs, can intercept the conventional prioritization and allow for expedited intervention and care.

KRISTIN MYERS

CIO & Dean for Digital and Technology Mount Sinai Health System

Kristin Myers is executive vice president, CIO and dean for digital and information technology at Mount Sinai Health System. In her roles, Kristin, a visionary leader, steers digital and technology transformation efforts, in order to align and support the organization’s strategic goals. In addition, she drives agility in her department to support three primary missions: clinical care, research and education. She also optimizes the department’s operations and enables the Health System for digital change. Since joining the organization as a director of IT in 2004, she has led its transition to ICD10 coding as well, among other key achievements.

I transitioned into the role of chief information of cer and dean for Digital and Technology at Mount Sinai Health System during the peak of the pandemic. This was a dif cult period for our department, given the increased workload along with the changing leadership. I feel that one of my greatest accomplishments was uniting and strengthening the department during the pandemic and simultaneously driving a new digital and technology vision and strategy. I am so proud of my team for being resilient and agile during these challenging times and continuing to support and commit to our transformation journey.

MARK EIMER SVP, Associate CIO & CTO Hackensack Meridian Health

Mark Eimer serves as senior vice president, associate CIO and CTO at Hackensack Meridian Health. Through his roles, he is accountable for the totality of IT infrastructure and operations across New Jersey’s largest, most comprehensive and truly integrated health care network. He is also responsible for implementing a next-generation IT infrastructure, as well as delivery of all third-party and internally managed IT infrastructure used for clinical, research and business processes across the network. In addition to Hackensack Meridian Health, he has held CTO roles at organizations like Dignity Health, Stanford Healthcare, University of Kentucky Healthcare and VMware.

My most signi cant accomplishment involved pioneering a networkwide transition to Google, saving $6 million-plus annually. Based on de cits in our core infrastructure, security posture and digital scalability, through Hackensack Meridian Health’s world-class Google project team, we shifted 42,000 users from a Microsoft environment to Google’s suite of offerings. The organization now has the ability to collaborate, automate and simplify work ows while ensuring security throughout the network. Imperative to success was ensuring user acceptance, adoption and utilization. Today HMH is one of the nation’s rst large, integrated health networks to facilitate innovative solutions that change how health care is delivered.

ATEFEH RIAZI CIO (fmr) Memorial Sloan Kettering Cancer Center

Atefeh Riazi is formerly the interim chief digital of cer at Memorial Sloan Kettering (MSK), where she started as CIO in 2019. In this role, she oversaw the integration of data and technology resources across MSK and developed the data and digital platforms that will enabled MSK to meet critical patient care and research objectives. Aside from MSK, Riazi has served a variety of other organizations as CIO, while managing large‐scale technology projects and initiatives in the process. For example, she has been CIO of the New York City Housing Authority (NYCHA) and Ogilvy & Mather, among other organizations.

Last year I was tapped to serve as interim Chief Digital Of cer for MSK’s entire digital enterprise while still presiding as CIO of the Technology Division. This appointment challenged me to deliver on center-wide commitments made by my predecessor in addition to the initiatives that I, as CIO, promised to accomplish in 2021. Through this experience, I learned that transparency, trustworthiness and kindness are paramount as a leader. I’ve striven to be a beacon of stability for my staff during these tumultuous times, demonstrating how innovation can continue—and even thrive— under immense pressure.

JOHN BRESNEY

SHANNON BRITTON

DOUWE BUSSCHOPS

Jay

NEWYORKCIO

ADVISORY BOARD OFFICERS

ADVISORY BOARD MEMBERS NEW YORK CIO MEMBERS

LOOKMAN FAZAL

ROBERT FIELD Precipart

MIKE GIOJA

JON HARDING

BRENT LANIER

EILEEN

ATTI RIAZI

SCOTT

GARY

JIGAR THAKKAR MSCI Inc.

MANOJ THOPCHERNENI

HARRY MOSELEY

Zoom Video Communications

CHAIR

ANDREA MARKSTROM Schulte Roth & Zabel LLP

VICE CHAIR

CLAUS TORP JENSEN

JAMIE NELSON HSS

PROGRAMS CO-CHAIR

NICHOLAS PARROTTA HARMAN International

AWARDS CHAIR

STEW GIBSON USI Insurance Services

CHAIR EMERITUS

KRISHNA BHAGAVATHULA National Basketball Association

PARAG AGRAWAL Chobani

SAL CUCCHIARA Morgan Stanley KALICHARAN DURGAMPUDI Zelis

CARMINE LIZZA Lazard

ASHISH PARMAR Tapestry, Inc. ANDY RHODES Ultimate Medical Academy

PETER SCAVUZZO Marcum LLP

The Mount Sinai Health System and the Icahn School of Medicine at Mount Sinai proudly honor

Kristin Myers,

MPH on being recognized as a CIO finalist in the New York CIO of the Year® ORBIE® Awards

Health Care category

Kristin Myers, MPH, Executive Vice President, CIO, and Dean for Digital and Information Technology mountsinai.org

New York City’s meetings and events industry continues to come roaring back to life, with many people eager to reconnect in person with colleagues, friends and family alike. The steady recovery is part of a national trend: 59% of meeting planners expect to book more meetings and events in 2023 than 2022, according to research by Cvent, an event-solutions provider.

As the meetings and events industry picks up steam, some new trends have taken hold. Many people found that virtual meetings held on Zoom and other platforms during the pandemic were a convenient way to attend gatherings without hopping on a plane. Capitalizing on their popularity, many meeting organizers in New York are now including a hybrid component at their events, making meetings more

inclusive for a wider range of attendees.

Sustainable meetings are also top of mind for both organizers and attendees who are keeping climate-re lated goals in mind. Their efforts range from reducing paper waste by relying on meetings apps to opting for sustainable giveaways, such as a tree planted in attendees’ names or reusable water bottles. These goals dovetail with many organizers’ goals of keeping costs down to offset inflation.

If you are planning an event in New York and aren’t sure where to begin, consider our Meeting Planners Guide your go-to source of information. Read on for information on the exceptional hotels, conference centers, catering venues and other offerings the city’s meetings industry has to offer.

CONFERENCE CENTERS

92ND STREET Y

Give your special event the extraordinary and versatile venue it deserves at 92nd Street Y. Year after year, people in the know come to 92nd Street Y to host corporate conferences, meetings, film screenings, award shows, private parties, graduations, photo shoots and more. After all, 92NY offers spacious, elegant rooms with state-of-the-art lighting, along with audio and video technology. These include Kaufmann Concert Hall, known for its world-class acoustics, as well as Buttenwieser Hall, Weill Art Gallery and Warburg Lounge. 92NY’s pool, gymnasiums and art studios—all run by a highly trained staff—are also available for private parties. 92NY is your open door to extraordinary events.

Address: 1395 Lexington Ave. New York, NY 10128

Phone: 212-415-5500

Contact: Chris Bynum, executive vice president, operations management and master planning

Email: rentals@92ny.org Website: 92ny.org

AMA NEW YORK EXECUTIVE CONFERENCE CENTER

Located in the heart of Times Square, the AMA New York Executive Conference Center is only blocks away from some of the city’s most famous restaurants, shops and entertainment. Featuring five spacious meeting rooms and over 13,000 square feet of meeting space, which can accommodate up to 70 participants, the conference center also has an expansive lounge. Overlooking Broadway, the lounge is ideal for business receptions and conference events. Aside from its meeting rooms and lounge, the conference center provides all attendees 1 GB P/S WiFi too.

Address: 1601 Broadway, New York, NY 10019

Phone: 212-903-8060

Contact: Ruben G. Cobos, director, national event sales

Email: rcobos@amanet.org Website: amaconferencecenters.org/new-york

CIPRIANI 25 BROADWAY

Cipriani 25 Broadway, formally known as the Cunard Building, is among lower Manhattan’s most architecturally and historically significant edifices. Designed by Benjamin Wistar Morris and completed in 1921, this Italian, neo-renaissance-inspired masterpiece’s 12,000-square-foot space features 65-foot-high ceilings, towering marble columns, splendid inlaid floors and murals painted by Ezra Winter. As a result, the venue, which is part of the Cipriani Landmark Collection, is ideal for a variety of meetings and gatherings.

Address: 25 Broadway New York, NY 10004

Phone: 646-300-8159

Email: events@cipriani.com Website: cipriani.com/us/events-cipriani-25-broadway

CIPRIANI 42ND STREET

Cipriani 42nd Street is a historic landmark located in Midtown Manhattan. Built in 1921 in the spirit of Italian Renaissance, Cipriani 42nd Street features over 14,000 square feet of space, along with exquisite marble columns that extend to ceiling heights of up to 65 feet. The usage of marbles, featuring many colors, inhabits nearly every architectural element and detail of the room, thereby creating a luxurious and unique ambience.

Address: 110 E. 42nd St. New York, NY 10017

Phone: 646-723-0826

Email: events@cipriani.com Website: cipriani.com/us/events-cipriani-42nd-street

CIPRIANI SOUTH STREET

Located in lower Manhattan, Cipriani South Street is one of the finest examples of Beaux-Arts architecture in New York City. Completed in 1908 as the Battery Maritime Building, it served as the port of entry for the ferries that connect Brooklyn with Manhattan and is now undergoing a complete restoration. The Great Hall features a 9,100-square-foot ballroom with

an expansive patterned glass ceiling, exposed ironwork and other unique architectural details throughout all areas. Meanwhile, a spacious, 5,000-square-foot, pre-function space includes an outdoor, adjacent Loggia.

Address: 10 South St. New York, NY 10004

Phone: 646-278-7231

Email: events@cipriani.com Website: cipriani.com/us/events-cipriani-south-street

CIPRIANI WALL STREET

Cipriani Wall Street is located on one of the world’s most renowned streets. Originally home of the Merchant’s Exchange, the Customs Service and National City Bank, it is framed by marble monolithic columns and features a 70-foot ceiling with a spectacular Wedgwood dome and a grand mezzanine overlooking its main floor. Home to one of New York City’s largest unobstruct ed luxury ballrooms—with over 18,000 square feet in total—Cipriani Wall Street serves as one of Manhattan’s most versatile event venues.

Address: 55 Wall St. New York, NY 10005

Phone: 646-723-0813

Email: events@cipriani.com Website: cipriani.com/us/events-cipriani-wall-street

CONVENE AT 101 GREENWICH STREET

Convene at 101 Greenwich Street is a next-generation workplace in Lower Manhattan. Providing over 58,000 square feet of beautifully appointed amenities that span across three floors, the workplace offers a variety of private office spaces, coworking desks and on-demand meeting and event spaces, which can be utilized by up to 120 people. Members can also enjoy curated, in-building community programming, along with farm-to-table culinary offerings from the workplace’s Executive Chef. Simply put, when guests and members gather at Convene at 101 Greenwich Street, they’ll forget they’re at work.

Address: 101 Greenwich St. New York, NY 10006

Phone: 888-730-7307 Email: info@convene.com Website: convene.com/cities/new-yorkcity/101-greenwich-street

HELEN MILLS EVENT SPACE & THEATER

Helen Mills is one of New York City’s most unique venues, featuring a spectacular, loft-like, 4,000-square-foot, street-level event space, as well as a 140-seat theater and screening room. The event space is ideal for a variety of corporate, social, nonprofit and arts-related events, including meetings and conferences, product launches, bar/ bat mitzvahs, fundraisers and celebra tions of all kinds. Meanwhile, the 140-seat theater, located on the lower level, is the perfect location for corporate meetings, film screenings and live performances. When combined, Helen Mills is uniquely suited to host multistage events. Each space offers high-tech sound and digital video projection systems, along with high-speed wireless Internet. The team at Helen Mills completes guests’ experienc es by also providing catering, decor and entertainment packages for almost every occasion.

Address: 137-139 W. 26th St. New York, NY 10001

Phone: 212-243-6200 Email: info@helenmills.com Website: helenmills.com

NEW WORLD STAGES

Located in between Times Square and Hell’s Kitchen, New World Stages offers an ideal location for your next event. A modern and adaptable theatre complex, owned and operated by The Shubert Organization, Inc., America’s oldest professional theatre company, it has five theatres (providing seating for 199 to 499 guests) and a public lounge. In addition, it provides guests The Green Room, featuring cocktails and entertainment; a

5,000-square-foot reception and exhibitor space; digital signage; state-of-the-art AV systems and high-speed wireless Internet. With a knowledgeable sales team, experienced AV technicians and a hospitable front-of-house staff, New World Stages’ foremost goal is to offer its clients and patrons the highest customer satisfaction possible.

Address: 340 W. 50th St. New York, NY 10019

Phone: 212-239-6200

Email: info@newworldstages.com Website: newworldstages.com

THE PERSHING SQUARE SIGNATURE CENTER

Designed by world-renowned architect

Frank Gehry, The Pershing Square Signature Center is comprised of three unique theatre spaces (ranging in size from 191 to 294 seats) and two rehearsal studios. It also has a 5,500-square-foot lobby with a café, a bookstore and an expansive complement of back- and front-of-house services. Only steps away from Times Square, the center is convenient to multiple bus and subway lines. Venue amenities include lighting, sound and projection packages, live video-streaming capabilities and wireless Internet throughout. Additionally, it has on-site catering, a full-service bar, a small satellite bar, a coat check and an event registration desk. And it offers digital displays throughout the space for event and sponsorship promotion, large restrooms and a professional front-ofhouse and technical production staff. From galas and corporate meetings, to holiday parties and everything in between, The Pershing Square Signature Center, which is fully ADA-accessible, is the perfect location for any event.

Address: 480 W. 42nd St. New York, NY 10036

Phone: 212-244-7529

Contact: Kayla Faede, associate general manager

Email: kfaede@signaturetheatre.org Website: signaturetheatre.org

HOTELS

ALOFT MANHATTAN

DOWNTOWN – FINANCIAL DISTRICT

The Aloft Manhattan Downtown - Financial District is a modern hotel that’s close to various corporate headquarters, along with Wall Street and the World Trade Center.

Nearby subway lines also provide easy access to Big Apple hotspots. Connect and create with friends at the W XYZ bar, grab a sweet, savory or healthy snack from Re:fuel by Aloft (a grab and go café), or play in the ReMix Lounge. Offering guests free, hotel-wide wired and wireless high-speed Internet access, the 128-room hotel also provides 215 square feet of total meeting space. Additionally, it offers contemporary, loft-like accommodations with 9-foot-high ceilings, ergonomic workstations and flat-screen TVs. In select rooms, guests can also relish scenic city views.

Address: 49-53 Ann St. New York, NY 10038

Phone: 212-513-0003 Website: marriott.com/en-us/hotels/ nycal-aloft-manhattan-downtown-financial-district

FAIRFIELD INN & SUITES BY MARRIOTT NEW YORK BROOKLYN

Nestled in the heart of Brooklyn, this 133-room, recently renovated hotel sets itself apart from the competition with an architecturally stunning atrium lobby, a rooftop terrace providing spectacular views of the Manhattan and Brooklyn skylines, free, high-speed Wi-Fi and a delicious, complimentary hot breakfast each morning. Offering guests meeting facilities that are perfect for intimate events or larger board meetings, the hotel also has a convenient location, which is steps away from the subway to Manhattan, downtown Brooklyn or MetroTech Center.

Address:181 Third Ave. Brooklyn, NY 11217

Phone: 718-522-4000 Website: marriott.com/en-us/hotels/ nycbf-fairfield-inn-and-suites-new-yorkbrooklyn

Chelsea’s spacious guestrooms. Wind down in front of a TV with a hot cup of coffee or tea and get a great night’s sleep on a Four Points by Sheraton Four Comfort Bed. Connect to high-speed Internet for free, enjoy free bottled water every day and complete your work at an oversized work desk that’s offered in all rooms and suites.

In addition, the hotel provides 200 square feet of total event space for your meetings, along with 24-hour business center access.

Address: 160 W. 25th St. New York, NY 10001

Phone: 212-627-1888 Website: marriott.com/hotels/travel/ nycpc-four-points-manhattan-chelsea

GANSEVOORT MEATPACKING NYC

Fully renovated in 2020, Gansevoort has expansive, 360-degree rooftop views of New York City’s vibrant Meatpacking District with 10,000 square feet of flexible indoor and outdoor meeting and events spaces. Gansevoort provides the perfect setting for corporate events, cocktail receptions, intimate weddings, meetings, private dining and special occasions. Alongside its 186 rooms and suites, Gansevoort’s additional amenities include a year-round, 45-foot heated rooftop pool, a fully equipped fitness center and four lively dining venues, including Gansevoort Rooftop, an elevated oasis featuring craft cocktails and light bites, Saishin, a traditional Japanese sushi bar and omakase restaurant, and The Chester, an American bistro and bar. The rooftop space holds a capacity of up to 350 people and can be easily broken down into smaller, more intimate spaces for corporate group breakout sessions and private functions.

Address: 18 Ninth Ave. New York, NY 10014 Phone: 212-206-6700

Contact: Yvonne Dickey, director of group sales

Email: yvonne@theghg.com Website: gansevoorthotelgroup.com

Midtown to rest and recharge while they explore the city. Guests can also upgrade their stays to a suite, in order to enjoy more space, separate living and dining areas, and an additional flat-screen TV.

Address: 109 E. 42nd St. at Grand Central Terminal New York, NY 10017

Phone: 212-883-1234

Email: hyattgcny@hyatt.com Website: hyatt.com/en-US/hotel/new-york/ hyatt-grand-central-new-york/nycgh

SOHO HOUSE NEW YORK

Soho House New York is a private members’ club and hotel in Manhattan’s Meatpacking District. The House has a number of areas available for private parties, meetings and events, including the Screening Room (a cinema), the Club Bar (for dinners, pre- or post-screening parties, meetings or cocktails) and the Vinyl Room (a club space for dinners, cocktail receptions or parties). The Cowshed Spa, meanwhile, provides treatment sessions, along with drinks and appetizers. Furthermore, the hotel has 44 bedrooms, each of which possesses a unique combination of luxury and style.

Address: 29-35 Ninth Ave. New York, NY 10014

Phone: 212-627-9800 Email: guestlist.newyork@sohohouse.com Website: sohohouse.com

THE ALGONQUIN HOTEL, AUTOGRAPH COLLECTION

Address: 59 W. 44th St. New York, NY 10036

Phone: 212-840-6800

Email: ak.nycak.askalgonquin@marriott.com Website: algonquinhotel.com

THE CARLYLE, A ROSEWOOD HOTEL

Since 1930, The Carlyle has been Manhattan’s most sophisticated setting for memorable events and meetings, offering guests over 3,000 square feet of elegant function space, along with options to reserve the Café Carlyle, Bemelmans Bar and Dowling’s at The Carlyle. Also providing guests 189 lavish rooms, including 90 suites, The Carlyle offers the exclusive ambiance of an Upper East Side pied-à-terre, as it was intricately decorated by designers like Tony Chi and Thierry Despont. Elegant service and world-class dining elevate guests’ experiences too.

Address: 35 E. 76th St. New York, NY 10021 Phone: 212-744-1600

Email: thecarlyle@rosewoodhotels.com Website: rosewoodhotels.com/en/ the-carlyle-new-york

THE KIMBERLY HOTEL

THE NEW YORK EDITION

Originally constructed in 1909 as Metropolitan Life Insurance Company’s headquarters, this clocktower, located near Madison Square Park, has been reinvented to offer luxury boutique accommodation, a tranquil hotel spa and chic event spaces. In fact, the hotel provides 2,100 square feet of private venue space that can be adapted for board meetings. In addition to the hotel’s more formal meeting spaces, event planners can reserve three opulent penthouses that offer stunning city views. Each venue is supported by cutting-edge audiovisual technology, along with an award-winning culinary team. And every event is designed from beginning to end, while also featuring catering menus from Michelin-starred chef Jason Atherton.

Address: 5 Madison Ave. New York, NY 10010

Phone: 212-413-4200

Contact: Charlie Dye, director of sales Email: charlie.dye@editionhotels.com Website:editionhotels.com/new-york

THE PLAZA

Located in Midtown Manhattan, The Kimberly Hotel radiates a refined elegance with traditional European flair, as it provides guests classic and sophisticated event spaces that set the stage for impressive meetings. Offering a refined and intimate alternative to the usual New York banquet halls, The Kimberly provides customized event planning too, in order to ensure guests’ meetings are exactly how they envision them to be. Aside from Upstairs at The Kimberly, a rooftop restaurant that offers private and semi-private rooms, the hotel also provides guests The VIP Room, a small room on the 30th floor, as well as a conference room that seats up to 30 people. Additionally, the hotel offers 500- to 600-square-foot suites, two restaurants and a private wine room.

Offering 282 distinctive guestrooms, including 102 luxurious suites, The Plaza also provides guests a variety of facilities for meetings, such as The Grand Ballroom, The Terrace Room, The Edwardian Room, The Oak Room, Eloise at The Plaza, The Palm Court and The Rose Club. The opulent Grand Ballroom and Terrace Room have actually been meticulously restored to their original grandeur so that they can continue to host many of New York City’s most memorable moments. Additionally, The Plaza has more than 5,000 square feet of functional meeting space, as it offers an assortment of unique and exclusive suites, which are located on the fourth-floor conference level. And it also provides guests the world-class Shops at The Plaza, along with health and wellness facilities like Guerlain Spa, The Plaza Hotel Fitness Center and Warren-Tricomi Salon, among other amenities.

FOUR POINTS

BY SHERATON MANHATTAN CHELSEA

Stay your way—with the modern amenities you expect and the style you want in one of Four Points by Sheraton Manhattan

HYATT GRAND CENTRAL NEW YORK

Hyatt Grand Central New York offers guests 1,298 rooms, 44 suites and 60,000 square feet of meeting space, providing them a spacious retreat in the heart of

VENUES, CATERING AND ENTERTAINMENT

230 FIFTH ROOFTOP BAR

An exceptional space for meetings and events, 230 Fifth is New York’s largest outdoor rooftop garden and enclosed penthouse lounge. One floor is fully enclosed, while its rooftop garden is open to the sky. It has large umbrellas for sunny or rainy days and is partially heated on colder nights. Located in the Flatiron District of Manhattan, 230 Fifth boasts breathtaking views of the Manhattan skyline, including the Empire State Building and the Chrysler Building. Offering guests high-speed Internet, state-of-the-art audio and visual equipment, and large screen projectors and TVs, it can accommodate private functions for 25 to 1,200 guests in its 33,000-square-foot space. Every event, regardless of its size or style, is custom tailored to each client’s needs and tastes. Inquiries are welcome, and a contact person will be pleased to answer any questions that clients—current and potential—may have about the New York City penthouse space.

Address: 230 Fifth Ave. New York, NY 10001

Phone: 212-725-4300

Email: info@230-fifth.com Website: 230-fifth.com

3 WEST CLUB

Both historic and timeless, the 3 West Club offers everything one could want in an event space—and much more. Centrally located off Fifth Avenue and steps away from Rockefeller Center, it is one of Manhattan’s hidden gems.

With six event and meeting spaces, along with a stunning rooftop area, the 3 West Club is extremely flexible, as it accommodates 10 to 350 people. And, with 28 well-appointed rooms, it provides guests the option to stay overnight as well. Whether you are planning a corporate event, an intimate meeting, a gala dinner, a conference, or a nonprofit reception or fundraiser, the 3 West Club has the versatility to create a customized, memorable and extraordinary experience.

Address: 3 W. 51st St. New York, NY 10019

Phone: 212-582-5456 Email: events@3westclub.com Website: 3westclub.com

583 PARK AVENUE

Located on Park Avenue and 63rd Street, 583 Park Avenue, a New York City event space, is a landmark building that has been restored and made available for private events, alongside corporate and nonprofit events. Built in 1923 and designed by the renowned architectural firm Delano & Aldrich, 583 Park Avenue is reminiscent of a bygone era. Complete with a grand, pre-function space, including floor plans like the Arcade, the Ballroom and the Balconies, it also offers guests a remarkable amount of flexibility for all types of special events.

Address: 583 Park Ave. New York, NY 10065

Phone: 212-583-7200 Email: events@583parkave.com Website: 583parkave.com

Located in the heart of Midtown Manhattan at 44th Street, between Fifth and Sixth Avenues, The Algonquin Hotel is a historic, literary landmark that’s been named to the National Trust of Historic Hotels. Just steps away from Broadway’s finest theatres and world-class shopping, the hotel has also been named by the American Library Association. Opened in 1902, The Algonquin (which is the home to Dorothy Parker’s famous Round Table, as well as the birthplace of The New Yorker magazine) has also put a modern twist on its tradition of irreverent eccentricity and iconic New York style—with everything from its resident feline, Hamlet, to the Blue Bar’s exclusive custom gin, the Dorothy Parker Round Table Reserve.

APELLA BY ALEXANDRIA

Apella is New York City’s most innovative meeting and event space. Located within The Alexandria Center for Life Science, Apella offers 10 thoughtfully designed rooms with contemporary interiors, advanced technology and expansive East River and city skyline views. Providing up to 20,000 square feet of event space, Apella features 10 private suites, in order to accommodate two to 300 attendees, as well as upwards of 1,250 guests for large-scale celebrations. Furthermore, Apella’s thoughtfully appointed spaces provide an open, yet highly secure setting for executive board meetings, industry conferences, corporate retreats and product launches, while also offering on-site technology that ranges from 250 Mbps high-speed WiFi to 11,000-lumen, 1080p laser projectors.

Address: 450 E. 29th St., Second Floor New York, NY 10016 Phone: 212-706-4100 Email: info@apella.com Website: apella.com

BARCLAYS CENTER

Positioned at the crossroads of Atlantic and Flatbush Avenues, Barclays Center is Brooklyn’s world-class home for sports and entertainment. The arena features one of the most intimate seating configurations displayed in a modern, multi-purpose arena, and has first-class amenities, including 101 luxury suites, as well as numerous premium club spaces, including the 40/40 CLUB & Restaurant by American Express and Qatar

Address: 145 E. 50th St. New York, NY 10022 Phone: 212-702-1600 Email: reservations@kimberlyhotel.com Website: kimberlyhotel.com

Airways Courtside Club. Whether guests are hosting a corporate outing or company meeting, along with a press conference, product launch or fundraising event, Barclays Center can accommodate groups of a wide array of sizes—from hundreds to thousands upon thousands. And it has a variety of concessions, ranging from hot dogs and cheesesteaks, to lobster rolls and barbeque, as well as four bars.

Address: 620 Atlantic Ave. Brooklyn, NY 11217

Phone: 917-618-6100

Email: guestservices@barclayscenter.com Website: barclayscenter.com

BEACON THEATRE

The legendary Beacon Theatre is a historic New York City landmark, renovated to its original glory during the late 2000s, thereby returning it to its initial Roaring Twenties grandeur. A venerable rock room for generations of New Yorkers, the Beacon Theatre is equipped with advanced technology and mystical charm, enabling it to provide guests an intimate setting for unforgettable concerts and events. A 2,600-seat venue, the theatre was built in 1929 and designed in the art deco style by architect Walter Ahlschlager. It was also designated a New York landmark building by the NYC Landmarks Preservation Commission in 1979 and acquired by Madison Square Garden Entertainment Corp. in 2006.

Address: 2124 Broadway New York, NY 10023

Address: 768 Fifth Ave. New York, NY 10019

Phone: 212-759-3000

Email: plazareservation@fairmont.com Website: theplazany.com

Phone: 212-465-6500 Email: msgepr@msg.com Website: msg.com/beacon-theatre

BOWLMOR CHELSEA PIERS

Located at Pier 60, just off the West Side Highway, Bowlmor Chelsea Piers is New York City’s ultimate entertainment destination—a place where the party-inspired glow of 40 blacklight bowling lanes and massive lane-side video walls meets the flashing lights and lively sounds of your favorite arcade games. After you hit lanes, it’s time to suit up and experience the thrilling fun of Urban Mission Laser Tag in Bowlmor’s state-of-the-art arena. The perfect place to play, party and partake, Bowlmor Chelsea Piers features a private, eight-lane bowling suite in addition to a semi-private loft space that features flat-screen TVs, lounge seating and vintage games. Let Bowlmor’s talented party professionals help plan your next event—and experience (or relive) the fun of the city’s best venue for office parties, private parties, kids’ birthday parties and every occasion in between.

Address: Chelsea Piers-Pier 60 New York, NY 10011

Phone: 212-835-2695

Website: bowlmor.com/location/ bowlmor-chelsea-piers

BOWLMOR TIMES SQUARE

Enter Bowlmor Times Square’s 90,000-square-foot venue and discover 48 lanes, featuring HD video walls, brilliant

Manhattan Manor is home to two unique event venues in one prime, midtown Manhattan location. 7,000 square feet of luxurious space with gorgeous French doors, skylights, exposed brick, mahogany oors, and spectacular views from Central Park to Times Square.

Our team provides turnkey intimate services for corporate, social, and not-for-pro t events.

An independent, dedicated special event space for 20 years with one of the newest, most modern, divine spaces in New York.

CITY CRUISES ANCHORED BY HORNBLOWER

Bring your event to life with a picture-perfect backdrop and experience the iconic New York skyline from a whole new perspective! Whether you’re planning an employee outing, a corporate milestone or an elegant business dinner, our professional planners, flexible packages and superior guest services will help effortlessly execute your event. City Cruises delivers a wide range of experiences, characterized by high-quality cuisine, onboard entertainment and spectacular skyline views. Cruising year-round from both New York and New Jersey, guests can savor the moment and connect with each other, while sailing past the Empire State Building, One World Trade Center, the Brooklyn Bridge, Statue of Liberty and more!

Meet our New York fleet:

Premier Cruises

Step aboard the all-glass European-inspired Bateaux New York for an upscale and unforgettable dining experience, featuring a chef prepared three-course plated meal, live band entertainment with an acoustic trio, a vocalist and grand piano, a refined atmosphere, personalized service and unobstructed views of the iconic city skyline.

Signature Cruises

Whenever you’re looking for a fun and festive way to get out on the water, a signature cruise is your answer. Come aboard and experience breathtaking New York City skyline views, delicious buffet-style meals, attentive service, DJ entertainment, a rooftop lounge and onboard games.

Private Yachts

With sensational skyline views and completely customizable options, the Atlantica, Manhattan Elite and Lexington offer great ways to host a unique event aboard your own private yacht. Guests will enjoy an upscale experience that’s characterized by elegant, high-quality cuisine and an intimate atmosphere.

Address: Pier 61, Chelsea Piers, West 23rd and 12th, New York, NY 10011 Phone: 866-817-3463

Contact: Veronica Caverly, team market manager Email: veronica.caverly@cityexperiences.com Website: citycruises.com/NewYork

blacklights and posh lane-side seating, in addition to an all-star arcade that has some of the city’s coolest interactive games. A tribute to the New York City of yesterday and today, it boasts seven uniquely themed bowling lounges—each one depicting a particular place and time in the history of New York City. Guests can bowl, dine and celebrate amid the scenery of a Prohibition-era speakeasy, an art deco palace, a Pop Art-inspired gallery or an iconic city neighborhood like Chinatown, Central Park or Coney Island (featuring graffiti murals by renowned street artist Jonas Never).

Address: 222 W. 44th St. New York, NY 10036

Phone: 212-680-0012

Website: bowlmor.com/location/ bowlmor-times-square

BROOKLYN MUSEUM

The Brooklyn Museum, one of the country’s most extensive and comprehensive art museums, is an extraordinary venue located in the heart of one of the world’s most creative and exciting urban centers: the borough of Brooklyn. The museum’s spaces provide stunning, one-of-a-kind backdrops for private events, including wedding ceremonies and receptions, cocktail parties and corporate events.

Address: 200 Eastern Pkwy. Brooklyn, NY 11238

Phone: 718-638-5000

Email: information@brooklynmuseum.org Website: brooklynmuseum.org

CENTRAL PARK ZOO

The Central Park Zoo is a unique event space that’s perfect for cocktail receptions and seated dinners. With the capability to seat up to 700 guests, the zoo’s open space has the

MANHATTAN CENTER

Modern and Versatile Infrastructure with World Renowned Elegance 50,000 square feet of flexible space conveniently located on 34th street between 8th and 9th avenues State-of-the-Art Technology to include audio, video, lighting, and television facilities Perfect for any event ranging from galas, receptions, and conferences to product launches, televised events, and large scale productions Mention this ad for special pricing.

Address: 311 W 34th St (Between 8th and 9th Aves), New York, NY 10001

Neighborhood: Midtown Phone: 646-293-1077

Contact: Jessica Rothstein Berman, vice president of sales Email: jrb@mc34.com Website: mc34.com

flexibility for any event, as it provides a nearly 200-foot-long, clear-top seasonal tent, along with options to add on connecting tents.

Furthermore, it offers guests moss-covered colonnades, which provide them additional covered space, along with a tranquil backdrop to any of their photos. Exclusive access to exhibits is also available for guests, depending on sunset times.

Address: 64th St. & Fifth Ave. New York, NY 10021

Phone: 212-439-6500

Email: events@wcs.org Website: centralparkzoo.com

CLASSIC CAR CLUB MANHATTAN

Interested in hosting an event that’s located within a truly unique waterfront setting?

Welcome to Classic Car Club at Pier 76 in Hudson River Park. Conveniently located across from Jacob Javits Center and Hudson Yards—and one block from the 7 train on Manhattan’s west side—the venue features 8,000 square feet of unobstructed space, 30-foot ceilings and 20-foot operable glass doors that open up to a sprawling, 3,200-square-foot outdoor terrace, which overlooks the Hudson River. A fleet of classic and exotic cars can either be made available for display or cleared out, depending on your preference. Classic Car Club has hosted events for groups as few as 30 people, as many as 1,400—and everything in between. And an open floor plan allows the space to accommodate as intimate and intricate of an event as you wish to have.

Address: 1 Pier 76, 408 12th Ave. New York, NY 10018

Phone: 212-229-2402

Email: info@classiccarclub.com Website: classiccarclubmanhattan.com

DAVE AND BUSTER’S

Dave and Buster’s is a multifaceted entertainment venue that features creative cuisine, custom cocktails and team-building activities, along with multiple meeting room options, complete with state-of-the-art audiovisual technology. A one-stop shop for all your needs, Dave and Buster’s is conveniently located in Times Square and accessible to a majority of New York City’s transit options. It infuses fun with the necessity of teambuilding for companies who are looking to build relationships, inspire competitiveness and offer the gift of fun to their employees and clients. And it is the perfect setting for meetings, cocktail events, product launches, and client and employee appreciation events.

Address: 234 W. 42nd St., Third Floor New York, NY 10036

Phone: 646-495-2015 Email: pete.thornfield@daveandbusters.com Website: daveandbusters.com/locations/ new-york-city-times-square

EMPIRE STEAK HOUSE

Empire Steak House stands out from the rest when it comes to food, service and ambience, as it provides guests the finest cuts of steaks, the freshest seafood and an extensive wine and cocktail list. Empire Steak House has two restaurants conveniently located on the east and west sides of Midtown Manhattan—on 50th Street and 54th Street. Also offering dedicated private dining coordinators, guests can plan and personalize their events, leading to unforgettable experiences. Whether guests are hosting a corporate event or celebrating a special occasion, Empire Steak House’s goal is to ensure quality and hospitality, so that planners will enjoy their event as much as their guests do!

Addresses: Empire Steak House East: 151 E. 50th St., New York, NY 10022

Empire Steak House West: 237 W. 54th St., New York, NY 10019

Phone: 212-582-6900 (east side) 212-586-9700 (west side)

Email: info50@empiresteakhousenyc.com Website: empiresteakhousenyc.com

LIBERTY SCIENCE CENTER

Planning an intimate dinner, a conference or a company holiday celebration? Gather in a soaring open atrium or a dramatic, glass-enclosed private room overlooking New York City and the Statue of Liberty.

Liberty Science Center is just minutes from Manhattan. Its meeting spaces and theaters are fully equipped for multimedia presentations, and its staff will expertly handle every detail. Host your next unforgettable event at Liberty Science Center.

Address: 222 Jersey City Blvd. Jersey City, NJ 07305

Phone: 201-253-1378 Email: specialevents@lsc.org Website: lsc.org/about-us/plan-an-event

THE ALTMAN BUILDING

The Altman Building is proud to celebrate over 22 years as a premier New York City landmark and historic event venue.

Established in 1896 as the carriage house for the B. Altman department store, The Altman Building is now a versatile, private event space, boasting 14,000 square feet over two floors. And its venue entrance is ground level and virtually column-free, providing unparalleled flexibility in event production—from large conferences and summits, to intimate social events and weddings. Offering a capacity of 400 to 750

MANHATTAN MANOR

Situated in the heart of bustling midtown, the Manhattan Manor holds one of Times Square’s best kept secrets. An independent, dedicated special events space for 20 years with one of the newest, most modern, divine spaces in New York. 7,000 square feet of luxurious space with gorgeous French doors, skylights, exposed brick, chandeliers, and spectacular views from Central Park to Times Square.

Manhattan Club is located on the second floor of Manhattan Manor with beautiful wooden paneling, custom lights, a classic oak bar, views along seventh avenue, silk curtains, and two built-in screens and projectors. It offers the perfect balance of elegance and practicality.

Skylight Room is the newest member of Manhattan Manor having been completed in 2019. Complete with skylights on three sides, 7 original chandeliers, a fireplace, mahogany floors, French Doors overlooking 52nd street and Seventh Avenue and views of the Ball Drop, it offers an original space that can be completely adapted to your unique event.

Combined with the professional in-house Catering staff and exquisite cuisine, this is most certainly a place to discover and experience.

Venue Capacity:

Manhattan Club – 250 Seated, 200 with Dance Floor Skylight Room – 260 Seated, 210 with Dance Floor

Address: 201 West 52nd Street. Between Broadway and 7th Avenues

Neighborhood: Times Square/Midtown Phone: 212-489-9595

Contact: Amanda Pilar Smith Email: amanda@manhattan manor.com Website: manhattanmanor.com

ONE LOCATION. TWO ICONIC VENUES.

HAMMERSTEIN BALLROOM GRAND BALLROOM

Modern and Versatile Infrastructure with World Renowned Elegance

50,000 square feet of flexible space conveniently located on 34th street between 8th and 9th avenues

State-of-the-Art Technology to include audio, video, lighting, and television facilities

Perfect for any events ranging from galas, receptions, and conferences to product launches, televised events, and large scale productions

Book Your Next Event at Manahttan Center. Mention this ad for special pricing.

Jessica Berman | 646-293-1077 | jrb@mc34.com

Dimitra Trakellis | 646-293-1078 | dmt@mc34.com

TUDOR CITY STEAKHOUSE

Space and privacy are prized, key components for a private party, yet they’re also rare commodities in New York City. Luckily, Tudor City Steakhouse offers the best of both worlds, allowing you to host your events in the heart of Manhattan—with various private dining options that will comfortably accommodate your party. Tudor City Steakhouse has the space, along with the taste, to exceed your events’ needs. We’re looking forward to making your party the most memorable and enjoyable experience possible!

Venue Capacity:

Indoor seated capacity: 150; standing: 250; outdoor patio area: seated and standing 40; roadway area: seated: 60, standing 75

Address: 45 Tudor City Place New York, NY 10017

Phone: 212-682-4000 Contact: Aida Lekic Email: events@tudorcitsteakhouse.com Website: tudorcitysteakhouse.com

guests, the unique Chelsea venue also strives to implement its motto daily: “Our Venue, Your Vision.”

Address: 135 W. 18th St. New York, NY 10011 Phone: 212-741-3400 Email: sales@altmanbldg.com Website: altmanbldg.com

THE GLASSHOUSE

Opened in summer 2020, The Glasshouse offers guests breathtaking views, cutting-edge technology and impeccable service. Its 75,000-square-foot space holds up to 1,850 guests and features waterfront-facing outdoor terraces, sweeping 360-degree views of Manhattan, pre-function spaces, VIP lounges and a state-of-the-art production infrastructure. In addition, its penthouse space has been designed as a canvas without bounds, as it provides guests the flexibility to host an array of large and small corporate, social and nonprofit events.

Featuring a built-in production infrastructure—AV, lighting, rigging, broadcast ready conduit, ultra-high bandwidth Internet and power distribution—The Glasshouse also has soundproof partitions that enable multiple room configurations for various event sizes.

Address: 660 12th Ave., Floor 6 New York, NY 10019

Phone: 212-242-7800

Email: info@theglasshouses.com Website: theglasshouses.com/the-glasshouse

UPSTAIRS AT THE KIMBERLY HOTEL

As The Kimberly Hotel’s highly regarded rooftop lounge, Upstairs at The Kimberly is a 3,000-square-foot space that boasts

360-degree views, retractable glass ceilings and walls, and ambient heated floors. Additionally, it has a main room that promises to be as elegant and inviting in the winter months as it is sunny and sophisticated during the summer season. Upstairs offers customizable menus, creative cocktails, indoor and outdoor space, and the perfect ambiance, ensuring it is a great location for any event. An evening “Upstairs” will be an experience like no other, as the lounge is focused on providing guests a refined service in a relaxed, luxurious setting. And it also offers a one-of-a-kind rooftop experience, leading to their desires to come back again and again.

Address: 145 E. 50th St. New York, NY 10022

Phone: 212-702-1685

Contact: Jordana Maurer, director of sales and events

Email: jmaurer@kimberlyhotel.com Website: upstairsnyc.com

WAVE HILL

A year-round destination with stunning views of the Hudson River and Palisades, Wave Hill is an extraordinary venue located just 30 minutes north of Manhattan. Due to the serene beauty of its celebrated gardens, along with its modern amenities, Wave Hill is an ideal location for your conference, corporate retreat or full-garden rental. Furthermore, Wave Hill House—its historic Hudson River mansion—fully engages your attendees’ senses by “bringing the outside in.” The mansion can accommodate 10 to 200 guests and is ADA-accessible; pricing includes flexible conference furniture, a wireless sound system, basic AV and high-speed Wi-Fi for your attendees.

Additionally, multiple spaces (with varying capacities) are available at one of New York City’s most serene, beautiful locations. Enhance your retreat experience with an after-hours cocktail hour or dinner.

Address: 675 W. 252nd St. Bronx, NY 10471

Phone: 718-549-3200 x 209 Contact: Carolyn Liv, director of corporate partnerships and conferences Email: carolynl@wavehill.org Website: wavehill.org

YANKEE STADIUM

Yankee Stadium is a cultural icon whose legacy is as rich as its character, and whose history is as striking as its façade. A year-round venue, this storied stadium has more than 60,000 square feet of event space for both publicly ticketed and private events. In addition, it offers you a part in its future, as it’s available to host corporate and social gatherings—from upscale parties to intimate get-togethers. Share in the tradition of Yankees greatness by hosting a legendary event, amid a backdrop in which legends are made.

Address: E. 161st St. Bronx, NY 10451

Phone: 646-977-8400

Email: events@yankees.com Website: yankees.com/events

Located in the heart of Manhattan and nestled in the beautiful and historic Tudor City complex, (the rst highrise residential building in the world), Tudor City Steakhouse is a traditional-”Old New York Style”steakhouse that offers a versatile menu and a variety of event spaces both inside and outside. Between the two- oor indoor dining spaces, outdoor terrace/roadway enclosed seating with gorgeous East River views, and private parks, we can accommodate up to 250 guests and cater to any and all events. With event-season returning in full-swing after a long year absent of celebrations and gatherings, it is only right to choose the best venue that will suit all of your needs, and Tudor City Steakhouse will do just that. From corporate events, to weddings, fundraising parties and presentations, however small or large, Tudor City Steakhouse has both the space and the taste to exceed your events’ needs. Please visit/contact us at events@tudorcitysteakhouse.com to submit your inquiry and begin planning!

said Daniel Garodnick, director of the Department of City Planning: “Whether that is unscrupulous behavior by landlords with little consequence or exorbitantly high rent or gentri cation pressures or homelessness, the list goes on. ey are the direct result of our lack of housing supply.”

e city is still producing housing at a rate far short of its need, and addressing the problem likely will require broad policy changes that go beyond individual project approvals, according to Garodnick

hood A when we built this much housing?’ it’s because you didn’t build that much more housing,” said Tracey Applebaum, co-founder of BedRock Real Estate Partners, one of the Innovation QNS developers. “ e city has really woken up to that.”

Prior City Councils supported residential development as well, but there is a bigger recognition now that the housing shortage is a citywide issue, meaning every part of the city should help solve it, said Brendan Cheney, policy director at the New York Housing Conference.

“It’s not like it’s gone from councils that were not pro-housing to pro-housing,” Cheney said, “but there does seem to be a shift and more of a focus on this need for housing in all neighborhoods.”

“By and large, the default is not going to be no,” Monell said. “ e default is going to be yes, and we’re going to gure out a way to get to yes.”

Still a ght e major projects recently green-lit by the council had lengthy roads to approval.

and others, but he said the recent spate of council yes votes is a significant step in the right direction.

Vibe shift

e concept of building more housing to help tackle a housing crisis seems straightforward enough. In the recent past, however, it’s been di cult for New York to stomach given the blame developers have faced for causing rents to spike in the rst place.

“When people point to, ‘How come rents went up in Neighbor-

Ryan Monell, vice president of government a airs at the Real Estate Board of New York, said the tone shift comes via leadership from the mayor’s and council speaker’s o ces. e tradition of member deference, in which the council backs the local representative when deciding whether to approve a project, is not dead. However, it’s clear in the current council that members cannot just say they are against a project and move on, Monell said. ey need a compelling reason to oppose it, and the end goal should be guring out a way to move it forward.

Halletts North, which is designed to have 1,340 apartments, had been in the works for roughly nine years before Councilwoman Ti any Cabán announced her support in September. Councilwoman Marjorie Velázquez strongly opposed the Bruckner Boulevard project in her district before reversing her stance in October. Councilwoman Julie Won held o on supporting Innovation QNS until the developers more than doubled the project’s affordable housing portion, from 711 units to 1,436.

“It’s not that we just need to build more housing, but it’s what type of housing that we need to build and what type of housing that we’re most excited for collectively,” Won said. “My council colleagues were very willing to hold the line with me to get as far as I possibly could.”

She acknowledged that there is demand for market-rate and luxury units in the city, but she said the severe housing crisis is at the a ordable level.

“If we want to talk about supply and demand, what there is is an unmet demand for a ordable housing,” she said.

Even with the recently approved developments, the city is not on pace for the amount of housing it needs, according to REBNY, which issued a report this year saying New York will require 560,000 additional housing units by 2030.

e City Council has approved 12,245 housing units this year. New York built 28,203 new homes last year, according to city statistics. e city is on pace to fall hundreds of thousands of units short of the REBNY gure.

Ramping up production will require broad changes, several housing advocates said.

“ e things that increase the capacity of the city to build are not site-by-site projects, like Innovation QNS or Halletts North or Bruckner Boulevard,” said Cea

e Department of City Planning said it is working on broader rezonings in neighborhoods including Morris Park and Parkchester in the Bronx and Crown Heights in Brooklyn.

Garodnick said the administration has proposed citywide zoning changes to help create tens of thousands of additional housing units per year.

“People are recognizing the enormity of our housing crisis and are stepping up to meet the moment,” he said. “In the last decade, we created 800,000 new jobs but only about 230,000 new homes.

“ e lack of supply here is a ecting everything.” ■

Mark your calendar to hear from U.S. Senator Charles E. Schumer, New York, interviewed live on stage by Crain’s New York Business Editor-in-Chief Cory Schouten. Find out how New York’s senior senator views the evolving U.S. political climate, how he gets big deals done in a divided Washington, and what’s needed to keep the state’s recovery on track amid economic turmoil.

U.S. Senator Charles E. Schumer New York

Weaver, campaign coordinator at Housing Justice for All. “It’s neighborhood-level rezonings.”

BUCK ENNIS

“PEOPLE ARE RECOGNIZING THE ENORMITY OF OUR HOUSING CRISIS.”

JULIE WON held out for double the affordable units

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DE addr. of LLC: c/o CSC, 251 Little Falls Dr., Wilmington, DE 19808. Cert. of Form. filed with Secy. of State, 401 Federal St., Dover, DE 19901.

Purpose: Any lawful activity.

Notice of Formation of EVERGREEN STAFFING LLC

Arts. of Org. filed with Secy. of State of NY (SSNY) on 11/07/22.

Office location: NY County. SSNY designated as agent of LLC upon whom process against it may be served. SSNY shall mail process to c/o Farrell Fritz, P.C., 400 RXR Plaza, Uniondale, NY 11556.

Purpose: Any lawful activity.

Office location: NY County. LLC formed in Delaware (DE) on 07/31/20. Princ. office of LLC: 520 Madison Ave., 21st Fl., NY, NY 10022. SSNY designated as agent of LLC upon whom process against it may be served. Original addr. of process was Corporation Service Co., 251 Little Falls Dr., Wilmington, DE 19808; however, as amended by Cert. of Change filed with SSNY on 10/19/22, 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, 401 Federal St., Dover, DE 19901.

Purpose: Digital asset financial services provider.

Notice of Formation of ONE GOD LLC Arts of Org filed with the Secy of State of NY (SSNY) on 11/1/22. Office location: NY County. SSNY designated as agent of LLC upon whom process against it may be served. SSNY shall mail process to One God LLC p.o. box 660102 Fresh Meadows, NY 11366. Purpose: For any lawful activity.

REQUEST FOR PROPOSAL

Wildlife Conservation Society (WCS) Request for Proposal: Construction Management Services, Prospect Park Zoo, Baboon Night Quarters & Exhibit. Proposal Due Date: January 31, 2023 (Electronic submission to bids@wcs.org). Pre-Proposal Conference Site Visit(In Person): Dec. 13, 2022. The project is funded by the City of New York through its Department of Parks and Recreation and is subject to certain NYC requirements and WCS policies. For a copy of the RFP please email ahowell@wcs.org.

Getir US, Inc. seeks Head of Operations-Supply Chain in NYC. Req. Bach in eng. or rel. + 4 yrs exp in sup. chain mgmt. 40% dom. & int’l travel. Pay range $156,000 to 175,000. Resume to tatiana.barbosa@getir.com

Senior Associate (The Carlyle Group Employee Co., LLC – New York, NY); Mult. pos. avail. Offer’g $200k to $210k. Assist in the execut’n of infrastructure credit transact’ns. Perform due diligence on the target project or company, includ’g review of commercial, technical & legal diligence aspects. F/T. Apply w/ resume to HR3@carlyle.com. Ref. JobID: 6137087.

POSITION AVAILABLE

Law firm, H&K seeks Associate resp for assist w/ representing wide range of domestic & int'l clients in transport & equip fin transactions, drafting & negotiating terms & provisions of all forms of leases, credit agreements & rel sec docs for leasing transactions & secured & unsecured asset-based financings involving aircraft, railcars, oil rigs & vessels. Rqmts: JD & 6 months of exp in occupation involving assessing compliance of bond docs w/ state laws & drafting checklists & ancillary docs for related municipal bond docs involving complex multi-party financing transactions. Must have passed NY Bar Exam. Wage range $96,262.00 - $370,000.00. Resume to H&K, Attn: Mr. Durham, 31 West 52 St, 11th floor NY, NY 10019.

envelope containing $50, which a migrant advocate handed to him as he stepped o a bus at the Port Authority terminal.

e next day, desperate to reach Maria, Alexander spent the cash on the least expensive smartphone he could nd, connected to free Wi-Fi and pulled up Facebook to message everyone he could think of. He reached someone who was with Maria. Her bus was on its way to Washington, D.C.

During the next two days, with the help of a fellow migrant they had met on their travels and a mutual aid group, Alexander coordinated a reunion. Relief washed over him two days later when Maria, who is 20, arrived at the Port Authority. She exited the bus with a travel pillow tucked under her arm and an electric-blue Minnie Mouse tote packed with clothes. Her frizzy brown hair was piled high into a bun. Her face lit up when she saw Alexander. But their joy was soon tempered by fresh concern about the hours, days and months ahead in an intimidating city.

Alexander and Maria are among the 24,000 migrants—now caught in a sort of limbo—who were sent since April by governors in Texas and Florida. e couple came to this country in search of jobs, like generations of immigrants before who helped build the city’s economy and many of its biggest companies. But it will take months at a minimum before they have a shot at a temporary legal pathway to work. Asylum seekers must wait ve months after applying just to seek work authorization.

Qualifying for asylum requires meeting a speci c threshold, and migrants who have departed countries solely due to economic hardship might not qualify.

To complicate matters, Alexander’s and Maria’s passports were con scated by federal immigration o cials at the Texas border. A lack of documentation can make it more challenging to access services. And a logjam of immigration cases in the courts means retrieving the documents could take years. e rst court date for Alexander and Maria with immigration o cials is scheduled for the summer of 2024.

In the meantime, they’ll be here, trying to get a handle on the complex bureaucracy they nd themselves caught in and scraping by on under-the-table work that could make them vulnerable to unscrupulous bosses and complicate their legal status in this country.

“We were determined to get here, but it’s been harder to be here than the road to get here,” Alexander said during one of a series of interviews in Spanish with Crain’s conducted over two months as the couple navigated their arrival. To protect the couple, Crain’s agreed not to use their last names or show their faces. “We just want to work to be able to pay rent. But without paperwork, we can’t work. So what

are we going to do?”

e Adams administration and city lawmakers have aggressively pressured the federal government to expedite asylum seekers’ work permit applications.

In September Shahana Hanif, who chairs the City Council’s immigration committee, along with a coalition of fellow council members, introduced a resolution calling on U.S. Citizenship and Immigration Services to process asylum seekers’ work permits within 30 days of receipt. Hanif has introduced a measure that would create an immigrant worker bill of rights, and she says she is exploring the legal feasibility of a sort of local work permit program.

“Is there a path here for a temporary local work authorization? Is there something creative that the council could provide?” Hanif said in an interview. “I’m not sure what’s possible, but it feels to me like when the federal government has not been able to fast-track these sorts of bottlenecks and hurdles, the city has been able to step up.”

Uncertain beginnings

Following their reunion, Alexander and Maria boarded a city-operated shuttle with other migrants en route to an intake shelter. e registration process continued for ve hours, sending them crisscrossing the city, until 2 a.m., when they landed in a 3-story, red-brick shelter in Brownsville, Brooklyn, near the rumble of the aboveground 3 train.

Meals are provided at the shelter—which the couple said they appreciate—but the o erings of burger patties and salad with cartons of milk that smell questionable are often unappetizing, Alexander said.

ere is no communal kitchen where they can cook for themselves—only a single microwave in the lobby shared by dozens.

Without an income, Alexander and Maria said, they have relied on the shelter for donated clothes and toiletries to stock their room, which has two twin beds, a couple of chairs and a dresser. ey share the bathroom down the hall with three other families.

e couple, with little knowledge of the neighborhood they now call home, walked the streets of Brownsville on a cool September evening to familiarize themselves with the area.

ey more resembled exhausted college students than a married couple seeking to rebuild their lives in a foreign country. Both were clad in clothes donated to their shelter: heather gray sweatpants and neon Crocs. Alexander’s hands were stu ed in the pockets of a cherry red pullover lettered with “I Amsterdam” across the chest. Maria shyly dgeted with her nails, painted in blue glitter.

Alexander and Maria both graduated from high school but couldn’t a ord college, they said. Maria said she had dreamed of studying medicine. ey struggled to earn a living wage in Venezuela, where in the past three months alone in ation has soared 359%. e pair, who were neighbors in the Andean city of Mérida, dated for three years before deciding to board a bus from Caracas through Colombia until they

reached the Darién Gap. ey traversed its swampy forests for eight days on foot before heading north with a group of fellow migrants on a series of buses, motorcycles and on foot.

“ e idea for coming to the U.S. was always to work,” Alexander said. “It’s not like we want things for free, but I didn’t know that once we arrived we were going to be confronted by this.”

Political ash point

e chaotic rst days of Alexander and Maria’s arrival played out in a similar way for many other migrants from Latin American countries. ousands were arriving each week in October, when Mayor Eric Adams declared a state of emergency. Many were bused from Texas and other southern border states in a political gambit by their Republican governors.

e arrivals have slowed due to a new rule that forced many Venezuelan asylum seekers to remain in Mexico. Another wave might begin soon, however, following a judge’s recent order to strike down a Trumpera measure that allowed o cials to swiftly remove migrants who illegally crossed the border. Zachary Iscol, commissioner of the city’s O ce of Emergency Management, acknowledged during a November brie ng that New York is bracing for more buses.

“A lot of it is going to depend upon what the federal government decides to do,” Iscol said.

New York’s status as a sanctuary city has served as a political ash point. e city’s right-to-shelter law adds a layer of complexity by requiring that New York provide shelter to anyone who asks. e Adams administration has scrambled to nd space for the new arrivals in the city’s already strained system, which currently houses more than 63,000 people. Converting hotels—58 of them—into emergency shelters is one strategy o cials are relying on. Early last month Adams projected that the migrant crisis could cost the city up to $1 billion by the end of the scal year in housing and services. He backtracked on that assessment once federal aid kicked in. Still, the Independent Budget O ce estimates that, based on the asylum seekers in early November, the city will spend at least $596 million over the course of the year.

“ e top three areas, for me, to focus the dollars on,” Hanif said, “are legal services, community-based organizations like mutual aid work helping families, and then our schools as we continue to enroll stu-

Building a life

At the Brownsville shelter, Alexander and Maria have sought to develop a routine. ey rise early to canvas area restaurants, delis and stores for “informal” work opportunities.

e 9 p.m. curfew at the shelter limits their work options.

Maria, who is about six months pregnant, attends monthly prenatal checkups at a nearby hospital. Both meet biweekly with a city social worker, but often the hurried appointments leave Alexander and Maria with more questions than answers, they said, about accessing social and legal services.

One comfort is their Sunday ritual of attending services at a Protestant church, where an employee occasionally pays Alexander to clean and do odd jobs.

“Our solution is to go out and try to nd our own sustenance,” Alexander said. “We got to this country, and we don’t know anything about the laws here, so it’s hard.”

“It’s di cult,” Maria agreed. “It makes me miss Venezuela and our family. We sometimes regret coming.”

Only some migrants are eligible for temporary work authorization from the federal government, and asylum seekers are among them. Once migrants apply for asylum, which must be done within the rst year of arriving, they must then wait 150 days before seeking employment authorization.

e tangle of procedural steps can present a challenge for new arrivals, said Deborah Lee, attorney-incharge at the Legal Aid Society’s immigration law unit.

“ ere are some exceptions, but that one-year ling deadline generally applies to everyone, even if you didn’t know about it,” Lee said. “So the clock is ticking on that one year, and oftentimes people don’t know. ey may be focused on seeking services or it may take them a while to even get a legal consultation.”

at’s the case for Alexander and Maria, who have prioritized day-today living concerns. e couple are in the process of seeking an attorney to assist with their case.

eir situation has been complicated by their lack of documents.

“[Immigration o cials] gave us a little bag and they told us, ‘Put all your IDs in there,’ and we thought they were going to give that back, but they didn’t,” Alexander said. “ ey simply said, ‘A judge will return them to you.’ But can you imagine? Our court date with the judge is

scheduled for 2024.”

A lack of documentation can slow down the asylum process and thus the path to work authorization; it also can make it harder to access certain social services, experts said. Con scated documents can pose a particular challenge for Venezuelan migrants who are seeking asylum, said Murad Awawdeh, executive director of the New York Immigration Coalition, which represents 200 immigrant and refugee rights groups in New York.

“For those who don’t actually get these documents back, once they get to the city, it’s even harder to get new ones because there isn’t a standing embassy or consulate here,” Awawdeh said. It can also be “tricky,” he said, when asylum seekers require the cooperation of the very country they are eeing.

“It just sets them up for having even more barriers,” he said.

e need for legal services to help migrants navigate these systems is overwhelming, one in which the city is investing more than $65 million to support 15 programs at accessible venues such as city-run centers, libraries and schools, according to the Mayor’s O ce of Immigrant Affairs.

New arrivals disembarking from buses receive informational yers that include immigration FAQs and instructions for scheduling appointments at the federally funded Immigration Court Helpdesk program in Lower Manhattan.

At a new resource center for asylum seekers in Midtown, the city offers sessions describing available legal services, but the high demand means it can take months to actually land an appointment. e city recently launched eight additional resource centers across the boroughs to address the staggering demand for support.

“Every organization that is doing this work is incredibly stretched,” Awawdeh said, “and would need to do a massive hire-up to really move forward some of this work.”

e New York Immigration Coalition, he said, is urging the state and city to each kick in an additional $10 million for emergency immigration legal services as part of a package of the coalition’s suggested reforms to better support migrants.

“It’s going to continuously be a challenge until we get a real infusion of exible funding to support every aspect of these individuals’ lives,” Awawdeh said.

In a word, Alexander and Maria describe their situation here as “complicado.” e couple are frank about the confusing mix of regret and hope they feel.

Maria said she did not make the journey intending to have a baby in the U.S. e couple found out she was pregnant after she su ered morning sickness while traveling and took a pregnancy test in Honduras. If they had known, the pair said, they wouldn’t have left their families in Venezuela.

ey won’t have a nursery to bring the baby home to in the shelter, but Alexander has managed to nd regular work painting cars in an auto-body shop for $400 per week— an informal arrangement—so they’re able to save for formula, diapers and other essentials.

“Little by little,” Alexander said. “It was hard not to do anything.” ■

dents of asylum-seeking families and work to get people settled.”

BUCK ENNIS

IMMIGRANT families are living in temporary shelters throughout the city, including in Brownsville.

AGE 40

GREW UP Los Angeles

RESIDES Tribeca

EDUCATION Bachelor’s in economics, Wharton at University of Pennsylvania

MIXOLOGY MOONLIGHTING

Herschenfeld claims that he can challenge any bartender on earth to a martini-making competition and win.

WEST COAST ROOTS The California native is currently learning how to surf, even though he now lives in Manhattan.

COMPETITIVE CHOPS He played Division 1 soccer at the University of Pennsylvania.

RAPPER’S DELIGHT

Herschenfeld is a big fan of hip-hop, naming Dr. Dre, 2Pac, Snoop Dogg, Jay-Z, the Wu-Tang Clan and Drake as among his favorite artists.

BY NATALIE SACHMECHI

Brett Herschenfeld has spent his entire 18-year career at real estate investment trust SL Green chasing opportunities no one else has spotted. It’s how he worked his way up to the title executive vice president of “retail & opportunistic.”

In 2012 he convinced Pace University to revitalize its campus in the Financial District by building three new dorms. From there he oversaw the construction of luxury residences atop the Giorgio Armani store on Madison Avenue. He is now leading the charge on SL Green’s newest venture: bidding for a license to build a high-end casino in Times Square.

“For my deals, you have to go out, make a deal with the tenants, the owner, buy tenants out of their space. You have to do 10 or 20 deals along the way,” Herschenfeld said. “If one of those fails, the whole thing

falls apart.”

He started at the rm as an analyst in 2004, but his career really began a few months in, when his supervisor called in sick one day, leaving him to ll in for her in a meeting between rm president Andrew Mathias and real estate investor Je Sutton.

“At that time he was just a guy named Je Sutton,” Herschenfeld recalled. Today Sutton is the president of Wharton Properties, one of the largest private owners of retail space in Manhattan. ey went around the city together, buying up retail properties in joint ventures between Wharton and SL Green.

Sutton became one of Herschenfeld’s mentors, teaching him the unspoken rules of the business.

From 2004 through 2011, the duo worked on deals for American Eagle, Express, Aeropostale, Nike, Givenchy and Alexander McQueen. ey would purchase buildings together, then lease them to tenants. en SL Green wanted Herschen-

feld to make such deals on his own.

When New York approved legislation for three new downstate casinos, Herschenfeld made calls to several of the largest gaming and hospitality companies to form a partnership to bid on one of the licenses. Wynn, Hard Rock and Sands all told him no.

In October SL Green announced its partnership with Caesar’s, planning to turn its o ce building at 1515 Broadway into a destination for gambling, restaurants and a hotel.

“I would have called Caesar’s a long time ago, but word on the street was they weren’t going to participate,” Herschenfeld said. “If this thing comes together, it's because we made 200 individual deals to make this one big deal.”

For Herschenfeld, it’s great when opportunity knocks, but he also knows when to go looking for it.

“When I come in every day, there’s no agenda,” he said. “It’s like, ‘Go gure something out.’ ” ■

BUCK ENNIS

HERSCHENFELD and SL Green have teamed up with Caesar’s in a bid to put a casino in Times Square.

future of NYC

SENATOR LEROY COMRIE SPONSOR SPEAKER Chairman of Committee on Corporations, Authorities, and Commissions 14th Senate District

SARAH M. KAUFMAN Interim Executive Director NYU Rudin Center for Transportation

TOM