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Tag: partners

  • Long Island firm promotes three attorneys to partner | Long Island Business News

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    A Uniondale-based has promoted three attorneys to partner. Ruskin Moscou Faltischek announced that Andrew Garbarino, Kera Reed and Michael Schoenberg are now at the firm.

    “On behalf of the firm, I congratulate Andrew, Kera, and Michael on their well-deserved promotions,” Adam Silvers, managing partner of Ruskin Moscou Faltischek, said in a news release about the new partners.

    “They have each demonstrated remarkable talent, dedication, and leadership throughout their time here,” Silvers added. “Their promotion reflects not only their individual accomplishments but also their commitment to delivering outstanding results for our clients. We are proud to recognize their contributions and look forward to their continued impact on the firm’s growth and success.”

    Garbarino is co-chair of the firm’s and Investigations and Crisis Management practice groups and a member of the firm’s Health Law Department, as well as the Cybersecurity and Data Privacy, Not-For-Profit, Alternative Dispute Resolution, and Blockchain and Digital Asset practice groups. He represents corporations, hospitals, law firms and individuals, including CEOs, chief financial officers, lawyers, bankers, law enforcement personnel and healthcare professionals accused of or affected by criminal, professional or other misconduct. Garbarino has extensive experience with regulatory agencies, including the Securities and Exchange Commission and Financial Industry Regulatory Authority. He advises law firms and attorneys on Attorney Grievance Committee matters and proceedings before the New York State Commission on Judicial Conduct, and led internal investigations for municipalities, hospitals, medical practices, law firms and businesses. Garbarino serves as vice president of the board of the Association for Mental Health and Wellness and is active in state and national bar associations, including white-collar, ethics and cybercrime committees.

    Reed is a member of the firm’s Trusts and Estates Department and the Alternative Dispute Resolution and Estate, Trust and Fiduciary Litigation practice group. She handles Surrogate’s Court proceedings, guardianships, fiduciary accountings, and state and federal estate tax matters. Reed is qualified to serve as guardian ad litem and mediator in Surrogate’s Court and as counsel and court evaluator in Supreme Court guardianships. She is co-chair of the New York State Bar Association Dispute Resolution Section’s Trusts & Estates Committee, a member of the New York State Office of Court Administration E-Filing Advisory Committee, and the immediate past president of the Suffolk County Women’s Bar Association.

    Schoenberg is a member of the firm’s Litigation and Health Law departments and participates in the Alternative Dispute Resolution, Employment, Insurance & Reinsurance Litigation, Dispute Resolution, Transactions and Not-For-Profit practice groups. He has experience in federal and state courts, as well as arbitration and mediation, representing individuals and companies in commercial litigation, including shareholder disputes, business torts, trade secret and unfair competition cases, real estate disputes and employment discrimination. He advises insurers, insureds and policyholders on insurance coverage matters, including professional liability and directors and officers claims. Schoenberg serves on the boards of the Long Island chapter of the Crohn’s & Colitis Foundation, Congregation Beth Ohr in Bellmore, and L.I. Against Domestic Violence.

    The firm also announced the promotion of Rachel Morgenstern, who is now of counsel. Morgenstern is a member of the firm’s Commercial Litigation Department. She is also a member of the Fine Art Law, Estate, Trust and Fiduciary Litigation, Employment, and the Insurance Litigation practice groups.


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    Adina Genn

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  • Get Rid of the ‘Kiddie Table’ At Work and Treat Employees Like Engaged Partners

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    This holiday season, it’s likely that you gathered with a group of family or friends. As the table filled and conversation deepened, the youngest members were likely ushered away. “You’ll have more fun over there,” an adult said, pointing toward a smaller table with paper plates, juice boxes, and a vague promise of fun. The kids comply, not because they agree, but because they’re told this is where they belong. 

    Most companies treat employees like children at the kiddie table: present, necessary, but excluded from the real happenings. Leadership gathers at the “adult table,” where strategy is debated, risks are weighed, and decisions are made. Employees are invited to execute, not to contribute. They’re informed after the fact, not engaged beforehand. At the kiddie table, children are given tasks: eat your food, stay in your seat, don’t make a mess. At work, employees are given job descriptions, KPIs, and tightly scoped responsibilities. “That’s above your pay grade,” is the corporate equivalent of “You wouldn’t understand.” What’s lost in both scenarios is potential. 

    Why the kiddie table kills performance 

    Research from the Journal of Business and Management shows people’s professional behavior tends to follow the expectations given them. In the Golem effect, leaders expect low performance from a subordinate, causing the very behavior they predict. If the Golem effect lowers employee performance, the Pygmalion effect does the opposite—here, a leader anticipates high performance, which improves performance outcomes. 

    Children at the kiddie table are far more perceptive than adults give them credit for. They hear snippets of conversation, notice tension, excitement, and contradiction, and ask inconvenient questions. Sometimes, they say things that cut through the noise with surprising clarity. However, because they are young, their insights are dismissed. 

    Employees are no different. The people closest to the work—customers, systems, and friction points—often see problems and opportunities long before leadership does. Yet many organizations treat that proximity as a liability rather than an asset. Input is filtered, sanitized, or ignored entirely. Control feels safer than trust. 

    Nurturing responsible contributors 

    On the flip side, when you treat people like partners, they act like partners—empowered, decisive, resilient, and capable of carrying real weight when things get tough. This isn’t just a pep talk. It’s how psychological ownership works. The Journal of Consumer Research found that when people feel a sense of ownership over a task or organization, they go above and beyond to protect and improve it. In other words, if I feel like I’m at the grownups’ table, I’ll act like a grownup. 

    Like overprotective parents, leaders often believe they’re sheltering their teams by keeping finances, potential layoffs, and client risk private. But insulation breeds infantilization. If employees don’t see the true economics, they can’t connect their work to outcomes. 

    Go inside one interesting founder-led company each day to find out how its strategy works, and what risk factors it faces. Sign up for 1 Smart Business Story from Inc. on Beehiiv.

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    Bill Fotsch

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  • Starbucks announces significant store closures and layoffs

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    Starbucks is taking “significant action” to turn around its struggling business, closing a large number of cafés and announcing a second round of layoffs at its headquarters as part of CEO Brian Niccol’s efforts to resuscitate the troubled chain.Niccol announced Thursday that Starbucks will close hundreds of stores this month, or about 1% of its locations. The company had 18,734 North American locations at the end of June, and the company said it will end September with 18,300 stores.The company expects its restructuring efforts will cost $1 billion. Shares of Starbucks were flat in premarket trading.In a letter to employees, Niccol said the company underwent a review of its footprint and the locations that will close were ones “unable to create the physical environment our customers and partners expect, or where we don’t see a path to financial performance.”Starbucks often closes locations for a variety of reasons, including underperformance. But Niccol said this larger-scale effort is more substantial.”This is a more significant action that we understand will impact partners and customers. Our coffeehouses are centers of the community, and closing any location is difficult,” he said.Despite the hundreds of closures, which will take place before the end of the company’s fiscal year next week, Starbucks said it will return to growth mode, and it also plans to remodel more than 1,000 locations. The new look for Starbucks features cozier chairs, more power outlets and warmer colors.In addition to the store closures, Starbucks announced an additional 900 corporate layoffs, on top of the roughly 1,000 layoffs in February. Affected employees will be notified on Friday and will receive “generous severance and support packages.” Also, “many” open positions will be closed, he announced.”I know these decisions impact our partners and their families, and we did not make them lightly,” Niccol wrote. “I believe these steps are necessary to build a better, stronger and more resilient Starbucks that deepens its impact on the world and creates more opportunities for our partners, suppliers and the communities we serve.”One year onNiccol joined Starbucks about a year ago, hoping to revive the storied coffee chain. However, the financial results haven’t come to fruition, with the stock down about 12% and sales haven’t turned around.He’s pared back the menu by about 30%, while also introducing new items to keep the brand on trend, like protein toppings and coconut water. Food is also getting a revamp, with new croissants and baked goods being rolled out.In addition to remodels, smaller touches have been integrated, like bringing back self-serve milk and sugar stations as well as doodles on coffee cups. The company also tweaked its name to “Starbucks Coffee Company” to reinforce its coffee roots.However, his changes have butted heads with some baristas, including uniform changes that sparked a lawsuit. And some new drinks are causing stress for baristas because they are overcomplicated to make during peak times.

    Starbucks is taking “significant action” to turn around its struggling business, closing a large number of cafés and announcing a second round of layoffs at its headquarters as part of CEO Brian Niccol’s efforts to resuscitate the troubled chain.

    Niccol announced Thursday that Starbucks will close hundreds of stores this month, or about 1% of its locations. The company had 18,734 North American locations at the end of June, and the company said it will end September with 18,300 stores.

    The company expects its restructuring efforts will cost $1 billion. Shares of Starbucks were flat in premarket trading.

    In a letter to employees, Niccol said the company underwent a review of its footprint and the locations that will close were ones “unable to create the physical environment our customers and partners expect, or where we don’t see a path to financial performance.”

    Starbucks often closes locations for a variety of reasons, including underperformance. But Niccol said this larger-scale effort is more substantial.

    “This is a more significant action that we understand will impact partners and customers. Our coffeehouses are centers of the community, and closing any location is difficult,” he said.

    Despite the hundreds of closures, which will take place before the end of the company’s fiscal year next week, Starbucks said it will return to growth mode, and it also plans to remodel more than 1,000 locations. The new look for Starbucks features cozier chairs, more power outlets and warmer colors.

    In addition to the store closures, Starbucks announced an additional 900 corporate layoffs, on top of the roughly 1,000 layoffs in February. Affected employees will be notified on Friday and will receive “generous severance and support packages.” Also, “many” open positions will be closed, he announced.

    “I know these decisions impact our partners and their families, and we did not make them lightly,” Niccol wrote. “I believe these steps are necessary to build a better, stronger and more resilient Starbucks that deepens its impact on the world and creates more opportunities for our partners, suppliers and the communities we serve.”

    One year on

    Niccol joined Starbucks about a year ago, hoping to revive the storied coffee chain. However, the financial results haven’t come to fruition, with the stock down about 12% and sales haven’t turned around.

    He’s pared back the menu by about 30%, while also introducing new items to keep the brand on trend, like protein toppings and coconut water. Food is also getting a revamp, with new croissants and baked goods being rolled out.

    In addition to remodels, smaller touches have been integrated, like bringing back self-serve milk and sugar stations as well as doodles on coffee cups. The company also tweaked its name to “Starbucks Coffee Company” to reinforce its coffee roots.

    However, his changes have butted heads with some baristas, including uniform changes that sparked a lawsuit. And some new drinks are causing stress for baristas because they are overcomplicated to make during peak times.

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  • Pequod’s Partners With a Charity Pop-Up Dynamo on Its First-Ever White Deep-Dish Pizza

    Pequod’s Partners With a Charity Pop-Up Dynamo on Its First-Ever White Deep-Dish Pizza

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    In the 54-year history of Pequod’s Pizza, a white pie has allegedly never appeared on the menu. The deep-dish pizzeria, with locations in Lincoln Park and suburban Morton Grove, is known for its savory caramelized rings of crust that surround the pie. The sausage and pepperoni are the top sellers, but no matter personal preference — even pineapple — the popular pizzeria has never regularly offered a pie without tomato sauce, according to Pequod’s management.

    Home cook Billy Zureikat is about to change that, offering a deep-dish version of his Tripping Billy pizza every Wednesday in May at Pequod’s in Lincoln Park. Zureikat, known in Chicago’s culinary circles as “Billy Z,” has raised $50,000 to support the Muscular Dystrophy Association through various Tripping Billy pop-ups at Chicago restaurants like Paulie Gee’s, Bang Bang Pie, and Pizza Matta. Those he’s deviated from pizza — he’s sold sandwiches at Tempesta Market, for example — he incorporates a creamy shishito pepper sauce, corn, mozzarella, cheddar, and pickled jalapeños into a special with proceeds going to MDA.

    Billy Zureikat (right) and Pequod’s assistant general manager Brian Kaminski.

    Tripping Billy is a kind of alter ego for Zureikat. It took doctors eight years to provide a proper reason for why he would trip and fall while playing basketball. Healthcare professionals would later diagnose him with limb-girdle muscular dystrophy. A rabid sports fan unable to play basketball due to the rare disease, Zureikat poured his passion into baking. The idea for the pizza came after a few summer visits to farmers markets where he came away with a horde of shishitos. He turned them into a cream sauce which serves as a base for his pizza. He held a pop-up at Paulie Gee’s Pizza in Logan Square in 2021 and has been rolling since, tapping into his contacts from his former gig working radio for ESPN Chicago, WMVP 1000.

    Customers wanting to taste the Tripping Billy at Pequod’s can stop by or call the pizzeria on Wednesdays starting on May 1 to make a carryout order. The two parties are hopeful of expanding their partnership on other days, but that depends on the demand. Check Zureikat’s Instagram page for more updates.

    Pequod’s x Billy Z pop-up for carryout, every Wednesday through May.

    A shishito cream sauce, corn, and cheddar power the pizza.

    A person putting pizza into the oven.

    A pizza takes about 25 minutes to bake.

    This is the second deep-dish pie on the Tripping Billy tour; Millie’s Pizza in the Pan was the first.

    The pizza is garnished with green onions and a pepper.

    There aren’t a lot of white deep-dish pizzas.

    Billy Zureikat wants to use his platform to help those with accesibility issues.

    The pizza is available for carryout every Wednesday through May.

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    Ashok Selvam

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  • Work begins on transformative condo and hotel development in Beverly Hills

    Work begins on transformative condo and hotel development in Beverly Hills

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    Construction has begun on One Beverly Hills, a nearly $5-billion condominium and hotel complex that promises to transform the Beverly Hills skyline and be a commanding presence on its western edge.

    With tall greenery-laden towers standing over a sprawling garden, the complex set to open by early 2028 is expected to house some of the priciest condos and hotel suites in the country, as developers seek to capitalize on the city’s international reputation for luxury and celebrity.

    Owners of the property at Wilshire and Santa Monica boulevards ceremonially broke ground Thursday on what they call a 17.5-acre “urban resort” that will unify the neighboring Beverly Hilton and Waldorf Astoria hotels with condo high-rises, 8.5-acres of botanical gardens and the first ultra-deluxe Aman hotel on the West Coast.

    Rendering of an entrance to One Beverly Hills on Santa Monica Boulevard near the retail portion of the complex.

    (Foster + Partners)

    The scope of the complex, which will have by far the two tallest towers in Beverly Hills, marks a departure from years past when the city made a point of keeping its commercial buildings small scale compared to next-door neighbors Los Angeles and West Hollywood.

    “Candidly, I think it marks a new generation of Beverly hills,” Mayor Julian Gold said. “Cities need to grow just like people grow. They can’t be stagnant, they cannot stay only the way they were.”

    One Beverly Hills will be “new and fresh in a big way,” he said. “The investment is enormous. It will redefine luxury in Beverly Hills.”

    The Beverly Hills City Council approved the project in 2021 over the objection of Councilmember and former Mayor John Mirisch, who called the proposed development “elitist, exclusive and exclusionary.”

    “Without affordable housing, the project has turned into a castle-fortress of exclusion,” Mirisch told the other four council members.

    Current Mayor Gold said tax revenue from One Beverly Hills will be used to fund affordable housing in other parts of the city. He estimated that the complex will generate tens of millions of dollars in annual taxes for the city.

    The two towers — 26 and 32 stories — will have a combined total of fewer than 200 condos. The number is variable because people may buy more than one unit and combine them, developer Jonathan Goldstein of Cain International said.

    Prices have not yet been set, but Beverly Hills is one of the most expensive housing markets in the country and units can be expected to cost tens of millions of dollars. Recent top-tier luxury condo listings in the Los Angeles area range from $20 million to $50 million.

    The tower residences will be branded and serviced by Aman, a Swiss company owned by Russian-born real estate developer Vlad Doronin, that was described by Forbes as “the world’s most preeminent resort brand” and attracts such affluent guests as Bill Gates, Mark Zuckerberg, and George and Amal Clooney.

    Aman is best known for its small resorts in tropical locales or historically significant properties such as a 16th century palazzo in Venice, but also has urban outposts in Tokyo and New York, where suites start at about $1,800 a night.

    The Aman in Beverly Hills will have 75 suites in a 10-story building. It will also have a club that members can join for a price. Its New York club made news in 2022 by charging an initiation fee of as much as $200,000 while receiving mixed reviews in local publications. Residents in the Bevery Hills condos may receive Aman services such as housekeeping and room service.

    The most public aspect of One Beverly Hills will be the gardens designed by Los Angeles architecture firm RIOS, which also designed the 12-acre Gloria Molina Grand Park in downtown Los Angeles and created a new master plan for Descanso Gardens in La Cañada Flintridge.

    RIOS’ plan for One Beverly Hills calls for distinct sets of botanical gardens intended to reflect the diverse landscape of Southern California with mostly drought-resistant native plants living on recycled water. The gardens will have more than 200 species of plants and trees including palms, oaks, sycamores, succulents and olives.

    The Beverly Hilton hotel will receive renovations as part of the project.

    The Beverly Hilton hotel will receive renovations as part of the project.

    (Foster + Partners)

    “I am really interested in pursuing what a botanical environment is for the 21st century,” firm founder Mark Rios said when the project was first announced. It will consume tons of carbon dioxide while “teaching people that drought-quality planting doesn’t mean cactus.”

    About half of the gardens will be for the exclusive use of residents, Aman club members and hotel guests. The rest of the gardens will be open to the public.

    One Beverly Hills is “one of the biggest projects in North America,” with a total cost of between $4 billion and $5 billion, said Goldstein, chief executive of Cain International. The London-based investment firm is overseeing the development with OKO Group, an international real estate development firm created by Doronin, who called Beverly Hills “the natural next step for Aman as we continue our strategic growth into the world’s finest urban centers.”

    The development will produce more than 2,700 direct construction jobs, Cain International said. It estimated that One Beverly Hills will generate about $40 billion in total local spending across 30 years, $9 billion of which will be new.

    One Beverly Hills was master planned by Foster + Partners, with Aman designs by KHA (Kerry Hill Architects) of Australia and Singapore. London-based Foster + Partners is led by Norman Foster, an English lord perhaps best known for designing a landmark lipstick-like skyscraper in London known as the Gherkin and the hoop-shaped Apple Inc. headquarters in Cupertino, Calif.

    Significant upgrades and restorations to the historic Beverly Hilton will also take place as part of the project, Cain International said. The Beverly Hilton was hotelier Conrad Hilton’s most luxurious property when it opened in 1955 and has been the home to the annual Golden Globe Awards since 1961.

    One Beverly Hills will include shops and restaurants intended to complement the city’s upscale retail areas, Goldstein said.

    Most of the early interest in buying condos is from local residents looking to leave their large homes, he said, along with international buyers familiar with Aman hotels.

    Although the neighborhood is dominated by single-family homes, Beverly Hills real estate agent Bret Parsons of Compass said interest in condos has grown in recent years.

    “We have an aging population in Southern California who need to downsize and we don’t have enough one-level homes for this affluent population to move to,” Parsons said. “Condos are very appealing for an older person because they can be very, very luxurious, on one level, and you get all the services you can imagine.”

    The One Beverly Hills property includes vacant land formerly occupied by a famed Robinsons-May department store that sits west of the hotels. The site was considered one of the most desirable real estate development sites in the country but has lain fallow for years as previous plans to develop it failed to materialize. Cain International was able to secure control of the vacant land and existing hotel property and unite them in the new project designed by Foster.

    A guest suite at the Aman with a private pool.

    A guest suite at the Aman with a private pool.

    (Kerry Hill Architects)

    Merv Griffin Way, which cuts between the two parcels, will be covered by a new level that supports the gardens but remain a pass-through between Santa Monica and Wilshire boulevards. The garden will also cover an underground garage for 1,800 vehicles.

    “This is our western gateway,” the mayor said. “As you enter Beverly hills, it will be amazing.”

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    Roger Vincent

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  • Austin Pets Alive! | Ready, Set, Rally!

    Austin Pets Alive! | Ready, Set, Rally!

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    Feb 13, 2023

    As one of Austin Subaru’s 2023 “pillar partners,” APA! has the opportunity to attend several events hosted or sponsored by the philanthropic company throughout the year!

    Ready, Set, Rally was the first of these events, which took place on February 4th. Austin Subaru recently welcomed a “dealership dog” and used this event to welcome Rally to the team!

    Taking place just days after one of Austin’s historic winter weather events, this event was welcomed with the warmth of the sunshine and the event hosted 250+ people who were, no doubt, excited to meet Rally and enjoy the sun after several days of navigating ice covering the city.

    APA!, along with Austin Subaru’s six other 2023 pillar partners, took the opportunity to connect with event-goers to share more about our organization and how we serve this community. In addition, we hosted a pet adoption!

    Several dogs, including Elastigirl and Mr. Bane came out with their fosters to enjoy the event. One of our puppers even found their loving home! Getting to show off our foster dogs is always a ton of fun, but even better when they find their adoptive homes!

    We’re looking forward to a full year of partnering with our friends at Austin Subaru and are grateful to be one of their pillar partners!

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