Podcast appearances and mentions of dan doctoroff

On this long holiday weekend, some recent book interviews:Nicholas Kristof, opinion columnist for The New York Times and author of several books, including a new memoir, Chasing Hope (Penguin Random House, 2024), reflects on his long career covering tough stories, including war, genocide and addiction, and explains how he remains optimistic despite it all.Luis A. Miranda, Jr. , founder of the political consulting firm MirRam, founding president of the Hispanic Federation and the author of Relentless: My Story of the Latino Spirit that is Transforming America (Hachette Books, 2024), shares his story of his life and work in NYC politics (and as the father of Lin Manuel).Richard Ocejo, professor of sociology at John Jay College and the Graduate Center, City University of New York, and the author of Sixty Miles Upriver: Gentrification and Race in a Small American City (Princeton University Press, 2024), examines the effect on racial and income balance in the Hudson Valley's Newburgh, NY, of an influx of wealthier remote workers from NYC and its suburbs.Now facing a diagnosis of ALS, Dan Doctoroff, founder and chairman of the research foundation Target ALS, former president and CEO of Bloomberg LP and Sidewalk Labs, New York City deputy mayor for economic development and rebuilding (2002-2007) and the subject of The Urbanist: Dan Doctoroff and the Rise of New York (Phaidon, 2024), looks about his impact on the City after 9/11 under Mayor Bloomberg and the new book that celebrates his achievements.Anne Curzan, University of Michigan professor of English language and literature, linguistics, and education and the author of Says Who?: A Kinder, Funner Usage Guide for Everyone Who Cares About Words (Crown, 2024), offers her guide to English usage, where the 'rules' started and how to use them. These interviews were lightly edited for time and clarity and the original web versions are available here:Nicholas Kristof's Optimism (May 15, 2024)Luis Miranda's 'Latino Spirit' (May 7, 2024)When Gentrification Leaves the City (May 30, 2024)Dan Doctoroff's New York (Apr 18, 2024)A 'Funner' Guide to Language Usage (Mar 26, 2024)

Dan Doctoroff is the New Yorker largely responsible for rebuilding New York after 9/11. The legacy of his long career in business and government includes his oversight as deputy mayor in the creation of now-iconic spots: Hudson Yards, the High Line, Brooklyn Bridge Park, the new World Trade Center. Doctoroff reflects on his life and career two years after receiving his ALS diagnosis and shortly after learning about a project that celebrates his contributions to New York. In a surprise tribute, his friends and colleagues wrote, “The Urbanist: Dan Doctoroff and the Rise of New York.” Andrew Ross Sorkin sits down with Doctoroff in the Whitney Museum for a look at his legacy and his supercharged nonprofit venture, Target ALS, in this special Memorial Day episode.  In this episode:Andrew Ross Sorkin,@andrewrsorkinKatie Kramer,@Kramer_Katie

Now facing a diagnosis of ALS, Dan Doctoroff, founder and chairman of the research foundation Target ALS, former president and CEO of Bloomberg LP and Sidewalk Labs, former New York City deputy mayor for economic development and rebuilding (2002-2007) and the subject of The Urbanist: Dan Doctoroff and the Rise of New York (Phaidon, 2024), talks about his impact on the city after 9/11 under Mayor Bloomberg and the new book that celebrates his achievements.

For three decades, Dan Doctoroff's vision for cities–and how technology can make them better–has shaped how we think about urban centers in the US. Perhaps more than anyone, he brought forward the initiatives that made NYC what it is today: the Highline, Barclays Center, Long Island City Waterfront, Hudson Yards and Citi Bike, among many. Doctoroff's dreams, sweat, and speed are behind all of them.In this conversation, hosted by Thesis Driven editor Brad Hargreaves, Doctoroff walks us through 30 years beginning with NYC's ambitious bid to host the Olympics. While the bid failed, it became a blueprint of values and plans that would drive his priorities as NYC's Deputy Mayor for Economic Development, the leader of the PlaNYC initiative, and the founder of Sidewalk Labs, a company dedicated to improving cities through technology.Doctoroff draws upon his experience with large projects to discuss how he tackles complex initiatives with multiple stakeholders, including his success and failures along the way. Through it, he has advice for entrepreneurs and innovators with big aspirations, from building new cities to getting companies off the ground. He also discusses the importance of storytelling and narrative when doing anything meaningful at scale.The conversation wraps with Doctoroff discussing the path he has taken since leaving Sidewalk Labs. Four years ago, he was diagnosed with ALS and has since dedicated himself to researching, changing and funding how science and industry approach finding a cure. Lessons abound in this conversation for developers, legislators, entrepreneurs, investors and frankly anyone who cares about cities. Listeners will likely be inspired by Doctoroff's optimism, tenacity, and passion. Enjoy!

Welcome to the Thesis Driven Leader Series hosted by Brad Hargreaves. The Leader Series Podcast is an accompaniment to our weekly Thesis Driven newsletter, one of Substack's top 15 business newsletters. https://www.thesisdriven.com/This podcast will feature conversations with the leading voices at the intersection of real estate, cities, innovation and the built world. We'll talk about how technology is going to shape real estate investing over the coming years, what new sectors and consumer preferences changes mean for real estate development and how entrepreneurs might be able to play to these trends.Here are some of the outstanding real estate leaders we'll speak with over the next three months:Spencer Rascoff, the Founder of Zillow, Pacaso and heyLibby. Spencer is one of the most successful tech entrepreneurs in real estate and has a wealth of insights for real estate investors and innovators alike.MaryAnne Gilmartin, the Founder and CEO of MAG. MaryAnne is one of the top real estate developers in New York City and now she's taking her show on the road and redeveloping a substantial part of downtown Baltimore.Dan Doctoroff, the founder of Sidewalk Labs and the former NYC Deputy Mayor for Economic Development and Rebuilding. Dan is the foremost expert on improving life in cities for everyone through the application of technology to solve urban problems.Please join us for 12 weekly episodes this season!

We're diving into the archives to resurface this top downloaded episode from last year. Dan Doctoroff joined Patient Empowerment Program in February 2023 to talk about his mission to support a world where everyone with ALS lives. Dan is the former NYC deputy mayor for economics and former CEO of both Bloomberg L.P. and Sidewalk Labs. In this episode, Dan discusses his family's battle with amyotrophic lateral sclerosis (ALS), his own inspiring story of how his diagnosis completely changed his outlook on life and his work with the foundation he started, Target ALS.

Dan Doctoroff had a storied career as Deputy Mayor of New York City during the first two Bloomberg administrations. In six years, Doctoroff helped rebuild the city after 9/11. He later oversaw the terminal and media business at Bloomberg before joining forces with Google on (the now defunct) Sidewalk Labs mission to define the future of cities. These days, he's taking on a new challenge: ALS, a.k.a Lou Gehrig's disease. Doctoroff was hit with the neurodegenerative disease in 2021. He speaks candidly about how this challenge has helped him stay present and let go of the future — except, of course, in the search for a cure. Questions? Comments? Email us at on@voxmedia.com or find us on social media. We're on Instagram/Threads as @karaswisher and @nayeemaraza Learn more about your ad choices. Visit podcastchoices.com/adchoices

Welcome to What's The Matter With Me? Podcast Season 7. Episode 31, "God Of Thunder" The provided text seems to be a collection of various unrelated topics and updates, including shoutouts, a fundraiser for KFJC, an art acquisition by SFMOMA, the outcome of a baseball game, discussions about tucking in a t-shirt, an exploration of self-sufficiency, cooking, and conversations about toxic behavior with your son. ChatGPT Shout Outs Shoutouts to Rocky who dug the face tattoo idea Remember to use the drawer. Repeat: do not get a face tattoo, just a drawer full of scraps of paper with tattoo ideas written on them Shouts out to Max Level, standing at the edge of an inky black ocean holding a torch aloft Fundraiser is done 2023 KFJC Artist Shirt by Abigail Mae The KFJC fundraiser wrapped up bc we raised our operating budget for the coming year I donated to fundraiser @ KFJC and got the artist shirt (pictured above) Outsider Granted Entry JOSEPH ALEF, UNTITLED (JA 072), 2018, WORK ON PAPER, 22 X 30 INCHES via Creative Growth “SFMOMA's investment marks a historic milestone in the contemporary art world,” said Ginger Shulick Porcella, Executive Director at Creative Growth Art Center. “It has been far too long that art institutions have ignored or underrecognized artists with disabilities. These talented creators can no longer be relegated to the category of ‘outsider artists' as they firmly occupy the walls of museums worldwide.” SFMOMA SF MoMA makes histric acquisition of works from Creaative Growth/Creativity Explored/NIAD artists Rangers In 5 https://www.youtube.com/watch?v=lVbOQzgQKNk Diamondbacks lost the world series in five games to the Rangers As promised, I now have an Adolis Garcia Rangers jersey on order for my son Locked In With Deepak https://twitter.com/DeepakChopra/status/1704637821493919867 https://twitter.com/johnhoppin/status/1704637997222920243 Art School Job Prospects The person who named cymbals had a really cool job Do you think the hiring manager had other well qualified candidates? Keep your shoes on Tucking in a t-shirt in doesn't make it look any more formal If you are in my family, it makes you look like a pumpkin who thinks that a tucked in t-shirt is appropriate to wear to an event that it clearly is not Otherwise, you wouldn't tuck it in your silly t-shirt. Everybody needs directions Even Jesus Christ was not perfect God of Thunder I was the drummer from Def Leppard for Halloween Tight reviews: one reviewer was 5'9" 230 lbs "pretty sure my junk was showing" The tights fit, and I don't think my junk was showing Exploration in Self-sufficiency I took the kids to school by myself, picked them up, fed them, bath, and bedtime So my wife could go to San Diego on a work trip Green sauce for steak and vegetables What we're cooking now: grilled skirt steak with new potatoes & the real chimichurri Get every last drop https://www.youtube.com/watch?v=FBtu3zhSD40&t=3s Judy woodruff & Dan Doctoroff on PBS Newshour Disability Reframed segment about squeezing every last bit out of life https://www.youtube.com/watch?v=rXZUV2pX584 Washington Phillips on Dust-to-Digital Toxic messaging Talking to my son about the imagined bullies in middle school Trying to introduce the concept that making fun of a adisabled person is a toxic behavior, and as he gets older it's going to be important to see that clearly I am not at all sure that will help him

The following is a conversation between Dan Doctoroff, Founder and Chairman of Target ALS, and Denver Frederick, the Host of The Business of Giving.

The 16:9 PODCAST IS SPONSORED BY SCREENFEED – DIGITAL SIGNAGE CONTENT The out of home media company Intersection is probably best known as the operator of that network of smart cities display totems - called LinkNYC - on the sidewalks of Manhattan and New York City's boroughs. But the company has a much bigger footprint around the United States - mainly mass transport systems, but also the flashy Hudson Yards mixed-use development in New York, and United Airlines. I had a good chat with Chris Grosso, who took over as CEO a couple of years ago, but had already been with the company for a few years, having come over from the broadcast and digital world. We got into several things - like the state of the DOOH industry and the evolving needs and demands of the municipal governments who become business partners for Intersection. Smart cities needs, for example, are shifting. We also get into Intersection's recently announced addition of AI-driven ad and content targeting, with the idea of making what's on screens not just relevant to the city, but all the way down to neighbourhoods and streets. Subscribe from wherever you pick up new podcasts. TRANSCRIPT Chris, thank you for joining me. Can you give me a rundown on what Intersection Is all about?  Chris Grosso: Sure, and thanks so much for having me. Very excited to be here, Dave and I very much enjoy reading your publication and the newsletter, and the email all the time. I'm Chris Grosso, the CEO of Intersection. We are a leading out-of-home advertising company in the USA focused on major US cities. We really are differentiated from the other out-of-home companies in three ways. One is typically we put in consumer amenities in center cities, most notably things like the LinkNYC program in New York, so Wifi kiosks across the city of New York. We do customer information and advertising systems for places like Chicago Transit Authority and SEPTA Transit Authority in Philadelphia. And we do bus shelters in many US cities as well. So very much driven by bringing consumer amenities and partnerships with cities and transit authorities. The second biggest differentiator for us, which is most relevant to this conversation, is our focus on content and programming. We like to put useful content on our digital screens, and we wanna put entertaining content on our digital screens, and that could be anything from what time your train is coming to what the weather might be to art or fun facts. We want to program these screens just as you program any other screen in order to make them entertaining and engaging for consumers. And the last piece of our business we pride ourselves on is selling data-driven advertising. We like to be very focused on the data that helps our advertisers understand who they're reaching when they advertise with us, as well as what happens after the release.  So the idea of consumer amenity that I gather that the smart city-ish kiosk that you're putting on the street and other things like that, that's a more modern version of the amenities, to use your term, that outdoor companies have been doing for a whole bunch of time with bus shelters, right?  Chris Grosso: For sure, and we're also in the bus shelter business as well. We do some stuff with Bikeshare, and I think it's a long tradition in out-of-home advertising to bring the amenity to allow us to get access to the public right of way to put the advertising in, and this is very valuable for a city transit authority because they're getting something that they don't have to put up the cash for. So it's a real value-creating event both for the communities as well as the advertisers.  Is it the price of entry now for particularly larger urban geographies like New York and so on, where if you want to play, you're going to have to provide infrastructure as well? Can't you just put in display totems? Chris Grosso: I think it really depends on the municipality and the deal structure. In some cases, companies have to put up the capital and bring the amenity and bring the service into the community, and that can both be the infrastructure, but increasingly also the software and the services that you can bring. But there are also some cases where, you know, particularly with the Infrastructure Financing Act, that the city or municipality might want to put up the capital for the infrastructure themselves, in which case we'll partner with them to create the revenue stream as well as overlay the data and the software to really get the most out of the infrastructure. In all cases, I think that it's important is being able to have these digital screens up, having software to put the right content in the right app at the right time a big is an important part of the equation and a big differentiator for us.  Does that happen much where you have municipalities that are making a capital investment? Chris Grosso: It depends on the deal, but yes, and there's a couple of different ways you do that sometimes the municipality puts up some of the capital themselves. In other cases, in many of these deals, we recoup the capital through the revenues. So we might if we put up the money and then recoup it out of the payments to the city. So there are many different ways you can do a deal.  Chris Grosso: There are many different ways you can do a deal. There are a handful of companies, of which we are really good at this and have built a strong team that knows how to work with cities, work with transport authorities, and create value, both for us and also for the cities. I think one big differentiator for Intersection is we are a mission-driven company, and we are very focused on making cities better through our products.  You came out of Broadcast & Online, which is very much a digital entity, and now you're running a company that has to do a lot of infrastructure and has to do these sorts of capital-intensive deals. Was that a big adjustment?  Chris Grosso: It's a different business. There are a lot of similarities between being in the digital media space and the Intersection space. But certainly, in the last few years, I've learned a lot more than I ever thought I would about trenching and conduit and coin fiber and a lot of construction. I like to say I was in consulting, and then I was in media and software. So this is the first job I actually had, physical things to deal with, and it's an interesting and exciting part of the job, and it's a real differentiator for us at Intersection. Because we have people who are very good at digital media, but we also have people who are very good at working with cities. And we've got an extraordinary team of folks who really understand how to deploy and operate these things in physical space, and that goes for even the guys who are out, cleaning and posting. We've got a really great team of professionals and field operations who really understand work in physical space, and part of what makes our business both fun also gives us a leg up is we're good at these different disciplines.  You also, I assume, had to learn a lot about politics and about city bylaws.  Chris Grosso: We've got people who very much understand that world for sure.  Which is a bit of a labyrinth. Chris Grosso: One could say that. You have to deal with them, so you're being careful. I can understand that.  Chris Grosso: I think the level of talent in these city governments is really impressive and we benefited at Intersection when we started, we were put together by a historic business Titan, which was an out-of-home advertising company, and then Control Group, which was a digital innovation company, we put together to create Intersection in 2016, right before I started. But we had the benefit of Dan Doctoroff being our chairman, who helped put the deal together and was an alumnus of the Bloomberg administration. We've benefited from some folks who come out of that world, who really understand that and did a great job in government and then can help us understand how to do stuff with the government in a way that creates value for the population and citizens, and people who live in the cities for sure, but also, creates economic value for our business. When the whole Smart Cities thing bubbled up with LinkNYC and other initiatives like that, there was a lot of noise around it. This seemed to be the way that digital at home was going, that anything that was going into big municipalities was going to have to be a smart city initiative in some way. Has that really played out?  Because I don't hear as much and/or read as much noise about all that now, and I know that we can maybe get into this a little bit of the LinkNYC has had its revenue struggles through the years. I don't know where we're at with that now, but it doesn't seem like smart cities have the same kind of energy around them that maybe they did in the mid-2010s. Chris Grosso: I think the definition of what a smart city is has evolved, and I think the parts of the smart city that are important people might not have thought of as smart cities but are huge trends in the changing nature of cities. You really saw that during the pandemic.  So what I mean by that is if you look at the evolution of mobility in a city, which wasn't the classic under the rubric of Smart Cities. Still, you think about how people get around cities now versus how they did 10 years ago with Bikeshare with Rideshare, with changes to how the transit authorities function, all of that is a much smarter way to run a city than several years ago and requires data and requires real-time information. So I think a lot of the ethos around the smart cities just got absorbed in how cities are operating, and particularly a lot of that got accelerated during the pandemic. One of the biggest areas of smart cities is what do you do with parking? And that's outside of our world, but if you think about the pandemic that happened. It really made people reimagine what you do with street-level parking in cities because all cities, particularly New York and others in the United States, suddenly put restaurants on the restaurants due to the need for giving these restaurants the ability to run their business without indoor dining, and that reimagined the whole way people do parking. Is that a classic smart city type of initiative? I don't know, but it totally reimagined how the street works, and I think if you walked down the street on the Upper West Side today versus what you saw in 2019, it's a completely different experience with the bike share and the outdoor dining and other things of that nature.  So, are there still demands among municipalities to have these smart city kiosks/totems that are multipurpose devices that they're advertising totems? Obviously, there's an interactive thing, maybe there's WiFi built-in and sensors and so on. Is that still being deployed and asked for?  Chris Grosso: I think the form factors are changing, and I think the needs are changing in the cities, and I think that there are a lot of fundamentals that cities need. So it may not be a totem, but cities need bus shelters, and now it's not just a bus shelter, it's a mobility hub. Cities need advanced wayfinding to manage this multimodal transportation system that's coming out of the pandemic. Cities have always needed it, and I think we all underestimate going to smart cities. Still, we realize now that cities need the ability to broadcast content, localized content at street level. Whether it be what time my train is coming, emergency messaging, or just education around when the community board meeting is, that has a ton of value. So I think the original premise of Smart Cities is let's take an iPhone and put it at street level. I don't think that's turned into the right answer, but I do think there are applications and amenities in the right of way that are required that cities want and are ready to ask and get deployed. And I do think you'll continue to see these kinds of initiatives. It just may not be in the form factor of totems. It may be a bus shelter because, you know what, you can put WiFi in a small shell in a bus shelter, and by the way, the bus shelter provides shade, and that's really important in certain municipalities, shelter from the rain, and that's important. So I think smart cities have evolved into what are the real needs of the people who live in the cities where before it was, “Hey, we've got a cool thing. Let us give you this.” and even if you look at the Link, the core propositions of Link like free WiFi and phone calling for sure are hugely used and hugely important. But what we also recognize is Link as a megaphone to broadcast real-time information to the city of New York is also hugely valuable and something that the community has been able to leverage effectively. Most recently, we played a big role in the we love New York campaign where, you know, if you put content on Link, we can reach, I think, 90%+ of New Yorkers a hundred times a month. That'S a massive megaphone that can be valuable to advertisers, but it also can be valuable To the city. If there are schools that get shut down for a snowstorm, flip the switch and tell everyone the schools are shut down due to the snowstorm, that's a big value for a city. Is that a classic 2015 Smart Cities thing? I don't know, but it's a huge value. If you are a parent, figuring out whether your kid's going to go to school or not the next day.  So where is Link at in terms of rollout and viability?  There've been a number of stories through the years about revenue challenges and pace of rollout, and so on, but I haven't really seen anything for a year or more. So I'm curious where it's at, and as you said, it has its value, and people like it and everything else, but is it still the way forward? Would you continue to deploy this?  Chris Grosso: Yes, so during the pandemic, working with our partners ZenFi, we actually have a new form factor for a next-generation Link, which we call Link 5G, which has many of the original features of Link, like the free WiFi and the tablet to make phone calls, but it's taller, and it allows for multi-tenant small cells, to support New York City's 5G rollout. We are in the process of working through deploying those now with our partners ZenFi, who run Fiber and telecommunications. So this would, this is a nice little partnership for you because they'd be able to share the infrastructure cost, I assume.  Chris Grosso: Exactly, and also they have the expertise in telecommunications. We are in the media content advertising space. We really understand media content and advertising software. But we're not telecom companies. ZenFi is a world-class telecom company. They understand fiber, they understand dealing with carriers and that kind of thing. So it is a good partnership. They've been great partners for us.  Your company recently announced, and you've been talking about localized content, that you're doing localization of content using AI. It strikes me as, great, this is something that absolutely should be done but it was also very reminiscent of stuff that was done, as much as 20 years ago when they would call it hyper-local.  But hyper-local was very difficult to achieve and very difficult to plan at that time, and it seemed more like an aspiration than something that was possible to do it in a way without a whole bunch of work. I assume that's changed hugely because of databases, APIs, and also AI.  Chris Grosso: Yeah, so we've always done localization, and given our screens are often deep in neighborhoods, it's a very effective way of doing stuff. We've always done it, though, with structured databases, right? Weather: give me the weather in a zip code, right? Transit: give me what's going on at the closest train station when the trains are coming. Top 10 lists of the best songs in this neighborhood, but it's all very much tied around structured data, and rules engine and APIs, and we're very good at that.  We have a whole suite of dynamic advertising products. We've got a great product, for instance, that you're a retailer, you put the ad up for the retail and then a map at the bottom to tell you how to get to the closest retail location and that's highly localized, but it's all based on structured data—the big difference now what AI is that it allows you to do things with much more unstructured depth and much more visual creativity, which we're very excited about testing and rolling out. So, for instance, if you have an ad for an alcohol brand, how do you put that alcohol brand in context for a neighborhood? Maybe you show what's the relevant drink for this block, and the AI can figure out that this is the block that Edgar Allen Po lived on, so it'll be Edgar Allen Po's drink. Trying to do that manually would be impossible. But you can do that using these AI engines and then on the visual side as well, which is very exciting. Maybe there's a mascot or character of a brand, and let's actually put that brand in context in the neighborhood and dressed up as someone from the neighborhood. You can do that kind of thing with these AI engines that if you were rying to do this yourself, you may not figure out the creative idea, and could never have the army of people who take to build all that creative. So that's why we're very excited about using these tools to do localization for unstructured data, and yeah, more creative types of ideas than the classic, “Hey, here's the top 10 songs being played in this neighborhood.” It expands a lot of possibilities. But how do you do the gatekeeping on it? Because, as many people have described, AI can sometimes have these “hallucinations” and come up with a strange list that maybe isn't the top 10 songs in that neighborhood. Chris Grosso: Yeah, for sure. One way you do it is to control the prompts and make sure you're being smart about how you're doing the prompting. The second is: We still would envision having a layer of humans looking at all the creative before it goes on the screen to catch stuff that just doesn't make sense. Over time that problem might go away, but you still want some level of quality control, but it's very different to have creative designers take a look at a hundred pictures over the course of an hour and just check everything to make sure it looks good as opposed to trying to create all those mocks literally. It's a huge difference, and so I think, at least to start, we're going to have some level of human quality control in this for sure. But I still think the ability to use these tools to be able to do things you never could do before because you just didn't have the army pf people and it would not be cost-effective to work is really what we're moving towards. In the old days, my understanding of digital out-of-home was a media planner would develop the plan, and the media company would execute it based on the insertion orders for that plan. When you're getting into hyper-local AI-driven targeting and original content by the street, who's doing that plan? Chris Grosso: I think it's often in partnership with the advertiser or the agency, right? There may be cases where the agency has a really good idea of what they want to do. There may be cases where the agency says, help us think this through, and we've always provided creative services to our clients whenever they needed it. So this is not far afield from what we do already.  When I mentioned some of these dynamic advertising, oftentimes, we build them on behalf of advertisers and our agencies as part of our partnership. So we envision it in the same way.  David:] I gather that programmatic is on the rise. The usage level is up. The last number I saw was like 15% of digital out-of-home ads are now booked out of programmatic platforms. Is there a bridge between programmatic and this AI-driven hyper-local stuff, or do they have to operate independently because it's just how it works? Chris Grosso: I think to start, you have to build out these campaigns, and these campaigns will be more high-touch than your classic programmatic campaigns. So I think to start, these really have to be directlt sold because a lot of this is around the creative idea and creative concept, and there needs to be back and forth with clients to really get this right. As opposed to programmatic, which is really about scale and tonnage and efficiency, and we spend a lot of time on programmatic as well, for sure. We launched a Place Exchange, which is an out-of-home ,SSP and we actually spun that business out because they did a lot of work with us, but they were doing work with all the other publishers, too, so it made sense to be an independent company. We have very deep integrations with Place Exchange and several other SSPs. So we're very focused on programmatic and do view it as a growth driver. But I do think the creative side has to be much more, and I really think long term the way the business goes - I used to work for Tim Armstrong at AOL who used to call it the concept of the barbell - and I think you're going to see continued growth of programmatic, and then the direct sales really going to be about driving solutions for advertisers that are highly strategic and deep partnerships with advertisers. It could be something like the AI program, or it could be like other things we do, for instance, where we have advertisers sponsor train stations or whole train lines for multi-year deals where we work together to rename a station or a train line. In New York City, the Bet MGM renamed the line that goes out to the Meadowlands, and we do this in other places as well. So I do think you're going to see the direct sale be much more solution-driven and working very tightly with the advertisers and the agencies to build these really cool things, whether it be AI or long-term sponsorships or big programs and then on, on the flip side, you'll see the programmatic businesses continue to scale as well.  Has the characteristics of venues and the type of venue partners evolved over the years, like the old Titan was about transit and street furniture, but you have other companies that are very active in airports and other mass transport hubs.  Is that evolving for you as well, or are you very much about kind of street-level advertising?  Chris Grosso: We're about cities and the the key thing is street level advertising in cities is really really important for us, and a big area of focus transit remains a big area of focus as well. And then we've done a little bit in airports and airlines. We've also done work with some of the next-generation multi-use developments like Hudson Yards, where we put in the wayfinding directory system and the advertising system, and that's a great business for us. But our criteria for whether or not we want to partner with someone really comes down to being able to do something value creating in big cities, top 25 cities in the US. That's what we're good at. That's how we're differentiated and sure, the types of partners that we work with will continue to evolve just as the audiences are evolving.  If you think about the transit business, the transit business includes street furniture. It includes signage outside train stations, it includes buses, and it includes the train stations themselves. I think during the pandemic, what we found is the vast majority of our revenue, and where all the growth was is on the outside of the train station, the outside of the bus stations, everything that's at street level. And that offset the fact that the train stations themselves have fewer people, but there are still tons of people outside the train stations, and that's where we put a lot of our emphasis on the ad side.  Has the business recovered from the Covid era?  Chris Grosso: Yes. It looks different given our revenue mix, but we're largely back to pre Covid revenue levels. The bus exterior business and the street furniture business are well above. The train station part of the business is still somewhat below because the ridership is just not there. Then we're continuing to look at new types of inventory, whether it be multiuse destinations, as I said, like Hudson Yards, airlines and new forms of street furniture. For instance, we've got a great ad campaign on the bike share in some cities.  Do you have to look at municipal opportunities differently now? Because of the way Covid changed things and the urban downtown areas not being as heavily populated with office workers as they were in the past. It's different in New York or something, but let's say in Cincinnati or Minneapolis, or something where not as many people are coming into the urban area. Chris Grosso: Yeah, we do the exact same methodology when we assess the deals that we look at, which always starts with where the audience is, and we've got folks who are really good at looking at GIS and traffic patterns and people patterns to understand the scale of the audience on all the different assets we might either deploy or take over the ad sales for. That mechanism, we do exactly the same mechanism that we did in 2018-2019, we do today. What comes out of those models is a little bit different, for sure. But what's great about a lot of our business is we typically cover the entire city, not just the central business district. And a good example of this would be in New York, the LinkNYC. If you look at the impressions, both ad impressions generated by the LinkNYC network before and after the pandemic on a network level, they're pretty close. However, the Links in Midtown Manhattan, where people are going to work three days a week are lower, however the Links on, say, the Upper West Side or in Brooklyn are actually higher because of things like outdoor dining and people working from home. So the people are all there. They just moved around different places, and so the methodology we use, which is understanding where the audience is, works fine, we look at everything the same way. But what comes out of those models is different based on how cities evolve.  I talk a lot to people in Europe, and they have asked me where are things at in terms of what they call Green Signage and are there North American digital signage and digital out-of-home network operators that are concerned and doing something about energy costs. Is it something that comes up with you, or is it something you're trying to address?  Chris Grosso: We are definitely looking at sustainability to the extent it's part of our assessment for screens on how much power they use, and then we are also looking at how to make these networks more sustainable. Ways you do that. So, for instance, one is, we do static bus shelters, but they still need a backlight, and we will use solar panels on those shelters, which has the benefit of both being greener friendly, but also just cheaper because you don't have to pull power to the shelters. Regarding digital signs like LinkNYC, we've looked for opportunities to source electricity from green sources and that's been something we've done successfully.  But then also we look at our footprint on how we take care of our infrastructure. So we've started to test, for instance, electric vehicles in one of our markets. All the trucks that we use are electric right now. Running that as a pilot it's gone very well. The guys love the EV trucks to the point where we had a couple of EVs and a couple of gas guys just fighting over who got to use the EVs. So instead of being a half-EV, half-gas pilot, we put everything on EVs in that market because everyone's fighting over to drive the EVs.  Are you being banged on at all by municipal authorities or by public interest groups saying, you need to do something to reduce energy waste. These displays on the sidewalk are not mission-critical.  Just like Europe, where they were saying you need to turn these off for certain periods of time, they don't need to be running 24/7 anymore. Is that something you have to worry about, or are you hearing about? Chris Grosso: I think municipalities want you to be sustainable, but I think we would argue our signs are mission-critical and should be up 24/7. But no, no one's asked us to do anything otherwise, but if you think about the importance of real-time information, if you're looking at when my bus is coming, or the weather and the sign's not on, that's a problem. We like to think, and we would insist all of our signs are actually pretty mission-critical. Now that being said, there are things you can do around how much power you use and dim the signs at night, and that kind of thing to reduce the energy load and optimize that, and everyone consents to do that. And then again, to the extent we can source power from green sources, we do that as well.  Last question. What can we expect to see out of Intersection in the next year? You made that announcement recently about generative AI. What's next?  Chris Grosso: So I think we're very focused on product innovation around serving, meeting our customers on the needs that they want. So I think you will continue to see more innovation around ad formats. You're also going to start to continue to see more innovation around measurement and attribution and our ability to help people, help advertisers understand who's seeing their ads and what they do after their ads and that's a huge focus for us and a big area of investment. I think you'll hear a lot about it, and then, we're always looking at new partnerships and new deployments, and we've got some stuff cooking right now that we're hoping to be able to talk about towards the back half of the year as part of our continued expansion. All right. Chris, thank you very much for spending some time with me.  Chris Grosso: Thank you, David. I appreciate it.

Dan Doctoroff joins the Patient Empowerment Program to talk about his mission to support a world where everyone with ALS lives. Dan is the former NYC deputy mayor for economics and former CEO of both Bloomberg L.P. and Sidewalk Labs. In this episode, Dan discusses his family's battle with amyotrophic lateral sclerosis (ALS), his own inspiring story of how his diagnosis completely changed his outlook on life and his work with the foundation he started, Target ALS. On This Episode We Discuss: Dan's inspiration to bring the Olympic Games to NYC 3 things he learned as a CEO Dealing with the reality of being diagnosed with ALS Shifting his perception of life How ALS has impacted his bloodline Scaling up Target ALS and fighting for the lives of every ALS patient

Dan Doctoroff, former deputy mayor and now co-chair of the 'New' New York panel assembled by Governor Hochul and Mayor Adams, joined the show to discuss the extensive action plan put forward by the task force, governor, and mayor.

Dan Doctoroff, Target ALS founder and chairman, talks about why he personally got involved in trying to find a cure for this debilitating disease. He's on "The David Rubenstein Show: Peer-to-Peer Conversations." This was recorded Sept. 13. Doctoroff is the former CEO of Bloomberg LP. He currently serves on the board of Bloomberg Philanthropies.See omnystudio.com/listener for privacy information.

Dan Doctoroff, Target ALS founder and chairman, talks about why he personally got involved in trying to find a cure for this debilitating disease. He's on "The David Rubenstein Show: Peer-to-Peer Conversations." This was recorded Sept. 13. Doctoroff is the former CEO of Bloomberg LP. He currently serves on the board of Bloomberg Philanthropies.See omnystudio.com/listener for privacy information.

Dan Doctoroff is the Chairman and Founder of Target ALS, a nonprofit medical research foundation focused on finding treatment for ALS, Amyotrophic Lateral Sclerosis, commonly known as Lou Gehrig's disease. Dan was previously New York City's longest-serving Deputy Mayor for Economic Development and Rebuilding and the former CEO and President of Bloomberg LP. He led NYC2012, New York City's bid for the 2012 Summer Olympics, and most recently founded Sidewalk Labs in 2015, a Google subsidiary that uses and innovates technologies to improve urban infrastructure.

Dan Doctoroff, Founder and CEO of Sidewalk Labs and former CEO of Bloomberg joins World of DaaS host Auren Hoffman. Dan was also formerly the Deputy Mayor of Economic Development for New York City during the Michael Bloomberg administration and Managing Partner at the private equity firm Oak Hill Capital Partners. Auren and Dan dive into how cities are formed and how they can leverage data about the physical world to operate better. They also cover Sidewalk Labs' unique business structure (including its affiliation with Google's parent company Alphabet) and how Dan thinks about incubating and forming new businesses. This episode is dedicated to those who suffer from ALS. We encourage listeners to make a donation to Target ALS at: https://www.targetals.org/donate/World of DaaS is brought to you by SafeGraph. For more episodes, visit safegraph.com/podcastsYou can find Auren Hoffman (CEO of SafeGraph) on Twitter at @auren

Dan Doctoroff, Founder & CEO of Sidewalk Labs, discusses the big vision that formed Sidewalk Labs and the connection with Google that made them the ideal partner. Dan also shares their mission at Sidewalk Labs and his thoughts on the role the public sector will play in legislating net zero commitments in the built world.

Dan Doctoroff is the Founder and CEO of Sidewalk Labs, an Alphabet company that works with cities to address key urban problems.Before founding Sidewalk Labs in 2015, Dan spent 6 years working  at Bloomberg L.P. first as President and since 2011 as CEO. He joined that company after leading the post 9/11 recovery of the New York city for 7 years as its Deputy Mayor for Economic Development and Rebuilding.Prior to working in the Mayor Bloomberg administration, Dan was Managing Partner at Oak Hill Capital Partners and worked as an investment banker at Lehman Brothers.Dan is a board member of the University of Chicago, World Resource Institute and Human Rights First. He founded Target ALS, an initiative aimed at finding new approaches to treating the illness.Dan holds a B.A. in government from Harvard College and a J.D. from the University of Chicago Law School.

Matt is joined by Dan Doctoroff, Chairman and CEO of Sidewalk Labs, an Alphabet/Google subsidiary, dedicated to urban innovation, on this latest episode of Leading Voices. Sidewalk Labs tackles “cities' greatest challenges by creating products and solutions, investing in new companies, and helping developers build more sustainable, innovative, and equitable places around the world”. Dan is a testament to what it means to be a leader in our industry. While Managing Partner of the private equity investment firm Oak Hill Capital Partners, he founded NYC2012, spearheading an Olympic City bid for NYC which resulted in a vision for urban redevelopment of the city. Under Mayor Bloomberg, he served as Deputy Mayor for Economic Development and Rebuilding, where he helped lead NYC's resurgence after 9/11 through a comprehensive five-borough economic development strategy. This included plans to redevelop areas that are now high-profile destinations like the High Line, Hudson Yards, and Governor's Island. Dan shares how large-scale redevelopment can happen under great leadership and how his new role with a technology giant can help tackle challenges in urban environments.From 2008 to 2014, Dan was President and Chief Executive Officer of Bloomberg L.P., the leading provider of news and information to the global financial community. Prior to joining Bloomberg L.P., Dan served as Deputy Mayor for Economic Development and Rebuilding for the City of New York. With Mayor Michael R. Bloomberg, he led the city's dramatic economic resurgence after 9/11, spearheading the effort to reverse New York's fiscal crisis through a comprehensive five-borough economic development strategy. In that role, Dan oversaw the creation of PlaNYC, New York's pathbreaking sustainability plan. His memoir-manifesto, Greater than Ever: New York's Big Comeback, chronicled his experience in City Hall.  Before joining the Bloomberg Administration, Dan was Managing Partner of the private equity investment firm Oak Hill Capital Partners. While at Oak Hill, Dan founded NYC2012, the organization that spearheaded efforts to bring the Olympic Games to the city.Dan serves on the Boards of the University of Chicago and Bloomberg Philanthropies. He is the founder of Target ALS, which raises funds for and has established a new model of collaboration to advance ALS research. He is a founder and chairman of The Shed, an innovative new cultural institution on Manhattan's Far West Side. Dan is a graduate of Harvard College and The Law School at the University of Chicago. A native of Michigan, Dan has lived in New York for the past 37 years with his wife Alisa. 

Matt is joined by Dan Doctoroff, Chairman and CEO of Sidewalk Labs, an Alphabet/Google subsidiary, dedicated to urban innovation, on this latest episode of Leading Voices. Sidewalk Labs tackles “cities' greatest challenges by creating products and solutions, investing in new companies, and helping developers build more sustainable, innovative, and equitable places around the world”.

Janice is joined by Dan Doctoroff, Chief Executive Officer of Sidewalk Labs, to discuss how Sidewalk Labs is setting ambitious goals with developers and cities to build more sustainable, innovative, and equitable places around the world.tags: LR, janice ellig, dan doctoroff, sidewalk labs, innovation, leadership, reimagined, new york city, Olympics

Es hätte die erste Stadt sein sollen, "die aus dem Internet heraus" gebaut wird – so hatte Dan Doctoroff, Chef von Sidewalk Labs, das Stadtentwicklungsprojekt Quayside in Toronto beschrieben. Die Google-Tochter wollte dort einen ganzen Stadtteil nach den eigenen Vorstellungen einer smarten Stadt errichten lassen – inklusive tausender Sensoren und Kameras, die ihre Einwohner auf Schritt und Tritt überwachen. Vergangenes Jahr zog sich Sidewalk Labs wegen der Corona-Krise aus dem Projekt zurück – und Datenschützerinnen atmeten auf. Das Konzept der Smart City sorgt immer wieder für Aufregung. Für die einen ist sie der nächste logische Schritt der urbanen Evolution, die das Leben effizienter machen soll, für andere eine Überwachungsdystopie. Nathalie Klauser Stübi kennt diese Diskussion – und sieht sie gelassen. Sie ist Co-Präsidentin der Smart City Alliance mit Sitz in Basel und diskutiert beim diesjährigen Forum Alpbach über die Vorzüge smarter Städte für den Klimaschutz. Die Smart-City-Bewegung sei anfangs sehr technologiezentriert gewesen und habe sich vor allem rund um Silicon-Valley-Giganten entwickelt. "Da wurde zuerst nicht sehr menschenzentriert gedacht", sagt Klauser. Von dieser Vorstellung, aber auch von den Tech-Konzernen selbst, habe man sich inzwischen gelöst. Die Ziele einer Smart City, wie sie Klauser beschreibt, klingen wie die Utopie einer lebenswerten Stadt: In ihr sollen Bewohner sowohl mit Öffis als auch zu Fuß, mit dem Rad oder – bedingt – mit dem Auto ef fizient unterwegs sein. Sauber soll sie sein, nicht zu laut und nicht zu hell. Wirtschaftlich attraktiv ist sie ebenso, wie sie verschiedenen Lebensentwürfen Raum gibt. Obendrauf sollen auch noch alle Be wohner mitreden und -bestimmen können. Der Weg zu dieser Utopie führt natürlich oft über die Technologie-Schiene. "Aber es gibt ganz viele nichtdigitale smarte Ideen", sagt Klauser. Da wäre zum Beispiel das partizipative Budget, das die brasilianische Stadt Porto Alegre schon 1988 eingeführt hat – lange bevor jemand über Sensoren in Gehsteigen sprach. Die Grundidee, alle Einwohnerinnen und Einwohner über das Budget der damals finanziell stark angeschlagenen Stadt mitentscheiden zu lassen, machte Schule: Heute gibt es weltweit tausende Gemeinden, in denen Bürger mitentscheiden dürfen, wohin ihr Geld fließt. "Es gibt gerade ein Riesen-Revival", sagt Klauser. "Es ist eine alte, aber smarte Idee, die jetzt digitalisiert wird." Auch in der Corona-Krise hätten smarte Städte Stärke zeigen können: Weil Singapur schon früh viele Daten erhoben und verknüpft hat, konnte der Stadtstaat schnell Cluster identifizieren und die Fallzahlen niedrig halten. Auch Städte mit Smart-City-Strategie wie Wien hätten die Krise besser überwunden als andere – zwar nicht, was Infektionszahlen angeht, aber weil sie Anstiege frühzeitig berechnen und Konsequenzen besser abfedern konnten. Die Idealvorstellung einer Smart City sei allerdings auch kulturell bedingt. "Vieles, was in Asien oder den USA als smart gilt, würde unseren Wertvorstellungen – Stichwort Datenschutz – widersprechen", sagt Klauser. In Europa setzen Städte stärker auf digitale Selbstbestimmung und Hybridlösungen. So müsse es zusätzlich zu digitalen Amtswegen stets parallel eine analoge Lösung geben, um niemanden auszuschließen. Auch zu mehr Klimaschutz könne die Smart City beitragen, im merhin sind Städte inzwischen die Hauptquelle von Treibhausgasen und verbrauchen rund 70 Prozent der weltweit erzeugten Energie. Dabei bieten sie insbesondere die Möglichkeit – neben laut Klauser ebenso notwendigen negativen Anreizen wie Umweltsteuern –, auch positive Anreize zu setzen. Sie sollen den Menschen das umweltfreundliche Leben möglichst leicht machen. Dass Kopenhagen weltweit die Fahrradstadt Nummer eins wurde, hängt etwa auch damit zusammen, dass die Ampelanlagen so smart gemacht wurden, dass der emissionsarme Verkehr dort Vorrang hat. Eine Strategie, die sich inzwischen auch

In this episode of Capital for Good, we speak with Dan Doctoroff, the chairman and CEO of Sidewalk Labs, and one of the country's great civic leaders and visionaries. Before launching Sidewalk Labs, Alphabet's pioneering urban innovation company that provides products and services that integrate smart design with cutting edge technology to radically improve urban life, Doctoroff was president and chief executive officer of Bloomberg L.P., the leading provider of news and information to the global financial community. Prior to joining Bloomberg L.P., Doctoroff served as Deputy Mayor for Economic Development and Rebuilding for the City of New York. With Mayor Michael R. Bloomberg, he led the city's dramatic economic resurgence after 9/11, spearheading the effort to reverse New York's fiscal crisis through a comprehensive five-borough economic development strategy. In that role, Doctoroff oversaw the creation of PlaNYC, New York's pathbreaking sustainability plan. His memoir-manifesto, Greater than Ever: New York's Big Comeback, chronicles his experience in City Hall. Before joining the Bloomberg Administration, Doctoroff was managing partner of the private equity investment firm Oak Hill Capital Partners. While at Oak Hill, Doctoroff founded NYC2012, the organization that spearheaded efforts to bring the Olympic Games to New York City. In this conversation, we explore “crisis as catalyst,” how New York's leaders re-imagined and rebuilt the city in the aftermath of the September 11 attacks with strong management and execution, resourceful innovation (“doing more with less”), and a belief that “the impossible is possible.” Doctoroff explains that these elements are essential for recovery today, along with a commitment to “inclusive growth.” Accordingly, we explore some of the projects and innovations that Doctoroff is pursuing at Sidewalk Labs, including those that promote more sustainable, affordable, and accessible mobility; energy efficiency; housing design and fabrication; and health care, to name a few. We also discuss the critical issue of trust, such how to earn the trust of historically marginalized communities that commitments to inclusive growth are real, and how to regain the public's trust that companies can develop and manage technologies responsibly. Doctoroff shares his hope and optimism that, with strong leadership, New York City will emerge stronger from this crisis, precisely because hope and optimism are in New Yorkers' DNA. Mentioned in this Episode: Greater than Ever: New York's Big Comeback, Daniel L. Doctoroff (PublicAffairs, 2017) Original 2007 report and 2011 and 2015 updates, PlaNYC Sidewalk Labs   Thanks for Listening! Be sure to subscribe on Apple, Google, Spotify, or wherever you get your podcasts. And feel free to drop us a line at socialenterprise@gsb.columbia.edu. Follow the Tamer Center on social media on Instagram, Twitter, Facebook, LinkedIn, and more!

Dan Doctoroff - What it takes to reopen New York. by John Catsimatidis

In episode 47 of Fly on the Wall, Brendan sits down with Dan Doctoroff, the Founder & CEO of urban innovation company Sidewalk Labs. Brendan and Dan discuss how technology helps us reimagine our city streets, and make predictions for how localities will monetize those streets in the future. They also discuss how the reconceptualization of physical space can make cities more affordable and how Sidewalk Labs approaches change in cities through technology and innovation.Original release date: January 26, 2021Watch this episode at https://www.youtube.com/watch?v=DZ60MmlxlP4Learn more about Fifth Wall at https://fifthwall.com/This podcast is presented for informational purposes only, is not intended to recommend any investment, and is not an offer to sell or the solicitation of an offer to purchase an interest in any current or future investment vehicle managed or sponsored by Fifth Wall Ventures Management, LLC or its affiliates (collectively, “Fifth Wall”; any such investment vehicle, a “Fund”). Any such solicitation of an offer to purchase an interest will be made by a definitive private placement memorandum or other offering document. Forward-looking statements and opinions as to real estate markets or any other matters, as expressed in this presentation, are those of the individual presenters, but are not necessarily the views of Fifth Wall as a firm, and cannot constitute a guarantee of future success or profitable results. As a result, investors should not rely on such forward-looking statements and/or opinions, or on anything else contained in this podcast, in making their investment decisions. Moreover, certain information contained herein may have been obtained from published and non-published sources prepared by other parties and may not have been updated through the date hereof. While such information is believed to be reliable for the purposes for which it is used herein, Fifth Wall does not assume any responsibility for the accuracy or completeness of such information, and such information has not been independently verified by Fifth Wall. This presentation speaks as of its publication date, and Fifth Wall undertakes no obligation to update any of the information herein.In addition, to the extent that any prior performance information is contained in this podcast presentation, prospective investors should bear in mind that past results are not necessarily indicative of future results, and there can be no assurance that any Fund will achieve results comparable to those of any prior or existing Fund or portfolio investment of Fifth Wall.None of the information contained herein has been filed with the United States Securities and Exchange Commission, any securities administrator under any state securities laws or any other domestic or foreign governmental or self-regulatory authority. No such governmental or self-regulatory authority has passed or will pass on the merits of the offering of interests in any Fund or the adequacy of the information contained herein. Any representation to the contrary is unlawful.This communication is intended only for persons resident in jurisdictions where the distribution or availability of this communication would not be contrary to applicable laws or regulations. Any products mentioned in this podcast may not be eligible for sale in some states or countries. Prospective investors should inform themselves as to the legal requirements and tax consequences of an investment in a Fund within the countries of their citizenship, residence, domicile and place of business.Investors should consult their own financial, tax, legal and other advisors in connection with any proposed investment and should carefully review all disclosures and descriptions of risk factors that are contained in relevant offering materials.

Daniel L. Doctoroff is Chairman and CEO of Sidewalk Labs, an Alphabet company that is seeking to develop a new district that would serve as the global model for the 21st century city, integrating great urban design with cutting edge technology. From 2008 to 2014, Dan was President and Chief Executive Officer of Bloomberg L.P., the leading provider of news and information to the global financial community. Prior to joining Bloomberg L.P., Dan served as Deputy Mayor for Economic Development and Rebuilding for the City of New York. With Mayor Michael R. Bloomberg, he led the city's dramatic economic resurgence, spearheading the effort to reverse New York's fiscal crisis after 9/11 through a five-borough economic development strategy. Dan also oversaw the creation of PlaNYC, New York's pathbreaking sustainability plan. He recently published Greater than Ever: New York's Big Comeback, a memoir-manifesto about his experience in City Hall. Before joining the Bloomberg Administration, Dan was Managing Partner of the private equity investment firm Oak Hill Capital Partners. While at Oak Hill, Dan founded NYC2012, the organization that spearheaded efforts to bring the Olympic Games to the city. Dan serves on the Boards of the University of Chicago, Bloomberg Philanthropies, World Resources Institute and the United States Olympic Committee. He is the founder of Target ALS, which raises funds for and has established a new model of collaboration to advance ALS research. He is a founder and chairman of The Shed, an innovative new cultural institution on Manhattan's Far West Side. Dan is a graduate of Harvard College and The Law School at the University of Chicago. A native of Michigan, Dan has lived in New York for the past 35 years with his wife, Alisa. Janette caught up with Dan in #Toronto, at #The Elevate Technology Conference and captured his talk on stage for this special behind-the-scenes look at his success story and housing projects in New York. Enjoy this special Janette's TV episode. https://www.youtube.com/watch?v=MPdLUYHbj3Q Please leave your comments in the feed below and share us with all the amazing women and smart men in your life. Kindly also hit the #BELL to be notified of all our upcoming episodes. Thank you!

Dan Doctoroff was deputy mayor of New York City for Economic Development and Rebuilding under Michael Bloomberg, taking office right after 9/11. After that, he was the CEO and President of Bloomberg LP, the leading provider of news to the global financial community. He is now the CEO of Sidewalk Labs, an urban innovation company he founded in partnership with Google that develops products, services and platforms to help make cities become more efficient. He recently wrote an OpEd in The New York Times about the path to recovery in New York City, which he discusses today. As you heard Dan Doctoroff explain, New York City had to transform after 9/11. But he believes we need a much bigger transformation in the wake of this pandemic. Even as cities develop new technologies and processes to improve hygiene and preparadness, Doctoroff thinks we wil need even more innovation to make cities more sustainable, affordable and livable. Go to NoLabels.org to learn more about how we are bringing together a bipartisan group of public and private leaders working to stop the virus, save lives and get Americans back to work.

As the rate of hospitalizations drops in New York, state officials are looking to restart the economy amid the coronavirus crisis. But what's the best way to do that safely? Errol spoke about it with Dan Doctoroff, who led the effort to rebuild New York City after the 9/11 terror attacks as deputy mayor of economic development and rebuilding under the Bloomberg administration. With the city losing billions of dollars of revenue and hundreds of thousands of residents out of work, he discussed what should be taken into account as Mayor de Blasio develops a plan to reopen restaurants, small businesses and theaters. He also talked about his current work as the CEO of Sidewalk Labs, which develops technology to aid and innovate urban life. How are you coping with the coronavirus pandemic? Share your experience, weigh in on Twitter using the hashtag #NY1YouDecide or give us a call at 212-379-3440 and leave a message. You can send us a voice memo or video at YOURSTORYNY1@CHARTER.COM.   MENTIONED IN THIS EPISODE Greater Than Ever, New York's Great Comeback

Sidewalk Labs CEO Dan Doctoroff tells Michael Hainsworth he’s optimistic the delayed decision on a 21st century “city within a city” will be a green light, discusses the data privacy issues with the Toronto Quayside plan, and outlines some of the advances the company has researched in sustainable and affordable housing.

Today, Sidewalk Labs’ proposal for Toronto, the Master Innovation and Development Plan (MIDP), will be released to the public. And because a lot of the innovations in the MIDP are episode topics that we’ll be exploring in Season 2, we figured we’d drop a bonus episode with a special guest: Sidewalk Labs CEO Dan Doctoroff.

Building Toronto for Tomorrow

Building Toronto for Tomorrow

"It is hard to explain the future." So says Dan Doctoroff, chief executive of Sidewalk Labs, the urban innovation arm of Google’s parent company Alphabet.  And he should know. Explaining the future is something he is asked to do a lot these days following the launch of Sidewalk Labs in 2015 and current plans to build a city "from the internet up" on an 800 acre site in Toronto. Previously, the CEO and president of Bloomberg and deputy mayor for economic development, Doctoroff also led New York City's bid for the 2012 Summer Olympics.   During his first term as deputy mayor, Doctoroff oversaw 289 separate projects and initiatives, including the rezoning of 6,000 city blocks, the creation of 130 million square feet of residential and commercial space, and 2,400 acres of new parks. Here he reveals his plans to deliver a digital district in Toronto based on the company mantra of “reimagining cities to improve quality of life”, talks about the hurdles he has faced and will continue to face along the way and insists that traditional real estate developers will be crucial to the ultimate delivery of our future cities. 

Here are some of the highlights from our Jan. 17, 2018 live RBCDisruptors event with Dan Doctoroff.

Sidewalk Labs CEO Dan Doctoroff talks about the Quayside project and his company's plans to build a test lab for the city of the future.

Bradley Tusk talks with Dan Doctoroff, CEO of Sidewalk Labs.

(Bloomberg)--Arthur Levitt, former chairman of the U.S. Securities and Exchange Commission, interviews Dan Doctoroff, chief executive officer of Sidewalk Labs, and author of, “Greater than Ever, New York’s Big Comeback,” on "A Closer Look With Arthur Levitt." To contact the producer and editor: Michael Lysak +1-212-617-5560 or acloserlook@bloomberg.net

Policy analyst Adam Michel joins us to talk about President Trump's tax reform plan. Then, we talk to Dan Doctoroff about how cities ravaged by hurricanes in Texas and Florida can recreate themselves in the wake of massive destruction.Image credit: United Nations Photo/Flickr

New York City was decimated after 9/11, but managed to rebuild itself and become better than ever. How did the city bounce back after that terrible day, and how can cities ravaged by hurricanes in Texas and Florida recreate themselves in the wake of massive destruction? Here to discuss this is Dan Doctoroff, the founder and chief executive officer of Sidewalk Labs, a company that works with cities to build products that address big urban problems.Image credit: Scott Hudson/Flickr

If you experience any technical difficulties with this video or would like to make an accessibility-related request, please send a message to digicomm@uchicago.edu. As Deputy Mayor for Economic Development and Rebuilding for the City of New York, Dan Doctoroff, JD'84, helped lead one of the city’s most dramatic economic resurgences following the attacks of 9/11. Mr. Doctoroff will recount his experience leading the development and implementation of a five-borough economic development strategy that included the most ambitious land-use transformation in the city’s modern history; the largest affordable housing program ever launched by an American city; and much more.

If you experience any technical difficulties with this video or would like to make an accessibility-related request, please send a message to digicomm@uchicago.edu. As Deputy Mayor for Economic Development and Rebuilding for the City of New York, Dan Doctoroff, JD'84, helped lead one of the city’s most dramatic economic resurgences following the attacks of 9/11. Mr. Doctoroff will recount his experience leading the development and implementation of a five-borough economic development strategy that included the most ambitious land-use transformation in the city’s modern history; the largest affordable housing program ever launched by an American city; and much more.

Daniel Doctoroff, Deputy Mayor for Economic Development and Rebuilding, returns to City Talk for the second part of a two-part series covering the changes New York City needs to make in order to handle its growing population.

In this first half of a two-part conversation, Doug sits down with Daniel Doctoroff, Deputy Mayor for Economic Development and Rebuilding, to discuss Mayor Bloomberg’s speech “A Greener, Greater City.”