Podcasts about time warner center

CATHERINE FILLOUX (BOOK) is an award-winning playwright who has been writing about human rights and social justice for twenty-five years.  Filloux is the librettist for three produced operas, NEW ARRIVALS (Houston Grand Opera, composer John Glover), WHERE ELEPHANTS WEEP (Chenla Theatre, Phnom Penh, Cambodia, composer Him Sophy) and THE FLOATING BOX (Asia Society, New York City, composer Jason Kao Hwang).  WHERE ELEPHANTS WEEP was also broadcast on national television in Cambodia, and THE FLOATING BOX was a Critic's Choice in Opera News and is released by New World Records.  Catherine is the co-librettist with composer Olga Neuwirth for the opera ORLANDO, which premiered at Vienna State Opera. In development:  Thresh's L'ORIENT (composer Kamala Sankaram, choreographer Preeti Vasudevan); MARY SHELLEY (composer Gerald Cohen, dramaturg Cori Ellison, Black Tea Music).  Her plays have been produced around the U.S. and internationally.  She has been honored with the 2019 Barry Lopez Visiting Writer in Ethics and Community Fellowship; the 2017 Otto René Castillo Award for Political Theatre; and the 2015 Planet Activist Award.  JIMMY ROBERTS  (MUSIC & LYRICS) composed the music for I LOVE YOU, YOU'RE PERFECT, NOW CHANGE, second longest running Off Broadway musical in New York theater history. Written with playwright Joe DiPietro, I LOVE YOU received both the Drama Desk and Outer Critics Circle nominations as Best Musical. It has since played in fifty states, twenty-five countries around the world, and is a major motion picture in Hong Kong. His second Off Broadway musical, THE THING ABOUT MEN, won the 2003 New York Outer Critics Circle award for Best Musical. Jimmy's songs were featured in two other Off Broadway shows: A…MY NAME IS STILL ALICE and PETS! His children's musical, THE VELVETEEN RABBIT, toured the United States for well over a decade. Jimmy is also a sought-after performer. In entertaining programs that combine classical and popular music, he has appeared at Merkin Concert Hall, the Time Warner Center, the 92nd Street Y, Steinway Hall, and the National Arts Club. A graduate of the Manhattan School of Music, where he studied with noted pianist, Constance Keene, Jimmy Roberts is also a poet, whose work has appeared often in the New York Times Metropolitan Diary, as well as TROLLEY, the journal of the NYS Writers Institute. JOHN DAGGETT (BOOK & ADD'L LYRICS) is a differently-abled actor who has starred Off-Broadway in the critically acclaimed plays LEMKIN'S HOUSE, TEAHOUSE OF THE AUGUST MOON, and LOVE LEMMINGS.  Other New York credits include: ROME, PORTRAIT OF A PRESIDENT, AN ARTIST'S LIFE, THE WITCHES TRIPTYCH, and his one-man show FLYING BY THE SEAT OF MY PANTS (Theatre Row).  Regional: Guthrie, Merrimack Rep, Jewish Repertory Theatre, Portland Stage, Roxy Theatre, Odyssey Theater, Kavinoky Theatre and H.T.Y.  Numerous roles for Pennsylvania Shakespeare, Orlando Shakespeare, Shakespeare in Delaware Park, Lake Tahoe Shakespeare and Sherwood Shakespeare.  John served as a member of the Government Relations Committee of the National Multiple Sclerosis Society. Welcome to the Big Dipper What defines home, family, and identity? Joan Wilkes confronts these questions when she must sell The Big Dipper Inn, near Niagara Falls in upstate New York, known for its music and African American heritage. She's all set to sign the contract when a blizzard lands a group of Amish folks and a busload of men in dresses on her doorstep. For three days and nights, they wait out the storm. Cultures clash, romance crackles, and Joan struggles for answers, as a houseful of strangers becomes an unexpected community.

In this enlightening episode of the Balance Boldly Podcast, Naketa Ren Thigpen chats with the fabulous Kosi Harris, a PR pro with over 15 years of experience. From her fashion PR beginnings to working with top brands, Kosi spills the tea on managing client expectations and building solid media relationships. She talks personal branding, networking, and navigating today's media scene. Perfect for ambitious women and entrepreneurs, this episode is packed with real talk and tips you can actually use. Tune in for an inspiring and down-to-earth conversation you won't want to miss!Time Stamps:00:00 Rediscovered passion—the switch from fashion to hospitality.05:40 The importance of transferable skills.08:56 Why a scarcity mindset can get in the way of rebranding.13:59 How service-based clients should prepare for media engagement.18:09 The difference between paid and organic press.21:03 Why you don't need a huge following to rebrand.23:43 The importance of remaining authentic in the rebranding journey.More about Kosi HarrisKosi Harris is a seasoned public relations specialist with over 15 years of experience across non-profit, consumer products, and hospitality. She has represented notable clients like Leanne Mair, Every Library, Time Warner Center, and Reebok Watches. Kosi excels at amplifying brand voices and building strong media relationships, with her work featured in top publications including Essence, Harper's Bazaar, USA Today, and The New York Times. She holds a Bachelor's in Advertising & Marketing Communication from The Fashion Institute of Technology and a Master's in New Media and Public Relations from Southern New Hampshire University. Based in Brooklyn, NY, Kosi is passionate about technology and ran a PR workshop with the Female Founder Collective last fall, highlighting her expertise in navigating challenging times.Follow Kosi Harris:http://www.kosiharris.com/Substack: PR Tips and Tea Instagram: @kosharris Ready for self-care mastery that activates alignment in your life, business, and relationships? Join us in our new mentorship, the Women's Self-Care Guild- a sanctuary for ambitious women seeking peace. https://www.thigpro.com/mentorship More on the BBP:Balance Boldly for Ambitious Women in Business (and a few brave men) is a weekly podcast hosted by Naketa Ren Thigpen, the #1 Balance (and) Relationship Advisor in the world. The show offers work-life balance and relationship development strategies you can implement that help you navigate transitions in life while strengthening personal and professional relationships. Naketa and her incredibly potent guest focus on enhancing mental health and wellbeing without sacrificing boundaries, sustainable business growth practices, or relationship intimacy from the bedroom to the boardroom. The strategies shared in what feels like a mutual conversation with friends you trust will help you leave new multigenerational imprints and balance boldly. Your Review Matters! Listen & Leave a review on Apple Podcast: https://rebrand.ly/BalanceBoldly-ApplePodcastsListen & Leave a review on Spotify:...

We remembered this one to be better... J 5/10 M 5/10 For daily horror movie content follow the podcast on Twitter / Instagram @darkroastcult Each week we choose a movie from one of the horror genre to discuss the following week. Follow along each week by keeping up with the movies we are watching to stay in the loop with the movie club! Check out other podcasts, coffee and pins at www.darkroastcult.com ! THANKS TO ANDREW FOR MAKING THE INTRO SONG. (soundcloud.com / andoryukesuta)@andoryukesuta The footage from a personal camcorder is recovered by the U.S. Department of Defense in the area "formerly known as Central Park", bearing a disclaimer stating multiple sightings of a case designated "Cloverfield". The camera contains two sets of recordings, mixed together. The earlier footage, recorded on April 27, 2008, shows Robert "Rob" Hawkins waking up with Elizabeth "Beth" McIntyre in her father's apartment above Columbus Circle before embarking on a date across New York City and Coney Island. On May 22, 2008, Rob's brother Jason and Jason's girlfriend Lily Ford, throw a farewell party, celebrating Rob's new job. Jason gets Rob's best friend, Hudson "Hud" Platt, to film testimonials for Rob during the party. Beth, whose feelings are hurt because Rob never called her back after their one night together, brings another man to the party. Beth and Rob argue, and she leaves shortly before a massive earthquake occurs, causing a brief citywide power outage; the local news reports a capsized oil tanker near Liberty Island. From the roof, the partygoers witness an explosion in the distance and flee as flaming debris flies in their direction. As the partygoers leave the building, the severed head of the Statue of Liberty is hurled into the street. In the chaos, Hud records an enormous creature several blocks away collapsing the Woolworth Building before taking cover in a convenience store. When the group attempts to evacuate Manhattan, the creature's tail destroys the Brooklyn Bridge, killing Jason. News reports show the Army National Guard's 42nd Infantry Division attacking the monster and smaller parasitic creatures that fall off its body. Rob receives a message from Beth, who is trapped in her apartment at the Time Warner Center. Rob, followed by Hud, Lily, and Marlena Diamond, venture into Midtown Manhattan to rescue her. They find themselves in a battle between the creature and military, run into the subway, and are attacked by the parasites. While saving Hud, Marlena is bitten by one of the creatures. The four escape the subway and enter an underground mall where they are found by soldiers and taken to a command center nearby. When Marlena begins to bleed from her eyes, she is forcibly taken to a field hospital and explodes. Rob, still intending to save Beth, persuades one of the military commanders to let them go. He is informed when the last evacuation helicopter will depart before the military executes its "Hammer Down Protocol", which will destroy Manhattan to kill the monster. The surviving group travels to Beth's apartment building leaning on a neighboring skyscraper. After crossing roofs from the other building, the group finds Beth impaled on exposed rebar. They free her and make their way to the evacuation site at Grand Central Terminal, where they encounter the creature again. Lily is first rushed into a first helicopter to escape before Rob, Beth, and Hud are taken away in a second helicopter and witness the creature being heavily bombed. The creature remains unfazed and lunges out of the smoke, hitting the second helicopter, and causing it to crash in Central Park, killing all the occupants except Rob, Beth, and Hud.

#25. In this episode, we're joined by Matt Conway, the charismatic owner, operator, and sommelier of the renowned Tippling House nestled in the heart of Charleston, South Carolina. Alongside his delightful partner-in-crime, Carissa Hernandez, Matt has created a haven for those who appreciate the finer aspects of life's libations.Under the wing of the late Chef Gray Kunz, Matt honed his craft at Café Gray in the Time Warner Center from 2004 to 2007. This eventually led him to to Restaurant Marc Forgione, where he wore multiple hats – GM, beverage director, and eventually a partner. Matt has collaborated with the world-famous cellers at Taillevent in Paris and has been bestowed the honor of being among Zagat's "30 Under 30" and a Star Chefs recognized "Rising Star Sommelier."Matthew's journey is one marked by consistent acclaim and notable presence at some of the most distinguished wine events. His finely tuned palate and comprehensive knowledge have made him a sought-after sommelier at premier gatherings like La Paulée and La Fête du Champagne. Today, Matthew Conway's legacy shines brightly as a partner at La Tablée. This establishment stands as a testament to his commitment and expertise, with a special focus on the captivating allure of the Northern Rhône Valley.Where to find Matt Conway: InstagramWhere to find host Josh Sharkey:InstagramLinkedInIn this episode, we cover:(2:26) How Matt became a sommelier(7:13) Working with Josh at Cafe Grey(11:10) Building relationships with producers(14:51) What makes a great sommelier(21:04) Empathy and inclusion when choosing wine(25:19) What's in the future for sommeliers?(31:31) Essential skills for a successful sommelier(33:13) Working at Restaurant Marc Forgione(35:19) Why Matt moved to Charleston(38:46) Building a company culture with work/life balance(44:06) Could Matt be successful with Tippling House in NYC?(49:16) New York life versus Charleston life

In the latest episode of Onward, Fundrise CEO Ben Miller gives us the opportunity to listen in on a conversation with one of the most experienced and influential figures in real estate today: Steve Ross, the largest real estate developer in the world. In addition to being the co-founder and chairman of RSE Ventures and owning the Miami Dolphins, Steve is the chairman and founder of Related Companies, the real estate firm behind the Time Warner Center in New York City, plus the 18 million square foot Hudson Yards project, the largest private real estate development in the history of the United States. Ben and Steve's conversation covers a broad range of topics, drawing on Steve's vast experience of over 50 years as a major player in the real estate industry. They discuss how real estate funding has changed over the decades, how experiences from past financial crises can help investors today, and the importance of affordable housing for the future of the American economy.  Have questions or feedback about this episode? Drop us a note at Onward@Fundrise.com. Onward is hosted by Ben Miller, co-founder and CEO of Fundrise, and Cardiff Garcia, co-founder of Bazaar Audio and host of the economics-focused podcast The New Bazaar (after spending many years as the co-creator and co-host of NPR's The Indicator podcast). Podcast production by Seaplane Armada and The Podcast Consultant. Music by Seaplane Armada. About Fundrise: With over 1 million users, Fundrise is America's largest direct-to-investor alternative asset investment platform. Since 2012, our mission has been to build a better financial system by empowering the individual. We make it easier and more efficient than ever for anyone to invest in institutional-quality private alternative assets — all at the touch of a button.   Please see the Fundrise Flagship Real Estate Fund website (http://fundriseintervalfund.com), Fundrise Income Fund website (http://fundriseincomerealestatefund.com), and Fundrise Innovation Fund website (http://fundrise.com/innovation) for more information on each fund, including each fund's prospectus.  For the publicly filed offering circulars of the Fundrise eREITs and eFunds, not all of which may be currently qualified by the SEC, please see fundrise.com/oc. Want to see the specific properties that make up and power Fundrise portfolios? Check out our active and past projects at www.fundrise.com/assets. 

This week, Matt is joined by Stephen Ross, Founder and Chairman of Related Companies, one of the country's premier real estate development organizations. Stephen talks about their current mega-project, Hudson Yards, where we recorded the episode, the breadth of Related's activities and both his personal business and philanthropic interests, including as owner of the Miami Dolphins NFL team.One of Stephen's current projects takes the form of revitalizing downtown Detroit through a major new development. Stephen grew up in Detroit until he was 15, when his family moved to Florida. As soon as he had the chance, he moved back for college before planting himself more permanently in New York City. Detroit has been through changes and challenges since Stephen's days there, but he still sees a bright future for it. His hope is that this new development will serve as a catalyst for a renaissance of the whole city.Stephen brings a trove of experience and a vision of real estate's future to today's episode. His desire to create ventures that matter is defined by mega projects like Hudson Yards and the Time Warner Center in New York, as well as Related's ongoing business in affordable housing — an area which Stephen acknowledges is one of America's biggest current needs.

Pleased to chat wtih Adam Piore, an industry colleague & frequent contributor to The Real Deal, as well as the author of the new book “The New Kings of New York,” an insider account of the stories & mayhem that defined real estate's modern gilded age. The book features extensive interviews with the titans of NYC including Related's Steve Ross, Extell's Gary Barnett, JDS's Michael Stern, operators of Fortress Investment Group, and more.  The book reveals new details of some of the most audacious plays in the history of the city, from Kent Swig's Downtown buying spree to Related's bids for Hudson Yards and the Time Warner Center.  On this episode, we discuss his stories he's learned while dealing with the developers of NYC, his thoughts on Manhattan's mega projets, Russian Oligarch's, The Dolphins, and more!   You may pre-order the book at any of the following:  The Real Deal website Amazon Barnes & Noble Follow Adam on Twitter at @adampiore   

As Chief Marketing Officer for Hudson Yards—the largest private real estate development in United States history—Stacey Feder oversees all aspects of the brand, as well as sponsorship sales, revenue-generating events and fulfillment strategies for office, residential, retail and public spaces. Stacey has a long track record of shepherding assets from initial concept to dynamic destination, demonstrating a talent for creating community where none existed by drawing businesses and consumers to new gathering destinations. In her previous role as Vice President of Marketing at Manhattan's Time Warner Center, Stacey played an integral role in the global positioning of the innovative, 2.8 million square foot, mixed-use property, which soon after opening became one of the most-visited places and most-referenced landmarks in a city full of both.

CHRIS NEWBOLD: Hello, well-being friends. And welcome to The Path to Well-Being in law podcast, an initiative of the Institute for Well-Being in Law. I'm your co-host Chris Newbold, executive vice-president of ALPS Malpractice Insurance. And again, you all know now that what we are really excited about in this podcast is to introduce you to thought leaders doing meaningful work in the well-being space.                 And we know that in the process that this army of well-being advocates is growing, and our goal is also to build and nurture a national network of well-being advocates intent on creating a culture shift within the profession. And I'm really excited for today's podcast because so much of what the future of our profession ultimately starts with how we're training the next generation of law students. And so we're on the cusp here of starting a three-part kind of mini series and really focusing in on well-being and law schools.                 And we are super excited to be welcoming I think one of really the kind of showcased law schools in the country when we think about kind of focusing on well-being as part of the culture within the law school environment. We are excited to welcome Linda Sugin to the podcast. And Bree, would you introduce Linda for us? BREE BUCHANAN: Absolutely. And hello everybody. Professor Sugin, and we're just going to call you Linda really is you can see, and we have not met before, but looking at your just history, it's clear that you have so much passion for the well-being of the students and that your bio, you've been a part of the Fordham Law faculty since 1994 and moved into the associate dean for academic affairs in 2017. And it seems like that you just sort of took the school by storm in a way and putting in amazingly new, innovative programs to address what I imagine you were seeing, which was at least a lot of dis ease among the student population there.                 And so it's just really clear that you saw that problem and you got to work. Professor Sugin's scholarly interests focus on issues of distributive justice in taxation and the governance of nonprofit organizations. She was the 2021 recipient of the dean's medal of achievement, well-deserved, and the 2007 recipient of Fordham Law School's Teacher of the Year Award. So Linda, thank you so much for being here today.                 I'm not going to go through the details of your bio because we're going to kind of pull that out as we go through this podcast today. But I want to start off with the question that we always begin with. I think it's one of the most interesting pieces that we get from our guests, which is to hear about what brought you to what is now a movement, the well-being in law of movement. And we found that typically people have some passion or experience in their life that drives their work. So tell us what brought you to this work and welcome to our podcast. LINDA SUGIN: Thank you so much. And thank you for that kind introduction. And thank you, Bree and Chris for inviting me to this podcast today. So I have to admit that I actually came to this pretty late in my career, that I spent more than 20 years as a law professor without really being focused or aware of this at all. In my career as a professor, I've always loved my students and I've tried to nurture them as best as I can, but I never really questioned the basic way that law school is structured and the way that students traditionally learn in law school environments.                 But when I became the associate dean in 2017, the first thing I did was convene a student advisory board to hear what students wanted and needed most from the law school. And I was kind of surprised that what I heard was a lot of frustration, a lot of disappointment, a lot of shame, and a lot of anger. And I really saw how much pain so many students were feeling because of what was happening within the law school, with their classmates, with their teachers.                 And so it was really that experience that led me to committing myself to improving the student experience by trying to better understand the emotional reality of students. I realized that we could never succeed with our academic mission if we continue to ignore the emotional toll that law school was taking on so many students. And so that's what really brought me to it. BREE: Wow. I love those words. Just when you talked about the power of those emotions that you were hearing about the shame and anger just those are powerful things. And I also was really impressed when you were talking about the emotional reality of students, and I'll tell you to hear what I would think a stereotypical tax professor, my experience with tax professors to talk about the emotional reality of their students and focusing on that, that's just amazing so I can see why you're so good at what you do. CHRIS: Linda, it sounds like your student advisory group, I'm guessing that your impressions surprised you a bit from that early group discussion. LINDA: They did, they did because I had never really taken such a broad view of what was going on in the law school, that I had my own classes, that I had sort of total control over. But I really wasn't aware of a lot of the dynamic that was happening throughout the law school both in and out of the classroom. And I think that that's what's really important, is to understand that law school is a really immersive experience for students and the culture of law school is very challenging for many students coming in. CHRIS: Well, let's set the stage a little bit. Can you just give us some context for Fordham Law School, right? Location, size, focus, types of students, kind of what the existing culture was maybe before you kind of more kind of deliberately started to focus on it. We'd just kind of love to set the stage on kind of learning a little bit more about the law school itself. LINDA: Okay, great. Yeah. So Fordham Law School actually is a really great place and always has been a great place. It's a Jesuit school, and we have a tradition of public service that really stems from that. And Fordham has historically welcomed students from groups that are traditionally underrepresented in the legal profession. So the first black woman to practice law in New York state was a 1924 graduate of Fordham Law School. And so we go way back in our institutional commitment to inclusion, community and holistic learning.                 But at the same time, we are one of the largest law schools in the country within the top 10 and we have over 400 students who come in every year. The good part of that is it makes a very vibrant academic life. There's tons going on all the time. But it also presents a challenge for creating connection. It's very easy for students to feel invisible in that crowd and so it's really important to find smaller communities within the law school where people really find what they're passionate about and where they can really excel.                 We are also smack in the middle of New York city. Our students come from all over the country and all over the world actually, but most of them want to stay and work in New York when they graduate. We are right next door to Lincoln Center for the Performing Arts, down the block from the Time Warner Center, which is all fantastic, but we don't have much housing for students on campus. And so many of our students commute from a long distance because our neighborhood is very expensive.                 And actually over the 25 years that I've been at Fordham Law School, the neighborhood has become increasingly expensive. And that physical distance and being in the middle of the city with all of the excitement and stimulation of the city makes community building even more challenging. And so there are many wonderful things about Fordham Law School, but also challenges connected to the kind of issues that we're focusing on today. BREE: So Linda, tell me, I was looking at your bio and the work that you've done there at Fordham, and it looks like a real area of focus that you've been developing is around the professionalism for students. And I want to ask you what were you seeing among the students? I know that you had the focus group, but what are some of the areas that you're trying to address when you're focusing on students' professionalism and what does that mean? We've got that word there and it's easy to assign a meeting, but what do you mean when you talk about professionalism for your students? LINDA: Yes. Thank you for asking that question because I do think that people have different ideas of what professionalism is. I see professionalism as really a very broad category of all the different kinds of capabilities that individuals need to succeed in the legal profession. So mental health and wellness is certainly one important part of it, but I focused on other aspects under that umbrella as well. And I think they're all connected to each other.                 One of the things that I was seeing when I started thinking about doing this kind of work was that depending on where students worked before coming to law school or other experiences that they had in their backgrounds, some students didn't know the expectations that other people might have for lawyers, people like judges, for example. And so we developed some programming around that, what the expectation is going to be, and I call that the integrity programming, right?                 Nothing is more important for lawyers than integrity. But I felt like some students had a more developed understanding and some students just needed more education in what that meant as lawyers. And then in addition, there are lots of professional skills that are not really part of what we think of as the traditional professional skills curriculum that we have in law schools. So every law school has a curriculum that includes interviewing, counseling, negotiation.                 But the skills that I really have focused on are little mushier, skills like effective listening, empathy, self-awareness, giving and getting feedback, growth mindset, understanding cognitive biases. I'm really committed to lawyering as a service profession, a helping profession and that drives a lot of this for me. We need to orient ourselves so that we can really be a helping profession. I sometimes think about former students that I've had and one who comes to mind is I once had a truly brilliant student who would critique his classmates' arguments in the most devastating way. And I tried to teach him how to have a more productive disagreement.                 So I think that it's really important that lawyers recognize the humanity in every person and learn how to advocate, defend and disagree with respect and compassion. And I feel like that's a huge piece of professional education as well. In our polarized times, this is really hard for people to do. BREE: Right. LINDA: But I think that it's a really important part of the project because it's essential, I think for what lawyers really care about, which is justice. CHRIS: That's awesome because, I mean, it feels like we hear a lot about emotional intelligence, right? And it feels like in some respects, you're focusing, again, some of your efforts intentionally on the emotional readiness of lawyers as they enter the profession, which again, I'm not certain a lot of peer institutions in the law schools, they may talk about it, but it seems like you're going at it with some notion of intentionality. LINDA: Yeah. And so we don't think that our students will know everything about the law when they get out, but the idea is that we give them the tools so they can learn what they need to learn when they get out into the real world. And I feel like these are crucial tools to enable them to navigate all the spaces that they're going to be in after they graduate. CHRIS: What a worthy investment. And then it feels like there's a couple of other foundational building blocks in your program, namely the peer mentorship program and the house program. Can you describe those programs and how they work and what they're designed to do for students? LINDA: Yeah. So those are our two biggest initiatives that come under this professionalism umbrella and the key design feature of both of these programs is institutional infrastructure. The students being served are at the center, but there is a whole web of support that we've built around them. And that support includes faculty, it includes administrators, it also includes other students. A really big and important part of our professionals in programming is leadership development.                 And we have been thoughtful about where we use leadership and where we use professionalism because they're related but I don't think that they're entirely the same. So it's key in these programs that we support the students who participate in these programs as the leadership. So the house system we developed primarily for the first year students and it's organized by sections. So law school is still the same as it was when I went where all first year students, or at least at Fordham it is, all first-year students have all their classes with the same cohort, and so we call that cohort a house.                 But what we did within that structure is three things. So the first thing is that we used the house to connect students with faculty and administrators. So there's a faculty house leader who runs programs and the students can turn to with problems and questions. Usually that's a person who's not one of their teachers and the idea is that this is sort of a neutral faculty member who understands the institution, understands where these students are going and what their needs might be.                 In addition, there are librarians, student affairs counselors, career planning counselors, and other people assigned to each house so that students know people in all the administrative offices that they're going to need to work with. And we think that this really eases the entree to looking for a job, getting academic support when you need it. In addition, there are alumni mentors, mostly recent graduates for each house.                 So the house is really designed to create connections for students with people in all these different ways who will be essential to their development as lawyers. The second thing the house does is it's the place where we do a lot of programming around professionalism. So programs on choosing career paths and thinking about co-curricular activities, mental health, equity and inclusion. We have specific programs on a lot of different things.                 Some of them are more formal, some of them are more casual, but the idea is that the students get together for house meeting every week. There is a real curriculum and so it deserves to be treated as part of the academic program. And that has been great in many ways because there were so many random programs that students had to or should take part in and this was a way to organize it and to really rationalize the curriculum as a whole.                 And the third thing is that house is social. It gives students an opportunity to interact with each other in a context other than class. So this was a little hard in the pandemic, but we did the best we could, we hope it'll grow more when we're back in person. But the idea being that there are house parties, there are inter-house competitions, pro bono projects that the houses do, really giving students a way to interact with each other that's outside of the strict confines of their classes in which students seem so one-dimensional to each other.                 And so we think that the community of students that we create the first year is really key to the continued success of students throughout their law school career. The peer mentorship program is really my passion project. It grew directly out of the student advisory board that I mentioned and it's designed for second year students.                 And what I learned in talking to students was that we kind of had been ignoring students starting their second year, but that that's a point of tremendous vulnerability for a lot of students, that the first year we decide everything for them, they don't get to choose any of their classes, it's the rigid schedule and then they have their first summer, some students will be disappointed with their first year grades, some will have had failed job searches, most students will not have made law view.                 And so the beginning of the second year, it turns out, is a really tough time for a lot of students. And after taking care of all decisions for them in the first year, at the beginning of the second year we're like, "Okay, go. Now, do what you want." And so that is an easy moment for students to feel overwhelmed, to feel isolated. But really the law school never recognized how precarious students can be at the start of their second year.                 And so what we did in the peer mentorship program is that we created a system where there would be third year mentors for second year mentees. And the key aspect of the program is that all mentors must take a class that focuses on mentoring skills. There are three of us who teach the program. So the director of professionalism who we hired in 2019 teaches with me as does an additional adjunct who is a 2018 graduate of the law school.                 But the idea is that the teachers support the mentors who support the mentees. And of course, the skills that we teach in the class are skills that are not only useful for being a good mentor, they are useful for being effective lawyers and good professionals after graduation as well. So the program is voluntary for both the second and the third years, but it has grown exponentially since it started in 2018. And I hope that eventually all students will choose to participate because I think it can be a really enriching experience no matter what the students' experiences are. BREE: Wonderful. Linda, when I was thinking about a common theme for both of those programs, and it looks like a lot of your work is to help create connection, which is so vital to a sense of well-being and to break through the sense of isolation. There's a research that came out in the last year or so that showed that lawyers are the loneliest of all professionals. And I think a lot of that can start in law school with the inherent sense of being in competition with everyone that you're there with. I wanted to ask you also going back to the very beginning of the law school experience, and you've done a lot around the orientation process. Could you talk to us about what changes you ushered in for the August orientation for everyone and what issues you were trying to address? LINDA: Yeah, sure. So I'm a tax professor and some years ago I spearheaded a project to teach students some basic quantitative skills that lawyers need. Of course, people come to law school because they never want to do anything quantitative again. But of course, when you become a lawyer, you realize that you actually need to have some quantitative skills. So we put it in orientation because we saw that as part of a toolbox really for students beginning their law school journey.                 You have to learn how to brief a case and you have to have some other basic tools also. So when I became associate dean, it occurred to me that we should do the same thing for professional tools, that we should make sure that students have what they need so that they can better succeed in law school and as lawyers. And so we added a module to orientation that focuses on personal values and developing a professional identity. From day one, we want students to think about how they can be lawyers while also being their authentic best selves.                 In their first days of law school, we talk about implicit bias and anti-racism, growth mindset, vulnerability and empathy, and character strengths. The idea being you came here for a reason and we want you to remember what that reason was and be the kind of lawyer that you want to be. And so we sort of start that message in orientation, all the things you do in orientation, you have to keep doing it again. And of course, it's worth revisiting so many of the things that we do in orientation later on. But our ongoing development of the professionalism curriculum is about building competencies throughout these areas.                 In addition, one of the big things that we did with orientation is that we added an orientation in the middle of the first year in January. So before the students come back for their second semester, they spend a day, this coming year we'll make it a two day program but the idea was that there were some things that we couldn't do in August because the students hadn't yet built the trust that they would need to have certain kinds of conversations. So we wanted to do a deeper dive into anti-racism and engage students in more sensitive conversations.                 And it seemed that students would be better prepared to do that after a semester and it would really be too early to do that in August. And so we made that a full day program in January all about equity and inclusion. And last year, we were able to hire a director of diversity who has been fantastic designing and leading this program. Next year, we're planning to build out the January orientation into a two day program so that students can also reflect on their strengths, values and commitments as they start on their second semester and really dig deep into growth mindset, which is so important to their continued success in law school. BREE: Wow. That's profound. I really am particularly impressed listing to adding in that January orientation and being really thoughtful about where do we place basically this curriculum for our students. And that is just fabulous. Linda, we're going to take a break to hear from our sponsor right now and then when we get back, we're going to get to hear more about what you're working on. So thank you, and we'll be right back. Welcome back everybody. And we have with us today, Professor Linda Sugin, the associate dean for academic affairs at Fordham Law School.                 And Linda, we were just talking about the orientation programs and all of these ideas of really around helping students feel connected and breaking through some of the isolation. Could you just talk generally about these programs we just discussed? How do you see them helping the students maintain, I guess, their mental health and the best place to be able to learn as students and benefit from their law school experience? LINDA: Yes. Thank you. So what we have seen in looking at the success of our students after they graduate is that connection in law school is the most important indicator of success. And so we were very, very purposeful in trying to figure out ways that could find their home, their connections within the law school. And a lot of students do it organically. The students who are on a competition team or on a journal, they often find their smaller cohort that really supports them but there are always some students who fall through those cracks.                 And so those are the students that we are trying to help find connection. And so let me focus a little bit more on the peer mentorship program because that's one of the biggest initiatives that we have. I mentioned it before, but I'll tell you a little bit more about how it's organized. So we have it so that all students are part of a group with more than one mentor. Last year, we had a lot of mentees so most groups had two or three mentors and five or six mentees. And so that gives you a little community within the law school that you can work out any way that it works for you.                 And some of the groups really click as a whole, and that's like a little team there of seven or eight students. Some of the groups end up pairing off in various ways and individuals find connections between mentors and mentees on different issues or for different reasons. And it's all good, we feel like it really works out. I'm going to stick my neck out here a little bit and say I think all students feel isolation, self-doubt and fear, even the strongest students feel those things.                 And it really breaks my heart that so many of them think that they're the only ones having these feelings because that's what they think. And if they could just be a little bit more vulnerable with each other, they would find so much shared experience and mutual reassurance. So having a person or a group to share your insecurities with is really important. The peer mentors are only one year ahead of the mentees.                 So they have just a little bit of knowledge that the mentees don't have, but they are really in the same place as the mentees in so many ways. So lots of the mentors are still looking for jobs, they're questioning whether they want to be lawyers, they're still struggling to finish their homework on time, right? So they're feeling a lot of the same feelings and they can really understand what the second year mentees are going through.                 There's just enough distance there and enough closeness that they can really provide crucial support that I think nobody else can. The faculty can't do that, their families who don't understand what's happening in law school can't really do that. And so that was really why the program was designed. But my greatest surprise pleasure of the peer mentorship program has been seeing the mentors grow. So because they take this class with me, I watch them and I can see how they grow in confidence and well-being over the course of the semester.                 The course that the peer mentors take focuses on skills like teamwork, cross-cultural communication, cultivating growth mindset, right? All the topics that we cover are important to professional success. And the mentors keep journals every week that I read. And what I see is that so many of them get so much gratification from the mentoring work. Helping others, as we know from lots of research, is good for our own mental health. And so the program has been really helpful for both the mentees and the mentors. I guess I just want to mention the one other big leadership program that we have, we call it the professionalism fellows program and it's connected to the house system.                 We just finished the first year of the program and it was a great success in ways that I hadn't really anticipated. Because at the beginning, the fellows started out somewhat timidly, but by the end, the most striking thing I noticed was that the fellows have really developed into partners with the administration in problem solving and program development. And so there was tremendous growth in both the peer mentors and in the professionalism fellows over the time of working with them. And so I think that this is really key to maintaining their mental health as well as setting them up to be successful lawyers. CHRIS: Linda, as I mentioned at the top, this podcast kicks off a three-part mini series on the connection between well-being and law schools. I'm hoping that we can pivot a little bit right now and kind of talk a little bit about again, best practices and what are... I think we really would enjoy packaging this up and making sure that we can get this into the hands as to as many law school leaders as possible.                 So to that end, what suggestions do you have for others who may be interested in developing similar programs? Again, it seems like you've been very progressive, thoughtful and intentional about what you're trying to do with your student body. So what worked, what would you do differently, what advice would you offer others listening in? LINDA: Okay. Yeah, great. So I guess that there were two things that I would advise other schools. So the first one is student leadership. I'm really a huge fan of student leadership. I really believe in the peer mentorship model for all the reasons I was just describing. But you need to be prepared to provide a lot of institutional support. You can't expect student leaders to feel confident without backing them up with training and encouragement.                 I agreed to take on this work in the first place on the condition that we hire someone who would report directly to me and work on these issues full time. And I had the great fortune to be blessed with the most talented and committed person for the job and Jordana Confino has been an amazing partner to me in this work since 2019. So get students involved, give them... empower them to really do important things, but make sure that you're backing them up, supporting them and helping them at every step of the way.                 And then I guess the second thing, and this sort of goes to, we've made a lot of mistakes too as well as our successes, I just don't like to talk about them as much, but I would suggest that people turn to experts if they can. We were lucky at Fordham to get some philanthropic gifts to support our diversity equity and inclusion programming. And it allowed us to hire people with experience and training doing the kind of work that we wanted to do. So I feel like once we did that, it really, really helped a lot of the programming that we have been trying to do without that support which was not going as well and was really challenging.                 So now after three years, I guess I can say I have a lot of expertise in creating a peer mentorship program, but at the beginning it would have been really helpful to have worked with a consultant and I may have made fewer mistakes if I had been able to turn to more expert support. Of course, that takes money. And I hope that one of the things like this podcast will do is really convince the community that it's worth it to invest in these kinds of programs, that they're really meaningful for the students who benefit for them and they can really be transformational for the student experience.                 And that I hope that we can really make them a fundamental part of what law school is. rather than something that's just icing on the cake that we do if we can get some outside support for it. So that's kind of my next challenge, is to try to really bring these kinds of programs into the core of what legal education is. BREE: And I've spent some time as a clinical professor at a law school and my experience in sort of looking around there, that who holds the most power in the law school and who in some ways are the gatekeepers are trying to put on a new program such as this, and that's my experience was the tenured faculty, that block of individuals and the law school administration, particularly the office of the dean. How did you get those two groups on board with these initiatives? LINDA: Well, I was really lucky that the dean was basically on board all along. We had done a strategic plan shortly before I became associate dean and the strategic plan had some sort of general intention to improve the student experience. And so I felt like that gave me the go ahead to sort of figure out what the content of that would be. And so I've had tremendous support from the dean from the beginning, and he's really done a lot of fundraising around this work, which has been tremendous.                 The faculty is always more varied and you get a lot of different views on the faculty. I would say that there were a core group of faculty members who were very enthusiastic, particularly about the house system and they have worked incredibly hard from the beginning to collaborate with the administration to turn the house system idea into reality. And I think that some of it is that other faculty who maybe were a little bit more skeptical were kind of waiting and looking and seeing, but I think that now that the house system is up and running, people see how good it is for the students.                 Now, there are some new people who are getting involved, which is also really gratifying. But I do think that it's important not to pressure people into doing anything they don't want to do. I think that as these things prove themselves to be useful and meaningful, things will be easier going forward. I think that law schools are pretty slow moving institutions in general and making big changes take time. And I don't feel like I need to be in a huge rush because I see that this is a long-term goal that will have really long-term benefits that are worth waiting for. CHRIS: Linda, are you seeing anything on your commitment to well-being in terms of playing out in terms of your strategies on recruiting new students into Fordham? Because it certainly feels like again, there's a more societal recognition of how important this is and I'm wondering whether you're playing that into recruitment strategies in what we know is a very competitive landscape and it comes to recruiting law students into the institution. LINDA: Absolutely. So in our admitted student days, we always talk about our professionalism initiatives. The professionalism office gets a lot of inquiries from admitted students. So there's no question that students are looking for these kinds of programs. I think that students are looking for law schools that understand that students have needs and are prepared to address those needs. And so I think that our students are pretty picky consumers when it comes to what the culture of the law school is and what the approach of the administration is. And I hope that we show ourselves to be the kind of welcoming, caring community that we are because we really are. CHRIS: Yeah, that's great. Well, let's spend the last couple of minutes that we have. I mean, obviously Fordham sits at the epicenter of the COVID-19 outbreak, right? And the pandemic. I'd just be curious, Linda, of what impact the pandemic had on your student body, what some of your concerns were and how you're working in the constraints set by the pandemic to continue to support student well-being in what's otherwise been a very uncertain time. LINDA: Yeah. So it has been a brutal 15 months, I admit that. And the losses that people have suffered are real and varied in our community. And I think that right now we need to focus on recovery. Things are much, much better here in New York now and it seems like things are coming back to life and we are hoping that in the fall we will be back to what we traditionally know as law school.                 The pandemic was really extra hard for the kinds of things that we've been focused on in the professionalism program, so really hard for community building. But I think that our programs were crucial in getting everybody through the pandemic. If you rely only on organic community building, people making friends in their classes, people might not be able to do it in a pandemic. But I think a lot of our students really needed to connect with each other and with their teachers.                 And so I worked with a lot of the faculty throughout the pandemic to help support them in creating welcoming and warm learning communities within their classes. So we had student faculty conversations on all sorts of current issues. We encouraged faculty to make space for more casual student interactions. So faculty did things like they held happy hours and game nights and cooked dinner together virtually with their students and I think all of these things really did make a difference.                 We saw in the peer mentorship program that the mentoring groups that would meet weekly really treated it as a gem of a moment that they could get together and have some social interaction with other students when they really had so few opportunities to do that kind of thing. So I'm not going to say that it was good, it was really, really hard for everybody. And it was hard financially and there were a lot of people who got sick and who had a lot of illness in their family so it was definitely challenging.                 But I do always try to look for the silver lining. And so when we're back in the fall, the plan is that we will continue to use some of the remote tools that we learned how to use that I think that some of them can really enrich the support structure of the law school. We have to strike a balance between flexibility, convenience, and immersion and I think we'll be calibrating that when we get back. But for our fall academic program, I scheduled some online classes in the curriculum even though mostly we're going to be back in person. So I hope that what we'll take from this year of disruption will be some tools that we can use to make a richer learning environment that includes everything. BREE: Linda, this has been fascinating and inspiring too, and we're coming to the end of our time together. But just finally, if one of our listeners was interested in learning more about these innovative programs at Fordham, could you give them some advice on how to learn more? LINDA: Yeah. So we have a page on the Fordham Law School website for the office of professionalism that has lots of information on the programs that we're doing. Even better, I love to talk about what we're doing and so does our director of professionalism. So people should feel free to reach out to me and to her Jordana Confino. Our contact information is on the office of professionalism page. We are really hoping to help other schools replicate particularly our peer mentorship program because we believe it can be really transformational. And so next year when we sort of take this to the next level, that's one of the things that I'm going to be focusing on, is how is it that we help other schools to incorporate some of these things that I think have made a really big difference for us. CHRIS: Well, yeah. What important work that you're doing. I mean, I just love the fact that you've invested so much time and energy into the emotional readiness of the law school experience and I think that that's going to obviously pay dividends for the culture that you're building within the law school itself. But if I'm an employer and I'm thinking about what type of students I ultimately want to hire into my firm, knowing that I have a student who's kind of emotionally ready for the practice of law seems to be a really wise investment from a hiring decision. So any final closing thoughts on that Linda or anything else that you want to raise to our listeners? LINDA: Just that I hope in addition to helping them work more effectively, I hope that all of this will really make our students happier lawyers. And so it's really important that the work that lawyers do to our society, and I think it's really important that we care for lawyers so that they can do that work and have gratifying and happy lives. CHRIS: All right. Professor Linda Sugin, thank you so much for joining us on the podcast. And again, for our listeners, our next two podcasts will also be focused on law schools' culture and some of the advancements going on. But again, what a great way to kick off this mini series to talk about the Fordham experience. And thank you listeners for joining and we'll be back in a couple of weeks. Thanks. LINDA: Thanks you so much for having me. CHRIS: Thanks, Linda.

Welcome to the Elevator World News Podcast. This week’s news podcast is sponsored by elevatorbooks.com: www.elevatorbooks.com EHC ESCALATOR HANDRAILS SELECTED FOR ONE VANDERBILT Escalators in the upcoming NYC supertall One Vanderbilt will feature EHC Global's NT handrails, EHC announced. EHC, manufacturer of handrails, rollers, composite steel belts and components for the vertical-transportation industry, introduced the NT handrail platform in 1997 as "an environmentally friendly and technologically advanced alternative to conventional rubber-based products." EHC has provided escalator handrails and onsite splicing services to many landmark Manhattan projects, including One World Trade Center, Hudson Yards, Rockefeller Center and the Time Warner Center.  Image credit: Photo by John DiMaio To read the full transcript of today's podcast, visit: elevatorworld.com/news Subscribe to the Podcast: iTunes│Google Play | SoundCloud│Stitcher │TuneIn

ISDA Secure Transportation and Executive Protection News Podcast for Thursday, October 25th, 2018 ====================== In Vehicle News From Ars Technica How driver-assist tech can result in a $5,000 fender-bender Cars with advanced driver-assistance technology are more expensive to repair than their less-autonomous counterparts, according to a study by AAA. What would have been relatively inexpensive bodywork due to a fender bender may end up costing two and a half times as much to repair, due to the location of cameras along with ultrasonic and radar sensors. "Advanced safety systems are much more common today, with many coming as standard equipment, even on base models,” said John Nielsen, AAA’s managing director of Automotive Engineering and Repair. “It’s critical that drivers understand what technology their vehicle has, how it performs and how much it could cost to repair should something happen." It's not just the parts, either. A rock hitting your windshield will require the camera used for adaptive cruise control to be recalibrated. And you'll likely have to pay more for the replacement windshield, as some manufacturers have more stringent standards for optical clarity. What would otherwise be a $500 windshield replacement can end up costing as much as $1,500. AAA has broken down some of the extra costs for cars with advanced driver-assist technology: Front radar sensors used with automatic emergency braking and adaptive cruise control systems: $900 to $1,300 Rear radar sensors used with blind spot monitoring and rear cross traffic alert systems: $850 to $2,050 Front camera sensors used with automatic emergency braking, adaptive cruise control, lane departure warning and lane keeping systems (does not include the cost of a replacement windshield): $850 to $1,900 Front, side mirror, or rear camera sensors used with around-view systems: $500 to $1,100 Front or rear ultrasonic sensors used with parking assist systems: $500 to $1,300 https://arstechnica.com/cars/2018/10/why-driver-assist-tech-can-lead-to-the-5000-fender-bender/ ====================== In Security News From Huffington Post How Investigators Will Work To Find Out Who’s Behind The Bomb Scare Pipe bombs were sent to several prominent Democrats, including former President Barack Obama and former Secretary of State Hillary Clinton. From Washington to New York to Florida to Los Angeles, the authorities intercepted a wave of crudely built devices that were contained in manila envelopes. In the center of Manhattan, the Time Warner Center was evacuated because of a pipe bomb sent to CNN, which has its New York offices there. It was addressed to John Brennan, a critic of President Trump who served as Obama's CIA director. Pipe bombs were also intercepted in Florida and Los Angeles. The devices stashed in manila envelopes and mailed nationwide targeted top Democrats two weeks before the midterm elections. The bombs found this week were intended for at least seven officials, including Rep. Maxine Waters (D-Calif.). Law enforcement officials have also tracked down another suspicious package sent to former Vice President Joe Biden, and the FBI says additional packages may have been mailed to other locations. None of the bombs detonated and no one was injured.  The packages contained pipe bombs that appear to have been made with relatively rudimentary materials. Authorities have confirmed that a number of them contained explosive powder. There is no shortage of theories about who might be behind the plot. Instead of relying on conjecture, investigators will be looking for clear evidence to help them nail down a culprit, said David Chipman, a former ATF agent who worked on the 1993 World Trade Center attack and the Oklahoma City bombing and now serves as senior policy adviser at the Giffords Law Center to Prevent Gun Violence. It’s not yet clear if the devices recovered this week will contain that sort of calling card, or whether the investigation will end up supporting claims that this was indeed a deliberate act of political terror against liberal political figures. Whatever authorities uncover, the plot is deeply concerning, said Chipman. https://www.huffingtonpost.com/entry/bomb-scare-investigation-evidence_us_5bd0af0fe4b055bc9487a922 ====================== In Terrorism News From Palm Beach Daily News Terrorism talk kicks off World Affairs Council season You have a better chance of being struck by lightning twice than being killed by a terrorist. That was what Georgia State University professor Mia Bloom informed a crowd of 115 people Tuesday at The Colony at the season-opening event for the World Affairs Council of Palm Beach. In her discussion, “Small Arms: Children in Terrorism,” Bloom covered a variety of topics, including the indoctrination of women and children, often called “cubs,” into terrorism; how the general population fetishizes terrorism; and and the motivations for recruiting women into terrorist groups. Her research on the last subject, funded by the U.S. Department of Defense, with John Horgan will be published in their book, also called “Small Arms,” due out May 15. In addition to teaching communication and Middle East studies, Bloom monitors terrorist groups on social media and how they are recruiting people. Using her knowledge of Arabic, she has been able to create anonymous accounts and post on social media, she said. Bloom pointed out that 30 to 40 percent of ISIS messaging is positive, and that many women who end up getting involved are not in prison or involved in gangs. “Terrorists play on people’s altruistic tendencies,” she said. “People join because they think they’re going to help people.” Once these women see the real mission and realize this isn’t what they signed up for, they end up getting killed, she said. According to Bloom, the face of terrorism was male for a long time, but it has changed. Leftist organizations such as the Provisional Irish Republican Army were recruiting women as early as the 1970s, serving mainly as front-line activists. Nowadays, women can play roles in all levels of a terrorist organization, whether they’re logisticians, fundraisers or online recruiters.   https://www.palmbeachdailynews.com/news/20181025/terrorism-talk-kicks-off-world-affairs-council-season ====================== In Business of Executive Protection News From Strategic Marketing Solutions Cyfe – The All in One Business Dashboard Cyfe is an all in one dashboard for your business that connects to tens of different data connections. If you’re like me and you find yourself logging in and out of multiple websites, searching for at data, observing analytics, watching social media, maintaining your invoicing and your accounting software.  You have multiple tabs open trying to find all the data that you need on a daily basis. Well, I think you’ll be very happy with Cyfe.  Social media, finance, Emails, and even RSS feeds from your favorite reader. All in one place! No more having to have multiple tabs open. Logging in and out of several different websites a day. Cyfe can do it all for you! You’ll need to create an account, with the free account you get 2 dashboards with five widgets each.  However, with a free account, you won’t be able to access some of the data connections. After logging in you’ll see a blank area. The first step is to create a dashboard. The second step is to create your widgets for that dashboard. Cyfe widget categories are: Advertising Blogging Custom Email Monitoring Other Sales & Finance SEO Social Media Support Web Analytics There are over 80 widgets that you can put data into your dashboards. For instance, you can connect your favorite Email Management client such as Mailchimp. To set your data connection you will need to connect your Mail Management tool by giving Cyfe permission to access your Mail account. Note: Data connections will open a pop-up window, so be sure to accept pop-ups for Cyfe. Once connected you can select if you would want a specific mail campaign or list. Selecting list will show a chart with list growth. You can arrange the widget anywhere on your dashboard and have it be any size. For my testing a connected to AdSense, Mailchimp, Google Trends, Facebook Pages, and Stripe – combining 5 different websites that I would access on a weekly basis. You can position the widgets anywhere on the dashboard as well as minimize and expand the size. Now the other question you might have is, well this is great for me but how do I share the information and data with my team? You can export an entire dashboard or just an individual widget. You can export the data in various formats such as PDF or CSV. Another great feature is the ability to create public URLs of read-only dashboards that you can share with anyone. Cyfe also has the ability to schedule emails. This is a great feature when you’re emailing to clients with specific reports. This is one of those products that is a must for the protection professional.  It is a freemium pricing model.  With a free account you are limited to 5 widgets and one dashboard. The paid option is $19/mo. or $168/yr. https://larrysnow.me/cyfe-one-business-dashboard/ ==================== Links to all news stories mentioned in this podcast are available at the archive website securitydrivernews.libsyn.com. You can also listen to past podcast episodes and leave comments. Thanks for listening to the ISDA Secure Transportation and Executive Protection News podcast. ====================== This podcast is brought to you by the International Security Driver Association ISDA is a valuable resource for all practitioners working in the protection profession. We offer benchmark educational, networking, and marketing programs. The ISDA Membership ISDA Members represent all facets and levels of the protective services profession. The membership can be defined as a group of practitioners from different disciplines within the profession and with years of experience coming together to assist ISDA Members. Read more about our members Here is a collection of Books, and Articles authored by ISDA Members. Learn More about the ISDA Advantage and Become a Member Today

Chef and restaurateur Thomas Keller bought the French Laundry, a restaurant in Napa Valley California, and turned it into one of the leading fine dining establishments in the world.  The French Laundry and Per Se, located in the Time Warner Center in New York City, have both been awarded three Michelin Stars.  Thomas has won […]

This week on In the Drink, Joe Campanale is joined by David Lombardo, Wine and Beverage Director for Benchmarc Restaurants and James Horn, Beverage Director at Landmarc Restuarant. While not classically trained as a Sommelier, Lombardo crafted his own wine education through tasting, reading and traveling to wine regions throughout Europe and the united states, and his knowledge of and enthusiasm for the wine experience is evident throughout the famous wine lists he oversees at Landmarc [Tribeca], Ditch Plains and Landmarc [at the Time Warner Center]. Lombardo also acts as an adjunct instructor in wine for the Institute of Culinary Education, and has also appeared on Kelly Choi’s Eat Out NY as a wine consultant. Credentials aside, it’s the attitude surrounding wine that makes Benchmarc Restaurants ‐‐ and Lombardo ‐‐ known for their approach to wine. This program was brought to you by Michter’s. “For me its great to pair a great steak with a great Bordeaux but because of flexibility with half bottles you can step ourside of your comfort zone.” [14:00] “We didn’t want to have a hotel restaurant – we wanted to have a restuarnat that happened to be in a hotel.” [20:00] –David Lombardo on In the Drink

Born in Israel in 1951, Boaz Vaadia is an internationally known sculptor who works primarily in stone and bronze. Vaadia moved to New York in 1975 and his studio is located in Williamsburg Brooklyn. Growing up on a farm in Gat Rimon, Israel, Vaadia was inspired by the nature around him. Vaadia says of his sculpture, "I work with nature as an equal partner, that's still the strongest thing I deal with today, that primal connection of man to earth. It's in the materials I use, the environments I make and the way I work." Vaadia hand-carves slices of slate and bluestone, shaping them to be layers in a kind of topographical map. He stacks the horizontal slabs until the graded silhouette of a person, animal or group emerges. He views the geological layering of the stone as a natural model for his own sculptural process. It seems a logical metaphor for our human layering of experience and memory. Vaadia continues the process by casting select pieces in bronze, creating a limited edition. Paired with his sculptures are glacial boulders which function visually as counterpoints to the figures. His work appears as though created by natural forces, such as wind and water; they look simultaneously ancient and futuristic, as if the workmanship forms a bridge from the Stone Age to the digital age. Vaadia's sculptures are permanently sited in many prominent public locations worldwide such as the Time Warner Center, New York City, and included in many museums and private collections globally, such as the Metropolitan Museum of Art, New York City, the Museum of Modern Art, San Francisco, and the Israel Museum, Jerusalem.

Jason and Rachel talk to Chef/Owner Michael Lomonaco of Porter House restaurant in Manhattan's Time Warner Center. (Running Time 52:31)

Telsey Casting, not cold today so I didn't wear a jacket, no headshots so I had to go home to get more then go back to "My Fair Lady" call, lesson learned: always have enough headshots. I sang a song that was wrong for the show. I was nervous because I was thinking about the gay behind the table and now my song. I'm videoblogging my auditions now. Columbus Circle. Time Warner Center is ugly. The Apple store is fun. Amy Winehouse cd sucks except for "Rehab."