Category: Speaker Announcements (Page 1 of 29)

Darien is undergoing one of the most significant transformations in its history. With historic levels of new development underway, some residents are concerned about how the town’s character — and its hometown “feel” — may change.

Darien First Selectman and DMA member Jon E. Zagrodzky will discuss what these shifts could mean for Darien’s culture, day-to-day life, and infrastructure needs, and how the town is working to manage growth proactively. A key part of that effort is the new Plan of Conservation and Development (POCD), which will set Darien’s long-term vision for the next decade. The draft POCD is expected to be finalized by April 30, followed by a public hearing in July and Planning & Zoning Commission action later that month.

Darien has more than 400 multi-family housing units newly completed, under construction or planned, representing several hundred million dollars in investment. At the same time, the town may be affected by a new state affordable housing law that became effective on January 1, 2026: House Bill 8002, An Act Concerning Housing Growth. Jon will address the potential impacts of this new law, along with Darien’s broader housing strategy.

There will be ample time for Q&A, and Jon is happy to discuss related topics such as Great Island or town debt — nothing is off limits!

Jon was elected First Selectman for the Town of Darien in November 2023 and re-elected in November 2025. His prior town positions include chairman of the Board of Finance, member of the Town and Police Pension Boards and member of the Public Works Garage and Ox Ridge School Building Committee Boards. He had also served as a member and president of the Darien Historical Society.

Until his December 2023 retirement, Jon served as chief operating officer and chief financial officer of Rhône Group L.L.C., a middle market private equity firm, where he was responsible for finance, operations, human resources, administration, information technology and business planning. Prior to Rhône, he was chief administrative officer and chief compliance officer at Oak Hill Capital Management and before that spent 16 years at McKinsey & Company.

Jon earned a B.A. in economics and romance languages from Washington and Lee University and an M.B.A. from The Wharton School of the University of Pennsylvania. He is a commercial pilot and owns a Piper Seneca III based in Bridgeport. Jon moved to Darien with his wife Sara and their two children, Maggie and Jack, in 2005.

Video Presentation

Dr. Eric Byrne was appointed the new superintendent of Darien’s schools in November 2025 and will discuss the changes in public school education today, with particular focus on Darien. Most senior citizens went to school in the 1950’s–1970s, a period of minimal technology, stricter discipline and more uniform curriculum. Today’s schools are far more tech-driven, individualized, regulated and influenced by AI. Key differences from 60 years ago include:

• Technology: Chalkboards morphed into smartboards; slide rules to Chromebooks; libraries to Google and AI; today’s inescapable social media.
• Curriculum: More emphasis today on STEM (science, technology, engineering and mathematics), coding, global history, environmental science and social-emotional learning.
• College expectations: A high school diploma once sufficed; today’s students face stronger pressure to attend elite colleges. Some colleges seek to “engineer” their peer rankings, and some observers question why a liberal arts education is needed at all because many jobs are changing from being knowledge-based to skill-based.
• Fiscal Challenges: There are numerous state-imposed mandates on schools today as well as transportation challenges and requirements for Special Education, that are now big budget drivers.
• Mental Health: Schools must now grapple with the challenges of student anxiety, depression, substance-abuse and other mental health concerns.

Many senior citizens feel that civic literacy and respect for institutions are declining. Schools now struggle to balance traditional civics with polarized political climates. There used to be a strong focus on U.S. history, the Constitution and traditional narratives of patriotism; but there are now more debate-based civics lessons, polarized social media forms, communications outlets and exploration of multiple perspectives on historical events.

Pertinent questions will be discussed, including which changes have strengthened education, which changes feel like losses and how Darien students experience school differently than seniors citizens did. Dr. Byrne will also discuss how should we teach young people about democracy today, and whether they know enough about American history and government.

Dr. Byrne previously served as superintendent of the Rye City Schools District from 2017 until starting in Darien. He holds an Ed.D. in educational leadership and administration from Fordham University. He is a product of New York City public schools, beginning his career in education in New York City before transitioning to Westchester County and Fairfield County. Prior to his superintendency, Dr. Byrne served as an assistant superintendent for curriculum and instruction, elementary school principal, assistant principal and high school science teacher. He believes that schools must work to develop critical thinkers, effective communicators, collaborators, creative problem solvers, and caring individuals

Video Presentation

Summary of Presentation by Dr.  Eric Byrne on Feb. 25, 2026

Dr. Eric Byrne, newly appointed Superintendent of Darien Public Schools, introduced himself by reflecting on how dramatically education has evolved since the 1950s, 60s, and 70s. Drawing on his own upbringing in New York City public schools and his career spanning being a teacher, a principal, and a superintendent, he framed modern education as a system navigating profound technological, societal and economic change.

Dr. Byrne described how schools once mirrored the industrial era — rows of desks, chalkboards, minimal technology and standardized expectations. Today’s classrooms are collaborative, flexible spaces equipped with laptops, interactive flat panels and AI-driven tools. Students now carry devices more powerful than any computer available a generation ago. Yet with these advancements come challenges: screen-time concerns, social media impacts and the need to regulate emerging technologies such as artificial intelligence.

He emphasized that academic pressure has intensified, particularly in affluent communities like Darien. College admissions have become increasingly competitive due to online applications, test-optional policies and national ranking systems. Students now apply to many more schools, competing for limited seats at elite institutions. This has heightened stress and anxiety, which in turn contributes to growing mental health concerns among adolescents.

Financial pressures on school systems have also grown. Rising healthcare costs, extensive state mandates, increasing special education expenses and mental health support strain local budgets, especially in towns that receive limited state funding. Meanwhile, schools must address evolving safety realities, including active shooter drills — an unimaginable circumstance during earlier generations’ education.

Throughout the discussion, Dr. Byrne underscored the enduring mission of public education: preparing students not only for careers and college but also for citizenship in a democratic society. He affirmed the continued importance of civics, humanities and leadership development alongside STEM and career pathways.

In closing, he acknowledged uncertainty about whether the traditional “American Dream” formula — education plus hard work equals stability — feels as attainable for today’s students. Schools, he suggested, must continue adapting to ensure opportunity, resilience and thoughtful citizenship in an increasingly complex world.

When John F. Kennedy challenged the United States to be the first nation to land a man on the moon by the end of the 1960s, we went for geopolitical reasons during the Cold War to demonstrate America’s preeminence in a global power struggle with the Soviet Union and to prove American “exceptionalism.” Now, 57 years later, the moon is about to be a very busy place, with 84 announced missions through 2030. There are more missions scheduled to land on the moon in the next five years than in the past six decades. This time, we’re going for completely different reasons — not only for adventure and wonder, but also because we want to know whether we can actually live and work on the moon and whether the moon can create its own lunar economy.

The key to developing the moon may be its lunar dirt (or regolith) because it happens to be packed with two valuable elements: silicon and oxygen. Many nations and private companies believe they can make a business out of the regolith with big profits. Silicon in the regolith could be used to make solar panels on the Moon, and many are planning ways to manufacture giant solar panels there by the 2060s or 2070s. Some could be made into huge solar sails, each the size of several football fields, that would be towed to Earth orbit to supply Earth with essentially unlimited electricity with zero climate or carbon impact. Oxygen could be used for breathing, and when combined with hydrogen that could be extracted from lunar ice, it could make rocket fuel for spaceships to travel to Mars and beyond.

Other scientists believe that humans will have the ability to place a telescope on the moon that will be so powerful it could possibly photograph a planet within a close-in solar system (up to about 40 light years away) with the same detail we can now look at Mars. The magic isn’t the moon, but rather that it’s a unique place to do space science — far better than Earth, or even out in space, because the far side is radio silent and because the moon has essentially no atmosphere, giving optical telescopes nearly unlimited resolution. Futurists believe that it might be possible in a few decades to see features on far off planets such as forests, mountaintops, the glistening of light reflecting off oceans or if there are cities, possibly even their lights.

NASA, SpaceX and Blue Origin are planning to send astronauts back to the moon imminently, first with a lunar fly by scheduled for April 2026, and a human landing scheduled for mid-2027. China’s space agency aims to put that nation’s first astronauts on the moon in 2030. India, which first put a lander on the moon in 2023, is designing a mission to return to lunar soil, too. Russia, Japan, South Korea, Italy, the United Arab Emirates are just some of the nations with lunar ambitions. Other missions from a dozen or more private companies are planning robotic missions to the moon.

Charles Fishman is an award-winning reporter and New York Times bestselling author, whose storytelling ranges from his captivating cover story in the September 2025 issue of National Geographic magazine about the future of Moon exploration, titled “The Next Great Moon Rush,” and his most recent book, One Giant Leap: The Impossible Mission that Flew Us to the Moon, a retelling of the race to the Moon in the 1960s that became a New York Times bestseller in its first week.

Charles is also co-author with Oscar-winning Hollywood producer Brian Grazer of the #1 New York Times bestseller, A Curious Mind: The Secret to a Bigger Life, in addition to several other books. He is a three-time winner of the Gerald Loeb Award, the most prestigious prize in business journalism, and lives in Washington, D.C. with his wife, who is also an award-winning journalist.

Video Presentation 

Summary of Presentation by Charles Fishman on Feb. 18, 2026

In the 1960s, America raced to the Moon for Cold War prestige and proof of American “exceptionalism.” Now, more than half a century later, the Moon is poised to become a crowded destination again — this time driven less by geopolitics than by a new goal: learning whether humans can live and work there, and whether a true lunar economy can emerge. Award-winning journalist and author Charles Fishman framed the moment as a coming “Moon Rush,” with nations and private companies planning a surge of missions through 2030 and beyond.

Fishman began by pulling listeners back into Apollo 11’s dramatic descent. The 13-minute trip from lunar orbit to the surface was calm at first, then spiraled into crisis. Neil Armstrong and Buzz Aldrin discovered their intended landing site was strewn with boulders, forcing Armstrong to take manual control while fuel drained at an alarming rate. Worse, the lunar module’s computer triggered loud alarms repeatedly. Only one expert in Mission Control could decode them quickly enough; he realized the computer was overloaded but cleverly shedding nonessential tasks to keep flying. At one point, the screens went blank for 10 seconds as the computer prioritized flight over display. Armstrong and Aldrin kept working, and the Eagle touched down with seconds of fuel remaining — while Mission Control “started breathing again.”

From there, Fishman explained what’s different today. The Apollo program had no business case — the United States wanted to demonstrate its technological exceptionalism. We stopped going to the Moon because it was too expensive without clear returns. Now, companies are trying to turn lunar dirt (regolith) and water into infrastructure and profit. Regolith is abrasive and hazardous, but it is rich in oxygen and silicon and can be melted into bricks, landing pads, blast walls and even solar cells, potentially enabling on-site power generation. Water — likely trapped as ice mixed into soil in permanently shadowed polar craters — could support astronauts and be split into hydrogen and oxygen for rocket fuel, although extracting it in extreme cold will require advanced robotics.

He ended with a caution: the Moon is unforgiving. Recent private landers have tipped over, and major gaps remain — communications networks, traffic coordination, property and resource rules, and protections for the Moon’s radio-quiet far side. Even so, Fishman believes the space age is accelerating, and the lunar economy is already being assembled on Earth.

Vineyard vines was founded in 1998 by brothers Ian and Shep Murray, who at the time were in their early 20s, working corporate desk jobs in New York City — and miserable. The brothers started the brand on Martha’s Vineyard with a simple idea: create whimsical neckties to remind those stuck in the boardroom of the good life waiting for them. They used about $8,000 in credit card debt to finance their new business venture and sold their ties out of the back of their Jeep.

Over time, the brothers expanded the brand to offer a wide range of apparel and accessories for men, women and children. vineyard vines was built on the philosophy and slogan, “Every day should feel this good,” which reflects a carefree, nautical spirit rooted in optimism and connection.

Headquartered in Stamford, vineyard vines is family owned and operated and today employs approximately 2,800 people. It has over 100 freestanding vineyard vines stores and sells through more than 600 specialty and department stores worldwide, as well as through seasonal catalogs and online. Doing so, they broke all the rules without even knowing what they were; they approached the apparel business in a different way than conventional retailers at the time because they were more rooted in “brand” than “fashion.” Darien’s Ian Murray will discuss how his brother and he created the company, built its growth and successfully managed it while continuing to keep it privately owned.

As a result of its success, the company has been recognized on Forbes magazine’s list of America’s Best Employers and by Newsweek as one of “America’s Best Midsize Employers” in 2024. The brand has proudly aligned itself with some of the most storied and enduring traditions in American sports, including the Kentucky Derby, the America’s Cup, Fenway Park and the Boston Red Sox, and the Head of the Charles Regatta, each collaboration rooted in heritage, excellence and lasting cultural impact.

Ian and Shep Murray have been recognized by Ernst & Young as “Entrepreneurs of the Year,” were included in Goldman Sachs’s list of the “100 Most Intriguing Entrepreneurs,” and were featured in Inc. magazine’s list of the “500 Fastest Growing Companies.” They have appeared on NBC’s “Today” show, CNN, CNBC and Bloomberg TV. Also, vineyard vines products have been featured in The Wall Street Journal, Vanity Fair, Travel & Leisure, The New York Times, Town & Country, and Rolling Stone.

Philanthropy has always been central to the brand’s identity, with long-standing support of causes including Toys for Tots, the Breast Cancer Research Foundation, autism awareness initiatives and veteran-focused organizations such as Canine for Warriors and Fallen Patriots. Further, vineyard vines is deeply committed to giving back at the local level, supporting community organizations on Martha’s Vineyard and in hometown communities nationwide.

Ian lives in Darien and is an avid musician, angler, boatsman and pilot.

Arranged by Jim Phillips.

Video Presentation

Summary of Presentation by Ian Murray on Feb. 11, 2026

Ian Murray, co-founder and chairman of vineyard vines, shared the story of how he and his brother Shep built a small startup into a nationally recognized lifestyle brand rooted in optimism, storytelling and community. In 1998, unhappy in corporate jobs in New York City, the brothers took a leap of faith — using about $8,000 in credit cards, to design colorful, whimsical neckties inspired by the carefree spirit of Martha’s Vineyard. Selling ties out of the back of their Jeep, they promoted a simple philosophy: “Every day should feel this good.”

From the beginning, vineyard vines was less about fashion and more about lifestyle — capturing the best moments of life such as vacations, weddings and time with friends. Ian emphasized that storytelling, personal connection, and authenticity are more powerful than the product itself. Early success came from grassroots selling, word of mouth and creative marketing, including catalogs featuring real customers and the now-iconic whale logo, inspired by their father and the classic pink-and-blue Nantucket style.

Ian described how their upbringing in Greenwich and childhood travel — thanks to their father’s career as a travel writer — exposed them early to branding, hospitality and the tastes of affluent consumers. As the business grew, they expanded beyond ties into broader apparel, developed wholesale relationships, launched early e-commerce and opened retail stores, learning valuable lessons along the way. A major turning point came with a major custom order from AFLAC, which dramatically accelerated growth and validated their model.

The company faced major tests, including the decision to reject private equity investment to preserve independence and the severe challenges of COVID-19. During the pandemic, they prioritized employees, kept their staff paid and strengthened loyalty by supporting teachers and first responders. Ian also noted that culture proved critical when outside leadership briefly shifted the company’s direction, ultimately leading the founders to return to active leadership.

Today, vineyard vines employs almost 3,000 people, operates more than 100 stores and sells through more than 600 specialty and department stores worldwide, as well as seasonal catalogues and online. It continues to evolve while staying grounded in its core principles: make it a great place to work, deliver an exceptional customer experience and drive profitable growth — in that order. Ian concluded that the enduring lesson of their journey is simple: happy employees create happy customers, and success follows.

In three weeks, Russia’s brutal war against Ukraine will be at the four-year point since the beginning of the current invasion, or 12 years as measured from Russia’s Crimean seizure in 2014. The presentation by Dr. Olena Lennon will discuss the mounting questions on how to find a path to end the war.

Some observers believe that Russia’s war effort is based on a strategy of wearing down Ukraine through a brutal campaign of daily bombing and drone attacks against its citizens and energy infrastructure, a war of attrition designed to eventually overpower Ukraine’s military. Olena will update the presentation she gave to the DMA in January 2024, in the early phase of the war. She will take stock of the current battlefield situation, what’s at stake for Ukraine, Europe and the United States, and discuss the prospects for victory by either side or the path forward to peace.

She grew up in a Ukrainian city in the Donetsk region of eastern Ukraine that is approximately the combined size of Darien, Stamford and Norwalk and that has been under Russian control since 2014. She first came to the United States on a Fulbright fellowship in 2004. Upon completion of her master’s degree and an interdisciplinary Ph.D. in educational leadership, international relations and statistics under the Fulbright auspices at the University of Nebraska in 2010, Olena moved back to her native eastern Ukraine. She then moved to Connecticut at the end of 2013, shortly before Russia invaded eastern Ukraine and annexed Crimea.

She is now a practitioner in residence of national security at the University of New Haven, where she teaches courses on the U.S. foreign and defense policy, international relations and comparative politics. Olena is widely recognized for her expertise on Ukraine, Eurasian geopolitics and election observation missions. She was also a scholar at the Woodrow Wilson Center in Washington, D.C. and has dedicated her research to domestic and international politics of Ukraine, as well as Eurasian politics and security.

Olena has been a regular participant in scholarly and media forums related to issues in Ukraine, facilitating informed and objective analyses of the ongoing war. She also serves as an election observer with the Organization for Security and Cooperation in Europe (OSCE) and has completed several election observations missions in the region. Her work has appeared in Foreign Affairs, The National Interest, Demokratizatsiya, Eurasian Geography and Economics, and other outlets.

She will provide a current, in-depth and insightful talk on the state of the war and Ukraine’s challenges and opportunities. Some observers argue that Ukraine has no option but to continue fighting, especially since Moscow has not abandoned its maximalist objective of subjugating the country. Anything short of a Ukrainian victory, they warn, could embolden Russia, increasing risks to NATO and the United States. Her concern is that Ukraine, as the victim of unprovoked Russian aggression, may be left without sufficient U.S. support at a critical moment, enabling Russia not only to defeat Ukraine and remain a long-term threat to Europe, but also to escape accountability for its war crimes, setting a dangerous precedent.

Video Presentation

Summary of Presentation by Dr. Olena Lennon on Feb. 4, 2026

Dr. Lennon began her presentation with the fact that Russia’s full-scale invasion is nearing its fourth year and that the broader conflict dates back to Crimea in 2014. As Ukrainian and Russian representatives are currently meeting amid increased Russian bombardment of Ukraine’s energy grid, she observed that negotiations often coincide with military pressure designed to weaken Ukraine’s bargaining position.

Dr. Lennon believes that while the fighting is in Ukraine, the war is larger than a bilateral conflict — Ukraine is the battlefield in a broader struggle involving Russia, the West and China. She said Russia controls about 20% of Ukraine but emphasized this has never been about territory alone; it is about identity, legacy, and imperial ambition, with Russia’s core objective being the elimination of an independent Ukraine. She described Russia’s attrition strategy as increasingly focused on civilians, as evidenced by systematic attacks on power, heat, water, drone swarms designed to exhaust air defenses protecting those resources, and “double tap” strikes on repair crews. Ukraine has adapted with decentralized, improvised air-defense teams, including civilians and disabled soldiers shooting drones from rooftops and windows, along with a rapidly expanding defense-tech sector.

Because Russia has paid heavy military costs while gaining little ground, it has intensified strikes on civilian infrastructure — power, heat, and water — to erode Ukrainian morale and force political concessions. Ukraine has adapted through national mobilization, innovative defense technology and widespread use of drones, creating a new form of “kill-zone” warfare dominated by unmanned systems.

Turning to deterrence, she warned that global nuclear arms constraints are eroding while China’s growing role complicates U.S. strategy. Further, the 15-year-old New Strategic Arms Reduction Treaty (“New START”), which is the only remaining nuclear treaty, expired on February 5, 2026.

Dr. Lennon stressed the West cannot change President Putin’s intent, only degrade his capabilities — especially by tightening enforcement against selling Russia dual-use components feeding its missile production. She added that measures such as constraining the Russian “shadow fleet” help but are insufficient while China and India keep buying discounted Russian oil.

Dr. Lennon expressed skepticism that peace talks would produce a lasting settlement, noting that neither side has achieved its core objectives and that both still believe victory is possible. She doubted a popular uprising in Russia would end the war and said that Europe, though economically far stronger than Russia, lacks unified command and political will. Concluding, she warned that while supporting Ukraine is costly for the West, a Russian victory would be far more dangerous and destabilizing, and that earlier Western indecision helped shape today’s prolonged conflict.

The Corbin District is the largest real estate development in Darien’s history. Taking shape on almost seven acres of land in the heart of downtown. Its developer Baywater Properties, a privately held commercial real estate company in Fairfield and Westchester Counties, is re-imagining Darien by resetting the town’s shopping, dining, lifestyle, work and entertainment experiences. R. David Genovese, Baywater’s CEO, will provide an update on the development’s progress, completion date and leasing status. He will be joined by Kate Perez, The Corbin District’s project executive.

Baywater launched this exciting transformation of downtown Darien in 2019 with attention to detail and a sharp focus on creating what will be one of the most enjoyable and walkable downtown areas, not just in Darien, but across southwestern Connecticut. The project includes 29 stores, seven restaurants and eateries, three fitness studios, 110,000 square feet of Class A office space, a town green, three public plazas that can be combined for community events, 112 luxury apartment units and 850 new parking spaces. The work has already attracted top culinary talent and purveyors and prominent office space tenants, who are attracted to a one-of-a-kind architectural setting centered around a new town square. Several beautiful outdoor public spaces will activate the area, hosting farmers’ markets, outdoor concerts and various community gatherings.

Our speakers will discuss the project’s cost, leasing status for retail and office tenants who’ve already pre-leased space in the project, the timeline for completion and occupancy for each of the project’s several phases, as well as challenges the development has faced along the way.

Video Presentation 

Summary of Presentation by David Genovese and Kate Perez on 1/28/26

David Genovese and Kate Perez presented an in-depth update on the Corbin District, framing it as a nearly 20-year effort to reset and reimagine downtown Darien. What will emerge is the largest real estate development in the town’s history, built on nearly seven assembled acres after years of complex land acquisitions involving more than a dozen separate properties.

Genovese emphasized that the project was never intended to feel like a single, monolithic development. Instead, the goal was to create a downtown that looks as though it evolved organically over time, with varied architecture, walkable streets and inviting public spaces. The completed district will include 32 retail stores, seven dining establishments, 112 apartments, approximately 110,000 square feet of office space and about 850 parking spaces, supported by a mix of underground, structured and surface parking.

A major theme of the presentation was that the developers focused on community over pure economics. Rather than chasing only national chains or the possible highest rents, Baywater curated tenants through word-of-mouth, prioritizing distinctive businesses and preserving beloved local retailers by phasing construction so that the retailers could relocate within the district. Public gathering spaces — plazas, shared streets and landscaped areas — were intentionally designed to encourage people to linger, socialize and experience downtown without needing to buy something.

The visible transformation work began in 2019 with a big construction push culminating in Phase 1 (completed and 100% leased) and Phase 2 (under construction and almost 85% pre-leased).

Parking: David described parking as Baywater’s #1 challenge. The plan’s 850 spaces have the following characteristics:

• Large structured garage near the Darien Sport Shop side;
• 80–85 surface spaces behind the project (near I-95), giving a choice to people who dislike garages;
• Free parking (unless the town implements paid parking; leases are written to match the town’s rate if that happens); and
• Strong discouragement of “park-and-ride to NYC” abuse (drivers will be charged if they leave cars all day and take the train).

Baywater emphasized internal streets — Market Street and Penny Lane — including a Dutch concept of a shared street where pedestrians and cars co-exist without car dominance. Penny Lane can be closed May 1 to November 1 each year for pedestrian use and public-space programming.

Retail Leasing: The project has no “for lease” signs on it and no CoStar digital marketing. Leasing has been promoted by word-of-mouth and curated toward “unique” offerings rather than only high-rent national retail chains. Examples mentioned included:

• High end sushi restaurant;
• Tatte Bakery (Boston-based café brand);
• Millie’s (from Nantucket);
• Corsica Wine Bar (part of Barcelona Restaurant Group);
• Rhone (men’s athletic wear, locally connected ownership);
• Barry’s Bootcamp; and
• Chopt Creative Salad Co.

Baywater deliberately phased construction so that legacy local tenants (e.g., Barrett Bookstore, Toy Box) could relocate within the district rather than disappear for years.

Office Leasing: The office building was positioned by I-95 to act as a sound buffer (rather than having apartments face the highway) and designed so the fifth floor is stepped back to reduce perceived bulk from the plaza. Some tenants include:

• McKinsey committed to 12,000 square feet (moving from Stamford);
• Aon took 30,000 square feet;
• Balance Point Capital (leasing the entire fifth floor)

David said Darien had never seen office rents above $50 per square foot, but their rents have escalated from $60 to $70 to $79 and now $90 per square foot (while also noting construction costs rose dramatically due to pandemic-era inflation and higher interest rates).

Apartment Leasing: Baywater designed units for downsizers “without compromise,” including unusually generous bathroom layouts (e.g., 1 BR units with a bathroom plus a separate powder room). David described the tenant mix as:

• 10% young couples “trying Darien;”
• 50% empty nesters;
• 20–30% people relocating to be near adult children and grandchildren
• About 10% young families. In that connection, David reported that the impact on schools seems minimal as there are only three school-age children in the first 38 apartment units.

Construction Efforts: Kate Perez detailed the extraordinary engineering behind Phase Two, including construction of a large underground garage anchored below the water table. This required extensive dewatering and the installation of rock anchors drilled into bedrock to prevent the structure from lifting due to groundwater pressure. She described the excavation, precast garage construction, and the ongoing challenge of placing utility lines underground along the Boston Post Road. She detailed the following challenges to construction of the garage:

• Underground garage slab is 14.5 feet below grade;
• Water table is eight feet below grade (very high);
• Construction required 263 rock anchors (four-inch steel bars screwed into bedrock) to keep the slab from “floating” when groundwater rises;
• A “dewatering system” ran for over1.5 years to lower the water table;
• Excavation resulted in exporting more than 70,000 cubic yards of material; and
• Offsite fabrication of pre-cast components.

David also highlighted the Corbin District’s broader impact: attracting Class A office tenants previously unseen in Darien, achieving apartment rents well above expectations, and enhancing downtown’s appeal to young couples, empty nesters and grandparents relocating to be near family — all while adding very few school-age children.

David and Kate presented the Corbin District as a long-term civic investment, shaped by patience, design quality and a belief that a vibrant, walkable downtown strengthens both community life and property values in Darien.

Sen. Richard Blumenthal will discuss relevant current topics, including Ukraine, AI, veterans, the economy, workforce development, tariffs and manufacturing. Sen. Blumenthal served as a U.S. attorney for Connecticut from 1977–1981. He then served in the Connecticut House of Representatives from 1984–1987 and the Connecticut State Senate from 1987–1990. From 1991–2011, he served as Connecticut’s attorney general for an unprecedented five terms.

Sen. Blumenthal was sworn in to represent Connecticut in the U.S. Senate in 2011. Having been re-elected in 2016 and 2022, he is serving his third term. He is a member of the U.S. Senate’s Committee on the Judiciary, Committee on Homeland Security & Governmental Affairs, Committee on Armed Services, Committee on Veterans’ Affairs and the Special Committee on Aging. He has built a longtime advocacy for consumers by holding companies accountable for the safety of their products and is working to bring Connecticut’s transportation systems and infrastructure into the 21^st century. Working with Connecticut’s congressional delegation, he has secured billions of dollars of federal funding to improve rail safety, promote climate resiliency, and protect Long Island Sound and Connecticut’s rivers and streams.

His father, who fled Nazi Germany at age 18, and mother, who left Nebraska’s farmland to become a social worker, raised Sen. Blumenthal with a deep dedication to public service, a duty to give back by helping others and a bedrock belief in hard work. Those values carried him through his childhood and his education at Harvard College and Yale Law School. At Harvard, he was editorial chairman of The Harvard Crimson and achieved Phi Beta Kappa and magna cum laude recognition. In law school, he was editor-in-chief of the Yale Law Review. He also worked as assistant to Daniel Patrick Moynihan when he was assistant to the President of the United States.

After graduating from law school in 1973, Sen. Blumenthal clerked for then U.S. District Judge Jon Newman and then for U.S. Supreme Court Justice Harry A. Blackmun. Sen. Blumenthal then transitioned to lead the staff of Connecticut’s U.S. Sen. Abraham A. Ribicoff as an administrative assistant (a position now known as chief of staff).

Arranged by Bob Fiske

Video Presentation 

Summary of Presentation by Senator Blumenthal on 1/21/26

Senator Blumenthal thanked the group for the invitation to speak and reflected on his early years in public service. He paid tribute to Bob Fiske, a long-time DMA member who passed away last year. Bob and Blumenthal had been good friends. Bob had served as U.S. Attorney for the Southern District of New York, and Blumenthal praised him as having been a great source of help to Blumenthal when he served as U.S. Attorney for Connecticut. Blumenthal pointed out that Fiske had emphasized the importance of cooperation among local, state, and federal law enforcement, and Blumenthal criticized what he describes as a breakdown in that relationship in Minneapolis, arguing that effective prosecutions require the trust and knowledge of the local community held by local police.

Addressing the possibility of a federal shutdown when the current Continuing Resolution expires at the end of January, Blumenthal said that he does not expect one because shutdowns have no winners and Congress has enough time to finish its appropriations before the Continuing Resolution expires. He pivoted to cost-of-living concerns about which he has heard from constituents he has visited throughout Connecticut, particularly electricity, food, and healthcare costs. He argued that continuing to subsidize health insurance coverage makes sense because it encourages preventive care and avoids the more expensive alternative of uninsured people relying on Emergency Room care at hospitals.

Speaking as ranking member on the Senate’s Veterans Affairs Committee, he said the VA has lost 30,000 staff, harming access to care, and he has held oversight hearings and created a report on this issue on that agency. On national security, he called for strong defense funding, especially submarines built in Connecticut, and expressed concern about China’s growing naval capacity. He has strongly supported aid to Ukraine, recounting his multiple visits there, and argued that U.S. support is essential to protecting American security and stopping Putin from seeking to restore Russia to the size of the former U.S.S.R. Blumenthal stressed the benefits of bipartisanship, citing his work on AI policy and the “Kids Online Safety Act” which passed the Senate overwhelmingly but stalled in the House amid Big Tech lobbying. He reminded members about a practical concern regarding USPS postmark practices, informing us that the USPS has acknowledged that due to recent process changes, postmarks are no longer a reliable indicator of the date a letter is mailed — important for time-sensitive filings.

In Q&A, he was asked for his view about imposing age limits for holding high public office. He replied that elections serve as the main “limit.” Reflecting on astory about Supreme Court Justice William Douglas suffering a stroke when Blumenthal was clerking for another Justice, noting that Douglas had to be persuaded to resign even though he had been hospitalized and had been unable to perform his duties, Blumenthal conceded that age limits might make sense for some senior roles. He added wryly that such limits would be difficult to enact because every office holder wants to hold office forever. On immigration, he endorsed comprehensive reform — border security plus an earned path to citizenship — and condemned demonization of immigrants, describing naturalization ceremonies as a powerful reminder of American ideals, including his own family’s immigrant story.

Pressed about President Trump and Ukraine, he refused to speculate about the President’s psychology but admitted to being baffled by President Trump’s posture because he believes that strength through allied relationships is needed to maintain peace. Asked about ICE and protests, he asserted that ICE agents have acted recklessly. He called for higher training and enforcement standards, and stated that excluding local police is a serious mistake. He also stressed that protests must remain peaceful.

Asked about America’s economic resilience and sufficiency of manufacturing capacity, he noted his support for current industrial policy in critical areas like semiconductors and tied supply-chain vulnerability to lessons learned during the COVID period. He also warned about market concentration. As an example of his concern, he asserted that consolidation and private equity ownership of fire truck manufacturers have led to higher prices, delays in delivery dates and reduced ability for purchasers to customize.

Asked how the U.S. can restore civil discourse, he replied that it starts with individual responsibility and leaders modeling restraint. On the issue of whether the U.S. should acquire Greenland, he argued the U.S. can pursue resources and security interests through investment and partnership rather than “bullying,” and he closed by emphasizing that alliances — especially NATO — are essential in a world of rising threats. He ended on a note of optimism, expressing confidence in American strength and civic engagement.

George Gershwin (1898–1937) is one of America’s greatest composers and a true rarity. He was at home in many different musical worlds, from Broadway and Hollywood musicals to opera and symphonic works with his compositions spanning jazz, popular and classical music. Among his best-known works are “Rhapsody in Blue,” “Swanee,” “An American in Paris,” “Porgy and Bess,” “Embraceable You,” “I Got Rhythm,” “Summertime” and “Of Thee I Sing.”

The 1920s, in particular, saw the establishment of a new American spirit on Broadway. Inspired by Jerome Kern’s shows in the late teens, a new, young group of American composers and lyricists threw off the European trappings of former shows and created the concept of the ‘American Musical’. Brassy and irreverent, these shows featured such composers and lyricists as George Gershwin and his brother Ira Gershwin, Rogers and Hart, Jerome Kern, Dorothy Fields, Irving Berlin and Cole Porter. Many of their songs and lyrics remain a part of our American heritage today, a century later.

Dr. Orin Grossman is renowned internationally for his knowledge of music. He has been closely associated with the music of George Gershwin, lecturing and performing concerts of his music to critical praise around the world, including performances in Florence, Cairo, and St. Petersburg. Dr. Grossman was also chosen to play for the New York City Mayor’s Awards of Honor for Arts and Culture. He graduated magma cum laude in music from Harvard College and continued his studies at Yale University, earning a Ph.D. in music. Dr. Grossman became assistant professor of fine arts at Fairfield University in 1975 and dean of its College of Arts and Sciences in 1991. He was then appointed to be the university’s academic vice president in 1999. In 2009, he returned to teaching as professor of visual and performing arts.

Orin’s presentation will include live unique piano performances, which will use Gershwin’s own piano arrangements — arrangements that Gershwin created to give the public a sense of how he played his own songs at private parties.

Video Presentation

Summary of Dr. Orin Grossman’s DMA Presentation on January 14, 2026

Dr. Grossman explored why George Gershwin remains one of America’s most important composers, not only for his famous concert works like “Rhapsody in Blue”, “An American in Paris”, and “Porgy and Bess,” but also for the popular songs that became the backbone of the great American songbook. Grossman described Gershwin as uniquely at home in multiple musical worlds — Broadway, jazz, popular song and classical composition — and emphasized how his melodies have lasted for a century because they combine sophistication with emotional directness.

Grossman traced Gershwin’s early life in New York as a lower-middle-class kid who dropped out of school as a teenager, took odd jobs in the music business and pursued music with relentless drive. Grossman noted that although many people assume Gershwin was mostly self-taught, he had formal musical training as well as a deep curiosity that pushed him to develop his own style. His breakthrough came with “Swanee,” which Gershwin wrote when he was about age 20, and which was made famous by entertainer Al Jolson. Grossman placed the song in the context of the blackface/minstrel tradition, explaining how that world shaped early American entertainment and how Gershwin later became embarrassed that his career began there.

A key point of the talk was how Gershwin’s songs remain popular because performance styles changed. Early recordings from the 1920s often sound stiff to modern ears because singers had to keep a strict beat for dancing. With the rise of the microphone and more advanced recording techniques, artists like Bing Crosby, Louis Armstrong and, later, Frank Sinatra developed conversational phrasing — slightly ahead of or behind the beat — that made songs feel like spoken poetry. Grossman demonstrated this with “The Man I Love,” contrasting an early recording with a later, smoother interpretation.

Grossman also highlighted Gershwin’s extraordinary productivity, especially in 1924, in which he wrote songs for the George White Scandals, which were popular Broadway revues modeled after the Ziegfield Follies, and premiered “Rhapsody in Blue.” He also produced a major Broadway hit that year with his brother Ira. In closing, Dr. Grossman performed “Summertime” on the piano, noting Gershwin’s admiration for Duke Ellington and his insistence that “Porgy and Bess” be performed only by black artists. In Q&A, Grossman explained that Gershwin respected both popular and classical music.  Grossman noted that Gershwin may have shown greater personal ambition with respect to classical compositions but surmised that this may have been because Gershwin was unique among popular composers in being able to excel in both traditions.