Category: Speaker Announcements (Page 1 of 30)

If you think the war in Iran is critical to America’s national interests, think also about Taiwan. The Economist has called the Taiwan Strait “the most dangerous place on earth.” Its judgement was based not only on the intense volatility in the region — a volatility underscored by China’s increasingly assertive military posture in and around the Taiwan Strait — but also on Taiwan’s immense importance to the global economy. Taiwan has the 22^nd largest GDP in the world, manufactures 90% of cutting-edge semi-conductors, has 50% of the world’s container traffic passing through the Taiwan Straits and lies perilously close to the center of China’s powerful economy (the distance to the Chinese mainland is about the same as the distance between Darien and Hartford). The war in Iran might be a precursor to what could happen due to China’s intentions regarding Taiwan.

Mike Chinoy is an Emmy-winning American journalist who will be speaking to us live from Taipei, Taiwan, where he lives. He will address the prospects for China’s increasingly muscular efforts to take over Taiwan. He has reported on many of the most important geopolitical events in Asia since the mid-1970s, including the death of Mao Zedong, the rise of China, the Hong Kong handover and developments in Taiwan, Thailand, India, Pakistan, the Philippines, North Korea and elsewhere.

Mr. Chinoy is one of the most informed and sharpest thinkers in geopolitical risk between China and Taiwan. He spent 24 years serving as a foreign correspondent for CNN, including being the first bureau chief in Beijing, from where he reported live during the Tiananmen Square crisis. He also worked for CBS and NBC in Hong Kong. In addition to receiving an Emmy Award for reporting on Tiananmen Square, he received a Peabody Award, a Dupont Award, and an ACE Award, which are among the most prestigious awards in journalism. His critically acclaimed reporting during those weeks has been credited with strengthening CNN as an authoritative force in international news coverage.

He has also covered North Korea extensively, traveling there 17 times since 1989.  In 1994, he became the only journalist invited to accompany President Jimmy Carter on his historic trip to Pyongyang and was the first journalist ever to file live TV reports from North Korea.

Mr. Chinoy is a consulting editor of the Taiwan Strait Risk Report, a monthly newsletter that quantifies fast-moving geopolitical risk on the Taiwan Strait amid China’s challenge to regional stability and rapidly evolving political dynamics in the United States. He is also a nonresident scholar at the 21^st Century China Center, part of UC San Diego’s School of Global Policy and Strategy. Previously, he also spent 15 years as a nonresident senior fellow at the U.S.-China Institute of the University of Southern California. From 2006-2009, he was a senior fellow at the Los Angeles-based Pacific Council on International Policy, focusing on security issues in China, North Korea and Northeast Asia.

He is the author of six books:

• China Live: People Power and the Television Revolution;
• Meltdown, the Inside Story of the North Korean Nuclear Crisis, which was hailed by the Washington Post as a “tour de force of reporting;”
• The Last POW;
• Are You With Me? Kevin Boyle and the Rise of the Human Rights Movement, described by former CBS News Anchor Dan Rather as “a terrific biography told by a world-class journalist;”
• Assignment China: An Oral History of American Journalists in the People’s Republic, described by former PBS Anchor Judy Woodruff as “riveting reading for anyone who wants to understand China or cares about how great reporters do their work” and
• the forthcoming Miss Kathi: Saving Lives in North Korea, co-authored with Kathi Zellweger and described by former CNN chief news executive Eason Jordan as “an unrivaled account of heartbreak and heroism in the world’s least understood nation, North Korea.”

He graduated cum laude from Yale University with a Bachelor of Arts degree in Chinese studies and has a Master of Science degree from Columbia University Graduate School of Journalism. He lives in Taipei, Taiwan.

Arranged by David Fitzpatrick

Greg Steinmetz was scheduled to speak, but due to an injury cannot appear. We are fortunate to have DMA member and former president Charles Salmans step into the breach with a talk on a timely subject. [Editor’s note:  This subject seems related to the October 29, 2025, presentation by Carleen Lyden Walker, “Revitalizing the U.S. Maritime Industry – A National Necessity.”]

America was largely isolationist before World War II and had to pivot to a wartime economy with rapid industrial development at a never-before-seen pace. DMA member Charles Salmans will discuss the fascinating story of quickly building up American industrial might against an existential foe.

Aircraft production in the 1930s, in particular, was only a cottage industry where only one aircraft was manufactured at a time. But with war raging in Europe – even before the attack on Pearl Harbor – America knew it needed to build up its military power and become the ‘Arsenal of Democracy’ to defend European freedom.

In 1940, Ford Motor Company was asked by the federal government to completely switch its business from building cars to mass production of the B-24 bomber, among other things. At the time, Henry Ford was an isolationist and wanted to turn down the government’s request, but his son Edsel fortunately persuaded him to agree. When factory construction started in 1941, it became an enormous undertaking, affecting 42,000 employees who switched from making cars to planes. Ford’s plant at Willow Run in Michigan was the largest in the world and the effort was one of America’s unparalleled success stories because a B-24 was able to roll off the production line every 55 minutes.

This presentation is an inspiring and instructive story because American manufacturing has atrophied, and the Ukraine and Iran wars have revealed shortages of defenses against missiles and drones. As a result, the Pentagon is concerned about the depletion and difficulty of replacing key weapons needed in war as it is now fought. This is a timely topic since The New York Times reported on April 18, 2026, that it was in conversations with Ford and General Motors to gauge whether the auto industry can help the military to acquire vehicles, munitions and other hardware more quickly and at lower costs.

Charles was formerly president of Corporate PR Advisors LLC, director of global public relations of Mercer, senior vice president of corporate communications at Bank of America (and predecessors Fleet Bank and Quick & Reilly), senior vice president and managing director of JP Morgan Chase (and predecessor Chemical Bank) and account supervisor at Burson-Marsteller Public Relations. He graduated from Northwestern University and received a Master of Business Administration degree from Columbia University.

Summary

DMA member Charles Salmans discussed America before World War II, when it was somewhat isolationist but had to quickly pivot its industrial base into being a protector of Europe as the “arsenal of democracy.” Doing so was one of the most remarkable transformations in American industrial history.

Charles focused on Ford Motor Company’s mass production of the B-24 bomber at the Willow Run Plant in Michigan, a story that illustrated how America converted a largely hand-built, cottage-industry aircraft manufacturing process into a mass-production industrial powerhouse. In the 1930s, airplanes were produced one at a time by highly skilled workers. By contrast, Willow Run became the world’s largest assembly plant, employing 42,000 workers and eventually turning out a B-24 every hour. Ford had to solve enormous challenges, from handling an aircraft with more than 1.2 million parts (compared to 15,000 for an automobile at the time) to training a workforce in which many had never worked on an assembly line and 40% were women.

Charles used the B-24 story not just as history, but as a lens on the present. He noted that today’s wars and tensions have exposed shortages in missiles, drones, and defense equipment, raising doubts about whether the United States could ramp up military production as quickly now as it did in the 1940s. He also broadened the discussion by highlighting other wartime industrial leaders such as Henry Kaiser, Andrew Higgins and William Knudsen, whose innovations helped transform shipbuilding, landing craft, and production planning.

The presentation ended with questions and personal reflections from members, many of whom shared moving stories about fathers and relatives who flew B-17s and B-24s or served during the war. The discussion closed on a note of deep gratitude for what one member reminded us has been called “the greatest generation,” whose sacrifice, discipline and hard work during the Depression and World War II helped build modern America.

Video of the Presentation

Paul Revere’s historic ride occurred a year before the signing of the Declaration of Independence on April 18, 1775.  The presentation by Kostya Kennedy is timed to be a few days in April, just before the date of the ride and a few months before the 250th anniversary of America’s founding on July 4th.

Kostya will discuss Paul Revere’s heroic ride. adding little-known aspects of the story Americans have heard since childhood but hardly understand. The Boston-based silversmith, engraver and patriot set out on a borrowed horse to perform a dangerous but crucial mission: to alert American colonists of advancing British troops that sought to crush the nascent revolt. Revere was not the only rider that night, and indeed, he had completed at least 18 previous rides across New England and other colonies, disseminating intelligence about British movements. But this ride was like no other, and its consequences in the months and years to come — as the American Revolution morphed from isolated skirmishes to a full-fledged war — became one of our most important founding legends.

Kostya will present a dramatic new narrative of the events of April 18 and 19, 1775, which reveals that Revere’s ride was more complex than it is usually portrayed — a loosely coordinated series of rides by numerous men, near-disaster, capture by British forces and finally success. While Revere was central to the ride and its plotting, Kennedy reveals the other men (and, perhaps, a woman with information about the movement of British forces) who helped to set in motion the events that would lead to America’s independence.

Kostya is editor in chief of Premium Publishing at People Inc., which is the nation’s largest digital and print publisher.  He oversees special editions of People, LIFE, TIME, Real Simple, Eating Well, Health, Investopedia and other brands. The editions embrace a range of topics, including pop culture, health and wellness, food, lifestyle, music and sports.  He is a former assistant managing editor and senior writer at Sports Illustrated and staff writer at Newsday, and he has written for numerous other outlets, including The New York Times, TIME, and The New Yorker.  Along with 2025’s The Ride: Paul Revere and the Night that Saved America, he is the author of True: The Four Seasons of Jackie Robinson, as well as the New York Times bestsellers 56: Joe DiMaggio and the Last Magic Number in Sports and Pete Rose: An American Dilemma. All three books won the CASEY Award for Best Baseball Book of the Year.

Kostya graduated with honors as a philosophy major from SUNY/Stony Brook University and earned an M.S. from Columbia University’s Graduate School of Journalism, from which he received a Pulitzer Fellowship.  He has taught at Columbia University and at New York University and lives in Westchester County, N.Y.

Video Presentation

Summary

Kostya Kennedy gave a lively and deeply researched presentation showing that Paul Revere’s famous ride was far more complicated, dangerous and important than the simple legend many Americans learned in school. With the 250th anniversary of the nation approaching, Kennedy used the moment to make the story feel immediate, reminding listeners that history was shaped by real people making risky choices under great uncertainty.

He portrayed Revere not as a larger-than-life folk hero, but as a skilled and disciplined Boston silversmith, engraver, messenger and organizer who had earned the trust of the patriot leadership. Revere was already a seasoned express rider before his famous ride, carrying urgent intelligence across long distances and delivering it accurately from memory, since written documents could be dangerous if captured. Kennedy explained that Revere’s connections through the Old North Church, the Green Dragon Tavern and Boston’s revolutionary circles helped prepare him for the role he would play on that historic night of April 18-19, 1775.

The ride itself, Kostya emphasized, was not a solo act. Revere had to cross the Charles River under the threat of a British warship and patrols on land, secure a horse in Charlestown, and spread the alarm carefully through towns where patriots and loyalists lived side by side. William Dawes and Samuel Prescott also played critical parts in separate rides that night, and many other riders also carried the warning outward through the countryside. That broader communications network, more than any single rider, enabled the colonial militia to mobilize in growing numbers and confront British troops at Lexington and Concord and on the British retreat to Boston.

Kostya also explored how Revere’s fame was later magnified by Henry Wadsworth Longfellow’s poem, which turned Revere into an enduring national symbol while simplifying the true story. Yet Kostya’s central point was that the real history needed little embellishment. The events of that night were full of contingency, courage and near misses. Revere’s ride was not inevitable, and its success was not guaranteed. Precisely because so much could have gone wrong, Kostya argued, it remains one of the most compelling and important episodes in America’s founding story.

Governor Ned Lamont will address the challenges and opportunities in growing Connecticut’s economy and how they relate to the Town of Darien in a conversation with DMA member and First Selectman Jon Zagrodzky.

Sworn in as Connecticut’s 89th Governor in 2019, Lamont began his second term in 2023 and is seeking re-election in 2026.  A former business entrepreneur, he founded Campus Televideo, which grew to serve over 400 college campuses and one million students nationwide.  He previously ran for U.S. Senate in 2006, served on the Greenwich Board of Selectmen and Board of Estimate and Taxation, and chaired the State Investment Advisory Council overseeing the state pension fund.

As Governor, Lamont has signed the largest income tax cut in state history, boosted investments in workforce development, education, and the environment, and partnered with businesses to drive job creation and growth.  He highlights record employment, rising business starts, and more graduates staying in Connecticut.

Yet significant hurdles remain: Connecticut faces the nation’s most constrained housing market (needing ~133,000 more units), ranks 4th highest in all-in taxes, has the 4th highest electricity costs, and is the 11th most expensive state to live in.  The state’s housing shortage is widely seen as the biggest barrier to economic growth.

In November 2025, Lamont signed House Bill 8002, An Act Concerning Housing Growth – a compromise following his veto of a broader bill (HB 5002) earlier that year.  The law incentivizes municipalities (including suburban towns like Darien) to adopt housing growth plans, eases certain zoning barriers, and promotes more affordable units through regional planning rather than strict mandates.  Supporters view it as a vital step toward addressing the crisis; critics worry it increases state oversight and threatens local community character.

A graduate of Phillips Exeter Academy (where he was president of the student newspaper), Harvard College (B.A.), and Yale University (M.B.A.), Lamont has also taught entrepreneurship at Harding High School in Bridgeport and serves as an adjunct professor of political science and philosophy at Central Connecticut State University.

Arranged by Jon Zagrodzky.

Video Presentation 

Summary:

Governor Ned Lamont’s appearance before the DMA took the form of a broad conversation with Darien’s First Selectman, Jon Zagrodzky, about Connecticut’s future, grounded in the concerns about housing, transportation, energy, workforce preparation and the cost of government.

Speaking as both a governor and former businessman, Lamont told us that housing remains one of the state’s most pressing economic issues because employers repeatedly ask whether workers can afford to live in the state. He stressed that while Connecticut needs more housing, he believes that towns should retain substantial control over where and how it is built, and he praised Darien for planning growth proactively rather than reacting after developers arrive.

The discussion then widened to infrastructure and traffic, especially in Fairfield County, where denser development causes concern about worsening congestion. Lamont acknowledged those concerns but said specific targeted highway improvements, faster rail service and transit-oriented housing can help reduce pressure on the roads. On energy, he was blunt: Connecticut does not have enough electricity and has long paid some of the highest power prices in the country. He defended the state’s decision to preserve the Millstone Nuclear Power Plant in Waterford, which supplies a large share of Connecticut’s electricity, and said expanded nuclear generation must remain part of the long-term answer despite its cost and political difficulty.

Lamont also focused on workforce development. He argued that Connecticut’s competitive edge is the quality of its workforce but said the state must do more to connect students to internships, apprenticeships, technical education and practical career pathways that lead directly to jobs. He agreed that “work readiness” matters as much as technical skill, noting that employers need dependable workers who can meet professional expectations.

On the broader economy, Lamont said Connecticut has made progress by shifting from a mindset centered mainly on dividing resources to one more focused on growth, partnership with business and getting results. He cited balanced budgets, state pension fund improvement and efforts to control health care costs as unfinished but important work behind his decision to seek a third term.

DMA First Vice President Doug Bora introduces First Selectman Jon Zagrodzky and Governor Ned Lamont at the April 9 DMA meeting.

The Darien YMCA is well-known in Darien for being dedicated to making a positive impact on our community through a variety of initiatives, including sports programs, educational programs and community-driven projects. It has almost 1,700 local adults over 55 years old who are members, many of whom participate in health and wellness programs that promote a healthy longevity by giving them opportunities to stay in shape, create new friendships and stay connected with the community.

The “Y” also engages: 1,300 children who learn life-saving swimming skills that are essential in our coastal region; 1,800 children in pre-school, after-school and summer camp programs; and 3,000 children and teens participating sports programs. The “Y” also provides $600,000 of financial assistance for individuals and families in need in Darien and its surrounding communities.

Jennifer M. Carcieri serves as CEO of the Darien YMCA, where she has led transformational growth and community impact since 2018. Under her leadership, the organization increased revenues by 34% and transitioned from a major operating loss to a $2 million surplus, while significantly expanding financial assistance and strengthening mission-driven programs. She has guided the Y through strategic planning initiatives and major capital renovations, and successfully achieved Praesidium Accreditation for child abuse prevention.

Previously, Jennifer spent a decade with the Metropolitan YMCA of the Oranges in New Jersey, where she led fundraising, facility expansion and community wellness initiatives. A recognized leader in the YMCA movement, she serves as vice president of the CT/RI Alliance of YMCAs and chairs the Northeast Region CEO Conference.

Jennifer holds a B.S. in financial management from Clemson University and is known for her collaborative leadership style, a commitment to community well-being and a belief that the Y is a place where everyone belongs.

Arranged by Ray Duggins.

Video Presentation

Summary:

Jennifer Carcieri, CEO of the Darien YMCA, presented a compelling picture of the Y as a cornerstone of community life — far beyond its reputation as a “gym and swim.” Since taking the helm in 2018, she has led a transformation that increased revenue by roughly one-third and turned a significant operating deficit into a $2 million surplus, enabling substantial reinvestment in facilities and programs.

She framed the Darien Y within the broader YMCA movement, founded in London in 1844 and now comprising more than 750 associations across the United States, collectively serving over 20 million people annually. Yet, she emphasized that each Y reflects the unique needs of its community — and in Darien, that means a strong commitment to youth development, healthy living and social responsibility. The scale of local impact is striking. The Y serves nearly 6,800 members, including more than 1,700 over age 55 and more than 1,000 seniors above 65, many of whom remain highly active even into their 90s. Its youth programs are equally significant: 26% of Darien’s kindergarten class attended the Y’s preschool, while more than 1,300 children participate in early education, after-school and camp programs. Thousands more engage in swimming lessons and youth sports, underscoring the Y’s role in both safety and development in a coastal community.

On the wellness front, the Y delivers nearly 10,000 personal training sessions annually and offers a wide range of classes tailored to all ages and abilities, including specialized programs for seniors. But Carcieri stressed that the Y’s greatest differentiator is its mission-driven impact. Last year alone, it provided over $600,000 in financial assistance for individuals and families in need in Darien and surrounding communities, ensuring access regardless of income.

She concluded by highlighting the Y’s critical role in promoting longevity and well-being. Regular physical activity, strength training and social engagement — hallmarks of the Y experience — are proven to extend both lifespan and quality of life, making the Darien YMCA not just a facility, but a vital engine of community health and connection.

Motivated by an extraordinary vision and much generosity, Norwalk native Austin McChord and his wife Allison are turning a decommissioned power plant and its magnificent 125-acre waterfront peninsula on Norwalk Harbor into a world-class public park, community hub and nature retreat. Now taking shape, the full transformation is being overseen by Manresa Island Corp., a non-profit established and funded by the McChords in 2024. The park, called “Manresa Wilds,” will be fully funded by private philanthropy, anchored by a landmark foundational gift from the couple with no public funding involved. Multiple elected officials have voiced their support for the project — no wonder, the McChords aren’t asking for a dime. They’re looking to fund the entire $410 million preparation cost themselves and plan to open the park in stages starting in 2027 and continuing from 2032 through 2035. Once fully realized, the park will be one of the most ambitious privately funded public park projects in the nation.

Manresa Wilds will be a publicly accessible park that reconnects the community to a large waterfront property for the first time in nearly 75 years. At twice the size of Darien’s Great Island, and only four miles from the DMA’s meeting location, the park’s sprawling natural spaces will be anchored by the decommissioned plant, which will be revitalized into a vibrant community hub.

Though the property’s new ownership and stewardship is unorthodox, state officials, environmental experts and the McChords themselves say that Manresa Wilds offers lessons that extend beyond the property’s dramatic two miles of waterfront views, rusted machinery and dense birch forest. Many states have been trying for years to shutter some of their filthiest power plants. As part of a group formerly known as the “Sooty Six,” the dirtiest plants in Connecticut, these old gas-fired plants cost taxpayers and corporate owners a king’s ransom to operate. Now they mostly sit idle, and those operating are notorious polluters. Connecticut has almost 900 “brownfield” sites, many of which are relics of the state’s rich manufacturing history. While outmoded power facilities, like all technologies, eventually need to be replaced or repurposed, Manresa Wilds shows that obsolescence is sometimes an opportunity for reinvention. Some observers believe it is a model for how private capital can be used to reimagine coastal resources for the public’s benefit.

Austin McChord, founder and former CEO of Datto, Inc., the first and only “unicorn” company in Connecticut, and his architect wife Allison have a different idea. After purchasing Manresa Island in 2024, the couple hired world-class architects and planners to imagine an unprecedented civic asset in Norwalk. To that end, they will design exciting interior spaces — one as large as Grand Central Station — and acres of wild habitats, beaches and spaces for community gathering, education, and research.

Austin founded the locally based Datto, Inc. in 2007 in his father’s house in Newtown, Conn., when he was still a student at Rochester Institute of Technology. His product provided back-up computer storage capability to the business community in data centers, pairing it with business continuity and disaster recovery to keep businesses up-and-running. Datto provided its customers with an affordable all-in-one hybrid cloud platform with continuity and resilience. In 2013, Austin turned down an enormous buyout offer, but as Datto’s sole stockholder at that time, he disliked the buyer’s plan to dismantle Datto and lay off employees. Instead, he re-capitalized the firm and later sold it for a significantly higher amount.

Arranged by Robin Hogen

[Editor’s Note: “Brownfield” is legally defined as real property where expansion, redevelopment, or reuse may be complicated by the presence or potential presence of a hazardous substance, pollutant, or contaminant. A “unicorn company” is defined as a privately held startup company with a current valuation of 1 billion or more.]

McChord Pictures

Video Presentation

Summary:

Austin McChord’s presentation told the remarkable story of how an abandoned
industrial site on Norwalk Harbor could become one of the most ambitious privately funded public parks in America. A Norwalk native and founder of the Connecticut tech company called Datto, Austin explained how he and his wife Allison first imagined the transformation while kayaking past the decommissioned Manresa power plant. What began as an improbable idea grew into a sweeping philanthropic effort: a 125-acre waterfront peninsula, to be called Manresa Wilds, reborn as a public park, nature preserve, community destination, and learning center.

Austin described the site as far more than an old power plant. It includes nearly two miles of shoreline, salt marshes, birch forest, deep-water berths, beaches and vast industrial interiors unlike anything else in the region. Rather than demolish everything, the plan embraces adaptive reuse. The turbine hall, with its monumental scale, will become a flexible civic gathering space, while the boiler building may one day house an indoor park and a coastal research center, potentially in partnerships with the Maritime Aquarium and Woods Hole Oceanographic Institute. Outdoor plans include a naturalized beach, large lawn, promenade, community pool with high diving platforms, sailing and kayaking access, an expansive playground and major ecological restoration.

A central theme of the talk was that this is not meant to be “Austin and Allison’s Park,” but a place shaped by the wider community. Austin said his team conducted broad public outreach, gathering feedback from residents, students, seniors and neighbors, then incorporated thousands of changes into a master plan. He emphasized values such as public accessibility, ecological renewal, education and creating a model for reimagining obsolete industrial waterfronts.

He also spoke candidly about the challenges: sea-level rise, environmental remediation, traffic, operations and cost. The first 25 acres are expected to open in 2027, with later phases extending into the 2032–2035 period. Austin said the preparatory and safety work alone totals $410 million, all privately funded, and that he and his wife are committed both to completing the park and endowing its long-term upkeep. The result, he suggested, is a once-in-a-generation gift to the public.

Brian Rolapp will join the DMA in conversation with DMA member Frank Gallagher to discuss the current state of the PGA TOUR and significant changes coming in the years ahead.  Few executives have played a larger role in shaping the modern sports landscape than Brian, whose career has been defined by consistent leadership and long-term value creation across several major sports and entertainment institutions. A member of Sports Business Journal’s Forty Under 40: Hall of Fame, Brian was named chief executive officer of the PGA TOUR in June 2025.

Brian joined the PGA TOUR after a 22-year career with the National Football League (NFL), where he most recently served as chief media and business officer. In that role, he was responsible for the league’s commercial businesses, including broadcasting and media rights, NFL Media, sponsorship, advertising sales and consumer products, with NFL contract revenues exceeding an astounding $125 billion during his tenure. He spearheaded some of the largest and most comprehensive arrangements with major corporations in NFL history and led 32 Equity, the entity that makes investments on behalf of the league and its 32 owners.

While at the NFL, Brian oversaw long-term agreements with media partners CBS, ESPN/ABC, NBC, FOX and Amazon for the distribution of NFL games over television and digital platforms. Additionally, he helped devise and implement the next phase of the premium product NFL Sunday Ticket with YouTube after almost 25 years on a satellite service. Rolapp also oversaw other media and licensing negotiations, including contracts with Apple, DraftKings, Electronic Arts, Fanatics, Netflix, Nike, Snapchat, Sony, X and more.

The NFL’s owned and operated businesses, NFL Media and NFL Films, also flourished under Brian’s leadership. Brian drove NFL Network and NFL RedZone distribution deals with the country’s largest television providers and more recently launched NFL+, the NFL’s new direct-to- consumer digital product. He helped NFL Films expand its programming relationships with Netflix, HBO/Max, Amazon and others. He also oversaw the formation of a new joint venture, Skydance Sports, announced in 2022 between Skydance Media, the NFL and NFL Films to create a premier global multi-sports production studio.

As chief executive officer of PGA TOUR, Brian is applying his experience to a sport steeped in history, with an emphasis on creating the best version of the PGA TOUR that reflects the best of sports competition while retaining the elite competitive environment golf fans expect. The PGA TOUR is undergoing a thoughtful evolution under Brian’s direction, honoring the game’s traditions without being overly bound by them.

A key initiative during Brian’s early tenure is the formation of the Future Competition Committee, chaired by 82-time PGA TOUR winner Tiger Woods, which is conducting a comprehensive review of the TOUR’s competitive model with a focus on new business concepts such as parity, scarcity and simplicity. No decisions have been made or finalized, but the committee has reached a consensus on several key topics, including: the importance of predictable, promotable fields that create appointment viewing; opening the season with an iconic event; exploring more opportunities in major metropolitan markets; and heightening competitive consequence by enhancing the meritocratic structure.

In January 2026, Brian also announced the launch of the Returning Member Program, designed to provide an alternative path back to PGA TOUR competition for past members who have achieved the highest accomplishments in the game. The program — which recently welcomed nine-time PGA TOUR winner Brooks Koepka — mandates heavy and appropriate limitations to both tournament access and potential earnings, including a five-year forfeiture of potential equity in the PGA TOUR’s Equity Program.

Before joining the NFL in 2003, Brian served as director of business development for NBC Universal in New York, in which role he was instrumental in NBC’s cable and new media strategies, including NBC’s acquisition of Vivendi Universal Entertainment’s cable assets USA Network, Sci-Fi and Trio. Brian was a member of the media investment banking team at CIBC World Markets prior to joining NBC Universal.

Brian is a graduate of Brigham Young University and Harvard Business School. He and his wife Cindy have been married for nearly 30 years and have four children.

PGA Tour’s New Boss Says Golf Is About to Change — And Faster Than You Think

If you love golf—or even just follow it casually—you’ve probably sensed something is shifting. New formats. New rivalries. And a lot of noise about LIV Golf, TV ratings, and younger fans.

Now we’re hearing directly from the man in charge.

At a recent Darien Community Association talk, PGA Tour CEO Brian Rolapp laid out a clear message: golf isn’t broken—but it is about to evolve.

And maybe faster than anyone expected.

Rolapp, who spent more than two decades helping build the NFL into a $125 billion media powerhouse, didn’t even plan to work in sports. “It just happened,” he admitted. But what drew him to golf was the opportunity: a strong sport with huge upside that hasn’t fully kept up with modern fans.

His core belief is simple—and surprisingly blunt.

“The sports business isn’t that hard,” he said. “If you get the competition right, fans will reward you with their time—and everything else follows.”

So what’s wrong with golf today?

According to Rolapp, three things matter in any successful sport: parity, scarcity, and simplicity. Golf already has one—the hardest one—parity. The difference between the 5th-best and 50th-best golfer is razor thin. That’s why anyone can win on any given weekend.

But the Tour struggles with the other two.

There are too many events that don’t feel important, and the structure can be confusing—even to fans. (Rolapp joked that the FedEx standings are “like the tax code.”)

So what’s coming?

He outlined six big ideas under review:

• A clear, high-profile “opening” to the golf season
• A tighter, more focused schedule (avoiding football season)
• More consistent fields—top players competing more often
• More events in major markets
• A promotion/relegation system (like international soccer)
• A more dramatic postseason, possibly with match play

The goal: make golf easier to follow—and more exciting week to week.

Here’s the surprising part: the sport itself is actually booming.

Participation is up nearly 40% since COVID, with half of that growth coming from people under 35. TV ratings are strong. One recent tournament drew 4.5 million viewers—beating an NBA playoff game.

So why change anything?

Because, as Rolapp sees it, golf hasn’t fully connected that growth to its professional product.

Younger fans are playing the game—but not always watching it.

That’s where new ideas like the indoor, prime-time TGL league come in. It’s faster, looser, and designed to appeal to a different audience.

Rolapp also addressed the elephant in the room: LIV Golf.

Instead of dismissing it, he gave a surprisingly candid take.

“They did the PGA Tour a favor,” he said.

The competition forced golf to rethink itself—something most major sports only do during a crisis.

As for a merger? He’s not focused on it. His priority is simple: make the PGA Tour better.

And if he’s right, that may be enough.

Bottom line: golf isn’t fading—it’s repositioning.

And if Rolapp delivers on even half of these changes, the next few years could reshape the sport in ways we haven’t seen since Tiger Woods first showed up.

Video Presentation

U.S. aircraft carriers are often called “The Tip of the Spear” because they enhance America’s ability to project military power anywhere across the globe.  The key to the carriers are their fighter planes.

Despite threats from hypersonic missiles and drones, a carrier task force can maneuver on the open ocean, move fast and carry massive firepower. The ability to project military power from aircraft carriers in whatever theater is necessary is critical to projecting U.S. global power. It also has a number of other advantgages, such as not having to rely on foreign nation approval, not requiring foreign host bases and permitting independent U.S. military strategy, all of which may be invaluable during a crisis. Carriers are essential for a U.S. global presence, deterrence and rapid response.

Fighter jets on U.S. aircraft carriers are specialized, state-of-the art planes flown by highly trained Naval aviators.  Navy pilots don’t have the luxury of landing on JFK’s 13,000-foot-long runway; the carrier deck is  only 300 feet.  Our speaker, Gunnar Edelstein, has exciting videos so DMA members can experience what it’s like to land on a carrier at 150 knots on a constantly moving centerline with the carrier sailing at 15 knots, navigating a nine degree landing angle-of-attack with possibly heaving decks and/or crosswinds due to rough seas, while undergoing a crushing G-force when landing and then stopping on a dime.

Gunnar graduated from the Wilbraham & Monson Academy in Wilbraham, Mass., and received a B.S. degree in biology and chemistry from Ohio Wesleyan University in 1972.  He then joined the U.S. Navy officer flight training program in Pensacola, Fla., and later served as a fighter/attack pilot for eight years.  Gunnar graduated first in his class while earning Distinguished Naval Graduate honors and went on to complete two WestPac carrier cruises aboard the USS Kitty Hawk and the USS Constellation, in addition to a tour as an instructor in the Navy’s Advanced Jet Training Command.

Gunnar was hired by American Airlines in 1979 and then laid off a year later.  He then worked as a sales engineer for Air Products & Chemicals, while also serving in the Massachusetts Air National Guard, flying the brand new A-10 Thunderbolt. He rejoined American Airlines in 1984 and had a 27-year flying career there, principally flying B-727s until he retired from flying in 2011.

Gunnar is currently in residential sales with Berkshire Hathaway Home Services in Darien.  He was president of the Darien Board of Realtors, served on the board of Noroton Yacht Club, was past Commander of the Darien Sail & Power Squadron and is a member of Silvermine Golf Club.  Gunnar and his wife Sarah have lived in Darien for 39 years and have a son, Jeff, who is a U.S. Army combat infantryman.

Summary

The provided file is an AI generated transcript of a presentation by Gunnar Edelstein, a former Navy fighter pilot, who discussed the complexities and intensity of aircraft carrier operations. Gunnar served for eight years and completed cruises on the USS Kitty Hawk and USS Constellation, gave us a firsthand sense of what it is like to operate at the “tip of the spear” of American military power.

The Role of Aircraft Carriers
Gunnar explained that aircraft carriers are primary instruments of U.S. foreign policy, allowing the president to project massive firepower and military presence anywhere globally without relying on foreign bases or host nation approval. These nuclear-powered vessels move quickly and serve as a versatile “heavy equipment” force for deterrence and rapid response. A standard Carrier Task Force typically includes the carrier itself, guided-missile destroyers and cruisers, supply ships, and at least one or two nuclear submarines.

Launch Operations
The process of taking off from a carrier is described as “being shot out of a gun”. Because a carrier deck offers only about 300 feet for takeoff—compared to over 2,000 feet on land—pilots must use a catapult system. An airplane taxies onto the catapult and is held back by a holdback fitting while a launch bar connects the nose gear to the catapult’s shuttle. When the pilot applies full power and the launch officer signals, the shuttle pulls forward, launching a 60,000-pound aircraft from 0 to 150 mph in just two seconds.

Landing: The “Trap”
Landing on a moving, heaving deck is the definitive skill of a naval aviator. Pilots must catch one of three or four arresting wires with a tailhook—a successful landing known as a “trap”. Gunnar emphasized a three-part “scan” that pilots must process continuously during the final approach:

• Meatball: A visual lens system that indicates if the pilot is on the correct glide slope.
• Lineup: Maintaining the centerline on a deck that is angled 9 degrees and constantly moving away from the pilot.
• Angle of Attack: Managing airspeed to achieve maximum lift with minimum drag, aiming for “donut” airspeed.

Gunnar noted that hitting a centered “meatball” usually results in catching the number 3 wire, which is the ideal target. The entire landing area is remarkably small; while the ship is 1,000 feet long, the actual target area for the hook is less than 30 feet. Pilots must also work quickly after landing to clear the area, as another aircraft is often only 40 seconds behind them.

Video Presentation

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

Summary

Darien First Selectman Jon Zagrodzky discussed the major real estate developments currently underway in the town. While referring to this as one of the most significant changes in Darien’s history, he argued that residents should not confuse new large-scale real estate development with a loss of community identity. He acknowledged that the scale of new multifamily housing, retail development and downtown construction can feel jarring, yet he urged people to see it in longer perspective; today’s controversial projects will likely become accepted and even valued parts of Darien’s landscape.

He explained that over the last 25 years, Darien has added more than 1,000 multifamily housing units, with over 300 of them affordable, bringing multifamily housing to about 15 percent of the town’s stock. In his view, this growth has been handled thoughtfully through inclusionary zoning and local design standards, allowing new housing to fit the town’s character while giving families, seniors and empty nesters more options to remain in Darien.

Jon also addressed worries about traffic, arguing that new housing is not the main cause. Using anonymized cell phone data, the town found that traffic through Darien has risen only modestly in recent years, with much of the increase coming from Stamford shoppers and drivers diverted off I-95 by navigation apps like Google Maps and Waze. Registered vehicles in Darien, he noted, are actually slightly lower than they were a decade ago. Parking, meanwhile, is being expanded through projects such as the preservation of the Koons lot at the Darien Train Station and the large number of spaces being added in the Corbin District.

The heart of his talk focused on what he called Darien’s “social fabric.” He defined “social fabric” not as buildings, roads or parking lots, but rather as the relationships, volunteerism and civic spirit that make strangers act like neighbors. Longtime residents, volunteers and local organizations such as DMA are what truly preserve the town’s identity. Jon urged residents to strengthen that fabric by joining groups, welcoming newcomers, and doing one extra thing each year to contribute. Darien’s future, he said, will be shaped less by development itself than by whether its people remain engaged in one another’s lives.

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.