Category: Speaker Announcements (Page 1 of 30)

Theodore Roosevelt was a uniquely gifted figure. While he employed his abilities to rise from an unknown New York legislator to become the youngest man ever to assume the presidency in 1901, that rapid success would not have occurred without the assistance of the powerful New Englander, Senator Henry Cabot Lodge. Lodge helped Teddy get every job he ever had, including that of being president.

Eight years older than Roosevelt, from a prominent Massachusetts family, Lodge was one of the most calculating, combative politicians of his age. From 1884–1919, Lodge and Roosevelt encouraged one another to mine the greatness that lay within each of them. As both men climbed the ladders of power, Lodge focused on dominating the political landscape of Massachusetts while serving as the future president’s confidant and mentor. That included advising Roosevelt on political strategy while helping him obtain positions in government that would eventually lead to the White House.

Henry Cabot Lodge earned four degrees from Harvard, was a widely published historian and a powerful U.S. senator who served from 1893–1924. His close friendship with Roosevelt began in 1884 and lasted their entire lifetimes, even surviving Roosevelt’s bolt from the Republican Party in 1912.

Despite the love and respect that existed between the two men, their relationship eventually came under strain. Following Roosevelt’s ascension to what would become a muscular presidency, his desire to expand the social safety net clashed with his friend’s more conservative, partisan point of view. Those tensions finally culminated in 1912, when Lodge’s refusal to support the former president’s independent bid for a third term led to a political breakup that was repaired only by each man’s distaste for the policies of Woodrow Wilson and his Treaty of Versailles. Despite their political disagreements, Theodore Roosevelt and Henry Cabot Lodge remained devoted friends until the Rough Rider took his final breath in 1919.

Laurence Jurdem, Ph.D., is a Visiting Assistant Professor of History at Fairfield University. He is the author of Paving the Way for Reagan: The Influence of Conservative Media on U.S. Foreign Policy and The Rough Rider and The Professor: Theodore Roosevelt, Henry Cabot Lodge and the Friendship that Changed American History. His newest book, 41: George H.W. Bush and the End of the American Establishment, is scheduled for release in 2026. A frequent writer on American politics, Laurence’s articles have appeared in The New York Times, The Washington Post, and the San Francisco Chronicle. He lives in Darien

Tony James is an internationally recognized investor and leader in global finance, having served for many years as president and chief operating officer of The Blackstone Group, the world’s largest alternative asset manager, which has approximately $1 trillion in assets under management. In that role, he oversaw businesses and operations in all major countries throughout the Americas, Europe and Asia. He will discuss the challenges, opportunities and direction of global finance and business in 2026 and beyond in a conversation with DMA member John Craft.

Tony is currently chairman of Jefferson River Capital, a private investment group. He also serves as chairman of the board of Costco Wholesale Corporation, the world’s third largest retailer, co-chair of The Metropolitan Museum of Art in New York, chairman of the finance committee of Mount Sinai Hospital System, and chairman and co-founder of Ed Advancement, which provides critical infrastructure support to historically black colleges and universities (HBCU) and serves two-thirds of all HBCU students. Tony was appointed by President Joe Biden to be a member of the President’s Intelligence Advisory Board, has served as commissioner of The Port Authority of New York and New Jersey and continues to serve on numerous other charitable, corporate, and public sector boards. He co-authored Rescuing Retirement, a book proposing a solution to America’s looming retirement crisis, and has published numerous articles in The Wall Street Journal and other major publications. He graduated from Harvard College magna cum laude as a John Harvard Scholar and from Harvard Business School with an M.B.A. as a Baker Scholar.

John Craft graduated from Princeton University and the Wharton School of the University of Pennsylvania, where he received an M.B.A. degree.  e spent 20 years in the institutional fixed income business with Bankers Trust and Merrill Lynch and subsequently co-founded a technology start-up that developed internet-based applications for the bond market. John arranged the presentation.

May 20 is an important day because it is World Bee Day, an international day to acknowledge the role of bees as pollinators in our ecosystem. Bees are critical to the global food supply. About one-third of all the food we eat would suffer dire consequences if honeybees vanished. If you really want to understand bees and their hives, you need to realize that the queen bee isn’t just a figurehead but is the genetic engine of a colony that’s key to a hive’s entire survival. A queen mates only once in her life — but that single event is anything but simple; she is more important in the bee world than any queen could ever be in our human world.

A bee colony is a superorganism. Inside a hive, tens of thousands of bees function as one living system. At the center is the queen, whose sole job is to lay eggs — up to 2,000 a day in peak season. Prominent beekeeper Bill Hesbach will discuss the mystery and beauty of bee flight, the queen’s mating flight and the process of fertilization. She mates with multiple drones (males) in midair — typically 10 to 20 — in rapid succession. Each drone dies immediately after mating, a biological sacrifice to pass on his genetics. (Humans would be arrested for trying this!)

Bill will also discuss how bees run their society with a surprising democratic structure, and the fact that the biggest challenge to bees isn’t honey production — it’s survival. Bees face pressure from parasites like the varroa mite, pesticides and habitat loss.

He is a Connecticut beekeeper with a background in engineering. He is a Certified Master Beekeeper at the Eastern Apicultural Society and a graduate of the University of Montana’s Master Beekeeping Program. He is also the president of the Connecticut Beekeepers Association, a group of beekeepers located throughout the state, and is on the board of directors of the Eastern Apicultural Society. The Connecticut Beekeepers Association is the largest organization in the state dedicated to supporting beekeepers, educating the public and promoting healthy honeybee populations across the state.

Bill teaches bee biology and various beekeeping methods at meetings and workshops hosted by regional clubs and organizations. He is an active member of the Eastern Apicultural Society and part of its Master Beekeeper certification program. He is also a regular speaker at national beekeeping seminars and the recipient of the 2019 Eastern Apiculture Society’s “Distinguished Speaker Award.”

He operates Wing Dance Apiary in Cheshire, Conn., where he manages a sideline beekeeping operation that provides raw honey and other hive products to the local community. He is a published author with articles appearing in Bee Culture — The Magazine of American Beekeeping, Bee Craft, which is Britain’s best-selling beekeeping magazine, and The American Bee Journal, the oldest English-speaking bee publication in the world.

Stamford Health is the area’s largest independent health system, focused on providing expert, compassionate care to patients in Stamford, Darien and Lower Fairfield County. Founded in 1896, the system is anchored by the 305-bed acute care Stamford Hospital, rated #1 in Fairfield County by U.S. News & World Report, and has a growing ambulatory network including four multispecialty centers, a medical group with more than 200 physicians and advanced practice providers in 40 offices throughout Fairfield County. With approximately 4,000 employees, Stamford Health is the largest employer in the City of Stamford, has an operating budget of close to $1 billion, and contributes more than $1 billion a year to the local economy.

Kathleen Silard will discuss the business rationale of why an independent hospital serves its communities better than a large roll-up conglomerate chain. Stamford Health has two especially important characteristics: (1) it provides innovative and strategic partnerships to better serve its communities along with world-class organizations such as Hospital for Special Surgery (HSS), Dana-Farber/Brigham Cancer Center and Columbia University Irving Medical Center; and (2) it is one of the few profitable hospitals in the region.

Kathy began her career as a nurse in the pediatrics and the neonatal intensive care unit (NICU) at Albert Einstein Hospital in New York before entering the field of healthcare administration. After serving as executive vice President and chief operating officer since 2003, she was promoted to president & CEO of Stamford Health in 2018. In these leadership roles, Kathleen provided the vision and leadership which resulted in the creation of the Stamford Health system and the on-time, under-budget development of the $450 million Stamford Hospital in 2016. She currently serves on the board of directors for various healthcare organizations, including the Connecticut Governor’s Workforce Council, AdvanceCT and Greater New York Hospital Association. She is also on the executive committee of the Connecticut Hospital Association and is the recipient of several awards recognizing her dedication to local service in the community.

Video Presentation

Summary

Kathleen Silard, President & CEO of Stamford Health System, provided a wide-ranging discussion on the challenges and opportunities facing modern healthcare and the importance of maintaining an independent regional hospital system. She described Stamford Health as a mission-driven nonprofit organization deeply rooted in the communities of Stamford, Darien and lower Fairfield County.

Founded in 1896, Stamford Health has evolved from a small local hospital into a major healthcare network that includes a 305-bed flagship hospital, more than 1,000 physicians, over 40 ambulatory locations and approximately 4,100 employees. Kathy emphasized that the organization’s independence allows local leaders — not distant corporate offices or shareholders — to make decisions based on community needs. During the COVID-19 crisis, for example, Stamford Health was able to act quickly and independently to serve the needs of the region.

Throughout the presentation, Kathy stressed the importance of quality, trust, and community engagement. She linked her emphasis on quality of care and empathy for patients to the fact that she began her career as a neonatal intensive care nurse before moving into healthcare administration.

Stamford Health has earned numerous distinctions, including recognition as Fairfield County’s top hospital by U.S. News & World Report, a “Magnet” nursing designation, Leapfrog “A” safety ratings, and a five-star CMS quality ranking. She asserted that maintaining exceptional care standards is the key to competing successfully against much larger healthcare systems in the Connecticut market.

Kathy also outlined the organization’s strategic partnerships with leading institutions such as Hospital for Special Surgery, Columbia University and Dana-Farber Cancer Institute, which allow Stamford Health to bring world-class specialty care close to local patients in Darien and surrounding communities. Looking ahead, she described plans for a new 70,000 square foot cancer center, expanded behavioral health services, upgraded rehabilitation facilities, and continued investment in advanced medical technology and outpatient care throughout the region.

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

Video Presentation

Summary

Veteran journalist Mike Chinoy delivered a sobering assessment of the growing risks surrounding Taiwan and the changing balance of power between the United States and China. Drawing on decades of reporting experience across Asia — from the death of Mao to the Tiananmen Square crisis and the rise of modern China — Chinoy argued that Taiwan now sits at the center of the world’s most dangerous geopolitical fault line. He described Taiwan not only as a thriving democracy, but also as the critical hub of the global semiconductor industry, producing more than 90% of the world’s most advanced chips through companies such as TSMC. A serious disruption in Taiwan, he warned, could trigger a global economic depression far exceeding the 2008 financial crisis.

Chinoy suggested that the greatest danger may not be a dramatic military invasion, but rather a gradual political and economic strategy by China to gain effective control over Taiwan without firing a shot. He argued that China increasingly sees an opportunity created by doubts over long-term American commitment to Taiwan, especially under President Trump’s more transactional foreign policy approach. According to Chinoy, Beijing may seek to weaken Taiwan internally through political influence, economic incentives and psychological pressure while encouraging divisions within Taiwan’s own political system.

At the same time, he stressed that China faces major internal weaknesses, including financial problems, youth unemployment and turmoil within the upper ranks of the People’s Liberation Army. For that reason, he believes a full-scale invasion remains less likely in the near term than ongoing “gray zone” pressure such as military drills, maritime inspections and political coercion.

During the discussion, Chinoy also explored Japan’s increasingly assertive role in regional security, the importance of nationalism to the Chinese Communist Party and the enduring influence of Hong Kong’s experience on Taiwanese public opinion. He concluded that the future of Taiwan may depend less on dramatic battlefield conflict than on political will, economic resilience, and whether democratic nations remain committed to deterrence and alliance systems that have preserved stability in Asia for decades.

Saigon fell on April 30, 51 years ago from the date of this presentation. Saigon was once called the Paris of the Orient on the eve of its cataclysmic destruction. This is a captivating true story of author Ralph White’s successful effort to save nearly the entire staff of the Saigon branch of Chase Manhattan Bank and their families before the city fell to the North Vietnamese Army.

In April 1975, White was asked by his boss to transfer from the Bangkok branch of the bank to the Saigon branch.  He was tasked with closing the branch, if and when, it appeared that Saigon would fall to the North Vietnamese Army to ensure the safety of the senior Vietnamese employees. But when he arrived, he realized the situation in Saigon was far more perilous than he had imagined.  Senior staff members there urged him to evacuate the entire staff and their families, which was more than he was authorized to do. He quickly realized that no one would be safe when the city fell, and it was no longer a question of whether to evacuate, but how. His book, Getting Out of Saigon – How a 27-Year-Old-American Banker Saved 113 Vietnamese Civilians, is an edge-of-your-seat story of a city on the eve of its destruction and the colorful characters who responded differently to impending doom. It’s a remarkable account of one man’s question to save innocent lives.

During Ralph White’s career in corporate finance spanned the 1970s, 1980s and 1990s when he worked for Chase Manhattan Bank and later for American Express and Sumitomo Bank.  His assignments included Vietnam, Thailand, Hong Kong, Japan and New York.  He is a graduate of Columbia University’s School of Business Administration. After 9/11, Ralph traded his corporate finance career for public service and writing. He founded and served for 10 years as the president of the Columbia Fiction Foundry, a writing workshop for alumni of Columbia University.

Video Presentation

Summary

Ralph White regaled the DMA with his remarkable account of how, as a 27-year-old Chase Manhattan banker, with minimal training and experience in banking and none in evacuation missions, he helped save 113 Vietnamese employees and family members as Saigon collapsed in April 1975. His presentation summarized, and in some ways supplemented, his book, Getting Out of Saigon: How a 27-Year-Old Banker Saved 113 Vietnamese Civilians.

Sent from Bangkok to Saigon with little experience and no real plan, Ralph arrived to find the city near panic. The North Vietnamese Army was closing in; the South Vietnamese government required Vietnamese citizens to present exit visas (think “transit papers” in the movie Casablanca); and the American Embassy seemed paralyzed by Ambassador Graham Martin’s refusal to accept reality. Ralph’s assignment was to close Chase’s Saigon branch and protect a few senior employees, but he soon felt morally responsible for many more.

With $25,000 in cash, a concealed revolver and growing desperation, Ralph searched for a way out. He considered flying a DC-3 himself but abandoned the idea when the plane left the airfield before he could use it. Eventually, by discovering an unofficial evacuation process at Tan Son Nhut Air Base, he managed to get Chase employees and their families on buses, through a restricted gate and into the evacuation system. At one point, he legally “adopted” all 113 people so they could leave as his dependents.

They flew out on a military aircraft, first to Clark Air Base in the Philippines, then to Guam, Camp Pendleton and finally New York, where Chase Manhattan helped resettle them. Ralph later lost contact with most of them, but decades afterward, while preparing his book, he searched Vietnamese-American communities and reconnected with many families. In a moving twist, he learned that the children on the book’s cover — chosen randomly from Getty Images—were actually among the very children he had rescued.

Ralph ended by saying he felt blessed: blessed to have been chosen, blessed by the help he received, blessed that the mission succeeded and blessed to reconnect with the people he still calls “my family.”

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