A Daily Dose of Real Life Inspiration from New York City Visionaries (Part II)

As I hope many of you have had a chance to read by now, I recently published an article about the “Heart and Hustle of New York City” and some great profiles of visionaries on the front lines.

I continue to get great feedback, so I figured I would continue to share stories of inspiration from members of the community. I like to say that these people are the ones who are “making the donuts” like only New Yorkers can do under these incredible circumstances. The people in our city who don’t have the time to have philosophical conversations about the future of the city because they are the ones actually making its future through their hard work and dedication.

Building off yesterday’s profile of inspiring community members, here are more amazing folks I would like to introduce you to.

Meet Ken and Daniel Trush. I had the great privilege of meeting Ken and Daniel at TEDxBroadway a few years ago after they delivered a moving talk on their amazing foundation which advances access to music making for all. Their passion is unmatched and watching them evolve their vision for what this moment calls for has been inspiring.

KEN AND DANIEL TRUSH, CO-FOUNDERS, Daniel’s Music Foundation

How has your organization pivoted during COVID? Offering classes online was something we had always talked about as an organization and part of our long-term plan, but it was not a priority for us as we were always consumed with the day-to-day operation of our music center. However, with the temporary closing of the music center in March and the uncertainty of the global pandemic, it was very important for us to find new ways to effectively engage our community. Individuals with disabilities disproportionately experience isolation, which has only been exacerbated by the current global crisis. So on May 15, 2020, we launched the new DMF Virtual Community, a place where individuals of all abilities can connect, engage, and celebrate the joy of music together, regardless of where they live. This new platform includes our DMF On-Demand channel - a destination for free, interactive and educational videos, virtual live events for all ages; plus, virtual music lessons and small group classes at an affordable price. 

What are you most proud of from your organization in how it's operated during this unique moment in time? Unanimously, for our family, it has been how the entire staff has stepped up during these uncertain times, regardless of what they may have been dealing with on a personal level. We literally launched a new line of programming from our collective dining room tables, and it has been an incredible experience. Not once did our staff waiver, they just rolled up their sleeves and worked together to figure it out - and for that we are forever grateful. For Daniel’s Music, our response to the pandemic is what has defined us collectively as an organization. That is something we are all really proud of. 

Meet Ken Davenport. Ken is the ultimate disrupter. Ken challenges convention and challenges the people around him for progress - including on his popular podcasts and social programming where he provides fantastic interviews with industry leaders for no cost to patrons. As the business of Broadway will be fundamentally impacted for many years to come, now is the time to let the big ideas fly. This is your lane, Ken. Go get ‘em!

KEN DAVENPORT, PRESIDENT, Davenport Theatrical Enterprises, Inc.

What has been the toughest part for you or your organization adapting to operating during COVID? The toughest part has been the unknown...and wondering when we'll be able to get back to doing what we love. Entrepreneurs, or “Artrepreneurs,” as I call those of us who run businesses in the entertainment space, are problem solvers. And we love a challenge. But every time we think we've got a plan, the virus jumps up and says, “Not yet!” On Monday, I think I'm doing one thing. At the end of the day, that idea is scratched. Tuesday, it starts all over again.

Describe where you are seeing the most support in helping you through this moment? From other small business owners, and people trying to figure it out just like me. People who were competitors are now saying, “Hey - we're both in a tough spot. Maybe we can figure this out together? We can get back to competing when this is over.” We've got a common enemy, and we're all struggling to survive. So it’s better to “gather together” as there is strength in numbers. And even more strength in collaboration.

Meet Louise Rosen. Louise embodies every letter in the word visionary - especially in the world of higher education. As higher education has been flipped on its head, Louise is leading the development of innovative strategies across Columbia University and doing it with a sense of NYC pride that we can all be proud of. 

LOUISE ROSEN, SENIOR ASSOCIATE DEAN OF ADMINISTRATION, Columbia University, School of Professional Studies 

How has your organization pivoted during COVID? Was it always in the cards or something born completely out of response to this moment? In some respects this whole situation fast tracked some trends we were already seeing. Remote learning, video content being king, virtual engagements. But while the tech has enabled us to keep going and keep learning, it has also reinforced how valuable the in-person experience is. Our name is Columbia University in the City of New York, and we have seen our city rocked too. The City has been called our shadow endowment. We have access to wonderful resources being here - people, places, a diverse community. And they have been battered too. We will all heal and come back together, I believe. We’re New Yorkers, it’s what we do. This whole situation has made me fall deeper in love with Columbia and New York - the spirit, the community, the resolve, and the creativity. It has been said Columbia University is the greatest University in the greatest city in the world. I couldn’t believe it more. 

What are you most proud of from your organization in how it's operated during this unique moment in time? Our medical students graduated early to be able to treat patients while we were entering the eye of this pandemic, our hospitals treated members of our community - Citywide. Our colleagues stepped up to tutor children of first responders; we have a food pantry for the community; our scientists are studying this virus to help find viable treatments and understand it; we have public programming for all our community members and interested outsiders. We have laughed, cried, and watched our faculty’s grandchildren climb all over them while being interviewed on TV. We never closed; we never stopped; we never stopped caring about each other and that means everyone in the surrounding community too. 

Meet Mark Fisher. Mark is one of the most impressive business owners I’ve had the pleasure to meet over the years. His company, Mark Fisher Fitness, is built on a core set of values that you can see, hear, and feel at every touch point with his brand. More impressive, he is active in sharing his knowledge, relationships, and audience with the community-at-large.

MARK FISHER, CO-FOUNDER, Mark Fisher Fitness

What has been the toughest part for you or your organization adapting to operating during COVID? Running a brick and mortar fitness studio in Manhattan means we've dealt with some very tough restrictions. Our physical operations were shut down completely for six months. As we enter our eighth month, we still can't offer our classes, which were our primary revenue stream. And when we are given the greenlight for classes, the capacity restrictions (currently 25%) will likely mean we can't open back up profitably. So we're realistically looking at another 6-12 months with no in-person classes and possibly longer.

Describe where you are seeing the most support in helping you through this moment? Far and away it’s been our community of Ninjas (which is what we call our clients). It’s been moving to see the way they’ve rallied for us: from former Ninjas coming back, to demanding their friends give us a try, to being patient and flexible as we “built the plane in the air.” Not only were we rolling out a new business model with no notice, but the government guidelines on when we could reopen and what we could do continually changed with almost no notice. It’s been amazing to feel so many people rooting for us.

Meet Nicole Kankam. Nicole sits at the center of one of New York's most cherished summer events - the US Open. She has spearheaded not only the growth of USTA events over the years but also its commitment to expanding accessibility to the events for all New Yorkers which I've personally greatly admired.

NICOLE KANKAM, MANAGING DIRECTOR, PRO TENNIS MARKETING, United States Tennis Association

What has been the toughest part for you or your organization adapting to operating during COVID? Obviously there are many challenges between working from home along with managing remote learning with my son, all while trying to maintain my sanity! I've found it really tough for me personally to stay positive in the midst of planning for all the worst case scenarios, especially when it can take you down a path of anticipating some pretty dire circumstances. For the most part, I'm optimistic that we'll be welcoming fans back to the 2021 US Open in as close to a normal environment as can be expected, particularly with the advantage of nearly a year to plan. But on any given day when the overwhelming media coverage highlights all the doomsday scenarios, it's often easy to focus too much on that negative perspective. Things as simple as taking a run to clear my head, or playing outside with my kids can help to refocus towards positivity.

What are you most proud of from your organization in how it's operated during this unique moment in time? I'm so proud of the huge accomplishment that we were able to host the first truly global sporting event in the midst of the covid crisis and maintain the health and safety of everyone involved while still delivering a product worthy of the US Open brand. I'm also extremely proud of how we leveraged our event to amplify and promote themes of equality through our social impact campaign Be Open. The campaign reaffirmed the USTA's values around diversity and inclusion while acknowledging the reality of the world around us in this moment. Leveraging the spotlight on the US Open, the campaign included content promoting themes of racial, gender and LGBT equality, an art installation to showcase the Black Lives Matter movement in a positive light, as well as daily recognition of frontline workers around the world by current and former US Open champions.

Meet Trish Santini. You’ll be hard pressed to find a more exciting project happening in NYC than the project Trish is heading up with Little Island. And you’ll be hard pressed to find a more positive and kind voice for innovation than the spirit that Trish brings to any room (or Zoom!) she enters.

TRISH SANTINI, EXECUTIVE DIRECTOR, Little Island

What has been the toughest part for you or your organization adapting to operating during COVID? We have been fortunate regarding operating as Little Island does not open till spring 2021. Our challenge has been building a team that has to work in a highly collaborative manner, when many of the team were hired after we started working remotely. Our current full-time staff is 23 people. And in March, we were a team of 15 with seven of those 15 only being in their jobs for a couple months. Having a team that is new to the organization and each other, without the ability to be in an office together, has meant the level of planning, intentionality, and structure has been vigorous. It has required the staff to function with a high level of diligence regarding communication. We are in a constant state of recruitment, hiring, onboarding, and integrating new staff who need to learn about and contribute to our systems, operating plans, and artistic, educational and hospitality programs, and that has required an enormous amount of trust, without the advantage of shared history. It is a real leap of faith when you don’t have the benefit of being in an office together or hanging out after work, so that you can get to know each other better and develop that collegial feeling in a more organic way. Zoom can only take you so far! 

What are you most proud of from your organization in how it’s operated during this unique moment in time? I’m incredibly proud of everyone who is creating this public park - our designers, construction team, and the Little Island staff have been tireless in doing all they can to keep this project moving forward during this unprecedented time, and with a whole new set of considerations to manage in service of everyone’s health and safety. It’s been inspiring to witness the level of collaboration and coordination amongst all parties, as there is a profound sense of commitment to ensure we can open next spring. We all believe in the power of nature and art, and we want to make more of that available to New Yorkers as soon as possible...

Meet Victoria Bailey. One of the single most important organizations in expanding audiences for theatre in NYC, Tory leads with passion for the importance of theatre and the arts in people’s lives. While theatres may be closed and the renowned TKTS booth may be shuttered for now, I remain in awe of the work Tory and the team at TDF are doing to get vulnerable audiences access to the arts by building on their expansive list of theatre programs.

VICTORIA BAILEY, EXECUTIVE DIRECTOR, TDF, Theatre Development Fund

How has your organization pivoted during COVID? Was it always in the cards or something born completely out of response to this moment? The first pivot was to figure out how to deliver program services virtually – and we have done it in for every program. And then we have had to rapidly increase our fundraising – developing new messaging about the role we will play when the theatres reopen and the role the arts are going to play as NYC heals and rebuilds. I think these activities were in the cards in some ways, but they were in their infancy. We’ve had to develop new skills quickly and creatively.

What are you most proud of from your organization in how it’s operated during this unique moment in time? I am most proud of our perseverance – of our ability to figure out new ways to provide services and to keep the arts in people’s lives. I am proud of the fact that at a time when the world we know best – the theatre – has taken a body blow and at a time when the thing that sustains us all – the theatre – has been taken away, we are getting up every day and doing our best to serve the city we all love.

If you see inspiration, share inspiration. I promise I will.

More to come tomorrow.

Our community needs it now more than ever.