My Journey into Relocation and Global Mobility- Part 5

Being a typical New Yorker, I had never been to the Empire State Building yet passed by it multiple times a week. I had never been to the Statue of Liberty yet floated by it twice a day. Now, I was about to walk past the New York Stock Exchange and other iconic landmarks for 10 years that I had never been inside of.

Before diving into my time at AIG, I want to point out an experience that shaped my perspective forever: AIG was where I was headed on 9/11/2001. Luckily, I was running late, and the PATH train before mine was probably the last one to make it into the World Trade Center. I did not know what was happening, but I knew I was late, and the train was stopped at Exchange Place longer than usual.? I was hearing something about police activity at the World Trade Center so I decided to switch tracks and took the PATH train to 14th Street, thinking I would catch the NYC subway to Wall Street.

When I got to 14th Street, I could tell something was wrong but did not know at the time what was going on. I just knew it was smart to get back on the PATH train and go home. At the time, we only had one cell phone, and my wife had it with her.? I could not call anyone, and I was noticing those who had cell phones could not call out either.? ?

I was lucky. I made it home, picked up my daughter from daycare, and spent what seemed like the next week glued to the TV. Downtown NYC was never the same. But what stayed with me was the heightened sense of patriotism during that time—a sentiment I try to explain to my children today.

I walked through the World Trade Center every day as did thousands of others.? I sometime have trouble remembering what happened yesterday but will never forget 9/11/2001.?

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At AIG: Navigating Global Mobility

At AIG, I had the opportunity to delve deeper into the complexities of global mobility, working for a company with operations in over 70 countries. It was here that I learned the intricacies of navigating corporate culture, managing policies, and fostering relationships across departments. While my early years focused on understanding and integrating with HR and recruitment, I also honed my ability to balance the often-competing priorities of mobility and the broader organization.

The Referral Fee Program: A Game-Changer

One of my proudest accomplishments at AIG was implementing the referral fee program, a concept I adapted from the innovative work of Larry Gersch and Rebecca Kirschbaum . Larry introduced me to Art Nadolske , who helped bring the vision to life.

At its core, the referral fee program allowed AIG to trim costs by collecting real estate referral fees on homes our employees were buying and selling. These fees helped cover our department's costs and more. Essentially, we became a free service to the organization, which was a significant win for the head of HR. This was especially valuable in an environment where cost-cutting was a top priority. Not only did our department cover its costs, but we also generated over a million dollars annually in additional revenue.?

Ironically, one of the biggest challenges became figuring out what to do with the extra money—an amusing problem in the grand scheme of AIG’s billion-dollar revenues. While the financial team struggled with allocating the surplus, the program’s success allowed us to maintain valuable employee benefits and services without cutting into costs that could affect those benefits and service levels.

I acknowledge that this program did not sit well with everyone, particularly within the RMC community. Even today, I am a target within the RMC world, which is why my posts do not always get a ton of likes or comments.? Please refer to my article on disrupter versus disputer. However, it was not about undercutting suppliers but rather fulfilling our responsibility to AIG. I had an inherent responsibility to cut costs, and this model worked successfully. While I did not replicate this model at Disney or Walmart, it was the right move for AIG at that time.

That said, when you have a large mobility program and you are in-house, you become a target. I cannot tell you how many times Heads of HR would tell me they received a call from a supplier I knew or would hand me something that had been mailed to them. I even kept a letter from one RMC owner, sent to my boss (who had retired, though they did not know that at the time of mailing), which I intercepted. This letter basically criticized my ideas and suggested that the best thing for her to do was outsource the entire program to make her job easier.

I was once asked to join an ongoing meeting in my building. When I entered, I saw several familiar faces from another RMC who were present.? Vendors were going around me. ?What was maddening was that I was just doing what I was told. The leaders asked for cost reductions, and I presented ideas and impacts. The new program was running, service scores were better, and costs were down. When the RMC realized we were not using a competitor and knew we collected the referral fee they were asked how they could improve the program.? They answered that they could not.? And that was that.

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Key Lessons and Relationships

Working at AIG taught me how to thrive in the corporate world while staying true to my principles. I was fortunate to report to and collaborate with incredible leaders and colleagues, each of whom left an indelible mark on my career:

Dennis Zampella taught me to think beyond "it's not my money" and focus on serving the internal customer.

Peggy Jaeger gave me the freedom to innovate and try new ideas, including the referral fee program. She supported me every step of the way. She could have easily squashed this program and stuck with the status quo, but she did not.

@Pat Sibrinsz kept me grounded, helping me manage projects and navigate the complexities of corporate politics.

Julian Kaufmann one of the smartest and kindest people I have ever worked with, is still an incredible mentor. His advice and willingness to listen were invaluable, and I often wish I had reported to him from the very beginning.

Stefanie Schreck, Esq., SCRP, SGMS perhaps the best colleague I have ever had, made my job infinitely easier and exemplified what it means to be a true team player.

Mary Ann Ross a head of HR who was both demanding and supportive, challenged me to excel and offered me opportunities even after I had left AIG. I was incredibly touched when she called me and offered a role in her organization. I had just joined Disney, but I was very close to accepting her offer. In some ways, I wish I had.

Steve Nexon who handled executive moves, was someone I could trust for advice. It is important to have someone senior, who is not your boss, to guide you inside an organization. His help was instrumental in me eventually taking on a leadership role in mobility.

@Michael Boone, RIP, was my best friend in the industry. He taught me everything about household goods, how to sell, and most importantly, how to help people even if they had nothing to offer in return.

I am deeply grateful to these individuals and many others I may have unintentionally omitted. If you are reading this and your name is not mentioned, please know that your contributions were not forgotten.

?A Decade of Growth

AIG was where I truly grew up in the global mobility industry. It was the place where I learned the value of being someone others wanted to call for solutions. One of the greatest compliments I ever received was being described as “a phone call you look forward to making or receiving.”

The years at AIG were filled with unique challenges, such as being part of the transition team when AIG acquired American General. This experience exposed me to the complexities of merging companies with vastly different mobility philosophies. It was fascinating to align disparate policies and suppliers, meet with their partners, and build relationships along the way.

One memorable situation involved the purchase of a home from an employee that ended up infested with brown recluse spiders. A major sports athlete purchased this home, which had previously been owned by an employee. The case escalated all the way to the CEO. Ultimately, we repurchased the home to resolve the issue. The experience of working with the CEO and top leaders was invaluable, giving me the confidence to work with people at all levels.

While there are many mobility experts, I have seen how corporations seeking a mobility leader may not fully value how that person will interact with leadership. Being a subject matter expert and being able to explain those subjects effectively are two different skills. I have worked with colleagues who were truly subject matter experts but struggled to communicate issues to leaders in a way that resonated.

A Place I will Always Remember

AIG was not just about professional growth—it was personal, too. During my decade there, I got married and became a father to two amazing children. These were foundational years, and AIG remains a company I miss deeply. While I do not miss the commute, I cherish the memories of working with incredible people in an environment that pushed me to excel.?

Although AIG was going through some "transitions", I was intent on staying and seeing it through. However, I received a few calls from ABC in New York, recruiting for Disney. ?Leaders I trusted shared their uncertainties about AIG’s future, and I began to consider that perhaps it was time to pursue something new.

Everyone I knew associated Disney with Orlando, FL, and moving there seemed manageable since it was only two hours from New York. Little did I know, I was about to be introduced to a place I had never heard of—Burbank, California.

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