A Professional Workplace Cautionary Tale - A Meteoric Rise & Fall - Lessons In Leadership, Growth, & Failure - Part 1

Part 1 - The Discovery Channel Store/Garden City Group

Introduction: The Foundations of a Career

Every professional journey begins with a story, and mine is no exception. ?This is not just a recounting of events, but an exploration of the lessons learned, the people who shaped me, and the experiences that defined my path. ?My career began with a meteoric rise.? An opportunity that brought mentorship, growth, and immense purpose; only to be followed by a stark and humbling fall that redefined my understanding of leadership, resilience, and self-worth.

This four-part narrative dives deep into the evolution of my professional life. ?In part one, I will recount the extraordinary years I spent at the Discovery Channel Store, where I experienced mentorship, leadership development, and career success like no other. ?I will also explore the contrast of a brief yet disheartening stint at the Garden City Group. ?Part two will delve into the aftermath of those experiences, the lessons I carried forward, and the struggles I faced while rebuilding my confidence. ?Part three will uncover how a dark chapter in my life led to self-discovery, igniting my creative spark and giving rise to Stryker Network Media, a venture born from resilience, creativity, talent, and passion. ?Finally, part four will reflect on the sobering reality of why financial success has remained elusive despite my achievements and growth, a chapter I call “The Poorest CEO in America.”

Together, these chapters reveal how true leadership transforms lives, how challenges shape growth, and how resilience and creativity can drive reinvention even in the face of adversity.

The Discovery Channel Store Era: First Stint (2004–2006)

Fresh out of Adelphi University in Garden City, New York, and as a political science graduate with a minor in communications and a concentration in sociology, I decided to take some time off from my major to figure things out. ?I also wanted to experience what it felt like to work a part-time job outside the academic world. ?That decision led me to walk into Roosevelt Field Mall, where I stumbled upon the Discovery Channel Store. ?As a self-proclaimed nerd with a love for science, technology, and all things innovative, I was immediately drawn to the store. ?I asked for an application and was greeted by Joe Wudarski, the assistant manager, who handed me one. ?Shortly thereafter, I returned to submit it to the store manager, Susan Cantaloupi-Reichel.

Susan’s commanding presence, matched with her warmth and decisiveness, left a strong impression. ?She later confided that she saw potential in me from the very first meeting. ?A few days later, I interviewed with Veronica Riblin-McGlynn, the associate manager, whose intellect and calm yet methodical demeanor resonated deeply with me. ?Veronica hired me on the spot as a seasonal sales associate, marking the beginning of what would be a transformative chapter in my life.

From Seasonal to Sales Associate to Lead Sales: A Journey of Growth

As a sales associate, I quickly adapted to the role, thanks to the exceptional mentorship of Susan and Veronica. ?They taught me everything from customer service and sales techniques to problem-solving and store maintenance. ?Susan emphasized store aesthetics, organization, cleanliness, inventory management, and leadership. ?Her hands-on, “get in there and deal with it” approach became a cornerstone of my leadership style.

Veronica, in contrast, focused on operational efficiency, decision-making, and tackling challenges methodically. ?Her mentorship resonated with my academic background, where logic, analysis, and structure were highly valued and ultimately became the core of my leadership and management style. Together, their teachings laid the foundation for my leadership philosophy, combining Susan’s bold, instinctive approach with Veronica’s calculated, methodical style.

By January 2005, I had earned multiple promotions.? From seasonal associate to regular sales associate and then to lead sales associate. ?Stephanie, the previous lead sales associate, stepped down due to health issues, and I was entrusted with her responsibilities. ?This rapid rise reflected the faith Susan and Veronica placed in me and the leadership potential they nurtured.

The Assistant Manager Era: Confidence and Family

When Joe Wudarski stepped down as assistant manager in mid-2005, I was promoted to his position. ?This marked my third promotion in less than a year. ?As assistant manager, I felt an immense sense of confidence, driven by the mentorship of Susan and Veronica. ?They instilled in me a belief that mistakes were not failures but opportunities to learn and grow.

Susan emphasized that “there’s no mistake that can’t be fixed,” encouraging me to take bold actions without fear. ?Veronica, while sharing this belief, added her own perspective; mistakes were okay, but they could often be avoided through preparation and guidance. ?She reminded me of Captain Picard from Star Trek, “I respect an officer who is prepared to admit ignorance and ask a question, rather than one who, out of pride, will blunder blindly forward.” ?Together, these philosophies shaped me into a fearless yet thoughtful leader.

The Discovery Channel Store became more than just a workplace; it became my second home. Susan and Veronica were not just mentors, they were family. ?I would have gladly worked for free if it meant supporting them and the store. ?The camaraderie among the staff, combined with the trust and encouragement of my leaders, made the experience unparalleled.

Beth Bucknam, our regional manager, further enriched this environment. ?She emphasized bending rules when necessary to ensure customer satisfaction, teaching us that adaptability and empathy were key to great service. ?Her wisdom left a lasting legacy. ?Amy Smith, our district manager, brought infectious positivity and encouragement, inspiring us to strive for success without fear of failure. ?Meanwhile, Kathy Cross, the vice president of store operations, set a high standard for professionalism and excellence. ?These leaders indirectly shaped my journey, adding layers of insight and inspiration.

The Holiday Reality Check

Despite the incredible support and growth that I experienced, the holiday season of 2005 revealed the harsh realities of retail management. ?The extended hours, demanding customers, and relentless pace took a toll. For someone like me, who cherishes the holiday season, encompassing Thanksgiving, my birthday, Christmas, New Year’s, and Little Christmas; missing out on these moments was heartbreaking.

Black Friday meant early mornings and long nights, while Christmas Eve closings were followed by preparations for post-holiday returns and inventory. ?My birthday, which was the one day off I got to have during that week, couldn’t even be celebrated because I spent the day tired and sleeping from all the exhaustion of the rigorous holiday schedule, basically not even allowing me to enjoy that one day with friends or family. ?By the end of the season, I realized that while I loved my team and valued my role, retail management was not a sustainable path for me. ?As much as I loved my Discovery family and was grateful to Susan and Veronica for all they taught and done for me, the reality of not having a holiday season and the corporate demands was not something I was on board with. ?And I had to make a decision that was not done lightly.

The Garden City Group: A Harsh Contrast

In the spring of 2006, I left the Discovery Channel Store to join the Garden City Group, an administrative class-action law firm in Melville, New York. ?The corporate environment promised stability, good pay, and benefits, but it lacked the warmth and camaraderie I had experienced at Discovery. ?The work was monotonous and uninspiring, consisting of tedious data entry and administrative tasks. ?The team was cold and unwelcoming, and I often felt like an outsider.

?My project manager, Daniel, was dismissive and unsupportive, creating an environment where I felt isolated and undervalued. ?Despite my efforts to adapt, the lack of mentorship and encouragement eroded my passion and drive. ?Mentally, it got to a point where I didn’t want to get out of bed to go to work. ?I forced myself into the office, only to fall asleep on the job out of sheer boredom. ?I resorted to taking stimulants just to stay awake, and during breaks, I would retreat to my car to eat because I didn’t want to be around my coworkers. ?Ironically, I got along better with the atrium staff than I did with my own team. Eventually, the frustration reached a breaking point. ?One day, on my way to work, I turned my car around, went home, and never returned. ?Dealing with the mental fall, I took the rest of the year off and enjoyed a holiday season without the worry of responsibility. ?This experience left me questioning my worth and abilities.

Returning to Discovery: Redemption and Leadership in Action (2007)

By early 2007, I realized how much I missed the Discovery Channel Store. ?I returned in time for inventory, stepping back into the role of sales associate. ?Despite the change in my position, I was welcomed back with open arms. ?Raquia Fleetwood was the new assistant manager, but the staff still respected me and looked to me for guidance. ?Knowing this, I made it a point to let everybody know Raquia was the assistant manager and she was in command, and I assured Raquia that I was there to support her, and I was okay with her leading me but to use my experience as a resource when she needed it.

One particularly memorable moment occurred during a shift when Raquia felt overwhelmed by the challenges of managing a team of new hires. ?The staff was struggling to focus, tensions were high, and Raquia was visibly frustrated. ?I stepped in, assigned tasks, sent team members on breaks, and restored order. ?This allowed Raquia to regroup and regain control. ?Afterward, she thanked me for my support, acknowledging that my prior experience as assistant manager had been instrumental in resolving the situation. ?Raquia was happy that I had her back. ?My ego was always in the team, and I was just happy to be back. ?I had no ambitions. ?When you love what you do, it didn’t matter what the role was.? As much as I loved my return and my redemption back to my confidence and leadership and the admiration of being around the Discovery family, it was sad to say it was short-lived due to the store’s impending closure.

The Final Months: Dual Roles and Farewell Preparations

As the Discovery Channel Store entered its final months in 2007, I found myself navigating a unique and challenging period. ?With the announcement of the store’s closure, emotions were high among the staff. For me, the impending end of this cherished chapter was bittersweet.? There was a sense of inevitability, but also a deep desire to make the most of the time we had left.

?During this time, I was approached by Jennifer Tedesco-Rose, the manager of Skechers across the hall, with an offer to join her team as the First Assistant Store Manager.? This position was equivalent to Veronica’s role as Associate Manager at Discovery. ?Jenn had observed my leadership and work ethic at Discovery and believed I could bring value to her store. ?The opportunity was both exciting and humbling, but I couldn’t bring myself to leave Discovery prematurely. ?Instead, I accepted her offer on the condition that I could continue working part-time at Discovery until its closure. ?This decision marked the beginning of a unique balancing act, where I juggled dual roles at two different stores.

In many ways, this dual responsibility felt akin to Bradley Whitford’s character, Josh Lyman, in the seventh season of The West Wing. ?Like Josh, who simultaneously juggled his role as the White House Deputy Chief of Staff and Santos’s campaign manager, I was navigating two worlds. ?I immersed myself in the high-paced environment of Skechers, adapting to Jennifer Rose’s management style and learning the nuances of a different retail operation.? At the same time, I returned to Discovery, where I embraced my interim role as Assistant Store Manager and committed to giving the store, and my team, the dignified sendoff it deserved. ?Balancing both roles required focus, adaptability, and the ability to transition seamlessly between two sets of responsibilities, much like Josh did in the show.? You would think it was a lot of work and high pressure; it wasn’t.? In fact, I had a lot of fun and was excited about the situation.

In these final months, the Discovery staff rallied together like never before. ?We worked tirelessly to maintain the store’s operations, provide exceptional customer service, and ensure a dignified closure. There was a sense of camaraderie and shared purpose that made the experience both rewarding and emotional. ?Every shift felt like a farewell tour, filled with laughter, reflection, and the bittersweet knowledge that our time together was coming to an end.

The Final Gathering: The Discovery Crew’s Last Hurrah

As the closure date for the Discovery Channel Store approached, the weight of the moment settled over us. ?It was bittersweet; an end to something truly special. ?On the last day, as we stood in the empty store one final time, it felt like a scene straight out of Star Trek: The Next Generation’s finale, All Good Things. ?Just as Captain Picard and his crew gathered for one last mission, this was our farewell as the “Discovery Crew.”

Over the years, I had come to see our team as a reflection of the Enterprise bridge crew. ?Veronica, with her intellect and methodical leadership, was our Captain Picard; a steady, decisive leader. ?Susan, bold and instinctive, was our Captain Kirk. ?Kelvin, the technical wizard who could solve any issue, was Geordi La Forge. ?Kenny, reliable and steadfast, was Worf. ?Simon, practical and hardworking, embodied Chief O’Brien. ?Russell, with his sharp mind and logical precision, was our Data. ?Melanie, with her kind, soft-spoken, and empathetic nature, was our Deanna Troi, always offering a calming presence when tensions ran high. ?Raquia, stepping into her own leadership and trusted by the team, was “Number One,” the first officer who kept things running smoothly and was always ready to take charge. ?And I saw myself as Will Riker, ready to step into leadership when needed but always committed to the team.

Even Joe Wudarski, who had moved on to other opportunities, made a special appearance, much like a beloved cast member returning for the finale. ?Together, we stood in the empty store, reminiscing about the good times, celebrating our shared accomplishments, and honoring the unique roles each of us had played. ?It wasn’t just a job.? It was a family, a mission, and a legacy.

Conclusion: A Legacy of Leadership and Unfinished Business

The Discovery Channel Store was more than just a workplace; it was a transformative experience that shaped my understanding of leadership, teamwork, and resilience. ?Under the guidance of Susan and Veronica, I grew into a leader who valued empathy, adaptability, and excellence. ?Their mentorship not only brought out my potential but also created a managerial powerhouse, a brainchild of their combined leadership styles. ?Together, they cultivated in me a foundation of leadership principles that would serve as the core of my professional identity.

Yet, as I reflect on this chapter, my greatest regret is that I was never able to translate the teachings of Susan and Veronica into significant financial success. ?This was not due to their mentorship or my dedication but rather the systemic shortcomings of a society that often fails to reward strong leadership in the ways it should. ?I carried the lessons of Discovery into every role I took on after, but the challenges I faced in those environments made me question how success is truly defined in a world that doesn’t always value the same ideals.

If Susan and Veronica were here today, I imagine they would tell me, “The reason we didn’t teach you how to deal with ultimate failure is because you were never meant to experience it.” ?In their eyes, I was destined to thrive, to succeed, and to lead with the tools they had so carefully provided. ?And while life had other plans, that belief in my potential remains one of the greatest gifts they ever gave me.

The next part of my journey delves into the aftermath of my time at Discovery and the transition to new opportunities, each offering its own set of challenges and contrasts to the strong foundation built by Susan and Veronica. ?From the dynamic and exciting environment at Skechers to the refined luxury of Swarovski, where the focus was solely on dollars and cents under a store manager who undervalued her team, and finally to the sobering reality of Tuesday Morning, each chapter brought its own lessons, moments of success, and the humbling experience of confronting what I came to call “ultimate failure.”

It’s a journey that reminds me of the Kobayashi Maru test, a no-win scenario from Star Trek meant to measure character and resilience. ?My professional life after Discovery was not about defeating the test but about learning how to persevere when victory seemed out of reach. ?And while Susan and Veronica might say they never taught me how to fail because they believed I never would, the reality of failure became a lesson I had to learn on my own.

Stay tuned for the second article, where I delve deeper into the highs, lows, and ultimate revelations that shaped the next chapter of my career. ?For now, I look back at the Discovery Channel Store era with immense gratitude, knowing that the legacy of leadership I carry today was born in those formative years.