The outcomes behind the work.

A Hudson River community held a former factory site with potential as a waterfront destination, but the transformation needed public money it couldn't source alone. As strategic and government advisor to the local development corporation, we led conceptual development, managed consultant selection, and ran outreach across local, state, and federal government.

A mixed-use main street revitalization in a small upstate town had an ambitious vision and no obvious path to public funding. We built the government affairs and stakeholder strategy from the ground up, cultivated relationships with more than 20 officials and institutions, and positioned the project within the state's rural economic development and tourism priorities.

A cultural foundation stewarding a historic estate needed capital for preservation, with no clear funding path. We mapped the state programs it qualified for and won competitive grants for its preservation work.

A community environmental organization started as a concept, with no funding and no track record. We helped shape it into a real organization, win its first competitive grants, and move from running programs into operating a business: it is now acquiring a composting company and building it into a revenue-generating operation.

A major property owner's holdings sat in the path of a state redevelopment plan, with eminent domain on the table. They needed their assets protected and a seat where decisions were being made. We built the defense strategy, established the client as a recognized stakeholder across city, state, and federal government and the railroad authorities, then helped lead the district's reimagination, coordinating among agencies, legislative leadership, and the other major owners, with a communications effort that generated more than 150 press articles. The work is ongoing: as control of the district shifts between authorities, we keep the client ahead of it, mapping the leases, land-use powers, and agency mandates that decide its future and where a defensive position becomes a governance role.

A faith institution chartered under the British Crown before American independence faced a threat to its property, along with a tax-status question that traced back to that centuries-old colonial charter. We protected the institution's assets and resolved the tax-status issue, clearing a problem its pre-Revolutionary origins had created.

One of the oldest faith institutions in New York was restructuring to divest its real estate and refocus on ministry. We provided communications, external affairs, and strategic advisory support across its portfolio, advising on government affairs, community engagement, and the real estate matters of the transition. We matched a major Manhattan site with a nonprofit serving women and children, putting the property to community-serving use.

Energy and pipeline companies operating in New York move through long state and federal regulatory processes, capital-project approvals, and organized stakeholders on every side. We support these companies across multi-year arcs: the regulatory and federal-review process, government affairs, community engagement, and the press and stakeholder strategy a major capital project requires.

A national telecommunications company's public-safety division wanted to defend the New York business it had and find new openings as administrations, budgets, and priorities shifted. We represent its priorities inside government when its own team isn't in the room, map and reach the city and state agencies that buy, police, fire, EMS, emergency management, and the technology offices behind them, and read agency strategic plans and funding changes to surface where its products fit next.

A national aviation services company operating at New York airports and heliports faced restrictive new noise and helicopter legislation, a lease-renewal risk at a key site, and turnover among the city and state officials who decide its future. We run its government affairs: monitoring the threats and the appointments, mapping every stakeholder, building the lease and regulatory strategy, hunting state and federal grants, and positioning the company in the shift to electric aviation.

A government-technology company selling permitting and licensing software to public agencies wanted to protect the contracts it held and expand them through a stretch of internal leadership, organizational, and product change. We protected and renewed the existing contracts, opened new opportunities across agencies, advised on marketing and expansion strategy through the transition, and wrote the company a comprehensive white paper for its government market.

A confidential developer building a large luxury mixed-use tower was caught in the city's approvals process. We helped secure zoning through an accessibility agreement that expanded the buildable area by 52,000 square feet in exchange for funding ADA elevator upgrades at the neighboring subway station, driving alignment across multiple agencies.

A major New York venue had to meet the city's building-emissions law, with penalties for falling short. We worked through its compliance path across energy and water use, building-envelope efficiency, on-site generation and storage, and the neighborhood and workforce commitments a large public-facing site carries.

A clean-energy transmission developer was competing for one of New York's largest transmission awards, a high-voltage line to carry offshore wind power into the city, against a field of well-backed rivals. We built the government affairs and stakeholder strategy behind the bid: mapping the agencies and authorities that decide it, the state utility regulator, the grid operator, and the city and state offices in the siting path, engaging the electeds, labor, and the community and environmental groups along the route, and sharpening the case for the company's lower-impact route.

A major diversified manufacturer with New York operations faced a fast-moving wave of regulation: new restrictions on certain product chemistries, extended-producer-responsibility bills, and new water-monitoring requirements that touched both its products and its in-state plant. We run the regulatory and government affairs strategy, tracking the bills and the agency programs, engaging the legislators and regulators writing them, and working to keep the rules workable for the company's products and operations.

An investor weighing power-hungry projects needed to understand a fast-moving state proceeding reshaping how large new electric loads connect to the grid. We analyzed the interconnection-reform docket, its likely timeline, and the actors driving it, and translated it into what the new rules would mean for where such projects can be sited and what they would cost.

Before advising owners, we built one. We took an ice cream brand from an idea to roughly 2,000 supermarkets nationwide, running every function it took to get there: manufacturing, distribution, retail and merchandising, branding and marketing, digital and direct-to-consumer, supply chain, fundraising, and the legal, accounting, and finance behind it.

A Brooklyn community development organization brought in new leadership and needed to grow into its next phase. We've worked alongside that leadership to build government affairs, communications, and PR capacity, shape the long-term plan to scale the organization, and strengthen the operations, culture, and workforce programs underneath it, with funding applications and policy advocacy along the way.

An HVAC and commercial refrigeration company faced a wave of new environmental regulation: federal refrigerant-management requirements, state registration and reporting for refrigerant equipment, and the city's building-emissions law. We built a growth strategy around those rules, positioning the company's compliance and efficiency services to the deadlines its customers now have to meet, alongside government-contract and recurring-revenue opportunities.

A specialty consumer brand had hit a revenue ceiling. We found the gaps in its sales approach and hiring, reframed how the team thought about growth, and opened doors through introductions.

An owner-led services company had data everywhere and no way to use it. We helped identify the metrics that mattered, choose the right vendors, and build a dashboard the CEO runs the business on.

A prepared-meals company was looking to grow. We connected it to a new state initiative, which opened a medically tailored meals line it had not considered.

A textile-collection company set out to grow its footprint across utilities, major real estate portfolios, and university campuses. We built the business development strategy and the target list, structured the partnership proposals, and opened doors through government affairs and sustainability channels at utilities, developers, and the state university system.

An outdoor consumer product had a loyal base it was not fully using. We helped activate the community around it and turn customers into a channel for growth.

A wellness and emotional-technology startup needed a sales and growth structure that kept its public-sector outreach clean. We built the sales arrangement and drew the line between commissionable sales and regulated lobbying activity, so growth and compliance moved together.

A renewable-energy company with a baseload technology proven abroad wanted a flagship New York deployment. We mapped the permitting path across the state environmental agency, the power authority, the energy R&D authority, and the Army Corps, identified flagship sites with institutional landowners, and built the university partnerships and public-funding path that make a first deployment credible.

A startup building a hemp biorefinery, with a model spanning regenerative agriculture, advanced materials, and energy storage, set out to turn a broad vision into a fundable New York presence. We've been working with the founders on growth and development strategy, helping establish the venture's nonprofit arm and making the first connections into government, including an introduction to an elected official.

A cybersecurity company bringing a proactive vulnerability and AI-governance platform to market needed a clearer position and a way into the public sector. We advised on product positioning and go-to-market, sharpened the message that turns technical risk into the financial impact boards and budget-holders act on, and mapped the state, local, and federal market where the need is sharpest.

A company with drone-and-sensor building-inspection technology wanted to enter a market held by established players and grow inside it. We opened strategic channels with the prime contract holders it needed to work alongside to reach the work, and socialized the company with the agency officials who shape the market, building familiarity and trust so it became a known, credible presence rather than a name on a proposal.

An industrial-AI company building intelligence tools for the skilled workforce wanted to enter the New York market and connect its product to public workforce programs. We opened the government and partnership doors, positioned the product against the workforce-development priorities that fund this kind of work, and advised on the market timing and capital conversation behind the expansion.

A hospitality company building resort-style properties for corporate retreats wanted to understand the land use, permitting, incentive, and workforce path before its first New York site. We mapped the services it would need across entitlements, environmental permitting, tax incentives, and workforce, and framed the first scoped engagement.

A major addiction-treatment nonprofit faced a financial crisis that threatened services for thousands of patients. We worked with the state to restructure unsustainable private debt into public financing through a state authority program, then built a multi-year strategy that secured more than $30 million across federal, state, and city sources, alongside board reorganization, strategic planning, and a campus redevelopment that adds $20 to $30 million to the organization's asset base.

When COVID shut down the foodservice accounts a produce distributor depended on, its trucks, facilities, and crew went idle overnight. We helped invent a new channel: a food-relief box program that moved thousands of boxes a week and kept the people, trucks, and facilities working, plus a direct-to-consumer grocery brand that sold more than $1 million in four months, with payments collected up front through the site to carry the company's cash flow.