2025 Nonprofit Power Players

Seth Pinsky joined 92NY as CEO in January 2020. In his role, Pinsky has overseen an institutional rebranding, the roll-out and implementation of a $200 million master redevelopment plan and the renewal and reimagination of 92NY’s programming across its many departments. Pinsky was previously an EVP at RXR Realty, president of the New York City Economic Development Corporation and an advisor to Mayor Bloomberg’s administration.

What’s one piece of advice you’d give to someone starting out in your field?
I’d offer three pieces of advice. First, never accept the status quo – in a fast-changing world, organizations must look for better and smarter ways to do what they do. Second, treat learning as a lifelong habit. If you aren’t being challenged every day, you are allowing yourself to get too comfortable. Finally, empathy is critical. Remember that, when someone seems irrational, it likely isn’t because they are, but because you don’t understand their perspective.

How can policymakers and everyday New Yorkers support your organization?
We value our partnership with New York City public schools, through which we provide arts education to 9,000 students each year. We’re always looking to do more. More generally, it would be helpful if policymakers understood how challenging it is for non-profits to serve New Yorkers. If, before adding additional burdens, policymakers thought twice not just about the benefits, but the costs, it would make our jobs easier and make us more effective.

What are your organization’s goals for 2026?
We live in a time when too many feel life lacks purpose and when communities are being torn asunder. As an institution that has enriched lives and built community for over 150 years, we believe that while we cannot solve all the world’s problems, we can offer a model for how they can be solved. My goal for 2026 is to continue this critical role, doing more and reaching more people here and globally.

Miranda Potmesil is the NYC program director at Sharing Excess, a national food-rescue nonprofit turning surplus into a solution for food insecurity. She helped build the Hunts Point operation from the ground up, redistributing over 23 million pounds of excess food to 170 community organizations in two years. Miranda holds a master’s in sustainability management from Columbia University and is dedicated to advancing an equitable, sustainable food system through strong partnerships and innovative, community-driven collaboration.

What’s one piece of advice you’d give to someone starting out in your field?
Remember to prioritize your own well-being. Nonprofit work can be emotionally demanding because we’re deeply invested in the missions we serve. Every day, we choose to dedicate our time to improving the systems we care about – in my case, advancing a sustainable food system that centers people and the planet. Maintaining balance is essential. Without it, I wouldn’t be able to sustain this work or contribute to it with clarity and resilience.

How can policymakers and everyday New Yorkers support your organization?
Policymakers are critical to the success of our mission and the work of every emergency food provider we partner with. Without adequate support, resources, and infrastructure, large-scale food rescue simply isn’t possible. We need policies that meaningfully incentivize food donations and strengthen the systems that reduce waste and fight food insecurity. I encourage all New Yorkers to stay informed about our food system and vote for leaders who will fight for a more sustainable NYC.

What are your organization’s goals for 2026?
Sharing Excess is focused on strategic growth and expansion in 2026. Our goal is to increase capacity not only to support more organizational partners and communities across all five boroughs, but also to rescue greater volumes of surplus food and reduce strain on NYC’s waste infrastructure. We’re committed to building innovative partnerships with a wide range of stakeholders, including emergency food providers, policymakers, waste management experts, retailers, and community leaders.

Since joining The Center for Fiction, Lydah has worked with the staff and Board to chart a sustainable future for the organization – gathering a wide community of supporters so New Yorkers can experience accessible literary programs, and helping writers create work and connect with readers. Lydah was previously deputy director at Literary Arts and worked in sales for Penguin, Simon & Schuster, and Random House. She lives in Brooklyn with her husband and twin 10-year-old sons.

What’s one piece of advice you’d give to someone starting out in your field?
If there is a mission or organization that you care deeply about, jump in – regardless of the job description. Especially early in your career, be willing to try all sorts of roles: marketing, development, operations. The work that you end up enjoying most might not be what you expect. Nonprofits need employees with a wide array of skill sets. A working knowledge of a variety of functions can be very helpful later in a career.

How can policymakers and everyday New Yorkers support your organization?
New York’s vibrant cultural landscape is one of the most inspiring aspects of life in the city. Policymakers can help by investing in the arts and in places like CFF that sustain creative communities. Everyday New Yorkers can support our organization, and others, through their participation. This means attending events, shopping at our bookstore, becoming a member, or simply making a donation – all support our work for readers and writers.

What are your organization’s goals for 2026?
Fiction has a unique ability to foster empathy. As the arts face increasing challenges, and isolation and division become more prevalent, our mission – to support readers and writers of all ages and histories, and to build community through fiction – grows more urgent. In 2026, we aim to expand our circle of members and invest in the people and programs that make CFF a creative home for so many.

Christine C. Quinn is the president and CEO of Win, the largest provider of shelter and supportive housing for families experiencing homelessness across the nation. Under her leadership, Win operates 16 shelters and over 450 units of supportive housing across all five New York City boroughs. In the past year, Win has served nearly 12,400 homeless people, including over 6,700 children, and helped almost 1,000 families transition out of shelter into homes of their own. 

What’s one piece of advice you’d give to someone starting out in your field?
Have fun! Politics and advocacy can be tough work, and it’s easy to take it too seriously. Remember to find the joy and passion in what you do – it will sustain you. And when people tell you can’t do something, remember it. Chances are, what you are doing is stellar, bold, and they’re just  afraid they won’t be able to keep up.

How can policymakers and everyday New Yorkers support your organization?
Policymakers can start by reading our Project Hope 2025 Report and our Recommendations for the Next Mayor, and they should finish by helping us implement them! Everyday New Yorkers should head to our website (winnyc.org) and sign up to volunteer or donate in support of the homeless families and children we serve. You can also follow us on Instagram (winnyc_org), Twitter (winnyc_org), and Facebook!

 What are your organization’s goals for 2026?
In 2026, we look forward to working with the Mamdani administration to implement our 40 recommendations for the next mayor to end family homelessness in New York City. We also plan to work with our state legislators to substantially increase funding allocated in the FY 27 state budget for the Housing Access Voucher Program (HAVP). Other key goals for Win next year include substantially increasing the number of housing placements for homeless families in NYC, and breaking ground on the largest supportive housing project for homeless families with children in the country. 2026 promises to be a busy and exciting year for Win!

Dr. Jocelynne Rainey is redefining philanthropy and civic engagement as president and CEO of Brooklyn Org. She has refocused the organization on mobilizing broad local giving to drive greater resources to the community. Previously, she was a part of the executive team that transformed the Brooklyn Navy Yard into a hub of small business growth and opportunity for underserved New Yorkers. With experience spanning corporate and nonprofit sectors, Dr. Rainey exemplifies the values of responsible leadership.

What’s one piece of advice you’d give to someone starting out in your field?
Lead with listening. Spend time in the community, not just behind a desk, and let people’s lived experiences shape your work. This work is about people – their needs, dreams, and resilience. Build relationships, ask for mentorship early, and remember that collaboration builds impact. And protect your energy. This is marathon work, and your well-being is part of your impact, too.

How can policymakers and everyday New Yorkers support your organization?
If we want a fairer, more inclusive New York, we must listen to what New Yorkers say they need to guide budgets, programs, and priorities. That means pursuing creative solutions to address the high cost of housing and child care, and the mental health crisis. We need to support our local nonprofits on the frontlines of all these issues because when national solutions fail, local action becomes the most powerful tool for change. 

What are your organization’s goals for 2026?
Brooklyn Org has launched the “Brooklyn Backs Brooklyn” campaign to support frontline nonprofits through this time of unprecedented economic upheaval, political polarization, and federal funding cuts. Brooklyn Org is committed to raising $5 million so that we can expand our community grants by 25% over the next year. Brooklyn Org will expand the capacity-building support we offer to nonprofits and continue serving as the independent voice for all of Brooklyn.

Arva Rice’s experience in the nonprofit arena ranges from working with entrepreneurs in a micro lending program to working with young people as a counselor, mentor and tutor.  Most recently, Arva was nominated by Mayor Eric Adams as interim chair of the Civilian Complaint Review Board. She currently serves as co-chair of the NYC City Council Charter Commission and a trustee at First Corinthians Baptist Church. She graduated from Northwestern University and lives in Harlem.

What’s one piece of advice you’d give to someone starting out in your field?
I would encourage anyone interested in leading a nonprofit to experience the various roles – take a course in proposal writing, lead a fundraising campaign, volunteer at a nonprofit and certainly serve on a nonprofit board. All of these experiences will help you become a better-rounded leader.

How can policymakers and everyday New Yorkers support your organization?
There are opportunities to volunteer in our programs as workshop facilitators, mentors, photographers, writers or chaperones. We welcome monetary gifts and we encourage policymakers to continue to support equity and inclusion.

What are your organization’s goals for 2026?
We will be engaged in two campaigns – the first is to raise final capital for the Harlem Brownstones we have owned for over 80 years. Our Center for Black Excellence will host NYUL’s headquarters as well as program and special event space for nonprofits. In the second campaign, in partnership with the New York State Black Task Force’s 30M investment in underserved communities, we will work with state nonprofits to develop a Black Agenda.

Alexander Roque is the president and executive director of the Ali Forney Center, where he has led transformative expansion and advocacy for LGBTQ youth. Since first joining AFC in 2011, he has helped grow its budget from $3.5 million to $25 million and pioneered housing and mental health models that remove barriers to care. His leadership extends globally, supporting providers in 22 countries. Alex also serves on the Born This Way Foundation board.

What’s one piece of advice you’d give to someone starting out in your field?
Center the mission, not yourself. In this work, ego kills impact. Make people decisions, not business decisions. Your job is to remove barriers, build systems, and get out of the way.

How can policymakers and everyday New Yorkers support your organization?
Policymakers can support us by fully funding 24/7 lifesaving care, expanding long-term housing for LGBTQ and especially trans youth, and including us in decisions that impact our community. Everyday New Yorkers can support by giving monthly, volunteering, advocating, and challenging misinformation. Our youth deserve dignity, safety, and opportunity – not judgment or criminalization. We don’t need sympathy. We need partners committed to building a city where LGBTQ youth don’t just survive – they thrive.

What are your organization’s goals for 2026?
In 2026, we are focused on becoming more self-sustaining as an organization. We’ve weathered unstable funding landscapes before, and we know uncertainty is ahead. Our goal is to reduce dependence on fluctuating government and private support by investing in revenue-generating and long-term sustainability strategies. Including expanding our social enterprise work, strengthening strategic reserves, and building infrastructure that protects our mission. We are planning responsibly, boldly, and with our youth at the center.

Brenda Rosen has devoted her career to the issue of homelessness. Rosen joined Breaking Ground in 1999 as director of the Prince George residence and was named CEO in 2011. Brenda has overseen Breaking Ground’s growth across more than two dozen transitional and permanent residences. She is board chair of the Supportive Housing Network of New York, on the board of Homeless Services United, and an advisory member of New York Housing Conference.

What’s one piece of advice you’d give to someone starting out in your field?
Take advantage of every opportunity that presents itself to grow your knowledge and skill set. Think about how you can challenge yourself to learn more, so you have both on-the-ground experience and the ability to think about the bigger picture. When you become great at what you do and at managing people, opportunities for mentorship will arise. Don’t be afraid to ask for assistance. Experienced practitioners are generous with their time and expertise.

How can policymakers and everyday New Yorkers support your organization?
New York City’s affordable housing and homelessness crises are intertwined, so foremost policymakers can ensure resources are aligned to respond efficiently and effectively. We also need commitments to mandate and fully fund living wages for front-line human services workers and establish realistic maintenance and operations budgets for long-term success of housing projects. Finally, with major shifts in federal policy looming, we need everyone possible to amplify the success of supportive housing in solving homelessness.

What are your organization’s goals for 2026?
Breaking Ground has an ambitious pipeline of projects that will begin, progress, or be completed in 2026, including our first permanent housing in Queens, two major adaptive reuse projects in Manhattan, and a large-scale redevelopment project in Central Brooklyn. Delivering these projects on time and on budget for the people we serve and the City, while continuing to serve the more than 5,000 people who already call our buildings home, is our top priority.

Michael N. Rosenblut, president and CEO of New Hyde Park-based Parker Jewish Institute, leads one of the region’s largest post-acute care organizations. Mr. Rosenblut recently expanded Parker At Your Door, a Medical-House-Call program for homebound adults. Working with community members, he established Parker’s Indian Cultural Unit, delivering specialized care centered around the traditions of Indian patients in the region. Mr. Rosenblut is also president and CEO of Queens-Long Island Renal Institute, a state-of-the-art dialysis center.

What’s one piece of advice you’d give to someone starting out in your field?
Working in health care is a privilege, so approach each day with a commitment to lifelong learning, patient-centered care and genuine compassion. Our patients, residents and their families place their trust in us, and that trust must guide every decision regarding their care. Listen closely, stay curious and treat every colleague with respect. When you value teamwork and professional growth, you not only excel, you also make a meaningful difference in the lives of others.

How can policymakers and everyday New Yorkers support your organization?
Policymakers and everyday New Yorkers can support the Parker Jewish Institute by championing fair, stable and sustainable funding for long-term care, and by recognizing the essential role these services play in our communities. As regulations and requirements continually evolve, clear communication and partnerships are vital. I encourage New Yorkers to stay informed, advocate for seniors and their families, and support the dedicated team members, who each and every day, provide compassionate, individualized care.

What are your organization’s goals for 2026?
We will continue to deliver high-quality, compassionate care while ensuring long-term financial sustainability. Recruiting, training and retaining skilled staff remain top priorities, along with expanding telehealth, using data to strengthen coordination of care and improving communication throughout the care continuum. We are enhancing programs that enrich lives and promote community health. By emphasizing prevention and focusing on resident experience, we provide individualized care and services tailored to the changing needs of every person we serve.

Michael Royce’s leadership has been recognized by Crain’s NY Business (2025; 2023; 2021), PoliticsNY (2024; 2022), The Observer (2020), and the Mid Atlantic Arts Foundation (2018). Michael is a board member of ArtBridge and was previously appointed twice by Governor George Pataki (president of Moynihan Station Development Corporation and deputy director of New York State Council on the Arts), and served as director of programming for the Theatre Development Fund and director of marketing for the Creative Arts Team.

What’s one piece of advice you’d give to someone starting out in your field?
Always be a team player, but never be afraid to work harder than anyone else. As you begin to advance within the sector, be willing to go against the tide to execute necessary changes as environments change. Take long walks in nature to keep centered as you navigate the complex but exciting adventure in front of you.

How can policymakers and everyday New Yorkers support your organization?
I think today it is less about supporting one organization and more about supporting the urgent needs of society through the entire nonprofit sector. Policies that help bring people together across differences, all wanting a more equitable life, should be priorities for both elected officials and anyone seeking a change for the better.

What are your organization’s goals for 2026?
NYFA’s main aspirational goal over the years has changed very little, though the means have. Essentially, we seek to create spaces, with others, where artists thrive in the practice and expression of their creative work in a world that celebrates and supports them.