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As the rich and famous flocked to their yachts on St. Barts this holiday season, many of them did everything they could to prevent the spread of COVID-19 — including tracking the location of crewmembers to make sure they stayed onboard, On The Money has learned.

Yachts provide a fair amount of isolation and privacy for those who can afford it — but that’s only if everyone else on board is also committed to isolating and staying away from possible super-spreader events.

So, amid a surge in Omicron cases, the ultra-rich clamped down on crewmembers’ usual visits to shore. Captains told staff — including chefs, deckhands, and first mates — they had to stay on the boat and share their location on their cell phones, one source who was recently aboard a big boat told On the Money.

Some Russian oligarchs are said to have taken an even harsher position than their American counterparts, the yacht-goer told On the Money, and required crew members to wear ankle bracelets like criminals under house arrest.

But staying away from the posh St. Bart’s nightclubs proved too difficult for some crew members. To avoid surveillance, one trio of staffers left their phones on board when they went ashore in the middle of the night, a source told On The Money.

Their escape was only discovered when the owner of the yacht woke up hungry for a pastrami sandwich at 3 a.m. When he couldn’t find the chef, he asked the captain to find him. But the three crew members — including the chef — had left their phones on board to avoid being tracked ashore. When they found their way onboard after a night of partying, they were forced to quarantine — unpaid — for five days, this person adds.

Yachts have proven a favorite — albeit controversial — escape for the wealthy since lockdowns began in 2020.

At the outbreak of coronavirus in March 2020 billionaire David Geffen — famous for his nearly $600 million superyacht — sparked outrage when he posted an aerial shot of his boat and said he was isolating in the Grenadines.

“I’m hoping everybody is staying safe,” Geffen wrote from his 454-foot boat named Rising Sun.

While billionaires may have learned to be more subtle since then, their concern with avoiding COVID seems to have remained.

Blackstone Group billionaire Stephen Schwarzman, who is known for his lavish birthday bashes, resumed hosting parties in 2021 — albeit with safety measures in place, On The Money has learned.

In November, prior to the Omicron outbreak, Schwarzman invited pals to a soiree in St. Barts. But he didn’t trust the island’s already stringent testing protocol, a source familiar with the matter told On the Money. He flew out a team of his doctors to separately test all the patients.

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Palm Beach’s most expensive home, asking $188M, finds buyer

Yachts, parties and private islands: The indulgences of real estate’s richest

From floating mansions to private Drake performances, here's how the industry's 1 percent spend their millions

Clockwise from top left: a Bugatti Chiron; Drake; a “Madsummer” yacht; Manny Khoshbin’s 70,000-square-foot property; and the Four Seasons Hotel in Lanai

R e member the bad old days in New York? The 1970s had the city on the precipice of fiscal ruin, but a mouthy tax attorney named Steve Ross bet big on the metropolis that many landlords were ready to give up on.

R oss’ Related Companies was part of a class of modern-day real estate titans that would emerge from those ashes, but once you’ve transformed the skyline of a city often described as the capital of the world, what else is there to do? With a net worth of $4.5 billion and a place in real estate lore, Ross thought he’d buy himself a football team.

A decade after Ross spent more than $1 billion to acquire the Miami Dolphins, America has entered a new era of property titans. Real estate’s elite have always loved shiny toys and flashy parties. Now, some of the richest among them are turning the world into a playground for the ultra-wealthy.

Y ear of the yacht

I n the rich folks’ toy box, the superyacht is nothing new. What is new is an unprecedented surge of purchases. Some 887 of them were sold last year, almost double the number sold in 2020, leaving the wealthy to contend with a shortage and seemingly endless waiting lists.

B ut before taking a look at the boats of the yachted gentry, let’s consider the yachtless among us — including Linda Macklowe, who lost hers in her divorce from 432 Park Avenue developer Harry Macklowe.

W hen the former couple couldn’t agree on the value of their art collection, accrued over the course of their marriage, a judge decided it should be auctioned off. After the second round of bidding in May, it brought in a record $922.2 million.

Y ou can split money in half. You can’t split a boat. Long rides on the yacht, named “Unfurled,” were once a passion the Macklowes shared. “Unfurled“ now belongs to Harry.

W hile some go for the latest and greatest, luxury spec home developer Todd Michael Glaser’s tastes skew more vintage. Glaser and his 62-foot “Sea Tabby,” built in 1938, have been together for nearly 12 years. It still has all the original furniture, along with three state rooms and a full kitchen.

F lorida kingpin Jeffrey Soffer is willing to share his superyacht, “Madsummer” — for $1.6 million a week, according to a rental listing. NFL legend Tom Brady and his supermodel wife, Gisele Bundchen, were spotted on it last year.

A t that price, “Madsummer“ may be the superyacht to end all superyachts. It boasts a beach club, helipad, daycare center, spa and indoor and outdoor cinemas — a “floating mansion” in every sense of the word.

O stentatious bashes and personal playgrounds

B rady hasn’t just taken Soffer’s yacht for a spin — he’s next-door neighbors with the developer on Indian Creek, a 300-acre Miami island where other high-profile residents have included models Adriana Lima and Soffer’s ex-wife, Elle Macpherson, as well as Ivanka Trump and Jared Kushner.

O racle co-founder Larry Ellison is playing landlord to the people of Lanai, the Hawaiian island he bought 98 percent of in 2012 for $300 million.

E llison moved to Lanai full-time during the pandemic, and he’s quickly turning it into a playground for other big-name billionaires such as Elon Musk and Tom Cruise, who fly or sail in, coming and going as they please.

E llison also owns Lanai’s grocery store, gas station, newspaper and the Four Seasons resort, which employs most of the island’s population.

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E xpensive boats and private islands are nice, but there’s nothing like a party. Anyone in the industry can tell you that real estate wealth shines most when the elites put on a night to remember.

N ew York retail magnate Jeff Sutton reportedly spent $25 million on his daughter’s wedding in Puglia, Italy, including $5 million on chartered jets to transport guests (Editor’s note: Sutton claims it was $12 million for the wedding and $1 million for air travel). When the big day came, the billionaire father of the bride made a grand entrance in a horse-drawn carriage.

F or his daughter’s bat mitzvah at the Rainbow Room in 2016, developer Ben Ashkenazy hired rapper Drake, who performed his then-hit song “Hotline Bling.”

T he old guard and the new

Cars aren’ t just a way to get from A to B. Glaser loves his antique cars, especially his old Ferrari and Land Rover, and he relishes early morning drives on the weekend.

B lackstone CEO Stephen Schwarzman, who said his father was always happy with just two cars, has a Porsche 911, an Audi A4, a Mini Cooper and a BMW 645 CI that goes from 0 to 60 in 5.6 seconds.

T hese collections are impressive to most, but they’re modest compared to that of Southern California real estate tycoon and social media sensation Manny Khoshbin.

T he Khoshbin Company specializes in retail and office properties, although you wouldn’t know it from Khoshbin’s internet presence. The super car connoisseur’s YouTube channel is all automotive content, the thumbnails a gallery of his many expensive rides — s o many, in fact, that l ast year he bought a 70,000-square-foot p roperty to store them.

T he “House of Khoshbin” is a palatious monstrosity of mirrored walls, Roman columns and gilded murals of cherubs on every floor. The garage is still unfinished, but it will house Khoshbin’s Bugattis, Porsches and the rest of his fleet.

I n an industry where showy displays of wealth are the norm, fleets of sports cars or superyachts make for a great flex. But some billionaires prefer not to showboat.

W est Coast developer John Sobrato, who spends up to 18 weeks out of the year on his yacht, said he sees it not as a luxury asset but as an extension of his home.

“ We’ve had the same boat now for 17 years, which is unheard of in the industry,” he told the Nob Hill Gazette in a 2019 interview.

L arry Silverstein’s elusive, 175-foot “Silver Shalis” tends to generate local headlines when it makes a rare appearance. It was spotted in Maine last summer, and it popped up in Fort Lauderdale in January.

T he “ Silver Shalis ” is an oasis of luxury, with a glass elevator, a swimming pool, a dining area and an art collection. Silverstein purchased it in 2010, reportedly for more than $30 million.

A sked by TRD about the yacht’s price in a 2011 interview, Silverstein demurred.

“ That’s irrelevant,” he said.

Pandemic Lifestyles of the Rich and Famous

While millions suffer from the COVID-19 pandemic and economic disaster, America’s billionaires are retreating to their luxurious enclaves and super yachts as their wealth soars.

Billionaire David Geffen’s $590 million super yacht, Rising Sun (Image: reivax, Flickr )

Everyday, it becomes clearer: the COVID-19 pandemic is hitting poor, working, and marginalized communities the hardest.

Millions of workers – especially low-wage retail, food service, hospitality, and care workers – have faced the terrible choice daily between going to work and risking their health, or staying home and risking their paychecks. Many other workers don’t even have that choice, with around 30 million people in the US filing for unemployment in the past six weeks.

But billionaires don’t face these same problems. As tens of millions have lost their jobs over the past two months, billionaire wealth soared by a whopping $282 billion between March 18 and April 10, according to a new study from the Institute for Policy Studies. And while finding enough space to wait out the pandemic is something many struggle with , billionaires have been escaping to their second (or third, or fourth) homes to ride it out in luxury – all while they position themselves to further profit off of this crisis.

Clearly, the COVID-19 pandemic is not the “ great equalizer ” that some predicted.

Here, we look at how some billionaires – hedge fund managers, real estate developers, etc – have taken to social distancing in wealthy enclaves like Palm Beach and the Hamptons – and of course, their super yachts.

Palm Beach, Florida

If you want to see a quintessential billionaire enclave, look no further than Palm Beach, the 18-mile Florida island, sitting on the rim of the Atlantic Ocean, home to a slew of private equity and hedge fund executives.

Palm Beach was recently in the news when the New York Times reported on April 7 that hedge fund billionaire Ken Griffin “secured sumptuous Florida quarters” for stock traders from Citadel Securities – a “sibling” to his hedge fund, Citadel – to hunker down in: the five-star Four Seasons hotel in Palm Beach (where some rooms are currently priced at up to nearly $3,000 a night).

Citadel Quarantines at the Four Seasons Palm Beach to ride out the storm! https://t.co/OZ5V9DivTW — Alison Galardi (@alibrite) April 8, 2020

Griffin, worth $12.5 billion , recently purchase d a $99 million Palm Beach estate to bring his total Palm Beach holdings up to $350 million.

For Griffin, this is just a small slice of real estate empire. He owns the most expensive homes in both Miami and Chicago (where his hedge fund is based), and he bought a $122 million mansion in London – the priciest home sold there over the past decade. In 2018, he bought the most expensive home ever sold in the US – a $238 million New York City penthouse. It was the cherry on top of what CNBC called Griffin’s “$700 million global real estate shopping spree, believed to be the largest ever for a U.S. billionaire.”

If that wasn’t enough, Griffin also paid $500 million for just two pieces of art in 2016.

Griffin owns a 17-acre space, nearly empty lot on South Ocean Boulevard, also known as West Palm’s “Billionaire’s Row.” According to the New York Post , his neighbors there include notorious Wall Street bigwigs like Stephen A. Schwarzman, Paul Tudor Jones II, and Steven Schonfeld.

Schwarzman is the head of Blackstone, the world’s top private equity firm, overseeing $571 billion in assets. Schwarzman – a political ally of, fundraiser for, and big donor to Donald Trump – is worth $17.5 billion . Tudor Jones founded the hedge fund Tudor Investment Corporation, and is worth $5.1 billion . He also sits on the board of the Palm Beach Civic Association, alongside a slew of elites, including Trump allies Rudy Giuliani and billionaire Stephen Ross.

Another hedge fund billionaire, Steven Schonfeld, recently paid $200 million to buy Palm Beach’s most expensive mansion.

But back to Griffin. When fellow billionaire Jeff Greene – a developer who is Palm Beach’s top landowner – heard about how Griffin put up his stock traders at the Four Seasons, he “fired off emails to his contacts in the financial industry offering hotel rooms for alternate trading sites of their own.”

““I sent them all emails saying, ‘I have a hotel right next door. Could you use a trading floor?’”, the NYT quoted Greene.

(It should be noted that not everyone lauded the Wall Street takeover of Palm Beach’s fancy hotels. The NYT reported that a neighbor to the Four Seasons said “it was difficult not to think about the contradiction between the traders working at a five-star resort and people unable to ride out the pandemic in similar comfort.”)

Greene, worth $3.7 billion , owns a home on Palm Beach’s Billionaire’s Row near the likes of Schwarzman, Tudor Jones, and Schonfeld. He made a big chunk of his fortune off the 2007-8 housing crash: “[Greene’s] biggest win came when he bet that the subprime mortgage bubble would burst,” wrote the Palm Beach Post . “In 2006, Greene bought credit default swaps that he later cashed in for a profit of $500 million to $800 million.”

Greene also spent tens of millions on failed U.S. Senate and gubernatorial Demoractic primary runs in Florida.

Greene’s properties stretch beyond Palm Beach. In 2014, he listed for sale a $195 million, 53,000-square foot Beverly Hills mansion that included “25 private acres, a 3,000-bottle wine cellar, a bowling alley, a state-of-the-art theater, a vineyard and much more.”

Astonishingly, Greene declared in 2015 that “America’s lifestyle expectations are far too high and need to be adjusted so we have less things and a maller, better existence.”

A host of other billionaire investors have second, third, or fourth homes in Palm Beach. Nelson Peltz, who heads up the hedge fund Trian Partners, owns a $136.4 million oceanfront estate (it’s called “Montsorrel”). Peltz, whose hedge fund portfolio includes Wendy’s and P&G, recently hosted the priciest-ever Trump reelection fundraiser there. The New York Post reported that Peltz is looking to cash in on the current crisis.

Henry Kravis, who co-founded the private equity firm Kohlberg Kravis & Roberts, is also a big name in Palm Beach. When he’s not raiding and bankrupting children’s toy stores , Kravis, worth $5.6 billion , can visit Palm Beach’s Kravis Center for the Performing Arts, named in honor of his father , Raymond Kravis. Kravis also sits on the board of the Palm Beach Civic Association.

In addition, the wealthy CEO of the Mount Sinai Health System and the president of the Mount Sinai Health Network took some heat for social distancing from their homes in Palm Beach while their hospital system in New York City “ seems to be imploding ” under the weight of the coronavirus pandemic.

The Hamptons

The Hamptons, on the eastern end of Long Island, is a storied vacation spot for New York City’s rich and famous. Despite only being April, these elites have been clamoring to leave the city to escape the spread of coronavirus and hunker down in the luxury of – what are typically – their summer homes.

One peninsular stretch along Meadow Lane in Southampton, NY has long been dubbed “ Billionaire Lane ” for its concentration of high dollar beachfront properties and wealthy residents. The area, which Curbed called “where the 1% of the 1% summer,” is one of the most expensive addresses in the county and even has its own helipad to help vacationers reach their mansions even faster. A helicopter commute from Manhattan only takes 40 minutes.

Residents of “Billionaire Lane” have included Wall Street bigwigs, CEOs, celebrities, and the late David Koch. Billionaire hedge fund manager Daniel Och vacations on a four acre estate worth $26.5 million, while fellow hedge fund billionaire Chase Coleman owns a five acre estate worth $32.5 million.

Private equity billionaires Leon Black and Henry Kravis (yes, that same Henry Kravis from the Palm Beach section above) each own several acres of oceanfront property, while Loews CEO James Tisch of the billionaire Tisch family purchased the famous 8,000 square foot home featured in the film “ Something’s Gotta Give ” for $41 million.

The Hamptons’ Billionaire Lane: Where Wall Street’s richest retreat for the summer. http://t.co/3ekZOV9XEP pic.twitter.com/Njzupoajz3 — ForbesLife (@ForbesLife) June 19, 2014

The strip is also a second home to several celebrities, including designer Calvin Klein who tore down one mansion to build a new $75 million one more in line with his style, and Studio 54 co-founder and hotelier Ian Schrager who has owned his four acre property since the 80s.

Indeed the Hamptons are so famously connected to wealth and privilege that the destination was name-dropped in a viral appearance by Chamath Palihapitiya, founder and CEO of Social Capital, on MSNBC as he railed against bailing out billionaires and hedge fund managers:

“Who cares? Let them get wiped out. Who cares? They don’t get to summer in the Hamptons? Who cares?”

The U.S. shouldn’t bail out billionaires and hedge funds during the coronavirus pandemic, Social Capital CEO Chamath Palihapitiya says. “Who cares? Let them get wiped out.” https://t.co/dIbizumtqG pic.twitter.com/u8BSVvr0B1 — CNBC (@CNBC) April 9, 2020

Now, the Hamptons, already rife with the vacation homes of the 1%, are experiencing an influx of even more wealthy individuals looking to ride out the pandemic in a posh setting, taxing local resources during what is typically a slow season.

Joe Farrell, a wealthy Hamptons property developer, provided some insight into the rush of New York’s rich to find refuge when he told the New York Post that he rented a sprawling property nicknamed “Sandcastle” to a fellow New Yorker for $2 million after it was listed for just one day.

Farrell further disclosed that the six month rental, which set a new price record for the area, went to a “textile tycoon and his family who were stuck in Manhattan and wanted to leave the city on a day’s notice.” He noted that this was “a COVID situation — not a normal summer rental.”

The real estate listing for the estate reveals an astounding number of amenities, including: 10 bedrooms, 15 bathrooms, an elevator, baseball field, tennis, squash, racquetball, basketball and volleyball courts, two-lane bowling alley with full bar, a rock-climbing wall, DJ booth and recording areas, 10-seat theatre, pool and hot tub, spa suite with sauna and two hydraulic massage tables, and a skateboarding half-pipe.

While we do not know much about the “textile tycoon” who rented this estate, we can get a sense of the clientele Farrell serves from the services he offers. Farrell has several Hampton’s properties available for rent, and he boasts about flying clients between the city and their new homes in his company helicopter, or using his private jet to scoop up their stranded children. The “Sandcastle” property has been rented by numerous celebrities including Beyoncé, Jay-Z, and Justin Beiber, and was the site of a fundraiser for Donald Trump, where tickets sold for up to $250,000 each.

This rental is a window into the pampered opulence the wealthy expect to maintain in the midst of a global pandemic. However, year-long residents of the Hamptons are fed up with the city elites using their towns and villages to escape, dismissing warnings, and bringing the highly contagious virus with them. The influx during the off season for the area has created major food shortages and strained the small local hospital.

Perhaps most egregious of all, the wealthy are not exactly hunkering down in their mansions once they arrive – rather, some are out partying, as if suddenly inoculated from the virus by their well-to-do surroundings.

Super Yachts

Rather than retreating behind the gates of private estates, some of the ultra-wealthy have taken to the high seas to weather the crisis on luxury yachts far away from the growing scenes of misery on the mainland.

Music and movie mogul David Geffen posted a photo to Instagram of his $590 million yacht captioned: “Sunset last night…isolated in the Grenadines avoiding the virus. I’m hoping everybody is staying safe” on March 28.”

Thanks, David Geffen, for your thoughts. pic.twitter.com/5XTRhGX5OP — southpaw (@nycsouthpaw) March 28, 2020

Outraged backlash to his post was so swift and severe that Geffen deleted his account .

Geffen, the founder of Geffen Records and DreamWorks Pictures, is worth around $8 billion. He is the wealthiest person in the entertainment industry, according to Business Insider .

The yacht where he is isolating, named Rising Sun , was originally built for Oracle founder Larry Ellison. Guests on the yacht have included Jeff Bezos, the Obamas, and a host of industry celebrities.

Geffen’s yacht, which he paid more than half a billion dollars for, even has its own Forbes page .

Forbes describes Geffen as a “luxury property aficionado” who “owns one of NYC’s most expensive apartments, a house in the Hamptons and the Jack L. Warner estate in Beverly Hills.”

He is also a huge art aficionado, having “amassed an impressive contemporary art collection, including works by Jasper Johns, De Kooning and Jackson Pollock.” Geffen has one of the most expensive private art collections in the world, estimated to be worth around $2.3 billion as of 2018 by Whitewalls , an art industry website.

(Oh yeah – that $500 million that hedge fund Ken Griffin manager paid for two pieces of art, mentioned above? They were sold to him by David Geffen).

In 2017, Geffen announced a $150 million donation to the Los Angeles County Museum of Art – its largest-ever gift – to help build a new building that would be called the “David Geffen Galleries.”

The public health and economic fallout of the COVID-19 crisis is set to magnify in the weeks and months ahead, and the devastation will likely be with us for years to come. As many in corporate America continue to rake in profits off of the crisis from their luxury homes, and as tens of millions of people in the U.S. suffer, the battle over what a post-COVID U.S. will look like, and whether the interests of billionaires will be prioritized over those of working people, will only intensify.

Stephen Schwarzman Biography, House, Yacht, Wife, Career & Net Worth

Table of Contents

Blackstone, one of the top investment businesses in the world with $915 billion in assets under management, is led by Stephen Schwarzman chairman, CEO, and co-founder (as of March 31, 2022). Since Blackstone was established in 1985, Mr Schwarzman has participated in all stages of its growth.

In addition to real estate, where it is currently the largest landowner in the world, hedge fund solutions, where it is the largest discretionary hedge fund investor in the world, and credit, where it is a global leader and major lender of credit for small, middle-market businesses, the company has established leading investing businesses across asset classes.

Stephen Schwarzman Bio/Wiki

Sonya Curry Net Worth, Early Life, Career

Schwarzman, the son of Arline and Joseph Schwarzman, was raised in a Jewish household in Huntingdon Valley, Pennsylvania. His father was a Wharton School alumnus and the owner of Schwarzman’s, a defunct dry goods shop in Philadelphia.

When he was 14 years old, Schwarzman started his first company, a lawn-mowing service, where he hired his younger twin brothers, Mark and Warren, to mow while Stephen brought in clients. Schwarzman attended the suburban Philadelphia school system’s Abington Senior High School, where he earned his diploma in 1965.

He studied at Yale University, where he formed the Davenport Ballet Organization and was a member of the senior society Skull & Bones. After receiving his diploma in 1969, he briefly served in the American Army Reserve before enrolling in Harvard Business School, from which he received his degree in 1972.

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Professional Career

Mr Schwarzman is a committed philanthropist who has a history of supporting, among other things, the arts, culture, and education. He committed to giving the vast majority of his wealth to charitable organizations when he signed The Giving Pledge in 2020. Mr Schwarzman has committed himself to find innovative solutions to complex issues in both business and philanthropy.

He gave £150 million to the University of Oxford in June 2019 to assist reimagine humanities education for the twenty-first century. His gift, the largest single donation to Oxford since the renaissance, will build a new Centre for the Humanities that will house all humanities faculties under one roof for the first time ever.

It will also fund the establishment of a new Institute for Ethics in AI and new performing arts and exhibition spaces. He announced a $350 million foundational gift to create the MIT Schwarzman College of Computing in October 2018. This interdisciplinary hub will refocus MIT to address the opportunities and challenges brought on by the rise of artificial intelligence, including crucial ethical and policy considerations to ensure that the technologies are used for the benefit of all.

In addition to giving a founding gift of $40 million to the Inner-City Scholarship Fund, which offers financial aid for tuition to underprivileged children enrolled in Catholic schools in the Archdiocese of New York, Mr Schwarzman donated $150 million to Yale University in 2015 to establish the Schwarzman Center, a first-of-its-kind campus centre housed in Yale’s historic “Commons” building. In order to teach future leaders about China, he established the “Schwarzman Scholars” international scholarship program at Tsinghua University in Beijing in 2013.

The initiative, which cost over $575 million and was funded primarily by foreign donors, is the single largest charitable undertaking in China’s history. It is based on the Rhodes Scholarship. The Board of Trustees for Schwarzman Scholars is co-chaired by Mr Schwarzman. On the board of the New York Public Library, which he serves on, Mr Schwarzman gave a $100 million donation in 2007.

The Business Council, The Business Roundtable, The Council on Foreign Relations, and The International Business Council of the World Economic Forum are all organizations that Mr Schwarzman belongs to. He served as the Partnership for New York City’s previous co-chair and is currently a member of the boards of The Asia Society, New York-Presbyterian Hospital, and The Advisory Board of the School of Economics and Management at Tsinghua University, Beijing.

In addition to serving as Chairman Emeritus of the Board of Directors of the John F. Kennedy Center for the Performing Arts, he is a Trustee of The Frick Collection in New York City. Mr Schwarzman was listed on TIME’s 2007 list of the “100 Most Influential People.” He was placed first on Forbes Magazine’s list of the world’s most powerful people in 2018 and first on the publication’s list of the most influential persons in finance in 2016.

Both the Légion d’Honneur and the Ordre des Arts et des Lettres at the Commandeur level have been given to Mr. Schwarzman by the Republic of France. One of only two Americans, Mr Schwarzman, received both honours for his tremendous services to France.

In addition, for his efforts on behalf of the United States in support of the United States-Mexico-Canada Agreement in 2018, he received the Order of the Aztec Eagle, Mexico’s highest distinction for foreigners. Mr Schwarzman graduated from Yale University with a B.A. and Harvard Business School with an M.B.A. He has held positions on the Harvard Business School Board of Dean’s Advisors and as an adjunct professor at the Yale School of Management.

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Political and Economic Views

Republican Schwarzman is. He has been a close friend of former president Donald Trump for a long time and serves as outside counsel. He also chaired the Strategic and Policy Forum for Trump.

In response to criticism for his involvement with the Trump administration, Schwarzman penned a letter to current Schwarzman Scholars, arguing that “having influence and providing sound advice is a good thing, even if it attracts criticism or requires some sacrifice.”

Schwarzman equated a war to Hitler’s invasion of Poland in 1939 when he started in August 2010 that the Obama administration’s proposal to increase the tax rate on carried interest was comparable “There is war. It reminds me of the 1939 invasion of Poland by Hitler.”

Later, Schwarzman expressed regret over the comparison In order to avert a fiscal cliff, Obama summoned Schwarzman in 2012 and asked for his help in negotiating a budget deal with congressional Republicans. Eventually, Schwarzman’s assistance was used to arrange an agreement. By raising taxes, closing tax loopholes, and eliminating deductions, the new tax plan generated an additional $1 trillion in revenue.

Later, Obama prepared a formal statement of support for Schwarzman Scholars, a program he started to help students. He stated in early 2016 that he would choose Donald Trump over Ted Cruz in a two-candidate election, arguing that the country needed a “cohesive, healing presidency, not one that’s lurching either to the right or to the left.”

He had given to Marco Rubio in the past, in 2014. He supported Mitt Romney in 2012 and collected money for him as well. Schwarzman “aided put together” a group of business titans to counsel Trump on the economy and jobs in late 2016. The group, which also includes Bob Iger, the CEO of Walt Disney, Jamie Dimon, the CEO of JPMorgan Chase, and Jack Welch, the former CEO of General Electric, formed Trump’s Strategic and Policy Forum. Schwarzman was appointed chair of the 16-member President’s Strategic and Policy Forum in February.

This group of executives advises the president on “how to create jobs and improve growth for the U.S. economy” and is comprised of “CEOs of America’s biggest corporations, banks, and investment firms.” Following the resignations of five members, President Trump announced the forum’s dissolution on August 16, 2017, via Twitter. “‘Self-Funded’ Trump Now Propped Up By Super PAC Megadonors,” a report by the non-profit consumer advocacy group Public Citizen, was published in December 2018. Schwarzman gave Trump’s re-election campaign $344,000, according to the article.

Schwarzman was named as the White House Strategic and Policy Forum’s chairman by Trump after his election. He gave the 1820 PAC, a group established specifically to aid Senator Susan Collins of Maine in her bid for reelection, $500,000 twice in 2019 and $500,000 again in 2020. The Senate Leadership Fund, a super PAC connected to Mitch McConnell, received a $15 million donation from Schwarzman in 2020.

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Personal Life

In 1971, Schwarzman wed Ellen Philips, a trustee for Mount Sinai Medical Center and Northwestern University. Teddy Schwarzman, a movie producer, and Zibby Owens, a writer and podcaster, were their two offspring.

In 1990, they got a divorce. In 1995, Schwarzman wed Christine Hearst, an attorney for intellectual property who was born and raised on Long Island, New York. She has a child from a previous marriage. John D. Rockefeller Jr. once owned the duplex flat where he resides, which is located at 740 Park Avenue. Saul Steinberg sold the apartment to Schwarzman.

Both his sixty-fifth and seventieth birthday parties cost millions of dollars. The massive water use of rich Palm Beach homeowners amid an unprecedented drought was covered by The Wall Street Journal in 2011. Schwarzman, who used 7,409,688 gallons of water between June 2010 and May 2011, was among the top five users. The typical Palm Beach resident uses 108,000 gallons of water annually.

Stephen Schwarzman Net Worth

Schwarzman’s wealth is obtained from the Blackstone Group, a private equity corporation that, according to the company’s website, had $941 billion in assets under management as of March 31, 2022.

The 2021 annual report states that approximately 19% of the publicly traded corporation is owned by Schwarzman. According to a study of company filings and Bloomberg statistics, he sold Blackstone shares worth approximately $675 million in the company’s June 2007 first public offering and has received more than $5 billion in pay and dividends since 2004.

These revenues, along with other insider transactions, taxes, and market performance, are used to determine the value of his cash investments. According to PJT Partners’ 2022 proxy statement, Schwarzman controls over 5.8 million shares and units that were purchased as part of the company’s spin-off from Blackstone.

In 2016, he gave away his Brixmor Property Group shares, according to information gathered by Bloomberg.

Steve will do it Net Worth, Early Life, Career

How much is the net worth of Stephen Schwarzman ?

$26.7 Billion

Who is Stephen Schwarzman’s wife?

Christine Hearst Schwarzman

What is Stephen Schwarzman’s age?

What is the name of the Stephen Schwarzman firm?

Blackstone Group

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These Are the Highest Paid CEOs — And 9 Make More Than $100 Million a Year, According to a New Report Blackstone CEO Stephen Schwarzman took the top spot from Alphabet's Sundar Pichai in total compensation in 2022.

By Entrepreneur Staff • Jul 6, 2023

Key Takeaways

A CEO pay analysis examined CEO total compensation for 2022.
Nine CEOs earned more than $100 million.
Apple's Tim Cook wasn't one of them.

Running a company is tough, but spending the summer sailing on your yacht certainly makes up for it.

A new report by C-Suite Comp, examined by the Wall Street Journal , found that nine CEOs took home $100 million or more in total compensation in 2022. Nine is actually low—there were 20 in 2021, according to the company's analysis.

The top spot went to Blackstone CEO Stephen Schwarzman, whose total compensation reportedly earned $253 million.

No. 2 was Google and Alphabet CEO Sundar Pichai, with a pay package of $226 million.

Related: Google CEO Responds to Accusations That Company is 'Nickel and Diming' Workers: 'We Shouldn't Always Equate Fun With Money'

Six of the top 10 highest-paid chief executives are running companies that aren't in the S&P 500 (the largest publicly-traded companies in the U.S.), per the WSJ .

The CEOs of well-known companies such as Peloton, Pinterest, and Hertz each brought in more than $100 million last year. Michael Rapino, CEO of Live Nation, and Safra Catz, CEO at Oracle, also made the list, bringing in just under $150 million each.

Apple's Tim Cook earned $99 million, which was No. 10 on the list.

Read the full list and analysis, here .

Entrepreneur Staff

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Miramar sells for $27 million

Gustave White Sotheby’s International Realty announced the sale of ‘Miramar’ at 646 Bellevue Avenue in Newport, RI. The seller was represented by David Huberman of Gustave White Sotheby’s International Realty. The buyer, Blackstone Chairman and CEO Stephen Schwarzman, was unrepresented.

Located on Bellevue Avenue, ‘Miramar’ is among Newport’s finest Gilded Age mansions and one of its largest private homes with an oceanfront setting offering panoramic views of the Rhode Island Sound and Atlantic Ocean.

In 1912 George D. Widner of Philadelphia commissioned architect Horace Trumbauer to design a summer cottage for his family. Trumbauer had designed several prominent buildings in Philadelphia as well ‘The Elms’ in Newport, his design for ‘Miramar’ was a neoclassical

French petit palais constructed of limestone inspired by eighteenth- century French architecture. On over 8 acres, the grounds were designed by French landscape architect Jacques Greber, who laid out the grand parterre gardens facing Bellevue Avenue.

In April of 1912, the Wideners were returning from a visit to Paris where, among other things, they were looking for furniture and decorative objects for their Newport house. They were aboard the RMS Titanic.

In the early morning hours of April 15th, 1912, Eleanor Elkins Widener and her maid stepped into one of the lifeboats after the ship struck an iceberg. Her husband, George, and her son, Harry, did not survive. Upon her safe return to America, the widowed Mrs. Widener continued with plans for her Newport house, named ‘Miramar’ (Spanish for “sea-view’) as a memorial to her husband. Eleanor later donated the money to Harvard University to build the Harry Elkins Widener Memorial Library in her son’s memory who was a Harvard alumni and avid book collector.

Listing agent David Huberman of Gustave White Sotheby’s International Realty said “Miramar is a once-in-a- lifetime opportunity to own one of the most spectacular estates in Newport. The design, construction, setting, and historical pedigree of this property are second to none. From private entry through its elaborate gates, to the flow through arched doorways from formal dining spaces through grand ballrooms to its exquisite seaside terrace it offers grandeur, and an opportunity to own a piece of history that cannot be recreated.” Its most recent owners had undertaken a detailed study and conservation of the estate with an international team of preservation consultants and advisors. Exterior stone cleaning, repointing, roof and balustrade work, a new geothermal heating and cooling system, interior paint analysis, tree care, and much more have been implemented, bringing the house and grounds on a course back to the original vision of Mrs. Widener and her design team.

Stephen A. Schwarzman is Chairman, CEO and Co-Founder of Blackstone, one of the world’s leading investment firms with $684 billion Assets Under Management. Schwarzman’s net worth is reportedly $33 Billion.

This historic sale comes on the heels of Clarendon Court selling for $30 Million , making it the highest sale price for a private home ever in Rhode island.

Senator Sheldon Whitehouse Achieves Policy Wins in Latest Appropriations Bill

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Ellison has spent more than $100 million to renovate Beechwood and create a museum to house part of his art collection. He has had security guards posted at the construction site 24/7, according to a neighbor. So, with a mix of eager anticipation and worried trepidation, locals wondered if this would be the summer that Ellison would finally put down roots in town and bring his 288-foot yacht, Mushashi , to Newport harbor.

Ellison’s arrival in Newport coincides with two other famous faces buying property in the area: “Judge Judy” Sheindlin and comedian Jay Leno. In 2019, Sheindlin purchased the Bird House for $9 million . The estate was previously owned by Campbell’s Soup heiress Dorrance "Dodo" Hamilton. Leno, meanwhile, paid $13.5 million for Seafair in 2017 . The crescent-shaped, 15,861-square-foot home on Ocean Drive played host to President Barack Obama when he attended a Newport fundraiser in 2014.

And while the so-called nouveau riche have been buying and building estates in Newport since the Gilded Age (memorialized in an upcoming HBO series from Downton Abbey creator Julian Fellowes ), insiders say the current influx of wealth—spurred on by the recent pandemic—has many wondering whether Newport is heading the way of the Hamptons.

“The money has been going out of the traditional families in Newport for a long time,” says photographer Nick Mele, who has been called a modern-day Slim Aarons. “The new generation are not able to sustain the lifestyles that their parents were able to.” He knows from experience. Following the 2018 death of Mele’s grandmother Marion “Oatsie” Charles, the noted Newport and Georgetown society figure, his family decided to sell her former house. Located on six acres, Land’s End had previously been Edith Wharton’s summer home, and it was listed for $11.7 million in 2019. The house sold for $8.6 million in April 2020 . The new buyers were identified in the Wall Street Journal simply as “a family from Connecticut who had previously spent summers in the Newport area.”

“Anytime you get an old community that has had the same families in it for generations, you do get a sense of a sense of encroachment (‘this is our town’), but I think it’s just as much a sadness that the money is not in those families any more than it is that these new people are coming in, because there’s really no choice,” Mele says. “You see fewer and fewer of these iconic properties that we grew up in staying in the families of our friends, but that’s no one’s fault but our own.”

He added that while the properties might not be expensive compared to destinations like the Hamptons, real estate taxes are incredibly high in Newport, and many of the old houses, especially those along the oceanfront, require a significant amount of upkeep.

How Newport Became Newport

David Ray, who owns the legendary Clarke Cooke House, remembers when the U.S. Navy announced in 1973 that it was pulling its Atlantic destroyer fleet out of Newport. “It totally changed the town, because it was a white-hat sailing town,” Ray says.

Ray moved the Clarke Cooke House building to its current location in 1973 and bought Bannister’s Wharf, on which it sits, in 1975. In 1976, tall ships arrived in Narragansett Bay and paraded under the Newport Bridge as part of a July 4 celebration for the Bicentennial . “The town got a tremendous amount of publicity—there were tens of thousands of people walking up and down this wharf,” Ray says. Prince Philip and Queen Elizabeth II visited around that time too.

The following year, Ted Turner won the America’s Cup in Newport Harbor. “That’s what really started putting Newport on the map—the tall ships and the America’s Cup, big events year after year,” Ray says. “Up until that point in time, nobody came here. There was no tourist business—zero.”

Ray says that the number-one ingredient that separates Newport from any other resort town in America is its deep-water harbor. It was a deciding factor in the New York Yacht Club’s purchase of Harbour Court as an outpost for the club in the late 1980s. A sailor and former owner of the Newport Shipyard, Charlie Dana was involved in the yacht club's purchase of the former Brown (of Brown University) family home. Dana and Ray, along with a cadre of other NYYC members, joined an initiative spurred on by Charles A. Robertson and Commodore Robert G. Stone, Jr. to purchase Harbour Court from the Brown family in 1987. The striking house on a hill overlooking the harbor, which was completed in 1906, was sold to the club the following year for $4.5 million .

“Newport was sort of dying on the vine,” Dana says, “and the summer of ’77 was a big deal because Ted Turner brought a lot of attention to the America’s Cup and to Newport.”

“Like many places, it was centered around club life, and people wouldn’t buy house unless they could get into Bailey’s Beach,” he says, referring to the exclusive beach club officially named the Spouting Rock Beach Association. Having the New York Yacht Club open a clubhouse in town “did huge things for Newport because all of a sudden the boat people came.”

Wharfs like Bowen’s Wharf and Bannister’s Wharf, where the culinary institution The Clarke Cooke House is located, began to fill up, Dana says, and life ceased to revolve exclusively around Bailey’s Beach.

Doris Duke’s actions after the famous automobile accident in which she was involved are another reason Newport gained national prominence, especially for its architecture. In the days following the 1966 car accident that killed her interior designer friend Eduardo Tirella under suspicious circumstances ( Duke was at the wheel of the car that fatally crushed him against the gate of her estate, Rough Point, after he got out to open it ), the tobacco heiress reportedly donated $25,000 to restore the Cliff Walk and $10,000 to Newport Hospital. A few months later, she established the Newport Restoration Foundation , which has renovated more than 80 Colonial-era buildings in Newport and neighboring Middletown.

“Until her death in 1993, saving Newport’s colonial architectural heritage would remain a singular philanthropic focus” for Duke, her biography on the Restoration Foundation’s website states. There is no mention of the accident—or any deal Duke may have struck with local authorities that resulted in the police chief at the time calling it an “unfortunate accident” and declaring, “There is no cause to prefer charges against Miss Duke and as far as this department is concerned this case is closed.”

That changed in early August, however, when the only known eyewitness came forward and spoke with the author of a recently released book about Tirella’s death, Homicide at Rough Point . Bob Walker was a 13-year-old paperboy intending to deliver a newspaper when he biked up to 680 Bellevue Avenue on the afternoon on October 7, 1966.

“I initially heard the argument and screaming of two people,” Walker told the book’s author, Peter Lance, according to Vanity Fair . “The arguing stopped for a couple of seconds, and the next thing I heard was the roar of a motor, the crash, and the screaming of a man.”

Walker, who is now 68 and a former Marine, told Lance that he approached the scene and saw a woman get out of her car. “She was a rather tall woman—regal,” Walker says. As Walker approached from behind her, he says, “She spun around and looked at me. I said, ‘Can I help you, ma’am?’ And she said,”—screaming and pointing her finger—“‘You better get the hell out of here!’”

Walker’s statements prompted the Newport Police Department to reopen the case. “I can confirm that I’ve been assigned to follow up with this case due to new information provided by Robert Walker,” Newport Police Det. Jacque Wuest told the Newport Daily News on August 5. The “case is now open for further review due to new facts coming forward,” Wuest said. “It is an active investigation.”

Celebrities in Newport

“I ended up in Newport because I was driving down Ocean Avenue with my wife, and she said, ‘Look at that house” as we passed Seafair,” Leno says in a telephone interview. “I said, ‘Let’s go back.’ Just as we drove by again, the gate opened and the caretaker came out. I asked if the house was for sale, and he said technically it was for sale but wasn’t listed. He gave us a tour and got the owner on the phone, and he agreed to sell it to us furnished.”

jay leno newport rhode island home seafair

Leno, who grew up in Andover, Massachusetts and first visited the area when he went to the Newport Jazz Festival as a high schooler to watch Slip Wilson perform, now uses the house to host family gatherings. “When you live in California and all the relatives want to come visit, it’s a nightmare because I spend weeks clearing the house,” Leno said. “In Newport, it’s all taken care of—I don’t even have to vacuum—and everybody has their own room.”

“I got a mansion for the price of a condo on Wilshire Boulevard,” Leno says of his 2017 purchase. Since then, prices have increased dramatically, and Leno expects Seafair is worth twice as much as he paid for it, if not more.

A more well-heeled crowd isn’t so bad for the city, he said.

“I eat at a place on Thames Street, the Handy Lunch, and they’re thrilled because bigger tippers come in and they spend more money,” Leno says. The downtown area “used to be a mix of knick-knack shops selling ash trays made out of lobsters, and now you’ve got five-star restaurants going in there and they’re quite good.”

While Judy Sheindlin, through a representative, declined a request to be interviewed, a source familiar with her Newport life said she likes to keep a low profile when she is there.

Leno and Sheindlin are not the first celebrities to settle in Newport. Nicholas Cage owned one of the largest houses in the Newport area, Grey Craig—in Middleton, where St. George’s School is located—from 2007 through 2011. He paid $15.7 million for the 24,000-square-foot house on 27 acres when he purchased it from Charlie Dana. Cage listed it for $15.9 million in 2008; it sold for just $6.5 million in 2011 , a loss of $9.2 million.

But the first celebrity to call Newport home arrived nearly a century ago. In the 1940s, Broadway star Gertrude Nielsen became the owner of Rosecliff after her mother purchased the home at auction for $17,000 . Life magazine featured her in an article titled “ Life Visits a Palace at Newport.”

Ruth Buchanan, the late Dow Chemical heiress, and her husband Wiley T. Buchanan Jr. bought Beaulieu, next to Marble House on Bellevue Avenue , for $100,000 in 1961. One weekend, the Buchanans invited Elizabeth Taylor as a houseguest. “My grandmother called the hostess of the dinner she was invited to that Friday night, Anita Young, and asked if she could bring her houseguest to dinner,” the Buchanans’ grandson, entrepreneur and former U.S. Ambassador to Austria Trevor Traina, says.

station wagon car parked in front of garden

“Mrs. Young said, ‘Absolutely not, we would never have an actor in the house,’ so the butler had to serve dinner to Elizabeth Taylor alone because my grandmother could not unaccept an invitation, which would be rude, nor could she bring an actress, which would be rude.” Traina also noted that Taylor had her bathtub at Beaulieu filled with ice and kept it stocked with beer all weekend, “which I think reaffirmed some of the doubts in the community about inviting her for the weekend.”

“What has changed today is that most of the people in Newport would kill to get an invitation to an actor’s house today rather than refuse to entertain them in yesteryear,” Traina says. “When you walk around Bailey’s Beach, much of the talk is about who bought which house, including Larry Ellison and Jay Leno’s recent purchases, of course.”

Will Newport Become the Hamptons?

“I think Newport will stay uniquely New England, because the people here seem to like the not-so-flashy, not-so-Hollywood lifestyle,” Leno said. “I can walk around as shabbily dressed as I usually am, and no one thinks twice about it.”

Leno’s friend Donald Osborne, who serves as Director and CEO of the Audrain Auto Museum (for which Leno is a major fundraiser) and has made a number of appearances on the TV show Jay Leno’s Garage , has an idea about why the area will remain low-key. “On Aquidneck Island, in addition to Newport, you also have Middletown and Portsmouth, which are very nice middle-class communities that offer the opportunity for people to live in a place very adjacent to the best real estate in the state. Anything affordable in the Hamptons is at least seven towns away.”

the breakers, newport, rhode island, usa

In addition, Osborne says, “Newport will never be like the Hamptons because it is a uniquely historic city. Newport is a city founded in the 17th century with great history, so it has a totally different feeling than resorts that can’t match the history.” It also has a strong social fabric, with younger generations returning to the same places their parents frequented when they were children to take part in traditions like the sandcastle contest at Bailey’s Beach and ending dinner at the Clarke Cooke House with a Snowball in Hell .

“The generations all interface at parties,” says Bettie Bearden Pardee , whose books Private Newport at Home and in the Garden and Living Newport: Houses, People, Style chronicle how people live and entertain in the seaside town. “You don’t have only old people and only young people. I had a conversation at a luncheon the other day with someone who said he’s never seen that in any other summer community—this mix of generations.”

Piper Quinn, who owns the buzzy Buccan and Grato restaurants in Palm Beach and spends summers in Newport, says that while the general vibe hasn’t changed much in the past four decades, he has noticed high-profile yacht owners coming to town more recently. “That is something that was not here 20 years ago,” he says.

john and jacqueline kennedy cut wedding cake

“The timelessness of Newport makes it different from the Hamptons and Nantucket. The Hamptons could use some of Newport. Nantucket could use some of Newport,” he says.

It’s also harder to get to from New York on public transportation than the Hamptons, as Ray explains: “Psychologically, the Hamptons are a lot closer.” Newport is not serviced by luxury buses like the Hampton Jitney and the Hampton Luxury Liner, and those who take Amtrak from Penn Station have to find transportation for the final leg of the journey Kingston to Newport—about a 25-minute drive.

Ruthie Sommers, an interior designer who lives in Newport during the summer and is currently working on a book about the area with Mele, says the values that Newporters have will prevent it from going the way of the Hamptons. “I believe people who are drawn to Newport are drawn to the nature of the rocky coastline or to the idea of community, Sommers said. “Shared values allow all ships to rise with the tide. Our values are human connection, modesty in terms of discretion, love of entertaining, philanthropy, and nature. If people choose Newport, I feel they are choosing that.”

As Traina put it, “Newport has always been a crucible where new fortunes go to get established, where the new money goes to become old.”

The Exploding Real Estate Market

“It’s billionaires pushing out millionaires,” Leno says of the current market for Newport real estate. “When I bought my house, I think it was the most expensive house in Rhode Island. Now I’m not even in the top 50! People are paying $25 million, $37 million.”

marble house mansion, newport, rhode island, usa

Realtor Kara Malkovich of Gustave White Sotheby's International Realty, who grew up in Newport, says that while the city has been known as the first resort and a sailing gem for decades, “we’ve always been able to scoot under the radar.” No longer is that the case, she says. “I really feel like Newport has totally been found out.”

She and others attribute much of the new attention paid to Newport to the pandemic. “Since Covid,” Malkovich says, “people are putting a lot more thought and emphasis on the quality of their lives and how they want that to look moving forward. I’ve seen a huge influx of buyers relocating here from metropolitan cities like New York and Boston, and from Connecticut and California.” Many of the buyers are planning to live there year-round, Malkovich added.

She said she has never seen a real estate market like the one Newport has experienced in the past year. “It’s unprecedented. People are coming here in droves, and relatively speaking you can still get a great deal here for a fraction of what you would pay in the Hamptons, Nantucket, or Martha’s Vineyard.”

There is, however, limited inventory and high demand from buyers moving to Newport. That, coupled with low interest rates, has led to some of the highest prices in the area in years.

The average list price of a single-family home in Newport, for example, has risen steadily over the past few years, from $967,486 in 2016 to $1,386,150 in 2021. In June, Normandie, an estate on nearly four and a half acres along the coastline, hit the market for $15 million and is currently in contract.

Another waterfront estate, Honeysuckle Lodge, was listed for $10.9 million and had multiple offers before going into contract earlier this year. A Bellevue Avenue spread called Ocean View, which had been listed at $18.85 million, went into contract in August, and an Ocean Avenue property selling for $17 million went into contract on August 19.

“Our high-end properties typically take longer to sell, but in the last six months things have changed drastically,” Malkovich says. “Properties of all price points are being snapped up with multiple offers to boot. It really feels like a feeding frenzy with homes selling well above their asking prices.”

ochre court on the grounds of salve regina university, cliff

Another issue affecting the market is that many of the so-called legacy homes that have been owned by the same families for decades are not passing on to the next generation. “The families that have owned them are getting older, and they don’t have the time or the wherewithal to maintain them,” Malkovich says.

“That’s why we’re seeing people with the financial means to do what is necessary to keep these homes alive purchase them. They have the funds to restore these houses and a true desire to continue the upkeep and preservation of these landmark legacy estates, which is a beautiful thing,” she said.

One fear among the old guard, however, is that wealthy new owners will overdo the restorations, Dana said. “Oatsie Charles had a great expression, which you can quote me on: ‘Blessed be the poor because they cannot over-restore.’ You worry about too many chandeliers going up where there were none, and there is a little bit of that happening,” he says.

.css-4rnr1w:before{margin:0 auto 1.875rem;width:60%;height:0.125rem;content:'';display:block;background-color:#9a0500;color:#fff;} .css-gcw71x{color:#030929;font-family:NewParis,NewParis-fallback,NewParis-roboto,NewParis-local,Georgia,Times,serif;font-size:1.625rem;line-height:1.2;margin:0rem;}@media(max-width: 64rem){.css-gcw71x{font-size:2.25rem;line-height:1.1;}}@media(min-width: 48rem){.css-gcw71x{font-size:2.625rem;line-height:1.1;}}@media(min-width: 64rem){.css-gcw71x{font-size:2.8125rem;line-height:1.1;}}.css-gcw71x b,.css-gcw71x strong{font-family:inherit;font-weight:bold;}.css-gcw71x em,.css-gcw71x i{font-style:italic;font-family:inherit;} "Blessed be the poor because they cannot over-restore."

Esmond Harmsworth , president of the literary agency Aevitas Creative Management, started spending summers in Newport in the early 1980s. “It’s always been this mixture of the more summer Social Register people and other groups, and there’s always been turnover and speculation about new people coming,” he says. “The great thing about Newport, though, is that its character has not changed very much at all in my lifetime. There is a wonderful joie de vivre and a focus on entertaining and parties in the summer, but there is also this community of historians and experts.”

As an Englishman, Harmsworth says Newport’s eccentricities and eccentric residents appeal to him. “Newport is far too eccentric and quirky to turn into Southampton,” he says. “I remember when I was a teenager gate-crashing the most fabulous and frivolous parties, and I would vote for more of that, so I hope some of these people [moving to Newport] will do more of that.”

Mansions Still in Private Hands

While the Preservation Society of Newport County now owns and maintains 11 historic properties—including The Breakers , the 70-room mansion Cornelius Vanderbilt II built in 1893—a few oceanfront Newport estates remain in private hands.

Beaulieu, for example, was completed in 1859 and designed to resemble a French château and has been in the same family for decades. Following her mother Ruth Buchanan’s death, Dede Wilsey purchased the house in March 2020.

Wilsey has been visiting Newport with her family since her father, Wiley T. Buchanan Jr., bought Beaulieu. John Jacob Astor III, William Waldorf Astor, and Cornelius “Neily” Vanderbilt III had lived in the house before Buchanan, who served as the Chief of Protocol of the United States and the U.S. Ambassador to Luxembourg and Austria, bought it. “My father didn't tell my mother when he purchased the house. We were driving to Newport and stopped at Howard Johnson's,” Wilsey told Town & Country in 2016 . “Daddy looked at me and said, ‘Don't say anything, but let me show you what I just bought.’ It was a flier for Beaulieu, and it looked like a wreck. My parents were the only young couple in Newport, except for the Drexels. They started bringing ambassadors from Washington and prominent people, and all of a sudden the town really had a life.”

Wilsey says that the new wealth coming to Newport is beneficial for the city. “New blood is good for a place, as long as they don’t want to tear down the traditions.”

She added that Larry Ellison’s real-estate purchasing prowess included some strategic moves.

“His representatives were approaching neighbors to buy their property—they weren’t pushy, they weren’t arrogant, and nobody has anything but nice things to say about his organization,” Wilsey says. “He bought a friend of mine’s house two years ago; his people had made offers to my friend and he turned them down, then after the sale happened, I asked him and he said, ‘he made me an offer I couldn’t resist.’”

Wilsey says it is interesting to the Newport establishment that people of Ellison’s magnitude are interested in buying property in Newport. “He could have gone over to Southampton, and so could Judge Judy or Jay Leno. They could have been celebrities there, where people care.”

She added that the famous figures in town have not tried to join the established social clubs. “I haven’t heard a whisper of any of the [celebrities] wanting to join any of the clubs—Bailey’s, Clambake, the Reading Room, or even the Golf Club,” Wilsey says.

Other “new and aggressive” buyers have tried to join the club, but have not been successful, Wilsey says. “They will be fine doing what they are doing but I don’t think they’re going to be adopted by the old guard,” she said. Same with those who try to build houses that do not fit into the architectural landscape, as the New York Times examined in 2016.

“New blood is good for a place, as long as they don’t want to tear down the traditions.”

“Life goes on generation after generation, even though there are divorces and scandals,” Wilsey says. “That’s been going on forever, and everybody just looks the other way or marries one of your friends.”

And in spite of the new arrivals, aspects of the destination have not changed at all. “Newport is predictable,” Wilsey says. “We all know the history, we know who lived there. All those things are kind of written in the sand. There’s not a lot of surprise about Newport. You can sail, you can play golf, you can play croquet, you can play tennis.”

Other Gilded Age mansions remain in private hands. Miramar , for example, was purchased for $17.15 million in 2006 and subsequently restored by former Goldman Sachs banker David B. Ford, who died in September 2020 . The house is rumored to be changing hands soon. According to multiple sources familiar with the transaction, Blackstone Chairman and CEO Stephen Schwarzman and his wife, Christine, are in negotiations to purchase the house. A spokesman for Schwarzman did not return requests for comment. Ford’s son, David B. Ford, Jr., also did not return an email requesting comment. The most recent sale in public records is the 2006 purchase that Ford made through an LLC for $17.15 million . At the time, the price was the highest amount paid for a private residence in Rhode Island . [ Ed Note: Miramar reportedly sold for $27 million on September 30, 2021 . A buyer was not publicly identified at the time. ]

Alex and Ani founder and onetime billionaire Carolyn Rafaelian purchased Belcourt, a 60-room mansion built in 1894, for $3.6 million in 2012 . (Historically, the market for such large houses has not been strong, resulting in the Preservation Society acquiring many of them and others going for a song to wealthy buyers like Rafaelian and Ford.)

As for Ellison, Wilsey and others say it is peculiar that the billionaire has not moved into any of his Newport properties. “To spend that kind of money and not have a presence in Newport, why not do New York or San Francisco?” She added that last summer Ellison did no work on Beechwood, which Wilsey says, “just sat there with guards.”

“In the beginning Ellison was very representative of what I’m seeing as the mindset of the people coming to Newport right now: they love it, they’ve got money, and once they move to Newport they find this inner preservationist in them and put in a lot of money and do a beautiful job restoring old homes,” Pardee says. “But I’m not certain he’s ever been seen around with regard to the house. It's been almost 10 years now and it’s not very pretty to look at when you drive by. There are huge boulders on the front lawn.” The boulders that have been added to the landscaping plan in recent months are among the only indications of progress on the renovation.

Wilsey says, “People are just wondering, what is he going to do?”

Sam Dangremond is a Contributing Digital Editor at Town & Country, where he covers men's style, cocktails, travel, and the social scene.

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It’s a guesthouse! Mansion OK’d next to Stephen Schwarzman’s home in Palm Beach

Ceo of blackstone group and wife christine plan to build the house with elaborate lakeside gardens at 1800 s. ocean blvd., next door to their ocean-to-lake home..

Private-equity billionaire Stephen A. Schwarzman, CEO of The Blackstone Group, has won Town Hall approval to build a two-story mansion — to be used as a guesthouse — on an ocean-to-lake property next door to the landmarked house he shares with wife Christine on Billionaires Row in Palm Beach .

The three-bedroom mansion at 1800 S. Ocean Blvd. would be used by the Schwarzman's children and grandchildren, the Architectural Commission was told before it approved the design Wednesday. The lot is immediately south of the Schwarzmans’ home.

In addition to serving as a guesthouse, the mansion was designed to provide a critical “wind block” to prevent ocean breezes from harming the elaborate gardens planned for the lake side of the property, architect Gerard Beekman told the commission during the two meetings it took to get the design approved.

The house — with landscaping by Fernando Wong of Fernando Wong Outdoor Living Design — would be built on a vacant lot of about 3 acres at 1800 S. Ocean Blvd.

Donation news: Schwarzmans step up, again, to feed hungry children and families

The property was for years home to a mansion, guesthouse and elaborate gardens owned by the late attorney Robert “Bob” M. Montgomery Jr. and his late widow, Mary Montgomery, who died Feb. 9 at 91 .

The Montgomery house was sold for a recorded $37.375 million in April 2018 to an unidentified developer. The Schwarzmans later acquired it, although their identity was cloaked in public records because of the way the sale was structured, courthouse records show.

The sale to the developer had “triggered them to save this land and begin thinking about a special garden,” said Beekman, a principal at Madison Worth Architecture in Palm Beach.

The architect spoke during a meeting held live in Town Hall without the virtual component that had been the norm for the commission during the coronavirus pandemic. It was a farewell meeting, of sorts, for board Chairman Michael B. Small and Commissioner Alexander Ives, who are stepping down because of term limits. Small served nine years on the commission, and Ives, 11.

More architectural news: 'It’s too much': Palm Beach house with nautical details hits choppy water in design review

The house Beekman presented to commissioners was significantly pared down from the building he first showed them in January. At that meeting, commissioners weren’t told that the Schwarzmans were behind the project or that the mansion — with 20,000 square feet of interior space — would be used as their guesthouse.

The design commissioners first reviewed stretched nearly the width of the lot, the better to block salty ocean winds from reaching the terraced garden on the west side of the property. The architecture was a mix of “traditional Anglo-Caribbean and Georgian styles,” according to the application for the project.

The layout of the house comprised a central portion with outlying structures to the north and south, connected to the main wing by open-air passages with gazebos.

More architectural news: Palm Beach panel nixes new house designed for lot next to home of Roger Ailes’ widow

At the end of the January meeting, commissioners not only wanted the house reduced in size but also asked for refinements to the architecture, particularly to a parapet on the central part of the house’s lakeside façade.

Board members also said the house needed more screening from the street.

“We took your comments seriously and as a result, our work is more successful,” Beekman told the board Wednesday. “The architecture is elegant, sober and classical.”

He later added: “The architecture and the landscape are choreographed in unison.”

The redesign kept the house’s essential layout intact. But the width of the building was significantly reduced, as was its height. Parts of the house also were pushed farther back from the street.

Wong added two garden areas at the front of the property and designed much lusher landscaping to help screen the façade.

Most of the landscape by the lake remained unchanged from January. The plans show that terraces would follow the downward slope of the land from east to west.

The gardens would include two “follies,” or decorative structures, on opposite sides of the swimming pool. One would be a small luncheon pavilion with a six-sided roof. The other would be an open-trellis structure called an orchidarium. In the southwest corner of the lot would be an air-conditioned “lounging folly” with a sitting room and wet bar.

Commissioner Betsy Shiverick was pleased with the changes.

“Thank you for paying such close attention our comments last month and bringing us a new and impressive project,” she said.

Shiverick added that she would like the decorative caps on the two gazebos to be taller. Beekman had lowered their height in his redesign.

Alternate Commissioner Katherine Catlin said the project had gone “from beautiful to extraordinary.” She called the architecture “elegant and romantic” and described the landscaping “like the cherry on top.”

Commissioner Maisie Grace said she would like to see a lower privacy hedge along the front of the house to better allow passersby “to see what you’ve created.”

Other board members were lavish in their praise, although Commissioner John David Corey said the roof was too steeply pitched.

The motion leading to the 6-1 vote approving the project called for raising the heights of the pagoda caps and softening the slope of the roof. Commissioner Jeff Smith, who cast the dissenting vote, said he was voting no only because he thought the roof was fine as it had been presented.

Before the vote, Small told his colleagues he was a fan of the project: “I would love to be able to say I voted for this at my last meeting — and it was approved.”

The Schwarzmans’ house next door at 1768 S. Ocean Blvd. is a traditional-style home known as “Four Winds,” which originally was designed in 1937 by the firm of noted architect Maurice Fatio.

The Schwarzmans stirred controversy in 2004 after they got the Landmarks Preservation Commission’s approval to renovate and expand the house with a second-floor addition. But town officials were shocked when the house was demolished after an inspection showed the original structure could not support the addition. The Schwarzmans ultimately rebuilt the house, replicating the original architecture along with their addition, thus allowing the house to retain its landmark designation.

Darrell Hofheinz is a USA TODAY Network of Florida journalist who writes about Palm Beach real estate in his weekly “Beyond the Hedges” column. He welcomes tips about real estate news on the island. Email [email protected], call (561) 820-3831 or tweet @PBDN_Hofheinz. Help support our journalism. Subscribe today .

AI’s Unlikely Benefactor: Blackstone’s 77-Year-Old CEO Steve Schwarzman

A chance encounter in 2015 led Steve Schwarzman, the septuagenarian private-equity billionaire, to become one of the biggest and most unlikely champions of artificial intelligence.

On a bus ride in Beijing with other global business leaders, the Blackstone chief executive happened to sit next to Alibaba co-founder Jack Ma, who started talking about AI. The technology, he explained, would soon change drug development and education and reshape how people across all industries do their jobs.

Nine years later, Schwarzman, 77 years old, might be the biggest individual funder of AI education and research, having pledged more than half a billion dollars to the effort.

The newly christened Schwarzman College of Computing at the Massachusetts Institute of Technology is set to open at the end of April. At Oxford University, the new Schwarzman Centre for the Humanities houses an institute for the study of the ethics of AI. They represent Schwarzman’s two biggest donations on record—a $350 million gift to MIT in 2018 followed by a grant to Oxford that ultimately totaled over £190 million, equivalent to roughly $240 million.

Schwarzman, whose net worth Forbes estimates at $37.7 billion, has also advocated for the technology in Washington. A major Republican donor, he worked behind the scenes to help secure passage of the Chips and Science Act of 2022. Schwarzman was particularly interested in the funding it provided for areas such as AI and quantum computing and the $80 billion-plus authorized for the National Science Foundation.

Advancing AI is an unlikely focus for a Wall Street power player who has multiple secretaries to place his phone calls and says email is his favorite app.

“You might think that the tech titans who really understand this well should be pouring money into philanthropy around this issue,” said Nigel Shadbolt, a professor of computer science at Oxford who helped design the concept for the AI ethics institute. “It’s a good thing Steve is.”

Schwarzman’s enthusiasm for AI echoes other bold moves that helped build Blackstone into the $1 trillion behemoth it is today. He and co-founder Pete Peterson diversified beyond buyouts long before competitors, launching a hedge-fund business in 1990, getting into real-estate investing in 1991 and credit in 1998. Now real estate is Blackstone’s biggest business and the firm’s market capitalization is roughly double that of its closest competitors.

“Go big” is his mantra, Schwarzman wrote in his 2019 memoir.

His interest in AI piqued following the talk with Ma, the buyout chief brought it up a year later during a meeting with then-MIT president L. Rafael Reif to discuss the Schwarzman Scholars program that lets American students study at Tsinghua University in Beijing.

Schwarzman asked Reif why the technology hadn’t taken off yet. Reif said computers were only just getting to be powerful enough to put the theory of AI, which MIT had helped pioneer, into practice. Use of it would rapidly accelerate from there.

That acceleration was already under way in China, as Schwarzman noted during his frequent visits there in 2017 and 2018 to fundraise for his scholarship program. He learned about a company that sold used cars that was using AI to evaluate its fleet.

“I was concerned that the U.S. was falling behind on the most promising new technology in generations,” Schwarzman told The Wall Street Journal.

Reif, a Venezuelan-born electrical engineer, had also been thinking about how to better educate MIT’s students about AI. He wanted to weave it into the curriculum of every department and strengthen the university’s capabilities in using the technology for research.

“Data is part of every single discipline,” said Reif, who stepped down as MIT’s president at the end of 2022 after a 10-year stint. “This stuff is the new math.”

The conversations between Reif and Schwarzman continued over the next several years, with Reif visiting the Blackstone CEO at his Park Avenue office during trips to New York and once stopping by Schwarzman’s beachside vacation home in St. Tropez in the South of France.

Over lunch at the palm-lined mansion, Reif told Schwarzman he wanted to double the number of MIT faculty with expertise in computing while also hiring professors in other disciplines—from biology to business—who used AI to conduct their research.

The idea intrigued Schwarzman: If MIT became the first AI-enabled university, other U.S. peers would have to respond. The billionaire ultimately agreed to donate $350 million of the $1.2 billion price tag.

It was around that time that Oxford’s vice chancellor emailed Shadbolt about a potential donor who had read his book on living with smart machines and wanted to meet him. A longtime AI researcher, Shadbolt was chairman and co-founder, along with internet pioneer Tim Berners-Lee, of the Open Data Institute, a nonprofit that aims to advance trust in data by enabling organizations to use it more capably and responsibly.

Schwarzman was weighing a large gift to create a humanities center, and he wanted it to house a program focused on the ethics of AI. He identified Oxford, with its top-notch philosophy department, as the place to do it.

Schwarzman has also pushed Blackstone to use AI. The private-equity firm hired its first data scientist back in 2015 and now employs 50 of them working across its various business lines to analyze data and make predictions that inform investment decisions. The idea is that AI could help the firm’s real-estate arm predict demand for apartments or analyze LinkedIn data to understand which life-science companies are hiring and might be in need of lab space, for example.

Schwarzman joined a Zoom call last July with the CEOs of the firm’s portfolio companies in which he told them that understanding the ways they can use AI and how the technology is affecting their industries needs to be a top priority.

“When you consider that I started my career building models with a pencil and a slide rule, I’d say I’ve come a long way,” he told the Journal.

Write to Miriam Gottfried at [email protected]

AI’s Unlikely Benefactor: Blackstone’s 77-Year-Old CEO Steve Schwarzman

Exclusive: Blackstone founder Steve Schwarzman picks up Wiltshire country pad for cool £80m

By: Sascha O'Sullivan

If you have ever driven through the countryside and imagined living in a 17th century estate, you’re not alone.

Steve Schwarzman, the founder and chief executive of Blackstone, has bought Conholt Park, a country house with around 2500 acres of sprawling grounds and a series of cottages fashioned from the remains of an 18th century riding school, for more than £80m.

Schwarzman, the 75-year-old American billionaire, bought the property in a personal capacity and is understood to be planning a significant restoration of the building.

The oldest part of the estate was built in the late 17th century and subsequently expanded in the 18th and early 19th centuries.

A person close to Schwarzman told CityAM: “Steve has always been passionate about architecture and buildings of cultural significance and heritage. He is excited about the opportunity to restore Conholt Hall to its original state.”

The purchase is understood to be personally important to Schwarzman, who as well as running the investment firm with $941bn of assets under management, is passionate about architecture and culturally significant buildings.

The Grade II listed property was last sold in 1992 to a company owned by the family of Paul van Vlissingen, the Dutch millionaire once ranked as the richest man in Scotland.

Schwarzman is planning substantial restoration to the building to bring it back to its original state, but is not believed to want to add any further expansions.

The riding school and stables were both built in the late 18th century and while the school was demolished, the L-shaped stables have remained standing and are, in their own right, Grade II listed.

The same cannot be said for all parts of the property, such as the covered swimming pool, built immediately north of the house in the late 1990s.

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Blackstone CEO Stephen Schwarzman explains how a mindset he developed in his dad’s linens shop powered him through leading a Lehman coup, building a financial giant, and getting the ears of Presidents Trump and Xi

Blackstone CEO and cofounder Stephen Schwarzman spoke with Business Insider for an episode of the podcast "This Is Success" ahead of the launch of his new book, "What It Takes."
He explained what it was like rising through Lehman Brothers in the 1970s and '80s and why he regrets selling the firm in 1984.
In Blackstone's early days, cofounder Pete Peterson would make connections and Schwarzman would close deals.
He also told us why he didn't sign the Business Roundtable's statement against shareholder primacy and how he's acted as a private-sector mediator between Presidents Donald Trump and Xi Jinping.
Visit Business Insider's homepage for more stories.

Stephen Schwarzman was only 37 when he led a coup that would change the direction of his career.

It was 1984 and he was the head of mergers and acquisitions at Lehman Brothers. Business was suffering and Schwarzman and other executives at the firm had lost all faith in their CEO, Lewis Glucksman. Schwarzman decided he would step up and asked a senior partner for permission to sell the firm to save it — without Glucksman's knowledge. A deal was made with American Express that left Glucksman out.

The next year, Schwarzman got out of the firm to join his former boss Pete Peterson, whom Glucksman had previously dethroned as chief executive.

They were a couple of Wall Street power players now out of the circle of power, and no one was interested in their new business, Blackstone.

Today, Schwarzman is one of the world's most influential financial leaders, and he has the ears of both US President Donald Trump and Chinese President Xi Jinping. His firm manages over $500 billion.

Blackstone started in private equity, buying firms mostly with debt, taking them private, if they weren't already, restructuring them, and selling them for a huge profit. And as the company grew, it took on other kinds of investments, especially in real estate.

Schwarzman spoke with Business Insider ahead of the launch of his book, "What It Takes," part memoir and part career guide. And he told me, he's known since he was a kid that success takes seizing opportunities and going after what you want.

Listen to the full episode here:

Subscribe to "This Is Success" on Apple Podcasts , Stitcher , or your favorite podcast app. Check out previous episodes with:

"The Simpsons" star Yeardley Smith
Fashion designer Alexander Wang
Bridgewater Associates founder Ray Dalio
Philanthropist Melinda Gates

The following interview has been lightly edited for clarity.

Schwarzman: My grandfather and my father owned a store together, Schwarzman's Curtains and Linens. I had to start going there somewhere between 8 and 10 years old on Saturdays, and working. I had no capability.

I was a teenager and I'd watch ladies come in who were doing the shopping and the store was always filled. So I saw that and I said to my dad, "Geez, store's always busy and it's got good merchandise. Why don't we expand all over the country?" He looked at me and said, "I don't think that's a good idea." I said, "Why not? If it works here, it should work other places. And there isn't anything particularly like this." He said, "I don't really want to do that." I said, "Dad, it's just right there. Why don't you want to do it?" He said, "Because I'm happy. I'm happy running the one store. I'm happy with our house in the suburbs and our two cars. I'm happy that I can send you and your brothers to college, and maybe even to graduate school, if necessary or desirable. And that's all I aspire to." And I said, "But, Dad!"

Not one to keep his opinions to himself

Feloni: I was struck by stories you've told from early in your career, even before you got into finance, of how confident you were, even when meeting with heads of companies or talking to the dean of a school. How did you balance the line between confidence and arrogance?

Schwarzman: I never believed I was arrogant. I didn't even believe I was confident. All I did was look at things and understand what was going on and try to explain them to someone else. I didn't view this as really about me at all. It was about the situation. And so at Harvard Business School, which I thought wasn't so good in 1970 when I went —

Feloni: It's come a long way.

Schwarzman: Well, it was No. 1 then. It was during the Vietnam War and business had a very negative reputation among students. And so, the smart students were going to Harvard Law School, Harvard Medical School, Yale Law School — they weren't going to Harvard Business School. I went to see the dean, and it took probably four to six months to actually get an appointment.

Feloni: It's a long time to get an appointment.

Schwarzman: A long time. I basically showed up and I said, "Look, you've got teachers who can't teach and a curriculum that's outmoded and students who can't learn. You've got an ineffective administration." I gave him examples of why I thought each of those, and a set of solutions. And he just looked at me and he said, "Mr. Schwarzman, have you always been a misfit?"

Feloni: Like a "Who do you think you are?" type of thing?

Schwarzman: Yeah. I said, "No, no, I haven't been a misfit." I said I was president of my junior-high school and my high school and I was the person running graduation at my college on the podium, and I'm actually the head of sort of the top student organization here. So actually I'm not a misfit. I'm just trying to be helpful. He said, "Well, I don't think I need any advice." I said, "Really?" He said, "Yes, that'll be all." And I was dismissed.

Feloni: Has your approach always been that, if you feel like you have a solution to something, you're just going to go for it, regardless of what the norms might be in the sense that, oh, why should a dean listen to a student? He's the one in charge?

Schwarzman: No, no. I believe that everyone in a position of authority should be, and is almost always, there to make their institution better, to serve somebody better. The biggest problem people in that position have is they don't have accurate and constant information, because sometimes people don't want to get them angry. I just give them information and usually some kind of solution. I think I'm doing a service. I don't think I'm doing anything odd.

Entering the cutthroat world of finance

Feloni: A couple of jobs after Harvard Business School, you ended up at Lehman Brothers.

Schwarzman: I did.

Feloni: In the '70s. And what's interesting to me is that you wrote about the culture at Lehman at Harvard before you even got there. You were well aware, well, the way that you saw it, it was almost like a viper's nest, everyone's at each other's throats. So knowing that, why would you want to go into that environment?

Schwarzman: I thought it would be exciting actually! Everybody else was quite corporate. At Lehman, they didn't have MBAs — people just sort of drifted in. One guy was a CIA agent; the other one was from the energy business. You had people from all walks of life. It was a real melange of very smart, very talented people. The building itself looked like a palazzo or Italian castle of some type. The floors were small and there was a sense of intimacy. I thought it was very dynamic and I wasn't disappointed.

Feloni: Did it wear on you or did you enjoy that kind of competitive nature?

Schwarzman: I enjoyed that, except I realized it was my first day at work. I was 24. Got to the elevator and the elevator opened and somebody walked out who was obviously senior to me, and said, "Oh, you're one of the new people." I said, "Yes." He said, "Well, you're really going to love working here." I said, "Well, I hope so." He said, "You want to know why?" I said, "Sure." He said, "Well, here, nobody will ever stab you in the back. They'll just walk right up to you and stab you in the front." Then he walked off.

Feloni: That's your introduction to it.

Schwarzman: This is my first day at work! I remember going home and my wife said, "How was your first day?" I said, "Let me tell you about this." So it's not like you weren't forewarned. But it was not like that every day, every moment. But that kind of behavior is destructive of an institution, or an organization. When we started Blackstone, I had good training. I just wanted to do the opposite.

Leading a Lehman coup, and why he now regrets how it went

Feloni: The end of your time at Lehman is a really remarkable story in the sense that you had essentially been the leader of a coup against the CEO, selling it under him to American Express. Could you explain what happened there and how you knew it was the right time to do this?

Schwarzman: I was somewhere around 35 [he was 37] and I was heading the merger area at Lehman. The senior people at the firm took a position in London in a trading area where it went really wrong and we got caught in an inverted yield curve . Every day you opened you lost money and the value of what you had purchased was worth a good deal less, sufficiently so that it was close to destroying the entire equity of the firm.

This was not disclosed to anybody, but some people found out and started talking among themselves, and there was a big meeting of all the partners. The head of the firm said none of that existed and anybody who said anything would be fired. There weren't a lot of options. You needed more capital. It's hard for somebody to do due diligence to do that. One answer, if you couldn't get a lot of capital quickly, would be to sell the business. And so I approached one of the senior people at the firm. I said this is the situation, and the individual who was running investment banking said that's right. I said, "I think one of the options is to sell the business. Would you like me to do that?" Because I'd never go out and do something without authorization. And he said, "Yeah. You've got to execute this really quickly." I said, "Well, I've got a list of five places to go and I think we can do it." So we did.

Feloni: Looking at it now decades later, is there anything that you would have done differently?

Schwarzman: Yeah, I wouldn't have sold it.

Feloni: You wouldn't have?

Schwarzman: No.

Feloni: Why?

Schwarzman: I would have found ... Lehman was an amazing franchise. The whole business was doing great except for this one problem. So the right solution probably would have been finding somebody who would put up a lot of equity.

In fact, somebody called me during that process and said, "You know, Steve, I have enormous confidence in you. I'll put up as much equity as you need, and I'll take half of the business and you run it for me." And I said, "I'm 35 years old. I don't know how to run this."

Feloni: You could have ended up the CEO?

Schwarzman: Yeah, but I said, "Look, I'm not qualified at this point in my life, and I don't think I would be accepted by the people who are 10, 15, 20 years older than me. That would be like a mess." And he said, "But I only trust you. I don't know everybody else." I said, "Well, I'm very trustworthy. That's why I'm advising you not to do this with me because I'm not ready and I wouldn't be accepted."

Opening Blackstone, and nobody's interested

Feloni: When you left Lehman, you and a former CEO of the firm, Pete Peterson, decided that you were going to create your own firm, Blackstone. And when you were starting off, you didn't have any clients. You said you were waiting for the phone to ring and no one was calling. What were you thinking at this time? Did you regret all the decisions that got you to that point?

Learning how to make it as an entrepreneur

Feloni: And taking that perspective, if someone wants to build their business or they're starting something and they don't even have what you and Peterson were starting with — you're well known, well connected, had financial stability personally. If they're in that situation, what would you recommend?

Schwarzman: What I'd say is, you, first of all, have to have enormous emotional stability because you're going to have a lot of setbacks. Secondly, you have to accept the fact that you're going to be in psychological pain in a way you haven't before. And it can extend for some time. Third, you should only do it if you've thought of something that is really extraordinary. Replicating what somebody else does because you can "do it better" is a tough way to be successful, particularly if there's more than just one other organization doing it. It's finding something that's unique and really potentially big, that's worthy of your time, worthy of these sacrifices and all the emotional energy you have to put into this, because you don't become successful as a part-time worker as an entrepreneur. Your work-life balance, pretty much forget it.

Feloni: You just have to go all in.

Schwarzman: You got to be all in. You've got to be just sort of a believer because you're right, not because you just want to believe something. It's got to test with reality. And you have to be able to convince other people of your vision. You have to never give up, even if you try and sell something to somebody — it's part of your entrepreneurial mission — and they say no. Most people say no, even though you think it's great. And they say no because most people don't like changing.

Building a partnership with Pete Peterson

Feloni: That partnership that you had with Peterson, it's been often regarded as one of the most successful in Wall Street history. What do you think made that work so well?

Schwarzman: It's fun. I worked with Pete probably from when I was 26, 27.

Feloni: And how old was he at that time?

Schwarzman: He's 21 years older than I was. What was good is we were a terrific match. He had been secretary of commerce and worked in the Nixon administration and was extremely well connected with everyone in the corporate world. He had a very strong process-oriented way of thinking. And I was a young guy. So what was my role? Pete actually didn't enjoy doing deals and he really never loved finance; he really loved foreign policy. He would connect with certain people and then I would take it over and do whatever we thought was interesting. He enjoyed doing his piece; I loved doing my piece. In that sense, we weren't competitive. We were a team, and together better than either of us apart.

Feloni: So it's a matter of finding someone who can complement your skill set?

Schwarzman: If you look at a lot of the great entrepreneurial companies, some just have one founder. But most, like Google, have two. Microsoft had two. Apple had two. Why is that? It's because nobody's equally good at every phase of developing a new organization or a new business. If you have deficiencies — which you do, right?

Feloni: Everyone does.

Schwarzman: Everyone does. It's the nature of people. You can't do everything at a level of a 10-plus. Teaming up with somebody who does things well, that are more in your area of what you don't care about or are not good at, then you're much more formidable. Plus, you have emotional support. It's really hard being alone.

When being the 'King of Wall Street' becomes a liability

Feloni: By the time that Blackstone goes public in 2007, it's a precarious situation there because the country is marching onward to the financial crisis. And as the housing market is getting dicey and things keep getting bad, now that your company was public there was a lot more attention on you, maybe not as good as it was before that. Because whether it was politicians or the press, they were looking at the stars of finance in a negative light. How did you respond to it?

Schwarzman: Well, that criticism was new and I couldn't understand why it was happening because all we were doing was the same thing that we did the day before. Why was there a different interpretation of that? I really struggled with it for about six months. And then I figured it out. This was something I had no experience with, and I don't think anybody of my generation did, because this was called populism. I realized it wasn't about me as a person. I became some kind of symbol of something. I said, how weird is this? I'm a person. And then you realize that there were forces in society that had changed, and then that really accelerated after the financial crisis, where indeed, people really were hurt with large-scale unemployment and loss of net worth. No optimism and lack of credit and housing collapses, down 40%. That's where most Americans had their wealth just obliterated.

The attitudes toward the business community ... not to me personally at that time, because they switched targets, so I got dropped off of the target list, and they moved on to someone else, the way it always works.

Lessons from the financial crisis

Feloni: Is there a lesson that you have taken as a leader from the financial crisis that is still relevant to you today?

Schwarzman: Oh, there are huge lessons everywhere. First, if you have a financial institution that's in trouble, don't wait to fix it. You've got to do it quickly. It's almost like retailing, where they say your first markdown's your cheapest. You've got to fix it. Time is your enemy. It is not your friend when you have a financial institution in trouble.

Another lesson: Always be conservative and think that the world actually can end, because every once in a while, it does. There are crises that happen periodically over the decades, and if you're mispositioned, if you've taken on too much risk, if you don't have adequate capital, if you don't make every decision as if the bad thing can happen the next day, if you don't think like that and you leave yourself exposed, there are many people who collapse. Blackstone grew six times in size after the financial crisis, where almost every financial institution was shrinking. So it's almost like defensive driving. Don't take that risk. Make sure you're looking in the mirror before you switch lanes. We were set up with that kind of mentality. Nobody sailed through the financial crisis, but relative to almost everyone, we did.

Read more: Blackstone CEO Stephen Schwarzman doesn't think a recession is coming — here's why he's optimistic even as economists worry

Why he didn't sign the CEO statement against shareholder primacy

Feloni: You were saying how one of the legacies of the financial crisis was a rise in populism across the country. I think another thing that I've been seeing is that people are starting to once again reconsider the role of a corporation in society. And in August, the Business Roundtable released a statement that said, essentially, we want to abandon shareholder primacy and use more of a stakeholder approach. You were one of a handful of CEOs who didn't sign it. Why not?

Schwarzman: Well, we looked at that. The way we read it may have been incorrect, is that everything was more or less equal, whether it was paying your employees, serving your community, dealing with suppliers, or dealing with the environment. And what was listed in last place was making a profit. We thought that these are all good objectives. We do all of these things; no one has to prod us. But if having a financial incentive, which is why people give us money to manage was one of five, and was listed last, this wasn't what we signed up for. And so, we didn't do it.

Not because we don't agree with the fundamentals underlying that. I mean, we hired 75,000, veterans. We do all kinds of things for the community. We have over 500,000 students we do entrepreneurial stuff with across the country. In every one of those verticals, we are extremely active and positive. But our general counsel said, if we set ourselves up with a confusing mandate where every one of these five things has equality, how do you manage business? How do you know where to go? We're doing all these things anyhow.

I felt bad that we were sort of leftovers in that, but I don't feel bad at all in terms of compliance with the spirit of that. What you'd find, which is quite interesting, the reason why all those people signed that wasn't to have an aspirational goal — they were all doing it anyhow.

Feloni: Do you think that the role of a corporation has changed in recent history?

Schwarzman: It's not recent. If you don't pay your employees well and you don't have continual education for them, they're not going to want to stay with you. They're not going to be better and better; they're not going to have job satisfaction. So in each one of these things over the last 10 to 15 years, there's been a real change in terms of focus. And every CEO that runs a big responsible company has these constituencies and has developed plans.

Playing the role of mediator in the US-China trade war

Feloni: This book has given you a chance to think about your legacy and impact. A fundamental aspect of that is the Schwarzman Scholars, which is like Rhodes Scholars, at Tsinghua University, in China. You have a great relationship with political and business leaders in China. You also have a great relationship with President Trump. The US and China now have a trade war and there's some antagonism there. How do you deal with that tension?

Schwarzman: Well, I try and be right in the middle of it.

Feloni: You do?

Schwarzman: I do, because I view it as an accident that I know all these people. I don't know them because there's a trade war; I know them because I've dealt with them all independently, in some cases for decades. And so when I see something that is going wrong, it fits the pattern you asked me about earlier. I like to get involved and try to fix things to the extent that I can, or make it clear to different parties what's really needed to resolve things, and what at least I think is fair. I try to help out both countries if I can.

Read more: Blackstone CEO Stephen Schwarzman reveals new details about his role as an intermediator between President Trump and Xi in the US-China trade war

I always let the US people know what I'm going to say or do before I do it, because I'm a US person and I believe in what we're doing. By the same token, I'm trusted by the Chinese because I understand how they think and you never make a deal by not understanding how the other side thinks. Because if you don't, you can't convince them to do something that you think is in their interest, too.

Feloni: On that note, in the acknowledgement section of your book — for a lot of books, it's a single page long. Yours is 14 pages long, and it's filled with heads of state, it's filled with politicians from all different political perspectives. Even in your relations with China and the US, do you see yourself at this point in your career as almost a sort of statesman?

Schwarzman: Geez, I don't know. I just see myself as me. I don't put a put a label on it. I'm lucky enough just by the nature of what I do: Blackstone and all the things we touch, and travel and managing money for people all over the world. I meet a lot of people who are in charge of things. And I'm always trying to help them in some way. They'll ask questions: "What's so and so like? What do you think I ought to do in this situation?" It's as if they asked you, you would tell them something that you had a firsthand knowledge about.

If any of that strays into areas where I have expertise and I know the person, and they're asking for some content in an objective way, I'm glad to do that. Because all I'm trying to do is be helpful to them and helpful to the situation. So, "statesman," go figure. It's just the same thing I've always done.

No plans on slowing down

Feloni: At this point in your life, how do you define success?

Schwarzman: I define success as being self-actualized. It's no different than shooting a basketball from 30 feet and having it go in and hearing that sound. It's the feeling of doing something that you love and having a sense of mastery of a situation and helping other people by doing that.

You said something about, now that you're sort of in effect of being toward the end of your career or something — I don't think that's the case. I may be delusional, but I don't think that way. I think I'm still 38! We've got tons of stuff ahead of us at Blackstone, as well as helping out on political things. My life's never been fuller, and it's so much fun. It's turned out differently than I thought. I thought you got older and you were old and you slowed down, and you were out of touch and you lost your feel. It's not the way it works!

Feloni: Thank you, Steve.

Schwarzman: Thanks. It's been fun.

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CNBC Exclusive: CNBC Transcript: Blackstone Chairman, CEO & Co-Founder Steve Schwarzman Speaks with CNBC’s Becky Quick on “Squawk Box”

WHEN: Today, Friday, August 4, 2023

WHERE: CNBC's "Squawk Box"

Following is the unofficial transcript of a CNBC EXCLUSIVE interview with Blackstone Chairman, CEO & Co-Founder Steve Schwarzman and CNBC's Becky Quick that aired on "Squawk Box" (M-F, 6AM- 9AM ET) today, Friday, August 4. Following are links to video on CNBC.com: https://www.cnbc.com/video/2023/08/04/blackstone-ceo-stephen-schwarzman-on-fitch-downgrade-the-numbers-justify-it-regrettably.html and https://www.cnbc.com/video/2023/08/04/blackstone-ceo-stephen-schwarzman-on-reaching-1-trillion-milestone-real-estate-u-s-economy.html .

The full interview will be available on " Squawk Pod " today.

All references must be sourced to CNBC.

BECKY QUICK: Private equity firm Blackstone crossed the $1 trillion mark in assets under management earlier this summer. That's a far cry from the $400,000, the firm's Chairman, the CEO and the co-founder Steve Schwarzman started with back in the 1980s. Taking a look at what else has been happening with this, I sat down with Schwarzman at a "Squawk Box" exclusive that covered a lot of ground. We went through artificial intelligence, we talked about politics, we talked about real estate. Also his and other Wall Street leaders thoughts on the Fitch downgraded the U.S. rating series. We started with the road to $1 trillion.

SCHWARZMAN: Well, it's a long journey. When we started in 1985, there weren't diversified private equity firms. Basically, there were just about seven or eight firms that just did leveraged buyouts. And when we started, we I was worried that if you just did one thing, because there are no patents in finance, we had a strategy of wanting to go into other areas as long as it was really exciting for the investors, people we could raise money from.

QUICK: So constant innovation basically changing.

SCHWARZMAN: We started to have an innovation machine. And I thought it was just necessary. And we were the only people who wanted to do that and so we got really lucky. We were good at figuring out what was next, you could sort of see it. We went into real estate in 1991, '92 at the bottom of a real estate collapse and now we've become the largest real estate investor in the world. We went into hedge funds in the late 80s and that proved to be a really good thing and the debt business in 1998 before almost everybody else was doing that. And we've just had one thing after another and each one I look at as an individual opportunity, no grand strategy of exactly where we go, but our job was to create new products and great returns with very minimum risk.

QUICK: Steve, you mentioned that you are the largest owner of real estate and there are people who look at that and say, oh no commercial real estate in particular is a real problem spot and that's been the area that even though a lot of issues in the financial markets have worked out, people look to that to say that's going to be the next big problem. What do you say when people say, what do you do with this? Are you in trouble?

SCHWARZMAN: Well, the answer is it's a great area, but not all parts of it are great. So the part that reflects what you were just asking about is in the office area. And today, 20% nationally of offices are empty because people haven't come back to work and at that level, office buildings are no longer really viable from an equity perspective. Now the new ones really are. People want to be in those but if it's 10 or 15 years old, then you have that problem. We have tons of office buildings at the financial crisis, 70% of what we owned. Today in the United States, we only own 2% of that problem area. The rest of what we own is where real estate is really terrific. Warehouses, for example, are about 40% of what we own. They're going up 12 to 14% a year in rents. Hard to imagine that that's a problem because it isn't. There are other areas in real estate like data centers, which are literally exploding with growth. Rents are going really high. So what we find in real estate, they're good neighborhoods, in effect, and some really not good ones and our portfolio is hugely biased to the good areas.

QUICK: When did you see the problems with commercial real estate with the office buildings and say we've got to get out of this?

SCHWARZMAN: It started in the late teens and we were finding that the cash flows coming off of those buildings weren't what they used to be, the cost of running them, capital expenditures, other things and we decided that we should really lighten up and we did. We had a huge switch of we switched out of shopping centers around 2015. And so part of the art of really being terrific in the real estate business is knowing which sub asset classes to be in. So resort hotels, which we also have a bunch of, you know, I don't know what they call it, is it revenge spending?

QUICK: Yes.

SCHWARZMAN: After the pandemic, we made a profit I think of over 10 times our money in Las Vegas with a wonderful hotel. And so if you're consistently in the right place at the right time, real estate, which is the second biggest asset class in the world is is really wonderful place to be.

QUICK: I remember what was it a year and a half ago I think, you started talking to your businesses about the potential for a downturn and making sure that all of your companies were really kind of getting their things in order and making sure that they were ready to go if the cycle turned down, if interest rates went higher. What are you telling those companies right now, what do you see?

SCHWARZMAN: Well, we were right on all that. You know, we had a banking crisis over the last few months and being conservative, and having good financing was the way to go. The world is changing somewhat now as you know. Instead of really going into recession, U.S. growth was 2.4% in the last quarter and it shocked almost everyone. And so the U.S. economy is more resilient. But what's really fascinating is how much inflation has gone down. And if you remember, my partner, Jon Gray goes on your show periodically. And we've been talking early that inflation was way more than the government was reporting. I think that was true. And then we started talking about the fact that inflation was going down much more than the government thought. And we're seeing it in our companies. And I guess there was just reported 3% inflation that in no way surprised us. And so, it looks like the Fed is actually doing a pretty remarkable job contrary to what people might have thought and if inflation continues to go down, that we have full employment, then we may be able to skirt a recession.

QUICK: Several big investors have looked at the downgrade that Fitch gave to the United States long term debt. Kind of a -- saying this is an odd time for it. Fitch did make some good points in why they were downgrading out of the things that have happened over the last two decades. What are your thoughts on the downgrade and what it means?

SCHWARZMAN: Well, nobody expected it. That's the first. Secondly, the numbers justified regrettably, you know, we've had an explosion of debt since the global financial crisis and we don't appear to have a lot of discipline going forward. We're running huge deficits now. So on the numbers, you can understand why they did it. On the other hand, as Jamie said, because Jamie's always opinionated I must say, you know, the U.S. is the U.S. We are the reserve currency. We do defend a large part of the world including people who have triple As and when there's a crisis in the world, they buy our securities. Now that doesn't last forever if you don't keep some discipline. And so in a way, it's a bit of a shot across the bow. On the other hand, people forget it's actually a split rating. Moody's and Standard Reports have historically have been two major agencies. One is AAA. One is AA+. I agree it's not going to make a huge difference in really any way for the debt markets. But it is a little shocking when somebody just wakes up and says, I'm not so enthusiastic about your system.

QUICK: You've been a big donor to politics over the years since we're talking Washington now why don't we jump into that. You had said after the 2022 midterm elections, that you thought it was time for new leadership. And I guess you're referring to President, former President Trump, President Biden, think they're getting a little bit older. Have you made any decisions about who you're backing for this next election?

SCHWARZMAN: Oh I'm sort of watching the thing with fascination. You know, as, as I said, I think it's time for a new generation of people to take that slot. It's not the easiest job in the world. We all watch this and the demands on people in that position are frankly unbelievable and I think you need a certain amount of resiliency and when you're approaching your 80s, I'm not sure that that's the exact kind of position to be in to have those demands made on you. In terms of myself, I'm just watching the whole thing because it's it's like a, it's like a really amazing thing. I mean, you have a, I guess it was somewhere around 60, 65% of Americans don't want the President to run and 55% or so that don't want the former president to run. Something's going to happen here. And unbelievably, if you look at where we were 2015 at this time for the national election, the number one person was Scott Walker. The number two was Jeb Bush talking on the Republican side. And then number three was Rudy Giuliani. And I think by the end of the second primary, they were all gone and so we're way ahead of a presidential election, year and a quarter and my observation in America is pretty volatile. And you never quite know exactly what's going to happen except there's always a lot of drama.

QUICK: A lot of drama for sure and I think we have more of that to come. Steve, back in February of 2019, I got to go with you to MIT where you made a huge donation for artificial intelligence and really beefing things up because you were concerned about what China was doing with artificial intelligence and the potential for the United States to fall behind. You wanted to make sure that we didn't do that. Where are we in this race right now? And what do you think of all the developments in AI this year?

SCHWARZMAN: Well, what I'd say to start is that the call on focusing on artificial intelligence, you know, starting myself in 2015 and doing that large MIT donation to start their new College of Computing and doing something allied to that with ethics in AI at Oxford turned out to be the right calls because that's what's on everybody's mind now. What I'd say with AI, this is one of the most exciting developments of a lifetime and AI isn't going to just be able to write poems for somebody's birthday, it's gonna be part of everyone's life. It's going to change the way organizations run. It's gonna result in an explosion of discoveries in medical science and drugs. It's going to change how education is done, it can be customized and basically be done around the world. It's going to change the profitability of certain companies. At Blackstone, you know, we're just totally focused on this. We have a data science department of 50 people. We have 250 portfolio companies, I just had a meeting with 100 largest and made it clear to everybody that, you know, this is a first mover advantage kind of technology where if we get there first with our companies then they'll be much better positioned than somebody who shows up five years later. And what's interesting to me now is the major companies in this field, Microsoft, Google, others are all not only cooperating with the U.S. government, they're pushing regulation because they really don't want bad things to happen with the rapid introduction of the technology. I think what's going to happen is you'll ultimately have some type of global regulation, something like a supranational institution that can audit what people are doing. Think about an analogy of whether it's the World Trade Organization or World Health Organization, but with more of a financial and auditing function to make sure that what people are developing really is safe.

QUICK: Will China try and flout the rules as they've done with the World Health Organization, the WTO to this point, or do you think they'll come into line too?

SCHWARZMAN: Well, it's hard to know one the West and China now have such a complex relationship, that it's difficult to predict. What I'd say is that the Chinese are very concerned about this type of technology because they don't have an open society the way we do. So they're already trying to control this and, you know, there may be an opportunity to have the world operate together on this because you don't want adverse things that could happen to happen. That that may be a bit of a Pollyanna view. But it's an important thing to get this right.

QUICK: You can check out the "Squawk Pod" for the full interview with Steve Schwarzman. That will be on your feed today.

Sunrise Yachts Sponsor 2011 Moscow International Boat Show (MIBS)

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Written by Mike Smith

Sunrise Yachts, a luxury yacht building company which is based in Turkey, has been made a main sponsor of next year’s 2011 Moscow International Boat Show (MIBS). The four-day Russian yacht show event is currently scheduled to run from April 14-17 at the Moscow’s Crocus exhibition centre.

moscow boat show

MIBS is organised by the ITE Group and it is one of Russia’s leading boat shows and is an internationally recognised superyacht event. The show covering everything from small parts and accessories to large superyacht with over 9,000 people and 178 exhibitors attended the last year show.

The Paolo Scanu-designed Sunrise 45 yacht is an ocean-going cruising yacht that was released in 2009 to much acclaim at this was the group’s first-ever model.

Sunrise Yachts was founded in 2007 by the German entrepreneur Herbert P Baum along with the French-British yacht builder Guillaume Roché. The luxury yacht group is based in Antalya, Turkey and utilises a 10,000sq m shipyard facility. Sunrise has two sheds measuring 100m (328ft) x 16m (53ft), as well as a 70m (230ft) x 16m (53ft) fully acclimatized paint shed that can accommodate new-build and refit projects up to 65m (213ft) in length and 1,200 tonnes displacement.

The sunrise 45m superyacht by Sunrise Yachts

Along each side of the yacht-building facility, space is available for long-term sub-contractors with the latest equipment and logistics capabilities, along with air-conditioned storage, ventilation and extraction plants. The shipyard is organized as an “assembler,” based loosely on the car industry’s model, with a small, yet powerful project management team charged with running all the in-house long-term sub-contractors.

Please contact CharterWorld - the luxury yacht charter specialist - for more on superyacht news item "Sunrise Yachts Sponsor 2011 Moscow International Boat Show (MIBS)".

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VIVA Yacht – Incredible $175 Million Superyacht

VIVA yacht is a masterpiece built by the renowned Feadship De Voogt Naval Architects , a Netherlands-based yacht designer, in their Kaag shipyard.

She was built in 2021 and is considered one of the largest motor yachts in the world that can accommodate up to 14 guests in luxurious comfort and 18 crew for excellent service.

This majestic 308-foot superyacht is considered to be the first in a line of future luxury yachts that also focus on significantly reducing its carbon footprint by running on diesel-electric power.

According to the AIS data , she is currently sailing under the flag of the Cayman Islands.

VIVA yacht interior

The VIVA yacht is a luxury yacht with an emphasis on environmentalism. Her design was penned by Peter Marino featuring “great edifices” of glass, including floor-to-ceiling windows that allow for natural light and ventilation throughout the interior spaces.

Marino’s theme for this superyacht is an open beach house style with a touch of minimalism clearly shown in the design’s abundance of clean lines.

She boasts of a movie theatre, beauty salon, underwater lights, elevator, beach club, gym, and air conditioning for the guests’ enjoyment.

She features an exterior design by Azure Yacht Design & Naval Architecture with an aluminum superstructure and teak decks for a classic look.

The superyacht’s exterior is created with a modern, minimalistic design in a special pearl-white livery.

The clean lines and abundance of glass draw attention from all who see it as she sails across blue waters.

Her hull is built to be as efficient as possible, reducing the engine power required to sail through the waters.

Additionally, she features the largest tender and the longest hull doors ever seen on a Feadship.

VIVA Yacht specifications

The VIVA yacht is a stunning 94-meter-long luxury yacht with an incredible 13.6m beam and a volume of 2999 gross tonnage, making it one of the largest yachts in its class.

Her water tanks can store around 71,000 liters of fresh water that the guests can use.

The yacht is powered by twin MTU engines with a maximum speed of 20 knots, a cruising speed of 12 knots, and a range that extends over 5k nautical miles. She is also equipped with at-anchor stabilizers to provide exceptional comfort levels.

She is hailed as the most environmentally-friendly luxury vessel of its kind because of her eco-friendly waste treatment plant and heat recovery systems on board.

She has been installed with an exceptionally advanced hybrid propulsion system to keep the environmental impact at around the same levels as his previous Feadship, despite that being 32 meters shorter in length.

VIVA yacht price

Her price is $175 million and her annual running cost is at around US$ 17.5 million yearly. She is currently not believed to be for sale nor available for private charter.

As a private yacht, little is known about her owner who is a billionaire and features his initials on the helicopter register N702FF.

VIVA yacht summary

VIVA yacht is a remarkable masterpiece built by Feadship De Voogt Naval Architects, showcasing luxury and environmental consciousness.

With its sleek design and innovative diesel-electric power system, it stands as one of the largest and most eco-friendly motor yachts in the world.

The interior, designed by Peter Marino, exudes a minimalist beach house style, offering a bright and inviting atmosphere for guests.

On the exterior, VIVA’s modern and minimalistic design, along with its efficient hull, captures attention as it sails across the waters.

With a price tag of $175 million, VIVA sets new standards for luxury and sustainability in the yachting industry, reflecting the owner’s commitment to excellence and environmental responsibility.

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VIVA yacht NOT for charter*

94m / 308'5 | feadship | 2021.

Owner & Guests

Previous Yacht

Special Features:

Elevator for convenient access
Multi-award winning
Comfortable Movie Theatre
Inviting pool
Lloyds Register ✠ 100A1 SSC Yacht, Mono, G6 ✠ LMC, UMS classification

The multi-award winning 94m/308'5" motor yacht 'Viva' was built by Feadship in the Netherlands at their Kaag shipyard. Her interior is styled by design house Peter Marino and she was delivered to her owner in June 2021. This luxury vessel's exterior design is the work of Azure Yacht Design.

Guest Accommodation

Viva has been designed to comfortably accommodate up to 16 guests in 8 suites. She is also capable of carrying up to 38 crew onboard to ensure a relaxed luxury yacht experience.

Onboard Comfort & Entertainment

Her features include a movie theatre, beauty salon, elevator, underwater lights, beach club, gym and air conditioning.

Range & Performance

Viva is built with a steel hull and aluminium superstructure, with teak decks. Powered by twin diesel-electric MTU (16V 4000 M73L) 16-cylinder 3,916hp engines running at 2050rpm, she comfortably cruises at 12 knots, reaches a maximum speed of 20 knots. Viva features at-anchor stabilizers providing exceptional comfort levels. Her water tanks store around 71,000 Litres of fresh water. She was built to Lloyds Register ✠ 100A1 SSC Yacht, Mono, G6 ✠ LMC, UMS classification society rules.

*Charter Viva Motor Yacht

Motor yacht Viva is currently not believed to be available for private Charter. To view similar yachts for charter , or contact your Yacht Charter Broker for information about renting a luxury charter yacht.

Viva Yacht Owner, Captain or marketing company

'Yacht Charter Fleet' is a free information service, if your yacht is available for charter please contact us with details and photos and we will update our records.

Viva Photos

Viva Awards & Nominations

The World Superyacht Awards 2022 Best Displacement Motor Yacht of 2,000GT and above Winner
The World Superyacht Awards 2022 Motor Yacht of the Year Winner
Boat International Design & Innovation Awards 2022 Outstanding Exterior Motor Yacht Design - 60m and above Winner

NOTE to U.S. Customs & Border Protection

Specification

M/Y Viva

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Specifications

Yacht Type: Motor Yacht
Yacht Subtype: Displacement
Builder: Feadship
Naval Architect: Feadship De Voogt Naval Architects
Exterior Designer: Azure Yacht Design and Naval Architecture , Studio De Voogt
Interior Designer: Peter Marino

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M/Y VIVA 94m Super Yacht by Feadship

€200,000,000
Property ID

✨ Viva: A Maritime Symphony of Opulence 🚢🌟

Embark on a voyage of luxury aboard the magnificent superyacht Viva, a true masterpiece born from the skilled hands of Feadship in 2021. Let’s delve deeper into the opulent world that this 94m nautical wonder, owned by the illustrious billionaire Frank Fertitta, unfolds.

🌐 Design & Craftsmanship:

Crafted by Feadship, a Dutch yacht-building legend 🇳🇱
Azure Yacht Design & Naval Architecture’s exterior allure 🎨
Interior elegance curated by Peter Marino 🛋️

🚀 Technical Marvels:

Powered by cutting-edge MTU engines 🚤
Maximum speed of 20 knots for swift journeys 🌊
Impressive range of over 5,000 nautical miles ⚓

🛏️ Luxurious Living:

Accommodates up to 14 guests in lavish quarters 🛏️
A dedicated crew of 18 ensures seamless service 💼

👨‍💼 Ownership & Legacy:

Proudly owned by Frank Fertitta, the visionary billionaire 💰
Personalized touch with helicopter N702FF, a nod to Fertitta’s initials 🚁

🔱 Feadship Excellence:

Founded in 1949, Feadship is synonymous with Dutch yachting excellence 🌐
Custom-built luxury ranging from 40m to over 100m 🏆

🌍 Current Status & Locations:

Track Viva’s real-time location as it graces different waters 📍
Currently anchored in Turkish waters, showcasing the yacht’s global exploration 🌍

🔒 Security & Privacy:

Ensured by advanced technology, making Viva a secure haven ⚔️
Reflects Fertitta’s commitment to privacy in every ocean crossing 🌊

🔥 Financial Prowess:

Viva’s cost price: $175 million, reflecting Frank Fertitta’s dedication to yachting excellence 💸
Annual running costs approximately $18 million, ensuring top-notch maintenance 🛠️
Frank Fertitta boasts a substantial net worth of $2.8 billion, accumulated through successful business endeavors.

2. Residence:

His primary residence is in Las Vegas, a city synonymous with entertainment, luxury, and high-stakes ventures.

3. Private Jet:

Frank Fertitta owns a Bombardier Global 7500 private jet with the registration N762F. The Bombardier Global 7500 is known for its long range and luxurious amenities.

4. Superyacht VIVA 94m:

The crown jewel of Fertitta’s maritime pursuits is the superyacht Viva, a 94-meter vessel crafted by Feadship in 2021. Viva represents the epitome of luxury and sophistication on the high seas.

5. Source of Wealth:

Fertitta’s wealth is derived from various sources, including his involvement in the UFC (Ultimate Fighting Championship) and Station Casinos.

6. UFC (Ultimate Fighting Championship):

Fertitta is a key figure in the world of mixed martial arts, having been involved in the UFC. The UFC is a premier organization in the sport, contributing significantly to Fertitta’s wealth.

7. Station Casinos:

Fertitta has interests in Station Casinos, a chain of hotel and casinos in the Las Vegas area. His involvement in the gaming and hospitality industry has been a lucrative venture.

🛳️ Feadship Legacy:

Feadship’s portfolio includes iconic yachts like Anna, SYMPHONY, and Faith 🏆
Continues to be the choice of discerning yacht owners worldwide 🌎

⚓ Unveiling Nautical Luxury: #VivaYacht #LuxuryLifestyle #YachtingElegance #FeadshipExcellence 🌊✨

Embark on a visual journey by swiping through breathtaking images of Viva’s interiors, exteriors, and mesmerizing ocean views. Each photo captures the essence of Viva’s opulence, making it a timeless addition to the world of luxury yachting. 📸✨

M/Y VIVA at the Monaco Yacht Show 2021

2021 The latest yacht to be completed by Feadship, Viva is a state-of-the-art hybrid superyacht that is capable of cruising up to 12 knots under green power. Viva’s hull sides have been finished in a special pearl-white finish for a glistening effect in the sunlight.

Superyacht Viva: A Marvel of Elegance and Efficiency

1. Anchored Elegance:

Witness the breathtaking presence of the 94-meter superyacht Viva as she gracefully anchors off the Lerins Islands in the South of France. Her majestic silhouette reflects the epitome of maritime luxury.

2. Feadship Craftsmanship:

Crafted with precision and artistry, Viva was built and launched in February 2021 at the esteemed Dutch shipyard Feadship in Kaag, the Netherlands. Feadship’s legacy of excellence is evident in every detail of this extraordinary vessel.

3. Project 817 Unveiled:

Formerly known as Project 817, Viva emerges as one of the largest superyachts to be launched by Feadship. This nautical masterpiece is the collaborative design work of Azure Yacht Design and Feadship’s Studio De Voogt.

4. Peter Marino’s Interior Brilliance:

The interior of Viva is a testament to the brilliance of Peter Marino’s design studio. Described as a beach house by the builder, the yacht’s interior resonates with the owner’s ‘less is more’ philosophy, showcasing clean lines and uncluttered elegance.

5. Natural Light Abundance:

A standout feature of Viva is the curved floor-to-ceiling windows adorning both upper decks. These architectural marvels flood the interior with an abundance of natural light, creating a serene and inviting atmosphere.

6. Hybrid Propulsion Excellence:

Viva is equipped with a state-of-the-art hybrid propulsion system, exemplifying efficiency and environmental consciousness. The yacht can cruise on diesel-electric power at a comfortable 12 knots, reaching an impressive 20 knots under diesel propulsion.

7. Owner’s Vision:

The owner’s vision permeates every aspect of Viva’s design, emphasizing a harmonious blend of elegance, functionality, and efficiency. The ‘less is more’ philosophy extends beyond aesthetics to the vessel’s operational efficiency.

As Viva graces the waters with her presence, she stands as a symbol of maritime excellence, where craftsmanship, design, and technological innovation converge to create an unparalleled yachting experience. From the Lerins Islands to the open seas, Viva invites admiration for her timeless beauty and forward-thinking design. #SuperyachtViva #FeadshipExcellence #YachtingElegance #AzureYachtDesign #PeterMarinoDesign #HybridPropulsion #LuxuryAtSea #NauticalInnovation #FeadshipCraftsmanship

VIVA Superyacht departing the port of Gibraltar 31/1/2022

IMO: 9798246 Name: VIVA Vessel Type – Generic: Pleasure Craft Vessel Type – Detailed: Houseboat Status: Active MMSI: 319179500 Call Sign: ZGKK9 Flag: Cayman Is [KY] Gross Tonnage: 2999 Summer DWT: 401 t Length Overall x Breadth Extreme: 94 x 14 m Year Built: 2021

Property ID: 129516
Price: €200,000,000
Property Type: FEADSHIP
Property Status: Monaco Yacht Show, New Costruction, Sold
Yacht Name: VIVA
Ship Yard: Feadship
Yacht Designer: Azure Yacht Design
Naval Design: Exterior
IMO: 9798246
MSSI: 319179500

Project NB 1010 119m Super Yacht by Feadship

€300,000,000

M/Y OBSIDIAN 84m Super Yacht by Feadship

M/Y SAMADHI 50m Super Yacht by Feadship

€45,000,000

M/Y FAITH 97m Super yacht by Feadship

€250,000,000

M/Y ANNA 110m Private Super Yacht by Feadship

€230,000,000

M/Y MOONRISE 99.95m Super yacht by Feadship

€175,000,000

PROJECT 1013 101m Super Yacht by Feadship

M/Y PI ex SYZYGY 818 a 77.25m Super Yacht by Feadship

€130,000,000

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VIVA: The $250 Million Superyacht Of UFC Owner Frank Fertitta III

From his current position as CEO of Station Casinos to how he – alongside brother Lorenzo and childhood friend Dana White – transformed the UFC into a multi-billion-dollar promotion , there’s virtually endless information about how Frank Fertitta III made his fortune. How he chooses to spend said fortune, however, is a little more mysterious (at least for the fun stuff). One such indulgence we know the elder Fertitta brother has treated himself to is the ultra-luxurious Feadship-built superyacht known as Viva, which comes with an eye-watering price tag of US$175 million / AU$252 million.

Conceptualised by Azure Yacht Design & Naval Architecture in collaboration with De Voogt Naval Architects, while also showcasing interiors accomplished by Peter Marino, Viva was only completed in the Netherlands last year and delivered shortly thereafter.

RELATED: Inside Lawrence Stroll’s $282 Million Superyacht ‘Faith’

Back to the matter of Viva, it boasts an overall length of 308 feet / 94 metres with a 13.6-metre beam and gross tonnage of 2,999 – making it the 85th largest superyacht in the entire world; seventh largest ever constructed by Feadship – and can comfortably accommodate 14 guests across seven cabins alongside a capable crew of 18.

Viva has been called the “most environmentally-friendly luxury vessel of its kind” due to it featuring a hybrid propulsion system that allows the boat to cruise using diesel-electric power, as well as a waste treatment plant and heat recovering systems.

RELATED: Inside Aussie Rich Lister Ian Malouf’s Stunning €35 Million Superyacht Rebuild

Formal dining area
Beauty salon
Helipad w/ helicopter registered as N702FF (believed to have been chosen for Frank’s initials)

Viva has a steel hull and aluminium superstructure.

The annual running cost of this enviable billionaire’s toy? Over US$17.5 million / AU$25 million.

Viva was last sighted en route to Martha’s Vineyard by way of Nantucket — but you can check it out for yourself via the Superyacht Times’ video below.

NOTE : As interior photos have yet to be released, the shots embedded are just samples.

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$175 million superyacht viva moored off nantucket.

Jason Graziadei • Jul 06, 2022

If you’ve arrived or departed from the island by boat over the past few days, you couldn’t have missed the gargantuan visitor lurking just offshore.

The $175 million Viva, which was built by Feadship in the Netherlands and completed just last year, features its own helicopter which has been spotted circling around the island this week. It is the 85th largest superyacht in the world, and is believed to be owned by billionaire Frank Fertitta III , the CEO of Station Casinos in Las Vegas and founder of Zuffa LLC, the parent company of the Ultimate Fighting Championship (UFC).

The yacht’s helicopter sports the tail number N702FF, which was believed to have been chosen for Fertitta’s initials.

"That's definitely one of the biggest vessels I've seen around Nantucket in my 20 years here," Harbormaster Sheila Lucey said on Wednesday.

The yacht has been called the “most environmental-friendly luxury vessel of its kind” as it features a hybrid propulsion system that allows the boat to travel at 12 knots under diesel-electric power, as well as a waste treatment plant and heat recovering systems on board. Its annual running costs are reported to be in excess of $17.5 million .

Viva has a steel hull and an aluminum superstructure. Among its many amenities are a cinema, a beauty salon, a gym, and, of course, a helipad on the upper deck.

Following its construction in the Dutch shipyard, the massive yacht had to squeeze through narrow canals to make it out to sea, as documented in these photos shared by CNN last year.

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DMITRY KORCHAK Playlist 57 great video clips

FULL DMITRY KORCHAK Playlist 57 great video clips

Information on the Performance

Work Title: DMITRY KORCHAK Playlist
Composer: various
Libretto: various Libretto Text, Libretto Index
Venue & Opera Company: various
Recorded: various
Type: Staged Opera Live
Singers: Dmitry Korchak
Conductor: various
Orchestra: various
Stage Director:
Costume Designer:

Information about the Recording

Published by: OoV
Date Published: 2023
Format: Streaming
Quality Video: 3 Audio: 3
Subtitles: nosubs
Video Recording from: YouTube FULL VIDEO

ADDITIONAL INFORMATION ON THIS PERFORMANCE

Dmitry Korchak (born February 19, 1979 in Elektrostal/Moscow Oblast) is a Russian tenor and conductor.

Korchak received his musical education at the Moscow Choral Academy. In 2004 he won prizes at the “Francisco Viñas” International Singing Competition in Barcelona and at the Plácido Domingo Operalia International Competition in Los Angeles.

As a singer he has appeared at La Scala in Milan, the Vienna State Opera, the Berlin State Opera Unter den Linden, the Paris Opera Bastille, London’s Covent Garden and New York’s Carnegie Hall. He has collaborated with artists such as Daniel Barenboim, Riccardo Chailly, Plácido Domingo, Lorin Maazel, Zubin Mehta and Kent Nagano.

From 2017 to 2020, Dmitry Korchak was Principal Guest Conductor at the Novosibirsk Academic Opera and Ballet Theater, where he directed his own festival, and Guest Conductor at the Mikhailovsky Theater in Saint Petersburg.

Korchak has made several guest appearances at the Kissinger Sommer, the Salzburg Festival and the Rossini Festival in Pesaro, where he also worked as a conductor. Korchak also worked with the Bavarian Radio Orchestra and the Chicago Symphony Orchestra, among others.

Comment ( 1 )

Thank you for this, he’s brilliant!

Why were so many metro stations in Moscow renamed?

Okhotny Ryad station in Soviet times and today.

The Moscow metro system has 275 stations, and 28 of them have been renamed at some point or other—and several times in some cases. Most of these are the oldest stations, which opened in 1935.

The politics of place names

The first station to change its name was Ulitsa Kominterna (Comintern Street). The Comintern was an international communist organization that ceased to exist in 1943, and after the war Moscow authorities decided to call the street named after it something else. In 1946, the station was renamed Kalininskaya. Then for several days in 1990, the station was called Vozdvizhenka, before eventually settling on Aleksandrovsky Sad, which is what it is called today.

The banner on the entraince reads: "Kalininskaya station." Now it's Alexandrovsky Sad.

Until 1957, Kropotkinskaya station was called Dvorets Sovetov ( Palace of Soviets ). There were plans to build a monumental Stalinist high-rise on the site of the nearby Cathedral of Christ the Saviour , which had been demolished. However, the project never got off the ground, and after Stalin's death the station was named after Kropotkinskaya Street, which passes above it.

Dvorets Sovetov station, 1935. Letters on the entrance: "Metro after Kaganovich."

Of course, politics was the main reason for changing station names. Initially, the Moscow Metro itself was named after Lazar Kaganovich, Joseph Stalin’s right-hand man. Kaganovich supervised the construction of the first metro line and was in charge of drawing up a master plan for reconstructing Moscow as the "capital of the proletariat."

In 1955, under Nikita Khrushchev's rule and during the denunciation of Stalin's personality cult, the Moscow Metro was named in honor of Vladimir Lenin.

Kropotkinskaya station, our days. Letters on the entrance: "Metropolitan after Lenin."

New Metro stations that have been opened since the collapse of the Soviet Union simply say "Moscow Metro," although the metro's affiliation with Vladimir Lenin has never officially been dropped.

Zyablikovo station. On the entrance, there are no more signs that the metro is named after Lenin.

Stations that bore the names of Stalin's associates were also renamed under Khrushchev. Additionally, some stations were named after a neighborhood or street and if these underwent name changes, the stations themselves had to be renamed as well.

Until 1961 the Moscow Metro had a Stalinskaya station that was adorned by a five-meter statue of the supreme leader. It is now called Semyonovskaya station.

Left: Stalinskaya station. Right: Now it's Semyonovskaya.

The biggest wholesale renaming of stations took place in 1990, when Moscow’s government decided to get rid of Soviet names. Overnight, 11 metro stations named after revolutionaries were given new names. Shcherbakovskaya became Alekseyevskaya, Gorkovskaya became Tverskaya, Ploshchad Nogina became Kitay-Gorod and Kirovskaya turned into Chistye Prudy. This seriously confused passengers, to put it mildly, and some older Muscovites still call Lubyanka station Dzerzhinskaya for old times' sake.

At the same time, certain stations have held onto their Soviet names. Marksistskaya and Kropotkinskaya, for instance, although there were plans to rename them too at one point.

"I still sometimes mix up Teatralnaya and Tverskaya stations,” one Moscow resident recalls .

“Both have been renamed and both start with a ‘T.’ Vykhino still grates on the ear and, when in 1991 on the last day of my final year at school, we went to Kitay-Gorod to go on the river cruise boats, my classmates couldn’t believe that a station with that name existed."

The city government submitted a station name change for public discussion for the first time in 2015. The station in question was Voykovskaya, whose name derives from the revolutionary figure Pyotr Voykov. In the end, city residents voted against the name change, evidently not out of any affection for Voykov personally, but mainly because that was the name they were used to.

What stations changed their name most frequently?

Some stations have changed names three times. Apart from the above-mentioned Aleksandrovsky Sad (Ulitsa Kominterna->Kalininskaya->Vozdvizhenka->Aleksandrovsky Sad), a similar fate befell Partizanskaya station in the east of Moscow. Opened in 1944, it initially bore the ridiculously long name Izmaylovsky PKiO im. Stalina (Izmaylovsky Park of Culture and Rest Named After Stalin). In 1947, the station was renamed and simplified for convenience to Izmaylovskaya. Then in 1963 it was renamed yet again—this time to Izmaylovsky Park, having "donated" its previous name to the next station on the line. And in 2005 it was rechristened Partizanskaya to mark the 60th anniversary of victory in World War II.

Partizanskaya metro station, nowadays.

Another interesting story involves Alekseyevskaya metro station. This name was originally proposed for the station, which opened in 1958, since a village with this name had been located here. It was then decided to call the station Shcherbakovskaya in honor of Aleksandr Shcherbakov, a politician who had been an associate of Stalin. Nikita Khrushchev had strained relations with Shcherbakov, however, and when he got word of it literally a few days before the station opening the builders had to hastily change all the signs. It ended up with the concise and politically correct name of Mir (Peace).

The name Shcherbakovskaya was restored in 1966 after Khrushchev's fall from power. It then became Alekseyevskaya in 1990.

Alekseyevskaya metro station.

But the station that holds the record for the most name changes is Okhotny Ryad, which opened in 1935 on the site of a cluster of market shops. When the metro system was renamed in honor of Lenin in 1955, this station was renamed after Kaganovich by way of compensation. The name lasted just two years though because in 1957 Kaganovich fell out of favor with Khrushchev, and the previous name was returned. But in 1961 it was rechristened yet again, this time in honor of Prospekt Marksa, which had just been built nearby.

Okhotny Ryad station in 1954 and Prospekt Marksa in 1986.

In 1990, two historical street names—Teatralny Proyezd and Mokhovaya Street—were revived to replace Prospekt Marksa, and the station once again became Okhotny Ryad.

Okhotny Ryad in 2020.

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Viva boasts impressive specifications that make her a true marvel on the high seas. Powered by top-of-the-line MTU engines, this superyacht achieves a maximum speed of 20 knots and cruises comfortably at 12 knots. With a remarkable range of over 5,000 nautical miles, Viva is designed for long-distance voyages and endless exploration.

Viva is a motor yacht with an overall length of m. The yacht's builder is Feadship from The Netherlands, who launched Viva in 2021. The superyacht has a beam of m and a volume of . GT.. Viva features exterior design by Azure Yacht Design & Naval Architecture and interior design by Peter Marino. Viva has a steel hull and an aluminium superstructure. She is powered by 2 MTU engines, which give ...

VIVA yacht interior. The VIVA yacht is a luxury yacht with an emphasis on environmentalism. Her design was penned by Peter Marino featuring "great edifices" of glass, including floor-to-ceiling windows that allow for natural light and ventilation throughout the interior spaces.. Marino's theme for this superyacht is an open beach house style with a touch of minimalism clearly shown in ...

Special Features: The multi-award winning 94m/308'5" motor yacht 'Viva' was built by Feadship in the Netherlands at their Kaag shipyard. Her interior is styled by design house Peter Marino and she was delivered to her owner in June 2021. This luxury vessel's exterior design is the work of Azure Yacht Design.

Viva is a custom motor yacht launched in 2021 by Feadship, in the Netherlands. Based in the Netherlands and with roots dating back to 1849, Feadship is recognised as the world leader in the field of pure custom superyachts. Viva measures 94.0 metres in length and has a beam of 14 feet. Her exterior design is by Azure Naval Architects.

The 94 metre Feadship superyacht Viva, previously known as Project 817, has been delivered and is now en route to Gibraltar. It comes after the yacht completed sea trials after hitting the water for the first time in February. Viva features exterior design penned by Azure Yacht Design and Studio De Voogt and an interior by Peter Marino ...

"Viva" is a motor yacht with a length of 308-Feet ⚡️ The yacht's builder is Feadship from Netherlands who delivered her Viva in 2021 🌊 Her exterior design ...

Westport • $10,250,000 • 34.14 m • 8 guests. WIDER 210. Wider • €62,400,000 • 64.01 m • 14 guests. VIVA is a 94m superyacht built by Feadship in Netherlands and delivered in 2021. Explore her photos and specifications here.

The latest yacht to be completed by Feadship, Viva is a state-of-the-art hybrid superyacht that is capable of cruising up to 12 knots under green power. Viva...

No doubt VIVA's standout feature is her advanced hybrid propulsion system, allowing the yacht to travel at 12 knots comfortably on diesel-electric power. A large battery bank ensures optimum generator loading and a smooth power grid. All-diesel mode allows the 94m to reach a top speed of 20 knots.

Interviews. Feadship's 94-metre Viva has now been spotted returning to her builder in the Netherlands for the first time since her delivery in 2021. Viva, previously known as Project 817, was penned by Azure Yacht Design & Naval Architecture and De Voogt Naval Architects, who is also responsible for her naval architecture.

2021 The latest yacht to be completed by Feadship, Viva is a state-of-the-art hybrid superyacht that is capable of cruising up to 12 knots under green power. Viva's hull sides have been finished in a special pearl-white finish for a glistening effect in the sunlight. Superyacht Viva: A Marvel of Elegance and Efficiency. 1. Anchored Elegance:

SuperYacht VIVAViva, hailed as the most environmental-friendly luxury vessel of its kind and was delivered in June 2021.This 94 meter SuperYacht was built by...

RELATED: Inside Lawrence Stroll's $282 Million Superyacht 'Faith'. Back to the matter of Viva, it boasts an overall length of 308 feet / 94 metres with a 13.6-metre beam and gross tonnage of 2,999 - making it the 85th largest superyacht in the entire world; seventh largest ever constructed by Feadship - and can comfortably accommodate ...

The 308-foot superyacht Viva was moored off Nantucket earlier this week, just outside the jetties, as the massive vessel was too large to navigate into the harbor. It departed for Martha's Vineyard Wednesday night. The $175 million Viva, which was built by Feadship in the Netherlands and completed just last year, features its own helicopter ...

Find anything, super fast. Fastfind $ € m ft Open search. For sale Yacht Search ... Viva Type. Motor Model. Custom Sub Type - Year. 2021 Flag - MCA - Class ... Yacht Builder Feadship View profile . Naval Architect

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