The New York City Clerk's Office releases a report every year on March 1 that provides a wealth of data about the city's lobbying industry, including a ranking of its top lobbyists by compensation, the largest firms by number of employees, the clients who spent the most on lobbying, and analyses of political consulting and fundraising reports.

In our inaugural lobbying supplement, City & State highlights the top lobbying firms in 2013 by overall dollar compensation, and asks the principals at each firm to explain their strengths, their firm's highlights from 2013 and the most significant changes in New York City's lobbying industry in recent years.

#1 - KASIRER CONSULTING

FOUNDED: 1996 - TOTAL COMPENSATION IN 2013: $6,618,302.00 - 2012 RANK BY COMPENSATION: #1 

KEY PLAYERS: 

Every member of the Kasirer Consulting team plays a vital role in delivering success for our clients. Our team includes Suri Kasirer, Julie Greenberg, Omar Alvarellos, Peter Krokondelas, Cynthia Dames, Shane Myers, Robert Sanna, Tracy Fletcher and Tyesa Galloway 

WHAT ARE YOUR BIGGEST STRENGTHS AS A FIRM? 

We consistently get positive results for our clients. That about sums it up. Our record of success on behalf of our diverse clientele is unmatched. Our focus is always on those we represent and the end result. Our clients do not just want our advice, counsel and reasoned judgment; they want results, and we know how to achieve them. That’s why we rank at or near the very top in our profession. We deliver our services with a combination of hard work, integrity, professionalism, a deep knowledge of how government functions, a reservoir of contacts across the city and, very importantly, our superb relationship with elected and senior government officials as well as business, community and civic leaders. Our team has real experience working inside government at the highest levels and also in the political world, so we understand how things work and are uniquely positioned to achieve our clients’ objectives. 

WHAT WAS THE HIGHLIGHT OF 2013 FOR YOUR FIRM? 

Four very significant and complex projects stand out. Over the past year, we have assisted Cornell University in securing the final approvals from the city and state to begin construction of its new $2 billion tech campus on Roosevelt Island. We have also assisted Delta Airlines in moving forward with its $1.4 billion renovation of a new terminal at JFK Airport. We also successfully handled the ULURP process for the Greenpoint Landing redevelopment project on the north Brooklyn waterfront. This important rezoning was achieved by working collaboratively with local residents, the City Council and other important stakeholders in the community. Kasirer Consulting also successfully guided the Howard Hughes Corporation through a Landmarks Preservation Commission approval process and ULURP for the transformation of Pier 17. 

WHAT HAS BEEN THE BIGGEST CHANGE IN THE LOBBYING INDUSTRY IN NEW YORK CITY OVER THE PAST FIVE YEARS? 

The lobbying industry in New York City has become increasingly professionalized over the last several years. We are proud to hold ourselves to the highest standards. New Yorkers have also increasingly demanded broader and meaningful stakeholder participation when key decisions are made that affect the public good. This is a healthy expectation overall, but one that requires skilled professionals to make certain that everyone’s views are taken into account and that consensus is developed in order to move a project forward. Having an effective government and community relations strategy is now viewed as an essential part of any successful project that requires government approval or oversight. Community bloggers have also become more active across the city in recent years. This increased activity on the part of bloggers, many of whom are also community activists, has resulted in greater public scrutiny for all projects, both large and small. This is a trend that we expect will continue. 

#2 - CAPALINO + COMPANY

FOUNDED: 1983 - TOTAL COMPENSATION IN 2013: $4,670,526.50 - 2012 RANK BY COMPENSATION: #2 

KEY PLAYERS: 

James Capalino, Chief Executive Officer; Travis Terry, Chief Operating Officer; Mark Thompson, Senior Vice President; George Fontas, Senior Vice President; Brooke Schafran, Senior Vice President; Tom Gray, Vice President; Ben Kleinbaum, Associate Vice President 

WHAT ARE YOUR BIGGEST STRENGTHS AS A FIRM? 

Our biggest strength is our people. For each engagement, the Capalino+Company team brings a myriad of experiences and perspectives to the table that, when combined, allow our clients to achieve long-term institutional success. We also judge our services on one simple fact: results. Those results, in our opinion, immediately achieve our clients’ goals, maintaining and enhancing their image and brand so they can enjoy long-term success in the City of New York. 

WHAT WAS THE HIGHLIGHT OF 2013 FOR YOUR FIRM? 

2013 was a year of great success for us, so it is hard to pick just one highlight. If we had to point to one, however, it would be the land use approval of the Kingsbridge National Ice Center at the Kingsbridge Armory in the Bronx, soon to be the world’s largest ice sports recreation facility. Working collaboratively with a great client, an impressive group of local elected officials, community and civic leaders, and a dedicated administration, we helped create a project that will have a profound impact on the city, the Bronx and the local community. 

WHAT HAS BEEN THE BIGGEST CHANGE IN THE LOBBYING INDUSTRY IN NEW YORK CITY OVER THE PAST FIVE YEARS? 

It’s really the expectations of the clients. We take each engagement seriously and carefully examine not only the way to achieve our clients’ goals but also how their project, product or service will impact the city. Clients—rightfully—expect a lot out of their consultants, as well as an honest and fair commitment to helping them. In many ways, lobbyists are also important strategic advisors to their clients, since our work requires a complex interaction with government that needs to be approached ethically and thoughtfully.

 #3 - BOLTON ST. JOHNS

FOUNDED: 1992 - TOTAL COMPENSATION IN 2013: $2,834,637.60 - 2012 RANK BY COMPENSATION: #4 

KEY PLAYERS: 

The firm’s six partners include Emily Giske and Michel Keogh, who are based out of New York City, and Giorgio DeRosa, Bill McCarthy, Tom Connolly and Ed Draves, who are based out of Albany. Additionally, our Buffalo and Western New York office is led by Jack O’Donnell. 

WHAT ARE YOUR BIGGEST STRENGTHS AS A FIRM? 

One of our top strengths is the wide diversity of experience and backgrounds of our lobbyists, who come from careers in government, labor, nonprofits and campaigns. These backgrounds reflect the range in relationships that we hold with electeds and officials, as well as community, civic and labor leaders throughout the five boroughs. Our firm has extensive experience and expertise in the legislative process, including drafting and helping shape legislation. We provide expertise regarding the city’s annual budget process, having worked every year with both the mayor’s office and the City Council on capital and discretionary budget issues. We have represented clients with regulatory issues before city agencies, such as the Board of Health and Department of Consumer Affairs. Bolton-St. Johns also has a unique specialty in covering transportation, taxi and livery industry-related issues. We have years of experience representing numerous stakeholders in these industries, especially before the NYC Taxi & Limousine Commission. Finally, we provide comprehensive strategy and research services for our clients. We provide insight for understanding how and why electeds and officials position themselves on issues, and analysis of the political nuances that affect business and industry across the city. 

WHAT WAS THE HIGHLIGHT OF 2013 FOR YOUR FIRM? 

Bolton-St. Johns works with approximately 100 clients at any given time on a wide range of issues. We work year-round on behalf of our clients— some are concerned with short-term issues and goals, while some of them are long-term clients with multiyear strategies and projects. 2013 marked a real emergence of new start-ups and technology companies in New York City. Never before have there been so many new technology and start-up companies providing previously unimaginable innovative services, while also being forced to interact with outdated laws not designed for the new wave of 21st century business. Bolton-St. Johns is very proud and excited to be a translator between these companies and New York City government, so that tech companies can continue to be of service to and help New Yorkers. In 2013, BSJ also advised on the siting of a major league sports stadium within New York City. 

WHAT HAS BEEN THE BIGGEST CHANGE IN THE LOBBYING INDUSTRY IN NEW YORK CITY OVER THE PAST FIVE YEARS? 

The lobbying industry is much more competitive today than it has been in the past. Lobbyists more and more must focus on servicing clients and delivering consistent and ongoing results; prestigious firm names and previous records of success only go so far. The breakneck speed of technological innovation is also having a significant effect on the nature of lobbying and the types of clients in need of our services. Lobbying is now a 24/7 job because of the ubiquity of smartphones and mobile Internet access. We have the ability to receive information and results from legislative bodies and government agencies instantaneously, and can be in constant contact with our clients during emergencies. 

#4 - CONSTANTINOPLE & VALLONE

FOUNDED: 1997 - TOTAL COMPENSATION IN 2013: $2,661,992.00 - 2012 RANK BY COMPENSATION: #3 

KEY PLAYERS: 

Former Speaker Peter Vallone Sr., Tony Constantinople, Perry Vallone, Anthony Constantinople, Keith Powers 

WHAT ARE YOUR BIGGEST STRENGTHS AS A FIRM? 

The firm’s strength comes from the values of the partners and from Peter Vallone’s long record of public service. Peter’s motto in government was “do the right thing”—and in private practice that translates into working with clients that we know can help New York City and New York State. We have the ideal mix of expertise—legal, governmental, business and financial—to best understand our clients’ goals and develop and implement strategies to achieve them. We are also proud of our ability to offer personalized care to a wide range of clients, from global organizations such as Waste Management, Walgreen Co., JCPenney and TD Bank to nonprofits like Quality Services for the Autism Community, the College Board, Sports & Arts in Schools Foundation, New York Junior Tennis & Learning, the Queens LGBT Network and Citizen Schools. 

WHAT WAS THE HIGHLIGHT OF 2013 FOR YOUR FIRM? 

It’s hard to reflect upon 2013 without thinking of the damage and devastation that Superstorm Sandy inflicted upon our area and its residents. However, we were extremely proud of the way that our clients rallied to help New York City after we were struck by the storm—and happy to assist them in their efforts. Waste Management labored to remove hundreds of tons of debris from our city (thanks to the heroic work of the Department of Sanitation) while Duane Reade/ Walgreens immediately provided home healthcare relief and prescriptions to those in storm-ravaged neighborhoods. In addition, TD Bank dispatched mobile bank branches to those areas that had a lack of basic services (and whose residents found it difficult to leave), and Elmhurst Dairy rushed to Jamaica, Queens, with water and milk. 

WHAT HAS BEEN THE BIGGEST CHANGE IN THE LOBBYING INDUSTRY IN NEW YORK CITY OVER THE PAST FIVE YEARS? 

Social media, blogs and new political media outlets have created a two-way dialogue between elected officials and their constituents. All-inclusive news compilations (such as City & State’s First Read) have become an important daily resource, compiling all government related news items in one place, and ensuring wider coverage of political news. However, with this abundance of—and increasing demand for—real-time information, we must be nimble and respond to political developments as they occur. Our strategic relationships and the ability to anticipate issues before they transpire allow our clients to stay one step ahead.

#5 - GREENBERG TRAURIG 

FOUNDED: FIRM: 1967; NEW YORK OFFICE: 1991 - TOTAL COMPENSATION IN 2013: $2,578,733.55 - 2012 RANK BY COMPENSATION: #5 

KEY PLAYERS: 

Edward C. Wallace, Co-Chairman, New York City office; John Mascialino, Chair, New York Government Law & Policy Practice; Robert M. Harding, Shareholder, New York Government Law & Policy Practice; Steven Russo, Chair, New York Environmental Practice; Jay Segal, Co-Chair, National Land Development Practice; Deirdre Carson, Shareholder, Land Development Practice; Nick Hockens, Shareholder, Land Development Practice 

WHAT ARE YOUR BIGGEST STRENGTHS AS A FIRM? 

GT’s New York Government Law & Policy Practice has on the ground presence in both New York City and Albany. Our attorneys are part of a national practice named “Law Firm of the Year” in the U.S. News–Best Lawyers 2014 edition of Best Law Firms for Government Relations, and have been consistently ranked among the top five law firm lobbying practices in New York State by the Joint Commission on Public Ethics and its predecessors, and consistently ranked among the top five lobbying practices in New York City by the City Clerk’s Office. Greenberg Traurig provides a unique skill set built on real government and business experience. Our approach includes collaborating with government decision-makers and understanding key players’ priorities to foster “win-win” strategies that help our clients achieve their economic goals. Our team, complemented by attorneys in our Real Estate, Environmental and Land Development practices, provide government affairs assistance to companies in a wide range of areas, including environmental, energy, government, healthcare, procurement, technology, transportation, construction, education and taxation. Whether defending against executive or legislative action or working to create and implement an initiative or opportunity, our lawyers and lobbyists craft strategies tailored to the specific needs of our individual clients. 

WHAT WAS THE HIGHLIGHT OF 2013 FOR YOUR FIRM? 

Greenberg Traurig’s Government Law & Policy, Real Estate, Land Use and Environmental practices had several successes including the approval of Waterview at Greenpoint, a 720-unit waterfront project with 28 percent affordable housing. We were also joined by former DEC Counsel Steve Russo. Our practices provide the only one-stop service for major real estate development projects, which includes transactional, land use, government and environmental lawyers. 

WHAT HAS BEEN THE BIGGEST CHANGE IN THE LOBBYING INDUSTRY IN NEW YORK CITY OVER THE PAST FIVE YEARS? 

Over the past five years, there have been changes to the law and increased compliance obligations. In addition, the “hot” issues and city officials have changed. Still, at the end of the day, lobbying remains the hard work of learning the issues, understanding how to present your client’s issues to the city and working with the city to ensure a fair result for your client. 

#6 - MANATT, PHELPS & PHILLIPS

FOUNDED: LOS ANGELES OFFICE: 1965, NEW YORK CITY OFFICE: 2003 - TOTAL COMPENSATION IN 2013: $2,238,197.00 - 2012 RANK BY COMPENSATION: #6 

KEY PLAYERS: 

Claudia Wagner, John Albert, Katie Schwab, Rose Christ, Joshua Bocian 

WHAT ARE YOUR BIGGEST STRENGTHS AS A FIRM? 

The New York City government practice team includes individuals who worked for Mayors Koch and Dinkins and for the current comptroller and Manhattan borough president. With only one exception, all members of the team make the city their home and understand the workings and the complexities of the city from both a professional and personal basis. We understand the structure of New York City government and the politics that drive it. We focus on details and understand the intricacies of the city budget and the legislative and regulatory processes. 

WHAT WAS THE HIGHLIGHT OF 2013 FOR YOUR FIRM? 

In 2013 we secured approval for the renovation and expansion of the USTA [Billie Jean King] National Tennis Center in Queens. We coordinated the review by six community boards, the Queens borough president, City Planning Commission and the City Council, and secured state legislation to allow the city to lease additional property to the USTA. 

WHAT HAS BEEN THE BIGGEST CHANGE IN THE LOBBYING INDUSTRY IN NEW YORK CITY OVER THE PAST FIVE YEARS? 

The biggest change in the last five years is that lobbying has become a dirty word, even though it is a critical component of any government action. The mayor “lobbies” Albany, Albany “lobbies” Washington. The unions lobby every elected official. But retained lobbyists are banned by executive fiat from serving on advisory committees or from being appointed to boards or commissions. 

#7 - PITTA, BISHOP, DEL GIORNO & GIBLIN LLC

FOUNDED: 2008 - TOTAL COMPENSATION IN 2013: $2,101,864.89 - 2012 RANK BY COMPENSATION: LAST RANKED IN TOP 10 IN 2011

KEY PLAYERS: 

Our lobbying team is led by Vincent F. Pitta. Bob Bishop serves as head of our Albany government relations and lobbying practice; Jon Del Giorno is the head of our New York City government relations and lobbying practice. Vincent Giblin is not active in our lobbying practices, but is an integral part of our government relations and crisis management practice groups. 

WHAT ARE YOUR BIGGEST STRENGTHS AS A FIRM? 

We are very experienced; politically diverse; we have our eyes on the future and the “big picture” at all times; and we listen. Three of our associates— Carlos Beato, Vito Pitta and Tina Ward—have been recognized on City & State’s “40 Under 40” list. We have an eclectic client list that includes unions, not-for-profits, trade associations, healthcare institutions, government agencies, real estate owners, managers 

and developers, and individual business concerns, including several M/WBEs. Before we are retained, we educate ourselves about the history of our prospective clients, and listen intently to their articulated current and future needs and goals. Once we fully understand the circumstances and are retained by our clients, we move forward expeditiously and work with them as our partner, creating a synergy and a shared comfort level. These are the keys to our development of strong relationships with, and successful advocacy on behalf of, our clients. 

WHAT WAS THE HIGHLIGHT OF 2013 FOR YOUR FIRM? 

There were several highlights for us in 2013. We take great pride that once selected by Councilwoman Melissa Mark-Viverito, we were successful in creating a very effective grassroots campaign in her successful pursuit of the speakership. We were successful on other New York City and state fronts as well. Our lobbying and advocacy efforts averted the planned layoff of 1,100 New York City nonpedagogical school workers. And in Albany, we helped keep more than 300 Substance Abuse Prevention and Intervention Specialists (SAPIS) employed in our schools. We were able to secure the funding which allowed AHRC New York City to continue its Job Connection Center for Dually Diagnosed Individuals; and we helped Richmond University Medical Center—the only trauma center on the north shore of Staten Island—obtain more than $1.4 million in state and city funding for capital development and improvements to their trauma center. 

WHAT HAS BEEN THE BIGGEST CHANGE IN THE LOBBYING INDUSTRY IN NEW YORK CITY OVER THE PAST FIVE YEARS? 

The 2010 voter approval of term limits was a game changer. “Government relations” is all about relations, relationships and understanding the institutional history of government and how it works and can work. Since 2010, and over the course of the last two citywide elections, we’ve seen a near complete turnover within city government. We have a new mayor, comptroller, public advocate and 40 new Council members. There is an obvious challenge both in building relationships, sometimes from scratch, with new leaders, who lack institutional government knowledge, and in familiarizing them with our clients and the issues that are important to our clients, and sometimes to the city as a whole. In the vastly changed city landscape, our relationship-building abilities are key to our advocacy efforts, as is our reputation for honesty and integrity, since newly elected and appointed government officials will usually know our reputation, even before they get to know us. 

#8 - DAVIDOFF HUTCHER & CITRON LLP

FOUNDED: 1975 - TOTAL COMPENSATION IN 2013: $2,035,683.25 - 2012 RANK BY COMPENSATION: #10 

KEY PLAYERS: 

Sid Davidoff, Arthur Goldstein, Howard Weiss, Sean Crowley, Charles Capetanakis, Ron Mandel, Steve Malito 

WHAT ARE YOUR BIGGEST STRENGTHS AS A FIRM? 

Our collaborative team approach based on experience with all quarters of city government. Through local roots across all five boroughs, we have maintained for over four decades important relationships with elected officials and the heads of the city’s commissions, boards and departments and their senior staffs. These relationships foster a robust environment for creative solutions to meet the needs of the firm’s clients. As lawyers and government affairs professionals, we work across a broad spectrum of government-related issues to provide “one-stop shopping” for our clients combining multidisciplined experience to undertake time-sensitive and complex projects. As one of the handful of New York City firms with full-time government affairs offices in Albany, Long Island and Washington, D.C., the city group leverages its reach through all levels of government, in an innovative and cost-effective way. 

WHAT WAS THE HIGHLIGHT OF 2013 FOR YOUR FIRM? 

Seaside Park And Community Arts Center: DHC fast- tracked the approval of a $54 million amphitheater and park at the Coney Island boardwalk. Within a year, the firm’s combined land use and government outreach efforts led to approvals from the Landmarks Preservation Commission, the Public Design Commission, the City Planning Commission and the City Council. Hunts Point Produce Market: We negotiated a lease extension with the city to secure the continued operation of the world’s largest wholesale produce market, which employs 10,000 workers at its 130-acre Bronx facility. 

WHAT HAS BEEN THE BIGGEST CHANGE IN THE LOBBYING INDUSTRY IN NEW YORK CITY OVER THE PAST FIVE YEARS? 

The last five years marked some significant changes affecting government relations professionals in New York City. Through legislative and administrative actions, there has been a continued emphasis upon transparency through lobbyist registration and periodic reporting regarding the activities of those who seek to influence the government decisions that affect our clients. At DHC, we have long felt that such openness serves the interests of all those who are stakeholders in the decision-making process. At the same time, however, the varying state and municipal requirements at times are conflicting and have created a degree of uncertainty in meeting the spirit and the letter of the lobbyist registration requirements. We continue to attempt to work with state and city officials to try to ensure that these obligations imposed on government affairs professionals achieve the legitimate objectives of the registration requirements without being unnecessarily burdensome and intrusive regarding our professional activities. 

#9 - KRAMER, LEVIN, NAFTALIS & FRANKEL LLP

FOUNDED: 1968 - TOTAL COMPENSATION IN 2013: $1,742,264.60 - 2012 RANK BY COMPENSATION: #8 

KEY PLAYERS: 

Paul S. Pearlman, Managing Partner of New York office; Gary R. Tarnoff, Partner; Paul D. Selver, Partner; Michael T. Sillerman, Partner; Elise Wagner, Partner; Jeffrey L. Braun, Partner; Michael Paul Korotkin, Senior Counsel; Jay A. Neveloff, Partner; Charles S. Warren, Partner 

ABOUT KRAMER LEVIN: 

Kramer Levin is a full-service law firm with extensive capabilities and substantial experience. From our offices in New York, Silicon Valley and Paris, we represent clients from Global 1000 companies to emerging growth entities across a wide range of industries. In addition to our well-known litigation and corporate capabilities, we have top tier practices in many other areas including corporate restructuring and bankruptcy, intellectual property, real estate, land use, mutual funds, tax, employment law, individual clients, employee benefits and business immigration. Our clients regard us as a true business ally. We enjoy long-term relationships with many companies, institutions and individuals who trust us to provide practical counsel that looks beyond the immediate legal issues to larger business implications. Through periods of rapid change—through shifts in political, economic and regulatory climates—these clients have valued our ability to understand their goals and bring the right resources to meet the challenges they face. We prize efficiency, bringing a sensible cost-benefit approach to every project. In staffing matters, we favor quality over quantity, with small teams characterized by an unusually high level of senior involvement. Our approach is dynamic and flexible, and we often reach across practice areas to assemble the most effective interdisciplinary team for the matter at hand. Creative thinking, pragmatic solutions, nimble efficiency, and the ability to adapt to shifting circumstances are qualities that characterize Kramer Levin. We value these qualities in our people, and our clients value them in us. 

AWARDS AND RECOGNITION: 

Benchmark Litigation named Kramer Levin in the top tier of litigation firms in New York and nationally as a leading litigation firm, recognizing partners Barry H. Berke, Nicholas L. Coch, Michael J. Dell, Kenneth H. Eckstein, Thomas Moers Mayer, Gary P. Naftalis and Harold P. Weinberger as “Litigation Stars.” 

 Source: KramerLevin.com 

#10 - THE PARKSIDE GROUP

FOUNDED: 2000 - TOTAL COMPENSATION IN 2013: $1,658,500.00 - 2012 RANK BY COMPENSATION: #9 

KEY PLAYERS: 

Harry Giannoulis, President; Evan Stavisky, Partner; Paul Thomas, Vice President & Director of City Government Relations 

WHAT ARE YOUR BIGGEST STRENGTHS AS A FIRM? 

Our firm’s greatest strength in municipal lobbying is our proven ability to win the toughest policy and political battles in every corner of every borough. Thanks to our political consulting work—along with our advocacy on behalf of a diverse array of corporate, labor and nonprofit clients—we understand the city’s diverse constituencies, and how best to engage them in support of our clients’ objectives. Combining this expertise with the years of experience that the members of our team have in New York politics and government, enables us to plan, execute and win high-stakes efforts at the local, borough-wide, or citywide level. Whether the issue is land use, legislative, budgetary, regulatory or procurement in nature, we are uniquely positioned to win the toughest fights. That’s why the Daily News said we are “among the state’s most influential lobbyists for years,” and The New York Times described one client’s hiring of our firm as “inarguably money well spent.” 

WHAT WAS THE HIGHLIGHT OF 2013 FOR YOUR FIRM? 

While our political consulting work and our Albany lobbying practice enjoyed tremendous success in 2013, our greatest city lobbying victory was the Willets Point project. In support of the Willets Point development, we built a broad coalition of labor, business, environmentalists and community groups to support our client’s proposal. Working closely with Councilwoman Julissa Ferreras, we secured final City Council approval of a $3 billion project—the largest private investment in Queens history—that will create more than 19,000 jobs and clean up a century of accumulated pollution. While the neighborhood symbolized urban blight for more than 40 years, every previous redevelopment project stalled. In 2013, however, we overcame a half-century of inertia to approve the project, and we are proud to have played a role in creating New York’s next great neighborhood. 

WHAT HAS BEEN THE BIGGEST CHANGE IN THE LOBBYING INDUSTRY IN NEW YORK CITY OVER THE PAST FIVE YEARS? 

Thanks to the confluence of term limits, public financing of elections and the rise of independent expenditures, New York City is constantly reinventing itself every few years, and so too are smart government relations firms. While understanding how government works remains essential, the ability to advance your clients’ agendas necessitates a fresh approach. When the Times called us “a new breed of lobbyist-consultant,” it was because we brought this fresh approach to the industry. Now, any successful firm must shape public debate and mobilize constituencies, rather than just pigeonhole an elected official. And through the growth of citizen engagement tools, the ability to connect constituents with policymakers grows every day. In short, the era of the smoke-filled backrooms is over—thanks in part to reforms, but also to the Smoke-Free Air Act of 2002, which we helped pass on behalf of a coalition of public health groups.