9×90 Episode 22

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About this episode

In this compelling and candid conversation, two renowned leaders—Steve Beninati, a celebrated Wall Street executive with decades of entrepreneurial excellence, and Adi Soozin, a fifth-generation investor and visionary marketing strategist—exchange transformative insights on resilience, leadership, and the art of creating meaningful connections. From reflections on balancing high-stakes careers with personal passions to navigating the challenges of public scrutiny and sustaining authenticity, this interview offers a rare glimpse into the minds of two industry titans. Perfect for aspiring entrepreneurs, seasoned professionals, and anyone seeking inspiration, this coffee-chat-style interview encapsulates the power of perseverance and the beauty of human connection in a fast-paced world.

The Transcript

This transcript was generated by AI & edited by ChatGPT:

Adi Soozin: Hello, everyone, and welcome to a very special episode of 9×90. Today, we are privileged to have with us one of New York City’s most esteemed banking executives. Many of you have expressed your excitement to meet the incredible mentors who have shaped my mindset and worldview. I am thrilled to introduce one of them today—a true legend in his field, often referred to as “The Kingmaker.” Joining us is Mr. Steve Beninati. Steve and his wife are remarkable individuals, and his story is nothing short of inspiring. We’ll explore why he’s earned his iconic nickname, his transformative impact on industries, and the fascinating story of how he made frozen yogurt a cultural phenomenon in America. Steve, thank you so much for joining us.

Steve Beninati: Thank you for having me, Adi. It’s truly a pleasure to be here. But before we start, can you hear the dog barking in the background?

Adi Soozin: (Laughs) No, Steve, the software filters that out.

Steve Beninati: Are you absolutely sure?

Adi Soozin: Yes, I promise. But for our audience’s context, we’re recording this during the holidays—proof that true workaholics find time to create even amidst festive chaos. There might be the occasional bark from either of our dogs, but it’s all part of today’s charm. Now, Steve, can I still call you Mr. Beninati? I know you’ve always told me to call you Steve, but after all these years, it feels so foreign.

Steve Beninati: (Smiling) Let me tell you a little anecdote I share with colleagues and employees. Over the years, I’ve learned that when someone calls me “Mr. Beninati,” it typically means one of two things: either they’re about to ask for a raise, or they’re subtly working their way up to requesting a loan.

Adi Soozin: (Laughs) What? But I’ve called you Mr. Beninati my whole life!

Steve Beninati: Then you’ve clearly been the exception to the rule! But let’s keep it simple—call me Steve.

Adi Soozin: (Grinning) All right, Steve. It’s a bit of an adjustment, but I’ll manage. Let’s dive into your incredible journey, starting with the frozen yogurt story. It’s a tale I know our audience is eager to hear.

Steve Beninati: Ah, the frozen yogurt chapter. It’s a story I’ve shared countless times, yet it always feels new because of how it shaped my career. The year was 1975. The U.S. was in the midst of a recession, and my college roommate and I had just graduated. Like so many others, we hit the job market armed with resumes and hope, but opportunities were scarce. After six months of dead ends, I approached my roommate and suggested we consider a different path—starting a business.

We brainstormed ideas, eventually landing on frozen yogurt. Why? Because people always need to eat, and we believed that if we could create something affordable and appealing, success might follow. At the time, frozen yogurt shops didn’t exist. Our inspiration came from a small hot dog shop on John Street in Manhattan that offered a little 4-ounce cup of frozen yogurt for a dollar, with half a strawberry on top.

We saw a line of customers, tried the product, and instantly recognized potential. That night, we literally went through the shop’s trash to find the yogurt mix packaging, which led us to Hood Dairies in Methuen, Massachusetts.

Adi Soozin: Wait—did you actually call their marketing department?

Steve Beninati: (Laughs) I did! I had no clue what I was doing, but I confidently asked to speak with the marketing director. Amazingly, they connected me with someone who was intrigued by our idea to build a store entirely around frozen yogurt. That conversation was the first step in what would become a defining chapter in my life.

Adi Soozin: Incredible. You literally built this from the ground up. How did you go from one location in Manhattan—arguably the most competitive real estate market in the world—to expanding across the country?

Steve Beninati: Growth came gradually, which is critical for long-term success. We opened our first shop, then added a second nine months later. By the time we were ready for a third location, my partner and I realized we needed to develop a management structure to maintain quality.

Our breakthrough came with a mall in Woodbridge, New Jersey. Initially, another vendor was chosen to open a yogurt shop there, but they struggled to meet the mall’s strict deadlines. Just six weeks before the grand opening, the mall manager approached us and asked, “Can you do this?” Without hesitation, we said, “Yes.”

Adi Soozin: Even though you didn’t know how you’d pull it off?

Steve Beninati: Exactly. Sometimes, success requires taking bold risks and trusting your ability to deliver. That project cemented our credibility and set the stage for our expansion.

Adi Soozin: It’s clear why you’re called The Kingmaker—you’ve lived this philosophy of identifying opportunities, building from nothing, and creating something extraordinary.

Steve Beninati: We approached our equipment manufacturers and said, “We have an opportunity to be part of a regional shopping center that could transform our trajectory across the country. Whatever it takes, let’s make it happen.” And we did.

Adi Soozin: That kind of determination is remarkable.

Steve Beninati: I remember the day before our grand opening. We worked around the clock—literally 24 hours with no sleep—figuring out how to pull it all together. And when the gate rolled up at 9:00 a.m., we were ready for business.

Adi Soozin: That’s such an iconic entrepreneurial moment—pushing through against all odds.

Steve Beninati: Exactly. It’s about channeling that energy, refusing to let anything stop you.

Adi Soozin: I completely understand. My first boss in marketing landed a Disney contract to promote their movies. It was an all-hands-on-deck situation—we didn’t sleep for two days. We had models dressed in gowns made from movie flyers, walking the streets of Palm Beach and West Palm Beach. It was guerrilla marketing at its finest. That experience taught me what it means to do whatever it takes to deliver results.

Steve Beninati: That’s the essence of entrepreneurship—walking every step of the journey, no matter how tough.

Adi Soozin: Absolutely. Speaking of entrepreneurial journeys, I remember the first time I met you. It was in Beach Haven, a quaint vacation town in New Jersey where so many Wall Street executives and New England celebrities escape to recharge.

Steve Beninati: Yes, Beach Haven. My wife Sandra bought and transformed an inn into a truly exceptional destination.

Adi Soozin: It’s spectacular. Every time I’m in town—no matter where I’m flying in from—I make it a point to stop by. The food is incredible. And you even have the only wine in the country without the preservatives I’m allergic to.

Steve Beninati: Just to clarify, we’re not a bed-and-breakfast. We’re an inn and restaurant, which is a much more complex operation. Unlike a B&B, we serve breakfast, lunch, dinner, and cater banquets. It’s far more demanding but equally rewarding when done well.

Adi Soozin: Of course, and your restaurant isn’t just an inn—it’s the epitome of fine dining. The head chef personally picks up freshly caught fish and scallops every morning, ensuring an unparalleled dining experience.

Steve Beninati: That’s right—caught just off Long Beach Island in Barnegat Light, a hub for fresh seafood in the Northeast. But to return to your original question about scaling, let’s dive into how we grew from a single yogurt shop to a national chain.

Adi Soozin: Please do.

Steve Beninati: It started in 1976 with one store. By 1981, a college friend introduced us to the concept of franchising. We became franchisors and opened our first franchise in Hunt Valley, Maryland. Back then, the shopping center industry was booming, and we partnered with the Rouse Company, which opened doors to multiple locations.

Adi Soozin: That’s an impressive scaling strategy.

Steve Beninati: We attended the International Council of Shopping Centers convention annually in Las Vegas, where major deals for regional shopping centers were made. Over the next decade, from 1980 to 1990, we expanded aggressively—opening 300 locations in 30 states.

Adi Soozin: That’s extraordinary. Did you study business in college?

Steve Beninati: Surprisingly, no. I majored in psychology and minored in business. But even as a kid, I had a knack for entrepreneurship—shoveling snow, polishing cars, maintaining gardens. It’s always been part of who I am.

Adi Soozin: That resonates with me. I was studying medicinal biological chemistry when I worked at your wife’s restaurant. I’ll never forget when you told me, “You’re not built for a lab. You’re built for the entrepreneurial world.” It changed how I saw myself.

Steve Beninati: That’s wonderful to hear.

Adi Soozin: I remember one Sunday brunch at the restaurant when the dishwasher didn’t show up. The other servers refused to step in, so I rolled up my sleeves and got to work. Later, I found a note from you that said, “You’re a Type A. People like you make the world run.” It was such a pivotal moment for me.

Steve Beninati: That’s a testament to your leadership—stepping up when others won’t. Those qualities define success in any field.

Adi Soozin: And that’s why they called you “the Kingmaker.” People came from all over to work at your wife’s restaurant, just to get 10 minutes of your time.

Steve Beninati: [Laughs] I wouldn’t go that far, but I’m glad to have made a difference.

Steve Beninati: Absolutely.

Adi Soozin: Steve, I remember receiving a note from you—the man who decides who the kingmakers are. There was one summer server, who stood out. Every single shift, if we had even three spare minutes, he’d rush over and ask us to review his resume again. “Can you check it? Is it ready to hand over?” He must have edited and reprinted it 30 times before finally presenting it to you. When I showed him the note I received from you, he was absolutely beside himself with envy. “That’s not fair!” he said. I just told him, “Go wash the dishes.”

Adi Soozin: He eventually got his moment with you, but I’ll never forget when you pulled me aside. You told me I wasn’t built for the biochemistry lab. I remember explaining how I was studying biochemistry to one day find a cure for a certain type of epilepsy. You said, “Adi, you have an entrepreneurial mindset. You see a problem, identify the solution, and do whatever it takes to fix it. People like you change the world. You’re Type A. We solve problems and make a difference.” That stuck with me.

Steve Beninati: Wow.

Adi Soozin: Fast forward a few months, and I got invited to join a startup that became the keystone of my entire career. It was a guerrilla marketing company, and through it, I worked on projects for Porsche, Whole Foods, Target, and Disney. Those successes led to me being selected as the youngest Apple sales manager in Italy. If that dishwasher hadn’t shown up, and if you hadn’t given me that pep talk, we wouldn’t be having this conversation right now.

Steve Beninati: I’m honored to have influenced you as much as you say I did.

Adi Soozin: Steve, I don’t think you fully realize how many young lives you’ve changed. You’d drop these pearls of wisdom that completely upended our worldview, sending us off in entirely new directions. At the time, all I knew was that you were a Wall Street executive. I had no idea about your background building the yogurt company from scratch.

Steve Beninati: Well, what goes around comes around. I’ve also been fortunate to have had wonderful teachers and mentors. Let me share a quick story. When I first went to college, I thought I wanted to be a civil engineer. I enrolled at the Polytechnic Institute of Brooklyn, the same college my father attended. But after one semester, I realized engineering wasn’t for me. Physics, chemistry, calculus—it just wasn’t clicking.

Adi Soozin: That’s relatable.

Steve Beninati: I told my father, “This isn’t working. I need a new path.” He suggested I talk to Dr. Norstrand, a physician who lived two doors down from us in Brooklyn. One day, I knocked on his door and explained my situation. He welcomed me in, and we had a two-hour conversation that profoundly impacted me. He told me, “It’s okay to change direction when you realize you’re on the wrong path. That’s what entrepreneurs do.”

Adi Soozin: That’s a powerful lesson.

Steve Beninati: I decided to transfer to St. John’s University and study liberal arts. While there, I worked three part-time jobs, constantly juggling responsibilities and saving money, always thinking about starting a business someday. Entrepreneurship was always in the back of my mind.

Adi Soozin: And then financial services entered your life… by accident?

Steve Beninati: Exactly. After 16 years in the frozen yogurt business—opening stores, managing teams, negotiating deals—I found myself at a crossroads. By the early 1990s, shopping center traffic began to decline as more mothers returned to the workforce. Our 300 locations were a mixed bag: a third were thriving, a third were barely breaking even, and a third were losing money. My partner and I disagreed on how to support our franchisees, many of whom were families who had invested their life savings. Ultimately, we parted ways, which was a long and complex process.

Adi Soozin: That must have been a tough transition.

Steve Beninati: It was. One day, I was sitting at my mother’s kitchen table, flipping through the Sunday New York Times. I saw an ad from Smith Barney Shearson looking for entrepreneurs. I thought, “I’m an entrepreneur. Let’s see where this leads.” I went to one of their events at the Roosevelt Hotel in New York City. After listening to their presentation, I wasn’t interested. But the next morning, their recruiter called and insisted on meeting. I reluctantly agreed, and the rest is history.

Adi Soozin: Incredible. That leap into financial services—and the persistence of that recruiter—changed everything.

Steve Beninati: It really did. And it’s a testament to embracing new opportunities, even when they’re outside your comfort zone.

Steve Beninati: After going through the initial stages of my career with flying colors, I found myself at a crossroads. I asked, “Who am I going to work with? because, truth be told, I’m not someone who’s easily managed. I’ve never worked for anyone before.” A mentor of mine suggested, “You should meet this guy. You’ll love him.”

So, I found myself at a building on One Penn Plaza, 34th Street and 8th Avenue, where I met a gentleman named Al Kersner. He played it perfectly. I arrived for the interview, and instead of the typical formal setup, I was left to sit on his couch, observing the energy of his office. Phones ringing, people walking in and out—it was intentional, I later realized. He didn’t acknowledge me for a good half hour.

Finally, I asked, “When does the interview begin?” He responded casually, “Interview? Is that what you want? Fine, let’s shut the door.”

The entire interaction was a masterclass in psychological selling. By creating this aura of indifference, he made me more eager to engage. It’s classic marketing: create demand by pulling back.

Adi Soozin: Absolutely, it’s fascinating how subtle psychological tactics can transform a negotiation.

Steve Beninati: Exactly. We talked, and I decided to give it a try. I asked him, “How do you know I’ll be successful in this business?” His response? “Let’s give it three months, and I’ll know.”

Back then, success in our field meant opening 30 accounts in 90 days and passing the Series 7 exam—on the first attempt. There were no second chances. It was daunting, but I committed. After a rigorous two-week training program, I built a business I truly enjoyed.

To anyone unsure about their career path: persistence and tenacity are often the keys to surprising outcomes.

Adi Soozin: That resonates. People used to ask what I was doing, and I’d explain it in terms of neurobiology, anatomy, and physiology. Eventually, someone said, “You realize that’s marketing, right?” I didn’t, but it all clicked eventually.

Steve Beninati: It’s funny how things fall into place. But you know, I miss the camaraderie—the people I worked with. We had a team of 40, and that sense of connection is hard to replace.

Adi Soozin: I can imagine. And speaking of unexpected journeys, I never realized your frozen yogurt business wasn’t just a brief stint—it was a major chapter of your life.

Steve Beninati: It was. And it leads into the next interesting part of the story: how we found the building now known as The Gables Historic Inn and Restaurant.

Adi Soozin: Oh, I’m all ears.

Steve Beninati: I grew up in Brooklyn. For us, the beach meant places like Coney Island or Jones Beach. I didn’t know much about the Jersey Shore until I met someone who introduced me to Long Beach Island. It was a revelation.

We saw these quaint, raised ranch houses, and I thought, “Maybe one day, we could own something like this.” Fast forward to 1980, during a recession, we found ourselves with an opportunity: a partially finished property in Loveladies, New Jersey. The builder, Ed Zorn, was on the brink of bankruptcy, and we struck a deal.

Our first mortgage? A staggering 12.5% interest rate. But I thought, “We’ll make it work and refinance when rates drop.”

Adi Soozin: That’s resilience—turning high stakes into a calculated opportunity.

Steve Beninati: Exactly. That home became pivotal. We rented it during summers to make ends meet, and as the economy rebounded in the mid-’90s, property values soared. Banks were offering no-doc mortgages, and we leveraged that to buy the building that became The Gables.

It was a dilapidated place called The Green Gables, run by a couple from Italy. My wife, Sandra—who’s been my partner for 27 years—had the vision to transform it. She said, “If we do this, it has to be something unique for Long Beach Island.”

We envisioned an elegant, candlelit restaurant—a departure from the casual, bar-focused spots on the island. We took the leap, and everything aligned.

Adi Soozin: That’s incredible.

Steve Beninati: Here’s a moment that felt destined: as we toured the building with the owners, Rita and Adolfo, my wife casually asked their birthdays. Rita’s matched Sandra’s—June 2nd—and Adolfo’s matched mine, November 7th. What are the odds?

Adi Soozin: That’s surreal.

Steve Beninati: It felt like a sign. From that moment, we knew we were in the right place, building something extraordinary.

Adi Soozin: Incredible.

Steve Beninati: You know, when we started, my wife immediately said, “This is meant to be.” Somehow, we made the deal happen. We knew we had to open by the following summer, so we fast-tracked the entire construction process—a story in itself. We pulled our resources together, but our building budget tripled from the original estimate.

Adi Soozin: I believe it. That happens so often.

Steve Beninati: If we hadn’t had the ability to secure additional loans from banks quickly, the Gables wouldn’t exist. We managed to open in June, and now, here we are in 2024, celebrating 19 years. But let me tell you—entrepreneurs need to remember: not every year is a successful year. We struggled for the first 10 years, broke even for the next five, and finally experienced significant success in the last four. That’s just how business works sometimes.

Adi Soozin: Absolutely.

Steve Beninati: You need staying power. Often, that means having another source of financial support—whether it’s a partner, a spouse, or something else. But the key is simple: we never gave up.

Adi Soozin: That resilience is what separates visionaries from the rest.

Steve Beninati: Exactly. My wife, Christy—she’s remarkable. She looks like she just stepped off the cover of Vogue and then seamlessly runs a high-end restaurant. Women half her age envy her elegance.

Adi Soozin: It’s true. Her presence is unmatched.

Steve Beninati: I remember one evening, someone questioned her decision to invest so much in the Gables. In a rather snide tone, they said, “Why didn’t you just let the building die?” And she replied without missing a beat, “That’s why I own it, and you don’t.” It was such a power move—it left the room speechless.

Adi Soozin: That’s incredible. She’s the epitome of grace under fire.

Steve Beninati: And that’s the essence of being an entrepreneur, especially in a town like Beach Haven. You know as well as I do—it’s a small, tight-knit community. Change isn’t always welcomed here, especially from outsiders.

Adi Soozin: Oh, I know.

Steve Beninati: Locals were skeptical. The idea of a New York City couple coming in, buying a building, and transforming it? It sparked animosity. We faced hurdles—zoning boards, variances, countless obstacles. Most would have given up. But we stayed true to our vision.

Adi Soozin: That’s the resilience of a visionary.

Steve Beninati: Exactly. The criticism never deterred us. And here we are, 19 years later, with countless accolades, an exceptional staff, and a restaurant people travel for.

Adi Soozin: Beach Haven is unique, though. Growing up there, my siblings and I used to joke that we couldn’t stay longer than 72 hours without being under the microscope. The moms operated like a hive mind—I couldn’t go anywhere without my mother knowing. I’d be surfing in the middle of the ocean, no phone on me, and somehow, she’d know which beach I was at.

Steve Beninati: That’s small-town America for you.

Adi Soozin: Exactly. It’s part of the charm—and the challenge.

Steve Beninati: Absolutely. And yet, despite everything, we’ve built something extraordinary. Take our executive chef, Richard Dimma. He left after a year, wanting to explore other opportunities, but a few years later, he came back and said, “I’d like to return, but only to cook.” We told him, “You’re not just a cook—you’re an executive chef. If you come back, it’s on those terms.” That was 16 years ago.

Adi Soozin: That’s incredible—a testament to the culture you’ve cultivated.

Steve Beninati: Thank you. We’ve become known for our eclectic menu and intimate, romantic atmosphere. Last year, OpenTable named us one of the top 100 most romantic restaurants in the country, just before Valentine’s Day. It brought a whole new wave of younger patrons.

Adi Soozin: And for those of us in tech, it’s a mandatory stop when we visit home. The quality is unmatched in Beach Haven.

Steve Beninati: Thank you—that means a lot.

Adi Soozin: It’s the truth.

Steve Beninati: What else can we touch on for your audience?

Adi Soozin: I think we’ve covered it all.

Steve Beninati: Then we’ll call that a success.

Adi Soozin: A holiday win, for sure.

Steve Beninati: Let me leave you with this: no matter the industry—hospitality, tech, retail—it’s all about creating a special experience for your customers. If you do that, they’ll remember you.

Steve Beninati: Last evening, we hosted a rather lively evening. I noticed a young lady sitting alone on the porch and assumed she was waiting for someone. I approached her and asked, “Are you with someone?” She replied, “No, I’m here by myself.” I said, “That’s wonderful. Thank you for joining us tonight and supporting us on what is typically a quiet Friday evening between Christmas and New Year’s.” She mentioned she was from New York City and had specifically come to experience our venue. That was such a remarkable compliment.

On the other side of the restaurant, there were six people—three couples who told me they’ve been coming here every year for six years as part of their holiday tradition. I could relate because I also make time to gather with my high school friends and their significant others. I always make it a point to tell such guests, “Take your time, enjoy yourselves, and make the evening your own.”

Whatever your business, it’s crucial to make it special. Beyond the food, ambiance, and candles, it’s about the personal touches—like the owners walking around and greeting patrons. Ask yourself, how often do you visit a restaurant and have the owner personally come over to say hello? Those interactions are what set an experience apart.

Adi Soozin: That’s incredible.

Steve Beninati: I’ll give you an example. I’m a big fan of Daniel Boulud, the restaurateur behind Daniel on Park Avenue. He recently opened a new location in the Vanderbilt building on 42nd Street. My wife and I visited shortly after its opening, and the ambiance was perfect. Then, to my amazement, Chef Daniel himself came over to greet us. I stood up, shook his hand, and thanked him for his kindness. It was such a memorable experience. He asked me about my own work, and when I told him about my restaurant, he said, “Let me show you my kitchen.” It was a once-in-a-lifetime moment.

If you ever have the chance, visit Daniel on Park Avenue or his Vanderbilt location downtown. Both offer exceptional French cuisine and an unforgettable experience.

Adi Soozin: That’s remarkable. On a different note, I’ve been struggling with the concept of resilience—especially this past year. I’ve faced some incredibly hurtful situations, including a fabricated smear campaign involving a scandal with someone decades older than me. It was absurd, yet so many people believed it without question.

Steve Beninati: First, let me say I don’t trust everything I read online. I fact-check through legitimate sources. If someone fabricates something malicious about me, my family, or my business, I remind myself that their actions are often driven by jealousy or insecurity. In any business, especially hospitality, making everyone happy is challenging. Even if 98% of our patrons give us five-star reviews, there will always be a few who don’t.

For instance, someone recently complained that the mussels were overcooked. I simply responded, “Let me replace that with another appetizer and make it right for you.” As the self-proclaimed “Director of Happiness,” my role is to ensure everyone leaves satisfied. Similarly, in your situation, don’t internalize personal attacks. They’re often reflections of the attacker’s insecurities, not your reality.

Adi Soozin: That’s wise advice. What hurt the most wasn’t the attack itself but seeing friends—people I thought were loyal—believe and amplify the false narrative. It was painful to realize who my true friends were.

Steve Beninati: True friends don’t waver. They’re the ones you can call in the middle of the night with any problem, and they’ll stand by you. Acquaintances may drift in and out of your life, but genuine friendships endure.

Adi Soozin: That’s a comforting perspective. Do you have any go-to books or routines that help you decompress during difficult times?

Steve Beninati: I’m a music enthusiast. Live performances, whether it’s opera, rock, or theater, always lift my spirits. As for books, I gravitate toward those written by entrepreneurs or autobiographies by people I admire.

One book I recommend is Life by Keith Richards. It’s a fascinating glimpse into his journey. Another standout is Michael Dorf’s book about founding City Winery. His story of turning a single venue into a network of locations is truly inspiring. A few years ago, I even reached out to Michael to sign copies for my top clients as holiday gifts. To my surprise, he agreed, and it turned into a memorable moment. Supporting his work has been a joy ever since.

Reading about the journeys of others—whether they’re musicians, entrepreneurs, or visionaries—reminds me of the resilience required to succeed. It’s both humbling and motivating.

Adi Soozin: Absolutely.

Steve Beninati: I don’t read novels—let’s just put it that way.

Adi Soozin: Same here. I rarely read fiction. I usually gravitate toward books about real estate, business law, and entrepreneurship. They help me unwind because they engage the logical and analytical side of my brain.

Steve Beninati: Exactly. I’m constantly thinking about our employees, how we can support them, and how to make tomorrow better than yesterday. But occasionally, I find other ways to disconnect. The other evening, we stumbled upon a PBS program about the Library of Congress’ annual award for artists. This year, it was honoring Elton John and Bernie Taupin at the Kennedy Center in Washington, D.C.

Adi Soozin: That must have been fascinating.

Steve Beninati: It was. We didn’t plan to watch it, but we caught it right at the beginning. For two hours, I was completely captivated. Now, I’m not one to sit still in front of the TV for long—I’m typically multitasking—but this was different.

Adi Soozin: I can imagine.

Steve Beninati: I’ve seen Elton John perform live over 50 times. He’s an artist I deeply respect, and seeing him alongside Bernie Taupin, his lyricist, reflecting on their decades-long collaboration was inspiring. For those two hours, I didn’t think about anything else. That’s my way of truly relaxing—immersing myself in something extraordinary.

Adi Soozin: That’s such a meaningful way to unwind. Thank you so much for sharing. For everyone tuning in, I hope you enjoyed this brief coffee chat. You’ll be able to read more about Steve’s story in the book very soon. Until then, I’ll see you all back online after the holidays.

Steve Beninati: Good night, and thank you. I appreciate the opportunity to be part of this.

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