James & Franci – Class of 2025
James Horton and Franci Blassberg – Class of 2025 – came into the Greater NY Partnership from different professional worlds but quickly built a relationship grounded in candor and deep mutual respect. Horton, President & CEO of the Harlem School of the Arts, was navigating the first two years of his leadership of a complex cultural institution. Blassberg, a retired Senior Partner at Debevoise & Plimpton, brought decades of experience advising leaders and working closely with nonprofit Boards. Together, they focused on success for Horton as a leader, and success for Harlem School of the Arts.
Harlem School of the Arts reaches thousands of young people each year through music, dance, theater, and visual arts education. The school is a cultural anchor in Upper Manhattan, expanding access to high-quality arts education while strengthening community connections. Blassberg had served on the Board of New York City Ballet and firmly believed in access to arts education.
In their match meeting, Blassberg and Horton clicked immediately over “paths not taken” in their careers. Horton found his way to the arts after an injury sidelined a promising football career. Blassberg talked about having wanted to be a historian but opted for a career where she could better support herself. They asked each other if their differences in lived experience would inhibit productive conversation.
“It was like the awkwardness of a first date,” Horton says. “But we got that out of the way so we could really show up as our full selves.”
The honesty they established right away, in addition to monthly meetings and frequent calls between meetings, built trust for meaningful leadership conversations. Blassberg became a confidential thought partner—someone Horton could turn to for advice on Board dynamics, organizational change, and difficult leadership moments. “Even people I trust, I have to be careful,” Horton says. “Things can get taken out of context. I didn’t have to worry about that with Franci.”
Their conversations were often what Horton describes as “constructively disruptive”—challenging assumptions while remaining grounded in shared purpose. Blassberg offered practical guidance on navigating personalities, framing difficult conversations, and thinking strategically about leadership messaging. “Sometimes you try something and think, ‘That won’t work,’” Horton says. “And then it does. Franci held me accountable,” he says, “and she helped me hold myself accountable.”
The Partnership had tangible ripple effects. Through Blassberg’s connections, Horton expanded his network of trusted peers and advisors, strengthening both Board and senior leadership planning. “My staff, our students, our community— everyone was somehow impacted by my Partnership with Franci. They don’t know where the stone hit the pond,” Horton says. “But it started with Greater NY.”
Greater NY connects leaders in strategic service to the people of New York City. For Horton and Blassberg, Greater NY Partnership offered something rare: a non-transactional relationship where leaders can be authentic, disruptive and accountable. “When you step into a role like this, you inevitably ask, ‘Now what?’” Horton says. “I wasn’t alone in that question. Franci was there.”