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Amazon Prime doc details the wild life of Jewish gangster Myron Sugerman
(New York Jewish Week) — Mafia movies will have you believe that wise guys aren’t born, they’re made. But that wasn’t the case for Myron Sugerman, a second-generation Jewish gangster who is the subject of the new documentary, “Last Man Standing: The Chronicles of Myron Sugerman.”
Sugerman — who made his mark (and his money) by becoming, as he says in the film, the “godfather of the illegal slot machine business” — took up the mantle from his father, Barney “Sugie” Sugerman, who kept company with and served as a partner in the New Jersey Jewish mob alongside the likes of Abner “Longy” Zwillman, Joe “Doc” Stacher and Abe Green.
In his heyday, Sugie cavorted with the legendary mobster Meyer Lansky, as well as some other bold-faced names who made their money a little more honestly, like singers Perry Como and Tony Bennett.
“Our lives were basically in Newark and Manhattan,” Sugerman, 85, says in the documentary. “Tenth Avenue on the west side was Jukebox Row. From 42nd Street all the way up to 45th, 46th Street were all jukebox operators. I would go into the city in the afternoon after school, and on Friday nights we used to go to Madison Square Garden with all the fellas who worked for my father.”
Per Sugerman, his father “missed nothing” — he had his hand in everything from “bootlegging, boxing, fixing fights, thievery” to “jukeboxes, vending machines, pinball machines, slot machines,” all of which were either illegal or could be used as fronts in money laundering schemes.
But these Jewish mobsters could be called upon for nobler pursuits as well. In 1939, Newark was home to both large Jewish and German populations — Fritz Kuhn, leader of the American Nazi party, included. As Sugerman tells it, Kuhn and his cronies would follow their meetings and rallies with trips into Jewish neighborhoods where they would terrorize their residents. Together with the Jewish prize fighter Nat Arno, Sugie’s associate Longy Zwillman formed an association called The Minutemen, named after the New Englanders who took up arms against the British.
The Newark Minutemen would throw stink bombs into the halls where Nazis met. “As the Nazis came running out, our guys were like a gauntlet. They’re standing there with the monkey wrenches and baseball bats and brass knuckles. And they beat the s*** out of these Nazis,” as Sugerman tells it.
Sugerman’s version of these stories might be lost to time if it weren’t for director Jonny Caplan and his production company Tech Talk Media. Released last January — and now available to stream on Amazon Prime — Caplan’s film features extensive interviews with Sugerman himself, a character who might remind you of your own Jewish grandfather — and also the guy who keeps putting the fix on the temple’s bingo game.
In a recent Zoom interview, Caplan told the New York Jewish Week that he was “kind of blown away” when he first heard Sugerman’s story, courtesy of a colleague who was helping Sugerman with his 2019 memoir, “The Chronicles of The Last Jewish Gangster: From Meyer to Myron.”
Later Caplan watched Sugerman’s interviews online. “He’s just such an amazing character that I fell in love with,” Caplan said. Although Tech Talk mostly covers the world of innovation — previous productions include documentaries about flying taxis and “robots that look after the elderly” — Caplan said they couldn’t resist bringing Sugerman’s story to life.
Born in 1938, Sugerman took up the family business at the age of 21, following his graduation from Bucknell University. Fluent in six languages (seven, if you count profanity, as Sugerman says in the documentary), he was given $3,000 in travelers checks by his father and sent off to Europe to start an “export business.” Sugerman hit a number of countries on the Continent, all while building his reputation and ability to sell pinball machines, slot machines and arcade equipment.
Eventually, Sugerman’s specialty would become Bally Bingo pinball machines, an addictive, “dynamite” arcade game that attracted gamblers and operators who handed out prizes. After its interstate shipment was banned in the United States in 1963, Sugerman would buy parts from all over the country in order to get the machines assembled. “I was the biggest contrabandist and bootlegger of Bally Bingo machines across the states,” he recalls in the documentary. Those efforts got him named in three state cases and three federal cases for illegal gambling and organized crime. And yes, he did serve jail time.
In a highlight of the documentary, Sugmeran is eventually connected with the famed Nazi hunter Simon Wiesenthal. Five years after the capture of Adolf Eichmann in 1960, Sugerman happened to find himself in Vienna. Feeling galvanized by the successful hunt for the man who drew up the plans for the Holocaust, Sugerman knocked on Wiesenthal’s door and asked how he could be of service. The answer, like so many other things in life, was money.
Myron Sugerman, right, meets with famed Nazi hunter Simon Wiesenthal in New York City in an undated photograph. Sugerman says he “sent very generous amounts of money” to help Wiesenthal hunt down war criminals. (Myron Sugerman/Impossible Media LLC)
“I was religious every week — we sent very generous amounts of money to Wiesenthal,” Sugerman says in the film. The pair struck up a friendship, and with each trip Wiesenthal took to New York City, Sugerman says Wiesenthal’s first call was to him. Eventually, prior to one of Sugerman’s trips to Asuncion, Paraguay, Wiesenthal asked the contrabandist to get him information regarding the whereabouts of notorious Nazi doctor Josef Mengele, who was rumored to have decamped there. I don’t want to give too much away, but if you enjoyed seeing Nazis killed in the film “Inglourious Basterds,” you might like how this story ends.
Sugerman provides details of his life, confessional style, as he leads the camera crew to local haunts in Little Italy and Brooklyn’s Kings Highway. Along the way, he meets friends who help him tell his tales of the old days, like “Baby John” Delutro, also known as “The Cannoli King,” and Johnny Chinatown, who points out a Chinatown landmark seen in “The Godfather.” Both are 20-plus years Sugerman’s junior, but still have ties to the Mafia life he knows and loves. (Those old days might be gone, but the incredible nicknames persist.)
At Grill Point, a now-shuttered kosher restaurant in Brooklyn, we see Sugerman chatting with Moishe Peretz, a retired mob boss who calmly recalls getting shot in the chest in 2016.
Though the mob plays a central role in Sugerman’s identity, his Jewish bona fides are just as significant. “The Jewish gangster really had a need, a psychological need, to show that the Jews could be just as tough as any other ethnicity, because they were going to break with the 2,000 years of our heads down, living in the ghetto, living fearful,” he says in the film. “There was definitely no identity crisis. These Jews were tough and ready to prove it.”
These days, Sugerman lives in Montclair, New Jersey, with his wife, Clara. Though his life may be quieter now, his sense of humor and joie de vivre endure, and now as much as ever he’s committed to the work of defending the Jewish people. “Most guys at 85 years of age, if they’re lucky to be alive, are sitting in front of a lawn of grass, watching the grass grow,” he told the New York Jewish Week. “But I’m not comfortable — I’m not comfortable when the hair on the head of a Jew is moved out of place by an antisemite.”
To that end, Sugerman is putting together an organization with the goal of promoting Jewish pride — and he encourages all those interested in joining to reach out via his website.
More than anything, the toughness and tenacity of the Jewish people is a message that Sugerman wants to continue to send today. “That the era of bending your head, that the era of dismissing antisemitism as a mosquito on the tuchus of an elephant is over with,” he said.
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The post Amazon Prime doc details the wild life of Jewish gangster Myron Sugerman appeared first on Jewish Telegraphic Agency.
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Investing in Early Career Nonprofit Professionals Strengthens the Entire Jewish Community
Demonstrators at pro-Israel rally in Hamburg, Germany. Photo: Screenshot
The Jewish community and the nonprofit organizations that sustain it are facing major challenges today, including rising antisemitism and deep polarization around Israel. These are exacerbating already high rates of burnout and turnover among those who work at Jewish nonprofits, especially early-career professionals.
According to a 2025 Leading Edge report on the “state of Jewish nonprofit talent,” only half of employees under age 30 expect to remain at their organization two years from now. This poses a serious threat to the sector’s talent pipeline and raises an urgent question: How can Jewish organizations, foundational for communities and Jewish life, keep early-career professionals passionate and engaged for the long-run?
Research from M²: The Institute for Experiential Jewish Education’s recent Hope Study highlights two factors linked to sustained engagement among Jewish communal professionals: work energy, defined as feeling energized by one’s work, and Jewish belonging, a meaningful connection to the Jewish people and community. Professionals who experience both are more likely to remain in the field over time. For organizations focused on retention, cultivating these conditions early in a professional’s career should be a strategic priority.
Professional development (PD) has long been one of the primary tools that organizations use to build a sense of belonging and purpose among staff. However, traditional models often reserve this type of investment for mid-career or senior staff who have already demonstrated staying power. If a substantial portion of young professionals leave Jewish nonprofits within their first two years, waiting until mid-career to invest does not make sense.
Instead, we advocate for Jewish nonprofits to invest in early-career PD, starting from the onboarding process. Alongside tangible skill-building, PD should also draw on Jewish values and learning to help professionals think through the real responsibilities and tensions of communal work. When colleagues explore these questions together, they deepen their connection to the mission and build peer relationships that support them in their roles.
Over time, we believe that PD rooted in both tangible skill-building and Jewish purpose will create internal leadership pipelines for people who are actually invested in the community’s future. It strengthens organizational continuity, reduces turnover costs, and ultimately benefits the Jewish communities these institutions exist to serve. To realize these gains, however, organizations must approach early-career development intentionally.
Professional Development Begins With Onboarding
Professional development should begin on day one. Organizations have an opportunity to equip new employees during their first year with foundational skills in navigating the workplace, teamwork, and sector knowledge. This includes engagement with Jewish texts and ideas that offer language for working through tensions that arise in daily workplace dynamics as well as in broader communal conversations, including Israel and antisemitism. Understanding the language, history, and structure of the field strengthens an employee’s connection to mission and purpose, and helps them succeed, all fostering retention.
This is particularly important in a workforce where 38 percent of employees are not Jewish. Thoughtful onboarding helps ensure that talented professionals are not left to navigate cultural norms or communal rhythms on their own and increase belonging. New early career PD programs, including M²’s Aleh Summit and Leading Edge’s Onboarding Intensive, are responding to these needs by integrating Jewish learning into PD and making what is often implicit, explicit.
Articulate a Clear Growth Trajectory
Early-career professionals benefit from clear direction from upper management. Organizations should encourage supervisors to outline a six-to-twelve-month growth arc and identify the skills, responsibilities, and capacities the employee is expected to develop and ultimately own in that time. This may include naming particular leadership competencies or framing stretch assignments as deliberate developmental steps. Professional growth in Jewish nonprofits should also focus on ways to explore and deepen employees’ understanding of the Jewish values and organizational norms that drive the organization. This strengthens long-term commitment to service and can contribute to motivation at work.
Setting measurable goals also helps with retention. Research shows that employees who feel they are making progress, engaging in challenging work, and understand how their role contributes to organizational goals are significantly more likely to intend to stay.
Build an Implementation Plan
Professional development programs often focus on introducing new ideas and skills. However, without structured follow-through, what participants learn rarely makes it into their day-to-day work. Organizations can change that by encouraging supervisors to work with returning program participants to identify two or three concrete practices to integrate into their daily routine. A well-executed plan should anticipate obstacles and clarify what support will be needed to sustain and deepen the new practices.
This kind of intentional follow-through can be a game changer in the “engagement crater,” a period, often two to five years into a role, when initial enthusiasm can decline before stabilizing. Without continued growth and reinforcement, early-career professionals may experience that dip more acutely. But attention to growth and progress by both the employees and their managers can help avoid this decline.
For the employee, this practice strengthens competence and confidence. For the organization, it reduces the likelihood that initial enthusiasm dissipates.
Show Genuine Interest in Employee Growth
Managing early-career professionals requires ongoing communication. When organizations encourage supervisors to invest in these conversations, they can learn what motivates an employee and how to help them individually succeed. At the same time, a strong supervisor will affirm specific strengths they have observed, both before and after a professional development experience, and help the employee see their growth as part of a cohesive trajectory.
Opening a conversation about what early career professionals need, how they work best, and what support would enable them to thrive responds to patterns increasingly seen among Gen Z employees. They want clarity, feedback, and meaningful partnership at work. When managers co-create the work environment in this way, employees are more likely to feel heard and valued. These are the conditions that build and strengthen long-term retention.
A Long-Term Investment in Jewish Communal Leadership
In a sector where people are the primary asset, cultivating emerging professionals must become a strategic priority. Many early-career employees initially demonstrate strong alignment with mission and purpose. The question is whether organizations will maintain that alignment over time.
Sustaining professional commitment requires consistent attention. Early-career development should include an arc with multiple touchpoints, beginning with structured onboarding and continuing through the next several years as responsibilities deepen. The foundation built in the first months supports later growth.
In summary, when Jewish nonprofits invest early and consistently in their staff, professionals are equipped to develop confidence and deepen their understanding of the community they serve. Over time, this will foster pride in working on behalf of the Jewish community and encourage long term commitment to the field.
Kiva Rabinsky is the Deputy CEO and Chief Program Officer at M²: The Institute for Experiential Jewish Education. He holds an MPA in Nonprofit Management and an undergraduate degree in Education and Archeology.
Dana Childress is a Vice President, Program at Leading Edge. She focuses on programming designed to strengthen workplaces so all employees can thrive. She is based in Washington, DC.
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JD Vance praises Tucker Carlson-Mike Huckabee interview as ‘a really good conversation’
(JTA) — Vice President JD Vance has weighed in on the Tucker Carlson-Mike Huckabee interview that has ignited widespread antisemitism allegations as well as a diplomatic row with Arab states, calling it “a really good conversation that’s going to be necessary for the right.”
Vance made the comments to the Washington Post, which published them Friday morning. He said he had not seen the entire interview, which was more than two hours long, but had viewed “clips here and there.”
Vance is a longtime ally of Carlson, a leading far-right figure who has stirred a rift among conservatives by platforming antisemites, at times promoting antisemitic conspiracy theories himself and increasingly campaigning against Israel. (Carlson says he is not antisemitic.)
Vance’s refusal to criticize Carlson or seek to end the rift has increasingly alarmed Jewish conservatives. To the Washington Post, he reiterated what he said before when asked about Carlson and the antisemitism rift — that he believes the Republican Party should be an open marketplace of ideas.
He said he was pleased that the right has stoked “a real exchange of ideas,” even when it includes “the people that I find annoying on our side,” whom he did not specify. That exchange, he said, was also essential for electoral success.
“If you think of the Trump coalition in 2024 — and the way that I put it is, you had Joe Rogan, Mark Levin, Sean Hannity, Tucker Carlson and JD Vance and a coalition of people — but to do that, you have to be willing to tolerate debate and disagreement,” Vance said. “And I just think that it’s a good thing.”
Vance is seen as likely to run for president in 2028.
The post JD Vance praises Tucker Carlson-Mike Huckabee interview as ‘a really good conversation’ appeared first on The Forward.
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Amid Iran tensions, Huckabee tells US embassy staff in Israel they should leave ‘TODAY’ if they wish
(JTA) — Ambassador to Israel Mike Huckabee has told U.S. government employees and their families that they may leave the country and should do so expediently, amid mounting signs of a possible U.S. attack on Iran.
Huckabee emailed embassy staff on Friday morning saying that if they want to leave, they should do so “TODAY,” according to a letter first reported by The New York Times. He noted that commercial flights could become scarce and urged them to accept passage to any country before returning to Washington, D.C.
“There is no need to panic, but for those desiring to leave, it’s important to make plans to depart sooner rather than later,” he wrote.
The letter comes a day after U.S.-Iran talks in Geneva ended without public breakthroughs. Iranian officials, as well as the Omani mediators, said additional conversations were planned for next week; the United States did not comment. Steve Witkoff and Jared Kusher, two Jewish advisors to President Donald Trump who successfully brokered a ceasefire in the Israel-Hamas war last year, are leading the U.S. delegation.
Trump has been threatening to attack Iran for weeks over its nuclear program and has built up U.S. military forces in the Middle East to levels not seen in decades. In recent days, Secretary of State Marco Rubio and Vice President JD Vance have both said military intervention could be needed while saying the president continued to prefer diplomacy.
Vance’s comments were particularly notable because he typically opposes U.S. intervention overseas. He told the Washington Post in comments published Friday morning that there was “no chance” that the United States would get involved in an extended Middle East campaign.
Iran has said it would consider Israel a valid target in the event of a U.S. attack. Last year, Iranian missiles killed more than two dozen people in Israel during a 12-day war initiated by Israeli strikes on Iran’s military program. Now, Israelis have been living in limbo for weeks while waiting to learn whether a new war, expected to be more destructive, will begin.
In the past, when expecting Iranian retaliation, the embassy has warned staff against leaving population centers in Israel. Now, the Department of State has updated its Jerusalem embassy website to reflect “the authorized departure of non-emergency U.S. government personnel and family members of U.S. government personnel to leave Israel,” setting a status that means flights will be paid for by the U.S. government.
While El Al, Israel’s national carrier, does not fly during Shabbat, other airlines typically do run some flights to and from Ben Gurion Airport on Friday nights and Saturdays. Many of those are budget European airlines that have only recently resumed flying to Israel after last year’s Iran war; some airlines, including KLM, have already suspended Israel flights in anticipation of another conflict.
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