About Right 2 Know

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Customer Experience as a Human System — Cradle to Grave

My Corporate Doula model was built on a simple recognition: every organizational transition — a payment dispute, a chargeback, an estate handoff, a leadership change — is a human experience first and an operational problem second. I call this the Cradle to Grave approach. From the first point of contact to the final resolution, every touchpoint in a client's journey carries emotional weight. Someone has to hold that weight with skill and without flinching. That is what I do, and it is what I train others to do.

I have spent forty years managing exactly the high-touch, sensitive, escalated conversations this role requires: payment defaults, refund negotiations, and the moments where a single response either protects the client relationship or ends it. As a sales trainer, I built a three-person role-play system using cameras and structured observation — salesperson, consumer, and trained witness — because people cannot correct what they cannot see. That same instinct drives how I build customer support infrastructure: observe the real interaction, document what is actually happening, and design systems that reflect practice — not theory.

First DispatchForty years ago in Queens Village, I learned that the most powerful thing a person can do inside a company isn't close a deal. It's breathe — and think. Everything else follows.

Most executives can name their insurance carrier. Very few can answer the deeper question: Who is actually underwriting your corporate culture? Who has looked at the full risk — the human risk — inside your organization and said, "I'll stand behind this"? That's the work I do. I am your private underwriter. Not for your property. For your people.

My name is Jack Moskowitz — some of you know me as Larry. I've spent four decades inside New York's most complex business ecosystems: automotive guilds, Zurich Insurance, estate planning at Guardian Life, 9/11 advisory response, and the Family Office legacy world. I hold Authority to Bind through Zurich, and I operate through Smitty McJangers, the underwriting partnership I've led since 2015. But credentials only explain what I do. They don't explain why.

In 1985, Queens Village, New York was my training ground. The lessons I absorbed there — about loyalty, transition, pressure, and the unspoken rules of family enterprise — turned out to be the same lessons counterterrorism professionals learn. You read the room before you enter it. You know who's actually in charge before you say a word. You understand that the greatest threat to any organization is not external. It's the silence inside the building.

I have sat across the table from billionaires. I have worked with some of New York City's largest privately held companies — businesses running $10 million to $250 million in revenue — and with family offices navigating the most intimate and consequential transitions imaginable: succession, sale, legacy, loss. What I have learned, over and over, is this: the risk that kills companies is not market risk. It is cultural risk. It is the risk of people who stopped talking to each other.

"The easiest thing to do — and the thing almost no one does — is breathe in, think out. Start there. Everything else builds."

I call myself a Corporate Doula. A doula doesn't deliver the baby — she guides the parent through the most intense transition of their life. That's what I do for organizations. I guide privately held companies through their hardest moments: ownership change, cultural collapse, generational handoff, the invisible grief that follows a merger or acquisition. My framework is called Cradle to Grave — named after the 1984 EPA cleanup regulations I worked alongside early in my career — because every business has a lifecycle, and every stage of that lifecycle carries risk that most advisors simply don't see.

My philosophy is three words: Hope + Happiness = Healing. I earned my Happiness Certification in Portugal through the Happiness Business School. I integrate breathwork, the BITO concept, and practices drawn from yoga and neuroscience into everything I do. This is not soft. This is strategy. The most successful transitions I've been part of began with someone in the room deciding to stop performing and start being present.

1. 3 — Identify the Three Silences. Every organization has three conversations that aren't happening. Find them. The risk lives there.
2. 2 — Two Stakeholders, One Truth. In any transition, surface the two people who hold the unofficial power. Align their reality before you build anything else.
3. 1 — One Breath, One Decision. Before every critical meeting, every term sheet, every succession conversation — breathe in, think out. One conscious moment changes the entire arc of what follows.

I am now training people around the world to become Corporate Doulas themselves — to carry this methodology into the companies and family offices where they operate. The Platinum Rule framework, developed with Dr. Rhoda Donat'-Flowers, is the foundation. The Allie Pond Alliance, launching this spring, is the campaign. And this newsletter — TheRightToKnow.org — is where I'm going to show you exactly how it works, deal by deal, transition by transition, breath by breath.

If not me, then who?

Jack "Larry" MoskowitzCorporate Doula  ·  Enterprise Risk  ·  Chief Happiness Officer
Projects398 Inc.  ·  Smitty McJangers  ·  TheRightToKnow.orgConnect on LinkedIn →TheRightToKnow.org  ·  The Newsletter of Jack "Larry" Moskowitz  ·  Issue 001, March 2026
Trauma Etiquette  ·  Workplace Communication  ·  Enterprise Risk  ·  Corporate Wellness