As NYC Rape Retrial Looms, Harvey Weinstein Sues Brother & TWC Execs Over $45M Loan From 2016
Seeking a self-described 'claw back of any improperly appropriated or ill gained assets and/or monetary sums taken by Third-Party Defendants' and other damages, Weinstein's filing is 'an action for fraud arising from the Defendants' inducement of Weinstein to sign as a personal guarantor for a $45 million business loan from AI International Holdings (BVI) Limited to TWC Borrower 2016, LLC, which the Defendants then pilfered and misappropriated for their own uses and benefits, in blatant violation of the loan's intended purpose, wrongfully leaving Weinstein solely liable for repayment when AI International, as the lender, sought to enforce the guarantee.'
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Which is a fancy way of saying Harvey Weinstein believes Bob Weinstein, now Studio 101 boss Glasser, accountant Irwin Reiter and almost a dozen John Doe and Jane Doe defendants screwed him and left him holding the bag while they made off with millions. 'This mismanagement left the Companies unable to satisfy their financial obligations, resulting in insolvency and placing Weinstein at substantial personal financial risk as the guarantor of the Loan,' the February 13 jury trial filing in New York state court declares.
The 22-page document contains alleged examples of Glasser paying out $1 million to his father plus $5 million in bonuses and Bob Weinstein snagging $6 million from TWC accounts for his own use. At the center of the extensive sex crimes revelations that brought Weinstein down in 2017, Reiter receives specific bile in the filing as he is accused of deliberately failing 'to take action to prevent or report the self-dealing and misappropriations that contributed to Companies' insolvency.'
'It was shocking to discover the fraudulent transactions that went on to get me out of the company,' the much accused Weinstein said in a statement Monday to Deadline. 'I believe that a number of these executives played a big part in my demise.' Or, as the complaint states:
The Companies' cash deficit and inability to satisfy the Loan triggered settlement negotiations with AI International, which Robert and Glasser conducted with fraudulent and disloyal intentions. Third-Party Defendants reached a self-serving agreement with AI International to settle the debt for a significantly discounted payment of approximately $15 million. Under this settlement, Third-Party Defendants secured a release from liability for the Loan while intentionally leaving Weinstein exposed to the full balance of the Loan— approximately $30 million plus interest—to compensate for the reduced payment.
Third-Party Defendants, acting individually and in concert, knowingly and fraudulently induced Weinstein to personally guarantee the Loan by misrepresenting the intended use of the funds as being for legitimate purposes related to the Companies.
Bob Weinstein's attorney Brian Kohn said in a statement on February 14 that 'Harvey's allegations are entirely without merit.' Yellowstone executive producer David Glasser did not respond to request for comment on the latest filing in the sordid Weinstein saga.
However, if some of this sounds familiar, it is. Wrapped up in the messy Lantern Capital $299 million purchase of the remains of TWC, almost all of this was extinguished in 2018. A state of affairs that mean most of it will likely be challenged within weeks in court by lawyers for Bob Weinstein, Glasser and others.
Sitting in a cell in Rikers Island watching movies and shows on his phone (I'm told), the often ailing 72-year-old Weinstein is scheduled to start his retrial on April 15 on his 23-year sentence from his 2020 rape conviction, which was tossed out in 2024, and one count of Criminal Sexual Act in the First Degree, which was added to the indictment last September. Even though a 4-3 panel of New York appeals court judges dismissed the 2020 conviction last April on the grounds prosecutors had erred by allowing the testimony of other Weinstein accusers whose claims were not being tried, the producer remains behind bars because of his 2022 conviction in Los Angeles on sex crimes and sentencing to 16 years, which is now also under appeal.
On the West Coast, Weinstein saw a sudden change of fortune earlier this month when a Jane Doe whose 2013 rape claims against the producer contributed to his L.A. criminal conviction dropped her civil case. Just weeks before the matter was to go to trial on March 24, Doe's lawyers asked L.A. Superior Court Judge Elaine W. Mandel on February 4 to dismiss the sexual battery, false imprisonment, negligence and intentional infliction of emotional distress case without prejudice.
Though that means the matter isn't totally dead and could be refiled, Weinstein's L.A. legal team took the stance that this was over and done. 'JD#1's legal team dropped her civil case to avoid exposing exculpatory evidence crucial to Harvey's appeal and possible retrial,' they said in a statement to Deadline. 'This move was a calculated effort to shield damaging truths that we all know wouldn't help solidify her narrative.'
Where this all goes next, on either coast and with Weinstein's ongoing $5 million suit against New York over 'deplorable' conditions at Rikers, is anyone's guess.
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Forbes
12 hours ago
- Forbes
Tapping The Ancient Wisdom Of Hospitality To Foster Inclusivity
Team members feeling safe and connected and actively listening to and learning from one another. In the past some business leaders solved the problem of employees being constantly connected to their laptops and smartphones by tapping ancient Jewish wisdom and providing digital sabbaths so employees could disconnect from their digital devices and find time to rest, reflect, and reconnect. Today business leaders can solve the problem of companies abandoning or weakening their commitment to DEI programs, even though the issues those programs sought to address persist, by adapting the ancient virtue of hospitality to make others feel welcome, connected, safe, valued, respected, and heard. Under pressure and threats from the Trump administration and certain conservative lawmakers and activists some companies have abandoned or weakened their DEI commitments as too controversial and risky. But the importance of hospitality as a virtue is recognized in Judaism, Islam, Christianity, and Hinduism. Given that widespread acceptance it seems safe to suggest that a company's public commitment to creating a culture of hospitality would be less risky than a public commitment to DEI efforts--though some companies may want to accept the risk of staying openly true to their convictions. The Benefits of An Inclusive Workplace Employees in an inclusive workplace feel that they belong, that their perspectives matter, that they are valued and respected, and that they are safe to be their authentic selves. That is good for the employees and also for their organizations. A 2025 report by the World Economic Forum found that companies that companies committed to DEI more generally experienced higher levels of performance, innovation, and employee satisfaction. And a survey by Boston Consulting Group and the Future Forum revealed that employees who feel they can be their authentic selves at work are more happy and motivated and more than two times less likely to quit. The practice of hospitality could yield similar positive results for employees and organizations and help promote not only inclusivity, but also diversity and equity. A hospitable workplace culture is more likely to attract a wider range of top talent and also to be a place where employees feel they are treated fairly. But creating a hospitable environment requires moving beyond the common understanding of that virtue. The Deeper Meaning of Hospitality In Reaching Out, Catholic spiritual writer, Henri Nouwen, suggests that we think of hospitality not narrowly as welcoming strangers into our homes but rather as the fundamental welcoming attitude we have toward other human beings. He points out that we often see strangers as a potential threat, but that we should see them as potential allies who have gifts they may share with us if we welcome them into a safe and open space in which they can be themselves and then show genuine interest in them. The goal of creating that open space is to invite others to enter it and form a new relationship with us. But people will enter that space and share their gifts fully with us only if they feel safe. Nouwen observes that people will not reveal their most precious experiences and insights with those who evoke fear in them. He also emphasizes that those offering hospitality must see and affirm that the life experiences and ideas of others are worthy of our full attention and respect. Receptivity and Openness Nouwen explains that hospitality requires both receptivity or openness and confrontation or presence. Receptivity involves welcoming others as who they are, not as who you would like them to be. 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That being the case, leaders offering hospitality should not hide what they think and believe. They should also be clear about any boundaries that employees should follow. If I have been welcomed to a home in which it is common practice to remove one's shoes before entering, for example, I should respect that boundary and remove my shoes even if I do not do so in my home. If it is part of the culture of a company I have have been welcomed to join to offer praise publicly but criticism privately then I should do that even if I would sometimes like to do otherwise. I recall a story about a senior finance executive who welcomed a new employee and told him that he had a bright future at the firm. He then added that if the new employee ever recommended a client transaction he could not defend as being in the best interest of the client, he would be fired immediately. That is an example of welcoming a newcomer and seeing and believing in that newcomer's potential while also setting a clear boundary with consequences. The Importance of Speaking Less and Listening More Nouwen stresses that listening is one of the most important forms of hospitality and that to practice it well we need to develop our listening skills. He points out that hosts should create open spaces in which they can share perspectives with guests, but that some hosts prevent that from happening by speaking all the time and filling up the schedule so that none of their guests has much of a chance to speak or to interact freely with one another. Leaders who want to practice hospitality in preparing for meetings should think less about what they will say at the meeting and more about what they will ask in order to find out what their team members think and feel. And they should open by inviting the ideas of team members and only then share their own ideas. Leaders who hire talented, experienced, knowledgeable, and motivated people but then fail to give them the opportunity to share their experiences and perspectives waste their organization's most precious resources. They also miss out on learning opportunities that could leave them better-informed and wiser and help them make better decisions. To illustrate the inability of a person who cannot learn because he thinks he already has all the answers Nouwen shares the story of a Zen master who received a university professor who wanted to learn about Zen. The Zen master served tea and poured until the professor's cup was full but then kept pouring. When the perplexed professor exclaimed that the cup was full and could not hold any more water the master explained that the professor's mind, like the cup, was already so full of ideas and assumptions that it would not be able to hold more unless it was first emptied of some of those preconceptions. Leaders must not be so full of their own ideas that there is no room in their minds for the fresh ideas of their team members. The Need for More Hospitable Workplaces Persists The goal of a hospitable workplace is creating a space in which everyone feels safe and welcome as who they are and as having valuable gifts to share. But to create that space hospitable leaders need to recognize that some employees are likely to feel less welcome, valued, respected, connected, and safe than others. Full-time remote workers may well feel less connected to co-workers than those who work the office. Female employees may feel less valued and heard if they are interrupted more often, and a number of studies indicate that they are. Indeed a 2017 study indicates that male Supreme Court justices interrupted their female colleagues three times more often than they interrupted one another. Black employees who feel the need to code-switch, or alter their speech, dress or behavior, in order to fit in with the dominant culture, are less likely to feel welcome as who they are. And a 2023 survey conducted for Indeed by The Harris Poll indicated that black employees are almost three times more likely than their white counterparts to code-switch. Conservative employees may feel less connected, respected, and heard on teams that are predominantly liberal or progressive just as liberal or progressive employees may feel less connected, respected, and heard on predominantly conservative teams. And Muslim employees may feel less welcome and safe on teams in which Christians are a clear and vocal majority. The list could clearly go on but each of those illustrative instances of workplace inhospitality could be remedied by the practice of hospitality as described above. Best Practices for Offering Hospitality in the Workplace First, welcome others as who they are, recognize and affirm their gifts, and make it unambiguously clear by your words and actions that you really want to hear what they think. Second, think of the ratio of speaking to listening that you are comfortable with in your interactions with junior members of your team and then speak less than that so that they can speak more. Third, be your authentic self and communicate your experiences, insights, opinions and values to others clearly. But clarify that your perspective is not the only one that matters and you are open to modifying or changing it based on information and insights from others. Fourth, clarify that having a welcoming attitude toward all does not mean accepting all behaviors or attitudes. Be clear about the boundaries that must be observed for your team to perform at its best and insist that those boundaries are observed. Finally, move beyond the mere acceptance of experiences and perspectives that are different from your own to the positive appreciation of those different experiences and perspectives as leading to richer discussions, better decisions, stronger teams, and better business results as well. Some companies reluctantly eliminated their DEI programs and Chief Diversity Officer positions while remaining quietly committed to having a diverse workforce in which everyone feels that they belong and are treated fairly because that is good in itself and also good for business. Those companies are welcome to appoint a Chief Hospitality Officer to achieve their worthy goals.
Yahoo
19 hours ago
- Yahoo
These 11 companies have left California over the years
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Neri praised HPE's new home in Spring, Texas (a Houston suburb), but stressed that the company was not leaving Silicon Valley entirely. "Our San Jose campus will remain a hub for technological talent and innovation," he said. Palantir Software giant Palantir left Silicon Valley in 2020. Before the tech company moved, CEO Alex Karp said he had concerns about California. "I'm pretty happy outside the monoculture in New Hampshire," Karp told Axios in May 2020 when asked if he would move back to California as the COVID-19 pandemic was receding. Karp said at the time that Palantir was narrowing down its list of future homes, which potentially included Colorado. Palantir has been in Denver since August 2020. SpaceX Elon Musk promised to move SpaceX to Texas in 2024, part of a series of announcements that positioned his companies away from California. In announcing SpaceX's relocation, Musk singled out a California law that forbids schools from requiring staff to inform parents of a student's gender identity. "This is the final straw," Musk wrote on X in July 2024. "Because of this law and the many others that preceded it, attacking both families and companies, SpaceX will now move its HQ from Hawthorne, California, to Starbase, Texas." AECOM Global consultancy firm AECOM left Los Angeles in 2021, saying that Texas offered more benefits. "Dallas has emerged as a US hub for corporate headquarters and a compelling corporate talent magnet, particularly among our peers and public companies in the engineering and consulting sectors," a company spokesperson told The LA Times. FICO Financial data analytics firm FICO, officially known as the Fair Isaac Corporation, quietly moved to Bozeman, Montana, sometime in 2021. The company, best known for its FICO score, previously moved its corporate headquarters from Minneapolis to San Jose in 2013. It's not entirely clear why FICO left California. Read the original article on Business Insider
Yahoo
20 hours ago
- Yahoo
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