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Tiệm Nhà Vyy
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Thursday 15 October 2026 14:34:38 GMT
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Howard Lutnick was supposed to be on the 101st floor of the World Trade Center's North Tower on September 11, 2001. Instead, he was walking his son to his first day of kindergarten. That decision saved his life. But 658 of his employees never made it home. Lutnick was the CEO of Cantor Fitzgerald, a financial services firm whose offices occupied floors 101 through 105 of the North Tower. When American Airlines Flight 11 struck the building, the company suffered the largest loss of employees of any organization in the attacks. Among the dead were Lutnick's younger brother, Gary, and his closest friend, Douglas Gardner. Almost overnight, Cantor Fitzgerald had lost approximately two-thirds of its workforce, its headquarters and much of the team responsible for running the business. Lutnick faced an extraordinary dilemma. He had to keep the company alive while hundreds of families were grieving the loss of their primary earners. His decision to stop paying the salaries of deceased employees initially drew criticism. He argued that the company could not survive if it continued paying salaries without the workforce and revenue needed to support them. But he made another commitment. Cantor Fitzgerald pledged 25% of its profits for five years to the families of employees killed in the attacks, along with ten years of healthcare coverage. Over time, the firm distributed more than $180 million to help surviving spouses, children and other family members. Lutnick also promised that children who had lost a parent at Cantor Fitzgerald would have opportunities to work at the firm when they grew older. By 2016, 57 of those children had joined the company. Cantor Fitzgerald went on to establish its annual Charity Day, directing a day's global revenues toward charitable causes. For Lutnick, the consequences of September 11 extended far beyond surviving an attack that killed his brother, his friends and hundreds of colleagues. He had survived because he took his child to school. He then spent years helping support children whose parents never came home.
Howard Lutnick was supposed to be on the 101st floor of the World Trade Center's North Tower on September 11, 2001. Instead, he was walking his son to his first day of kindergarten. That decision saved his life. But 658 of his employees never made it home. Lutnick was the CEO of Cantor Fitzgerald, a financial services firm whose offices occupied floors 101 through 105 of the North Tower. When American Airlines Flight 11 struck the building, the company suffered the largest loss of employees of any organization in the attacks. Among the dead were Lutnick's younger brother, Gary, and his closest friend, Douglas Gardner. Almost overnight, Cantor Fitzgerald had lost approximately two-thirds of its workforce, its headquarters and much of the team responsible for running the business. Lutnick faced an extraordinary dilemma. He had to keep the company alive while hundreds of families were grieving the loss of their primary earners. His decision to stop paying the salaries of deceased employees initially drew criticism. He argued that the company could not survive if it continued paying salaries without the workforce and revenue needed to support them. But he made another commitment. Cantor Fitzgerald pledged 25% of its profits for five years to the families of employees killed in the attacks, along with ten years of healthcare coverage. Over time, the firm distributed more than $180 million to help surviving spouses, children and other family members. Lutnick also promised that children who had lost a parent at Cantor Fitzgerald would have opportunities to work at the firm when they grew older. By 2016, 57 of those children had joined the company. Cantor Fitzgerald went on to establish its annual Charity Day, directing a day's global revenues toward charitable causes. For Lutnick, the consequences of September 11 extended far beyond surviving an attack that killed his brother, his friends and hundreds of colleagues. He had survived because he took his child to school. He then spent years helping support children whose parents never came home.

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