My Career Choice: Masha Pearl – Executive Director of The Blue Card

Masha Pearl, Executive Director of The Blue Card, leads its national efforts to provide direct financial assistance to more than 3,000 Holocaust survivor households in the United States living at or below the poverty line. The Blue Card was founded by Germany’s Jewish community in 1934 to help people who had already started seeing restrictions on business, employment, and other types of oppression by the Nazis. It was re-established in 1939 in the United States to aid those who had escaped the persecution. 

Since becoming Executive Director, Masha has helped to leverage donor support to increase the charity’s annual operating budget by 40 percent. Masha’s philanthropic efforts have led The Blue Card to receive The Independent Charities of America’s Best in America Seal of Excellence, as well as a four-star rating by Charity Navigator and accreditation by the Better Business Bureau’s Wise Giving Alliance.  

The granddaughter of Holocaust survivors on both sides of her family, Masha is the mother of two young children. She engages in work that addresses family issues, is active in her children’s Parent Teacher Associations and serves on the boards of the New York Foundation for Eldercare and North American Friends of AMCHA. Masha is an Adjunct Professor at Baruch College in New York City.  

Masha was voted one of New York City’s 20 Most Significant Young Philanthropists by The Observer in 2014 and Jewish Week’s 36 Under 36 list. In 2022, she was recognized for City and State’s 40 Under 40 Award – an honor awarded to just 40 individuals of hundreds of submissions.

Can you point to one event that triggered your interest in your career?

I originally planned to go to law school but a stint at a law firm changed my mind. I was searching for work that not only challenged me professionally but also made a meaningful difference in people’s lives. I had done research on Holocaust survivors and was shocked to learn how many were struggling financially and emotionally. When I joined The Blue Card as Program Coordinator in 2009—I hadn’t heard of the organization before that—seeing firsthand the impact of our support for survivors intensified that interest and solidified my commitment. 

In addition, I have a deeply personal connection to this work—my four grandparents are Holocaust survivors. Their experiences and resilience have profoundly shaped my understanding of the lasting trauma survivors carry and the urgency of preserving their dignity and well-being. This personal history continues to motivate and guide my work every day.

What about this career choice did you find most appealing?

What’s most appealing is the ability to directly improve the quality of life for Holocaust survivors—an often overlooked and misunderstood population. Many people are surprised to learn that tens of thousands of Holocaust survivors are living at or below the poverty line in the United States. Beyond financial hardship, they often face profound emotional challenges, including isolation, trauma, and mental health struggles exacerbated by old age and limited support systems.

I have the opportunity to merge compassion with strategic leadership—developing and expanding programs that respond not only to survivors’ basic needs but also to their emotional and psychological well-being. Leading an organization like The Blue Card allows me to honor history, fight injustice, and bring dignity to those who have already endured the unimaginable. It’s both a personal mission and a professional calling.

What steps did you take to begin your education or training?

I pursued a Master’s in Business Administration from Pace University, which gave me a strong foundation in nonprofit management, strategic planning, and business operations—skills that have been essential in leading and scaling The Blue Card. 

Beyond formal education, one of the most impactful aspects of my training has come from real-life experience: working closely with Holocaust survivors on a daily basis. From my earliest days at The Blue Card, I learned directly from the individuals we serve—their stories, struggles, and resilience became the greatest form of education. This hands-on experience taught me how to build programs that are not only efficient and sustainable, but also deeply human. 

And, teaching management at Baruch College reinforced my belief in the importance of continually learning and sharing knowledge with others.

Along the way, were people encouraging or discouraging?

I was fortunate to have an incredibly supportive mentor in Elie Rubinstein, The Blue Card’s former Executive Director, who guided me with patience and wisdom. Having someone who has faith in you and your abilities, gives you the freedom to make the mistakes that are part of the learning process. 

The Board of Directors also empowered me with trust and encouragement, allowing me to grow into leadership roles and pursue new ideas that would expand our reach.

But some of the most meaningful encouragement has come directly from the survivors we serve. Their heartfelt thank-you notes, emotional phone calls, and even messages from their children and grandchildren remind me daily that our work is not only impactful—it brings peace of mind to entire families. In moments of challenge or uncertainty, those expressions of gratitude and trust have been powerful motivators to keep going.

Did you ever doubt your decision and attempt a career change?

No. While every role has its challenges, I’ve always felt deeply aligned with The Blue Card’s mission. My passion for this work and the urgency I feel has only deepened over time.

Masha Pearl (Photo Credit: The Blue Card)

When did your career reach a tipping point?

My career reached a true tipping point in 2013, when I was appointed Executive Director of The Blue Card at the age of 29. It was a tremendous responsibility and an incredible vote of confidence from the Board, especially for someone so young. That moment marked a major shift—not just in title, but in how I approached my role and the vision I had for the organization’s future.

Early on, I also marked a personal milestone by securing Nobel Prize winner Elie Wiesel for a sold out gala. This was the last award he accepted before bis death. Arranging a significant fundraising event—as well as honoring such an iconic advocate for Holocaust survivors—reaffirmed in my own mind that I was prepared to meet the demands and responsibilities running a nonprofit entails.

Stepping into this position allowed me to lead The Blue Card through a period of strategic growth and transformation. We expanded our programs nationally and implemented new services that addressed emerging needs, such as mental health support, emergency response systems, and tech-friendly aging tools. It was also during this time that I began engaging directly with elected officials and policymakers, helping elevate the voices of survivors in legislative conversations.

Looking back, this tipping point wasn’t just about professional advancement—it was about using my personal connection to the Holocaust, my training, and my passion to make meaningful, systemic impact at scale.

Can you describe a challenge you had to overcome?

Leading The Blue Card through the COVID-19 pandemic was one of the most complex and emotional challenges of my career. Our clients—over 3,000 elderly Holocaust survivors—were among the most vulnerable to the virus, not just physically, but emotionally. Many live alone, with no nearby family, and the lockdowns triggered profound trauma, especially for those who had experienced war, displacement, and isolation as children.

We had to move quickly and think creatively. Our small team became a full-scale emergency response unit almost overnight. We sourced and distributed thousands of masks, gloves, disinfectants, and food packages despite supply chain shortages. We expanded our Telephone Emergency Response System program dramatically, ensuring that survivors had a lifeline if they fell or needed help.

Perhaps most significantly, we recognized the severe emotional toll the isolation was taking. Survivors were reliving wartime memories—many told us it felt like being back in hiding or in a ghetto. We quickly mobilized culturally sensitive mental health support through phone-based therapy, especially for Russian-speaking survivors. We also created a volunteer video tribute program so survivors could receive personal, uplifting messages reminding them they weren’t alone.

Despite the logistical and emotional weight, we never missed a beat. The gratitude we received—from survivors, their families, and caregivers—affirmed the importance of our work and reinforced our team’s strength, compassion, and resilience during one of the most trying periods in recent history.

What single skill has proven to be most useful?

Empathy—deep, active empathy—has been the most essential skill in my work. Leading an organization that serves Holocaust survivors requires more than administrative ability or program management. It demands the ability to truly listen, to understand not just what someone is asking for, but what they may be too proud or too traumatized to say out loud.

Many of our survivors carry invisible wounds: they live alone, often in poverty, and struggle with health issues that are compounded by emotional scars from their childhoods during the Holocaust. By approaching every interaction with empathy, I’ve been able to build trust—trust that we will treat them with dignity, honor their history, and respond to their unique needs without judgment.

Empathy also informs how we design our programs—from birthday cards that ease loneliness, to therapy services in a survivor’s native language, to small but meaningful gestures like helping them get to a doctor’s appointment safely. It’s a skill that touches every part of our work, from fundraising and advocacy to volunteer engagement and staff development. And in many ways, it’s the bridge between the trauma of the past and the compassion of the present.

What accomplishment are you most proud of?

I’m most proud of scaling The Blue Card’s impact while remaining true to our core mission. Under my leadership, we’ve expanded services to 35 states, grown our donor base, and increased our operating budget by 40%. Yet, despite this growth, we’ve upheld one of our most sacred commitments: 100% of individual donations go directly to Holocaust survivors.

But beyond the numbers, what gives me the deepest sense of pride is seeing our work translate into real, tangible relief for survivors—whether it’s a terminally ill survivor receiving their final wish through our “Bring a Smile” program, or an isolated individual finding comfort through a companion pet or culturally sensitive mental health support.

Another moment of tremendous personal meaning was participating in the legislative effort that led to the signing of New York State’s Holocaust education bill (top photo). To stand beside elected officials, survivors, and advocates at the Museum of Jewish Heritage for the bill signing ceremony was a powerful reminder that our advocacy is helping shape public policy and ensure that the next generation learns the truth of what happened—and why it matters today.

These accomplishments aren’t mine alone—they’re the result of a dedicated team, an engaged board, and a community of supporters who believe that survivors deserve more than just to be remembered—they deserve to be cared for.

Any advice for others entering your profession?

Stay mission driven. Nonprofit work, especially in the space of trauma and aging populations, requires not only passion and resilience but also deep emotional commitment. It can be incredibly rewarding but also demanding—so grounding yourself in the “why” behind the work is essential.

Build genuine relationships—with donors, staff, community partners, and especially those you serve. Listen more than you speak. Remain open to learning and never underestimate the power of advocacy and storytelling. A well-told story can move people to action in ways data alone never will.

As a mother of two young children, I’ve also learned the importance of balance. It’s not always easy to juggle the intensity of nonprofit leadership with family life, but it’s possible when you create boundaries, delegate effectively, and surround yourself with people who believe in your mission. Some days are harder than others, but I try to lead by example—for my team, for my children, and for the survivors who inspire me every day. Most importantly, let your work reflect the dignity, compassion, and respect that every human being deserves.

Top photo: (Left to right) Gia Machlin, Board Chair of The Blue Card; Miles Gidaly, Board Member of The Blue Card; Masha Pearl, Executive Director of The Blue Card; Mayor Eric Adams; Jeremy Prawer, Supporter and Volunteer. Seated on chairs, Holocaust survivors Lillian Feintuch and Sami Steigmann.  
Photo Credit: Victor Gindi, Gindi Photography.

For more information go to the website for The Blue Card.