Colle McVoy announces two executive creative director hires

Colle Mcvoy says Gil Muiños and Dustin Black will serve as co-ECD's and share leadership of the agency’s four cross-functional teams that make up its structure......»»

Category: topSource: bizjournalsJan 14th, 2022

WHO’S NEWS: Appointments, promotions in construction & design

Jonathan F.P. Rose has been named the 2021 recipient of the ULI Prize for Visionaries in Urban Development, the most prestigious and respected honor in the land use and development community. The $100,000 ULI Prize, in its 22nd year, recognizes an individual who has made a distinguished contribution to community... The post WHO’S NEWS: Appointments, promotions in construction & design appeared first on Real Estate Weekly. Jonathan F.P. Rose has been named the 2021 recipient of the ULI Prize for Visionaries in Urban Development, the most prestigious and respected honor in the land use and development community. The $100,000 ULI Prize, in its 22nd year, recognizes an individual who has made a distinguished contribution to community building globally, who has established visionary standards of excellence in the land use and development field, and whose commitment to creating the highest-quality built environment has led to the betterment of society. Rose, a long-time ULI Trustee, is founder and president of New York-based Jonathan Rose Companies LLC. As far back as the early 1980s, Rose proposed mixed-use, mixed-income, green transit-oriented urban development. His 2017 book, The Well-Tempered City: What Modern Science, Ancient Civilizations, and Human Nature Teach Us About the Future of Urban Life, has informed urban planning thinking from Sao Paolo to Bhutan, where he is helping to guide the nation’s regional and urban planning. Since founding JRCo in 1989, Rose has developed, acquired and redeveloped or preserved more than 100 affordable and mixed-income, multi-use developments throughout the United States, often in partnership with nonprofit organizations and housing agencies. Rose was among the first real estate developers to make green building a priority in the development of affordable housing. ••• Keith Amann, vice president on the Built Ecology team at WSP USA, has been recognized as a 2021 LEED Fellow by the U.S. Green Building Council (USGBC) and Green Business Certification Inc. (GBCI). Amann was among 21 individuals from around the world honored for mastery of Leadership in Energy and Environmental Design, or LEED. It is the world’s most widely used green building rating system identifying exceptional work in advancing green building practices. Throughout his 15-year career, Amann has successfully managed the LEED certification of more than 14 million square feet of space, including projects such as the LEED Platinum Comcast Technology Center in Philadelphia, New York City Hall and many others. One current example of his impact can be found on his work with 14th@Irving, a 240,000 s/f office building under construction in New York City, where he serves as project manager for WSP and is part of the team targeting LEED Gold certification for the building. Amann is a graduate of the University of Connecticut School of Business with a bachelor’s degree in management; and the New Jersey Institute of Technology School of Architecture with a master’s certificate in sustainable design. ••• CNY Group announced the elevation of AnaTracey Hawkins to Senior Vice President of Strategic Growth. Since joining CNY Group, Hawkins has championed the company’s success and increased CNY’s brand awareness across both new and existing markets. A New Zealand native, Hawkins joined CNY as a vice president in 2018. She has directly supported the rebrand and expansion of SPACES, CNY’s division focused on interior build outs and special projects that has grown substantially in the last two years. Hawkins serves as vice chair on CNY’s Senior Executive Team and as a member of the company’s Diversity and Inclusion Team. She has assisted firm principals in recruiting top executive talent, oversees the firm’s marketing and business development departments (including communications, PR, and social media). ••• Hoffmann Architects announced that Travis Heim has joined the New York office as Senior Staff Architect. He will provide comprehensive exterior envelope design services for projects in the greater New York City area, as well as Pennsylvania, New Jersey, and upstate New York. Heim comes to Hoffmann Architects from a consulting architecture and engineering firm in New York, where he specialized in high-performance facade systems. Heim took an unconventional path to the architecture profession, beginning his career as an aviation structural mechanic in the United States Navy. After leaving the service, he earned an Associate of Arts degree from Skagit Valley College in Oak Harbor, Washington, followed by a Bachelor of Science degree in architectural studies from Washington State University. He then went on to complete the Master of Architecture degree program at the Columbia University Graduate School of Architecture, Planning, and Preservation (GSAPP). ••• Shawmut Design and Construction announced the appointment of Liyuan Woo, executive vice president, chief financial officer at The Beauty Health Company, to its board of directors. Woo will leverage her experience in finance and operational scaling to help drive the firm’s nationwide growth, with an emphasis on the New York and Los Angeles markets. Woo brings more than two decades of experience in creating and building infrastructure to enable opportunities for innovation. In her current role at The Beauty Health Company, with its flagship brand of HydraFacial, she oversees all financial and operational aspects of the company, accelerating BeautyHealth’s mission as a category creating platforms to democratize and personalize beauty health solutions for the masses. Prior to The Beauty Health Company, Woo was the COO and CFO of The VOID. She has also served as CFO for SharkNinja, Gymboree, and bebe, and provided financial advisory services to public and private companies for M&A transactions, IPOs, and growth initiatives at Deloitte. ••• STO Building Group has named Rick Khan its first Chief Innovation Officer, a new role to help the company continue to find new and smarter ways to help advance the construction industry. Khan has spent the past 26 years in the business of helping people through innovation, with the last 16 years dedicated to the construction industry. He is an internationally recognized AEC industry thought leader whose background includes innovation strategy, design thinking, architectural design, computer graphics, graphic design, talent development, and communications. He began his career working for his father in the trades as a pipefitter foreman. After attaining his architecture degree, he developed new ways of visualizing architectural design to key project stakeholders. He then moved into the world of computer graphic industry as a technical producer, serving the gaming and film markets. This experience led him back to construction to find new ways of improving the lives of frontline workers. ••• Dresdner Robin has hired three new employees: Senior Project Manager Christine A. Arico, Senior Engineer Benjamin J. Zoller and Landscape Architect Mark Robison. With more than 15 years of experience in environmental science and project management, Christine Arico manages environmental consulting and remediation services for clients. Prior to joining the team, Arico served as a project manager at New Jersey-based environmental consulting firm, JM Sorge, Inc. She earned her bachelor’s degree in environmental science from the University of Mary Washington. Benjamin Zoller, who received his bachelor’s degree in civil engineering from Texas Tech University, supports the firm’s clients in brownfield redevelopment, site planning, utility design and construction administration. Zoller previously worked for Parkhill, an architecture and engineering consulting firm in Texas. His most notable development was the Department of Defense Education Activity (DoDEA) project at Vicenza High School in Vicenza, Italy, where he was responsible for site layout and select design elements. A fellow associate at the American Society of Landscape Architects, and a 2020 Landscape Architecture Foundation Scholar, Mark Robison earned his master’s degree in landscape architecture from Rutgers University. In his new position, he’s charged with site design and construction. In collaboration with Rutgers University students and New Jersey-based architects, his most recent work was MLK Park in Paterson, N.J., where he contributed design concepts and plans. Prior to joining Dresdner Robin, Robinson was a senior creative director for Momentum Worldwide advertising with a background in brand, experiential and digital marketing. ••• Charles Joyce, PE, an expert in life safety and fire protection engineering, has joined the New York City headquarters of Syska Hennessy as a senior associate. In this capacity, he oversees evaluations of existing fire protection and life safety systems, the design of new systems, and system testing. Joyce also serves as vice chair of the New York City Building Code Technical Committee of Fire Protection Systems, which is developing the next version of the New York City building code. Joyce earned a B.S. in fire protection engineering from the University of Maryland. He is a member of the National Fire Protection Association, the New York Fire Alarm Association, and the Society of Fire Protection Engineers. ••• Denholtz Properties has announced several new hires aimed at enhancing and streamlining internal financial and construction operations. Joseph Fernandez joins as Director of Construction and will oversee all construction on the company’s development pipeline spanning over 600,000 s/f across New Jersey. Fernandez brings 30 years of experience and a robust skillset to his new role. He has completed projects on behalf of Bank of America, Deutsche Bank, Morgan Stanley and Tommy Hilfiger. Prior to joining Denholtz Properties, Fernandez served as Vice President and Director of Construction for Nucor Construction Corp. His career also includes former roles with Michilli Inc., AmTrust Realty Corp, CBRE, Tessler Developments and Jones Lang LaSalle (JLL). Further bolstering the firm’s in-house construction capabilities, Denholtz Properties has also hired Parth Patel as a Project Manager. New additions to the finance team include Mark Mahasky as Director of Capital Transactions with William Ryan and Olivia Ham joining as senior portfolio analysts. ••• Lilker Associates Consulting Engineers announced that Jenny Mendovaya, PE, was named Senior Associate, Director of Healthcare, and Eric Chan, PE, was promoted to Senior Associate, Associate Director of Institutional Projects. Jenny Mendoyava heads up Lilker’s growing Healthcare Studio, which provides strategic consulting and design services to a roster of world class clients, including Weill Cornell Medical Center, New York Presbyterian, Mount Sinai and Saint Barnabus hospitals. Eric Chan provides design and project management for electrical upgrades, additions and new construction for the New York City School Construction Authority (SCA) as well as other institutions throughout New York City. Additional senior staff promotions at Lilker include: Helen Castle, Senior Associate, Electrical Engineering; John Sapia, RCDD, CTS, Senior Associate, Technology Solutions Group (TSG); Jeffrey Hildreth, PE, LEED AP, Associate, Director of Engineering, Falls Church, VA; and Matt Heong, PE, LEED AP, Department Head, Electrical Engineering, Falls Church, VA. ••• Syska Hennessy Group has promoted Brian Nguyen, RCDD, and Christopher Wescott, PE, CEM, LEED AP, to associate principal. Brian Nguyen has more than 15 years of experience in the information technology field. His project portfolio encompasses the healthcare, commercial, and critical facilities sectors. Christopher Wescott has more than 30 years of experience in the engineering of mechanical systems. His projects include master plans, renovations, and new buildings for aviation, education, healthcare, and government. ••• Tarter Krinsky & Drogin announced the promotion of Sean Scuderi to Partner in the Construction Practice. Scuderi represents property owners, developers, contractors, and design professionals, negotiating construction and design agreements, and litigating construction-related disputes. In New York City, he provides general construction counsel for the world’s largest Buddhist organization, Soka Gakkai International-USA, and has assisted with its development of new cultural and community centers in Brooklyn and Queens. In addition, he is a legal advisor on the construction of new schools that serve impoverished communities in the city. ••• Hines announced the establishment of the position Vice President-Carbon Strategy to lead the firm in assessing its global carbon emissions and develop the strategy to set and achieve the firm’s science-based targets. Michael Izzo, formerly Vice President-Construction in the firm’s U.S. East Region, has been appointed to this role. Izzo previously served as Vice President-Construction, working closely with the Hines New York team to evaluate climate risk and carbon emission reduction opportunities on the Hudson Square building portfolio. The post WHO’S NEWS: Appointments, promotions in construction & design appeared first on Real Estate Weekly......»»

Category: realestateSource: realestateweeklyOct 19th, 2021

Top marketing and advertising salaries: What you can make at companies including Apple, Google, and Spotify

Here's an inside look at the salaries for marketing and advertising positions in Corporate America. Spencer Platt/Getty Images Insider analyzed salary data for marketers, ad, and PR professionals at some of the hottest companies. We crunched the numbers for Apple, Google, Microsoft, and Spotify, and others. They're hiring top ad experts to fine-tune their image and promote their products. See more stories on Insider's business page. Even as many industries laid off people in the pandemic, companies from Apple to WPP are hiring top ad and marketing talent to fine-tune their image and promote their products.Advertising and related services employed 447,300 workers in August, up 3.2% from a year ago, according to BLS data.When companies hire from abroad, they're required to disclose information including salary or salary ranges when they hire people under the H1-B visa program.Insider rounded up its reporting on what some of the hottest companies pay for marketing and advertising roles by analyzing government data for 2020 and 2021 that companies are required to file for visa-holding employees.Snap marketing and sales staff pay can reach $110,000 per yearSnap, the company behind Snapchat, has been staffing up as it tries to take on competitors in areas like augmented reality, short-form video, and original shows.It's offered staffers in marketing and sales roles like account executive base salaries between $78,000 and $110,000 per year.Here's a look at other positions and what they pay across Snap.Spotify pays marketers $95,000 to $190,000 in base salarySpotify has become the podcast home to heavy hitters including the Obamas and Joe Rogan, and it's been steadily hiring as it grows its podcast ambitions. Spotify offered staffers on US work visas in marketing roles annual base salaries between $94,000 and $190,000. Read about those and other positions at Spotify.Marketing roles at Netflix can reach $330,000Netflix's resilience despite the pandemic and rising competition has helped make it one of the most desirable places to work in tech.The streamer has been hiring for a variety of positions, from marketers in Seoul to animation roles in Los Angeles. Unlike other tech companies, it doesn't pay performance bonuses, but pays high salaries instead.Based on the data, Netflix offered annual base salaries ranging from $68,000 to $850,000, with a median of $345,000, for various roles.Here are salaries of marketing and other roles at Netflix.Creative directors are among the highest paid roles at ad holding companies like WPPAs ad spending returns, the biggest agencies are looking for executives to fill top positions like heads of new business, managing directors, and healthcare and ecommerce specialists.WPP paid ad planners up to $180,000 and creative directors more than $200,000, for example.Read more about pay at WPP, Omnicom, and other ad holding companies.PR specialists are some of the industry's top payersThe public relations industry is ramping up hiring in hot areas like data, crisis management, and healthcare consulting.Edelman, the biggest PR firm by revenue, paid an EVP up to $280,000, while top execs at holding company-owned firms like Ketchum earned up to $500,000.Healthcare is in demand, and salaries show it. FTI paid a senior consultant in health $108,000, for example.See the full list of PR industry salaries here.Apple marketers can earn up to $325,000Technology giants like Facebook, Google, Amazon, Uber, and Airbnb have soared in recent years, thanks in part to their marketing.Salaries include $95,000 for a marketing specialist at Amazon and $325,000 for a senior marketing director at Apple.Here's a sampling of what Apple, Airbnb, Google, and other tech companies pay marketers.What DTC startups Peloton, Grubhub, and others pay marketersMany direct-to-consumer startups have pumped up their marketing as online sales have exploded in the pandemic.DTC companies remain top destinations for marketing professionals, with salaries including $132,000 for a marketing director at Grubhub and $231,000 for senior director of brand marketing at Peloton.Latest DTC salaries revealed: What companies like Peloton, Chewy, and Instacart pay their marketersRead the original article on Business Insider.....»»

Category: topSource: businessinsiderJan 3rd, 2022

8 Top CEOs Give Their Predictions for the Wild Year Ahead

(To receive weekly emails of conversations with the world’s top CEOs and business decisionmakers, click here.) Nearly two years into the COVID-19 pandemic, business leaders are heading into 2022 facing the strong headwinds of the Omicron variant, continued pressure on supply chains, and the great resignation looming over the labor market. TIME asked top leaders… (To receive weekly emails of conversations with the world’s top CEOs and business decisionmakers, click here.) Nearly two years into the COVID-19 pandemic, business leaders are heading into 2022 facing the strong headwinds of the Omicron variant, continued pressure on supply chains, and the great resignation looming over the labor market. TIME asked top leaders from across the world of business to share their priorities and expectations for the year ahead. Albert Bourla, CEO of Pfizer, wants to leverage the advances his pharmaceutical company has made in fighting COVID-19 to tackle other diseases, while Rosalind “Roz” Brewer, CEO of Walgreens Boots Alliance, has made improving access to healthcare one of her goals over the next year. GoFundMe CEO Tim Cadogan says building trust will be at the heart of decision-making at the crowdfunding platform—both with workers and its wider community. [time-brightcove not-tgx=”true”] Innovation is key to Intel CEO Patrick P. Gelsinger and Forerunner Ventures founder and managing partner Kirsten Green. And Rothy’s CEO Stephen Hawthornthwaite, Albemarle CEO Kent Masters, and Gene Seroka, executive director of the Port of Los Angeles, shared their suggestions for how companies and policymakers can respond to persistent supply chains problems. Read on to see how some of the most powerful people in business envision the coming year. (These answers have been condensed and edited for clarity.) What are the biggest opportunities and challenges you expect in the year ahead? Albert Bourla, CEO of Pfizer: The scientific advancements made by Pfizer and others over the past year have brought us very powerful tools to battle the worst pandemic of our lives. But, unfortunately, we don’t see everyone using them. I am concerned about the limited infrastructure and resources in the poorest countries as they struggle to administer their supply of COVID-19 vaccines to their people. Some of these countries have asked us to pause our deliveries of doses while they work to address these issues. While I am proud of the work Pfizer has done to make vaccines available to low- and lower middle-income countries over the past year, we need to find new ways to support the World Health Organization as they work with NGOs and governments to address these infrastructure issues. Getty ImagesAlbert Bourla, CEO, Pfizer Over the next year I’d like us to help find solutions to issues like the shortage of medical professionals, vaccine hesitancy due to limited educational campaigns, lack of equipment and even roads to allow timely delivery of vaccines. Throughout every chapter of this pandemic, we have been reminded of the importance of collaboration and innovative thinking. We need to work harder than ever before to address these health inequities so that people around the globe are protected from the virus. Pat Gelsinger, CEO of Intel: Throughout the history of technology, we’ve seen the pendulum swinging between centralized and decentralized computing. And there is still a tremendous untapped opportunity in edge computing as we bring greater intelligence to devices such as sensors and cameras in everything from our cars to manufacturing to the smart grid. Edge computing will not replace cloud; we’re swinging back to where decentralized compute becomes the primary growth for new workloads because the inference and AI analysis will take place at the edge. Technology has the power to improve the lives of every person on earth and Intel plays a foundational role within. We aim to lead in the opportunity for every category in which we compete. Roz Brewer, CEO of Walgreens: The pandemic affirmed Walgreens as a trusted neighborhood health destination to help our customers and patients manage their health. We provide essential care to our communities, including administering more than 50 million COVID-19 vaccines as of early December 2021. The opportunity ahead of us at Walgreens Health—our new segment launched this past fall—is to create better outcomes for both consumers and partners, while lowering costs across the care continuum. A year from now I want to look back on this time as an inflection point and a moment in time where real, lasting change happened—that we will all have collectively banded together to get through the pandemic and at the same time delivered real change toward improving accessible and affordable healthcare. I feel inspired and hopeful that some good will come out of this very difficult time in our country and the world’s history. Jason Redmond—AFP/Getty ImagesRosalind Brewer, CEO of Walgreens, speaks in Seattle, Washington on Mar. 20, 2019. Tim Cadogan, CEO of GoFundMe: We’re going to see continued disruption in the world and the workplace in 2022—this will require more people to come together to help each other. Our opportunity is to use our voice and platform to bring more people together to help each other with all aspects of their lives. Asking for help is hard but coming together to help each other is one of the most important and rewarding things we can do in life. We are continuously improving our product to make it easier for more people to both ask for and give help, whether it’s helping an individual fulfill a dream, working on a global cause like climate change, or supporting a family during a difficult time. Kirsten Green, founder and managing partner of Forerunner Ventures: We are nearly two years into the pandemic, and it is still ongoing. We must embrace this new normal and figure out how to make that reality work for our businesses, our consumers, and our people. Thankfully, we often see innovation come out of these periods of change and fluctuation. At the same time, it’s hard to come to terms with the fact that the world has evolved, and it is still important to understand that the ‘reset’ button just got hit for a lot of people. Values, goals, and core needs are being reevaluated and reestablished, and we as a society need to figure out how to move forward during a volatile period. Gene Seroka, executive director of the Port of Los Angeles: Our industry needs to help drive the American economic recovery amid the impact of the COVID-19 pandemic. The top priority remains getting goods to American consumers and creating a more fluid supply chain. We also need to address the growing trade imbalance. Imports are at all-time highs while U.S. exports have declined nearly 40% over the past three years in Los Angeles. We have to help American manufacturers and farmers get their products to global markets. With the passage of the Infrastructure Investment and Jobs Act, our team is working to get our fair share of federal funds to accelerate projects to improve rail infrastructure, local highways and support facilities. The Port of Los Angeles is the nation’s primary trade gateway, yet east and gulf coast ports have received most of the federal funding in the past decade. The best return on port infrastructure investment is in Los Angeles, where the cargo we handle reaches every corner of the country. Kent Masters, CEO of Albemarle: Challenges will likely continue to include competition for top talent, supply chain disruptions due to possible pandemic impacts to raw material availability and logistics, and potential inflation impacts to material and freight costs, all of which we’re monitoring closely so we can respond quickly. With the global EV market growing rapidly, we have a tremendous opportunity ahead of us for years to come. Next year, we’ll advance our lithium business through new capacity ramp-ups in Chile, Australia and China, and restart the MARBL Lithium Wodgina hard rock resource in Australia to help feed our new conversion assets and meet customer needs. We’re also keenly focused on organizational goal alignment and continuous improvement to drive greater productivity through our global workforce next year. What do you expect to happen to supply chains in 2022? Gelsinger: The unprecedented global demand for semiconductors—combined with the impact of the global pandemic—has led to an industry-wide shortage, which is impacting technology providers across the industry. Intel is aggressively stepping in to address these issues and build out more capacity and supply around the globe for a more balanced and stable supply, but it will take time and strong public-private partnerships to achieve. Read more: From Cars to Toasters, America’s Semiconductor Shortage Is Wreaking Havoc on Our Lives. Can We Fix It? Brewer: We learned a lot over the past two years and companies are taking action with investments in capacity, resiliency and agility for supply chains across the world. We will continue finding creative ways to increase manufacturing and shipping capacity. Manufacturers will continue expanding capacity and increasing the diversity in their supplier base to reduce reliance of single sourcing. Companies will continue to invest to increase resiliency through expanded inventory positions, extended planning horizons and lead-times, and increased agility in manufacturing and logistics capabilities to fulfill customer needs. As the marketplace changes, we must be agile and adapt quickly as we respond to shifts in consumer behavior. Investments in technology, such as real time supply chain visibility and predictive/prescriptive analytics, will enable companies to deliver the speed and precision expected by today’s consumer. Seroka: Goods and products will get to market. The maritime logistics industry must raise the bar and make advances on service levels for both our import and export customers. Retailers will be replenishing their inventories in the second quarter of the year. And by summer, several months earlier than usual, we’ll see savvy retailers bringing in products for back to school, fall fashion and the winter holidays. Despite the challenges, retail sales reached new highs in 2021. Collectively, supply chains partners need to step up further to improve fluidity and reliability. Stephen Hawthornthwaite, CEO of Rothy’s: In 2022, pressure from consumers for transparency around manufacturing and production, coupled with pandemic learnings about existing supply chain constraints, will push businesses to condense their supply chains and bring in-house where possible. I also predict that more brands will test make-to-demand models to better weather demand volatility and avoid supply surpluses—a benefit for businesses, consumers and the planet. Nimbleness and a willingness to innovate will be crucial for brands who wish to meet the demands of a post-pandemic world. At Rothy’s, we’ve built a vertically integrated model and wholly-owned factory, enabling us to better navigate the challenges that production and logistics present and unlock the full potential of sustainability and circularity. Courtesy of Rothy’sStephen Hawthornthwaite, chairman and CEO, Rothy’s Green: The pandemic crystallized what a lot of us knew to be true, but hadn’t yet evaluated: There’s not nearly as much innovation in the supply chain as a flexible world is going to need. What we’re seeing now is a giant wake-up call to the entire commerce ecosystem. This is more than a rallying cry; it’s a mandate to reevaluate how we’re managing our production processes, and 2022 will be the start of change. Expect a massive overhaul of the system, and expect to see more investment building innovation, efficiency, and sustainability into the supply chain space. Read more: How American Shoppers Broke the Supply Chain Masters: As the pandemic continues with new variants, we expect global supply chain issues to persist in 2022. To what degree remains to be seen, but I would expect impacts to some raw materials, freight costs, and even energy costs. On a positive note, we can successfully meet our customer obligations largely because of our vertically integrated capabilities. This helps us continue to be a reliable source of lithium, as well as bromine. Worldwide logistics issues are a factor, but more marginal in the supply question when the determining factor is the ability to convert feedstock to product and bolster the supply chain. In lithium, we have active conversion facilities running at full capacity now. As we bring more capacity online (La Negra III/IV, Kemerton I/II, Silver Peak expansion, and our Tianyuan acquisition in China) while making more efficient use of our feedstocks, it will help strengthen the global supply chain. How will the labor market evolve and what changes should workers expect in the coming year? Brewer: The labor market will continue to be competitive in 2022. I often say to my team: as an employer, it’s not about the products we make, it’s not about our brand. It’s about how are we going to motivate team members to feel good about themselves, fulfilled and passionate about their work, to contribute at their highest level of performance. How do we create a culture that means Walgreens Boots Alliance is the best place to work—so our team members say, “Yes, pay me for the work that I do, but help me love my job.” In the coming year and beyond, broadly across the market, we will see that managers will continue to become even more empathetic and listen more actively to their team members as people. Workers will expect that employers and their managers accept who they are as their whole, authentic selves, both personally and professionally. Read more: The ‘Great Resignation’ Is Finally Getting Companies to Take Burnout Seriously. Is It Enough? Gelsinger: Our employees are our future and our most important asset, and we’ve already announced a significant investment in our people for next year. As I’ve said, sometimes it takes a decade to make a week of progress; sometimes a week gives you a decade of progress. As I look to 2022, navigating a company at the heart of many of the pandemic-related challenges, we must all carefully consider what shifts are underway and what changes are yet to come. It will continue to be a competitive market and I expect you’ll continue to see companies establish unique benefits and incentives to attract and retain talent. We expect the “hybrid” mode that’s developed over the past years to become the standard working model going forward. Al Drago/Bloomberg—Getty ImagesPatrick Gelsinger, chief executive officer of Intel Corp., speaks during an interview at an Economic Club of Washington event in Washington, D.C., U.S., on Dec. 9, 2021. Bourla: The past couple of years have challenged our workforce in ways that we never would have imagined. Companies have asked employees to demonstrate exceptional flexibility, commitment, courage and ingenuity over the past two years—and they have risen to the challenge. I predict that we are likely to see an increase in salaries in the coming year due to inflation—and I believe this is a good thing for workers, as it will help close the gap in income inequality. That said, financial rewards are no longer the only thing that employees expect from their employers. Increasingly, people want to work for a company with a strong culture and a defined purpose. As such, companies will need to foster and promote a culture in which employees feel respected and valued for their contributions and made to feel that they are integral to furthering the purpose of their company. Businesses that are able to create such a culture will not only be able to attract the best talent, but also maximize the engagement, creativity and productivity of their people by enabling them to bring their best selves to every challenge. Green: For many years, Forerunner has been saying, “It’s good to be a consumer. Consumers want what they want, when they want it, how they want it, and they’re getting it.” That same evolution of thought has now moved into the labor market: It’s a worker’s market, not a company’s market, and the relationship between the worker and the employer needs to evolve because of that. Workers should expect to get more flexibility, respect, benefits, and pay in some cases—but they still need to show up and deliver impact at work. It’s a two-way street, and we need to tap into a broader cultural work ethic. As a society, we need to be more holistic in our approach to meeting both company and worker needs. Read more: The Pandemic Revealed How Much We Hate Our Jobs. Now We Have a Chance to Reinvent Work Seroka: There’s a need for more truck drivers and warehouse workers in southern California. President Biden’s new Trucking Action Plan funds trucker apprentice programs and recruit U.S. military veterans. It’s an important step forward to attract, recruit and retain workers. Private industry needs to look at improved compensation and benefits for both truckers and warehouse workers. We need to bring a sense of pride and professionalism back to these jobs. On the docks, the contract between longshore workers and the employer’s association expires June 30. Both sides will be hard at work to negotiate and reach an agreement that benefits the workers and companies while keeping cargo flowing for the American economy. Courtesy Port of Los AngelesGene Seroka, executive director, Port of Los Angeles. Masters: I think there will still be a fight for talent next year. It’s a tight labor market overall and Covid-19 restrictions are a challenge in some regions. Albemarle has a really attractive growth story and profile, especially for workers interested in combatting climate change by contributing in a meaningful way to the clean energy transition. We are embracing a flexible work environment, much like other companies are doing, and upgrading some benefits to remain an employer of choice in attracting and retaining the best people on our growth journey. And, of course, we should all expect pandemic protocols to continue next year to ensure everyone’s health and safety. How do you see your role as a leader evolving over the coming year? Bourla: We are entering a golden age of scientific discovery fueled by converging advancements in biology and technology. As an industry, we must leverage these advancements to make disruptive changes in the way we discover, develop and bring new medicines to patients. Since I became CEO of Pfizer, we have been working to reimagine this process by operating as a nimbler, more science-driven organization, focused on delivering true breakthroughs for patients across our six therapeutic areas. In the past few years, we have demonstrated our ability to deliver on this promise of bringing true scientific breakthroughs through our colleagues’ tireless work in COVID-19. But there is more work to be done to address the unmet need in other disease areas—and now is the time to do it. In the year ahead, my leadership team and I will focus on leveraging these advancements in biology and technology, as well as the lessons learned from our COVID-19 vaccine development program, so that we may continue to push this scientific renaissance forward. This is critical work that we must advance for patients and their families around the world who continue to suffer from other devastating diseases without treatment options. Gelsinger: We are in the midst of a digital renaissance and experiencing the fastest pace of digital acceleration in history. We have immense opportunities ahead of us to make a lasting impact on the world through innovation and technology. Humans create technology to define what’s possible. We ask “if” something can be done, we understand “why,” then we ask “how.” In 2022, I must inspire and ensure our global team of over 110,000 executes and continues to drive forward innovation and leadership on our mission to enrich the lives of every person on earth. Brewer: Purpose is the driving force at this point in my career. I joined Walgreens Boots Alliance as CEO in March of 2021, what I saw as a rare opportunity to help end the pandemic and to help reimagine local healthcare and wellbeing for all. Seven months later, we launched the company’s new purpose, vision, values and strategic priorities. My role as CEO now and in 2022 is to lead with our company’s purpose—more joyful lives through better health—at the center of all we do for our customers, patients and team members. I’m particularly focused on affordable, accessible healthcare for all, including in traditionally medically underserved communities. Healthcare is inherently local, and all communities should have equitable access to care. John Lamparski—Getty Images for Advertising Week New YorkTim Cadogan, CEO of GoFundMe, speaks in New York City on Sept. 26, 2016. Cadogan: The last two years were dominated by a global pandemic and social and geopolitical issues that will carry over into 2022. The role of leaders in this new and uncertain environment will be to deliver value to their customers, while helping employees navigate an increasingly complex world with a completely new way of working together. Trust will be at the center of every decision we make around product development and platform policies—do the decisions we are making align with our mission to help people help each other and do they build trust with our community and our employees? Green: Everything around us is moving at an accelerated pace, and being a leader requires you to operate with a consistent set of values while still leaning into opportunity. Arguably, the pandemic has been the most disruptive time in decades—a generational disruption on par with the Depression or WWII. People’s North Stars are in the process of transforming, and leaders need to figure out what that means for their companies, their cultures, and their work processes. How does this change require leaders to shift their priorities as a business? Courtesy, Forerunner VenturesKirsten Green, founder and managing partner, Forerunner Ventures Masters: My leadership style is to make decisions through dialogue and debate. I encourage teams to be curious about other perspectives, be contrarian, actively discuss, make decisions, and act. I wasn’t sure how well we could do this from a strictly remote work approach during the pandemic, but watching our teams thrive despite the challenge changed my mind. Our people adapted quickly to move our business forward. We’ve worked so well that we’re integrating more flexibility into our work environment in 2022. With this shift to hybrid work, it will be important for all leaders, myself included, to empower employees in managing their productivity, and ensure teams stay engaged and focused on our key objectives. We’re facing rapid growth ahead, so our culture is vital to our success. I’ll continue to encourage our teams to live our values, seek diverse viewpoints, be decisive, and execute critical work to advance our strategy. Courtesy of Albemarle Kent Masters, CEO of Albemarle Seroka: Overseeing the nation’s busiest container port comes with an outsized responsibility to help our nation—not just the Port of Los Angeles—address the challenges brought about by the unprecedented surge in consumer demand. That means taking the lead on key fronts such as digital technology, policy and operational logistics. On the digital front, our industry needs to use data better to improve the reliability, predictability, and efficiency in the flow of goods. Policy work will focus on improving infrastructure investment, job training and advocating for a national export plan that supports fair trade and American jobs. Operationally, we’ll look for new ways to improve cargo velocity and efficiency......»»

Category: topSource: timeJan 2nd, 2022

HSBC to Buy L&T Investment, Boosts Wealth Franchise in Asia

To boost HSBC's asset management unit, the London-headquartered bank inks a deal to acquire India's L&T Investment Management Limited for $425 million. As part of the efforts to expand its wealth management business in Asia, HSBC Holdings plc’s HSBC indirect wholly-owned subsidiary HSBC Asset Management (India) Private Ltd has agreed to acquire L&T Investment Management Limited (LTIM) for $425 million. The purchase deal comes four months after HSBC inked a deal to buy AXA Insurance in Singapore for $575 million.LTIM is a wholly-owned subsidiary of L&T Finance Holdings Limited (LTFH) and the investment manager of the L&T Mutual Fund. LTIM facilitates a distribution platform, comprising leading banks, regional distributors, more than 50,000 independent financial advisers, ascertained digital platforms and a footprint covering 65 locations throughout India.Completion of the deal is subject to regulatory approvals and customary condition precedents, following which HSBC intends to integrate the operations of LTIM and its current asset management business in India, having an asset under management balance of $1.6 billion as of September 2021.The transaction will likely be funded using existing resources. It is expected to have a minimal impact on HSBC’s common equity tier 1 ratio, while being immediately accretive to the bank’s earnings following completion. A return on investment of greater than 10% in the medium term is expected by HSBC.LTFH will be entitled to excess cash in LTIM until the completion of the deal apart from the purchase consideration of $425 million. In the meantime, both LTIM and HSBC will warrant continuity of services to their investors and counterparties.Per HSBC CEO Noel Quinn, the acquisition refines its business competencies in India by enhancing its scale, expanding reach and capturing 15-20% annual asset management market growth that is expected in India over the next five years. The transaction helps HSBC inch closer to becoming a pioneering wealth manager in Asia.He further stated, “Together with our recent announcement to acquire AXA Singapore, this demonstrates our commitment to capturing the Asia wealth opportunity. We will continue to invest significantly to achieve that goal.”Surendra Rosha, HSBC’s co-chief executive Asia Pacific, added, “LTIM’s customer base and wide footprint in India will provide HSBC with much deeper access to a high-growth wealth management market. India’s rising income levels and higher life expectancy are driving an expanding and yet under-penetrated sector.”“The transaction with HSBC is in line with our strategic objective of unlocking value from our subsidiaries which will help us to strengthen our balance sheet for our lending business. When seen alongside the recent capital raise it provides us with enough ammunition to increase the pace of retailisation in our lending portfolio, which is one of our long-term goals," said, Dinanath Dubhashi, the managing director and CEO at LTFH.Augmenting HSBC’s asset management business in India will also amplify its capacity to serve the wealth needs of Indian consumers as well as those representing the growing non-resident Indian customer base globally.In February, HSBC announced that it is on an expansion spree in Asia. It plans to inject $3.5 billion worth of capital into its wealth and personal banking business in Asia, of which approximately two-thirds will be used to bolster its distribution competencies via new hires and technology improvements. The bank also announced plans of shifting capital from the underperforming businesses in Europe and the United States to Asia.HSBC’s Asia operations account for almost two-thirds of its adjusted profit before tax in the wealth and personal banking business.Our TakePer a Bloomberg article, India is one of HSBC’s largest markets and the bank made more than $1 billion in the country in 2020, making the country the lender’s third largest Asian profit center, following Hong Kong and mainland China.HSBC’s expansion plans in Asia are expected to help offset some of the adverse impacts that the low interest rate environment is persistently putting on its top line. Nevertheless, competition for fee-generating sustainable businesses in Asia might intensify over the medium term.So far this year, on the NYSE, shares of HSBC have gained 15.3% compared with the industry’s growth of 10.3%.Image Source: Zacks Investment ResearchCurrently, HSBC carries a Zacks Rank #3 (Hold). You can see the complete list of today’s Zacks #1 Rank (Strong Buy) stocks here.Inorganic Growth Efforts by Other FirmsSeveral companies from the finance sector are making consolidation efforts to counter the low-interest-rate environment and heightened costs of investments in technology.In early December, United Bankshares, Inc. UBSI announced the completion of its merger deal with Community Bankers Trust Corporation.The buyout brought together two high-performing banking companies. It also bolsters United Bankshares’ position as one of the largest and best-performing regional banking companies in the Mid-Atlantic and Southeast. The combined entity will now operate across 250 locations in opportunistic markets in the United States.First Financial Bancorp. FFBC agreed to acquire the fourth-largest independent equipment financing platform in the United States called Summit Funding Group. The deal completion, subject to customary closing conditions, is expected in the fourth quarter of this year.The acquisition of Summit is expected to be accretive to First Financial’s earnings per share by mid-single digits in 2023 (the first year post integration). Thereafter, on a run-rate basis, the deal is expected to be accretive to earnings by low-double digits.U.S. Bancorp’s USB primary subsidiary U.S. Bank completed the buyout of PFM Asset Management LLC. The acquisition was carried out through U.S. Bancorp Asset Management. The deal to acquire PFM Asset Management was announced this July.U.S. Bancorp’s several acquisitions over the past years have enabled the company to foray into untapped markets and fortify its footprint in existing geographies. More Stock News: This Is Bigger than the iPhone! It could become the mother of all technological revolutions. Apple sold a mere 1 billion iPhones in 10 years but a new breakthrough is expected to generate more than 77 billion devices by 2025, creating a $1.3 trillion market. Zacks has just released a Special Report that spotlights this fast-emerging phenomenon and 4 tickers for taking advantage of it. If you don't buy now, you may kick yourself in 2022.Click here for the 4 trades >>Want the latest recommendations from Zacks Investment Research? Today, you can download 7 Best Stocks for the Next 30 Days. Click to get this free report U.S. Bancorp (USB): Free Stock Analysis Report First Financial Bancorp. (FFBC): Free Stock Analysis Report United Bankshares, Inc. (UBSI): Free Stock Analysis Report HSBC Holdings plc (HSBC): Free Stock Analysis Report To read this article on click here. Zacks Investment Research.....»»

Category: topSource: zacksDec 25th, 2021

How Netflix is changing the global entertainment industry

Netflix has reshaped the market for global storytelling with shows like "Squid Game" and "Money Heist," and transformed its business in the process. Netflix Netflix is writing the playbook for global entertainment. The streaming company reshaped the market for content and transformed its business in the process. It's exploring areas including video games for its next frontier.  See more stories on Insider's business page. Since Netflix began its worldwide expansion in 2016, the streaming service has rewritten the playbook for global entertainment — from TV to film, and, soon, video games.Hollywood used to exports most global hit series and movies. Now, thanks to Netflix's investments in international TV and film, programming like South Korea's "Squid Game," Spain's "Money Heist," and France's "Lupin" are finding massive audiences around the world.Netflix figured out that to thrive on an international stage it needed both US mass-market programming like "Stranger Things," as well as local content that could win over viewers in specific markets (and produce breakout hits).Read more about how Netflix's strategy for buying international TV shows is changing, according to producers who have worked with the streamer and its rivalsThe strategy helped the streaming service grow its customer base to 214 million global paid subscribers, as of September.Its momentum is also reinvigorating production in places like Germany, Mexico, and India, as companies like Amazon, Disney, WarnerMedia, and Apple follow Netflix's lead. Read more about how Netflix's global focus is changing international production marketsNetflix has reoriented its leadership around its new global model.The streaming company, cofounded by tech entrepreneur Reed Hastings, promoted content chief Ted Sarandos to co-CEO in 2020, which cemented the status of content within the organization. Meanwhile, Bela Bajaria, who had been in charge of international non-English TV, took the reins of the overall TV business, and product chief Greg Peters took on additional duties as COO, including streamlining how global teams work together. Peters also hired a new talent chief with international experience, former PepsiCo executive Sergio Ezama, to lead Netflix's global workforce.View our full interactive chart of Netflix's top leadersThe company has also formed an elite team of 23 interdisciplinary execs to help make its biggest decisions. Known internally as the "Lstaff " — the "L" stands for leadership — the group sits between the company's officers and its larger executive staff of vice presidents and above, who are called the "Estaff."Read more about Netflix's elite 'Lstaff' of 23 execs that helps the company make its most important decisionsNetflix's growth has made it a desirable place to work in recent years, as well, despite some of the tests its corporate culture has faced as it's grown. Public US work-visa data shows that Netflix, which says its pays staffers "market value," has offered six-figure annual base salaries for lots of roles in engineering, content, marketing, finance, and more.Netflix salaries revealed: How much engineers, marketers, content execs, and others get paidNetflix is searching for its next frontierStill, Netflix is facing more competition than ever from an influx of rivals that are learning to play its game.Nearly every major media company, from Disney to WarnerMedia, now runs a streaming service. Their platforms are stockpiled with tentpole movies and TV shows that used to only be found in theaters or on linear TV, and their libraries now rival Netflix's.The competition is pushing the streaming giant to keep evolving.Netflix recently expanded into podcasting and even started peddling merchandise for series like "Squid Game" and "The Witcher."The company is also bringing video games into its mobile streaming app.It hired in July Facebook's former head of Reality Labs, Mike Verdu, as its vice president of game development, and has been hiring for other video-game-related jobs.Read more about what Netflix's video-game roles reveal about its strategyThe streamer plans to approach gaming like it did movies and TV shows. It's starting slowly. It's commissioning and licensing mobile games, some of which are based on existing franchises like "Stranger Things." Then, it plans to experiment with other kinds of video-game storytelling, like it did with its original series."Maybe someday we'll see a game that spawns a film or a series," Peters told investors in July. "That would be an amazing place to get to and really see the rich interplay between these sort of different forms of entertainment."Here's a list of our recent coverage of how Netflix is disrupting facets of the entertainment industry: The Netflix effect on global TV: Netflix's 'Squid Game' is part of a robust international TV strategy that's far ahead of rivals, especially in South Korea10 reasons 'Squid Game' became a global phenomenon, according to a Netflix marketing execNetflix's Q3 subscriber growth was fueled by the Asia-Pacific market. Exclusive traffic data shows how hits like 'Squid Game' drove engagement.'Squid Game' and other Netflix hits may have reversed the streamer's growth slump, exclusive app data suggestsInternational TV producers describe how streaming competition is changing their markets, from Netflix's shifting priorities to rising budgets and costsHow Netflix's strategy for buying international TV shows is changingNetflix's Mark Millar plans to build a streaming superhero universe starting with 'Jupiter's Legacy,' after inspiring some of Marvel's biggest storiesData shows how heavily Netflix is leaning into international TV shows, especially in its upcoming projectsHow to sell a show to Netflix with the help of an easily digestible pitch document, according to a workshop by one of the streamer's execsA Netflix slide deck shows how it's trying to fix lofty problems in personalization like over-inflating a show's popularity and how to measure goals like 'joy'On filmmaking:Netflix is courting Hollywood filmmakers like "Tenet" director Christopher NolanHow Zack Snyder fits into Netflix's plans to build franchises to compete with Disney and WarnerMediaOn video gaming: Netflix is hiring for a slew of gaming jobs that shed light on its video-game strategyWhy Netflix's new video-game strategy will live or die by how well it can create mega movie and TV franchisesNetflix's evolving business model and corporate structure:Netflix org chart: We identified the 71 most powerful people at the streamer and who they report toHow top HR execs at Hollywood companies like Netflix and NBCU work to fight pandemic burnout and keep staff from quitting amid the Great ResignationMeet the top data science execs at Netflix, Disney, WarnerMedia, and more Hollywood companies who are masterminding the streaming wars and hiring hundreds of new workersAn internal Netflix meeting meant for senior staffers played a role in the streamer's recent clash with employees. Here's what happens at the quarterly reviews.The 15 most powerful marketing leaders in the streaming-video wars, from Netflix's Bozoma Saint John to the trio of execs driving Disney's strategyNetflix has hired former PepsiCo exec Sergio Ezama as its next chief talent officerNetflix lays out its M&A strategy, and experts weigh in on the kinds of companies it could buy8 top legal execs at Netflix who are helping the streamer navigate complex content deals and international regulations12 deputies under Netflix's product boss Greg Peters, as his responsibilities grow to include new areas like video gamesNetflix's global TV boss Bela Bajaria is shaking up the content division, making new hires and big promotions. Meet her team.Netflix CMO Bozoma Saint John is building her marketing team, which includes execs from Spotify and Condé NastNetflix has an elite 'Lstaff' team of 23 execs that helps make the company's biggest decisionsNetflix's growth trajectory:Exclusive web-tracking data from Q2 2020 suggests people are streaming less coming out of lockdowns but are keeping Netflix, for nowWe estimated how much Netflix, Disney+, HBO Max, and more are making from the subscribers they gained this past yearNetflix has kept churn low despite price hikes and intensifying competition, and it could be a key to success during a tough 2021Netflix's original series dominate the streaming TV landscape, but its 'demand share' shrank in 2020 as rivals emergedWorking at Netflix: Netflix salaries revealed: How much engineers, marketers, content execs, and others get paidHow much Netflix pays engineers in the US in 2021What data chiefs at companies like Netflix and Roku look for when hiring: technical prowess and an appetite for the 'unsolvable, unmeasurable, or unknowable'Netflix shares the inclusion strategy that helped it improve Black representation in its leadership and the areas it needs to do better in like recruiting Latinx staffersRead the original article on Business Insider.....»»

Category: topSource: businessinsiderDec 24th, 2021

Crocs (CROX) Stock Dives on Agreement to Acquire HEYDUDE

Crocs (CROX) to acquire privately owned competitor HEYDUDE to expand its brand portfolio, and improve revenues and profits. The acquisition is expected to conclude in first-quarter 2022. The Crocs Inc. CROX stock nosedived 11.6% on Dec 23, after witnessing consistent growth in the past year only on its decision to acquire privately-owned HEYDUDE for $2.5 billion. The company signed a deal to buy competitor HEYDUDE, which sells lightweight, casual shoes and sandals for men, women and children. With the acquisition, Crocs looks to add value to its fast-growing footwear business.Per the deal, Crocs is likely to pay $2.05 billion in cash and $400 million in the form of Crocs’ shares issued to HEYDUDE’s founder and chief executive, Alessandro Rosano. The company expects to pay the cash consideration by entering a $2-billion Term Loan B Facility and borrowing $50 million under its existing Senior Revolving Credit Facility. The company expects to conclude the transaction in first-quarter 2022, following the satisfaction of customary closing conditions and regulatory approvals.On the acquisition completion, HEYDUDE will operate as a stand-alone division. HEYDUDE’s founder and chief executive will continue to overlook the innovative product development of the brand designated as the strategic advisor and creative director.Crocs believes HEYDUDE’s consumer-insight-driven casual, comfortable and lightweight products perfectly fit its existing portfolio. The acquisition is expected to be immediately accretive to Crocs’ revenues, operating margins and earnings in 2022. The company expects to deleverage quickly through the acquisition, driven by additional cash flow generation and margin growth. Crocs notes that HEYDUDE has generated robust revenues and profits in the past few years.Moreover, the acquisition is likely to diversify Crocs’ brand portfolio and add to its digital penetration, as HEYDUDE already has a strong online presence. HEYDUDE generates about 43% of sales from its online business compared with 36.8% of Crocs’ sales coming from online in third-quarter 2021. HEYDUDE is expected to generate revenues of $570 million in 2021.Per analysts, Crocs plans to expand the HEYDUDE into a $1-billion brand by 2024, following the completion of the acquisition. This is in sync with Crocs’ plans to generate $5 billion in sales by 2026, witnessing compounded annual growth rate (CAGR) of more than 17% in the next five years. The company anticipates at least 50% of total revenues from digital channels by the end of 2026. On its October earnings call, Crocs predicted revenue growth of 62-65% for 2021 from $1.39 billion reported in 2020.What’s More?Crocs shares rallied 97.1% in the past year, driven by the increasing popularity of casual footwear during the pandemic as consumers switched from formal wear to more comfortable footwear. The Zacks Rank #3 (Hold) company’s gain significantly outpaced the industry’s growth of 7.3% in the same period. Image Source: Zacks Investment Research Sturdy consumer demand and brand strength have been contributing to Crocs’ robust growth story. The company’s focus on product innovation and marketing, digital capabilities, and tapping of growth opportunities in Asia also bode well.Crocs’ timely actions helped mitigate the impacts of factory closures in Vietnam, its major manufacturing hub, and the global supply-chain bottlenecks in the third quarter. The company took immediate action to shift production, enhance factory throughput, leverage air freight, and strategically allocate units.It remains optimistic about navigating through the tough times. Notably, it is shifting production capacity to countries, namely China, Indonesia and Bosnia. Management notified that the company can ramp up factory production due to the limited inputs and simple configuration of products. Crocs is also planning to lower its dependency on West Coast ports by adding East Coast transshipment capabilities to reach key customers in the United States.In spite of the temporary disruptions, Crocs anticipates revenues growth of more than 20% in 2022, fueled by brand strength and consumer demand globally. Wholesale orders for the first half of 2022 have been exceptionally strong. To strengthen inventory positions across all its regions for the first half of 2022, Crocs plans to invest $75 million in air freight.Stocks to WatchWe have highlighted some better-ranked stocks from the same industry, namely Delta Apparel DLA, Guess GES and Under Armour UAA.Delta Apparel, a Zacks Rank #1 (Strong Buy) stock at present, has a trailing four-quarter earnings surprise of 95.5%, on average. The DLA stock has gained 37.6% in a year’s time.You can see the complete list of today’s Zacks #1 Rank stocks here.The Zacks Consensus Estimate for Delta Apparel’s current financial-year sales and earnings per share suggests growth of 11.6% and 9.4%, respectively, from the year-ago period’s reported numbers.Guess currently carries a Zacks Rank #2 (Buy). The company has a trailing four-quarter earnings surprise of 97%, on average. Shares of GES have risen 14.1% in the past year.The Zacks Consensus Estimate for Guess’ current financial-year sales suggests growth of 38.6% and the same for earnings per share indicates substantial growth from the year-ago period’s reported figures.Under Armour currently carries a Zacks Rank #2. The company has a trailing four-quarter earnings surprise of 244.5%, on average. Shares of UAA have gained 18.4% in the past year.The Zacks Consensus Estimate for Under Armour’s current financial-year sales and earnings per share suggests growth of 25% and 396.2%, respectively, from the year-ago period’s reported numbers. UAA has an expected long-term earnings growth rate of 25%. More Stock News: This Is Bigger than the iPhone! It could become the mother of all technological revolutions. Apple sold a mere 1 billion iPhones in 10 years but a new breakthrough is expected to generate more than 77 billion devices by 2025, creating a $1.3 trillion market. Zacks has just released a Special Report that spotlights this fast-emerging phenomenon and 4 tickers for taking advantage of it. If you don't buy now, you may kick yourself in 2022.Click here for the 4 trades >>Want the latest recommendations from Zacks Investment Research? Today, you can download 7 Best Stocks for the Next 30 Days. Click to get this free report Guess, Inc. (GES): Free Stock Analysis Report Crocs, Inc. (CROX): Free Stock Analysis Report Delta Apparel, Inc. (DLA): Free Stock Analysis Report Under Armour, Inc. (UAA): Free Stock Analysis Report To read this article on click here. Zacks Investment Research.....»»

Category: topSource: zacksDec 24th, 2021

Fintech startup Klover hires Pinterest exec as COO

Klover, a fintech startup that's creating a new way for consumers to access loans, has hired an executive away from Pinterest as it builds out its C-Suite. Chicago-based Klover said Monday that it has hired Meredith Guerriero as its chief operating officer. Guerriero has spent the last four years at Pinterest, where she was VP of sales and partnerships. Before that, Guerriero spent two years as a director at Facebook and a decade at Google. Founded in 2019 and led by Brian Mandelbaum, Klover….....»»

Category: topSource: bizjournalsDec 21st, 2021

Anxiety clouded a DNC gathering this weekend in South Carolina where Jaime Harrison quoted Beyoncé and another party leader said the "time for hand-wringing is over"

Insider spoke with party sources in Charleston concerned about 2022, the president's future, and Republicans taking credit for infrastructure. President Joe Biden and US First Lady Jill Biden speak during a holiday reception for the Democratic National Committee at Hotel Washington. Biden is relying on DNC Chairman Jaime Harrison to protect majorities in the House and the Senate.Alex Edelman / AFP Democrats gathered in Charleston for a year-end strategy and training meeting. "We're like Beyoncé, we get in formation," DNC Chairman Jamie Harrison said of party unity. Interviews with nearly a dozen state party chairs and strategists painted a bleak picture of 2022. CHARLESTON, S.C.— Jaime Harrison, the Democratic National Committee chair, quoted Beyoncé to his party's leaders on Friday to kick off a weekend of official strategizing and informal commiserating over internal divisions and the brutal 2022 midterm cycle ahead."From this moment on, Democrats aren't in disarray," Harrison told the roughly 100 Democrats from 53 of the 57 states and territories who gathered for a meeting with the Association of State Democratic Committees. "We're like Beyoncé, we get in formation."Harrison—who some DNC members have fretted hasn't been getting the autonomy he needs from the White House to be successful in his role— received a standing ovation. But Democrats gathered here did not seem to take his admonishment to heart. At the Charleston Marriott this weekend, Democrats tried to publicly quell fears about a blowout in next year's midterm elections, as they attempt to defend majorities in the House and Senate. A Democratic loss in Virginia's off-year 2021 gubernatorial race hung over much of the proceedings. "The time for hand-wringing is over," Ken Martin—the association's president and chair of Minnesota's Democratic-Farmer-Labor Party—told fellow Democrats.  In conversations over the weekend, outside the rah-rah events on the official agenda, the Democratic hand-wringing continued. Democrats wrung their hands about their 2022 prospects. They wrung their hands about whether Biden would run for reelection (White House Press Secretary Jen Psaki has said he intended to do so). They wrung their hands about changing the order of their presidential nominating rules and calendar. They wrung their hands about Republicans taking credit for their legislative accomplishments such as the bipartisan infrastructure law (there was talk of deploying "Democratic truth squads" around the country to correct the record). Democrats even wrung their hands about how to get their message out on social media. "We're exploring what it might look like to start a TikTok account," Shelby Cole, who leads content and creative for the DNC, told the executive committee on Saturday.The event itself reflected the dour atmospherics in which Democrats find themselves. At the beginning of Friday's programming, an official announced to the room that two vendors had tested positive for COVID-19—among the 170,000 new cases across the country that day as the Omicron variant surges—silencing the room. Across the nation, Democrats find themselves pinioned by economic forces such as inflation and political crosscurrents resulting from a divided Senate that has made it difficult for them to act on crucial parts of the president's agenda. A Washington Post-ABC News poll released last month showed that a generic Republican enjoys a historic 10-point advantage over a generic Democratic counterpart.   COVID, economy make for a challenging '22 Interviews with nearly a dozen state party chairs and strategists painted a bleak picture ahead of 2022 for the party's chances to defend the House and Senate."It would be silly of me if I'm looking at how we are politically with COVID, with the economy, with all these various things that we talked about to say, 'Oh this is going to be an easy challenge,'" a Democratic strategist told Insider.Others said the party could still be competitive if Congress passes two critical parts of Biden's plan in the coming weeks: the president's $1.7 trillion social spending package and voting rights legislation. "We would have plenty of time if Build Back Better gets passed [within the administration's first year]," said Michael Ceraso, executive director of Winning Margins, a progressive consultancy, referencing Biden's social spending program.Ceraso's comment came a day before Sen. Joe Manchin of West Virginia effectively killed the possibility of the program becoming law. "I can't get there," the Democratic senator said in an interview on 'Fox News Sunday.'Trav Robertson, the South Carolina Democratic Party Chair, told Insider that talk of a Democratic gutting at the ballot box was overblown. "I think that one thing we got to get away from is the Washington insiders or the Washington elite who have this defeatist attitude because they don't live in or visit Middle America or the South or the West," Robertson said. "That's something we talked about, and that's something that we're challenging ourselves to do going forward." Democrats also previewed a future potential dispute over how to order the presidential nomination calendar—including deciding whether to keep the Iowa-New Hampshire-Nevada-South Carolina lineup—when the party reconvenes in DC for its March meeting. "Those conversations have started in earnest," a Democratic official said. Some have suggested moving to a regional rotating primary system rather than giving less-diverse states such as Iowa and New Hampshire an outsized role early in the process. "There's been talk about that for 50 years, but none of it makes any sense at all, because whatever it is, if you do a regional primary, then only the mega-wealthy, mega-star candidates have the ability to seek the nomination," Raymond Buckley, chairman of the New Hampshire Democratic Party, which oversees the Democrats' first-in-the-nation primary. The deliberations underscore how quickly talk would turn to 2024 and whether President Joe Biden would run again. "Yes, Biden has obviously made it clear that he is running again, but nobody really knows that for sure," one state party chair told Insider. This person added: "I just think the DNC is going to prepare for all scenarios."Read the original article on Business Insider.....»»

Category: topSource: businessinsiderDec 20th, 2021

Cardi B"s new appointment as creative director of Playboy could inject diversity and relevance to the brand

Can Cardi teach an old bunny new tricks? Feminist and race scholars told Insider the potential is there. Cardi B is the first ever creative director in residence for Playboy.Frazer Harrison/Getty Images Playboy recently announced Cardi B as its inaugural creative director in residence. Insider asked top media and feminist scholars what this means for the magazine.  The Afro-Latina icon could bring much needed diversity to the company and flip dated, sexist scripts. Cardi B is in the driver's seat of global pop culture, and Playboy wants a ride. The men's magazine recently announced Cardi B, born Belcalis Marlenis Almánzar, as its inaugural creative director in residence, positioning the Afro-Latina across the table from the brand's mostly-white executive team. Could this be an attempt at a flailing media brand to regain cultural relevance? Or could it be something bigger — a moment to diversify pop culture and adult entertainment?It's both, according to several noted sociologists and scholars of feminism, culture, and race.  "She foregrounds women's pleasure. She brings forth things we're afraid of as a society," Nicole Horsley, Ithaca College assistant professor of culture, race, and ethnicity, told Insider. "She represents sex, women of color, and topics Playboy is missing." Creating a pop culture moment Cardi B will make content, design fashion, and work on digital products at Playboy.Rich Fury/Getty ImagesThe meeting of minds between Cardi B and Playboy's execs could bring more representation to the brand with a diversity of body types, genders, and ethnicities, according to Horsley. It could also be an opportunity for Cardi B and other Afro-Latina women, Black women, and women of color to reclaim stereotypes and use their hypersexualization by society to their monetary and social benefit, she said.  "She has the potential to shift what we are going to see from the digital content from Playboy moving forward," according to Kaila Adia Story, associate professor and Audre Lorde endowed chair at University of Louisville. "I do expect to see more diversity in terms of the models, the motifs they use, the colors they incorporate." In the role, Cardi will develop fashions and sexual wellness products. She will also be a founding member of Playboy's creator-led platform called Centerfold, per Rachel Webber, Playboy's chief brand officer."She is the true embodiment of Playboy's values today and it's an honor to have her on our team," Webber told Insider in a statement. "She wants to use the power of her platform to shine a light on others and give them representation." To be fair, some experts noted that the partnership could be seen as a performative gesture by Playboy. Other experts said the move could also further the consumption and devaluing of Black and brown female bodies for white male pleasure."The only way that her hiring is going to affect diversity and inclusion at the magazine and with the content is if she's actually given decision-making power," Story told Insider. " I hope that Playboy isn't using Cardi B as a prop to say, 'Look how committed we are to diversity and inclusion.'" Teaching an old bunny new tricksPlayboy bunnies at the New York City Playboy Club circa 1970.John Lent/Associated PressAt its height, in the 1970s, Playboy thrived at the center of American pop culture. It defined desirability with its blonde, blue-eyed models outfitted in black leotards and their signature bunny ears. Hugh Hefner, Playboy's founder who died in 2017, represented the pinnacle of masculinity and power. The magazine pushed social conversations forward, featuring works from the likes of James Baldwin and Gabriel García Márquez. Hefner also supported civil rights and women's sexual liberation. And from its very first issue, which featured photos of Marilyn Monroe without her consent, the magazine has had a complicated legacy that critics have debated.   Over time, Playboy's cultural influence became undone. The magazine struggled to keep up with the changing nature of media, and adult entertainment as pleasure seekers moved from print to VHS to DVD, and eventually, the internet. Then the pandemic commenced, causing the publication to shutter its print production. But Cardi B's new appointment could breathe life back into the brand. A self-proclaimed, "Bronx bitch with some pop hits," Cardi, 29, represents the antithesis of a Playboy bunny. She's flashy, raunchy, explicit, and boisterous. Cardi challenges our notions of appropriateness and femininity — and for that reason, experts said it's a cunning move on Playboy's part. "Traditionally Playboy has mainly featured blonde-haired, blue-eyed models and kept that kind of idea of femininity and beauty intact," Horsley said. "Hopefully Cardi B opens the door to a new audience and a new way of thinking." Webber, the Playboy exec, told Insider that is the plan. "This is a brand that believes all people have the right to pursue pleasure and advocates for freedom for all: man, woman, nonbinary, no matter how you identify. Our audience understands and embraces that with us." The partnership is an opportunity for the magazine to make a name for itself in the digital world and expand its audience beyond print-publication-reading white, heterosexual, cisgender men from affluent backgrounds, according to  Mireille Miller-Young, associate professor of feminist studies at UC Santa Barbara. The move is "astute" and "tactical," on the part of Playboy, Miller-Young said. Of course, only time will tell. For now we'll continue watching Cardi make money — and power — moves. Read the original article on Business Insider.....»»

Category: topSource: businessinsiderDec 10th, 2021

The most notable streaming TV shows in the works based on video games, from "Halo" to HBO"s "The Last of Us"

Plenty of game-based shows like "Halo" at Paramount+, HBO's "The Last of Us," and Netflix's "Assassin's Creed" are in the works. The next chapter in the "Halo" video-game franchise, "Halo: Infinite."343 Industries Hollywood is mining video games for IP to boost streaming services.  Video-game movies have a history of flopping, but there are plenty of notable shows in the works. Game industry professionals Insider has spoken to think TV is the best medium for adaptations. When Sony's "Resident Evil: Welcome to Raccoon City" opened in theaters over the Thanksgiving holiday, it flopped hard.The movie grossed $5.3 million in its first three-day weekend in the US. It's since made just $13 million domestically and $24 million worldwide. It's also received poor reviews and has a 28% Rotten Tomatoes critic score. It marks another commercial and critical failure for a video-game movie in a genre with a rich history of them.But Hollywood still has plenty of game adaptations on the way. The most notable ones are being developed for the small screen, though. Game sales hit a record $56.9 billion in 2020, according to a report by the research firm NPD. As media companies compete for well-established IP to attract (or keep) subscribers for their streaming services, they've set their sights on the video-game industry.And as long as Hollywood keeps mining games for content, industry professionals are glad it's embracing TV."We play our favorite games for hundreds of hours," said Christian Linke, a creative director at Riot Games and the showrunner of Netflix's new "League of Legends" animated series, "Arcane." "Movies don't do the experience justice when you only stick with that world for two hours."Mac Walters, the project director for "Mass Effect: Legendary Edition" — a remastered collection of the sci-fi series' original three games — told Insider during an interview this year that a planned "Mass Effect" movie was scrapped a decade ago."If you're going to tell a story that's as fleshed out as 'Mass Effect,' TV is the way to do it," Walters said. "There's a natural way it fits well with episodic content."Now, Amazon is nearing a deal to make a "Mass Effect" TV series, according to Deadline, as the company bets on high-profile genre shows.Insider looked at the major video-game shows in the works for streaming platforms, from Paramount+'s "Halo" to Netflix's "Assassin's Creed."Amazon Prime Video"Mass Effect: Legendary Edition."Electronic Arts/BioWareDeadline reported recently that Amazon is nearing a deal for a "Mass Effect" TV series, based on the hit sci-fi game franchise. It's part of an effort by Amazon to bulk up its output of genre TV after hits like "The Boys" and most recently "The Wheel of Time.""Westworld" creators Jonathan Nolan and Lisa Joy are developing a "Fallout" show for Amazon, based on the post-apocalyptic game series."'Fallout' is one of the greatest game series of all time," Nolan and Joy said in a statement last year with the announcement. "Each chapter of this insanely imaginative story has cost us countless hours we could have spent with family and friends." HBO MaxNaughty DogHBO is developing a series based on the "Last of Us" video game, written and executive produced by "Chernobyl" creator Craig Mazin and Neil Druckmann, the copresident of the studio behind the game, Naughty Dog.Pedro Pascal plays Joel, who has to escort young Ellie, played by Bella Ramsey, across a post-apocalyptic US. Netflix"Assassin's Creed."UbisoftWhile Netflix's hit fantasy series "The Witcher" is more inspired by the novels by Andrzej Sapkowski, the books also spawned popular video games. Given that "The Witcher" is one of Netflix's biggest series, the streaming giant is developing spinoffs, including a live-action prequel series called "The Witcher: Blood Origin."Other game-based, live-action shows coming to Netflix soon include "Resident Evil" and "Assassin's Creed." A 2016 movie adapted from the latter, starring Michael Fassbender, flopped at the box office with $240 million worldwide. Netflix has also ordered animated projects based on games, including "Sonic Prime" starring Sonic the Hedgehog and a "Tomb Raider" series.  Paramount+Bungie / Halo First developed for ViacomCBS's premium cable network Showtime, the long-in-the-works "Halo" TV series moved to ViacomCBS's streaming service Paramount+ last year, and is set for release in 2022. The series is based on the blockbuster sci-fi game franchise of the same name, the new entry of which, "Halo: Infinite," was released on Wednesday.Read the original article on Business Insider.....»»

Category: topSource: businessinsiderDec 8th, 2021

Why This Dating App Is Paying All Employees an $80,000 Minimum Salary

The decision is similar to that taken by the Dan Price, the CEO of credit card processing startup Gravity Payments Feeld is a dating app that puts being progressive at the heart of what it does. For its chief executive Ana Kirova, that’s an approach she aims to bring to the way the business values its employees. The company, which offers users a range of flexible options and started out as an app for non-monogamous relationships, today announced that it was setting a new minimum annual salary of £60,000 ($80,000) for full-time employees. The new minimum pay means 40% of Feeld’s 55 full-time staff will receive a pay rise starting in January. The remaining employees already earn above this amount. [time-brightcove not-tgx=”true”] “We put the human first, both as a company and for our customers,” Kirova tells TIME in an interview over Zoom. Following a wave of new hires, she noticed that paying employees the market rate for certain roles meant that their salaries would not rise beyond a certain level. “It just didn’t make sense for us to take that information and not do anything about it.” she says. “As an organization, being fluid and progressive allows people to do their best work.” The decision is similar to that taken by Gravity Payments, a credit card processing startup, which raised its minimum salary to $70,000 in April 2015. Feeld’s move also comes against the backdrop of a significant shift within the labor market. Dubbed the ‘great resignation,’ workers are quitting their jobs in droves. A record 4.4 million Americans quit their jobs in September, according to a report released Nov. 12 by the Bureau of Labor Statistics, the highest level since the agency started tracking such data in 2000. In the same month, there were around 10 job openings for every seven people without a job. Demand for workers is giving employees leverage to demand better pay, perks, and working conditions from potential employers. In the U.K., where Feeld is based—although it allows staff to work remotely from anywhere—resignations and job-to-job moves are at the highest level in 20 years. Nearly 400,000 workers resigned between July and September, compared with 105,000 at the same time last year. While Kirova recognizes the benefit of high starting salaries in attracting talent, she says the reason for the company’s decision was more about its “core value: being human.” Unlike Dan Price, the CEO of Gravity Payments, Kirova will not be taking a pay cut to fund the minimum salary increase. That’s because the raises can be comfortably funded using the company’s profits, she says. “We’ve been profitable for the last few years,” she said without disclosing the company’s profit figures. “We’ve seen a lot of growth and success, and we want to make sure that we reward everyone for it, because it’s not like it’s one person’s success. Everyone’s contributed to it.” Executives will still earn significantly more than other employees. Taking into account the $80,000 base wage and new hires in top roles, employees at executive level will be earning around six times the minimum salary, Kirova says. “We’ve never really had that vast gap between the top paid person and the lowest paid,” she says. “I think that this is to a large degree thanks to our transparent salaries policy, because it just keeps you accountable as a leader.” Kirova declined to disclose the company’s annual revenue or total number of users but a company representative said there had been a 70% year-on-year increase in users from October 2020 to October 2021. The New York Times reported that the app had 1.5 million downloads in 2016. The app, which has users in major cities around the world, is free to use but has a paid membership offering with enhanced features and privacy options. Dimo Trifonov, the app’s founder—and Kirova’s partner—originally came up with the idea for Feeld in 2014, when she asked if him they could experiment with additional people in their relationship. Initially called 3nder, the app was designed for couples to create joint accounts. It has since expanded to include anyone wanting to experiment in dating. There are more than 20 options for gender identity and sexuality on the app. Kirova joined the product side of the business in 2016 and was appointed CEO in April this year. Since then, she has formed a leadership team of 60% female-identifying members. According to the company, increasing the lowest wage to $80,000 will reduce the gender pay gap between men and women at Feeld to 1%, from 6%. “As a leader of an organisation and especially with our transparency, you can see patterns that are systemic,” Kirova says of the pay gap. “They’re not our doing. But if we don’t do something against them, they will just creep in as we grow.” The company aims to one day close the remaining 1% pay gap, but only once it has established the root cause, she says. “Does this 1% also come from the wider market? Or does it come from internal bias that we’ll need to address?” Kirova says she did not discuss the wage increase with the company’s sole investor, whose identity she declined to reveal, but says “he has a lot of faith in and trust in how we work.” “We’ve previously made decisions that could look unpopular from an investor perspective,” she says, such as investing heavily in “design and creative work” and implementing salary transparency. “These are not necessarily popular decisions, because they’re not tested and proven. But Feeld has always been very creative about how we do our work, and what exactly we do,” Kirova says. “And I believe we have the trust of our investor.” In addition to improving equity across different roles and genders within the company, Kirova hopes that the minimum salary increase will set an example to other startups. “It’s very important for us to stay progressive, but also to inspire other companies to think a little bit more creatively about how exactly they conduct their business internally.” Most importantly, Kirova believes that investment in workers is essential in fomenting productivity. “In industries which are trying to reinvent or to innovate how work happens, there needs to be a path for people to see how they can succeed and grow.” She says it is counterproductive to creat gaps between how different roles are valued within an organization. , She gives the example of engineering positions, which are often better paid than other jobs within startups. “It has to be bridged. It can’t stay like this forever.”.....»»

Category: topSource: timeNov 24th, 2021

Real Estate Webmasters Helps Usher RISMedia Into Next Era of Information With New Website

New SEO- and User-Friendly Site Improves Deliverability of RISMedia’s High-Quality Content In what’s been nothing short of a break-out year for Real Estate Webmasters (REW), the web design, branding and SEO powerhouse whose Renaissance website platform helps brokers compete with the Zillows and Compasses of the world, the firm also delivered a highly custom, transformational […] The post Real Estate Webmasters Helps Usher RISMedia Into Next Era of Information With New Website appeared first on RISMedia. New SEO- and User-Friendly Site Improves Deliverability of RISMedia’s High-Quality Content In what’s been nothing short of a break-out year for Real Estate Webmasters (REW), the web design, branding and SEO powerhouse whose Renaissance website platform helps brokers compete with the Zillows and Compasses of the world, the firm also delivered a highly custom, transformational rebrand of RISMedia, as well as a complete overhaul and relaunch of the firm’s real estate news and events website, RISMedia unveiled its new, modern brand design and tagline, “Integrity In Real Estate,” in March, and launched its new website and technology platform last month. Real Estate Webmasters refreshed the brand with a modernized and more flexible look and feel, and the website with a clean, accessible and easily navigable layout. In addition to lightning-fast speed and a fresh mobile look, REW and RISMedia embraced more video on the revamped site, as well as less intrusive advertisements. “Being selected by RISMedia to do their rebrand and then be offered the chance to completely rebuild their web platforms has truly been the highlight of my career,” says Real Estate Webmasters CEO Morgan Carey. “RISMedia is the most trusted source of news in the real estate industry and Real Estate magazine is read by the most influential leaders in the space. To have ‘Designed by Real Estate Webmasters’ on this new platform sends a message to the industry that we truly are the firm to hire for highly custom enterprise projects.” A Transformational Year The two teams met online often and worked closely together, initially to take a deeper dive into RISMedia’s 41-year history in the real estate space, their goals and vision for the future, as well as what their technical and content management needs are as a media company now and into the future. Then, over the four-month-long build, the teams continued to collaborate to bring RISMedia’s vision to life. According to RISMedia Founder, CEO and Publisher John Featherston, now was the right time to invest in these significant company upgrades. “We recognized that over the past two years we needed to reinvent the infrastructure that makes RISMedia work,” Featherston explains. “We found in Morgan Carey and his talented team the best partner, with expertise in all the elements necessary to create a state-of-the-art platform that will ensure that RISMedia will serve its customers more efficiently and effectively—in a way they expect, and in a way that will allow us to grow. Information is our currency, and delivering that effectively is just as important as creating it.” Building a Site for the Future According to Carey, with RISMedia’s history and goals now in sight, when it came time to turn from the rebrand to the website build, “admittedly this was much easier for us,” given his company’s expertise in SEO, site design and engineering. “We have 20 years of experience building SEO-friendly, traffic-generating web platforms that are fully responsive and look amazing,” says Carey. “Our specialty is high-end, custom platforms specific to real estate, and so for us, once the rebrand was done, we knew exactly what to do to make the best it could be.” A big part of that was designing for a media company that has been in the space for a long time, specifically, working with the firm’s legacy content. RISMedia has many different content types and as an early internet adopter, has decades of pages of content, posts, awards, backlinks and file structures, the teams explained. “All of these things contribute to’s SEO and must be handled with care and precision,” Carey explains. “Luckily REW was founded on SEO consulting, which is a core tenet of everything we do. Real Estate Webmasters provided full audit services and worked hand-in-hand with RISMedia’s content team to not only protect their most valuable asset, but also ensure that they were set up to grow their organic traffic and SEO results over time.” What Else Can RISMedia Website Visitors Now Expect? In addition to the modern, clean design and user-friendly experience, Carey says RISMedia readers will love the fully responsive, mobile experience, more video and how easy the site is to navigate. “As most brokers know, video is the new preferred medium for the next generation of consumers and one of the most effective ways to build authority and connect with your audience,” says Carey. “This is such a great example of how RISMedia embraces change. John Featherston has been doing this for more than 40 years, yet he was the first to agree that video needed to be a part of this project—and in true John fashion, not only did he support the idea, he led from the front. You can see him featured heavily in the video content sections.” Ultimately, the history and experience in the industry and the entrepreneurial spirit of these two companies combined to create just the right synergies needed for a phenomenal end result. “Real Estate Webmasters did an incredible job with the rebranding of RISMedia,” says Kelli McKenna, RISMedia senior vice president of Creative Services and Marketing. “They really took the time to understand who we are and what our future goals are, and translated that into a fresh, modern design that begins with our logo and tagline and carries through across the new website design. That isn’t easy to do for an established brand with over 41 years in the real estate industry. We had such a fun, positive experience working collaboratively with the Real Estate Webmasters team. They truly knocked our rebrand and website redesign out of the park.” What’s Next for These Two Companies? In addition to the rebrand and website, RISMedia has made other significant investments this year, including a series of executive appointments and strategic hires, designed to further strengthen RISMedia’s editorial, creative, technology and customer service teams as the company plans its continued expansion throughout 2022. For Real Estate Webmasters, 2021 has been a break-out year, Carey says, especially in the enterprise space (300-plus agent brokerages). In addition to launching the new RISMedia site in Q4, they are launching several other, very large, custom enterprise projects as well. “We’re starting to see brokerages at the highest level invest in lead generation for their agents and we’re excited to share that we have recently been signed by one of the top 10 brokerages (worldwide) to provide the new Renaissance platform, REW CRM and lead generation services to their agents,” says Carey. “We’re honored to be participating in their story, and look forward to helping support their goals of continued exponential growth.” As for the RISMedia/Real Estate Webmasters relationship, next year, readers can expect the innovation at RISMedia to continue as the two companies have agreed to a multi-year, multi-million-dollar contract extension that has Real Estate Webmasters playing a critical role in other innovative projects at RISMedia, and also driving massive traffic to RISMedia advertisers and Power Brokers, says Carey. “For the Power Brokers, our SEO team has some exciting opportunities to help them benefit from the authority of to both boost their online reputation and even help their own brokerage websites rank,” he explains. “Stay tuned!” For more information, visit Beth McGuire is RISMedia’s vice president of Online Editorial. Email her your story ideas at The post Real Estate Webmasters Helps Usher RISMedia Into Next Era of Information With New Website appeared first on RISMedia......»»

Category: realestateSource: rismediaNov 24th, 2021

Platte County EDC announces new executive director

Platte County Economic Development Council’s newly appointed executive director is former Lee’s Summit EDC business development director......»»

Category: topSource: bizjournalsNov 24th, 2021

How much top advertising agencies pay employees in the US

Salaries ranged from around $50,000 for HR and accounts roles up to more than $400,000 for some leadership roles. Arthur Sadoun, Chairman and CEO of Publicis.Reuters Ad agencies are hiring for thousands of open jobs as the industry recovers from pandemic losses. Insider analyzed 3Q government data to see what agencies paid employees. Salaries ranged from around $50,000 for HR and accounts roles up to more than $400,000 for some leadership roles. See more stories on Insider's business page. Ad agencies across the US are currently scrambling to fill hundreds of open positions after cutting thousands of jobs during the pandemic.But ad agencies and holding companies largely don't share salary information, and employees often don't know what their colleagues make. Insider analyzed base salaries at some of the industry's biggest names, including holding companies and independent agencies.All employers have to file paperwork with the US Department of Labor's Office of Foreign Labor Certification when hiring internationally. The agency releases that information — including updated salaries — each quarter.Insider analyzed 3Q government data to see how some of the industry's biggest players pay employees at different levels. Salaries vary widely between firms. For example, an associate creative director can make up to $130,000 at Dentsu, $160,000 at Grey Group, and $210,000 at FCB.This information only concerns international hires and base salary, though most agencies offer bonuses, and some also provide equity.Read more about how ad agencies pay employeesRead the original article on Business Insider.....»»

Category: dealsSource: nytNov 23rd, 2021

WHO’S NEWS: Latest appointments, promotions

Marcus & Millichap has expanded the Board of Directors with the election of Collete English Dixon. She will also serve as a member of the Board’s Nominating & Corporate Governance Committee. Dixon currently serves as Executive Director of the Marshall Bennett Institute of Real Estate, Roosevelt University in Chicago. She... The post WHO’S NEWS: Latest appointments, promotions appeared first on Real Estate Weekly. Marcus & Millichap has expanded the Board of Directors with the election of Collete English Dixon. She will also serve as a member of the Board’s Nominating & Corporate Governance Committee. Dixon currently serves as Executive Director of the Marshall Bennett Institute of Real Estate, Roosevelt University in Chicago. She previously held various key officer and management roles at PGIM Real Estate/Prudential Real Estate Investors (PREI), which is a business unit of Prudential Financial. In her role as Executive Director/Vice President of transactions from 1996 to 2016, she oversaw the sale of investment properties throughout the US. Prior to her role in dispositions, Dixon was responsible for sourcing wholly owned and joint venture real estate investment opportunities. Her experience also includes property development and asset management. Dixon served as president of CREW Network, chair of the CREW Network Foundation, and president of CREW Chicago. ••• Avison Young has hired Larry Zuckerman as principal in the firm’s New York City office. He brings nearly 40 years of commercial real estate experience and leadership to the firm and specializes in delivering value and expertise to office tenants in New York and across the Tri-State area. Zuckerman previously served as senior managing director at Newmark and, before that, was a senior vice president with Grubb & Ellis for nearly 20 years. He began his real estate career with Gronich and Company after graduating from Franklin & Marshall College with a BA in Business. ••• Rudin Management Company announced that two senior executives have joined the company. Christopher Flynn has been appointed Senior Vice President and Chief Financial Officer, and Ray Houseknecht joins as Senior Vice President, Head of Multifamily. Chris Flynn is responsible for all accounting operations, financial reporting, lender and JV partner compliance, audit and tax compliance, and treasury functions across the organization in his new role. He also serves on Rudin’s Executive Committee. An industry veteran with more than 20 years of experience across the real estate sector, Flynn served as Chief Financial Officer at Atlas Capital Group, Vice President at Vornado Realty Trust and Manager at Ernst & Young. He graduated from SUNY Binghamton with a Bachelor of Science in Accounting and is a certified public accountant (CPA). Ray Houseknecht is responsible for the operation of Rudin’s residential portfolio including leasing, marketing, facilities, design and construction. He comes to Rudin from WeLive by WeWork, where he was most recently the Global Head of Operations and Asset Management. Prior to WeLive, Houseknecht spent eight years at AvalonBay Communities as a Senior Portfolio Director, where he managed the operations of 3,700 residential units, as well as the development and expansion of new assets throughout Long Island. Before AvalonBay, he spent three years in his own real estate consulting practice and five years at Heinlein Capital Ventures. He holds a Bachelor of Business Administration from Loyola College in Maryland. The announcement comes on the heels of five senior-level promotions at Rudin, including Samantha Rudin Earls, Michael Rudin and Neil Gupta to Executive Vice President, and Cassie Kulzer and Nick Martin as Senior Vice President. Rudin also recently appointed Andrew Migdon as Executive Vice President and as the company’s first-ever Chief Legal Officer. ••• Colliers has hired Shawn Henry as managing director, Head of Single-Family Rental | U.S. Capital Markets. An expert with more than 20 years of experience in the single-family rental (SFR) sector, Henry joins Colliers after building his own specialty SFR-focused business. Before that, he held senior leadership positions covering SFR with both A10 Capital and Capmark/GMAC. He will lead Colliers’ single family practice as it advises a variety of institutional investors across the spectrum of transactions, including acquisitions, capital raises, dispositions and financings for large and mid-sized portfolios of SFRs across the country. Henry is the latest appointment to Colliers’ Capital Markets platform, which has recently added Head of New York City Capital Markets Peter Nicoletti, Managing Director of Boston Investment Sales Frank Petz and New York Debt & Equity Finance Group Managing Director Jimmy Board. ••• Abraham Bergman has assumed the positions of president and CEO of Eastern Union. He had previously served as Eastern Union’s managing partner since co-founding the firm with Ira Zlotowitz in 2001. Zlotowitz had served as the company’s president and CEO since its inception. He will now be pursuing other activities in the commercial real estate field. Bergman has played an active and central role in shaping Eastern Union’s corporate strategy and structure. He has been a leader in sales and relationship-building across each of the company’s CRE sectors. Bergman holds a bachelor’s degree in accounting from Touro College and a master’s degree in general business administration from Baruch College. Eastern Union also announced that its two most productive brokers, Marc Tropp and Michael Muller, have been named to the company’s board. They each hold the title of senior managing director. Muller has been the firm’s leading broker in the New York City market over the past 20 years. Tropp has been Eastern Union’s number-one broker in the Mid-Atlantic regional market for the last 16 years. Moshe Maybloom, a 14-year veteran of the firm, has also been named to the company’s board and has assumed the position of senior managing director of operations. ••• DH Property Holdings has hired architect Michael Bennett as director of development as the company looks to expand nationally. Bennett, a former principal with Ware Malcomb, has designed more multi-story, urban-infill distribution centers than any other architect in the nation, including groundbreaking DHPH projects. Bennett began his career as a designer at Ware Malcomb in 1997 after completing a University of Arizona architecture degree. He spent 24 years at the firm and served as head of the East Coast division. He has deep experience with land-use and planning studies and with complicated zoning and infrastructure challenges. ••• Walker & Dunlop has appointed P.J. McDevitt as Managing Director. Focused on the affordable housing space, McDevitt will drive loan origination growth nationally to help address the country’s significant need for affordable housing. Since 2018, McDevitt has been involved in the origination, underwriting, and closing of nearly $1 billion in affordable housing transactions. He previously served as a director at Greystone and, before that, held various positions with PNC, where he contributed his expertise as a Production Management Representative and Production Assistant. McDevitt began his career in commercial real estate at Walker & Dunlop as a senior analyst. ••• Duval & Stachenfeld announced that Kim Le and Christopher Gorman have been named co-chairs of the firm’s real estate practice group. Le and Gorman both joined D&S as associates in 2004. In the 17 years since, they have each become highly sought-after attorneys, who have consistently leveraged their legal acumen and business savvy to craft creative solutions for their clients. Over the course of their respective careers, each has served as legal counsel on billions of dollars of complex real estate transactions, including platform creation, portfolio acquisitions, multi-layered financings, and complex joint-venture equity partnerships. ••• Greystone announced that Adam Lipkin has joined Greystone Capital Advisors as a Vice President. He joins the capital solutions advisory group to leverage his capital markets knowledge and experience, including expertise in Commercial Property Assessed Clean Energy (C-PACE), to help craft innovative debt and equity solutions for clients and originate large-loan agency and FHA opportunities within his extensive client network. Lipkin has worked in the commercial real estate finance industry for nearly two decades, and joins Greystone from Counterpointe Sustainable Real Estate LLC, a direct lender for C-PACE, where he served as Executive Director. Prior to that role, he was a Vice President at Grandbridge Real Estate Capital. Earlier in his career, Lipkin worked in capital advisory with HFF and a subsequent boutique advisory team, Olympian Capital Group. Prior to his advisory work, Lipkin served at Ernst & Young in the New York Real Estate Advisory Group. ••• TSCG announced the hiring of Craig Gambardella as a tenant and landlord broker. He will operate out of their Manhattan and White Plains offices. An expert in the health care real estate sector, Gambardella will also spearhead a strategic initiative within TSCG to develop a proprietary suite of services aimed at real estate management in the healthcare sector. Gambardella has been in the healthcare space for more than a decade and has worked with such healthcare organizations as Yale New Haven Health, Ontario Hospital Association, Memorial Sloan Kettering, and Cedars Sinai Hospital. At JLL, he was part of their healthcare real estate practice. ••• RIPCO Real Estate announced that Jordan Cohn has joined the firm as executive vice president. Cohn previously served as a partner of SCG Retail, the urban division of The Shopping Center Group, where he was with the firm for nearly 20 years. His primary focus was on tenant representation and has closed deals for recognized brands such as REI, Chick fil A, Home Depot, Bobby Flay, Charles Schwab, Crossroads Trading Company, Señor Frogs and many other local and national retailers, to name a few. In addition to retail real estate work and accolades, Cohn has a career in the film industry and can be seen in movies such as The Westler, written by his brother in-law. ••• Madison International Realty announced that Diana Shieh and Kim Adamek, managing directors of Portfolio and Asset Management, have been promoted to co-heads of Portfolio and Asset Management, overseeing assets under management in all sectors and regions across the US, UK and Europe. Shieh and Adamek will oversee the firm‘s global portfolio and asset management team focused on its investment positions in real estate assets, including business plan execution, monitoring financial performance, driving relationships with Madison’s operating partners, and providing strategic recommendations seeking to enhance investment returns. They each joined the firm in 2014. Shieh and Adamek each bring nearly two decades of experience to the role. Prior to Shieh’s tenure at Madison, she held various positions in asset management and investments at Rockwood Capital and Shorenstein Properties. Shieh also serves as the Co-Chair of Madison’s ESG Committee. She is a graduate of Rutgers University. Adamek held various positions in acquisitions at CBRE Global Investors and Unico Properties. She is a graduate of Northern Arizona University and holds an MBA from New York University. ••• Katz & Associates announced that Russel Helbling has joined the firm as managing director in New York City. Helbling will be working on tenant and landlord representation primarily in Long Island and the surrounding New York Metro region. For the past 10 years, Helbling has worked in tenant and landlord representation at Sabre Real Estate. He has handled strategic roll-outs for brands including Starbucks, Wendy’s Hamburgers, Sherwin Williams and Dollar General and has been involved in numerous ground-up development leasing assignments in Long Island and the Outer Boroughs. Prior to working at Sabre, Helbling was at Breslin Realty working on retail leasing, and at Massey Knakal, where he primarily focused on investment sales. Helbling graduated from Indiana University in Bloomington with a Bachelor of Science in telecommunications. ••• Blank Rome announce that Sonia Kaur Bain has joined the firm’s New York office as a partner in the Real Estate practice group,. Bain represents developers, retail companies, hotel groups, landlords and tenants, and family offices across the country in the acquisition and development of numerous types of commercial real estate assets. Prior to joining Blank Rome, Sonia was a real estate partner at Bryan Cave Leighton Paisner. In addition to her practice, Bain currently serves as the president of New York Women Executives in Real Estate (WX), where she has been a board member and officer for five years. ••• Avison Young has hired Thomas Kaufman as principal to boost the firm’s business efforts in the Downtown Manhattan submarket. He brings more than 30 years of experience in providing consulting and brokerage services to banks, partnerships, corporations and institutional owners. He joins Avison Young from InterRelate Group, where he served as Chief Executive Officer. Before that, he spent seven years as an executive director at Cushman & Wakefield and, prior to that, he was with the New York office of CB Richard Ellis as a senior vice president. Kaufman has broad experience representing both major commercial property owners and tenants. He provides consulting services for the not-for-profit community, including American Numismatic Societyand the Hetrick-Martin Institute,. Kaufman will work closely with Todd Korren, principal in Avison Young’s New York City office, to grow the firm’s downtown platform through recruiting and new business development initiatives. ••• Duval & Stachenfeld announced that Ilya Leyvi has been named co-chair of the firm’s real estate finance practice group. Leyvi will helm the practice group alongside Tom O’Connor, who has chaired the real estate finance practice since he joined D&S in 2014. Currently a partner at D&S, Leyvi first joined the firm as a summer associate before joining full-time as an associate in 2013. He regularly represents lenders and borrowers on bridge loans, construction loans, mezzanine loans, and commercial mortgage-backed securities, as well as preferred equity investments. He has served as counsel on deals across all property types. Leyvi graduated at the top of his class from Cornell Law School and received his B.B.A. from CUNY Baruch College – Zicklin School of Business. ••• Cushman & Wakefield has hired Tim McNamara and Kevin Daly as senior director and director, respectively. Based out of the firm’s Hartford office, they will cover New England, Westchester County and New York’s Hudson Valley to greater Albany. McNamara has more than 34 years of industry experience and has been recognized as one of the top producing retail brokers in New England and New York. In addition to his leasing experience, he has facilitated the sale of tens of millions of dollars’ worth of retail properties. McNamara holds a Bachelor of Science in Finance from Bryant University. Daly has more than 20 years of industry experience working with a range of national retailers, selling in excess of $50 million of land and overseeing nearly $200 million of lease transactions throughout his career. McNamara and Daly join the firm from SullivanHayes Companies Northeast, . Daly has a Bachelor of Arts in History from Providence College. ••• JPMorgan Chase announced Michelle Herrick as Head of Real Estate Banking (REB). Previously, Herrick served as the REB Central Region Market Manager, overseeing the Midwest, Mountain and Southeast markets. She led a team that helps clients with strategies and tools to maximize investment opportunities, manage operating costs, mitigate risk and manage assets for greater efficiency. Prior to joining JPMorgan Chase in 2017, Herrick started her career at LaSalle Bank and remained there after Bank of America acquired the firm in 2007. She held various roles within the commercial real estate banking business, covering a national book of public and private real estate sponsors. Michelle received her bachelor’s degrees in accounting and finance from Miami University and she earned an MBA from the University of Chicago. ••• Due By the First has hired Matthew Murphy as Portfolio Manager responsible for underwriting new deals and managing current assets for the Long Island-based firm that offers short term bridge loans, permanent financing and commercial debt acquisitions. Previously, Murphy worked as director of finance at ERG Commercial Real Estate. Over his career, Murphy has overseen the origination of over $100 million of commercial and multifamily bridge loans in New York City. He began his career as a commercial real estate broker and managed a team focused on CRE deals in the Bronx. He is a 2009 graduate of SUNY Albany where he received a bachelor of science degree in physics. ••• The Swig Company announced the following personnel changes: Stephanie Kwong Ting has been appointed Executive Vice President – Director of Investments in charge of investments and will take charge of the company’s capital markets transaction activity. She succeeds Tomas Schoenberg who will retire later this year. Ting joins the company from Morgan Stanley where she was an Executive Director. Kairee Tann has been named Vice President of Innovation and Asset Management. Tann, who joined The Swig Company in 2016 as a project manager responsible for 300 Lakeside in Oakland, was most recently VP of Asset Management. The post WHO’S NEWS: Latest appointments, promotions appeared first on Real Estate Weekly......»»

Category: realestateSource: realestateweeklyNov 22nd, 2021

Workers are rising up across the US, but the "Rust" shooting is a reminder that bosses still reign supreme

The public response to the "Rust" set shooting shows how far we are from understanding who is the real enemy of the labor movement. Alec Baldwin and the "Rust" film set.Mark Sagliocco / Getty Images for National Geographic / Jae C. Hong / AP Photo Workers are rising up across the US, but they haven't seized any real upper hand advantages.  This is clear in the response to the "Rust" set shooting which led to the death of cinematographer Halyna Hutchins. No one is blaming real life bosses for her preventable death — only the concept of "The Boss." Kelli María Korducki is a journalist, author, and contributing opinion writer for Insider.  This is an opinion column. The thoughts expressed are those of the author.  I once worked at a company where a number of my coworkers decided that we ought to form a union. I thought this seemed like a good thing to do, and I joined them. Eventually, we announced our intention and held a vote to be recognized by our employer, which we narrowly lost. Many of us left the company shortly thereafter. I see echoes of my experience in the ambivalent victories of today's American workforce. For decades, workers have endured the stagnant pay and at-will employment of a gleefully exploitative corporate landscape. Their stoicism has been rewarded, in turn, by a fast-widening wealth gap between average Americans and billionaires who, with ghoulish aplomb, became 70% richer during the pandemic. In ever-increasing numbers, workers are making their frustrations known. High-profile unionizing efforts are underway across the country, including an historic bid by three Starbucks stores in Buffalo, New York. Pro-labor attitudes are the highest they've been in nearly half a century. An ongoing Great Resignation has seen record-breaking quits for months on end, leaving employers in a pinch to find and retain talent. But even in what economists are calling a "workers' economy," it would be naive at best to presume that the nation's laboring masses have seized any kind of upper hand over the employers signing their paychecks. Setting aside so many tiny-violin concertos deployed by the CEO class, evidence would suggest that the American workforce has not, in fact, killed capitalism. It's the same old setup as ever, and the boss still reigns supreme. No one is blaming real life bossesNowhere is the primacy of the boss clearer than in today's work-critical discourse. It's companies or "the system" that are typically held as the bogeymen in need of reforming; disdain for bosses is generally reserved for "bosses" writ large, in place of the individuals that fit the bill. We, the joint keepers of the collective imagination, have yet to develop an anti-boss reflex that presumes accountability from actual bosses. The recent on-set death of cinematographer Halyna Hutchins provides a devastating case-in-point. Response to the incident has proved how far we remain from a world where employers are expected to answer for what happens in the workplaces they run — at least, in the court of public opinion. The case also sheds light on where workers must double down in their efforts to reclaim power. Hutchins, 42, was mortally wounded last month while filming "Rust," a low-budget Western film starring — and co-executive produced by — Alec Baldwin. Baldwin fired a prop gun that was incorrectly said to have been "cold," or unloaded, when his bullet struck both Hutchins and the film's director, Joel Souza. Though Souza's injury was minor, Hutchins was pronounced dead within hours.As crew members later told the Los Angeles Times, Baldwin's stunt double had earlier shot two rounds from a purportedly cold prop firearm mere days before Hutchins' death. At least one colleague was sufficiently rattled by the incident that they voiced their concern to a production manager in a text message. Nonetheless, the production company released a statement following Hutchins' shooting that denied prior knowledge of "any official complaints" over weapons safety on set. But there were other complaints, too. Six crew members had walked off the set on the day of the shooting; they complained that the production company reneged on promises to pay for hotel accommodations nearby, relegating workers to 50-mile commutes on top of 12-hour workdays. In short order, non-union camera technicians were brought on to replace the unionized workers that departed in protest. Hutchins is said to have wept over the friendships she was losing by, one presumes, staying on set instead of joining the others in solidarity. She had a job to do, after all. Jobs in entertainment are precariousReading about Hutchins' death brought me back to my ill-fated union vote, and the numbing taste of defeat it imparted. Heartbreak in the absence of better immediate options evokes something like pragmatism. I imagine that Hutchins felt similarly, in her final day on earth. You could say my over-identification with Hutchins' story is the product of circumstantial familiarity. Most creative workers, myself included, recognize the trepidation that's sowed in jobs like those of the entertainment industry, where any person's bankability is contingent on the trends of the moment. Technicians must hone their respective crafts against relentless reminders of their own expendability. It's a landscape, in other words, that can seem inhospitable to an organized workforce — a distillation of the broader winner-takes-all ethos of the working world. But regardless of any industry's particular challenges, its workers share a common foe. Not "The Boss," but the flesh-and-blood boss. It's telling that, while Baldwin has received some flack for his role in Hutchins' death, he has been spared the brunt of public scrutiny. While industry veterans have indicated that Baldwin bears at least some responsibility for the working conditions on his film, finger-pointing has largely been reserved for the 24-year-old rookie armorist in charge of furnishing the movie's weapons. For his part, Baldwin has offered paparazzi soundbites that paint Hutchins' death as a freak accident, a "one-in-a-trillion episode" of misfortune and not the worst-case byproduct of a string of negligent decisions made in the interest of bolstering the production's bottom line. "We were a very, very well-oiled crew shooting a film together and then this horrible event happened," said the actor, suggesting the tragedy was an event he passively experienced rather than one he should have helped to prevent. If there's a lesson to be gleaned in all this, it's one of framing. Bosses are not "job creators" for workers; workers are wealth creators for bosses. Current labor movements will only win meaningful gains when individual bosses are recognized as the chief agents of their employees' strife. The pursuit of accountability needs specific targets, faces, and names. As Halyna Hutchins reminds us, the stakes are life and death.Read the original article on Business Insider.....»»

Category: topSource: businessinsiderNov 21st, 2021

The construction industry"s off-putting treatment of women is making its labor shortage worse

"It's mind-blowing that in 2021" there still can be well-paying occupations where women are fewer than 5% of the workforce, an expert told Insider. Female construction workers are increasingly rare.Reza Estakhrian/Getty Images In 2020, women made up just 10.9% of the construction sector, and only 4% of the jobs in the field. A survey found 44% of women and non-binary respondents left or seriously considered leaving construction trades. A large share of the respondents said it's because of harassment and lack of respect. There's a historic labor shortage, especially in the construction industry. But sexism seems to be stronger than economics.More than four in 10 women and non-binary tradespeople who work in construction-related jobs have said they left or "seriously" considered leaving the industry's trades — and nearly half said it's because of harassment and lack of respect.That's according to new report from the Institute for Women's Policy Research (IWPR) and it's bad news for an industry badly in need of more workers: It needs an estimated 61,000 new hires a month over the next three years to meet housing demand.The current shortage should be creating a prime opportunity for job-seeking women to find construction employment, Demond Ware, director of construction for PeopleReady Skilled Trades, told Insider. But the aforementioned social issues stand in the way.If these problems in construction trades were addressed, these jobs could be an important aspect of solving the "she-cession" that's characterized the pandemic. These jobs paid a median annual wage of $48,610 in 2020 — slightly higher than the median among all occupations of $41,950 — and don't typically require a college degree.Kelly Kupcak, Oregon Tradeswomen's executive director, pointed out that women are more likely to be in poverty, citing 2019 data from the National Women's Law Center. "If we don't provide not only career opportunities for women to work in high-wage jobs – many of which are blue collar — but necessary supports," she told Insider, "we will continue to see women segregated into 'pink collar' jobs that perpetuate a cycle of marginalization and economic insecurity." Lack of respect and harassment are main reasons women and non-binary people leave constructionThe IWPR survey, conducted from mid-December 2020 to mid-March 2021, asked 2,600 tradeswomen and non-binary tradespeople about their experience in construction trades or as an apprentice. Most — roughly 63% — cited "opportunity for high earnings" as a very important reason they entered the trades.But the lack of respect and harassment they face — sexism, in short — are leading many to reconsider their careers. The following chart highlights the "very important" reasons people have left or thought about leaving trades. !function(){"use strict";window.addEventListener("message",(function(e){if(void 0!["datawrapper-height"]){var t=document.querySelectorAll("iframe");for(var a in["datawrapper-height"])for(var r=0;r.....»»

Category: topSource: businessinsiderNov 21st, 2021

DeFi Technologies Q3 2021 Financial Results with Total Revenue Up 214% Year-over-Year to$10.0M

TORONTO, Nov. 16, 2021 /PRNewswire/ - DeFi Technologies Inc. (the "Company" or "DeFi Technologies") (NEO: DEFI) (GR: RMJR) (OTC:DEFTF), a technology company bridging the gap between traditional capital markets and decentralized finance, announces its strong financial performance for the three and nine-month period ending September 30, 2021 (all amounts in Canadian dollars, unless otherwise indicated). Key Highlights Achieved record US$374 million assets under management ("AUM") in fully owned subsidiary Valour Inc. ("Valour") which is responsible for the Company's portfolio of exchange-traded products ("ETPs") Launched Solana ETP on Nordic Exchange Listed Valour ETPs on the Frankfurt Stock Exchange Earned 539,000 Shyft tokens since launch of initial Shyft Network node to the end of September 30, 2021 Valour hired former BlackRock director as its COO Expanded the Company's executive team to focus on growth in European and global markets as well as new product launches Launched world's first Uniswap ETP, in October 2021 "We continue to see strong demand and inflows into our Valour business," stated Russell Starr, Chief Executive Officer of DeFi Technologies. "Given that we only have six ETPs currently, the growth in AUM at Valour has been exceptional. As we look to launch additional innovative ETP's related to crypto, DeFi, gaming, and the metaverse, we expect this growth to continue at a rapid pace." ETPs/Valour The Company is pleased to announce that its ETP business Valour has grown its AUM to US$374 million as of November 8, 2021. Since acquiring 100% of Valour on April 1, 2021, total revenue was $6.0 million and net income of $2.3 million......»»

Category: earningsSource: benzingaNov 16th, 2021

DeFi Technologies Q3 2021 Financial Results with Total Revenue Up 214% Year-over-Year to$10.0M

TORONTO, Nov. 16, 2021 /CNW/ - DeFi Technologies Inc. (the "Company" or "DeFi Technologies") (NEO: DEFI) (GR: RMJR) (OTC:DEFTF), a technology company bridging the gap between traditional capital markets and decentralized finance, announces its strong financial performance for the three and nine-month period ending September 30, 2021 (all amounts in Canadian dollars, unless otherwise indicated). Key Highlights Achieved record US$374 million assets under management ("AUM") in fully owned subsidiary Valour Inc. ("Valour") which is responsible for the Company's portfolio of exchange-traded products ("ETPs") Launched Solana ETP on Nordic Exchange Listed Valour ETPs on the Frankfurt Stock Exchange Earned 539,000 Shyft tokens since launch of initial Shyft Network node to the end of September 30, 2021 Valour hired former BlackRock director as its COO Expanded the Company's executive team to focus on growth in European and global markets as well as new product launches Launched world's first Uniswap ETP, in October 2021 "We continue to see strong demand and inflows into our Valour business," stated Russell Starr, Chief Executive Officer of DeFi Technologies. "Given that we only have six ETPs currently, the growth in AUM at Valour has been exceptional. As we look to launch additional innovative ETP's related to crypto, DeFi, gaming, and the metaverse, we expect this growth to continue at a rapid pace." ETPs/Valour The Company is pleased to announce that its ETP business Valour has grown its AUM to US$374 million as of November 8, 2021. Since acquiring 100% of Valour on April 1, 2021, total revenue was $6.0 million and net income of $2.3 million. Liquidity The Company maintains a very strong liquidity position, ...Full story available on»»

Category: earningsSource: benzingaNov 16th, 2021

How Ryan Kaji Became the Most Popular 10-Year-Old in the World

In human years, Ryan Kaji is 10. In YouTube views, he’s 48,597,844,873. If, in our digital age, a person’s life can be measured by their online footprint, Ryan’s is the size of a brachiosaur’s, which, as a lot of Ryan’s fans know, is gargantuan. Another way of putting it is that even if every one… In human years, Ryan Kaji is 10. In YouTube views, he’s 48,597,844,873. If, in our digital age, a person’s life can be measured by their online footprint, Ryan’s is the size of a brachiosaur’s, which, as a lot of Ryan’s fans know, is gargantuan. Another way of putting it is that even if every one of Ryan’s YouTube views were just 30 seconds, he has been watched 4,500 times longer than he has been alive. There’s a sacred text that talks about an era of peace and harmony, where lions lie down with lambs. The kicker is that a child is in charge of it all. Except for the part about peace and harmony, we are in an age where a child does indeed rule a significant subsection of the Internet. Ryan has been the highest paid YouTube star for three years straight, partly because he has nine channels on the platform. His revenue last year, according to Forbes, was about $30 million. Most of that was from his far-flung merchandise empire: he (or his parents) has lent his name to 1,600 licensed products in 30 countries, including Skechers, pajamas, Roblox, bedding, watches, sporting goods, water bottles, furniture, toothpaste and, of course, toys. [time-brightcove not-tgx=”true”] As well as a legion of YouTube videos, Ryan has shows on Nick Jr. (the Emmy-nominated Ryan’s Mystery Playdate) and Amazon Kids+ (Super Spy Ryan) and his own streaming channel. His animated superhero alter ego, Red Titan, will appear for the second time as a Macy’s Thanksgiving Day Parade balloon. “Ryan is bar none the crown prince of YouTube,” says Quynh Mai, founder of Moving Image & Content, a creative agency for digital content. (She does not represent him.) Yuki Iwamura—Sputnik/APThe Red Titan balloon will float in its second parade this Thanksgiving   How did we get to a place where a person can be the linchpin of a media empire before he has armpit hair? And of all the exuberant folks on YouTube, why has this kid raked in the most cash? Part of the answer is that this is no ordinary child, but another part is that Ryan’s rise speaks volumes about the way entertainment, business, technology and family life have changed in the past decade. Ryan’s prominence, and the existence of the genre of human known as “kidfluencer,” is a source of consternation to many parents, authorities and child-development experts. Four of the 10 U.S. YouTube channels with the most subscribers are geared toward young children. Legislation has recently been introduced in the Senate that may curtail the activities of Ryan and his fellow YouTube toycoons. But his ascent has also shown how profoundly childhood has been and is being reshaped, and that it may be too late to put the jack back in the box. One thing that everyone agrees on is that much of Ryan’s fame was a result of timing. He was about 3½ in 2015 when he asked his mom Loann Guan—the family changed its name to Kaji to preserve some anonymity as they got famous—if he could be on YouTube like other kids. Loann, 37, was a science teacher on spring break looking for kid-friendly activities. She and her husband Shion, 34, had watched YouTube in college and had a grasp of the format and how the algorithm worked. Read More: Meet TIME’s First-Ever Kid of the Year At the same time, technological changes were making online video more accessible to kids. “It was like a perfect storm when Ryan came in,” says Mai. Laptop prices had dropped enough that people were moving away from tablets. The YouTube Kids app had launched. “Parents gave their iPads to their children as entertainment devices, and that made it so easy for kids to navigate the Internet,” she says. Feeling stretched in terms of childcare, lots of parents needed to keep their kids occupied. “When young children see lots of colors and sounds and movement on a screen, it’s almost like a mobile above the crib,” says Dr. Jenny Radesky, a developmental behavioral pediatrician at the University of Michigan. “They calm down. They focus. Studies have shown that it often leads to less body movement.” The period after 2015 also marked a growth phase for the so-called creator economy. With the advance of digital ad technology, advertisers realized they could get more traction from microtargeting followers of a regular person—an influencer—than from a celebrity. Among the most popular figures when the Kajis began were the unboxers, people who filmed themselves opening shoes or makeup, or kids opening toys. So that’s what Loann and Ryan did. Ironically, Ryan had not really liked playing with toys as a baby, except one: a remote-control car, which, his dad says, he could more or less operate by the age of 6 months. This meant every relative gave him toy cars. When the unboxing trend spun off into the Giant Egg trend, Loann hid those cars in a papier-mâché egg she’d made. The resulting video, “GIANT Lightning McQueen Egg Surprise with 100+ Disney Cars Toys,” shot Ryan’s ToysReview, as the channel was then called, into the stratosphere. “That one video became his most popular video on our channel for the next two years,” says Shion. It currently has more than a billion views. At first, strange comments below the video alarmed them. “It was all gibberish,” says Shion. Then he saw Ryan typing random letters beneath videos and realized other kids were doing that too. Some of them may not have spoken English. “We noticed a huge percentage of the viewership coming from Asia,” says Shion. Ryan’s channel had launched just as YouTube was spreading to Asia, and videos like Ryan’s filled a void that TV had overlooked. Shion was born in Japan, and Loann in Vietnam. “For a lot of minorities,” says Mai, “YouTube was the place where you saw people like you.” Read More: I Raised Two CEOs and a Doctor. These Are My Secrets to Parenting Successful Children Ryan’s ToysReview quickly became one of YouTube’s most popular channels. By 2016, both parents had quit their jobs to make videos full time. Shion is a Cornell-educated structural engineer, which may be why he sensed the danger of having Ryan, just 5, carry the bulk of the show. He beefed up the production team to avoid burnout and had animators create characters based on Ryan’s personality for more content. Shion and Loann also appear in the videos and play with toys and games on their own channel. There may be a place in which one small family can produce so much intellectual property and be left in peace, but that place is not the USA, circa 2017. Ryan caught the eye of Chris Williams, who as a former Disney and Maker Studios executive had watched media habits change in real time. “I saw linear television’s ratings fall off a cliff,” he says. “I saw kids and family audiences flocking to YouTube.” His experience at Disney had also taught him about the power of building a franchise. “There are stars, characters and intellectual property on YouTube that have bigger audiences than the entire Disney Channel network. Why are we not thinking about them in the same way?” In 2017, he started Pocketwatch to do licensing deals with YouTube stars, and the Kajis, who had formed their own production company, Sunlight Entertainment, were among its first partners. Read More: How Dr. Becky Became the Millennial Parenting Whisperer The move came just in time. Merchandisers were not the only ones who noticed how much content was directed at the very young. Parents, child-development experts, media watchdogs and eventually legislators did too, and many didn’t love what they saw. There were videos of adults playing with toys in inappropriate ways. Some of the families on YouTube fell apart. Others seemed to be treating children badly to draw clicks. Advertisers pulled back. YouTube removed comments sections from and kept ads off some videos. It wasn’t enough. In 2019, YouTube and its parent company Google paid $170 million to settle allegations by the Federal Trade Commission (FTC) and the New York State attorney general that it collected data about minors and violated the Children’s Online Privacy Protection Act. By 2020, YouTube required creators to specify whether their videos were for kids and stopped feeding personalized ads to those that were. Many kid-centric channels lost the bulk of their revenue. But thanks to the merch deals, the Kajis sailed on. Williams says the franchise is his company’s biggest earner. The reforms may have lessened the problem of advertising to children, but they did nothing to change the thorny fact that watching endless hours of a child opening toys is of dubious—at best—educational or social-development value. There’s not much definitive research on what that kind of media diet does to a developing brain, but the small amount out there is dismaying. In a study out of the University of Colorado, Boulder, 78% of parents reported their kids watched unboxing videos on a regular basis, with almost 17% estimating it at between three and nine hours per week. “The more time a child spends watching unboxing videos,” says Harsha Gangadharbatla, an associate professor of advertising, who presented the paper at a journalism conference in 2019, “the more likely they are to ask for things and throw tantrums if the parents weren’t purchasing those things.” Studies have shown that children form para-social relationships with the media figures they encounter. “They’re dealing with a developing brain that is figuring out the world,” says Dr. Michael Rich, a pediatrician and the director of the Boston Children’s Hospital’s Digital Wellness Lab. “And if one of the very powerful inputs into that developing brain is ‘Look at how happy Ryan is with his toy!’ of course they’re going to say, ‘I want that.’” Read More: I Was Constantly Arguing With My Child. Then I Learned the “TEAM” Method of Calmer Parenting Just before YouTube and Google paid the fine, the nonprofit Truth in Advertising (TINA) filed a complaint with the FTC against the Kajis—who then changed the name of their channel from Ryan’s ToyReview to Ryan’s World. The group had found that Ryan played with toys that would appeal to kids 5 years of age or younger in 90% of the channel’s 200 most popular videos. TINA claimed the sponsored videos were not clearly enough delineated. “Sometimes, they weren’t adequately disclosing such that an adult would know, and other times, it’s just the fact that this vulnerable population of toddlers cannot differentiate between organic content and ads,” says Bonnie Patten, TINA’s executive director. (The FTC does not talk about pending investigations.) Richard Drew—APRyan’s family made merchandising deals early and often, with 1,600 products to date Williams says the Kaji family has been unfairly singled out because they offer the biggest target. He points out that they have shifted to more educational content, with science experiments and travel videos. At the same time, he is open to greater research and regulation. “I worry about the effects of all of it. Not just what we see on YouTube and other platforms, but movies and TV,” he says. “Nobody wants to do the work around researching this stuff. They just want to make proclamations: ‘Hey, it’s different from what I grew up on. It must be bad.’” The Kajis maintain that they “follow the guidelines” for labeling their content, but, says Loann, “if I could do it over, I would try to incorporate more of the educational component right from the get-go.” A legal team screens their videos, but they do not have a child-development expert on staff. One solution would be to take down the old unboxing videos and stop putting up new ones. After all, Sunlight Entertainment releases 25 new videos a week across its channels. But surveys show that in the U.S., “the No. 1 thing for our channel is that they still want Ryan playing with toys,” says Shion. In August, however, YouTube announced that it would remove “overly commercial content” from the YouTube Kids app and mark sponsored videos more clearly. And on Sept. 30, as Congress began to take a closer look at social media companies, Democratic Senators Edward Markey of Massachusetts and Richard Blumenthal of Connecticut reintroduced the KIDS Act, which would force sites like YouTube to stop recommending unboxing videos for kids. YouTube declined to answer specific questions from TIME, but pointed to a raft of policies, developed with child-development experts, intended to keep young viewers safe. Nevertheless, Pandora has already completed her unboxing. Ryan’s branded toys are everywhere. And he’s not alone. There’s a new crop of stars coming, on Tik Tok, Instagram and YouTube. Vlad, 8, and Niki, 6, Russian-born brothers who live in Florida, released their first toy figures in June. Nastya, 7, also a Russian-born Floridian, launches her dolls Nov. 15. Kidfluencers no longer have to hawk toys; they can just become them. Any discerning viewer who watches Ryan’s videos notices within a minute that they don’t offer much in the way of entertainment. The production is amateurish. There’s no narrative arc. This is intentional. The Kajis are not artists; they’re parents. They started making videos, they say, because their kid wanted to and was good at it. “We don’t really do multiple takes,” says Loann. “What I get from him, that’s what I’m going to use.” The DIY nature of the videos also mimics, they hope, what it’s like to go on a playdate. “We don’t want the viewers to watch our videos one after the other,” says Shion. “What we ideally want is kids to watch our video and then that inspires them to have an idea for what they want to do and they put down their iPad.” At the onset of the pandemic, they put up several videos of Ryan doing homework, so kids could feel like they were studying with a friend. Brendan George Ko for TIMERyan-themed products generated about $250 million in retail sales in 2020, according to Pocketwatch It’s difficult to ascertain if kids do indeed go play after watching the videos. The fact that some Ryan’s World videos are hours long suggests that a certain amount of sedentariness is allowed, if not encouraged. Many parents loathe them; they overwhelmingly garner one-star reviews on sites like Common Sense Media. It was Ryan’s World that caused Mike Lutringer, in Houston, to swear off YouTube Kids forever. When his second daughter was born and he and his wife needed to attend to her, he’d put on an educational Ryan video for his older child. “But very rapidly it’ll transition over to marketing and sales and reviews,” he says. “You can see how they’ve designed it to really capture the attention of the child.” Dylana Carlson, in Galesburg, Ill., on the other hand, says that during the pandemic, her two children would watch Ryan or another kidfluencer and then try to play the way they did. Occasionally they’d ask for a playdate with their Internet friend. “I think that they assume that they can just go meet these kids,” she says. “I have thought about this stuff, like, Is that depressing? Or is that weird? But corporations pay to have a dress-up Spider-Man come to the grocery store. How is this different?” Quynh Mai, the marketer, thinks this is one of the secrets of Ryan’s success. “These kids, I think, are really lonely,” she says. “Ryan provides the emotional connection.” As online friends go, Ryan is a Hallmark-level cherub. He appears to have a bottomless vat of enthusiasm for any toy/room/situation he encounters. In interviews, he is cheerful and eager, with an age-appropriate inability to be self-reflective. He loves school, especially math! He swims, plays soccer, does tae kwon do, but gymnastics is his favorite! He hates when he can’t find his lunch box! If he could have any superpower, it would be super speed! When he grows up, he wants to be a “game developer or a comedian who is a YouTuber who makes funny videos!” During the pandemic, Loann homeschooled the kids, and when the Kajis tested Ryan to see if he had fallen behind, they found he was several grades ahead. One of the reasons they moved to Hawaii this year is for a more academically challenging school than his public school in Houston. The other, interestingly, is that they felt the kids were spending too much time on screens. In Hawaii, they take more walks, which Ryan at first found exhausting. He’s also learning piano and Japanese, but he’s not crazy about either. Bea Oyster for TIMEThe Kaji family—Loann, Emma, Shion, Ryan and Kate—moved to Hawaii during the pandemic, partly to get the kids off their screens There are two ways to look at the Kaji parents. One is that they have dragooned their offspring into living out their lives on camera to get rich. The other, the one they present, is that they stumbled into a world where their child became a star and they tried to keep up. Ryan’s onscreen ability, they say, is as big a surprise to them as to anyone. He often takes a video in a new direction during shooting, telling the editors what effects to add as he goes. “On or off camera he is the exact same way,” says Shion. “He genuinely connects with his viewers.” Lest anyone think that’s pure parental boasting, Loann says Ryan’s 5-year-old twin sisters also love making videos, but “it’s not as natural to them.” (Yes, they already have their own line of toys.) The journey hasn’t always been a thrill ride. In 2003, Loann spent a month in jail for shoplifting, and after Ryan got famous, her arrest record became public knowledge. The family did exactly one in-person event with Ryan, in Bentonville, Ark. Thousands of families turned out, and the resulting melee shook them up. They reject the accusation that Ryan is their workhorse. Loann cites an incident on the set of Playdate when Ryan hurt his ankle. The production adjusted the scenes he’d shoot so he could sit and, after a break, kept filming. Loann agreed with the decision, but adds that “if that happens at home, we would not be filming for the next week or two.” The Kajis also say that while the family will go to L.A. for a spell to shoot his shows, Ryan’s YouTube videos take just a few hours a week. He belongs to local sports clubs and goes to school like other kids. Read More: ‘What Do People Want Me to Do? Wear Black Every Day?’: How Child Star JoJo Siwa Built Her Sparkly Empire What most worries Shion are families who try to emulate the Kajis’ success more recklessly. Ryan is the public face of kidfluencers, so any YouTube parent who is less than exemplary might reflect badly on him. Pocketwatch and YouTube issue manuals on how to be both parent and programmer, and Shion hints that he’s trying to start a working group of YouTube families to set industry standards. He won’t go into details, but says he would like more input from YouTube, especially on how families manage their finances, their kids’ time and fame. After all, the platform is taking a healthy cut of the money, and the minors who have made their name on it have few legal protections. The Kajis say a portion of the revenue from the family business goes into trust accounts they’ve established for their children, and they have put all of Ryan’s TV earnings into another trust. There are children on YouTube now with more subscribers than Ryan. His parents seem somewhat relieved. “I don’t want YouTube to be his future career,” says Loann. “We really want him to do something else. We’re continuing right now because he’s enjoying doing it.” The question remains: having found the perfect platform for their child, can they persuade him to leave it? —With reporting by Simmone Shah and Nik Popli.....»»

Category: topSource: timeNov 12th, 2021