Advertisements



Vertex executive"s career path from law firm to HR to podcaster

Arivee Vargas Rozier-Byrd always knew she wanted to be an attorney, but after a few years spent in that field, she's found fulfillment in human resources and more recently, as a life and career coach with a weekly podcast......»»

Category: topSource: bizjournalsNov 25th, 2021

The wild life of billionaire Twitter CEO Jack Dorsey, who eats one meal a day, evangelizes about bitcoin, and had to defend his company in front of Congress

Jack Dorsey is expected to announce he is stepping down as CEO of Twitter, unnamed sources told CNBC. Jack Dorsey onstage at a bitcoin convention on June 4, 2021 in Miami, Florida.Joe Raedle/Getty Images Jack Dorsey cofounded Twitter in 2006, and the company has made him a billionaire. He is famous for his unusual life of luxury, including a daily fasting routine and regular ice baths. CNBC reported on Monday that Dorsey is expected to step down as CEO of Twitter, citing unnamed sources. Visit Business Insider's home page for more stories. From fighting armies of bots to quashing rumors about sending his beard hair to rapper Azealia Banks, Twitter CEO Jack Dorsey leads an unusual life of luxury.Dorsey has had a turbulent career in Silicon Valley. After cofounding Twitter on March 21 2006, he was booted as the company's CEO two years later, but returned in 2015 having set up his second company, Square.Since then, he has led the company through the techlash that has engulfed social media companies, testifying before Congress multiple times.CNBC reported Monday that Dorsey is expected to announce he's stepping down as CEO, citing unnamed sources.Dorsey has provoked his fair share of controversy and criticism, extolling fasting and ice baths as part of his daily routine. His existence is not entirely spartan, however. Like some other billionaires, he owns a stunning house, dates models, and drives fast cars.Scroll on to read more about the fabulous life of Jack Dorsey.Rebecca Borison and Madeline Stone contributed reporting to an earlier version of this story.Dorsey began programming while attending Bishop DuBourg High School in St. Louis.VineAt age 15, Dorsey wrote dispatch software that is still used by some taxi companies.Source: Bio. When he wasn't checking out specialty electronics stores or running a fantasy football league for his friends, Dorsey frequently attended punk-rock concerts. @jackThese days Dorsey doesn't favour the spiky hairdo.Source: The Wall Street JournalLike many of his fellow tech billionaires, Dorsey never graduated college.edyson / FlickrHe briefly attended the Missouri University of Science and Technology and transferred to New York University before calling it quits.Source: Bio.In 2000, Dorsey built a simple prototype that let him update his friends on his life via BlackBerry and email messaging.joi / FlickrNobody else really seemed interested, so he put away the idea for a bit.Source: The Unofficial Stanford BlogFun fact: Jack Dorsey is also a licensed masseur.Getty Images/Bill PuglianoHe got his license in about 2002, before exploding onto the tech scene.Sources: The Wall Street JournalHe got a job at a podcasting company called Odeo, where he met his future Twitter cofounders.Jack Dorsey, Biz Stone and Evan Williams took home the prize in the blogging category at SXSW in 2007.Flickr via Scott Beale/LaughingSquidOdeo went out of business in 2006, so Dorsey returned to his messaging idea, and Twitter was born.On March 21, 2006, Dorsey posted the first tweet.Jack Dorsey's first tweet.Twitter/@jackDorsey kept his Twitter handle simple, "@jack."Dorsey and his cofounders, Evan Williams and Biz Stone, bought the Twitter domain name for roughly $7,000.Khalid Mohammed / AP ImagesDorsey took out his nose ring to look the part of a CEO. He was 30 years old.A year later, Dorsey was already less hands-on at Twitter. Evan Williams and Jack Dorsey.Wikimedia CommonsBy 2008, Williams had taken over as CEO, and Dorsey transitioned to chairman of Twitter's board. Dorsey immediately got started on new projects. He invested in Foursquare and launched a payments startup called Square that lets small-business owners accept credit card payments through a smartphone attachment.Sources: Twitter and Bio.In 2011, Dorsey got the chance to interview US President Barack Obama in the first Twitter Town Hall.President Obama talks to the audience next to Jack Dorsey during his first ever Twitter Town Hall.ReutersDorsey had to remind Obama to keep his replies under 140 characters, Twitter's limit at the time.Source: TwitterTwitter went public in November 2013, and within hours Dorsey was a billionaire.APIn 2014 Forbes pegged Dorsey's net worth at $2.2 billion. On the day it was reported he was expected to resign, Bloomberg's Billionaires Index calculated his net worth at $12.3 billion.Source: Bio. and ForbesIt was revealed in a 2019 filing that Dorsey earned just $1.40 for his job as Twitter CEO the previous year.Twitter and Square CEO Jack Dorsey, who doesn't earn anything from his primary day job.David Becker / GettyThe $1.40 salary actually represented a pay rise for Dorsey, who in previous years had refused any payment at all.He's far from the only Silicon Valley mogul to take a measly salary - Mark Zuckerberg makes $1 a year as CEO of Facebook.Source: Business Insider He might have been worth more had he not given back 10% of his stock to Square.Jack Dorsey with Hollywood producer Brian Grazer, Veronica Smiley, and Kate Greer at the annual Allen and Co. conference at the Sun Valley, Idaho Resort in 2013.ReutersThis helped Square employees, giving them more equity and stock options. It was also helpful in acquiring online food-delivery startup Caviar.Sources: Business Insider and CaviarWith his newfound wealth, he bought a BMW 3 Series, but reportedly didn't drive it often.Alex Davies / Business Insider"Now he's able to say, like, 'The BMW is the only car I drive, because it's the best automotive engineering on the planet,' or whatever," Twitter cofounder Biz Stone told The New Yorker in 2013.Source: The New YorkerHe also reportedly paid $9.9 million for this seaside house on El Camino Del Mar in the exclusive Seacliff neighborhood of San Francisco.The Real Estalker via Sotheby'sThe house has a view of the Golden Gate Bridge, which Dorsey views as a marvel of design.Source: Business InsiderBefore the pandemic, Dorsey said he worked from home one day a week.Jack Dorsey's home setup.Twitter/@jackIn an interview with journalist Kara Swisher conducted over Twitter, Dorsey said he worked every Tuesday out of his kitchen.He also told Kara Swisher that Elon Musk is his favorite Twitter user.Elon Musk is a prolific tweeter.PewDiePie/YouTubeDorsey said Musk's tweets are, "focused on solving existential problems and sharing his thinking openly."He added that he enjoys all the "ups and downs" that come with Musk's sometimes unpredictable use of the site. Musk himself replied, tweeting his thanks and "Twitter rocks!" followed by a string of random emojis.Source: Business InsiderFacebook CEO and rival Mark Zuckerberg once served Jack Dorsey a goat he killed himself.Gene KimDorsey told Rolling Stone about the meal, which took place in 2011. Dorsey said the goat was served cold, and that he personally stuck to salad.Source: Rolling StoneHis eating habits have raised eyebrows.Phillip Faraone/Getty Images for WIRED25Appearing on a podcast run by a health guru who previously said that vaccines caused autism, Dorsey said he eats one meal a day and fasts all weekend. He said the first time he tried fasting it made him feel like he was hallucinating."It was a weird state to be in. But as I did it the next two times, it just became so apparent to me how much of our days are centered around meals and how — the experience I had was when I was fasting for much longer, how time really slowed down," he said.The comments drew fierce criticism from many who said Dorsey was normalizing eating disorders.In a later interview with Wired, Dorsey said he eats seven meals a week, "just dinner."Sources: Business Insider, The New StatesmanIn the early days of Twitter, Dorsey aspired to be a fashion designer.Cindy Ord / Getty Images, Franck MichelDorsey would regularly don leather jackets and slim suits by Prada and Hermès, as well as Dior Homme reverse-collar dress shirts, a sort of stylish take on the popped collar.More recently he favors edgier outfits, including the classic black turtleneck favored by Silicon Valley luminaries like Steve Jobs.Sources: CBS News and The Wall Street JournalHe also re-introduced the nose-ring and grew a beard.GettyDorsey seems to care less about looking the part of a traditional CEO these days.Singer Azealia Banks claimed to have been sent clippings of Dorsey's beard hair to fashion into a protective amulet, although Dorsey denied this happened.Azealia Banks.GettyIn 2016, Banks posted on her now-deleted Twitter account that Dorsey sent her his hair, "in an envelope." Dorsey later told the HuffPo that the beard-posting incident never happened.Sources: Business Insider and HuffPoDorsey frequently travels the world and shares his photos with his 6 million Twitter followers.Jack Dorsey meeting Japanese Prime Minister Sinzo Abe.Twitter/@JPN_PMOOn his travels, Dorsey meets heads of state, including Japan's former Prime Minister Shinzō Abe.Source: TwitterTweets about his vacation in Myanmar also provoked an outcry.Bagan, Myanmar.Shutterstock/Martin M303Dorsey tweeted glowingly about a vacation he took to Myanmar for his birthday in December 2018. "If you're willing to travel a bit, go to Myanmar," he said.This came at the height of the Rohingya crisis, and Dorsey was attacked for his blithe promotion of the country — especially since social media platforms were accused of having been complicit in fuelling hatred towards the Rohingya.Source: Business InsiderHowever, Dorsey says he doesn't care about "looking bad."FILE PHOTO: U.S. President Trump welcomes South Korea’s President Moon to the White House in WashingtonReutersIn a bizarre Huffington Post interview in 2019, Dorsey was asked whether Donald Trump — an avid tweeter — could be removed from the platform if he called on his followers to murder a journalist. Dorsey gave a vague answer which drew sharp criticism.Following the interview's publication, Dorsey said he doesn't care about "looking bad.""I care about being open about how we're thinking and about what we see," he added.In September 2018, Jack Dorsey was grilled by lawmakers alongside Facebook COO Sheryl Sandberg.Facebook COO Sheryl Sandberg and Jack Dorsey are sworn-in for a Senate Intelligence Committee.Drew Angerer/Getty ImagesDorsey and Sandberg were asked about election interference on Twitter and Facebook as well as alleged anti-conservative bias in social media companies.Source: Business InsiderDuring the hearing, Dorsey shared a snapshot of his spiking heart rate on Twitter.AP Photo/Jose Luis MaganaDorsey was in the hot seat for several hours. His heart rate peaked at 109 beats per minute.Source: Business InsiderDorsey testified before Congress once again on October 28, 2020.Jack Dorsey tuning into the hearing with the Senate Committee on Commerce, Science and Transportation.U.S. Senate Committee on Commerce, Science and Transportation/Handout via REUTERSDorsey appeared via videoconference at the Senate hearing on Section 230, a part of US law that protects internet companies from legal liability for user-generated content, as well as giving them broad authority to decide how to moderate their own platforms.In prepared testimony ahead of the hearing, Dorsey said stripping back Section 230 would "collapse how we communicate on the Internet," and suggested ways for tech companies to make their moderation processes more transparent. During the hearing, Dorsey once again faced accusations of anti-conservative biasJack Dorsey appearing virtually at the hearing.Michael Reynolds-Pool/Getty ImagesThe accusations from Republican lawmakers focused on the way Twitter enforces its policies, particularly the way it has labelled tweets from President Trump compared to other world leaders.Dorsey took the brunt of questions from lawmakers, even though he appeared alongside Facebook CEO Mark Zuckerberg and Google CEO Sundar Pichai.Source: ProtocolDuring the hearing, the length of Dorsey's beard drew fascination from pundits.Dorsey had to address accusations of censorship.Greg Nash/Pool via REUTERSSome users referred to Dorsey's facial hair as his "quarantine beard," while others said it made him look like a wizard.—rat king (@MikeIsaac) October 28, 2020—Taylor Hatmaker (@tayhatmaker) October 28, 2020"Jack Dorsey's beard is literally breaking Twitter's own face detection," posted cybersecurity blogging account @Swiftonsecurity.—SwiftOnSecurity (@SwiftOnSecurity) October 28, 2020 Dorsey also addressed the way Twitter dealt with a dubiously sourced New York Post story about Hunter Biden.Jack Dorsey appearing on-screen at the hearing.Greg Nash/Pool via REUTERS TPX IMAGES OF THE DAYWhen the New York Post published a report about Hunter Biden on October 14 that threw up red flags about sourcing, Twitter blocked users from sharing URLs citing its "hacked materials" policy.Dorsey subsequently apologized publicly, saying it was wrong of Twitter to block URLs.—jack (@jack) October 16, 2020During the Senate hearing, Sen. Ted Cruz accused Twitter of taking the "unilateral decision to censor" the Post.Dorsey said the Post's Twitter account would remain locked until it deleted its original tweet, but that updated policies meant it could tweet the same story again without getting blocked.Source: Business InsiderDorsey had to appear before another hearing on November 17 2020 — this time about how Twitter handled content moderation around the 2020 presidential election.U.S. Senate Judiciary Committee via REUTERS/File PhotoDorsey was summoned alongside Facebook CEO Mark Zuckerberg by Republicans who were displeased with how the platforms had dealt with then-President Donald Trump's social media accounts. Both CEOs defended their companies, saying they are politically neutral.When he's not in Washington, Dorsey regularly hops in and out of ice baths and saunas.This is not Dorsey's sauna.ShutterstockDorsey said in the "Tales of the Crypt" podcast that he started using ice baths and saunas in the evenings around 2016.He will alternately sit in his barrel sauna for 15 minutes and then switch to an ice bath for three. He repeats this routine three times, before finishing it off with a one-minute ice bath.He also likes to take an icy dip in the mornings to wake him up.Source: CNBCDorsey's dating life has sparked intrigue. In 2018, he was reported to be dating Sports Illustrated model Raven Lyn Corneil.Sports Illustrated Swimsuit / YouTube / GettyPage Six reported in September 2018 that the pair were spotted together at the Harper's Bazaar Icons party during New York Fashion Week. Page Six also reported that Dorsey's exes included actress Lily Cole and ballet dancer Sofiane Sylve.Source: Page SixHe's a big believer in cryptocurrency, frequently tweeting about its virtues.Teresa Kroeger/Getty ImagesIn particular, Dorsey is a fan of Bitcoin, which he described in early 2019 as "resilient" and "principled." He told the "Tales of the Crypt" podcast in March that year that he was maxing out the $10,000 weekly spending limit on Square's Cash App buying up Bitcoin.In October 2020 he slammed Coinbase CEO Brian Armstrong for forbidding employee activism at the company, saying cryptocurrency is itself a form of activism.—jack (@jack) September 30, 2020 Source: Business Insider, Business Insider and CNBC Dorsey said Square is launching a new bitcoin business.Square CEO Jack Dorsey speaks at the Bitcoin 2021 Convention, a crypto-currency conference held on June 4, 2021 in Miami, Florida.Joe Raedle/Getty ImagesDorsey announced the new venture in a tweet on July 15, 2021 and said its name was "TBD." It wasn't clear whether that was its actual name, or Dorsey hasn't decided on a name yet.—jack (@jack) July 15, 2021 Dorsey said he hopes bitcoin can help bring about "world peace."Twitter CEO Jack Dorsey on stage at the Bitcoin 2021 Convention, a crypto-currency conference in Miami.Joe Raedle/Getty ImagesDorsey appeared alongside Elon Musk and Ark Invest CEO Cathie Wood during a panel called "The B Word" on July 2021. He said he loves the bitcoin community because it's "weird as hell.""It's the only reason that I have a career — because I learned so much from people like who are building bitcoin today," Dorsey said.At the end of 2019 Dorsey said he would move to Africa for at least three months in 2020.AP Photo/Francois MoriDorsey's announcement followed a tour of Ethiopia, Ghana, Nigeria, and South Africa. "Africa will define the future (especially the bitcoin one!). Not sure where yet, but I'll be living here for 3-6 months mid 2020," he tweeted. Dorsey then came under threat of being ousted as Twitter CEO by activist investor Elliott Management.Paul Singer, founder and president of Elliott Management.REUTERS/Mike Blake/File PhotoBoth Bloomberg and CNBC reported in late February 2020 that major Twitter investor Elliott Management — led by Paul Singer — was seeking to replace Dorsey. Reasons given included the fact that Dorsey splits his time between two firms by acting as CEO to both Twitter and financial tech firm Square, as well as his planned move to Africa.Source: Business InsiderTesla CEO and frequent Twitter user Elon Musk weighed in on the news, throwing his support behind Dorsey.Tesla CEO Elon Musk.REUTERS/Hannibal Hanschke"Just want to say that I support @jack as Twitter CEO," Musk tweeted, adding that Dorsey has a good heart, using the heart emoji.Source: Business InsiderDorsey managed to strike a truce with Elliott Management.AP Photo/Jose Luis MaganaTwitter announced on March 9, 2020 that it had reached a deal with Elliott Management which would leave Jack Dorsey in place as CEO.The deal included a $1 billion investment from private equity firm Silver Lake, and partners from both Elliott Management and Silver Lake joined Twitter's board.Patrick Pichette, lead independent director of Twitter's board, said he was "confident we are on the right path with Jack's leadership," but added that a new temporary committee would be formed to instruct the board's evaluation of Twitter's leadership.In April 2020, Dorsey announced that he was forming a new charity fund that would help in global relief efforts amid the coronavirus pandemic.Dorsey.Matt Crossick/PA Images via Getty ImagesDorsey said he would pour $1 billion of his own Square equity into the fund, or roughly 28% of his total wealth at the time. The fund, dubbed Start Small LLC, would first focus on helping in the fight against the coronavirus pandemic, he said.The CEO said he would be making all transactions on behalf of the fund public in a spreadsheet.In July 2020, hackers compromised 130 Twitter accounts in a bitcoin scam.TwitterThe accounts of high-profile verified accounts belonging to Bill Gates, Kim Kardashian West, and others were hacked, with attackers tweeting out posts asking users to send payment in bitcoin to fraudulent cryptocurrency addresses.As a solution, Twitter temporarily blocked all verified accounts — those with blue check marks on their profiles — but the damage was done.  Elon Musk said he personally contacted Dorsey following the hack.Elon Musk (left) and Dorsey.Susan Walsh/AP; Getty ImagesDuring a July 2020 interview with The New York Times, Musk said he had immediately called Dorsey after he learned about the hack."Within a few minutes of the post coming up, I immediately got texts from a bunch of people I know, then I immediately called Jack so probably within less than five minutes my account was locked," said Musk.Source: The New York TimesIn March 2021 Dorsey put his first-ever tweet up for auction.Jack Dorsey, Twitter CEO, and Sheryl Sandberg, Facebook COO, off camera, testify during a Senate (Select) Intelligence Committee hearing in Dirksen Building where they testified on the influence of foreign operations on social media on September 5, 2018Tom Williams/CQ Roll CallAs the craze for Non-fungible tokens (NFTs) gathered momentum, Dorsey announced he was auctioning his first tweet for charity. It was bought for $2.9 million by Hakan Estavi, chief executive at at Bridge Oracle. Dorsey said proceeds from the auction would go to Give Directly's Africa response.CNBC reported on November 29 that Dorsey is expected to step down as CEO of Twitter.Jack Dorsey co-founder and chairman of Twitter and co-founder and CEO of Square.Joe Raedle/Getty ImagesAn undisclosed number of sources told CNBC's David Faber Dorsey is expected to announce he will step down as CEO, CNBC reported Monday.Twitter did not immediately respond when contacted by Insider for comment.Read the original article on Business Insider.....»»

Category: topSource: businessinsiderNov 29th, 2021

Realogy Again Honored for Gender Diversity on Board of Directors

Realogy Holdings Corp. has again been honored for its diverse board of directors by Women’s Forum of New York, the company has announced. For the fourth time, Realogy was recognized by the organization for exceeding the national average of board seats held by women, specifically surpassing the 35 percent threshold of women on its board. […] The post Realogy Again Honored for Gender Diversity on Board of Directors appeared first on RISMedia. Realogy Holdings Corp. has again been honored for its diverse board of directors by Women’s Forum of New York, the company has announced. For the fourth time, Realogy was recognized by the organization for exceeding the national average of board seats held by women, specifically surpassing the 35 percent threshold of women on its board. Realogy was also recognized by the Executive Women of New Jersey’s (EWNJ) in its 2021 “A Seat at the Table” report for its focus on diversity. “Realogy is proud to be honored once again by the Women’s Forum of New York for our commitment to representation and gender diversity on our corporate board,” said Realogy Chief People Officer Tanya Reu-Narvaez. “In 2021, Realogy increased its female board representation to over 35 percent and we will continue our efforts to drive diversity across all segments of our organization and the larger real estate industry.” Women’s Forum of New York recognizes companies that strive to attain gender balance on corporate boards. Earlier in the week, these companies were honored at the organization’s Breakfast of Corporate Champions event, which spotlighted 243 companies that achieved the 35 percent or more female board representation threshold. “After 10 years of tracking the numbers, we have seen impressive growth and significant advancement for gender parity and diversity in the leadership ranks of corporate America,” said Janice Reals Ellig, chief executive officer of the recruiting firm Ellig Group and Breakfast of Corporate Champions chair and founder. “This issue has even greater relevance in 2021, and we’re tremendously proud to celebrate an impressive collection of game-changing Corporate Champions who are determined to lead the way.” The recognition comes following Realogy’s recent inclusion on Forbes list of  World’s Top Female-Friendly Companies 2021, further showcasing the company’s leadership in gender diversity and commitment to fostering an inclusive and equitable culture. Realogy is a highly gender diverse organization, boasting strong female representation across various business functions including its leadership team, which is 60% female. Realogy was also recognized in EWNJ’s 2021 “A Seat at the Table” report, highlighting racial and ethnic diversity on corporate boards. Michael J. Williams, Realogy’s Board Chairman, is featured as part of the report’s Leadership in Action section, where he discusses diversity across Realogy’s board of directors and how the company’s focus on diversity impacts the larger homeownership landscape. Paving the Way for Gender Inclusivity  Realogy and its family of brands encourage career development, leadership, and entrepreneurship for members of diverse communities across the real estate industry, through various programs including the industry-first Inclusive Ownership Program, designed to invest in the success of diverse franchise owners, including women and minority groups; What Moves Her, a program that supports women finding their path to leadership; and Century 21’s Empowering Latinas program, aimed at assisting Latina entrepreneurs in obtaining their real estate license. Realogy is also a national partner of WomanUP, an organization focused on increasing the representation of women-owned brokerages and women in corporate leadership roles across the real estate industry. The company is continually recognized for its inclusive culture. In addition to the recent Forbes List of World’s Top Female-Friendly Companies, Realogy was named by Forbes as one of the World’s Best Employers 2021, designated as a Great Place To Work® for the fourth year in a row, named one of LinkedIn’s 2021 Top Companies in the U.S., and recognized for 10 consecutive years as one of the World’s Most Ethical Companies. Read more about Realogy’s award-winning culture in the company’s 2020 CSR Report. The post Realogy Again Honored for Gender Diversity on Board of Directors appeared first on RISMedia......»»

Category: realestateSource: rismediaNov 17th, 2021

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

How ‘Subscribe to Me’ Became the Future of Work

Creators are bumping up against the limits of the platforms they use In August, Savannah’s entire monthly income was at stake. OnlyFans, the social media platform where she built her career, making an average of $2,000 a month from subscribers, had just announced it would be removing content like hers from the site. But there was little she could do about it. She remembers thinking: “OK, well, this is another Thursday, I might as well finish my Chick-Fil-A, and I’m just gonna chill here and wait for us to get some sort of response.” Savannah, 24, is part of a vibrant, supportive community of online sex workers that underwrite OnlyFans’s considerable financial success; it’s now valued at over $1 billion. But in a move that may foreshadow changes to come, that community was shaken when OnlyFans announced it would be banning explicit content on the site. “The sky falls on OnlyFans, like, every three or four months,” Savannah says, wryly. [time-brightcove not-tgx=”true”] She could’ve gotten a more standard job when she graduated from college in 2020 with a business degree—maybe at a bank, as a mortgage loan officer. But while career-hunting, she was working three part-time jobs and her boyfriend at the time suggested trying out OnlyFans. She opened an account in January 2020, posting sassy videos and photos that showed off her passion for Star Wars cosplay and her cheeky sense of humor to attract subscribers. “It was nerve-wracking,” Savannah admits. At first, the subscribers just trickled in; she made $80 that month. Then the pandemic lockdowns started, and Savannah’s online star began to rise. “It was an extreme case of right place, right time,” she says. “Everyone was suddenly locked inside. And they were horny. And it just all came together.” By September 2020, she had earned enough money to buy her own house—a goal that had always seemed elusive with a traditional career path. “I never, ever thought that I would be stable enough to buy a house, period, in my lifetime,” she says. That sense of stability was put to the test by the new August policy—briefly. OnlyFans backtracked just days later. For many, online sex work is easy to ignore or view as the internet’s titillating sideshow. Historically, though, the conditions of sex work serve as an indicator of the health of a society, and the inconclusive OnlyFans incident could predict the future of the growing digital creator economy and its workers. Annie Flanagan for TIME“Not only has it absolutely changed the trajectory of my life forever, but I have fun, I’m my own boss,” says Savannah. Savannah considers herself half sex worker and half “online creator,” a burgeoning and nebulous category of workers who have turned to online platforms to profit off their talents and speak to niche audiences. But the creator economy that took off around 2011 with YouTube has evolved as creators seek autonomy over their intellectual property and freedom from brand sponsorships and social media restrictions. Writers, gamers, academics, sex workers, chefs, athletes, artists: anyone with a point of view, or a video to share, has flocked to sites like Twitch, OnlyFans, Patreon and Substack in hopes of selling their skills directly to their fans. A September study from the Influencer Marketing Factory estimates some 50 million people around the world participate in this economy, broadly—that’s a third the size of the entire U.S. workforce. The study valued the creator market north of $100 billion in 2021. Direct subscription creators are a fraction of that, but a rapidly growing one. There are over a million creators on OnlyFans; streaming platform Twitch boasts over 8 million active streamers; Patreon, which hosts pay-to-view visual and written content, says it has over 200,000 active accounts. And the money generated by this new class keep going up, with OnlyFans announcing it has facilitated over $3 billion in payouts to accounts since their founding five years ago. Patreon says its creator accounts have racked up over $2 billion. Twitch’s in-app purchases neared $200 million in the first half of 2021 alone. Creators skew Millennial and Gen Z; digital natives are, after all, more prepared to capitalize on and take risks online. One study from research firm PSFK suggested that over 50% of Gen Z Americans are interested in becoming an “influencer” as a career. But some of the most successful subscription creators—historian Heather Cox Richardson, musician Amanda Palmer, photographer Brandon Stanton, and model Blac Chyna—are in their 30s or older, and were well established in their careers before selling their skills online, a fact that lends the subscription creator economy more credence. These days, Savannah—who goes by Savannah Solo on her Twitter, Instagram, TikTok and OnlyFans pages—counts hundreds of thousands of subscribers to her public profiles, and 6,500 paying subscribers to her more risqué content on OnlyFans. She doesn’t want to stop. “Not only has it absolutely changed the trajectory of my life forever, but I have fun, I’m my own boss, I wake up and I put on makeup and I wear a stupid costume and make fun content. You can decide if you want to be a persona—or if you just want to be yourself,” she says. But, as she has learned in August, the reality of a creator career is more complicated. Annie Flanagan for TIMESavannah looks through OnlyFans messages while laying at home on Oct. 18. The problem with platforms The job title “creator” is a new invention, born in the past decade thanks to the rise of self-publishing opportunities. First there was YouTube, the ür-influencer platform. Then came Facebook, Twitter and Instagram. These web2 behemoths offered anyone the ability to build a fanbase with little more than an internet connection (and, for the most successful, access to a way to photograph or video themselves). At first, little money was transferred into the hands of the creators; success in the form of wide viewership was a badge of honor, not a moneymaking scheme. That changed with the rise of models in which creators received a cut of advertising associated with their content (like pre-roll video ads on YouTube) and sponsored content and ambassadorship programs (like many of Instagram’s influencer programs). This kept content free for fans while still paying the creators—and it’s the model that still dominates the market. But positioning image-conscious brands in between fans and creators who value authenticity is not always a natural fit. Brands drop creators when they post something the brand doesn’t like. Creators lose autonomy when they spend all their time crafting sponsored content. Enter the paid social media model, in which audiences can contribute directly to their favorite creators. “From the creators’ point of view, it gives them more control and empowerment,” says OnlyFans CEO and founder Tim Stokely, about the potential for direct-to-creator paid social media to be the economic engine of the online future. The company is famous for featuring sex worker creators like Savannah, but Stokely is pushing the platform’s PG accounts, where users can subscribe to a chef’s cooking videos or a trainer’s workouts. Read More: Why OnlyFans Suddenly Reversed its Decision to Ban Sexual Content Twitch was early to this game, launching in 2011. “The digital patronage model we see popping up today in other iterations exists because of Twitch’s early entry in and focus on the creator economy,” says Mike Minton, Vice President of Monetization at Twitch. Twitch prefers to consider itself a “service” rather than a platform: it serves creators with access to audiences and monetizes their viewership, and serves fans by making it easy to watch and contribute. But it’s not all profit for creators. Hidden in the slick appeal of be-your-own-boss social media entrepreneurialism is the role of the platforms themselves, and sticky questions of ownership. Twitch, for instance, provides the necessary infrastructure for popular gamers to stream hours of high-resolution content to mass audiences of live viewers. But it also takes a 50% cut of any subscriptions. OnlyFans says the 30% it takes helps offset the costs of the security and privacy features that adult content in particular requires. Patreon takes from 5 to 12%, depending on your plan; Substack takes 10%, minus processing fees. Consummate middlemen, these companies have created low barriers to entry while still gatekeeping, at least financially. “There’s a history of artists being taken advantage of, and artists have to keep criticizing and keep skepticism at a high level,” says Jack Conte, CEO of Patreon. “I think that’s mission critical. Artists have to be educated, and choose wisely and watch platforms carefully.” Patreon, for its part, offers its users full access to their email lists in an attempt to offer greater control over their audience relationships. Patreon has had its share of controversy: a 2018 kerfuffle surrounded their choice to ban certain politically-extreme voices from the platform; payment snafus and hikes in processing fees have ruffled feathers; and their current content policies exclude sexually explicit work, to the frustration of some. The company is eager to try to keep up with creator-favored trends, however, announcing plans to integrate crypto payments and considering developing “creator coins,” and developing a native video player to more directly compete with YouTube. Stokely doesn’t try to promise financial stability or freedom to OnlyFans’ million-plus creators, especially given the complications of banking regulations (on which the company blamed the brief August ban of sexual content). He knows that change is inevitable, but he does promise one thing: OnlyFans will not become “littered with paid posts and adverts” like the free platforms. Annie Flanagan for TIME“I wake up and I put on makeup and I wear a stupid costume and make fun content. You can decide if you want to be a persona—or if you just want to be yourself,” Savannah says. Navigating an unsteady landscape Writer and musician Amanda Palmer, 45, is intimately acquainted with the challenges of creative autonomy. Palmer, the frontwoman of indie rock duo the Dresden Dolls, extricated herself from an album deal a decade ago, choosing to embrace independence—with all its financial risks—and gather income from her fans directly. “There’s been a general shift in consciousness, that people are no longer scratching their heads when an artist or a creator comes to you directly and says, Hey, I need 10 bucks,” she says. “You’re seeing it in right wing podcasting. And you’re seeing it in feminist journalism on Substack. And you’re seeing it with musicians and gamers on Patreon, and you’re seeing it with porn stars on OnlyFans.” Palmer started a Patreon in 2015, where she now posts bits of music, videos and blog posts to 12,000 paying subscribers. The direct, monetized line of communication with her fans has meant she could weather the pandemic storm—when she couldn’t play live concerts—using honesty and openness in the content she shares as bartering coin for their cash. She says she has made over $5 million in subscriptions to support her creative endeavors, although her net profit mostly just pays rent and living expenses. Still, it has been an effective solution to the conundrum of monetizing fame and artwork for a niche audience. Read More: The Livestream Show Will Go On. How COVID Has Changed Live Music—Forever Palmer’s experience with Patreon is a prime use-case for the company: a non-major artist finds financial freedom through direct-to-consumer content sharing. “Because of what’s happened over the last 10 years, there’s now hundreds of millions of creative people who identify as creators, putting their work online and already making a lot of money and want to be paid and want to build businesses,” Conte says. “Patreon is tiny; compared to the amount of creators in the world, we’re a speck.” But with $2 billion in payouts over the years, it’s proved to be a meaningful speck for a collection of creators. Conte says that about half the money that Patreon processes goes to creators who are making between $1,000 and $10,000 per month. “It’s not Taylor Swift rich, it’s not Rihanna rich. It’s a middle class of creativity: a whole new world of creators that are being enabled by this,” he says. It’s a group like Palmer: people who have a specific viewpoint, a built-in audience and an effective grasp on how to optimize their dynamic with fans. Still, even Palmer, who has “very warm feelings” about Patreon, recognizes that it can’t be trusted forever. “I’ve been ringing the warning bells for years about how dangerous it is to get into bed with a for profit company, and use them as the only avenue to reach your audience, right? Because it is dangerous, because at any moment, Facebook can take that away from you, at any moment, Patreon could sell up to Facebook and decide to change all of the rules of engagement. I really hope that doesn’t happen. But there are no guarantees in this dog eat dog tech world,” she says. “In order to protect myself, I always keep a lot of phone lines open with my community.” Annie Flanagan for TIMESavannah looks through photos with her assistant Cay. Healthy skepticism, and solidarity In her Instagram photos, Jahara Jayde doesn’t look real: technicolor eyes, luminous, airbrushed skin, ears elongated into elven tips. In her five-plus-hour Twitch streams every evening, though, she’s a bit more human, video chatting in real time with her thousand-plus viewers and slurping noodles from an unseen bowl as she plays Final Fantasy XIV through her dinnertime. When she streams, it’s just her and her subscribers. But she has discovered how vital it is to have a community of creators in this business, too. Twitch averages nearly 3 million concurrent viewers; in 2020, people watched nearly 20 billion hours of content on the site. By nature of its freewheeling live video DNA, it’s a place that is hard to regulate and populated by a wide array of characters. “I deal with racism on all of the platforms,” says Jahara, a 30-year-old BIPOC woman, citing in particular a recent influx of “hate raids” targeting BIPOC and LGBTQ+ creators on Twitch. Some creators even led a day-long streaming boycott to draw attention to the issue. Twitch has had to regulate the use of certain words and emotes (their version of custom emojis) in user chats in order to limit problematic language and content. Because of—and despite—that, Jahara has built a keenly supportive, tight-knit community that is expanding the definition of what it means to be a gamer or a creator, and who gets rewarded for the work. She’s a member of The Noir Network, a collective of Black femmes who work in content creation and help each other navigate the often-confusing Wild West of digital work, one that she is committed to continuing with. She loves the work, she just wants to make it better. Read More: The Metaverse Has Already Arrived. Here’s What That Actually Means Jahara didn’t mean to become a full-time gaming streamer when she first tried out Twitch in August 2020; she was already a business analyst with a side gig as a Japanese tutor, making use of her college degree. But soon she was gaining steam with eager subscribers: she got 300 in a month, more than enough to start monetizing her streams. “I was like, Oh, maybe I could be good at this,” she says over the phone from her home in Arizona. After just four months on Twitch, Jahara quit her day job. These days, thanks to Twitch’s subscription system, she brings in about $2,000 a month. With her tutoring clients, who she picked up because of her Twitch, she’s now matching her prior income. “And it’s awesome, because it’s doing the two things that I absolutely adore,” she says. “Ever since I was a little kid, my dad used to bring me into his room and talk to me about how I should work for myself, and the entrepreneurial spirit,” she says. She surprised herself by being able to take his advice. She has the freedom to be herself professionally, the flexibility to take care of her four-year-old daughter in the mornings before preschool, and the hope that her fiancé will eventually be able to leave his job as a manual laborer to support her online presence full time. (He already takes and edits all her photos, and does her marketing.) To her, it feels good to be a part of something. “I get a lot of messages, parents and teens and kids that tell me, like, ‘My daughter saw your photos, and her friends told her that she couldn’t copy that character because it’s not the same color as her, but now she’s excited to do it,” Jahara says. “People tell me that they feel more comfortable, they feel represented and they feel seen just by being able to see my face in the space. It wasn’t something that I expected when I set out for it. But it’s something that definitely keeps me going every day.” It’s networks like that one that have helped organize and provide a modicum of power to creators who are learning as they go. Longtime adult performer Alana Evans, 45, has an inside view of how this works; as president of the Adult Performance Artists Guild, she has helped hundreds of performers navigate issues with tech platforms including Instagram, Tiktok, and, of course, OnlyFans. “I was seeing hundreds of performers lose their pages, for very obscure reasons; you would be given an email that had vague reasons as to why maybe you were deleted, and they were absorbing all of their money,” she says. She and her organization have been able to help many rehabilitate their accounts. But these days she preaches the gospel of diversification, and of making sure that performers do their due diligence about who owns and profits from the platforms they share on. Beyond that, Evans has her sights set on the big picture: working through legal avenues to classify anti-sex-work restrictions, like those set by payment companies, as “occupational discrimination.” It’s only once they deal with the banking side of things, Evans explains, that online sex workers will be able to participate in the creator economy fully and safely. Read More: U.S. Workers Are Realizing It’s the Perfect Time to Go on Strike Creators in the music industry are trying to find power by banding together, too. By day, David Turner, 29, is a program manager at the music streaming service SoundCloud. By night, he publishes a weekly newsletter, called Penny Fractions, that goes into the nitty-gritty of the streaming industry; it’s been his pet project for over four years now. After publishing with Patreon for a few years, Turner realized only a small segment of the most popular creators were truly generating the income the platform touted. “They don’t care about me,” he says over the phone from Brooklyn. Now, Turner hosts his newsletter on an independent service and serves on the board of Ampled, a music services co-op whose tagline is “Own Your Creative Freedom.” Collectivization, as Turner sees it, is the safest way for this next generation to protect themselves from the predations of the market. Other decentralized social platforms like Mastodon and Diaspora, music streaming services like Corite and Resonate and sex-worker-backed sites like PocketStars have popped up to provide alternatives to the more mainstream options. Their selling point: bigger payouts to creators, and opportunities for creators to invest in the platforms themselves. But mass adoption has been slow. If the calling card of the independent platform is their bottom-up approach, that is also their limiting factor. By nature, they are scrappier, less funded and less likely to be able to reach the wide audiences that the top user-friendly sites have already monopolized. Annie Flanagan for TIMESavannah dresses up in Star Wars cosplay as Padmé. The future for creators When OnlyFans made its policy change in August, collectivization is what got sex workers through. Alana Evans helped lead the charge. To Evans, who has been in the industry for decades, it was just the latest iteration of exploitation from more powerful overlords. She saw her community speaking up against the change—particularly on Twitter, where sex workers and performers quickly renounced the policy and began proactively publicizing their accounts on other, friendlier platforms. To her surprise, their vocal opposition worked and OnlyFans moved quickly to find a solution. But Evans knows that this latest golden era of online work is already ending. “The writing is on the wall,” she says. Even successful creators like Savannah have begun actively promoting accounts on alternate platforms like PocketStars and Fansly. They know no solution, and no single site, will be forever. “The advice I’ve been given is to expect it all to crumble, and to have to rebuild again,” Savannah says. That advice isn’t specific to OnlyFans; it’s echoed by Amanda Palmer about Patreon, and Jahara about Twitch. As platforms inevitably seek a better bottom line, the creator workforce has no choice but to trust the tech companies will do right by them. In the meantime, they’re taking a note from the labor movement that has risen up in other industries this year: solidarity works......»»

Category: topSource: timeDec 1st, 2021

Only A Banking Crisis Or Higher Rates Can Stop Inflation Now: Trader

Only A Banking Crisis Or Higher Rates Can Stop Inflation Now: Trader Submitted by QTR's Fringe Finance This is Part 2 of an exclusive interview with Rosemont Seneca, a U.S. based professional trader focused on event-driven and distressed situations. Rosemont spent their career on the buy-side working as a financials analyst and their investing/trading style is inspired in equal parts by Icahn and Druckenmiller. Like me, Rosemont is not an RIA and does not hold licenses. Market commentary and opinion expressed in this interview are personal views, not investment advice or solicitation for business. QTR’s Note: The point of this blog is to bring to the reader information and perspectives they, or the mainstream media, may not otherwise find on their own. The cool thing about FinTwit is that you get to meet people based on their ideas and investing acumen and not their identities. I have been following Rosemont on Twitter for years and love their perspective and takes on the market - their takes often stand at odds with my own and they have helped me broaden my horizon and be less bearish on markets, while still maintaining my skepticism about monetary policy. They have chosen to remain completely anonymous with me, which I respect, and I have never personally met or otherwise know anything about the identity of Rosemont. That doesn’t matter, however, because I like their ideas and their commentary. You can follow Rosemont on Twitter here. Part 1 of this interview can be read here. Bernard Baruch, 1919 / Photo used for @rosemontseneca's Twitter profileQ: What's your take on how we're handling Covid? You've mentioned what happened to our economy over the last 18 months was "economic terrorism". Will we learn - either through people revolting or negative consequences - or will we continue down this Orwellian path? It’s very disappointing to see how politicized the pandemic became in the United States. It obviously didn’t help that COVID struck in an Election year, but there will be plenty of blame to go around the table when a proper post-mortem analysis is conducted years from now. We hope that Bethany McLean (Enron: The Smartest Guys in the Room) will eventually write a thoroughly unbiased expose on the timeline of policy decisions in 2020. We’re of the firm belief that our Leaders in Washington D.C. did more harm than good in the early months of this pandemic. We can safely conclude the 2020 COVID shutdowns are the direct cause for the supply chain dislocations and hyperinflation that Americans are about to suffer. The shutdowns that we witnessed in the United States were a flawed policy decision akin to willful pilot error or ‘economic terrorism;’ Federal and State Governments suffocated millions of livelihoods and permanently destroyed hundreds of thousands of perfectly viable small & medium family-owned businesses. The larger, better capitalized multinational corporations capable of accessing capital markets and Government Stimulus Programs not only survived, they eventually thrived. What happened can only be described as a crime. Does the Fed and the Biden administration have a handle on the inflation problem? Why or why not? If you study the history of inflation in the U.S., whenever CPI surpasses 5.0% outside of wartime, the only thing that prevents inflation from marching higher is a banking crisis (’92, ’08) or significantly higher interest rates, which occur with a considerable lag. Capital market participants today are of the consensual view that the Fed is hamstrung from raising their Target Rate significantly higher due to Treasury’s debt service and interest burden. We don’t buy that premise; if CPI inflation trends 10% or higher they will have to act with Volckerian resolution. Our supply chains have been diligently outsourced overseas during the last three decades. The physical goods we import ($3.0 trillion/year) and consume will probably continue to see tremendous inflation in 2022-2023, the worst since the Carter years. There is absolutely nothing Biden can do (not even SPR releases) to change this paradigm as tremendous damage was done in 2020; a patient who suffers a debilitating stroke may take many months or years to learn to walk again. The same goes for our global economy. In the meantime, inflation will gallop away. When China exits the crypto market, could it be because they are worried about a crash - or do you think it's just so it doesn't compete with the digital yuan? We’ve been in regular touch with China-based crypto traders in Shenzhen and Hong Kong since 2015. What we gather (and this was widely commented) is the CCP didn’t want energy resources and coal being wasted on crypto mining during a time of energy supply shortages post-COVID. North Korea, Iran and Venezuela proactively hack and mine crypto currencies today. The cynical conclusion is that China wanted to save this nefarious business for the State. The CCP is already in the business of industrial espionage and stealing U.S. intellectual property; operating within a $2.5 trillion crypto market with a large addressable market with far fewer diplomatic consequences seems like a better business. What stocks/sectors would you avoid at all costs right now? There are many sectors that are in a clear and present mania: -       Most electric vehicle companies (Tesla included) -       crypto currency and NFT-related equities -       majority of Meme Stocks     -       90% of SPAC-linked structures    -       Emerging Market equities (why send precious U.S. Dollars to die abroad?) -       80% of stocks in the ARKK fund (ARK Invest analysts are glorified journalists) Is it "different" this time? Will we normalize at these PE ratios and this balance of growth vs. value? Or will PEs eventually crash back under 10 and will value be a virtue again? It’s never different this time. Cycles get longer or shorter, the catalysts change, but the progression of boom-bust cycles never changes. Warren Buffett likes to gauge total U.S. market capitalization / GDP levels, Pierre Lassonde tracks the Dow / Gold ratio. At extremes these metrics provide interesting signals to be cautious or greedy. By those measures the U.S. equity market seems extremely overstretched at present. The Shiller PE Ratio (38x) is also back at 1999-2000 levels. We would probably need a very acute banking crisis similar to 2008 or a Fed Fund Target Rate in the 8-10% range for the market multiple to de-rate down to 10x. Given the schizophrenic high-frequency nature of our equity market, it’s very hard to predict growth/value factor rotations, timing and duration. We’ll defer to competent equity market Strategists like Mike Wilson or Tom Lee to go in-depth with you on this question. -- You can read Part 1 of this interview here. Zerohedge readers always get 10% off a subscription to my blog for life by using this link. -- DISCLAIMER:  It should be assumed I or Rosemont Seneca has positions in any security or commodity mentioned in this article. None of this is a solicitation to buy or sell securities. Neiher I nor RS hold licenses or are investing professional. None of this is financial advice. Positions can always change immediately as soon as I publish this, with or without notice. You are on your own. Do not make decisions based on my blog. I exist on the fringe. The publisher does not guarantee the accuracy or completeness of the information provided in this page. These are not the opinions of any of my employers, partners, or associates. I get shit wrong a lot.  Tyler Durden Wed, 12/01/2021 - 12:37.....»»

Category: dealsSource: nytDec 1st, 2021

Government Handling Of COVID Has Been "A Crime", Expect More Selloffs: Trader

Government Handling Of COVID Has Been "A Crime", Expect More Selloffs: Trader Submitted by QTR's Fringe Finance This is Part 1 of an exclusive interview with Rosemont Seneca, a U.S. based professional trader focused on event-driven and distressed situations. Rosemont spent their career on the buy-side working as a financials analyst and their investing/trading style is inspired in equal parts by Icahn and Druckenmiller. Like me, Rosemont is not an RIA and does not hold licenses. Market commentary and opinion expressed in this interview are personal views, not investment advice or solicitation for business. QTR’s Note: The point of this blog is to bring to the reader information and perspectives they, or the mainstream media, may not otherwise find on their own. The cool thing about FinTwit is that you get to meet people based on their ideas and investing acumen and not their identities. I have been following Rosemont on Twitter for years and love their perspective and takes on the market - their takes often stand at odds with my own and they have helped me broaden my horizon and be less bearish on markets, while still maintaining my skepticism about monetary policy. They have chosen to remain completely anonymous with me, which I respect, and I have never personally met or otherwise know anything about the identity of Rosemont. That doesn’t matter, however, because I like their ideas and their commentary. You can follow Rosemont on Twitter here. Part 2 of this interview can be found here. Bernard Baruch, 1919 / Photo used for @rosemontseneca's Twitter profileQ: Hi Rosemont. Thanks for agreeing to an interview for my readers despite wanting to stay anonymous. Right off the bat: why do you use Bernard Baruch for your Twitter profile photo? Baruch is one of the most fascinating Wall Street characters of 20th Century. He has tremendous intuition and gut instinct for the markets, macro economics and politics and he reminds us that the three are intertwined at all times That’s a great segue to my next question: you recently got very bullish on gold when you hadn't been in the past - what caused that shift in attitude? We saw a global risk contagion event in capital markets today (11/26); Bitcoin lost over 8.0% of its value, the S&P dropped -2.2% and gold ended the session flat on the day after a mostly positive session. We expect more days like this in 2022. This is the first time since the post-GFC period in 2009 that we’ve purchased or held gold instruments in our portfolios. At present we own an 8.0% position in the GLD ETF and periodically traffic in Barrick Gold and Newmont equities. Recall that during the Q4 2018 ‘Taper Tantrum’ and most acute phase of the COVID dislocation in Q1-Q2 2020, gold futures, ETFs, and gold miner equities protected your wealth from severe capital market drawdowns. Gold is an umbrella we hope will keep us dry if it rains very hard next year. Holding gold in a portfolio today is a pragmatic ‘TINA’ bet borne of healthy caution in the wake of a multi-year equity bubble that has begun to run amok. The reality is gold is not an optimal investment for compounding wealth in the long-run; owning the GLD ETF since inception in 2004 has returned a roughly 8.0% CAGR which is adequate for a pension fund or retiree but relatively mediocre vs. the alternatives. Investors are better off owning Walmart, Costco, McDonald’s or Starbucks and grow our capital tax-efficiently with high-ROE/RoIC ‘compounders’ that pay dividends. The gold ‘streamers’ such as Wheaton and Franco-Nevada however happen to be very interesting investments with compelling business models that have generated compounder-like returns for Shareholders over the last two to three decades. We’ve come a long way from the market depths of March 2020 and perhaps it’s time to take a more cautious stance going into year-end. We are currently operating on the premise that the Nasdaq and S&P could see negative returns in 2022. If the indices see a drawdown of 10-20% (or greater) we expect gold to appreciate or hold its value in real terms next year. There are labor and supply chain shortages globally that will definitely impact the gold mining industry. If CPI hits escape velocity and reaches 8-10% higher next year, we’ll be content with a 10% allocation in gold as we expect institutional and speculator capital flows to put a firm bid behind the yellow metal. You're one of the very few out there calling the entire crypto space a bubble. What's the key argument in differentiating crypto from other assets? Is crypto worth zero or is there a value and, if there is, where does the value come from? In the last few years market participants have adopted a pseudo-religious attitude towards Bitcoin, Ethereum, and a whole host of crypto currencies. People have come to either ‘believe’ or ‘not believe’ in the asset class and its prospects. What we can definitely say today is that there are over 14,850 different crypto currencies trading on over 430 venues with a combined ‘market capitalization’ of roughly $2.5 trillion dollars. To our best knowledge these assets produce zero cash flow or dividends, exhibit very high volatility, remain subject to boom-bust sequences, and are used as an apparatus for elaborate criminal hacking schemes. Photo: Time.comThe average daily volume of these 14,000+ crypto currencies is roughly $150 billion per day. We estimate that approximately 90% of this turnover is driven by purely speculative or gambling capital flows from small retail traders. If we assume that roughly 2-3% of average daily volume consists of bona fide commercial transactions (including portfolio investment), this leaves almost $10 billion of daily volume that derives from money laundering, fraud and other illicit schemes etc. Some governments have rushed to legalize, adopt or allow for crypto currencies to proliferate in their economy for fear of stymieing or not supporting innovation. Others have taken a hardline stance and begun to outlaw the usage of crypto in their banking and financial system. We are of the view that Bitcoin-like protocols present a clear & present danger to many emerging market countries' ability to issue currency and sovereign debt over the next decade. As the true nature of these crypto assets become more evident, we’ll see more and more countries outright ban and prosecute their usage in their economies. Bitcoin and Ethereum (combined 60% of total crypto market capitalization) may very well survive and find a way to thrive due to ‘fiat-by-consensus’ adoption. Under that scenario they clearly will not trade to zero. But that doesn’t negate the presence of a current bubble where 99% of cryptos are of near-zero ultimate value. Promoters have come to euphemize cryptocurrencies as ‘projects’ but most cryptocurrencies are outright frauds.   We think it’s time for crypto investors and regulators to have a more honest, empirical framework for discussing the intrinsic value and risks of these crypto assets. If we can handicap real estate on cap rates and LTV ratios and equites on P/E ratios and cashflow yields, we should adopt a framework for Bitcoin and Ethereum etc (Dogecoin?) that doesn’t border on the pseudo-religion. I wrote an entire article based off your assumption that we are once again in a 1999-2000 style crash setup. What were the signs that helped you recognize this? In the wake of the COVID crisis and ensuing Monetary/Fiscal stimulus, too many people with very little financial literacy or professional training took up day-trading of equities, options and crypto currencies as a hobby and eventual vocation. The prudent, cautious amongst us (Warren Buffett included) were seemingly left behind in the speculative frenzy that ensued in the summer of 2020. We’re often reminded to not confuse investing/trading luck with skill. Regardless, many very young people made a lot of money in a very short period and thought that this process was somehow normal or even sustainable. To be perfectly clear: there was nothing normal about the Meme Stock frenzy, SPAC mania, or crypto and NFT bubble that erupted. When we witnessed trillion-dollar market caps such as Tesla and Nvidia trading like biotechs in the frenzy of Q4 of 2021, we decided we’d seen enough of this equity market mania. It was eerily reminiscent of Cisco, Lucent, Intel in 1999. The equity market today feels bloated and reckless; it’s probably a good time to start taking chips off the table and leave the party while people are still having fun. November 2021 was a harsh reminder that valuations and capital structures eventually do matter; people will learn the hard way. What are the most likely catalysts to set the market off moving lower? Nobody rings the bell at a market top, but negative catalysts include: -       inability to eradicate COVID in Europe & Asia will keep global trade and travel routes shut for another year -       cascade of lingering supply chain woes = potentially very recessionary -       debilitating energy price spikes in 2022-2023 = looming stagflation -       margin loan balances are at historically very high levels -       continuation of the Tech selloff we witnessed in Q4 2021 -       fraud & accounting malpractice (always prevalent in manias) -       Fed signaling significantly higher interest rates in the aftermath of inflation -       Geopolitics: a potential Kamala Harris Presidency would see Russia and China turn belligerent overnight What's your take on how we're handling Covid? You've mentioned what happened to our economy over the last 18 months was "economic terrorism". Will we learn - either through people revolting or negative consequences - or will we continue down this Orwellian path? It’s very disappointing to see how politicized the pandemic became in the United States. It obviously didn’t help that COVID struck in an Election year, but there will be plenty of blame to go around the table when a proper post-mortem analysis is conducted years from now. We hope that Bethany McLean (Enron: The Smartest Guys in the Room) will eventually write a thoroughly unbiased expose on the timeline of policy decisions in 2020. We’re of the firm belief that our Leaders in Washington D.C. did more harm than good in the early months of this pandemic. We can safely conclude the 2020 COVID shutdowns are the direct cause for the supply chain dislocations and hyperinflation that Americans are about to suffer. The shutdowns that we witnessed in the United States were a flawed policy decision akin to willful pilot error or ‘economic terrorism;’ Federal and State Governments suffocated millions of livelihoods and permanently destroyed hundreds of thousands of perfectly viable small & medium family-owned businesses. The larger, better capitalized multinational corporations capable of accessing capital markets and Government Stimulus Programs not only survived, they eventually thrived. What happened can only be described as a crime. Part 2 of this interview, where we discuss inflation, the Biden administration, why China banned crypto and more, can be found here. -- DISCLAIMER:  It should be assumed I or Rosemont Seneca has positions in any security or commodity mentioned in this article. None of this is a solicitation to buy or sell securities. Neither I nor RS hold licenses or are investing professional. None of this is financial advice. Positions can always change immediately as soon as I publish this, with or without notice. You are on your own. Do not make decisions based on my blog. I exist on the fringe. The publisher does not guarantee the accuracy or completeness of the information provided in this page. These are not the opinions of any of my employers, partners, or associates. I get shit wrong a lot.  Tyler Durden Tue, 11/30/2021 - 15:30.....»»

Category: blogSource: zerohedgeNov 30th, 2021

James Comey"s daughter is a lead prosecutor in Ghislaine Maxwell"s child sex trafficking case. Here"s what we know about her.

Maurene Comey, the daughter of former FBI chief James Comey, also helped lead the case against Jeffrey Epstein before he killed himself. Maurene Comey (left) and Ghislaine Maxwell (right).REUTERS/Shannon Stapleton; Laura Cavanaugh/Getty Images Maurene Comey is one of the lead prosecutors in the criminal case against Ghislaine Maxwell. The daughter of former FBI director James Comey also worked on the sex crimes case against Jeffrey Epstein. She also prosecuted ex-gynecologist Robert Hadden and Treasury Department whistleblower Natalie Edwards. Jeffrey Epstein and Ghislaine Maxwell have brought plenty of familiar faces along with them into the spotlight, including Prince Andrew and former Presidents Donald Trump and Bill Clinton.But one newcomer is 32-year-old Maurene Comey.The daughter of former FBI director James Comey, Maurene Comey is one of the three lead prosecutors on the case against Ghislaine Maxwell, whose child sex-trafficking trial is scheduled to begin Monday.Despite her father's history of dominating the news cycle, Maurene Comey has largely stayed out of the spotlight, instead maintaining a low-profile presence.But she's taken on major cases before Maxwell's trial, including the prosecution of Natalie Edwards, a self-proclaimed Treasury Department whistleblower; and Robert Hadden, a gynecologist accused of sexually abusing dozens of young women.She was also one of the lead prosecutors in the case against Jeffrey Epstein before he killed himself in August 2019 while awaiting trial.Here's what we know about the first daughter of law and order.Maurene Comey has worked on multiple Epstein and Maxwell-related casesComey is currently an assistant US attorney in the Southern District of New York — one of the most prestigious federal prosecutors' offices nationwide.The district covers Manhattan and the surrounding area, making it the center of prosecutions for financial crimes and other high-profile cases.Maurene Comey joined the office in 2015, and is listed as one of three lead prosecutors handling the case against Maxwell, along with Assistant US Attorneys Alex Rossmiller and Alison Gainfort Moe.The three of them also handled the case against Epstein, who was indicted in July 2019 for numerous sex crimes. For the case against Maxwell, they're joined by Assistant US Attorneys Andrew Rohrbach and Lara Elizabeth Pomerantz.The prosecutors have accused Maxwell of trafficking teenage girls for sex and sexually abusing them herself along with Jeffrey Epstein. Maxwell has pleaded not guilty to the charges and has denied all misconduct.Maurene Comey, center assistant U.S. attorney in the Southern District of New York, arrives at the Manhattan Federal Court for the arraignment of Jeffrey Epstein on July 8, 2019.REUTERS/Andrew KellyJames Comey was the head of the SDNY between 2002 and 2003 before former President George W. Bush named him deputy attorney general. He worked in the private sector from 2005 until former President Barack Obama named him FBI director in 2013.Prior to joining the SDNY office herself in 2015, Maurene Comey worked for a year as a clerk for Loretta Preska, who at the time was the chief judge at the US District Court for the Southern District of New York.Preska oversees a long-running defamation case that Virginia Giuffre filed against Maxwell. Giuffre has accused both Maxwell and Epstein of sexual misconduct, and the civil lawsuit has led to numerous unsealed documents related to Epstein's and Maxwell's conduct.Maurene Comey is a lead attorney on the team prosecuting Jeffrey Epstein.(AP Photo/Richard Drew)Two of the current criminal charges against Maxwell allege she perjured herself by lying in a deposition taken for Giuffre's case, but those charges are set to be tried in a separate trial.Comey has also worked on another Epstein-related case: Nicholas Tartaglione. The former police officer was arrested in 2016, accused of killing four men as part of a drug crime conspiracy. Prosecutors are seeking the death penalty, and he's been jailed for the past five years — often getting into arguments with correctional officials, court records show — as his case has been delayed.Tartaglione was briefly roommates with Epstein at Manhattan's Metropolitan Correctional Center in 2019, and was living with him when Epstein made his first suicide attempt in jail, on July 23. Tartaglione claimed to have helped Epstein after finding him unconscious. The jail was shut down earlier this year after numerous scandals.Comey has taken on several other high-profile cases in the past couple of yearsEarly in Comey's career, court records show, she handled mostly drug and gun smuggling cases.She worked on a case against the treasurer of a volunteer fire department who embezzled over $5 million and was sentenced to over 6 years in prison; and prosecuted a gang member who pleaded guilty for killing someone at a Valentine's Day party; and other gang-related cases.She also worked on other cases that involved alleged sex crimes against minors. In 2016, she led a case against an 18-year-old who prosecutors accused of coercing a middle-school-aged girl to send him nude photographs over the app Kik, threatening to post other pictures of the girl. According to a DOJ press release, prosecutors originally sought to convict the man of sexual exploitation of a minor, which carries a minimum 13-year-sentence.In 2018, the man plead guilty to the lesser charge of receipt of child pornography and was sentenced to 7 years in prison and 5 years supervised release, according to court documents reviewed by Insider.Maurene Comey, assistant U.S. attorney in the Southern District of New York, exits the Manhattan Federal Court after the arraignment of Jeffrey Epstein on July 8, 2019.REUTERS/Andrew KellyIn more recent years, she's taken on bigger sex crime cases. In addition to the Maxwell trial, she's on the prosecutorial team for Robert Hadden, the former Columbia University gynecologist. Dozens of women have accused him of sexual misconduct over the decades. In September 2020, the SDNY US Attorney's office filed charges against him, alleging misconduct in connection with six accusers. His trial has been pushed back to 2022, and Comey is still on the case.Comey was also part of the prosecutorial team who brought charges against Natalie Mayflower Sours Edwards, a former Treasury Department official. Edwards was sentenced to prison earlier this year after pleading guilty in January 2020 to illegally leaking documents to a member of the media.Those documents, which included bank reports of suspicious financial activity, were connected to former Special Counsel Robert Mueller's Russia investigation as well as the FinCEN files, which exposed potential corruption in the global banking system and led several counties to reform their financial laws.Comey withdrew from the case on June 5, 2020, a few weeks before a grand jury brought the indictment against Maxwell.Comey attended Harvard Law School and briefly worked for a large law firm before becoming a prosecutorPrior to working with the US attorney's office, Comey worked at the large law firm Debevoise & Plimpton for a year.The extent of her work at the firm isn't clear, but an archived yearly report from the company listed her as working on a case where the firm argued for the Connecticut Coalition for Justice that the quality of education that the state provided to public school students violated the Constitution.Debevoise was successful, and a Connecticut Superior Court judge ordered the state to propose remedies within half a year, according to Yale Law School, which also worked on the case.James Comey, nominee for FBI Director in 2013, shares a laugh during his conformation hearing before the a Senate Judiciary Committee in Dirksen Building as his daughters Kate, left, and Maureen, look on.Tom Williams/CQ Roll CallComey's only political donations were $233 to Hilary Clinton's presidential campaign in 2015, according to campaign finance transparency site OpenSecrets.org. Her father said in an ABC interview that his wife and daughters "marched in the Women's March the day after President Trump's inauguration," and that he was "pretty sure" they all "wanted Hillary Clinton to be the first woman president."Comey graduated from Harvard Law School in 2013, according to LinkedIn, and was on the Harvard Law Review board of editors between 2011 and 2013, according to the publication's website.In 2012, Comey was listed as a research assistant for legal scholar and Harvard professor Daniel Meltzer on his article in The Duke Law Journal titled "Executive Defense of Congressional Acts."The article disputed the constitutionality of the now-defunct Don't Ask, Don't Tell and DOMA laws, which discriminated against gay people, but argued for their theoretical enforcement by the executive branch. Meltzer would go on to serve as deputy counsel in the Obama administration for a little over a year before returning to Harvard.Comey is also a pretty good singerBefore her legal career began, Comey attended the College of William and Mary, where she studied history and music. Even before college she was a notably good singer, as exhibited in her performance of "Going to Heaven," and by her participation in The Virginia Music Educators Association honors choir in 2005, according to the Washington Post.Another video shows her performing Whitney Houston while in college.She's great at hitting those high notes!Read the original article on Business Insider.....»»

Category: personnelSource: nytNov 26th, 2021

U.S. Weekly Jobless Claims Drop to 52-Year Low: 5 Top Picks

We have narrowed our search to five staffing stocks that have popped in the past three months. These are: KFRC, KFY, CCRN, RHI and RGP. U.S. weekly unemployment benefit claims declined steadily over the last six months barring some minor fluctuations. The latest data released by the Department of Labor on Nov 24 showed that initial claims plunged to a 52-year low. The labor market, which was the best-performing segment of the U.S. economy before the outbreak of coronavirus, suffered the most during the pandemic. Of late, the U.S. labor market is stabilizing around the pre-pandemic level.At this stage, it will be fruitful to invest in staffing stocks with a favorable Zacks Rank. Here we have selected five such companies. These are — Korn Ferry KFY, Kforce Inc. KFRC, Cross Country Healthcare Inc. CCRN, Robert Half International Inc. RHI and Resources Connection, Inc. RGP.Signs of Systematic RecoveryThe Department of Labor reported that the weekly jobless claims plunged by 71,000 to 199,000 for the week ended Nov 20, marking the lowest level since Nov 15, 1969. The consensus estimate was 260,000 and the data for the previous week was revised upward to 270,00 from 268,000 reported earlier. Notably, initial claims were hovering around 200,000 in the pre-pandemic period.Continuing claims (those who already received government benefit) declined 60,000 to 2.05 million for the week ended Nov 13. This is the lowest reading since Mar 14, 2020. The total number of people receiving benefits under all programs fell 752,390 to 2.43 million, as of Nov 6. Notably, receivers of unemployment benefits topped more than 30 million at the pandemic high.Robust Job Additions in OctoberThe U.S. economy added 571,000 jobs in October, exceeding the consensus estimate of 442,000. Moreover, September’s job additions were revised upward to 312,000 from a disappointing 194,000 reported earlier. August’s data was also revised upward to 483,000 from 366,000 reported earlier.Total private payrolls rose 604,000 in October, partially offset by 73,000 declines in government jobs. The unemployment rate came down to 4.6% in October from 4.8% in September. The consensus estimate was 4.7%.Momentum Likely to ContinueThe U.S. economy is witnessing an impressive recovery since the beginning of 2021, faster-than-expected by a large number of market participants. The vaccination drive on a priority basis and an unprecedented stimulus helped the economy ramp up the activities level.On Nov 15, President Joe Biden signed a bipartisan infrastructure bill of $550 billion in addition to the previously approved funds of $450 billion for five years. Total spending may go up to $1.2 trillion if the plan is extended to eight years.The infrastructure development project will be a major catalyst for the U.S. stock markets in 2022. Various segments of the economy such as basic materials, industrials, utilities and telecommunications will benefit immensely with more job creation for the economy.Moreover, the White House has put pressure on Congress to quickly pass legislation providing $52 billion to help computer chip manufacturers and ease a shortage of the components vital to many industries.Our Top PicksWe have narrowed our search to five staffing stocks that have popped in the past three months. These stocks have strong growth potential for the rest of 2021 and have seen positive earnings estimate revisions within the last 60 days. Each of our picks carries either a Zacks Rank #1 (Strong Buy) or 2 (Buy). You can see the complete list of today’s Zacks #1 Rank stocks here.The chart below shows the price performance of our five picks in the past three months.Image Source: Zacks Investment ResearchKforce Inc. is a full-service, web-based specialty staffing firm providing flexible and permanent staffing solutions in the United States. KFRC operates through the Technology and Finance and Accounting segments. kforce.com offers web-based services including online resumes and job postings, interactive interviews and job placements and career management strategies.Zacks Rank #1 Kforce has an expected earnings growth rate of 35.5% for the current year. The Zacks Consensus Estimate for current-year earnings has improved 10.3% over the last 30 days. The stock price of KFRC has jumped 40.3% in the past three months.Korn Ferry  is the world's leading and largest executive recruitment firm with the broadest global presence in this industry. KFY operates through four segments: Consulting, Digital, Executive Search, and Recruitment Process Outsourcing & Professional Search.Zacks Rank #2 Korn Ferry has an expected earnings growth rate of more than 100% for the current year (ending April 2022). The Zacks Consensus Estimate for current-year earnings has improved 0.6% over the last 7 days. The stock price of KFY has advanced 17% in the past three months.Cross Country Healthcare Inc. provides talent management and other consultative services for healthcare clients in the United States. CCRN operates in three segments: Nurse and Allied Staffing, Physician Staffing, and Search.Zacks Rank #1 Cross Country Healthcare has an expected earnings growth rate of more than 100% for the current year. The Zacks Consensus Estimate for current-year earnings has improved 10% over the last 7 days. The stock price of CCRN has climbed 40.2% in the past three months.Robert Half International Inc. provides staffing and risk consulting services in North America, South America, Europe, Asia, and Australia. RHI operates through three segments: Temporary and Consultant Staffing, Permanent Placement Staffing, and Risk Consulting and Internal Audit Services.Zacks Rank #1 Robert Half International has an expected earnings growth rate of 95.9% for the current year. The Zacks Consensus Estimate for current-year earnings has improved 5.4% over the last 60 days. The stock price of RHI surged 14.3% in the past three months.Resources Connection Inc. is a multinational professional services firm that helps business leaders execute internal initiatives. RGP provides experienced accounting and finance, human resources management and information technology professionals to clients on a project-by-project basis.Zacks Rank #1 Resources Connection has an expected earnings growth rate of -0.8% for the current year (ending May 2022). The Zacks Consensus Estimate for current-year earnings has improved 19.4% over the last 60 days. The stock price of RGP has appreciated 20.1% in the past three months. Breakout Biotech Stocks with Triple-Digit Profit Potential The biotech sector is projected to surge beyond $2.4 trillion by 2028 as scientists develop treatments for thousands of diseases. They’re also finding ways to edit the human genome to literally erase our vulnerability to these diseases. Zacks has just released Century of Biology: 7 Biotech Stocks to Buy Right Now to help investors profit from 7 stocks poised for outperformance. Recommendations from previous editions of this report have produced gains of +205%, +258% and +477%. The stocks in this report could perform even better.See these 7 breakthrough stocks now>>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 KornFerry International (KFY): Free Stock Analysis Report Robert Half International Inc. (RHI): Free Stock Analysis Report Resources Connection, Inc. (RGP): Free Stock Analysis Report Kforce, Inc. (KFRC): Free Stock Analysis Report Cross Country Healthcare, Inc. (CCRN): Free Stock Analysis Report To read this article on Zacks.com click here. Zacks Investment Research.....»»

Category: topSource: zacksNov 25th, 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.com. 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 RISMedia.com 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 RISMedia.com’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 RISMedia.com to both boost their online reputation and even help their own brokerage websites rank,” he explains. “Stay tuned!” For more information, visit www.realestatewebmasters.com. Beth McGuire is RISMedia’s vice president of Online Editorial. Email her your story ideas at beth@rismedia.com. 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

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

Inside Frances Haugen’s Decision to Take on Facebook

Blowing the whistle against a multibillion-dollar tech company is no small feat Frances Haugen is in the back of a Paris taxi, waving a piece of sushi in the air. The cab is on the way to a Hilton hotel, where this November afternoon she is due to meet with the French digital economy minister. The Eiffel Tower appears briefly through the window, piercing a late-fall haze. Haugen is wolfing down lunch on the go, while recalling an episode from her childhood. The teacher of her gifted and talented class used to play a game where she would read to the other children the first letter of a word from the dictionary and its definition. Haugen and her classmates would compete, in teams, to guess the word. “At some point, my classmates convinced the teacher that it was unfair to put me on either team, because whichever team had me was going to win and so I should have to compete against the whole class,” she says. [time-brightcove not-tgx=”true”] Did she win? “I did win,” she says with a level of satisfaction that quickly fades to indignation. “And so imagine! That makes kids hate you!” She pops an edamame into her mouth with a flourish. “I look back and I’m like, That was a bad idea.” She tells the story not to draw attention to her precociousness—although it does do that—but to share the lesson it taught her. “This shows you how badly some educators understand psychology,” she says. While some have described the Facebook whistle-blower as an activist, Haugen says she sees herself as an educator. To her mind, an important part of her mission is driving home a message in a way that resonates with people, a skill she has spent years honing. Photograph by Christopher Anderson—Magnum Photos for TIME It is the penultimate day of a grueling three-week tour of Europe, during which Haugen has cast herself in the role of educator in front of the U.K. and E.U. Parliaments, regulators and one tech conference crowd. Haugen says she wanted to cross the Atlantic to offer her advice to lawmakers putting the final touches on new regulations that take aim at the outsize influence of large social media companies. The new U.K. and E.U. laws have the potential to force Facebook and its competitors to open up their algorithms to public scrutiny, and face large fines if they fail to address problematic impacts of their platforms. European lawmakers and regulators “have been on this journey a little longer” than their U.S. counterparts, Haugen says diplomatically. “My goal was to support lawmakers as they think through these issues.” Beginning in late summer, Haugen, 37, disclosed tens of thousands of pages of internal Facebook documents to Congress and the Securities and Exchange Commission (SEC). The documents were the basis of a series of articles in the Wall Street Journal that sparked a reckoning in September over what the company knew about how it contributed to harms ranging from its impact on teens’ mental health and the extent of misinformation on its platforms, to human traffickers’ open use of its services. The documents paint a picture of a company that is often aware of the harms to which it contributes—but is either unwilling or unable to act against them. Haugen’s disclosures set Facebook stock on a downward trajectory, formed the basis for eight new whistle-blower complaints to the SEC and have prompted lawmakers around the world to intensify their calls for regulation of the company. Facundo Arrizabalaga—EPA/EFE/ShutterstockHaugen leaves the Houses of Parliament in London on Oct. 25 after giving evidence to U.K. lawmakers. Facebook has rejected Haugen’s claims that it puts profits before safety, and says it spends $5 billion per year on keeping its platforms safe. “As a company, we have every commercial and moral incentive to give the maximum number of people as much of a positive experience as possible on our apps,” a spokesperson said in a statement. Although many insiders have blown the whistle on Facebook before, nobody has left the company with the breadth of material that Haugen shared. And among legions of critics in politics, academia and media, no single person has been as effective as Haugen in bringing public attention to Facebook’s negative impacts. When Haugen decided to blow the whistle against Facebook late last year, the company employed more than 58,000 people. Many had access to the documents that she would eventually pass to authorities. Why did it take so long for somebody to do what she did? Read More: How Facebook Forced a Reckoning by Shutting Down the Team That Put People Ahead of Profits One answer is that blowing the whistle against a multibillion-dollar tech company requires a particular combination of skills, personality traits and circumstances. In Haugen’s case, it took one near-death experience, a lost friend, several crushed hopes, a cryptocurrency bet that came good and months in counsel with a priest who also happens to be her mother. Haugen’s atypical personality, glittering academic background, strong moral convictions, robust support networks and self-confidence also helped. Hers is the story of how all these factors came together—some by chance, some by design—to create a watershed moment in corporate responsibility, human communication and democracy. When debate coach Scott Wunn first met a 16-year-old Haugen at Iowa City West High School, she had already been on the team for two years, after finishing junior high a year early. He was an English teacher who had been headhunted to be the debate team’s new coach. The school took this kind of extracurricular activity seriously, and so did the young girl with the blond hair. In their first exchange, Wunn remembers Haugen grilling him about whether he would take coaching as seriously as his other duties. “I could tell from that moment she was very serious about debate,” says Wunn, who is now the executive director of the National Speech and Debate Association. “When we ran tournaments, she was the student who stayed the latest, who made sure that all of the students on the team were organized. Everything that you can imagine, Frances would do.” Haugen specialized in a form of debate that specifically asked students to weigh the morality of every issue, and by her senior year, she had become one of the top 25 debaters in the country in her field. “Frances was a math whiz, and she loved political science,” Wunn says. In competitive debate, you don’t get to decide which side of the issue you argue for. But Haugen had a strong moral compass, and when she was put in a position where she had to argue for something she disagreed with, she didn’t lean back on “flash in the pan” theatrics, her former coach remembers. Instead, she would dig deeper to find evidence for an argument she could make that wouldn’t compromise her values. “Her moral convictions were strong enough, even at that age, that she wouldn’t try to manipulate the evidence such that it would go against her morality,” Wunn says. When Haugen got to college, she realized she needed to master another form of communication. “Because my parents were both professors, I was used to having dinner-table conversations where, like, someone would have read an interesting article that day, and would basically do a five-minute presentation,” she says. “And so I got to college, and I had no idea how to make small talk.” Today, Haugen is talkative and relaxed. She’s in a good mood because she got to “sleep in” until 8:30 a.m.—later than most other days on her European tour, she says. At one point, she asks if I’ve seen the TV series Archer and momentarily breaks into a song from the animated sitcom. After graduating from Olin College of Engineering—where, beyond the art of conversation, she studied the science of computer engineering—Haugen moved to Silicon Valley. During a stint at Google, she helped write the code for Secret Agent Cupid, the precursor to popular dating app Hinge. She took time off to undertake an M.B.A. at Harvard, a rarity for software engineers in Silicon Valley and something she would later credit with helping her diagnose some of the organizational flaws within Facebook. But in 2014, while back at Google, Haugen’s trajectory was knocked off course. Haugen has celiac disease, a condition that means her immune system attacks her own tissues if she eats gluten. (Hence the sushi.) She “did not take it seriously enough” in her 20s, she says. After repeated trips to the hospital, doctors eventually realized she had a blood clot in her leg that had been there for anywhere between 18 months and two years. Her leg turned purple, and she ended up in the hospital for over a month. There she had an allergic reaction to a drug and nearly bled to death. She suffered nerve damage in her hands and feet, a condition known as neuropathy, from which she still suffers today. “I think it really changes your priorities when you’ve almost died,” Haugen says. “Everything that I had defined myself [by] before, I basically lost.” She was used to being the wunderkind who could achieve anything. Now, she needed help cooking her meals. “My recovery made me feel much more powerful, because I rebuilt my body,” she says. “I think the part that informed my journey was: You have to accept when you whistle-blow like this that you could lose everything. You could lose your money, you could lose your freedom, you could alienate everyone who cares about you. There’s all these things that could happen to you. Once you overcome your fear of death, anything is possible. I think it gave me the freedom to say: Do I want to follow my conscience?” Once Haugen was out of the hospital, she moved back into her apartment but struggled with daily tasks. She hired a friend to assist her part time. “I became really close friends with him because he was so committed to my getting better,” she says. But over the course of six months, in the run-up to the 2016 U.S. presidential election, she says, “I just lost him” to online misinformation. He seemed to believe conspiracy theories, like the idea that George Soros runs the world economy. “At some point, I realized I couldn’t reach him,” she says. Soon Haugen was physically recovering, and she began to consider re-entering the workforce. She spent stints at Yelp and Pinterest as a successful product manager working on algorithms. Then, in 2018, a Facebook recruiter contacted her. She told him that she would take the job only if she could work on tackling misinformation in Facebook’s “integrity” operation, the arm of the company focused on keeping the platform and its users safe. “I took that job because losing my friend was just incredibly painful, and I didn’t want anyone else to feel that pain,” she says. Her optimism that she could make a change from inside lasted about two months. Haugen’s first assignment involved helping manage a project to tackle misinformation in places where the company didn’t have any third-party fact-checkers. Everybody on her team was a new hire, and she didn’t have the data scientists she needed. “I went to the engineering manager, and I said, ‘This is the inappropriate team to work on this,’” she recalls. “He said, ‘You shouldn’t be so negative.’” The pattern repeated itself, she says. “I raised a lot of concerns in the first three months, and my concerns were always discounted by my manager and other people who had been at the company for longer.” Before long, her entire team was shifted away from working on international misinformation in some of Facebook’s most vulnerable markets to working on the 2020 U.S. election, she says. The documents Haugen would later disclose to authorities showed that in 2020, Facebook spent 3.2 million hours tackling misinformation, although just 13% of that time was spent on content from outside the U.S., the Journal reported. Facebook’s spokesperson said in a statement that the company has “dedicated teams with expertise in human rights, hate speech and misinformation” working in at-risk countries. “We dedicate resources to these countries, including those without fact-checking programs, and have been since before, during and after the 2020 U.S. elections, and this work continues today.” Read More: Why Some People See More Disturbing Content on Facebook Than Others, According to Leaked Documents Haugen said that her time working on misinformation in foreign countries made her deeply concerned about the impact of Facebook abroad. “I became concerned with India even in the first two weeks I was in the company,” she says. Many people who were accessing the Internet for the first time in places like India, Haugen realized after reading research on the topic, did not even consider the possibility that something they had read online might be false or misleading. “From that moment on, I was like, Oh, there is a huge sleeping dragon at Facebook,” she says. “We are advancing the Internet to other countries far faster than it happened in, say, the U.S.,” she says, noting that people in the U.S. have had time to build up a “cultural muscle” of skepticism toward online content. “And I worry about the gap [until] that information immune system forms.” In February 2020, Haugen sent a text message to her parents asking if she could come and live with them in Iowa when the pandemic hit. Her mother Alice Haugen recalls wondering what pandemic she was talking about, but agreed. “She had made a spreadsheet with a simple exponential growth model that tried to guess when San Francisco would be shut down,” Alice says. A little later, Frances asked if she could send some food ahead of her. Soon, large Costco boxes started arriving at the house. “She was trying to bring in six months of food for five people, because she was afraid that the supply lines might break down,” Alice says. “Our living room became a small grocery store.” After quarantining for 10 days upon arrival, the younger Haugen settled into lockdown life with her parents, continuing her work for Facebook remotely. “We shared meals, and every day we would have conversations,” Alice says. She recalled her daughter voicing specific concerns about Facebook’s impact in Ethiopia, where ethnic violence was playing out on—and in some cases being amplified by—Facebook’s platforms. On Nov. 9, Facebook said it had been investing in safety measures in Ethiopia for more than two years, including activating algorithms to down-rank potentially inflammatory content in several languages in response to escalating violence there. Haugen acknowledges the work, saying she wants to give “credit where credit is due,” but claims the social network was too late to intervene with safety measures in Ethiopia and other parts of the world. “The idea that they don’t even turn those knobs on until people are getting shot is completely unacceptable,” she says. “The reality right now is that Facebook is not willing to invest the level of resources that would allow it to intervene sooner.” A Facebook spokesperson defended the prioritization system in its statement, saying that the company has long-term strategies to “mitigate the impacts of harmful offline events in the countries we deem most at risk … while still protecting freedom of expression and other human rights principles.” What Haugen saw was happening in nations like Ethiopia and India would clarify her opinions about “engagement-based ranking”—the system within Facebook more commonly known as “the algorithm”—that chooses which posts, out of thousands of options, to rank at the top of users’ feeds. Haugen’s central argument is that human nature means this system is doomed to amplify the worst in us. “One of the things that has been well documented in psychology research is that the more times a human is exposed to something, the more they like it, and the more they believe it’s true,” she says. “One of the most dangerous things about engagement-based ranking is that it is much easier to inspire someone to hate than it is to compassion or empathy. Given that you have a system that hyperamplifies the most extreme content, you’re going to see people who get exposed over and over again to the idea that [for example] it’s O.K. to be violent to Muslims. And that destabilizes societies.” In the run-up to the 2020 U.S. election, according to media reports, some initiatives proposed by Facebook’s integrity teams to tackle misinformation and other problems were killed or watered down by executives on the policy side of the company, who are responsible both for setting the platform’s rules and lobbying governments on Facebook’s behalf. Facebook spokespeople have said in response that the interventions were part of the company’s commitment to nuanced policymaking that balanced freedom of speech with safety. Haugen’s time at business school taught her to view the problem differently: Facebook was a company that prioritized growth over the safety of its users. “Organizational structure is a wonky topic, but it matters,” Haugen says. Inside the company, she says, she observed the effect of these repeated interventions on the integrity team. “People make decisions on what projects to work on, or advance, or give more resources to, based on what they believe is the chance for success,” she says. “I think there were many projects that could be content-neutral—that didn’t involve us choosing what are good or bad ideas, but instead are about making the platform safe—that never got greenlit, because if you’ve seen other things like that fail, you don’t even try them.” Being with her parents, particularly her mother, who left a career as a professor to become an Episcopal priest, helped Haugen become comfortable with the idea she might one day have to go public. “I was learning all these horrific things about Facebook, and it was really tearing me up inside,” she says. “The thing that really hurts most whistle-blowers is: whistle-blowers live with secrets that impact the lives of other people. And they feel like they have no way of resolving them. And so instead of being destroyed by learning these things, I got to talk to my mother … If you’re having a crisis of conscience, where you’re trying to figure out a path that you can live with, having someone you can agonize to, over and over again, is the ultimate amenity.” Haugen didn’t decide to blow the whistle until December 2020, by which point she was back in San Francisco. The final straw came when Facebook dissolved Haugen’s former team, civic integrity, whose leader had asked employees to take an oath to put the public good before Facebook’s private interest. (Facebook denies that it dissolved the team, saying instead that members were spread out across the company to amplify its influence.) Haugen and many of her former colleagues felt betrayed. But her mother’s counsel had mentally prepared her. “It meant that when that moment happened, I was actually in a pretty good place,” Haugen says. “I wasn’t in a place of crisis like many whistle-blowers are.” Read More: Why Facebook Employees ‘Deprioritized’ a Misinformation Fix In March, Haugen moved to Puerto Rico, in part for the warm weather, which she says helps with her neuropathy pain. Another factor was the island’s cryptocurrency community, which has burgeoned because of the U.S. territory’s lack of capital gains taxes. In October, she told the New York Times that she had bought into crypto “at the right time,” implying that she had a financial buffer that allowed her to whistle-blow comfortably. Haugen’s detractors have pointed to the irony of her calling for tech companies to do their social duty, while living in a U.S. territory with a high rate of poverty that is increasingly being used as a tax haven. Some have also pointed out that Haugen is not entirely independent: she has received support from Luminate, a philanthropic organization pushing for progressive Big Tech reform in Europe and the U.S., and which is backed by the billionaire founder of eBay, Pierre Omidyar. Luminate paid Haugen’s expenses on her trip to Europe and helped organize meetings with senior officials. Omidyar has also donated to Whistleblower Aid, the nonprofit legal organization that is now representing Haugen pro bono. Luminate says it entered into a relationship with Haugen only after she went public with her disclosures. Haugen resigned from Facebook in May this year, after being told by the human-resources team that she could not work remotely from a U.S. territory. The news accelerated the secret project that she had decided to begin after seeing her old team disbanded. To collect the documents she would later disclose, Haugen trawled Facebook’s internal employee forum, Workplace. She traced the careers of integrity colleagues she admired—many of whom had left the company in frustration—gathering slide decks, research briefs and policy proposals they had worked on, as well as other documents she came across. Read more: Facebook Will Not Fix Itself While collecting the documents, she had flashbacks to her teenage years preparing folders of evidence for debates. “I was like, Wow, this is just like debate camp!” she recalls. “When I was 16 and doing that, I had no idea that it would be useful in this way in the future.” Jabin Botsford—Getty ImagesHaugen testifies on Oct. 5 before the U.S. Senate Committee on Commerce, Science and Transportation. In her Senate testimony in early October, Haugen suggested a federal agency should be set up to oversee social media algorithms so that “someone like me could do a tour of duty” after working at a company like Facebook. But moving to Washington, D.C., to serve at such an agency has no appeal, she says. “I am happy to be one of the people consulted by that agency,” she says. “But I have a life I really like in Puerto Rico.” Now that her tour of Europe is over, Haugen has had a chance to think about what comes next. Over an encrypted phone call from Puerto Rico a few days after we met in Paris, she says she would like to help build a grassroots movement to help young people push back against the harms caused by social media companies. In this new task, as seems to be the case with everything in Haugen’s life, she wants to try to leverage the power of education. “I am fully aware that a 19-year-old talking to a 16-year-old will be more effective than me talking to that 16-year-old,” she tells me. “There is a real opportunity for young people to flex their political muscles and demand accountability.” I ask if she has a message to send to young people reading this. “Hmm,” she says, followed by a long pause. “In every era, humans invent technologies that run away from themselves,” she says. “It’s very easy to look at some of these tech platforms and feel like they are too big, too abstract and too amorphous to influence in any way. But the reality is there are lots of things we can do. And the reason they haven’t done them is because it makes the companies less profitable. Not unprofitable, just less profitable. And no company has the right to subsidize their profits with your health. Ironically, Haugen gives partial credit to one of her managers at Facebook for inspiring her thought process around blowing the whistle. After struggling with a problem for a week without asking for help, she missed a deadline. When she explained why, the manager told her he was disappointed that she had hidden that she was having difficulty, she says. “He said, ‘We solve problems together; we don’t solve them alone,’” she says. Never one to miss a teaching opportunity, she continues, “Part of why I came forward is I believe Facebook has been struggling alone. They’ve been hiding how much they’re struggling. And the reality is, we solve problems together, we don’t solve them alone.” ShutterstockFacebook CEO Mark Zuckerberg recently announced the company was rebranding as Meta. It’s a philosophy that Haugen sees as the basis for how social media platforms should deal with societal issues going forward. In late October, Facebook Inc. (which owns Facebook, Whats App and Instagram) changed its name to Meta, a nod to its ambition to build the next generation of online experiences. In a late-October speech, CEO Mark Zuckerberg said he believed the “Metaverse”—its new proposal to build a virtual universe—would fundamentally reshape how humans interact with technology. Haugen says she is concerned the Metaverse will isolate people rather than bring them together: “I believe any tech with that much influence deserves public oversight.” But hers is also a belief system that allows for a path toward redemption. That friend she lost to misinformation? His story has a happy ending. “I learned later that he met a nice girl and he had gone back to church,” Haugen says, adding that he no longer believes in conspiracy theories. “It gives me a lot of hope that we can recover as individuals and as a society. But it involves us connecting with people.” —With reporting by Leslie Dickstein and Nik Popli.....»»

Category: topSource: timeNov 22nd, 2021

A Top CEO Was Ousted After Making His Company More Environmentally Conscious. Now He’s Speaking Out

(To receive weekly emails of conversations with the world’s top CEOs and business decisionmakers, click here.) The battle within Danone—producer of Activia and Oikos yogurts, Silk soy milk, and Evian water, among others—might have been dubbed a “food fight,” had it not erupted in such serious times. But it was no laughing matter. Months of… (To receive weekly emails of conversations with the world’s top CEOs and business decisionmakers, click here.) The battle within Danone—producer of Activia and Oikos yogurts, Silk soy milk, and Evian water, among others—might have been dubbed a “food fight,” had it not erupted in such serious times. But it was no laughing matter. Months of tension within the executive board of the $36-billion global food giant exploded in March 2021, just as the world began easing its lockdowns and launching mass vaccination campaigns. In a gloves-off power struggle, two small stakeholders maneuvered a coup, ousting the company’s CEO and chairman Emmanuel Faber, whose four-year leadership had made him a star among environmentalists and climate activists. [time-brightcove not-tgx=”true”] Faber had turned Danone into an “enterprise à mission,” France’s new category similar to an American B-Corp, whose purpose was far broader than profits and growth. He named his strategy “One Planet, One Health,” and created a carbon adjusted earnings per share indicator, pegging Danone’s success directly to its environmental performance. While that brought applause from climate activists, the company’s shares lagged behind peers like Nestlé and Unilever during the pandemic, as sales of some key Danone products like Evian water plummeted. Amid the shock of Faber’s ouster, there were roiling questions over what it all meant. Do CEOs now face an impossible dilemma: Either to please their shareholders, or to join the fight for climate justice and social equity? Faber had placed those issues at the core of the company. And outside it, he threw himself into activist CEO coalitions like the B Team and Business for Inclusive Growth, or B4IG. Little wonder, then, that his firing left palpable distress in some circles, from Paris to the U.N. “Are these two objectives, environmental and economic, irreconcilable?” asked France’s liberal Le Monde of Faber’s ouster. “It plunges us into a confusion of emotions over the ethics of capitalism,” the paper said. Faber, for his part, was more sanguine. At 57, he escaped to his beloved Alps, where he was born and raised, and climbed the peaks, reflecting on what to do, after a 24-year career at Danone. In October, he took a partnership at agritech impact fund Astanor Ventures. Far from irreconcilable, environment and economic objectives are, he believes, becoming inexorably aligned. Over green tea and Perrier in Paris on Nov. 16, Faber spoke with TIME about the role business leaders must play in solving the world’s urgent crises. Fresh off the COP26 climate talks in Glasgow, he believes companies will be key—perhaps the key—to fighting climate change and inequity. (This interview has been condensed and edited for clarity.) It’s been a very strange year for you. Did you feel sideswiped by what happened at Danone? Danone had grown to become my family, so it’s like leaving your family. I didn’t choose that. But I suddenly discovered that I was totally free to reinvent myself, in terms of where I do want to spend time and with whom and how. Which is a privilege, really. What happened was a few people that saw a window of opportunity and for personal reasons pursued that opportunity at the moment where it was easy to destabilize the governance of the company. The outside world believed you wanted to create a climate-driven company, and were punished for it. You know, they had voted the equivalent of public Benefit Corporation [B-Corp] status, 99%, not even a year before, they had agreed with the €3 billion climate and digital acceleration plan that we had announced a year before. … None of them were opposed to what we were doing. You need to read the end of the story, which is unfortunately on the 29th of July. The whole board had to resign. They said they would not seek any reappointment, and all of them would step down with one year in advance. The board had lost total credibility to shareholders. How should corporate boards be changed? What needs to happen in this new generation of corporate leaders? Climate change is there. I don’t think you would find one CEO in the business ecosystem that would say it is not there. That is behind us, different from five years ago… Five years ago, that recently? Oh yeah. I think the pandemic has also taught us lessons, about the fact that there were elements in our supposedly well-controlled and old system that we did just not control. This virus is only half a living organism, and yet it played havoc with the health system. Suddenly we discovered that our food systems were entangled in such a complex web that food sovereignty became huge in the agenda. We suddenly learned that what we felt was a predictable model and a safe model wasn’t, that we hadn’t been super good at being efficient, but we were tested in our resilience in the system. The other thing is, I think last summer’s extreme weather events, fires all over the place, floods all over the place, brought to the public attention that climate change was not in five or 10 years, it was not for remote countries. It is here now. Agriculture is the first victim of climate change warming. The yields are declining, water stress all over the place, soils are eroded. We see a number of situations where civil society and citizens are going after governments for action or inaction against climate change. Governments will have no other way than turning to companies and corporations to do the job, because governments are not doing the job themselves. The private sector will be front and center of the climate transition. So that’s one. Employees collectives are asking questions about ESG [Environmental, Social, and Corporate Governance], big time. More and more, the war for talent is there for the larger companies. So many of the highly educated talents don’t want to work for these large companies. More and more employers are asking the new generation what they want: Meaning, they want impact. And then you have the shareholders. Already now it’s harder for the most carbon-emitting companies to find the right appeal from shareholders. I’ll just give you one example. Anglo American [Corporation] wanted to spin off their coal-mining operations, Thungela. Typically, the market would be ready to pay you 20 years of your current earnings because they believe these earnings have great potential to grow in the future. In the case of Thungela, when they spun it off, they got four months of EBITDA [Earnings Before Interest, Taxes, Depreciation and Amortization] multiple. They couldn’t find enough investors that would be willing to pay the cost on their reputation to consciously, in 2021, choose to invest in the business which is purely coal mining. So how do you even keep a business like that going? Well, that’s exactly my point. The global financial markets are increasingly reluctant to finance these assets. So far, ESG has been sort of an easy path for CEOs and boards that wanted to look good, but weren’t ready to really walk the talk. That’s the whole question of greenwashing. I think there will always be greenwashing. All this greenwashing noise is paralyzing everybody. It’s penalizing the people that are doing the real stuff, because they can’t prove that, and it’s favoring the people that are not doing the real stuff, because they can claim without being challenged on the reality of this stuff, because there are no metrics. The big announcement at COP26 for me was when the IFRS [International Financial Reporting Standards, which sets rules for public companies] said that they have prepared a prototype for a climate standard that is going to be transparent, comparable, and reliable and audited. It’s huge news. What they are essentially saying is by 2023, all companies will be able to—and in some cases compelled to—report under these new standards. Essentially, 140 countries already agreed to be part of the IFRS metrics in the past, so they would take the additional metric on climate, and adopt it as part of their IFRS. Each company will have to report on its targets on CO2 emissions and its pathway to reduce that. If a company is ahead of its plan, the market will look at this positively. If you’re late, it means that there are some capital expenditures that you need to do in the future. That will mean additional debt. So immediately, the valuation of companies in the stock market will be impacted. Which means as for profits, when you are ahead of your forecast, you get a bump on your share price, and a bump down if you’re super late on your emissions trajectory. Suddenly you can be compared, within peers, within an industry. And you start having a situation where the capital allocation can be based not only on profit but also on carbon. So it’s a huge change. How many companies followed your model of using a carbon-adjusted earnings per share metric, to show the financial cost of the company’s carbon emissions? Zero. Because it takes time. There was a whole journey for those shareholders to understand where I was coming from. We took them into the fields. We had food scientists coming to speak to them. We had been constantly and consistently over years speaking about this to our shareholders. When we decided to become a B-Corp, we were puzzled about how to explain that to our shareholders. I received a short note from my friend Doug McMillon, CEO of Walmart, and he said, “Emmanuel, that’s so great.” So I call him and say, “Would you shoot a short video saying why you think it’s great? You’re my biggest customer.” So he he did that. It was 2017. The Investor Day started with a video of my biggest customer, saying why it was great. It cut 80% of the questions. So when like two years later, we come up with this CO2 adjusted metric, they knew that this carbon charge was not just here to save the planet, it was to save the business, because we needed that carbon in the soil, not in the air. Beyond the food and agriculture system, you don’t have the same magic of telling a story that it’s actually good for the business to put carbon back into the soil. The absence of metrics on carbon made it very difficult to do this. I think the day you have those climate metrics it will become obvious. Maybe we were just ahead by a few years. … The metrics may not be the ones that we had, but there will be one, which will make it a market conversation instead of just one company that had this crazy idea. What got a lot of people’s attention from COP26 in Glasgow was Greta Thunberg’s protests. I think maybe most people will remember her saying, “It’s all blah, blah, blah.” Is that just cynical? And what’s the impact of that on the real work being done? Is it just a sideshow? Unfortunately, it’s a combination of all of that. I don’t think this is only cynicism. I think there has been blah blah. I have myself said that we had not moved either fast or far enough. But I can see many things moving fast. We’re still behind the curve, but we have never been as close as coming to a tipping point. CEOs are held back in talking, by their legal teams, by their comms teams, by their PR teams. They have this polished, you know, sometimes bullshit kind of communication. Shareholders were not so interested in all these discussions three years ago, but now they got very interested, and so everyone is super nervous. But in themselves, [CEOs] know that there is a problem, and they know that there is an opportunity. The food industry, your industry, is a big carbon business. We started the journey on carbon emissions in 2008. By 2009, all the team managers at Danone had a significant incentive [to reduce our] carbon footprint. An incentive bonus. A third [of the bonus] was on social and environmental issues, among which was carbon. The EBITDA level of the company and the carbon footprint had an equal weight in my bonus. So that’s how far we and I went into walking the talk and putting our money where our mouth was. Were you losing some money because that was part of the equation? No, I was making money. We established in 2009 a trajectory that said our peak carbon emissions would be in 2025. And the result of the hard work of 15,000 team leaders, incentivized in their bonuses, led us to reach peak carbon six years in advance, in 2019. So we have constantly been ahead of our plan and the reduction of the intensity of carbon. When you speak about agriculture, carbon is 60% of the organic matter of the soils. And the intensive agriculture, the monoculture kind of agriculture that is the dominant food system, is actually extracting carbon from the soil. Danone was the first—Patagonia and ourselves—to start a regenerative organic certification in the U.S. in 2015. When we started, no one understood what that was. It started by saying we need to regenerate the soil health by going from intensive agricultural practices to practices that actually put carbon back into the soil. We know how to do that. How big has the idea of putting carbon back in the soil become? In 2019, I gathered 30 of the largest companies in the world that that are using resources from the soil: Textile companies, fashion companies, cosmetics, food retailers, some data companies, Microsoft, Google, joined…. So we are now two years after, we have a set of indicators, a framework for what regenerative agriculture stands for. And you find these huge companies. After Danone, you have Nestlé, that this year said by 2030, we will supply from regenerative agriculture. These people needed a safe place where they could incubate and think and work and get their teams to meet together and discuss as an ecosystem. You talk about monoculture agriculture—growing only one type of crop at a time, as is popular at large American farms—ruining soils and the need to put carbon back into the soil, so they’re actually seeing the effects in terms of the quality of their crops? The International Union for Nature Conservation, which is a UN agency on biodiversity, ran a big study. They looked at the wild relatives of the varieties that are being used in the fields. Wild vanilla. Wild coffee, etc. They found out that a third of all the wild relatives in beans are under threat of extinction. They found out that 100% of the sample they used on vanilla’s wild relatives are under the threat of extinction. The seeds of those wild varieties, they constantly adapt to the climate conditions, to the water availability, to the shades or no shades, to the temperature, to the sun, to everything. They mutate naturally. So with climate change, these wild varietals are going to be just way more able to deal with things, and it is so important that we bring them on board. If you are a Cargill or others, or the big coffee companies or the big cocoa companies, that are directly dealing with this reality, with the farmers who see their yields declining and the water scarcity more and more, they have either the choice of going up in altitudes—meaning lower lands at lower volumes, more expensive to adapt—or to find alternatives. This is one of these topics on which I see CEOs’ minds just opening when they realize that there is this opportunity. Because climate change is knocking on the door saying, “Here is the huge problem we have.” But also nature is saying, “Here are the huge abilities that I have to solve your problems.” In your new role in Astanor Ventures, are you going to be putting investments in the future of agriculture? I think at the juncture of technology and nature-based solutions. I’ll say something which is terribly unpopular, but which I’ve been saying for 10 years: We are not paying the true cost of food. We are just not. Do you think that should be reflected when we go to the supermarket? Yes, it should be more expensive. Because it’s not sustainable in terms of farmer income, in terms of animal welfare, in terms of your health sometimes. When we walk into a supermarket in 10 years’ time, is it going to look different? Will there be different products on the shelves? What do you think, and what would you like to see? I hope it is going to be different. There is one aspect that I think I am absolutely convinced about: The food system will relocalize. The second biggest topic for governments through the pandemic has been to make sure that there would be enough food. And they suddenly realized that with the complexity of the food system, there were these bottlenecks. The reduction of the food system carbon emissions will also come from the fact that the ingredients will travel less. In 20 years from now, you will have much more local food. I would like to see more diverse local food, and more expensive than you have today. Some subsidies should be redirected in order to make sure that the people that cannot afford to pay are being given the possibility to do that. At the end of the day, we know where the food systems have led us: About two billion people that are overweight in the world, about 700 million people that have diabetes. Instead of dealing with these obesity and diabetes issues, by providing better food aid and supporting people that need to be supported, you’d actually save money for the future. This is the whole theory of where I think we can gradually move. And climate change will force us to move there. I want to get back to the original thing we were talking about: What we call “conscious capitalism.” You sound almost kind of optimistic, that there are really big changes to come out of this pandemic. And yet inequality is worse, and the profit motivation seems as strong as ever. What makes you so hopeful that people are going to act in the common good rather than in their own self interest? I’m not sure they will. I’ve seen the worst and the best in this pandemic. We see all over the place that growing inequalities are a danger for democracies. So I’m not optimistic. But we’ve seen solidarity, social bonding, people changing their behaviors in many ways, again for the worse and for the best. I see climate change as such a huge frontier for us as a species, that I’m sure it will bring the worst. And I see signs that it can also bring the best. It would be illogical to blame capitalism and the global financial markets for ruining the resilience of our species. I’ve defined myself as a business activist. I’m an activist of business being part of the solution, being the fundamental solution, the solution. I saw you said that when you were 33, you thought of leaving business. Now you think it is the place to be. Yes, I really think so. Do you think the next generation of CEOs is going to be quite different? The next, I don’t know. But the next-next? I think yes. Maybe they will not join the companies. That’s the point. And this is why CEOs are paying a lot of attention to these collectives of employees that have started all around the world. They are highly educated, talented managers. And they will be candidates for CEOs. They are part of a generation that was born with these questions already. So it’s not a cultural shift [for them]. We were talking about this climate skilling and upskilling. How to make people aware of [climate change]. This is not a problem for that generation. They’re entirely into it already, sometimes too much, with climate anxiety and everything. So they will leave these large companies, in which case I think these large companies will simply not survive, because they will not have the skills. Put it this way, if you’re not able to lead climate strategy 10 years from now, you should not be a CEO. It’s as simple as that. Your company will not find capital. I’m pretty clear on that......»»

Category: topSource: timeNov 21st, 2021

Strong decision-making skills will give you a leg up in the job search — here"s how to show them off

To highlight these skills during a job interview, share personal examples of team achievements and tough decisions you've made in the past. Decision-making skills will not only help you thrive at work, but navigate your career in a meaningful way.Kathrin Ziegler/Getty Images Decision-making skills are crucial in all phases of your career, from interviewing to managing. When making a decision, define the problem and then assess the costs and benefits to find an ideal solution. Show off your decision-making skills in the job search by demonstrating them in your résumé, cover letter, and interview. Whether you're a first-time intern or president and CEO, decision-making is a crucial component of success at every rung on the career ladder. Companies rely on top talent to keep the business moving with quick, thoughtful decisions — from small, individual choices about the best way to tackle your to-do list to major strategic overhauls that affect the entire organization."Different employers look for various skills and strengths depending on their job requirements, but all organizations seek decision-making skills," said executive career consultant Susan Peppercorn. Recruiters and hiring managers are looking to assess decision-making skills for just about every role they need to fill. Your ability to develop and maintain those skills, and also show them off as a candidate, can make or break your chances at landing that dream job — and then, of course, determine whether or not you succeed in it.What are decision-making skills and why are they important at work?Decision-making skills hinge on your "ability to see, understand, and articulate the outcomes of actions," said executive coach Debbie Radish-Respess. They help you quickly and efficiently analyze a situation so you can choose paths that will ultimately lead to the best possible outcomes.Radish-Respess had to fine-tune her own decision-making skills in her years working in human resources, five of which she spent as a VP, before transitioning into executive and leadership coaching. One of the things she learned is that it isn't enough to simply know which decision to make; you also have to be able to communicate potential outcomes in order to convince other team members and leaders that your choices are the most sound. When an employee is able to do both, all aspects of the business (from financial to operational to interpersonal) benefit."Whether it's a question of deciding which candidate to hire, which consultant to use, what project to implement or product to develop, having the capacity to make the best decision is critical for an organization's success," said Peppercorn, who has become a bit of a decision-making expert herself, building her own business guiding professionals in their careers. "Employees who can demonstrate the ability to identify all the options and compare both cost and effectiveness have an advantage over those who can't."But it's not just about the company. It's also about you. Decision-making skills are crucial in helping you figure out what jobs you even want — and in successfully going after those opportunities. In other words, these skills will help you land jobs, thrive at work, and enable your team and organization to meet goals, sure. But they'll also help you navigate your career and steer it in the directions that are meaningful and fulfilling for you.When do you need decision-making skills in your career?There are countless work-related scenarios in which decision-making skills come in handy. One of the first is the hiring process — on both sides.Hiring managers are constantly having to evaluate the qualifications each candidate has and which set of skills might be a better fit for the role that needs to be filled, Radish-Respess says. At the same time, candidates are typically doing the same thing — assessing whether or not a position and company are right for them. The decision-making skills of everyone involved in a typical job search scenario could mean the difference between an engaged and productive employee, and a person who is miserable in a job they merely took for a paycheck.From choosing the right format for your résumé to selecting a contractor to help complete your next project, decision-making skills are a crucial component to succeeding in both the job search and your career.Other common work-related scenarios where decision-making comes into play might include:Organizing a team and assigning roles and responsibilitiesMaking a go-no-go decision on a projectDetermining which strategy to use to meet company goals and how to execute itCreating a work-from-home policySelecting board membersPicking when — and what — to delegateResponding appropriately to an upset customerFixing a production problem as soon as it's discoveredWhat steps can you use to make any decision?Peppercorn explains that there are six important steps in the decision-making process:1. Define the problem, challenge, or opportunityThe decisions we make in our day-to-day lives and careers are most often responses to problems or opportunities we may be presented with. For instance, if you're searching for a job, your problem may be narrowing down current opportunities. Or if you're assembling a team for a new project, your problem may be choosing team members who will work well together.Whatever the situation may be, you first need to identify what the goal of the decision is. When responding to an upset customer, for example, the goal is probably to have them leave the conversation feeling like their problem has been resolved or their voice has been heard. Whereas if you're creating a hybrid work strategy, your goal may be to balance employee happiness, productivity, and collaboration.Before you start exploring different steps and strategies, make sure you're clear on what you're trying to achieve — and let that objective guide you throughout the rest of the process.2. Generate several possible solutions or responsesOnce you've defined the problem, challenge, or opportunity your decision will hopefully address, you can begin to think about possible solutions. In the job search, this could mean establishing a list of available job openings in your career field. And on the job, it could mean first pulling together the list of people who are available for your project.How you develop that list of solutions depends entirely on what your goal may be, but in most cases it involves looking at the decision that needs to be made from as many angles as possible and allowing yourself the time to brainstorm options — either alone or in a group.You might want or need to get input from others while in the early stages, Radish-Respess says. "Decisions may be based on a client outcome, an organizational strategy, or a department project," she explained, and you'll need information and insights from your colleagues. Plus, we aren't always equipped to recognize our own biases or limitations, but a team approach can help to ensure you explore all avenues.In some cases, you may also have to ask yourself if you have the authority to make this decision on our own. For example, you may need to bring your supervisor into the decision-making process and make a judgment about when. Perhaps you need to turn to your boss at the very beginning to confirm you're reaching for the right goal or to ask them to be involved in the brainstorming phase or you may be able to simply share your suggested solution for approval.3. Evaluate the costs and benefits, or pros and cons, associated with each optionOnce you've generated several possible ways forward, it's time to examine each one more closely. Evaluating your options could be as simple as creating a pro/con list for each or as detailed as designing a scoring metric that allows you to rate each choice based on your pre-determined list of desires.When it comes to looking for a job, for example, it doesn't usually make sense to apply to every opening you find. Not only are there likely to be at least a few that aren't a good fit, it's also harder to tailor your résumé and personalize your cover letter when you are applying to 50 jobs as opposed to five. So instead of taking your initial list and applying everywhere, you'd be better off taking some time to narrow down your options and to apply only to the positions that you might be the best fit for. You might select three to five things you are looking for in your next role (salary, location, flexibility, etc.) and then rank all potential openings based on those categories.Similarly, if you were looking to put together a team for an important project, look at the qualifications of each candidate available to join your team, and consider carefully how those skills might fit together in different combinations. For each potential grouping, you might go through a checklist of the skill sets you need, consider how those employees would work together, and weigh the benefits of each worker's participation against the cost of them deprioritizing other tasks.4. Select a solution or responseIn a perfect world, the obvious answer would appear after a little evaluation. And sometimes, that's exactly what happens: One choice is clearly better than all the others.In the real world, however, you're often faced with choices that have comparable appeals and drawbacks. For instance, you might be offered two jobs: one in the exact field you want to work in, but for about $10,000 less a year than you want to make, and the other offering your goal salary, but with the caveat being that you would have to relocate. Neither choice fulfills everything, but both provide something, at which point you have to decide which one comes closest to being what you want. This may mean you have to drill your original pros and cons list down further, ranking each category by level of importance to you. Or it could mean adding additional categories you hadn't initially considered, like room for growth or position prestige.You may have to keep tweaking your evaluation methods until the right decision becomes clear — or at a certain point, you may have to simply select one path and move forward with it.5. Implement the option you've chosenWhen making important decisions, it is always important to commit. Don't allow yourself to look back at the other options you could have chosen, or to what-if yourself into inaction and failure. Instead, commit to the choice you've settled on and focus on implementing the steps necessary to make it a success.6. Assess the impact of the decision and modify the course of action as neededOf course, committing doesn't mean you can't course-correct when necessary. What seemed like your dream job could turn out to be a nightmare if your direct supervisor is a bully. And what appeared to be the perfect solution for an upset customer could backfire if they've been offered the same solution in the past and aren't satisfied.Give yourself room to monitor your progress and to switch lanes if necessary. That doesn't mean looking back. It just means starting from where you're at and finding another way to get to where you want to be if your current choice isn't getting you there.What are some examples of decision-making skills?As you work through the decision-making steps, you may wonder what types of skills actually make a person a strong decision maker. Here are a few of the key skills you'll need:Problem-solving: Understanding the variables that influence the decision is crucial, as is understanding the impact of each decision you might make, Radish-Respess says. Being able to evaluate and solve a problem is the basis for making most decisions.Judgement: Of course, you can't adequately evaluate anything without sound judgment. The ability to look at a situation clearly, identify potential problems and solutions, be aware of potential biases, and predict outcomes and repercussions will help you make better decisions.Intuition: Trusting your instincts can be a good start, Radish-Respess says. Our instincts are often based on our real-life experiences and the lessons we've learned along the way. We don't always have a lot of time to make decisions, and in those moments when quick thinking is necessary, our intuition can be incredibly valuable.Teamwork: Collaboration, trust, and respect help teams make critical decisions, Radish-Respess says. When focusing on client deliverables, for instance, you must work with the client, and often other team members, to figure out what the client is looking for, how to best meet their needs, and how to improve the overall quality of the project. So many decisions you make at work require input from colleagues and approval from above as you work toward shared goals, and strong working relationships can help make the process as smooth and effective as possible, even when you disagree.Emotional intelligence: Like intuition, our emotions can often serve as a guide for where we need to go. When you're hit with a burst of excitement, or a sudden wave of panic, it can be worth listening to those emotions and following them where they may lead. But it goes beyond self-awareness. When you're working with a team to make an important decision, being attuned to others' emotions and reactions can help you gather the right information, evaluate the options, and ultimately select a way forward.Time management: Scheduling, project management, and deadlines help decision-makers address the most pressing issues, challenges, and projects in a timely manner, Radish-Respess says. When you know what your deadline is, you can identify the steps necessary to reach your goal on time. This also allows you to track your progress and speed up or slow down your decision-making process as necessary. Because let's be honest: Your well-thought out decision loses all value if you make it too late to matter.How can you improve your decision-making skills?It's one thing to recognize the importance of decision-making skills, it's another entirely to evaluate and improve your own. But that's exactly what you need to do if you want to hone this skill set into an asset you can rely on both on and off the job.The best ways to improve your decision-making skills often involve seeking out learning opportunities, Radish-Respess says, such as:Taking a decision-making course: Believe it or not, there are online courses for everything these days, including soft skills like decision-making. You can look for options on Udemy, Coursera, and LinkedIn Learning, and other online learning platforms.Working with a coach: If you're looking to tackle a really major decision or are otherwise hoping for more personalized guidance, you might consider turning to a career coach who's an expert in helping people with job search strategy, for example, or even to a decision coach more specifically.Reflecting on past decisions: When reflecting on past decisions, Radish-Respess suggests asking yourself some important questions: What did I do well? What decision could I have made instead of the one I did make? How many options were available that I didn't take into consideration at the time? What did I like about the result? What did I not like about the result?Practicing: The more you flex your decision-making skills, the more confident you will become in your ability to make those important decisions when the time comes. Like anything else, these are skills you have to use in order to grow and maintain them. Even if you're an entry-level employee, you can practice your decision-making skills by approaching your boss with proposed solutions instead of just presenting them with the problem or challenge. They may not always agree, but you'll learn immensely from the process.Asking questions and getting input from others: As part of your practice, don't be afraid to ask for help and advice — whether it's from your manager or someone else involved in a particular decision or from a trusted colleague or mentor whose decision-making skills you admire. Hearing how others would approach a particular decision will help inform how you might do so in the future.How do you show off your decision-making skills during the job search?Your decision-making skills are something you should be flaunting while searching for your next job (and if you're still looking for roles to apply to, you can find hundreds of thousands of job openings on The Muse!). After all, hiring managers and recruiters are looking for employees who possess exactly the abilities you've worked so hard to gain. You can put them forward when you're:Building your résuméNumbers are important, Radish-Respess says. Any percentages, dollars, time frames, or numbers of clients served that can demonstrate the value of your decision-making skills should be highlighted here.In other words: You don't want to simply write "excellent decision maker" on your résumé. You want to actually show what that means in terms of results wherever possible. And you can do that by writing quantified bullet points that highlight not just duties but also accomplishments.Personalizing the cover letter"Cover letters provide an opportunity to address the posted job description with a short anecdote that shows your decision-making skills and how they align with the needs of that company," Radish-Respess said.So let's say the job description calls for someone who can think quickly under pressure. This would be a perfect place to tell a story about a time you had to do just that, relying on your decision-making skills to guide you.Nailing the interviewYou can use your cover letter to paint a picture, and then your interview to connect the dots, further detailing how your decision-making skills have benefited you and your employers in the past.One of the best ways you can show off your decision-making skills at the interview phase is by providing examples of how you've used them in the past, Radish-Respess says. "Did you perform an interview with a client to get a better understanding of their needs and therefore [increase] a project scope and revenue?" she asked. "Did you lead a team in which you chose the members?" And in doing so, did your team successfully complete their goals or work together in a way that was notable?Keep those examples in mind and throw them out liberally in response to interview questions that focus on past successes — such as behavioral questions that prompt you to "tell me about a time when…"If the hiring manager's decision-making skills are as strong as yours, they'll recognize what a mistake it would be to let another company scoop you up.Read the original article on Business Insider.....»»

Category: smallbizSource: nytNov 18th, 2021

I make 6 figures giving at-home IV infusions for hangovers, dehydration, and more - here"s what my job is like

"Five days a week, I probe the arm of some Wall Street executive, professional athlete, celebrity, socialite, or rich kid who's partied too much," says Mary Youssef. Mary Youssef is pharmacist and IV infusion therapist. Mary Youssef/Health IV Mary Youssef, 25, is a pharmacist and mobile IV infusion therapist based in New York City. She administers IV infusion treatments for hydration, hangovers, inflammation, and more. This is what her job is like, as told to freelance writer Jenny Powers. This as-told-to essay is based on a conversation with Mary Youssef, a mobile IV infusion therapist, about her career path. It has been edited for length and clarity.Five days a week, I probe the arm of some Wall Street executive, professional athlete, celebrity, socialite, or rich kid who's partied too much, in search of a healthy vein to administer the IV infusion therapy of their choice, to aid with everything from dehydration to hangovers. Before becoming one of HealthIV's 20 mobile IV infusion therapists in New York last year, I worked as a pharmacist at the local drive-thru window of a national pharmacy chain. After dedicating six years to earning my doctorate degree at St.John's University and landing myself in six-figure debt because of it, I wound up feeling more like a glorified fast-food server than anything else.I wanted to find a better work situation, so I took an IV therapy course. Initially, I figured I'd dabble in infusion pharmacy but after spending close to three months getting my IV certification, I came across HealthIV, a company that hires trained pharmacists and registered nurses to compound and administer IVs on demand. I soon wound up quitting my job at the drive-thru to become a full-time IV infusion therapist. These days, compounding, infusing, and administering a host of medications while ensuring patient safety in a fast-paced environment is all just part of an average 12-hour workday for me. On weekdays, my alarm goes off at 4 a.m., allowing me plenty of time to get ready, meet our van driver near where I live in Queens, and head out to clients in Manhattan, New Jersey, and Connecticut. Most days my first appointment begins between 6:30 and 7 a.m. and for many patients, I'm the first person they see in the morning. A HealthIV Van that Youssef travels in to appointment.s Mary Youssef/HealthIV It takes administering about five infusions a day to earn a six-figure salary, from a base salary plus the commission based on the number of treatments. On an average day, I administer between six and 10, and on cold days during flu seasons or weekends that number can easily increase to between 12 and 15. (Editor's note: HealthIV treatments start at around $129 per session.) There's always a certain level of vulnerability amongst both parties involved in house calls. One minute we're strangers, the next minute you're inviting me into your home to perform delicate work on you. I think the most surprising part of the job is the intimacy of it all - there's always a bit of awkward silence in the air when I first begin. In the case of high-profile patients, I'm often required to leave my phone and electronics at the door and sign nondisclosure and privacy forms to ensure confidentiality.There's no room to be starstruck in this job, despite the fact that in many instances I find myself standing face to face with someone I've idolized. Sometimes, I have to carefully monitor my own breathing so as not to seem anxious or nervous. A little voice inside my head says, "Stay calm, find a vein, don't shake, and don't hold their hand too long or they'll grow suspicious."After I insert the IV, people sit back and let the therapy do its work over the course of 30 to 45 minutes. Youssef giving IV treatment to an unnamed client. Mary Youssef/Health IV Some read or watch TV or listen to music while others talk on the phone as if I'm not there. Time and again, I've been privy to conversations bordering on national secrets, but my lips are sealed.Celebrities usually just put on a sleep mask and lay back to avoid conversation. I usually just find a quiet corner to hang out so as not to disturb them. I can't leave the room or go too far though since I need to monitor them throughout the process to ensure everything goes smoothly. Often I just sit and look around my surroundings, in awe of these lavish surroundings and penthouses I'd never be able to afford, and take it all in. Our two most popular therapies are for hydration and hangovers.We also offer a variety of other therapies targeting everything from inflammation to stomach flu to chronic illness such as migraines, fibromyalgia, and asthma. One of my busiest work days recently was following The Met Gala last month, though we don't charge celebrities because we rely on their word-of-mouth to bring in exposure and additional business for us. During the holidays, I get a lot of bookings from clients eager for a post-hangover infusion.I also visit patients suffering from debilitating illnesses that require long-term therapies prescribed by their doctors. Most of them cannot perform the most basic daily activities, but they are relentless in the quest to get better and so they endure a weekly IV treatment. These are the types of patients that make my long days most worth it. They often share stories with me about their grandkids, and invite me to sit with them and drink tea. My average weekday finishes around 6 or 7 p.m., but on weekends, it's common to work until midnight. Each day I receive the schedule for my following day's shift, so no two days are ever the same. Read the original article on Business Insider.....»»

Category: topSource: businessinsiderNov 11th, 2021

Beyond Big Law: Insider"s legal career guide for jobs outside of Big Law

Here's what lawyers, recruiters, and industry experts say it takes to land a gig outside of Big Law, including clerkships, tech, and solo practices. There are plenty of legal gigs for young lawyers with Big Law experience. Nopparat Khokthong/EyeEm Big Law jobs are highly coveted by top law students and lawyers in the US. But are other gigs in the federal courts, booming tech industry, and elsewhere. Insider spoke to lawyers and industry experts who shared interview and planning tips. See more stories on Insider's business page. The best time to move from Big Law to an in-house jobWith the "always on" demands of working in Big Law, some young attorneys may start planning exit strategies early on in their careers. In-house legal gigs are a top alternative for junior associates. But how - and when - should they make the jump?Recruiters spoke to Insider about timing and offered tips for junior lawyers looking to transition in-house from Big Law. Read the full story here:Recruiters share the best time to jump from Big Law to an in-house job - and how to be the most competitive applicantHow to land a job at a top tech firmTech companies are eager to hire lawyers. Lawyers, in turn, are looking at tech. Big Law associates grappling with burnout have long eyed in-house positions as greener pastures that offer better work-life balance. Tech companies, perceived as high-speed and glamorous, are especially attractive.But the path to pivoting in-house isn't straightforward. Insider spoke to 6 lawyers and legal recruiters to learn how to leverage Big Law experience to land a job in tech.Read the full story here:How to jump from Big Law to tech, from top feeder firms to the best time for making the switchHow to land a fellowshipThe prestigious Skadden fellowship is likely a dream job for many law students who have their hearts set on doing good. But it's incredibly competitive. Insider spoke to a former fellow and two Skadden Foundation leaders who are responsible for picking fellows to learn how candidates can stand out among competitors, from essays all the way to the interview.Read the full story here:How to get accepted into the elite Skadden public-interest fellowship, according to two people reviewing applicationsHow to start your own law firmGiving up a steady Big Law paycheck to venture off alone can seem like a daunting task, especially for young attorneys with clients who may not follow them to their next venture. But some careful preparations can go a long way. Insider spoke with seven lawyers who have launched their own firms. Read the full story here: How to leave Big Law and start your own legal practice, according to 5 lawyers who made the leapInsider spoke with Warren T. Allen II, a former Skadden lawyer who recently launched his own practice with another attorney. He broke down the steps he took before he made the leap.Read the full story here:This lawyer left Skadden after 12 years to start his own law firm. He walked us through the months of prep and savings he needed to do it.How to land a clerkshipFederal judicial clerkships are often seen as extra gold stars on a lawyer's track record. Acting as apprentices to the decision-makers at courts, clerks assist judges with legal research and drafting, reviewing, and editing court decisions and memoranda. From picking a judge to crafting an airtight cover letter, six current and former clerks shared their advice on landing a prestigious federal judicial clerkship.Read the full story here:How to land a coveted federal judicial clerkship, according to 6 current and former clerksSupreme Court clerkships are highly competitive: Usually only 36 clerks are picked every term, four for each of the nine justices. Insider spoke with five former clerks about what it takes to land a clerkship on America's highest court.Read the full story here:How to land a Supreme Court clerkship, according to clerks for Justices Ruth Bader Ginsburg and Anthony KennedyRead the original article on Business Insider.....»»

Category: topSource: businessinsiderNov 10th, 2021

Top 5 Reasons Agents Leave and How to Improve Retention

One of the questions every growth-oriented brokerage needs to ask itself early on and often is, “Why do agents leave their current brokerage?” When the answers come, leaders need to contemplate those answers with a real sense of openness and honesty about how their own company stacks up. Thousands of agents joining our company inform […] The post Top 5 Reasons Agents Leave and How to Improve Retention appeared first on RISMedia. One of the questions every growth-oriented brokerage needs to ask itself early on and often is, “Why do agents leave their current brokerage?” When the answers come, leaders need to contemplate those answers with a real sense of openness and honesty about how their own company stacks up. Thousands of agents joining our company inform us why agents leave a brokerage for another firm. These are their top five reasons: 1. They feel they have outgrown their current brokerage’s ability to satisfy their business needs. Agents deploy an array of strategies and sometimes develop a feeling that another brokerage aligns better with their way of doing business. 2. There are too many restrictive policies, practices and “office doctrines” in their current environment, which limit the entrepreneurial spirit. 3. Old and antiquated agent compensation methods reduce the brokerage’s value proposition. This especially applies to agents with low adoption of the brokerage’s tools and services. 4. Agents move to be in an environment in which they can advance their careers. Smaller operations can’t provide career diversity options available through large brokerages, e.g., mortgage financing, marketing, training, technology and principal broker leadership specializations. 5. Another company has successfully convinced them that the grass is greener on their side of the fence: more leads will be given to the agent, there is an easier path to higher income, more camaraderie within the brokerage, etc. Keeping agents well informed about productivity per agent, market share, actual lead conversion rates and cost, etc., is key to keeping them informed about other brokerages and preventing the spread of misinformation. Proactively Address Reasons for Departures We had an instance several years ago when a new company opened in town promising large “bonuses and very high commission splits” to our agents. Over a period of about a year, 15 of our 1,000-plus agents in that market decided to take them up on their cash payments for transferring. Over the next three years, 12 of those agents have returned, two are committed to returning and one retired out of the business. Keep communication lines open by actively engaging with your agents. Watch closely for signs of disengagement and take action. An honest conversation early on can help you identify potential issues and resolve a problem before your competitors begin to make promises and lure agents away from you. We are very fortunate that agent attrition to other companies from United Real Estate is very low. In addition, we have a very high return rate, which is attributable to the respect we show when an agent wants to try something else. The desire for change is normal and addressing the reasons for agent departures before they are enticed away is paramount to achieving healthy growth and prosperity for your brokerage. Rick Haase is president of United Real Estate. For more information, contact him at Rick@UnitedReal-Estate.com or 504-251-3757, or visit www.GrowWithUnited.com. The post Top 5 Reasons Agents Leave and How to Improve Retention appeared first on RISMedia......»»

Category: realestateSource: rismediaNov 10th, 2021

American Defense Policy After Twenty Years Of War

American Defense Policy After Twenty Years Of War Authored by Jim Webb via NationalInterest.org, America has always been a place where the abrasion of continuous debate eventually produces creative solutions. Let’s agree on those solutions, and make the next twenty years a time of clear purpose and affirmative global leadership. The American scorecard for foreign policy achievements over the past twenty years is, frankly, pretty dismal. And without talking our way all around the globe, it’s clear that the most dismal score goes to the stupidest mistakes. We fought one war that we never should have fought and another war whose objectives grew so out of control that no amount of battlefield proficiency could overcome the naïve mission creep of the political and military leadership at the top that was defining what our troops were supposed to do. So, let me start with a couple of quotes from two pieces I wrote, one at the beginning of this twenty-year period and the other at the end.   On September 4, 2002, five months before the Bush administration ordered the invasion of Iraq, I wrote the following as part of a larger editorial for the Washington Post, warning that an invasion would be a strategic blunder: Nations such as China can only view the prospect of an American military consumed for the next generation by the turmoil of the Middle East as a glorious windfall. Indeed, if one gives the Chinese credit for having a long-term strategy — and those who love to quote Sun Tzu might consider his nationality — it lends credence to their insistent cultivation of the Muslim world. An “American war” with the Muslims, occupying the very seat of their civilization, would allow the Chinese to isolate the United States diplomatically as they furthered their own ambitions in South and Southeast Asia. Almost exactly nineteen years later as the military planners serving the Biden Administration executed a shamefully incompetent final withdrawal from Afghanistan, I wrote the following for The National Interest, excerpted in the Wall Street Journal, in a piece entitled “Requiem for an Avoidable Disaster:”  …the war that we began was not the same war that we are finally bringing to an end. When we went into Afghanistan in 2001 our national concern was to eliminate terrorist entities who desired to attack us. The common understanding at the time was that we would operate with maneuver elements capable of attacking and neutralizing terrorist entities. It was never to occupy territory with permanent bases or to attempt to change the societal and governmental structure of the Afghan people. This “mission creep” began after a few years of successful operations and was obvious in 2004 when I was in the country as an embed journalist. The change in mission eventually increased our troop presence tenfold and sent our forces on an impossible political journey that no amount of military success could overcome. Why did all this happen? And how can we rectify the damage that has been done to the institutions that were involved, and to our international credibility? There’s an old saying that “success has a thousand fathers but failure is an orphan.” In this case, there were two entirely different categories of orphans, some of whom were not touched personally or even professionally, and some who gave up lives, limbs, and emotional health. For the policymakers in Washington, these were wars to be remotely managed inside the guide rails of theoretical national strategy and uncontrolled financial planning. As with so many other drawn-out military commitments with vaguely defined and often changing objectives, America’s diplomatic credibility steadily decreased while the price tag rose through the roof, into trillions of dollars and thousands of combat deaths. There is no way around the reality that these hand-selected policymakers, military and civilian alike, failed the country, even as many of them were being lionized in the media and offered lucrative post-retirement positions in the private sector. Their immediate strategic goals, vague as they were from the outset, were not accomplished. The larger necessity of meeting global challenges, and particularly China’s determined expansion, was put on the back burner as our operational and diplomatic capabilities were diverted into a constantly quarreling region with the deserved reputation of being the “Graveyard of Empires.” In the context of history, the human cost on the battlefield as viewed by those at the top was manageably small, and carried out by an all-volunteer military. Indeed, despite the length of twenty years of war and many ferocious engagements, the overall casualty numbers were historically low. DOD reports the total number of American military deaths in Iraq and Afghanistan combined over twenty years as 7,074, of which 5,474 were killed in action. This twenty-year number was about the same as six months of American casualties during any one of the peak years of fighting in Vietnam. Emotionally, although there was much sympathy and respect for our soldiers we were not really a nation in a fully engaged war. As the wars continued, life in America went on without disruption. A very small percentage of the country was at human or even family risk. The wars did not interfere on a national scale with the lives of those who chose not to serve. The economy was largely good. In places like my home state of Virginia it absolutely boomed with tens of billions of dollars going to Virginia-based programs in the departments of Defense and Homeland Security. This societal disconnect gave the policymakers great latitude in the manner in which they ran the wars. It also resulted in very little congressional oversight, either in operational concepts or in much-need scrutiny of DOD and State Department management and budgets. Powerpoint presentations replaced vigorous discussion. Serious introspection by Pentagon staff members gave way to bland reports from Beltway Bandit consultants hired to provide answers to questions asked during committee hearings. An “Overseas Contingency Fund” with billions of unlabeled dollars allowed military leaders to fund programs that were never directly authorized or specifically appropriated by Congress. To be blunt, the Pentagon and the Joint commands were basically making their own rules, and to hell with everybody else. This was not the Congress in which I had worked as a full committee counsel during the Carter Administration. Nor was it the Pentagon in which I had served as an assistant secretary of defense and Secretary of the Navy under Ronald Reagan. At the other end of the pipeline, it was different. For those who did serve, and especially for those who served in ground combat units and in special operations, being thrown into the middle of a region where violence and bitter retribution is the norm was often a life-altering experience. Repetitive combat tours pulled them away from home, from family, and from the normal routines of their peers again and again, creating burnout from unresolved personal issues of stress and readjustment to civilian life. So-called “stop loss” programs kept many soldiers on active duty after their initial terms of service were supposed to end, a policy that brought the not-unreal slogan that stop-loss was, in reality, nothing more than a back-door version of the draft: We have you. And we are going to keep you until we no longer need you. The traditional policy of allowing troops a two-to-one ratio of “dwell time” at home between deployments was repeatedly shortened until, for the Army, the ratio was less than one-to-one, requiring soldiers to return to combat for fifteen months with only twelve months at home to recuperate, refurbish, and retrain. Those who left the military after one enlistment rather than choosing a career were largely ignored by commands that provided little post-military guidance and sent battle-weary young soldiers home without much more than a goodbye. But along the way, as with those who have served our country in uniform in every other war, our young military did the job that they were sent to do, no matter the overall wisdom of the mission itself. With respect to these capable and dedicated young Americans who stepped forward to serve, I feel fortunate to have been able to play a part in making sure that the public was aware of the contributions they made, and to put into place policies that recognized and properly rewarded their service. And as a writer, journalist and later a Senator I was able to use whatever pulpit was available in order to emphasize that our greatest strategic challenges were not in the places where our elites had decided to invest our people and our national treasure, and to call for the country’s leadership to cease its unfortunate obsession with a region that has never needed a permanent American ground presence as a means of mediating, much less resolving, its centuries-old conflicts. You don’t take out a hornet’s nest by sitting on top of it. We’re smarter than that, and also more capable.   In addition to working on strongly felt issues such as economic fairness and criminal justice reform, once I was elected to the Senate I took a two-pronged approach to resolving the mess that had been made in our misadventures in Iraq and Afghanistan. The first involved our larger strategic interests. I immediately gained a seat on the Senate Foreign Relations Committee, and two years later was named Chairman of the Subcommittee on East Asian and Pacific Affairs. From our immediate office, I designed a staff—and a legislative approach—that would energetically re-emphasize our commitment to relations in East Asia, and recruited good people to carry out that approach. My mission to my staff was that we were going to work to invigorate American relations in East Asia, particularly in South Korea, Japan, Vietnam, Thailand, Singapore, and the Philippines, and we were going to open up Burma to the outside world. We did more than talk about this, averaging three intense trips every year where I was able to meet with top leaders in those countries as well as almost every other country in ASEAN. Barack Obama later announced a similar policy after he was elected two years later, calling it the “Pivot to Asia.” Unfortunately, his administration’s approach skirted the largest issue in the region by avoiding any major confrontations with China. The pivot was largely abandoned at a crucial period in 2012 after China claimed sovereignty over a two million square kilometer area of the South China Sea, and began militarizing numerous contested islands claimed by several other countries. The Obama administration declined to criticize China’s actions, saying that the United States would not take a position on sovereignty issues. Quite obviously, not taking a position in this matter was defaulting to China’s aggressive acts. I responded by introducing a Senate resolution condemning any use of military force in the resolution of sovereignty issues in the South China Sea, which passed with a unanimous vote. The second involved the day-to-day manner in which our wars were being fought, and the way that our younger military people were being treated by those at the top. I participated in numerous hearings on all aspects from my seats on the Armed Services and Foreign Relations committees, becoming even more concerned about the lack of serious congressional oversight. During one Foreign Relations Committee hearing on post-invasion reconstruction efforts, an assistant secretary of state testified that the United States had spent 32 billion dollars on different smaller-scale projects.  I asked him to provide me and the committee a complete list of every project, as well as the cost. That was in 2007. I’m still waiting for his answer. This was clearly not the way things worked when I was a counsel in the House, where such requests were often answered within a day or two, from information that had already been compiled. In fact, the lack of an answer, despite follow-up calls from my staff, followed a broader pattern that had evolved after 9/11 when vague answers and delayed responses had become the norm, a deliberate and increasingly routine snub of the Congress by higher-level members of the executive branch. Take your choice. This was either incompetent leadership or deliberate obstruction. If the congressional liaisons from DOD were able to provide specific, complicated data within a day or two in 1977, certainly the computers of 2007 were capable of doing so after thirty years of technological progress. I responded by co-authoring legislation along with Senator Claire McCaskill that created the Wartime Contracts Commission, modeled after the Truman Commission of World War Two. After three years of investigations, the commission’s final report estimated that due to major failures in our contracting system the United States had squandered up to 60 billion dollars through contract waste and fraud in Iraq and Afghanistan. Unfortunately, the commission lacked subpoena power or criminal jurisdiction over actions taken in the past, but it certainly got the attention of would-be fraudsters, led to better record-keeping, improved the oversight process, and put a marker down for contracts from that point forward.   Having grown up in the military, and serving as an infantry Marine in Vietnam, and with a son who had left college to enlist in the Marine Corps infantry and fought in Ramadi, Iraq during one of the worst periods in that war, I seized the opportunity – and undertook the obligation – to properly reward the contributions of those who had stepped forward to serve. Immediately after I won the election to the Senate, and two months before actually being sworn in, I sat down with the Senate legislative counsel and drafted the Post-9/11 GI Bill. Having spent four years as a full committee counsel on the House Veterans Affairs Committee, my legislative model was the GI Bill that had been given to our World War Two veterans, the most generous GI Bill in history up to that time: pay for the veteran’s tuition and fees, buy the books, and provide a monthly living stipend. For every tax dollar that was spent on the World War Two GI bill, our treasury received eight dollars in tax remunerations from veterans who had gone on to successful lives. By contrast, the Vietnam Era GI Bill had provided only a monthly payment that in almost every case was far less than the costs of higher education, beginning in 1966 at a paltry rate of 50 dollars a month and ending in the early 1970s at $340 a month. I introduced the Post-9/11 GI Bill on my first day as a Senator. I put together a bipartisan leadership team—two Republicans, John Warner and Chuck Hagel; two Democrats, Frank Lautenberg and myself; two of them World War Two veterans, and two of them Vietnam veterans. Sixteen months later in a modern-day Congressional miracle, the bill became law, ironically over the strong opposition of the Bush Administration to the very end. The White House and the Pentagon claimed that such a generous bill would affect retention, causing too many people to leave the military. The obvious but implicit message was, Don’t treat them too good; they’ll leave. This position was taken by general officers who were going to receive a couple of hundred thousand dollars every year in military retirement when they themselves decided to leave. Having spent five years in the Pentagon and being intimately familiar with manpower issues, I held a completely different belief, that the generosity of the new GI Bill would enhance enlistments and help broaden the base of our overall military. In a back-handed compliment, at least in my view, I was not invited to the White House for the ceremony when the President signed the bill. But to date, millions of post-9/11 veterans have used this Bill, which is beyond cavil the most generous GI Bill in history. It has created opportunities and empowered the careers of people who are now making their way into positions of leadership and influence throughout the country. Shortly after I introduced the GI Bill, I introduced legislation to mandate a proper ratio for dwell time between overseas deployments. The legislation would have required that military members not be returned to combat unless they had been home for at least the amount of time that they had previously been gone. This was not unreasonable. A two-to-one ratio was a simple formula that reflected traditional rotation cycles. With the continuous deployments to Iraq and Afghanistan it had fallen to less than one-to-one, which meant that for years our soldiers would be gone longer than they were at home, and when they were at home they would be spending much of their time getting ready to go back. This reality was clearly affecting not only morale but also the potential for long-term emotional difficulties such as post-traumatic stress. Predictably, the White House and the Pentagon opposed the legislation. Some claimed that I had designed it with a hidden agenda to slow down the war in Iraq. Others, led by Senator Lindsey Graham, claimed that the legislation was unconstitutional, that Congress could not intervene in the operational tempo of the military since the President was the Commander in Chief. But a precedent was already set. During the Korean War, Congress had ceased the deployment of soldiers who were being sent to the war zone without proper training by mandating that no military members could be deployed overseas unless they had spent 120 days on active duty. If the military leaders weren’t going to take care of their people, it was only right that Congress should set proper boundaries. The Republicans filibustered the legislation, which then required sixty votes for passage. Although the bill twice received a fifty-six vote majority, with several Republican votes for passage, we did not break the filibuster.  But we did put the issue of dwell time firmly before Congress and the public, and the two-to-one deployment cycle eventually became the express goal inside the Department of Defense. All of that is history. I put it before you as something of a template to show the patterns that evolved and have continued over the past twenty years, as well as evidence that strong and informed leadership in Congress can turn things around. In many ways, this dislocation is between those who make policy—including military leaders—and those who carry it out. It continues due to the group mentality of a foreign policy aristocracy seeking common agreement rather than original thought. And it has exacerbated this ever-growing dislocation by freezing out those who are not, basically, in the club because their thinking does not fit the usual mantra and their ideas threaten the prevailing orthodoxy. We need these other voices. There are lessons to be learned and unavoidable questions that need to be answered at every level. Some involve the articulation of our national security objectives and how we define national strategy. Some involve when and how we should use the military for operational missions in harm’s way. And some involve the actual makeup of these military missions, from their remote or covert or overt nature, and if deployed in large numbers how large that footprint should be, and what portion should consist of military contractors along the lines of the past twenty years. And for those who want to repair the damage, it challenges us to find clear ways where we can move forward. Who do we hold accountable for the random and often changing strategic mistakes that have damaged our strength and our reputation? How do we move forward in the way we articulate and implement our national strategy here at home? How do we regain our respect in the international community, both among our friends who need us, and from potential adversaries who pray every day that America will lose its willpower, that we would be so overcome by military failures abroad and turbulence at home that the nation itself will atrophy and descend into the ranks of an also-ran, second-rate power?   We should begin with a vigorous and open discussion about the makeup, power, and influence of America’s massive defense establishment. And here I’m talking about the highest levels of our uniformed military, the civilian government officials, the powerful defense corporations, the numerous think tanks funded heavily by the defense industry, the hugely influential lobbying organizations, and—if not at the bottom, certainly in the bullseye of the efforts of all of these entities—the authorizing and appropriating committees in the Senate and House of Representatives. Couple that with the media of all sorts, particularly the huge growth of the internet and social media, and one can see how complicated the debate over any controversial issue can become. We were warned about this, sixty years ago, by President Dwight D. Eisenhower in his well-remembered speech about the “military / industrial complex.” The speech was the president’s carefully placed farewell message to the American people, made just three days before he left office. His words resonate, symbolic in their timing as his final shot across the bow, and coming as they did from this former five-star general who knew the military with a completeness that no other American president could ever match. After commenting that in the aftermath of World War Two the “conjunction of an immense military establishment and a large arms industry is new in the American experience,” Eisenhower expressed his concern about the “total influence – economic, political, even spiritual” of this new reality “in every city, every State house, every office of the Federal government. We recognize the imperative need for this development. Yet we must not fail to comprehend its grave implications.”   The outgoing, immensely popular President then bluntly called out the members of his own professional culture—the military itself—and the bond its top leaders were increasingly forming with America’s defense corporations. “In the councils of government we must guard against the acquisition of unwarranted influence, whether sought or unsought, by the military / industrial complex. The potential for the disastrous rise of misplaced power exists and will persist. We must never let the weight of this combination endanger our liberties or democratic processes. We should take nothing for granted. Only an alert and knowledgeable citizenry can compel the proper meshing of the huge industrial and military machinery of defense with our peaceful methods and goals, so that security and liberty may prosper together.” Looking at the decades following his speech and particularly the past twenty years, I believe President Eisenhower would be amazed at how massively this military-industrial complex has grown, how entangled the relationships between the military and the industrial complex have become, and how much it has affected the career paths of civilian “experts,” as well as the positions taken by many senior flag officers facing retirement. Lucrative civilian careers have been made through the “revolving doors” of serving for a few years in appointed posts in the Departments of Defense and State, or by working on committee staffs in the Congress, then rotating over the space of many years in and out of government into the defense-oriented industry and in the ever more influential think tanks, some of them heavily funded by corporations with major financial interests in defense contracts. The number of people involved in such revolving doors and the amount of money flowing back and forth would have stunned the understanding of people in Eisenhower’s era. Likewise, many military officers have made similar career moves, taking advantage of skills and relationships that were developed while on active duty. Those in uniform and others who work in the area of national defense regularly comment about the potential for conflicts of interest among the most senior flag officers as they carry out their final active duty positions before retiring and prepare for their next career in the civilian world. Critical issues ranging from the procurement of weapons systems to carrying out politically sensitive military operations often comprise the way in which potential civilian employers decide on the next chapter in their lives. A hand played well can bring large financial benefits. A hand played poorly can result in media stigma or even being relieved of their duties, and a beach house in Tarpon Springs. As with other areas of public service, it would be useful for Congress to examine the firewalls in place in order to maintain the vitally important separation of the military, on the one side, and the industrial complex on the other, just as President Dwight Eisenhower so prophetically pointed out sixty years ago. Dwight Eisenhower would have liked General Robert Barrow, the twenty-seventh commandant of the Marine Corps. His leadership example personally inspired me, both during and after my service in the Corps. We had many personal discussions over the years, until he passed away in 2008. He was a great combat leader. He mastered guerrilla warfare while fighting Japanese units alongside Chinese soldiers in World War Two. In the Korean War, he received the Navy Cross, our country’s second-highest award, for extraordinary heroism as a company commander during the historic breakout from the Chosin Reservoir. And in Vietnam, he was known as one of the war’s finest regimental commanders. He knew war, he knew loyalty, and he knew his Marines. General Barrow was fond of emphasizing that moral courage was often harder, and more exemplary, than physical courage. On matters of principle, he would not bend. During one difficult period when he was dealing with serious issues in the political process, the four-star Commandant calmly pointed out to me that his obligation was to run the Marine Corps “the same way a good company commander runs his rifle company: I’ll do the best job I know how to do, and if you don’t like what I’m doing, then fire me.” It is rare these days to see such leaders wearing the stars of a general or an admiral. And thinking of President Eisenhower’s prescient warnings about what he termed the “the proper meshing of the huge industrial and military machinery of defense with our peaceful methods and goals,” I have no doubt that he and General Barrow shared the same concerns. General Barrow held another firm belief. Having served as Commandant of the Marine Corps, he believed it would soil the dignity of that office by trading on its credibility for financial gain through banging on doors in Washington as a lobbyist or serving as a board member giving a defense-related corporation his prized insider’s advice on how to sell their product. The Japanese have a saying that “life is a generation, but reputation is forever.” And General Barrow’s pristine motivation will forever preserve his honor. I grew up in the military. I know the price that families must pay when their fathers or now even their mothers are continuously deployed, because I lived it as a very young boy. My father, a pilot who flew B-17s and B-29s in World War Two and cargo planes in the Berlin Airlift, was continually deployed either overseas or on bases with no family housing, at one point for more than three years. I know the demands and yet the honor of leading infantry Marines in combat and then spending years in and out of the hospital after being wounded. I know what it is like to be a father with a son deployed in a very bad place as an enlisted infantry Marine. And most of all I know the pride that comes from being able to say for the rest of my life that when my country called, I was there, and I took care of my people. My other major point today is that our top leaders in all sectors of national defense need to get going and develop a clearly articulated foreign policy. We have lost twenty years, unfortunately fulfilling the prediction that I made in the Washington Post five months before the invasion of Iraq that “Nations such as China can only view the prospect of an American military consumed for the next generation by the turmoil of the Middle East as a glorious windfall.” And for China, indeed it was. It’s ironic that we are now hearing frantic warnings from our uniformed leaders about China’s determined expansionism, both military and economic, and particularly about how recent reports of Chinese technological leaps might be something of a new “Sputnik” moment where America has been caught off-guard and now must rush to catch up. Too bad they weren’t following this as these policies and technological improvements were developed by the Chinese over at least the past two decades, while our focus remained intently on the never-ending and never-resolved brawls in the Middle East. The very people who now are wringing their hands and calling for a full-fledged effort to counter such threats are the same people who should have been warning the nation of their possibility ten or even twenty years ago. So, ask yourself: If things go wrong, who then shall we blame? Much of the world is now uneasy with China’s unremitting aggression on its home turf in Asia. Over the past decade, China has been calling its own shots, rejecting international law and public opinion while flexing its muscle to signal its view that it will soon replace the United States as the region’s dominant military, diplomatic and economic power. Beijing has taken down Hong Kong’s democracy movement; started military spats with India; disrupted life for tens of millions by damming the headwaters of the Mekong River; conducted what our government now deems a campaign of genocide against Muslim Uighurs; escalated tensions with Japan over the Senkaku Islands; consolidated its illegal occupation and militarization of islands in the South China Sea; and made repeated bellicose gestures designed to test the international community’s resistance to “unifying” the “renegade province” of Taiwan. China’s military is expanding and modernizing and its Navy is becoming not only technological but global. While we expended a huge portion of our human capital, emotional energy, and national treasure on two wars, China’s Belt and Road Initiative (BRI) has had a major economic impact in Asia, Africa, and Latin America and with individual governments on other continents. In Africa, whose population has quadrupled since 1970 and which counts only one of the world’s top thirty countries in Gross National Product, more than forty countries have signed on to China’s BRI. Let’s get going. We have alliances to enhance, and extensive national security interests to protect. We need to address these issues immediately and with clarity. America has always been a place where the abrasion of continuous debate eventually produces creative solutions. Eventually is now. Let’s agree on those solutions, and make the next twenty years a time of clear purpose and affirmative global leadership. Tyler Durden Tue, 11/09/2021 - 00:00.....»»

Category: blogSource: zerohedgeNov 9th, 2021

5 Staffing Stocks to Buy on October"s Impressive Jobs Report

Hiring is finally rebounding after a dull summer, which is likely to benefit staffing companies like KornFerry International (KFY), Cross Country Healthcare (CCRN) and Kforce (KFRC). As the economy continues to reopen, industries are getting back to functioning, and people have started finding new jobs. Those furloughed last year due to the pandemic are also being rehired. This saw hiring at U.S. companies finally rebounding in October to the maximum since July.The rebound comes as more people are now going back to work as they are vaccinated. The jump in new job creations and hiring is thus directly helping staffing companies as they are getting busy helping people find jobs.Hiring Surges in OctoberThe Labor Department said on Nov 5 that U.S. companies added 531,000 jobs in October, the highest since July. Interestingly, hiring jumped at a record pace in July, the fastest in almost a year, as the economy started functioning in full swingbut slowed again during summer.However, things finally seem to be changing, as millions of vaccinated people are now confident about going back to work. Industries,too are getting back to functioning at the optimum level, increasing demand for workers.This has resulted in employers stepping up hiring. Also, the Labor Department report showed that the unemployment rate fell to 4.6% in October from 4.8% in September. Although the rate is higher than the pre-pandemic levels, it is still one of the lowest in recent times.The report further showed that while hiring was on the higher side in October,it wasn’t as weak as initially reported in August and September. The hiring estimate by the government for August and September was revised by a combined 235,000 jobs.Moreover, hiring in October increased across all sectors expect for government employers reporting loss of jobs. Shipping and warehousing companies added 54,000 jobs, while retailers reported a gain of 35,000 new jobs. The leisure and hospitality sector, which includes restaurants, bars, hotels and entertainment venues, added 164,000 jobs.Signs of Economic RecoveryHigher job additions, particularly in the retail, and leisure and hospitality sectors showed signs of economic reopening followed by a steady recovery. Widespread vaccination has made people confident about planning vacations and eating out.Also, consumer confidence, which had taken a hit in the past few months, bounced back in October as fears of the Delta variant of coronavirus eased somewhat. Consumer confidence increased to 113.8 in October from September’s reading of 109.8.The retail sector too has been trying to bounce back, with sales jumping 0.7% in September. Sales at restaurants grew 0.3% month over month in September and 29.5% year over year. This once again shows that the above industries are making a fast recovery, which is helping to drive hiring.Also, average hourly earnings for employees jumped 4.9% in October on a year-over-year basis. The jump in hiring and a decline in unemployment is backed by a steady decline in COVID-19 cases. This is likely to further boost consumer confidence in the coming days and encourage employers to hire more.Our ChoicesHiring will be on the rise as the economy further reopens. This thus makes for an ideal opportunity to invest in staffing stocks.KornFerry International KFY is the world's leading and largest executive recruitment firm with the broadest global presence in the executive recruitment industry.The company’s expected earnings growth rate for the current year is more than 100%. The Zacks Consensus Estimate for current-year earnings improved 23.8% over the past 60 days. KornFerry International carries a Zacks Rank #1 (Strong Buy). You can see the complete list of today’s Zacks #1 Rank stocks here.Kforce KFRC is a full-service, web-based specialty staffing firm, providing flexible and permanent staffing solutions toorganizations and career management for individuals in the specialty skill areas of information technology, finance & accounting, human resources, engineering, pharmaceutical, health care, legal, e-solutions consulting, scientific and insurance and investments.The company’s expected earnings growth rate for the current year is 35.5%. The Zacks Consensus Estimate for current-year earnings improved 10.3% over the past 60 days. Kforce sports a Zacks Rank #1.Robert Half International Inc. RHI is one of the world's largest providers of professional consulting and staffing services. The company's specialized staffing divisions include Accountemps, Robert Half Finance & Accounting and Robert Half Management Resources for temporary, full-time and senior-level project professionals, respectively.The company’s expected earnings growth rate for the current year is 95.9% The Zacks Consensus Estimate for current-year earnings improved 5.4% over the past 60 days. Robert Half International has a Zacks Rank #1.Cross Country Healthcare, Inc. CCRN is a national leader in providing innovative healthcare workforce solutions and staffing services. Their diverse client base includes both clinical and nonclinical settings, servicing acute care hospitals, physician practice groups, outpatient and ambulatory-care centers, nursing facilities, both public schools and charter schools, rehabilitation and sports medicine clinics, government facilities, and homecare.The company’s expected earnings growth rate for the current year is more than 100%. The Zacks Consensus Estimate for current-year earnings improved 44.9% over the past 60 days. Cross Country Healthcare has a Zacks Rank #2 (Buy).DLH DLHC serves clients throughout the United States as a full-service provider of healthcare, logistics, and technical support services to DoD and Federal agencies. Its healthcare delivery solutions include professional services, such as case management, health and injury assessment, critical care, medical/surgical, emergency room/trauma center, counseling, behavioral health and trauma brain injury, medical systems analysis, and medical logistics, and allied support services in the areas of MRI technology, diagnostic sonography, phlebotomy, dosimetry, physical therapy and pharmaceuticals. The company’s expected earnings growth rate for the current year is 28.8%. DLH shares have gained 16.6% in the past 30 days. The company currently carries a Zacks Rank #2. Bitcoin, Like the Internet Itself, Could Change Everything Blockchain and cryptocurrency has sparked one of the most exciting discussion topics of a generation. Some call it the “Internet of Money” and predict it could change the way money works forever. If true, it could do to banks what Netflix did to Blockbuster and Amazon did to Sears. Experts agree we’re still in the early stages of this technology, and as it grows, it will create several investing opportunities. Zacks’ has just revealed 3 companies that can help investors capitalize on the explosive profit potential of Bitcoin and the other cryptocurrencies with significantly less volatility than buying them directly. See 3 crypto-related stocks now >>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 KornFerry International (KFY): Free Stock Analysis Report Robert Half International Inc. (RHI): Free Stock Analysis Report Kforce, Inc. (KFRC): Free Stock Analysis Report Cross Country Healthcare, Inc. (CCRN): Free Stock Analysis Report DLH Holdings Corp. (DLHC): Free Stock Analysis Report To read this article on Zacks.com click here. Zacks Investment Research.....»»

Category: topSource: zacksNov 8th, 2021

How to maximize your LinkedIn presence and land a high-paying job at the professional networking company

Much of the advice on maximizing your LinkedIn presence goes a long way toward making you more desirable as a candidate at the company itself. Former LinkedIn CEP and current executive chairman Jeff Weiner. AP Photo/Eric Risberg LinkedIn has become a staple of white collar work and the job hunt process. The networking platform allows users to maximize their professional online presence. Insider has collected the most helpful articles on using LinkedIn to snag a job there. Linkedin is to white-collar workers what Instagram is to influencers: The job-search site is one of the key ways professionals build their network, influence, and careers. But aside from job openings and career-related content, LinkedIn is also an employer with over 22,000 workers, and according to the company reviews site Glassdoor, nearly 90% of LinkedIn employees would recommend working at the job-search platform to a friend.It's little surprise that LinkedIn is regularly named one of the best places to work - claiming the No. 13 spot on Glassdoor's list of best places to work by employee choice in 2021. Job seekers can and should use the platform to help launch their careers, especially if they're interested in working at the platform itself. Here are the things any job candidate looking to grow their skills and join LinkedIn should know before starting the application process. How to use LinkedIn to adapt to the changing job market Job seekers can use LinkedIn learning courses to grow their skill sets before applying for jobs. Halfpoint/Getty Images A recent LinkedIn study found 59% of Americans have experienced a "career awakening" - a phenomenon where workers realize they want more opportunity and passion in the workplace. This has led to some workers to want to switch industries entirely. As a result, many job seekers will need to reskill and rethink how they approach the hiring process, Tomer Cohen, LinkedIn's chief product officer, previously told Insider. In response to this need, LinkedIn has made some of its LinkedIn Learning courses free for all users until the end of the month.Becoming a paid member of LinkedIn can earn job seekers access to some of the websites most popular lessons, including sessions such as "Delivering an Authentic Elevator Pitch" and "The Six Morning Habits of High Performers." LinkedIn membership costs $19.99 or $29.99 per month depending on the plan. Additionally, LinkedIn has witnessed a record level of job openings and recruiter activity over the past year, Cohen previously said. To make the job hunt easier for candidates LinkedIn introduced new filters to allow users to decide whether they want to search for remote, hybrid, or on-site only jobs.Read More:LinkedIn CPO: The job market is unlike anything I've seen before. Here are the 3 biggest trends job seekers and employers need to know in today's war for talent. If you want to switch careers during the Great Reshuffle, LinkedIn Learning is offering free courses and a career summit to help11 popular LinkedIn Learning courses to boost your career, from elevator pitching to ExcelI landed new career opportunities by growing my LinkedIn network from 350 connections to over 25,000. Here are the 5 crucial steps I took.How to get a job at LinkedIn LinkedIn is hiring for over 1000 open positions. REUTERS/Robert Galbraith/File Photo LinkedIn has more than 1,000 open jobs right now. The company isn't just looking for engineers or tech workers but also marketers, communication experts, sales representatives, and more. And job seekers are in luck, according to Loni Olazaba, LinkedIn's former director of inclusion recruiting. Olazaba previously told Insider that the company's hiring process has sped up in response to the hot job market, such that offers only take two weeks in some cases.One quality all job seekers should show when applying for the company is an understanding and passion for the company, both Olazaba and Reno Perry, former talent solutions consultant at LinkedIn, previously told Insider. To learn more about the four steps of the interview process, and how to exemplify the company's five core pillars, check out the articles below. Read More:LinkedIn is hiring for 1,000 jobs right now. Here's how to land one, according to its director of inclusion.Read the cover letter that landed one job seeker a role at LinkedIn LinkedIn is hiring for over 1,000 jobs right now. A recruiting executive shares the 5 values she looks for in job seekers at all levels.What life at LinkedIn looks like LinkedIn has more than 16,000 full-time employees. SOPA Images / Getty Images LinkedIn isn't just committed to selecting the best talent; it's committed to keeping it. In June 2020, Teuila Hanson, LinkedIn's chief people officer, and her team spearheaded a new initiative to compensate employee resource groups, or ERGs. ERGs are meant to bring together workers of shared identities who can then advocate for their communities.LinkedIn's ERG chairs serve two-year terms and receive $10,000 per year.Additionally, the company aims to offer professional development opportunities for all its employees, such as LinkedIn "Career Month," a month-long program with workshops, speakers sessions, and talent opportunities to help LinkedIn employees grow their careers at the company. "It's dedicated time to support our employees in their career journeys and help them realize their career goals and transformations here at LinkedIn," Hanson said.Career Month was made optional and remote so that LinkedIn employees across the world could participate to their desired degree. In July, CEO Ryan Roslansky made a decision about the company's work model for similar reasons - announcing the company would abandon the "one-size-fits-all" approach and make most positions remote or hybrid. Read More:LinkedIn is paying select employees $10,000 a year to help improve company culture. It could be the next big path to leadership.LinkedIn will allow individual teams to decide if they ever want to return to the officeRead the original article on Business Insider.....»»

Category: topSource: businessinsiderNov 8th, 2021

Realogy Ranked as ‘Top Female-Friendly’ Company By Forbes

Realogy Holdings Corp. recently announced the company’s inclusion as one of Forbes Magazine’s “World’s Top Female-Friendly Companies 2021.” Based on direct feedback from female employees, the list is presented by Forbes and Statista Inc. The designation, which follows Realogy’s recent recognition as one of Forbes “World’s Best Employers 2021,” honors the company’s commitment to supporting […] The post Realogy Ranked as ‘Top Female-Friendly’ Company By Forbes appeared first on RISMedia. Realogy Holdings Corp. recently announced the company’s inclusion as one of Forbes Magazine’s “World’s Top Female-Friendly Companies 2021.” Based on direct feedback from female employees, the list is presented by Forbes and Statista Inc. The designation, which follows Realogy’s recent recognition as one of Forbes “World’s Best Employers 2021,” honors the company’s commitment to supporting women in business. It comes at a time when women in the workforce continue to be disproportionately impacted by the pandemic, resulting in the U.S. Labor Department’s lowest reported labor-force participation rates among women in the U.S. since the 1970s. In September 2021, more than 300,000 women ages 20 and older exited the workforce, according to National Women’s Law Center. “I am incredibly proud that Realogy has been recognized once again this year by Forbes, this time as one of the World’s Top Female Friendly Companies 2021,” said Ryan Schneider, Realogy’s chief executive officer and president, in a statement. “Women leaders power Realogy’s success across a number of critical business, strategic, and financial roles. I believe our strong female leadership has enabled Realogy to build a more inclusive workplace culture that attracts and supports female employees as they grow, excel and drive impact in their careers.” “Realogy is a longtime champion for women, not only in the real estate industry but in business overall,” said Tanya Reu-Narvaez, Realogy’s chief people officer, in a statement. “This honor is more important today than ever before as we face a pivotal moment for women in a transforming workplace. With a combination of remote and office-based employees, Realogy is deeply focused on fostering a culture that prioritizes flexibility, connectivity and wellness—where it’s not just up to women to lean in, it’s up to all of us to create a culture of inclusion where all employees are empowered to thrive.” Female leadership comprises 30% of Realogy’s Board of Directors and 60% of its Executive Committee. Realogy has been recognized for gender diversity on its Board of Directors by Executive Women of New Jersey and the Women’s Forum of New York. Realogy offers the employee-led Home Network for Parents and Caregivers, established at the start of the pandemic, to create a network of support for those adapting to caring for children remotely. The company also offers a Women’s Employee Resource Group (ERG), which hosts events and panels on career growth, leadership and other topics throughout the year. Realogy and its family of brands encourage career development, leadership and entrepreneurship for women across the real estate industry, through various programs including the Inclusive Ownership Program, designed to invest in the success of diverse franchise owners, including women; What Moves Her, a program that supports women finding their path to leadership; and Century 21’s Empowering Latinas program, aimed at assisting Latina entrepreneurs in obtaining their real estate license. Realogy is also a national partner of WomanUP, an organization focused on increasing the representation of women-owned brokerages and women in corporate leadership roles across the real estate industry. Find the full Forbes Magazine “World’s Most Female Friendly Companies 2021” list here. The Forbes recognition is based on an independent survey of approximately 85,000 women who provided data points in 40 countries. Only 300 employers are ranked on the list, with rankings based off three scores including public opinion, leadership score, and employees score on direct and indirect recommendations. For more information, please visit www.realogy.com. The post Realogy Ranked as ‘Top Female-Friendly’ Company By Forbes appeared first on RISMedia......»»

Category: realestateSource: rismediaNov 5th, 2021