Category Archives: Business Leaders

Top Performing Investment Manager, Chetan Kapur of ThinkStrategy Capital, Went Way Above and Beyond for Investors which Enjoyed Leading Returns for a Decade

New York, NY, 2017-Oct-12 — /EPR MANAGEMENT NEWS/ — Top Performing Investment Manager, Chetan Kapur of ThinkStrategy Capital, Went Way Above and Beyond for Investors which Enjoyed Leading Returns for a Decade. Chetan Kapur Gets Unjustly, Unjustifiably and Repeatedly Attacked by Corrupt Element at the SEC.  Top Performing Investment Manager, Chetan Kapur of ThinkStrategy Capital, Went Way Above and Beyond for Investors which Enjoyed Leading Returns for a Decade. Chetan Kapur Gets Unjustly, Unjustifiably and Repeatedly Attacked by Corrupt Element at the SEC.

  • Extremely Honest, Selfless & Diligent Chetan Kapur Sacrificed All His and ThinkStrategy’s Resources for the Benefit of Investors During the Great Recession and Thereafter. Chetan Kapur Even Gave Up His Investment and Creditor Claim in the ThinkStrategy Funds for the Benefit of Investors.
  • Corrupt, Deceitful Contingent at SEC Engaged in a Campaign of Harassment, Defamation and False Imprisonment Against Chetan Kapur. The SEC Attack Began One Year After ThinkStrategy Closed Operations, With the Worst Banking Crisis in US History, Having Depleted All Resources for Investors Benefit.  SEC Attempted to Extort Third Parties Including Chetan Kapur’s Family Out of Assets That Legally Belonged to Them But Failure Was Inevitable.
  • All SEC Claims Against Chetan Kapur were Clearly Defamatory, Slanderous, Fictional and Egregiously False. SEC’s Fabricated and Fake Claims were Based on Stale, Partial, Out of Context, Contorted or Erroneous Information.
  • Numerous Independent Third Parties Provide Testimony and Testimonials Which Highlight Chetan Kapur’s Excellent Reputation, Impeccable Character and Outstanding Contribution to the Community.

ThinkStrategy Capital Management managed and advised two leading hedge funds – ThinkStrategy Capital Fund, an equity market-neutral fund and TS Multi-Strategy Fund, a leveraged multi-strategy fund of hedge funds and had a comprehensive managed account program. The funds and managed accounts provided investors excellent annual returns with low relative volatility for the majority of a decade. All investors received the reported returns that were based on the net asset values generated from the funds trading or allocations. With the financial and banking crisis, the leveraged TS Multi-Strategy Fund, a top performer, was put into liquidation by its lender and custodian, KBC Financial, in 2008 (which put all their leveraged clients into liquidation). ThinkStrategy Capital eventually put the TS Multi-Strategy Fund into the hands of PriceWaterhouse Coopers. The TS Multi-Strategy Fund conducted due diligence on or evaluated approximately 8000 investment opportunities and had over 150 different investments.

ThinkStrategy Capital had quality independent service providers that audited and administered the Company’s funds and returns. The Funds’ custody, leverage, brokerage, liquidation, legal, tax and other service providers were also quality independent firms. The service providers included PriceWaterhouse Coopers, KBC Financial, O’Connor Davies Munns and Dobbins, Eisner, Folio Administrators and Kirkpatrick & Lockhart.

ThinkStrategy Capital always had a Director of Business Development that fully managed and spearheaded the firm’s capital raising, sales and investor relations effort. The Director of Business Development created all offering materials and was responsible for all investor needs as it related to the Funds’ performance, assets under management, longevity, strategy, due diligence and management team. In addition, other senior members spearheaded portfolio management, research and due diligence, trading and other functional areas of the firm (such as operations and archiving). ThinkStrategy Capital was a sophisticated growing firm managed in a similar fashion to many growing hedge funds of its size.

Any inadvertent omission or inaccuracy made by ThinkStrategy’s Director of Business Development or his investor relations team in the normal course of business in one-off documents was not only corrected immediately when identified and re-issued but also accurately noted in many other offering and marketing materials including the fund’s foundational offering documents (i.e. the Offering Memorandum, Limited Partnership Agreement and Investment Management Agreement).  The Funds’ sophisticated, qualified, experienced, accredited investors carefully reviewed all documents and spoke to and met the ThinkStrategy team and their independent service providers – all of which accurately answered all questions prior to investment. Not one ThinkStrategy investor was ever misled in any way, shape or form as to the investment products and the risks associated with them. Not one investor ever redeemed as a result of an inadvertent inaccuracy being corrected by the Director of Business Development or his investor relations team.

ThinkStrategy Capital Management conducted comprehensive research and due diligence in all its investment products. ThinkStrategy Capital’s fund of hedge fund product, TS Multi-Strategy Fund, had an extensive, multi-faceted program of diligence that included operational, strategy, risk, stress and scenario due diligence processes (that were applied to all sub-funds being evaluated). Each due diligence process had several qualitative and quantitative aspects and checks not noted to investors but to their benefit. Other leading fund of funds also had similar processes that were above or at industry standard for the time.  The TS Multi-Strategy Fund investments oftentimes were recommended by highly regarded institutional advisors or consultants, or came from respected investment databases. All TS Multi-Strategy Fund sub-fund managers always had strong knowledge and experience with their strategy, very solid business and investing experience, and used quality service providers. Many sub-funds were eliminated from consideration as a result of the stringent and multi-faceted due diligence performed by ThinkStrategy Capital. TS Multi-Strategy Fund continually improved its above or at industry standard due diligence processes eventually adopting a ‘No Stone Should Be Left Unturned’ policy even if there were no red flags. Furthermore, the TS Multi-Strategy Fund could not invest in any sub-fund unless it passed KBC Financial’s (TS Multi-Strategy Fund’s lender and custodian) independent due diligence processes and standards.

The TS Multi-Strategy Fund, a leading performer, was one of KBC Financial’s last clients to be put into liquidation as it was a top performer and well diversified. The leveraged fund of hedge funds had no choice in having to submit full control over to KBC Financial’s liquidation process, the worst banking crisis in US history and the worst economic and financial crisis since 1929. Nonetheless, the fund outperformed a vast majority of its peers locked in a similar position in spite of coming to discover and fully writing off a couple of issue or fraudulent sub-investments. Further, had the SEC done their jobs properly, being the only ones with access to third-party fund bank and brokerage statements, the TS Multi-Strategy Fund of Funds and thousands of other sophisticated investors would not have been a victim of any fraud losses. The TS Multi-Strategy Fund and the ThinkStrategy Capital Fund enjoyed investment success and outperformance significantly higher than its peers in all periods.

Chetan Kapur and ThinkStrategy Capital worked very diligently for investors of the leveraged funds even while receiving no compensation or fees for approximately 3 years as KBC Financial (lender and custodian that put all their clients into liquidation with the US banking crisis) halted all required fees payable to their investment managers during the liquidation period. ThinkStrategy Capital and its founder, Chetan Kapur, thereafter went out-of-pocket during these 3 years to pay for the entire infrastructure and operating expenses of these funds until their resources were fully depleted leaving Chetan Kapur with very significant debts. Most other investment managers would have forced their funds into court receivership or the hands of a liquidator immediately whereby all these expenses and costs would be charged to the fund – thereby hurting investor returns (and would not have worked 16+ hour days in selfless sacrifice as Chetan Kapur did). Chetan Kapur did not abandon investors, which he was legally entitled to do as he was working gratis. Investors benefitted at the very substantial cost and expense of Chetan Kapur.

ThinkStrategy Capital and Chetan Kapur during this liquidation period devoted a lot of hard work and effort in providing detailed reports to investors, in making prudent decisions on sub-funds that were restructuring or liquidating, in procuring the sub-funds to payout as soon as feasible (including participating in investor committees and appointing advisors to oversee payouts), in obtaining risk, liquidity, outlook and other updates from the sub-funds, as well as maintained coordination with all service providers to the fund (the independent auditors, the independent administrators, the independent accountants and tax preparers, and independent legal) while the Company and Kapur received no compensation for their diligence. Further, the fund’s investors were provided substantial fee discounts in the normal course of business prior to the economic and banking crisis too – once again benefitting investors at the cost of ThinkStrategy Capital and Chetan Kapur.

ThinkStrategy Capital eventually put the Multi-Strategy Fund of Hedge Funds into the hands of PriceWaterhouse Coopers after 3 long years of managing all aspects and costs of the funds without pay, having done all it could for investors, depleting resources fully and leaving founder, Chetan Kapur, in a very substantial debt position. Further, ThinkStrategy Capital and Chetan Kapur suffered the exact same percentage loss during the economic, banking and private lending crisis being an investor in the fund that was put into liquidation. ThinkStrategy Capital and Chetan Kapur wrote off their fund investment and a very considerable creditor claim towards the fund for the major benefit of investors.

Continue at (http://investigativecoverage.com/investigativereport-on-thinkstrategy-and-chetan-kapur/)

Cases: SEC v. ThinkStrategy Capital Mgmt. LLC et al., 11CV8094, 17-691CV, 12CR00535, US District Court, Southern District of New York

SOURCE: Investigative Coverage

Contact-Details:
Investigative Coverage
73 Watling Street
London EC4M 9BJ
Shalene@investigativecoverage.com

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Benevolent Capitalism 4 Day Class by Gary Douglas, Steven & Chutisa Bowman, Dr Dain Heer in Venice, Italy

Houston, USA, May-26-2017 — /EuropaWire/ — Business innovator, Gary Douglas warns, “You cannot afford to ignore the demand for benevolent business.”

International speaker and vocal advocate of Benevolent Capitalism, Mr. Douglas is concerned that many individuals and businesses are stuck in an outdated idea of capitalism, and are failing to adapt their practices to better meet the new consumer mindset:

• 96% of consumers believe it is important for companies to have good social and environmental policies. (Digital Reason)
• 33% of all consumers actively seek out and purchase goods because of responsible corporate practices. (Unilever)
• According to the Unilever CCO, “This research confirms that sustainability isn’t a nice-to-have for businesses. In fact, it has become an imperative.”

Mr. Douglas is teaming up with some of the world’s leading Benevolent Capitalism experts to bring the concept to business leaders and other individuals around the world, through a series of public and live-streamed seminars.

“Capitalism has been relegated to ‘where’s my share of the pie?’ and ‘how I can get what I need when I need it’. This is a very destructive way of manipulating capitalism”, Douglas explains. “Consumers have noticed, and are becoming more particular in their spending choices, as a result.”

“I hear a lot of people say ‘Can capitalism really be benevolent?’ but this is because of the limited points of view business has been operating from recently”, Douglas says. “When capitalism was first created back in the 1700’s, it was supposed to serve the masses; to create more for all of us. In fact, capitalism is really about how to create more money and more possibility in our life.”

“When we return to that viewpoint of more possibility and choice, it becomes a different narrative”, he adds. “Now is the time for all of us to recognize the power of capitalism and how it can be a catalyst for positive change and different possibilities.”

Benevolent Capitalism 4 Day Class

Hosted by Gary Douglas, Steven and Chutisa Bowman, Dr Dain Heer

30 June – 3 July, 2017
Hotel Ca’ Sagredo
Venice, Italy
or via global livestream

More information www.benevolentfuture.com

SOURCE: EuropaWire

DAN GRACE JOINS SKILLSTORM AS EVP, OPERATIONAL SERVICES

Expands division to tie tools to ROI for customers

Charlotte, N.C., 2016-Nov-15 — /EPR Network/ — Dan Grace has joined SkillStorm, an international technology services company, as Executive Vice President of the Operational Services Division (OSD). He is responsible for setting the strategic direction of the OSD including service management, monitoring and availability. His experience includes integrating processes and emerging technologies, operational oversight, project execution and tool integration across platforms including ServiceNow, Remedy, Maximo and Service Manager.

In joining SkillStorm, Grace expands the Solutions division to incorporate a services and operations management practice. In this role, he is responsible for strategy, implementation and quality delivery of SkillStorm’s operational services across all customers. SkillStorm’s OSD offers a lean, solutions-oriented model powered by SkillStorm’s Cloud Workforce Solutions (CWS) platform. CWS is a proven alternative solution to OffShore and NearShore sourcing which provides highly skilled technology and operations based resources across the globe.

dan-grace-2-2“Our core clients in the banking and financial services sectors are working to achieve organic growth while dealing with ever-increasing challenges, from regulation and compliance to information security concerns,” says Paul Moura, SkillStorm’s President. “Operational efficiency, driven by effectively implementing today’s service management tools, provides a path that allows clients to deal with those challenges and achieve overall organizational goals while maintaining high service level expectations. Dan’s experience puts SkillStorm in the unique position to provide expert guidance to our
clients in these areas.”

“Service management tools and processes are the foundation for managing the quality of IT and business services. Their impact drives the overall success of any company, enterprise wide,” says Grace. “I’m honored and excited to join SkillStorm as part of the executive leadership team. My goal is to contribute to the continued success of the SkillStorm brand, achieving our company’s vision and exceeding customer expectations.”

Grace has served more than 23 years in managed and operational services executive
leadership roles for companies including Allstate Insurance, eBay’s PayPal division and Bank of America. He holds multiple patents and patent applications in automation, monitoring, integration, knowledge management and more. Grace holds a Bachelor of Science from the University of South Florida and will be based in SkillStorm’s Tempe, Arizona, office.

About SkillStorm
SkillStorm rapidly builds and deploys IT & Operations teams with critical skills in client facilities or in one of our U.S.-based delivery centers. Founded in 2002, SkillStorm specializes in providing services on the leading edge of technology. SkillStorm teams are tasked with executing high-impact projects such as developing applications in agile environments, building mobile apps, harnessing “Big Data’s” potential and strengthening information security efforts for Fortune 1000 and fast-growing tech companies.

SkillStorm is headquartered in Fort Lauderdale, Florida and has offices nationwide: Tempe, Arizona; San Diego and Westlake Village, California; Jacksonville, Florida; Atlanta, Georgia; Chicago, Illinois; Indianapolis, Indiana; New York, New York; Charlotte, North Carolina; Cleveland, Ohio; Pittsburgh, Pennsylvania; McKinney and Plano, Texas; and Richmond, Virginia. Learn more at www.skillstorm.com.

skill-stormFor more information, contact

Andi Zitney
AZitney@SkillStorm.com
480.428.8309

 

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Redpoint Insurance Group Welcomes Michael G. Toole

Dallas, TX, July 07, 2015 — /EPR MANAGEMENT NEWS/ — Redpoint Insurance Group, LLC today announced that Mr. Michael G. Toole has agreed to join the board of directors of Redpoint County Mutual Insurance Company upon the closing of its acquisition of control of the company expected in the next few weeks.

Mr. Toole will bring over 25 years of experience to Redpoint County Mutual’s Board of Directors. He currently serves as the President of Worth Casualty Company, a Ft. Worth based property and casualty insurance company. He also serves as the Executive Vice President of Agricultural Workers Mutual Auto Insurance Company. Prior to these positions, Mr. Toole was the Chief Underwriting Officer of a multi-state property and casualty insurance company.

“Redpoint is excited to have a person of Mike Toole’s caliber to join our board of directors. Mike has been involved in the Texas automobile market for many years and we welcome the opportunity to gain his expertise.” – Christopher A. McClellan, CEO

Redpoint Insurance Group is an insurance holding company headquartered in Dallas, TX with administrative offices in Austin, TX. Redpoint’s principal affiliates now include Redpoint County Mutual Insurance Company and Redpoint Workers’ Compensation.

Media Contact:
Chelsea Beagles
Public Relations Director
cbeagles@redpointinsurance.com
(469) 249-1008
www.RedpointInsurance.com

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M-CAT Enterprises’ CEO Anyck Turgeon Recognized by World’s Largest Organization of Anti-Fraud Professionals

M-CAT Enterprises (M-CAT) today announced CEO and global security expert Anyck Turgeon has been recognized in the 2013 Anti-Fraud Resource Guide (second edition). The guide is published quarterly by the Association of Certified Fraud Examiners (ACFE), the world’s largest organization of anti-fraud professionals. Selected amongst 65,000 active members, Turgeon is an Austin-based Certified Fraud Examiner (CFE). She has successfully fought white collar crime, globally, with tech innovation for more than 25 years.

TURGEON’S LIFETIME FIGHT AGAINST WHITE COLLAR CRIME:

From an early start in her career, beginning at the Ontario Securities Commission (OSC), Turgeon has upheld technology in the arrest of white collar criminals. It was there she discovered and worked on the largest securities fraud in Canada ‘s history, the Connacher’s Bay Street $1B “bought deals.” The scheme, orchestrated by Gordon Capital Corp. CEO James Connacher, required securities dealers to pay companies in advance for public issues.

Connacher’s mid-size investment firm became one of the heaviest financial hitters, involved in nearly every major takeover deal. Gordon Capital wooed the institutional market by accounting for 15%-70% of daily trading on the Toronto Stock Exchange and setting trading records on the American Stock Exchange. As a result of over-extending its financial position and undercapitalizing loans against massive amounts of securities, Connacher was fined, trading activities were ceased and the firm was brought down to its official disappearance in 1998. Turgeon’s technological expertise led to simultaneous engagements in fraud prevention, detection and resolution at the Toronto Stock Exchange (TSX), Thompson Corporation (TC) and Toronto Dominion Bank/Visa Center.

Turgeon credits her success to learning from the following “best leaders” on how to deter fraud and apply technologies towards prevention: George Olah (OSC), James Bailey (TSX), Joseph Oliver (OSC now Honorable Canadian Minister of Natural Resources), Gil Rémillard (former Quebec Minister of International Relations), Marc Pearl (TC), Bradley Foster (TC) and Kenneth Thomson, owner of Thomson Corporation and founder of the famous law and anti-fraud solutions WESTLAW now sold under Thomson Reuters. Inspired by their guidance, Turgeon turned her focus and career towards gaining mastery of innovative technologies.

Throughout her tech years in the United States – especially in the Silicon Valley and Silicon Hills –Turgeon has continued to improve her technological expertise to successfully help numerous victims recover from a variety of embezzlement and financial misconduct cases. CEO Eddy Coenye and elderly couple CEO Jerry Claar and his wife Roe, for example, were assisted in stopping embezzlers, recovering stolen assets and gaining punitive damages – thanks to Turgeon’s tech innovation and mastery.

Already uniquely qualified as a data management and data warehousing expert, as well as a certified fraud examiner, Turgeon is the first certified female data scientist, crowned last month. Combining her latest expertise and premier executive management training from Harvard University and McCombs School of Business / University of Texas and ongoing SANS training in digital forensics, Turgeon is taking the battle to the front line to change the fight against white collar crime with tech innovation.

“Learning one in three decision makers currently do not feel comfortable with the completeness and validity of the data they use is understandable,” says Turgeon. “The gap, unfortunately, expands for fraud fighters, prosecutors and victims,” she confirms.

As an Inmon-certified data scientist—the most sought after experts worldwide—Turgeon can leverage structured data, big data and other unstructured raw content with textual disambiguation to achieve higher analytical velocity and accuracy.

“By accessing and parsing through up to 80 percent of unutilized corporate data, M-CAT Enterprises can anticipate, identify and eliminate fraudulent activity and security breaches across the enterprise pro-actively as well as help victims secure recovery with much more compelling evidence,” explains Turgeon.

Now at the forefront of shaping the anti-fraud solutions for the twenty-first century, Turgeon and her firm M-CAT Solutions can deliver cutting edge solutions for:

– high-wealth individuals and celebrities concerned about fraud scandals;

– corporate executives and governmental decision makers interested in preventing, detecting and resolving fraud incidents promptly and efficiently;

– venture capitalists, shareholders and board members desiring broader, more efficient and more accurate risk assessments;

– defrauded leaders, retired professionals and other consumer victims requiring stolen asset recovery and seeking punitive damages.

Turgeon has been a member of the International Association of Financial Crime Investigators (IACFI) and serves on ACFE’s advisory board member. To review Turgeon’s featured interview, visit:http://www.mcatenterprises.com/Turgeon_AntiFraudResourceGuide.pdf.

To find out how M-CAT can assist you with fraud challenges call 512-547-1509 or visithttp://mcatenterprises.com/submit-a-case/ and schedule a free 60-minute consultation.

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Hunter Boot Ltd. Names Alasdhair Willis as New Creative Director

The UK’s leading designer and retailer of quality wellington boots, Hunter, has announced the appointment of a new Creative Director, and also, a new Commercial Sales Director

Hunter Boot Ltd. today announces the appointment of Alasdhair Willis, as its Creative Director, and Fabrizio Stroppa, as its Commercial Sales Director. Based in London, both roles will report into the CEO, James Seuss, who was appointed in December 2012.

A spokesperson for Hunter Boot explains, “Alasdhair Willis brings amazing creative talent, style, and commercial realisation to the helm of Hunter. His experience with British heritage brands and developing brands globally makes him an ideal choice to lead the creative team at Hunter as we enter our next stage of growth. Alasdhair will define the vision for the brand and develop our creative voice, while working closely with our strong commercial team to bring the world of Hunter to consumers worldwide,” James Seuss commented.

Alasdhair Willis said: “It is a genuine honour and a tremendous opportunity to be in this role at such a significant moment for Hunter. Hunter is a fantastic British brand with enormous potential. It has a very strong history dating back nearly 160 years, and I believe the Hunter story and spirit are just as relevant today. The business has already built a strong foundation for growth with its current product offering, centred on theOriginal Boot. Going forward, we will be focused on expanding the footwear business while building on the exciting opportunities in other categories such as outerwear. We will also be clearly defining the brand’s position in the market and communicating our unique vision across all platforms. I look forward to working with the growing and talented design team.”

Jim Seuss remarked, “I am also pleased to welcome Fabrizio Stroppa to Hunter as Commercial Sales Director. With over 25 years of experience working with luxury brands, including Mulberry, Giorgio Armani and Donna Karan, Fabrizio brings an incredible wealth of expertise in the luxury goods sector. He will be integral to the further development of Hunter’s international presence.”

Fabrizio Stroppa commented, “I am delighted to be joining Hunter at such a unique stage in its development. With James’ strategic and commercial leadership and the new creative direction, Hunter now has the dynamic team needed to create a global brand. As we develop and open new markets, we will be working with some of the best retailers in the world to showcase the Company’s collections. Hunter also plans to launch branded shop-in-shops in key markets and flagship stores in key cities worldwide.”

The first new collection for the brand will be showcased for Autumn/Winter 2014. Willis will also maintain his role at his Creative and Branding consultancy firm.

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Inventory Management Specialist Phillip Slater Releases New e-Book The Optimization Trap

In a move that capitalizes on technology’s ability to provide written works through mobile devices and financially supports community philanthropies, The Optimization Trap has been recently released exclusively in digital format. Written by inventory management expert Phillip Slater, the book is now available on Kindle, Kobo, Nook, iPad, Sony, and other e-readers. Mr. Slater’s previous books were published in hard copy by Industrial Press, New York, the world’s oldest industrial education publisher.

Mr. Slater will donate 100% of the proceeds from this e-Book to the Initiate Action Community Fund, a sub fund of The Australian Communities Foundation (ACF), that Phillip and Mercedes Slater established in 2011 to support educational initiatives and causes.  The Australian Community Foundation (previously Melbourne Community Foundation) aims to generate and distribute philanthropic resources to address emerging social issues and to meet the needs of its communities.

“Digitally publishing The Optimization Trap achieves many goals for me: the digital format not only provides readers with more accessibility, but it costs less to purchase. Using a digital format also allows us to channel 100% of the proceeds into our Initiate Action Community Fund which supports various educational causes through ACF,” said Mr. Slater.

Following years of helping companies improve their profit and reduce working capital, Mr. Slater wrote The Optimization Trap to help managers understand why optimization programs often fail to achieve their intended results. The book exposes the pitfalls of optimization programs while offering viable solutions. Based on Mr. Slater’s years of experience in inventory management, he identifies optimization traps and illustrates how to remedy these and achieve peak performance in operations.

“Improving operational outcomes typically involves optimization. It is what managers do. However, sometimes when seeking to optimize, people take actions that, without realizing it, limit both their options and their results. This is what I call the Optimization Trap,” stated Mr. Slater. “How do you make sure that you don’t get caught in the optimization trap and, if you do, how do you get free? This book identifies the key principles to both identify and be free of the ‘trap’.”

Similar to best selling management books such as The Goal, Who Moved My Cheese, and Fish!, The Optimization Trap uses an easy to read narrative style. By using inventory management as the example, Mr. Slater is able to address familiar, realistic everyday scenarios faced by managers and discuss how to apply the principles for avoiding the Optimization Trap. This book speaks not just to inventory managers; its tips and principles are applicable to any situation where managers are seeking to achieve optimal performance in its operations.

For Kindle users, please access the ebook The Optimization Trap via Phillip Slater author’s page at Amazon.com: http://amzn.to/L9npFE

For PDF (PC or Mac), EPUB (iPad, Nook and most ebook readers) please visit:http://bit.ly/L9nusU

For more information about the Initiate Action Community Fund, go to:http://bit.ly/MhynZ1

For video of Mr. Slater summarizing a number of his books, including The Optimization Trap, please visit http://youtu.be/q762uyFFjWs

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Do You Know How School Prepares You For Success?

All activities that you engage in can be training fields for success. This includes school and all of the activities associated with it including class, extracurricular activities and sports.

The most important aspect of how school prepares you for success is that it teaches you how to learn. In elementary school you learned some of the most important skills of all how to read and write. If you can read and write you can get additional information from books and you can use powerful technologies such as computers and the internet. A person who knows how to read and write has the ability to learn for the rest of his or her life.

School also teaches you how to plan, if you can put together a report you can create a business plan. If you can plan you can organize and apply information.

Socialization and Emotional Intelligence
An equally important example of how school prepares you for success is socialization or emotional intelligence. You can learn how to get along with others, to live and work with them in school. School teaches you vital social skills such as networking and working within the group or organization. It also teaches you how to live and work with those whom you might not get along with.

Through sports and similar activities school teaches you how to strive for a goal and to work with others on a common goal. It also teaches you how to win and lose.

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Increase In Leadership Training For Young Execs Seen

This is in answer to the growing demand for younger, more dynamic managers to fill in the shoes of their older and graying counterparts who are just one step towards retirement. For the young and ambitious, this is the most opportune time to enroll on this program and hone their leadership skills in preparation for a more stable and for many, an exciting future as CEOs.

Statistics reveal that among the present crop of eager young hopefuls impatient to get to the top, it is the more aggressive, and hungrier crop and more driven, thus more likely to develop into good leaders in the race to the top. The training programs offered are available on line, so there is less demand for the trainees in terms of time and effort. The programs offer tips on how to improve individual skills, managerial abilities, personality development, confidence building, decision-making, employee management and the like. While the importance of training programs cannot be overemphasized nor undermined, inherent ability to deal with situations and quick thinking should not be over looked, nor the ability to sustain grace under pressure.

The programs are many and varied. For the young and eager learners, training to be good leaders is a new and exciting world of intensive discovery about individual capacities and strengths as well as weaknesses, as well as getting to know more about people, learning more about their behavior, attitudes, idiosyncrasies and what they want remain hidden from their peers.

These programs are keyed in on young people’s ability to adjust faster than the older colleagues, and fast learning skills. Due to a highly competitive corporate world, more programs are tube din on the unorthodox, and less traveled career paths to challenge the imagination of young minds, and induce their creative and productive juices deal with their competitors.

The training programs target the younger group who think they have what it takes, but are also open to their older peers who also believe that they have more than just being driven and eager, but are more experienced and thus, have an edge over the young trainees.

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Management Training in a Bad Economy

One of the biggest mistakes many organizations make is to cut back on management training and leadership development in a bad economy. These outfits cut the resources for these vital functions at the time when they are needed most.

A company needs trained managers and real leaders most when it is facing difficulties such as falling sales and dwindling resources. Yet many management teams chose not to devote money and resources to efforts to provide these individuals. In many cases, the resources and support for managers are cut even as their workload increases.

Management training programs combined with serious leadership development efforts can help an organization cope with the challenges posed by shrinking, low morale and falling sales. An example of how such efforts can help is generating new ideas.

There are many creative, intelligent and capable people working in every organization. Many of these people have the capability to manage and lead if they are given the tools. A leadership development effort can identity those people while management training can increase their capabilities.

Such efforts save the organization money because it does not have to hire new managers from outside. It also gives the best and most capable workers an incentive to stay with the organization and commit to it its future.

Developing a pool of managers with leadership potential is also a good way to build a foundation for the economic rebound. The companies that do this will have the resources available to hit the ground running and start expanding when the economy starts growing again. History shows us that economic booms usually follow economic downturns.

There will be many new opportunities appearing in the years ahead, new technologies, new industries and new markets will appear. Organizations need leaders that can recognize these opportunities and managers who can take advantage of them. Those that devote resources to management training will reap these rewards.

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Change Management for the Future

Successful organizations do not react to change: they anticipate it and manage it. Change management does not mean controlling change, nobody can do that. Change management means being prepared for change so you can survive and succeed, in spite of it.

Designing a Successful Change Management Process

Designing and implementing a successful change management process is actually easier than you might think. All you have to do is sit down, list the changes you expect then start devising strategies for dealing with them.

The best way to do this is to get representatives of every department in organization together. Then have each of them list the changes he or she expects in the near future. Once that is done you can start devising a change management strategy to deal with the changes that are most likely.

The IT manager might note that the software you are using will soon be obsolete or that the computers will soon need to be replaced. The team could devise a strategy for purchasing and deploying the new software and equipment. It could devise a budget for purchasing it, a strategy for coping with the change over and for educating the team in the use of the new equipment and software.

Part of change management is listing all the problems a change might entail. For example bringing in new software will require you to successfully put all the data in the old system into the new. Is that possible and if so what will it take.

You can also anticipate disruptions to business and potential customer service problems. For example will the organization have to shut down while the changeover is in progress? Will that cut business and how can it be done without driving customers away. Will sales people be able to fill orders while the computers are unavailable?

Brainstorming to address these problems is the essence of change management. Once you have mastered that your organization can survive and thrive. For example you can create smart goals to convey the change management strategy to the team.

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Making Leadership Training Effective

The cornerstone of every effective leadership development effort must be realistic and effective leadership training. No large organization can survive or succeed in today’s world without effective leadership training programs.

Simply hoping that leaders develop within your team or that you can hire really good candidates for leadership is not enough. To succeed you must learn how to develop leaders in house. Developing your own cadre of leaders will always be cheaper and more effective than hiring outsiders.

Some Indications of Effective Leadership Training Programs

1. Employee engagement: people want to participate in the program because they feel they will actually learn something from it.
2. Faith in the program: management feels confident when promoting graduates of the program.
3. Increased morale: people feel good after completing the program and when participating in it.
4. Involved: the leadership training program is in line with the company’s goals. For example it is training people in the skills needed for expansion.
5. Long term: employees participating in the program feel that they will be involved in it for years. They develop a long term commitment to the company by participating in the program.
6. Strategic: the program imparts the organization’s strategy to the employees so they understand it and know how to implement it.

If your leadership training program does not fit these descriptions it is probably a waste of time and money. A good place to begin a leadership development program is with a list of Smart Goals. Sit down create goals for the company then start thinking about the kind of leaders you will need to achieve them.

Once you’ve done that ask yourself: how can I transform the leaders I have today into the people who will achieve those goals? When you have answered that question you will know how to set up an effective leadership training program.

Via EPR Network
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Management Training in Today’s World

Management training has proved to be the most efficient and most effective tool in boosting productivity and increasing employee morale.

The biggest complaint that employees have about management today is that managers do not know what is going on. Too often workers complain that the manager really does not understand the company or what we do here. He or she knows nothing about the technology, the customers, the services we provide and everything else.

Management training programs can address this need by creating leaders and managers that understand the organization and what it does. Instead of hiring people just out of college and hoping they can learn the process; an organization can give its most knowledgeable and effective employees management training.

That way it can develop a cadre of leaders that really understand the industry. Many of the most effective organizations including UPS , Wal-Mart and the United States Marines Corps have intensive management training and leadership development programs. These organizations are successful because they spend time and effort on leadership development.

More importantly their leadership teams can rely upon their managers because the managers know the organization and its goals. They know that the manager on the floor can be trusted on to make the right decisions because she knows what is going on there.

Management training can increase employee morale because employees will be much more likely to listen to, respond to and pay attention somebody who rises from the ranks. No employee will ever respect or listen to a manager who does not know what he is talking about.

Yet, many organizations are full of such managers. In some situations, employees end up training the manager. That destroys the chain of command and makes both discipline and employee morale impossible.

Setting up a management training program as a part of a leadership development effort will pay off. In particular it will pay off in the form of managers that know the business and how to succeed in it.

Via EPR Network
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Leadership Development in a Bad Economy

Quite a few organizations make the mistake of eliminating or cutting back on leadership development efforts when the economy gets bad. Leadership training programs are often the first thing to be eliminated and the last thing to be restored when the budget cuts start.

Cutting back on leadership development efforts during a bad economy is a terrible mistake. Organizations and companies need visionary leadership in a bad economy. Yet they refuse to pay for the tools needed to develop such leadership.

The challenges are greater than ever but the leaders needed to guide companies and agencies through the economic challenges may not be there. To make matters worse there could be little or no money to use to lure effective leaders in from the outside.

That means organizations will need to make due with their existing employee bases. It makes sense to give those employees the training and tools they need to become effective leaders. It also makes sense to have a cadre of trained leaders that are willing to step up and take command when the going gets tough.

Leadership development and leadership training are not luxuries. No company or organization can survive without leaders and leadership. So it makes sense for an organization to increase its investment in leadership development during a bad economy.

Such efforts will show employees that they are valued, and give the most creative and successful workers a reason to stay even if salary increases are not available. Workers who know that their loyalty and hard work could be rewarded with a leadership position are more likely to stay. Workers who think that leadership roles are reserved for outsiders will start sending out resumes.

Leadership development is vital to the survival of any organization and cannot be ignored even in today’s poor economy. Those organizations that spend money and resources developing new leaders will thrive and succeed in the years ahead. Those that do not will perish.

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Poll: 60 Percent of Israelis: ‘President Barack Obama’s Best Quality is His Power of Persuasion and Public Speaking Skills’. 50 Percent: ‘Obama is the Best Speaker among Western Countries’ Leaders’

Poll: 60 percent of Israelis view “power of persuasion and public speaking skills” as President Obama’s strongest personal characteristic. 10 percent consider that his strongest quality is “daring”. A further 10 percent consider that “the striving for excellence” is his most prominent quality. 7 percent think that “authenticity” is the President’s prime quality.

Poll: 60 Percent of Israelis: 'President Barack Obama's Best Quality is His Power of Persuasion and Public Speaking Skills'. 50 Percent: 'Obama is the Best Speaker among Western Countries' Leaders'

Poll’s additional disclosure: fifty percent of Israelis view President Obama as the best speaker among the leaders of the western countries.

These findings were revealed by the first survey of its kind undertaken in Israel by Market Watch, a research and public opinion poll company. The telephone poll was carried out on a national sample of the mature Jewish population in Israel, (aged 18 +), in celebration of the publication in Israel of the new book “Barack Obama’s Secrets of Influence and Persuasion”, by Gil and Nili Peretz.

According to the survey results:
Almost half of Israelis rank President Obama as the best speaker among leaders of the western world.

Poll results:
1. President of the United States, Barack Obama – 47 percent.
2. Chancellor of Germany, Angela Merkel – 12 percent.
3. President Sarkozy of France – 10 percent.
4. Prime Minister of Italy Berlusconi – 7 percent
5. New Prime Minister of Britain, David Cameron – 2 percent.

Analysis of the survey’s findings reveals additional results:
A: Gender comparison: 66 percent of men in Israel think that President Obama’s most prominent quality is his power of persuasion and rhetoric. A little more than half the women chose this quality (53 percent). The percentage of women, who chose “daring” as the President’s dominant quality, is almost double the number of men (12.9 percent of women versus 6.8 percent of men).

Comparison among the leaders, more than half the men (54 percent) chose President Obama as the best speaker, compared to 41 percent of the women.

President Sarkozy received the support of 11.5 percent of women’s votes, in comparison to 7 percent of men’s votes.

B. Comparison by age: young people at the ages 18 – 24 chose the “daring” quality twice as much as the rest of the population age groups, as President Obama’s strongest quality: 19.8 percent of young Israelis chose this quality. 50.1 percent of them chose his rhetoric ability facing an audience.

The book “Barack Obama’s Secrets of Influence and Persuasion” was written in Hebrew by an Israelis couple who are experts in their fields: the international speaker Gil Peretz, together with the excellence researcher, Nili Peretz, and was published in Israel by “Matar” Publishers, who publish Hebrew translations to works by Jack Weltch, Tom Peters, Spencer Johnson, Ken Blanchard, Lee Iacocca, Harvey Mackay, Robert Kiyosaki, Dan Arieli and Rudolph Giuliani.

Gil Peretz lectures across the globe on Obama’s effective secrets of communication, and the manner they can be utilized in speeches, presentations, sales meetings, and appearances in the media. Over the last two decades, Peretz has been advising and coaching company directors, international corporation chairmen and politicians in various countries, in preparation for important appearances in the media, and toward significant speeches in their career. Among others he has in the past coached and advised two Israeli Chiefs-of-Staff, ministers and ambassadors. Gil Peretz has worked with directors of international organizations such as: Microsoft, Allergan, Merck/MSD, Teva, HP, Hilton, British American Tobacco, Manpower, M-systems, SAP, and more.

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EXDYSIVITY – New Management Concept Helps Businesses Self-Reform

The new economy needs a new philosophy. Readers can find that in EXDYSIVITY: AN INTRODUCTION TO A NEW MANAGEMENT CONCEPT. “Old” business practices are becoming obsolete, yet companies and employees are still shackled to them, sticking to a black and white numbers mentality and ignoring the implications of the non-financial. This non-flexibility is a real threat to the survival of businesses everywhere.

But Yanyong Thammatucharee, in EXDYSIVITY, explains how to transform a business into a highly adaptive member of the world. This management plan not only helps a business today, but outlines how to ensure long-term survival. This revolutionary guide explains how adherence to key performance indicators can adversely affect team performance, how archaic back-office functions keep a business from thriving in the twenty-first century and what role corporate responsibility plays in the success of a business. It even explains how to look at standard accounting practices differently. If productivity is required for better cost position, EXDYSIVITY is necessary for systemic reform of businesses in the 21st century.

Author Thammatucharee has 20-plus years experience in finance and accounting for a number of major firms, and currently is senior vice president of accounting and finance for a Thai group of retail and marketing firms. His experience brings the unique perspective that created EXDYSIVITY. His philosophy is not only a business management plan, but a life management plan. It starts in the mind and is an organic process. He explains it best in this excerpt from the book: “Understanding the exdysivity process can give an organization a chance to exist. It’s not a long process, but it is a continuous one that requires being alert and facing up to any new challenges we have to face every day.”

EXDYSIVITY is available only at Amazon.com. To contact Mr. Thammatucharee, please e-mail him at yanyong.thammatucharee@gmail.com

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Daniel Soffer Appointed as Committee Chair of LMN

Search Office Space (North America) Vice President, Mr. Daniel Soffer, has been appointed to serve a term as Chairman of the Local Member Network (LMN) Committee of the Office Business Center Association International (OBCAI).

Daniel Soffer Appointed as Committee Chair of LMN

In this newly appointed role as Committee Chair for the LMN with OBCAI, Daniel will be one of the key people responsible in helping establish new LMN’S and grow existing ones throughout North America on behalf of the business center community. In addition to this new role, Daniel’s previous work with OBCAI includes serving as Chair of the Broker Practices committee for 2009 resulting in Daniel winning the OBCAI Associate Member award.

Daniel Soffer, Vice President of SOS > Search Office Space commented: “It’s an honour to be playing an active role in such a vital organization as OBCAI. It’s a growing trade association not only representing North America but internationally too. My current role involves working alongside business center operators and associate members to help grow and establish Local Member Networks throughout North America and with its widening scope help provide ever improving services and performance to prospective tenants.”

OBCAI is the leading member owned non-profit international association that currently represents the office business center industry. The membership network for OBCAI exists in more than 400 locations around the world and includes business center owners, managers, and other service providers working in the industry. Members enjoy a variety benefits and have access to proprietary industry information generated by OBCAI to support the professional and business development of members as well as taking a leadership role in fostering the continued growth of the industry. As the leading trade organization, OBCAI is also the primary resource of information for the office space and executive suite industry.

About SOS > Search Office Space:
SOS > Search Office Space was established in 1993 as the very first business organization dedicated to providing serviced office space brokerage services in the United Kingdom. Since that time, SOS has expanded globally through satellite offices in the major office space markets in the world. With the US headquarters in Manhattan and offices in California, SOS > Search Office Space is ideally placed to provide services across key American locations, with office space in NYCoffice space in Los Angeles andoffice space in Atlanta available. SOS also has offices in Central London and Hong Kong. In addition to its global presence, SOS reaches and connects with clients looking for flexible office space anywhere in the world with a database of office business centers, which is easily accessible via the company’s website where users can search for office space and executive suites in more than 6,000 locations.

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Barclaycard Has Appointed Jim Wadsworth As Its Head Of Strategic Product Management For Prepaid

In his new role, Jim will be responsible for driving forward Barclaycard’s prepaid card activities in the public and private sector.

Jim joins Barclaycard from JP Morgan where, for the past two years, he was responsible for developing and launching its prepaid and commercial credit card offerings in the UK and Europe. Prior to this role, Jim was Chief Marketing Officer of Simpay, the pan-European mobile payment initiative and has also held the position of head of m-commerce at Vodafone UK.

Commenting on his appointment, Jim, a former board director of the Prepaid International Forum, said: “I’m excited by Barclaycard’s commitment to payment innovation and am looking forward to leveraging Barclaycard’s extensive commercial payments activities by developing new prepaid products for both the public and private sector.”

In August 2009, Barclaycard published figures about their customer numbers that showed that it has 11.9m UK customers, 11.8m international customers and 88,000 retailer/merchant relationships. In addition to the UK, Barclaycard operates in the United States, Europe, Africa and the Middle and Far East.

Barclaycard also issues charge and credit cards to corporate customers and the UK Government. Barclaycard partners with a wide range of organisations across the globe to offer their customers or members payment options and credit cards.

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Ronald Banaszak Nominated for Board of Directors for CMAA

The Nominating Committee of the Club Managers Association of America (CMAA) has released the 2010 slate of candidates for officers and directors. Mr. Ronald Banaszak, CCM, General Manager/Chief Operating Officer of the St. Francis Yacht Club (www.stfyc.com) has been nominated as a Board of Director for the 2010 election.

The CMAA has more than 6,000 members, spanning the entire United States as well as Canada, South America, Australia, Europe and as far as South Africa.

As a dedicated and active member of the CMAA since 1995, Banaszak has volunteered for many committees and special projects which prepared him for his term as President of the Southern California Chapter of the CMAA. In 2008, the four California Chapters merged into one large Golden State Chapter of the CMAA.

Banaszak believes in the importance of the ongoing education that CMAA provides for its members. “Our focus needs to remain on fulfilling the educational needs of the members, as well as continuing to foster an environment of camaraderie and keeping the bar set very high as it relates to professionalism,” he states. “By living and enhancing these standards, our association will perpetuate its reputation as the leader that others will follow and emulate.”

“Our association needs volunteers on the Board that can lead, and leadership is a skill CMAA has a track record of developing in its members. Being a product of this leadership development, I am confident this is the area I can best serve CMAA,” says Banaszak. His nomination to CMAA is supported by the Board of Directors of the Golden State Chapter, the Board of the St. Francis Yacht Club, as well as his wife and children.

More information about Ronald Banaszak and his campaign can be found at:
http://banaszakgivingback.blogspot.com/ or
http://www.linkedin.com/groups?gid=2351266&trk=hb_side_g

Leadership Failure Is Epidemic Claimed Will Marré, Leadership Development Speaker

Leadership failure is epidemic, claimed Will Marré, leadership expert and the author of a new book, Save the World and Still Be Home For Dinner (Capitol Books, Sept. 2009), at the recent Excellence in Workplace Forum in San Diego. As evidence, he pointed to the successive failures of corporate leaders and the demise or bankruptcies of companies ranging from Enron to GM as well as the bailouts of our global financial system. In his remarks, however, Marré inspired senior executives and human resource leaders to be apart from these leadership failures by embracing a new leadership framework.

Marré proposed that leadership development has been dominated by business schools over the past forty years which has led to a “dumbing down” of leadership to a set of skills and attributes. He proposed that reducing leadership to abilities such as decisiveness, discipline, vision and inspiration fail to distinguish the critical difference between Hitler and Churchill or Stalin and Roosevelt. “The core problem,” stated Marré, “is that we’ve abandoned the first principle of leadership which answers the question, what am I trying to accomplish? If we are going to have a sustainable future leaders must have a noble intent, a purpose beyond self-interest.”

Leaders want to make a change in how they do business. A recent global survey by McKinsey and Company reveals that over 70 percent of global leaders say they need to improve their performance in solving social and environmental problems but are not sure what to do.

Research reported by Ashridge Business School reports that 76 percent of CEOs and senior executives believe that it is important that senior executives have the necessary knowledge and skills to respond to trends like climate change, resource scarcity and doing business in emerging markets marked by poverty, corruption and human rights violations. Alarmingly, however, only 8 percent believe that these knowledge and skills are currently being developed very effectively by either their own organizations or by business schools more broadly.

Marré has the answer for this leadership development dilemma, his new leadership framework he calls REALeadership. He stated, “If we are going to avoid the massive potholes in our future – resource depletion, environmental collapse, trade wars, massive unemployment, market disruptions and corporate extinction – we need leadership of a different kind, now.” Marré’s REALeadership framework creates a new, three-dimensional business model that “REALeaders” must take on in order to thrive in the coming decade. To find out more about REALeadership, visit Marré’s blog, CSR and the 4 Ideals of Socially Responsible Leadership.

Marré truly believes that REALeadership is the only leadership for a thriving future. In “The Future of Work: Engaging Employees to Drive Innovation” Marré discusses how leadership in the 21st century workplace based on creating a sustainable future drives employee engagement and innovation based on shared values where value is added to both the future and the bottom line. Furthermore, in his leadership development workshops, Marré shows organizations how a future of environmental sustainability, increased world health, and educational and economic opportunity create the greatest business opportunity in history.

About Will Marré:
Will is an Emmy Award-winning writer, leadership speaker and coach. He is the co-founder and former president of the Covey Leadership Center (The 7 Habits of Highly Effective People) and CEO of the REALeadership Alliance where he helps leaders identify, communicate and implement new socially strategic business models. Will has been a personal leadership coach and advisor to multi-billion dollar global companies such as Disney and Johnson & Johnson. For the past 10 years he has focused on making corporate social responsibility strategic. His book, Save the World and Still Be Home for Dinner will be released in fall 2009.

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