Asset Management Quotes

Effective risk management and compliance are essential for protecting the company's assets and reputation.

The best way to protect an asset is with systems that self organize and self execute behaviors which function as protective to the asset.

When we look at asset protection from a natural perspective, we realize that in nature, assets are protected not with fences or walls but with internal and external immune systems. So the best way to protect an asset is with systems that self organize and self execute behaviors which function as protective to the asset.

Every business has to prioritize protecting its assets.

Procrasdemon will steal the most valuable asset you have - time.

At Mayflower-Plymouth, we like to invest multiple kinds of Capital into businesses — financial capital, social capital, intellectual capital and more. We have a holistic approach to investing and Asset Management.

A robust cybersecurity framework is essential to protect a company's digital assets, sensitive data, and critical infrastructure.

3 people get stranded on a remote Island A Banker, a Daily Mail reader & an Asylum seeker All they have to eat is a box of 10 Mars bars The Banker says "Because of my expertise in asset management, I''ll look after our resources" The other 2 agree So the Banker opens the box, gobbles down 9 of the Mars bars and hands the last one to the Daily Mail reader He then says " I'd keep an eye on that Asylum seeker, he's after your Mars Bar

Return on Investment should be holistic.

Investing is an art and a science, not a hobby.

I hate debt - except when I’m buying it at a premium and expecting to earn a profit on it.

At Mayflower-Plymouth, we approach Asset Management from a network and systems perspective as opposed to from just an entity perspective. We learn from nature and we look at how the mycorrhiza network is a manager of Capital and an allocator of Capital, both a means and a method - and we try to operate in the same way.

Mayflower-Plymouth will have more than $55 Billion dollars in Assets Under Management by 2030. By then we may be measuring primarily in ETH though.

Things nature is good at include - organizing matter in a way that is multi functional, mass customization, network adaptation to circumstance, responsive evolution, growth as a mechanism for construction, decentralization, data management and asset management. Regardless of what kind of business we are talking about, there's something vital to learn from nature.

From a business perspective, an asset is anything that generates consistent reliable cash flow/revenue. One of the core duties of business management is to nurture business assets to ensure that the business’s income continues and grows perpetually. Because ultimately, assets are what make a business a business.

The word no is like an asset in a metaphorical bank account where our life’s energy is the holding. Use it to save, and use it to earn a greater sense of yourself, what’s important to you, and where you want to spend your time and energy.

I don’t believe we have to choose between capital preservation, income and growth. All of these are attainable at the same time, but to varying degrees.

By actively overseeing and providing guidance on risk management and cybersecurity, the board demonstrates its commitment to protecting the company's assets, reputation, and long-term success.

Nature is great at hedging investments. Nature doesn’t hedge by betting for and against the same things. Nature hedges by cultivating resilience.

The wise study the numbers and their ways. The wise count their movements and their stays.

Nature has mastered compounding. At Mayflower-Plymouth we want our capital, profits and growth to compound the way compounding happens in thriving forests.

Large scale investing is best done by professional investors, not hobbyists.

The value of a business is a function of how well the financial capital and the intellectual capital are managed by the human capital. You'd better get the human capital part right.

Finally, Peeta turns to Pollux. "Well, then you just became our most valuable asset." Castor laughs and Pollux manages a smile. We're halfway down the first tunnel when I realize what was so remarkable about that exchange. Peeta sounded like his old self, the one who could always think of the right thing to say when nobody else could... I glance back at him as he trudges along under his guards, Gale and Jackson, his eyes fixed on the ground, his shoulders hunched forward. So dispirited. But for a moment, he was really here.

We believe in active portfolio management but not aggressive portfolio management.

A portfolio that exists in service to God is a portfolio blessed by God.

Asset protection is critical in business. And the best way to protect an asset is with systems that self organize and self execute behaviors which function as protective to the asset.

I try to be a good investment to God. All the good things he’s given me, I aim to multiply and return to him and his purposes a maximum ROI. I’m just a tree in his fruit garden aiming to produce good fruit.

At Mayflower-Plymouth we aim to employ capital and maximize ROI for central banks, sovereign wealth funds, pension funds, corporations, foundations and endowments, and individual investors around the world.

Restructuring of federal income tax rates can have significant impacts on municipal bond assets.

I hate debt - except when I’m the lender.

Portfolio resilience protects assets from loss.

Capital is a lot like people; it needs to be employed.

Risk parity is already inherent in the permaculture investing approach. Nature already figured out risk parity through millions of years of Research & Development. In learning from nature, we also learn to employ natures risk parity as part of our approach.

In Financial markets, trust is imperative.

At Mayflower-Plymouth, we aim to steward capital the way nature stewards capital.

Time is the pivot of life activities. When you miss a second, you miss a time in your lifetime! Time is undoubtedly the greatest asset one can ever acquire. The ultimate and real time is in the mind. Time is thought and thought is time. To mind your time, mind your thought! To mind your life, mind your time!

Active capital management aligns with biblical principles. I believe Jesus’ Parable of The Tenants illustrates this well. Capital should be actively stewarded, and never idle and never passively held.

Many Asset Managers today have a sort of pristine mathematical prowess paired with access to the most astute technology. But they lack a fundamental understanding of business. How do you invest in something that you don’t understand, except in theory?

Gratitude multiplies things to be grateful for. Faith multiplies proof of faithfulness. Love multiplies circumstances that facilitate love.

we often place too much emphasis on making decisions and too little on managing the decisions we've already made.

Investment Portfolios should be actively managed.

One day I hope for Mayflower-Plymouth to perhaps have more than $1 Trillion in Assets Under Management.

We cannot have a healthy economic system if all the money is being invested passively. Active money management is vital to economic well-being.

I love having statistical advantages.

There’s nothing more disastrous than unemployed capital.

Disengaged ownership of capital causes ownership of capital disengaged.

Nature doesn’t have puts on one side and calls on the other side of the same things, nor does it waste energy betting against the same life it works to cultivate. Nature doesn’t insure high risk gambles by trying to be both the casino and the player. Instead, nature insures capital and profits through a variety of complimentary approaches. At Mayflower-Plymouth we aim to emulate nature in this way with how we approach investing and asset management.

At Mayflower-Plymouth, our investment process is driven by our Principles of Permaculture Capital Stewardship, a set of principles that emphasize modeling nature to preserve capital and maximize ROI.

There is a spirituality to money & we understand that at Mayflower-Plymouth. And that’s why conscious people like to invest with us. That’s why vegans and vegetarians like to invest with us. That’s why people who understand the laws of attraction and karma and resonance and noetics like to invest with Mayflower-Plymouth.

Our Principles of Permaculture Capital Stewardship set us apart from other Asset Management firms. These principles allow us to model nature in the way we steward Capital to ensure portfolio resilience, steady ROI and profit.

Information technology (IT) assets must be protected from external and internal activities detrimental to effective and efficient functionality.

In nature, capital is never stagnant. Capital exists in service to life - at all times.

To acquire an asset at greater cost than value is simply unwise.

A business can drift aimlessly if it is efficient but not effective. A business can lose money excessively if it is effective but not efficient.

Mayflower-Plymouth Capital LLC is a Capital Management Firm based in Arlington Virginia and operating internationally.

most people overrate decision making, and they underrate decision managing.

One way to improve efficiency is to streamline processes according to schedules, required inputs and expected outputs.

At Mayflower-Plymouth, we believe it’s very important to have high ethical standards regarding our Assets Under Management.

There’s no amount of charts and equations that can replace a fundamental understanding of business.

Every innovation—technological, sociological, or otherwise—begins as a crusade, organizes itself into a practical business, and then, over time, degrades into common exploitation. This is simply the life cycle of how human ingenuity manifests in the material world. What goes forgotten, though, is that those who partake in this system undergo a similar transformation: people begin as comrades and fellow citizens, then become labor resources and assets, and then, as their utility shifts or degrades, transmute into liabilities, and thus must be appropriately managed.

At Mayflower-Plymouth, we take our Assets Under Management very seriously. We see ourselves as stewards of capital and we feel a profound sense of responsibility with the capital we steward.

As Asset Managers, our purpose is to grow wealth. Our clients should be wealthier because of our management. And society should be wealthier because of our investments. This is a priority at Mayflower-Plymouth.

There’s no amount of data that can replace an investors ability to empathize with the entrepreneur. There’s no amount of computational capacity that can replace a genuine and instinctive understanding of business management.

At Mayflower-Plymouth, we believe it’s important to treat other people’s capital with the same degree of care with which we treat our own capital. We take stewardship very seriously when it comes to our Assets Under Management.

Fred didn’t groom Donald to succeed him; when he was in his right mind, he wouldn’t trust Trump Management to anybody. Instead, he used Donald, despite his failures and poor judgment, as the public face of his own thwarted ambition. Fred kept propping up Donald’s false sense of accomplishment until the only asset Donald had was the ease with which he could be duped by more powerful men.

Hard work is about getting the job done by any means necessary. Smart work is about getting the job done by the least means necessary. In both cases, the same job gets done. Both are effective. But the latter is more efficient than the former.

At Mayflower-Plymouth, we pair our deep understanding of business and economies with our study of natural ecosystems to invest in productive assets across the globe. We aim to help our clients employ capital and maximize ROI by combining fundamental asset selection with proprietary methodologies based on modeling natural ecosystems.

Information is a significant component of most organizations’ competitive strategy either by the direct collection, management, and interpretation of business information or the retention of information for day-to-day business processing. Some of the more obvious results of IS failures include reputational damage, placing the organization at a competitive disadvantage, and contractual noncompliance. These impacts should not be underestimated.

We believe that active management and passive management are not necessarily contradictory ideas.

All stakeholders should benefit from the capital we allocate in our portfolio, on a net value add basis.

We believe that the capital in our portfolio should be a platform for utility and a facilitator of life.

We believe that capital must be cared for – stewarded.

Being net value adders puts us better positioned for long-term growth and longevity – because in the long term, capital flows to net value adders.

Nature was a quant way before all of these MBAs and Economists were quants. I respect MBAs, and I respect economists. I just happen to respect nature more.

Never be shy to invest in yourself and in your own personal development, as this is your most valuable asset.

The sooner we associate long hours and multitasking with incompetence and carelessness the better. The next time you hear boasts of executives pulling an all-nighter or holding conference calls in their cars, be sure to offer your condolences; it's grim being stuck in sweatshops run by managers too ignorant to understand productivity and risk. Working people like this is as smart as running your factory without maintenance. In manufacturing and engineering businesses, everyone learns that the top priority is asset integrity: protecting the machinery on which the business depends. In knowledge-based economies, that machinery is the mind.

You are a manager nonetheless who you are. There is a business worth keeping and you are the manager of that business. Yes, the business of your life. There is a big asset worth managing. Yes, your choices. As a manager of your own life, your choices are your assets. They form the pivot for the doom or boom of the business of your life. Some will be great managers and others will collapse the business of their lives by their choices or stay in mediocrity with the business of their lives.

Since business is an exchange of value, with the greatest profits afforded to the businesses that add the most value most additionally – being a net value adder positions us to achieve the greatest ROI.

At Mayflower-Plymouth, we analyze global markets, analyze businesses and employ a range of strategies that emulate natural ecosystems to deliver holistic and industry-consistent investment returns. Our approach emphasizes preservation, steady compounding growth and steady returns for our capital partners and clients.

It is imperative to acquire assets at a financial cost that is less than their value. Timing the purchase based on changes in the marketplace or other factors may present great opportunity to widen the margin between cost and value.

Once a church incorporates, they inadvertently introduce craving (not to be confused with ambition), leaders who covet power. “Incorporating” triggers an instinctive race to the top, an irrational fear of bad publicity, and the international sign of failure: loss of assets. Welcome to the world of sick power-circles, and inadvertent church-hurt. Lamentations, pg Intro

Business will forever be a platform for people to exchange value. People are largely unpredictable, and value is largely subjective. This is the space where humans will always outperform AI – the space where active management will always be necessary.

Everyone knows about market risk and management risk. But there are a variety of non obvious risks to consider when managing a portfolio of investments. They include political risk, share premiums and discounts risk, Interest Rate risk, Income Risk, Tax law changes risk, valuation risk, and liquidity risk, among others. This is why professional active portfolio management is the way to go.

Meanwhile, peer-to-peer blockchain networks and cryptocurrencies such as Bitcoin might completely revamp the monetary system, making radical tax reforms inevitable. For example, it might become impossible or irrelevant to calculate and tax incomes in dollars, because most transactions will not involve a clear-cut exchange of national currency, or any currency at all. Governments might therefore need to invent entirely new taxes—perhaps a tax on information (which will be both the most important asset in the economy and the only thing exchanged in numerous transactions). Will the political system manage to deal with the crisis before it runs out of money?

The broad idea is that by deferring the management of trust to a decentralized network guided by a common protocol instead of relying upon a trusted intermediary, and by introducing new, digital forms of money, tokens, and assets, we can change the very nature of social organization.

Formal property’s contribution to mankind is not the protection of ownership; squatters, housing organizations, mafias, and even primitive tribes manage to protect their assets quite efficiently. Property’s real breakthrough is that it radically improved the flow of communications about assets and their potential.

The fee asset managers charge is for the value they provide. If a farmer grows a fruiting tree, you pay him more for the tree than you would pay him for just a seedling. Why? Because of the effort, energy and skill the farmer put into growing that tree plus the added value of the income (fruit) that tree provides are a testament to the farmers value add and he deserves to be compensated for that value add. It’s the same kind of thing with the 2 & 20 you pay the portfolio manager.

Trump’s pick for secretary of state? Rex Tillerson, a figure known and trusted in Moscow, and recipient of the Order of Friendship. National security adviser? Michael Flynn, Putin’s dinner companion and a beneficiary of undeclared Russian fees. Campaign manager? Paul Manafort, longtime confidant to ex-Soviet oligarchs. Foreign policy adviser? Carter Page, an alleged Moscow asset who gave documents to Putin’s spies. Commerce secretary? Wilbur Ross, an entrepreneur with Russia-connected investments. Personal lawyer? Michael Cohen, who sent emails to Putin’s press secretary. Business partner? Felix Sater, son of a Russian American mafia boss. And other personalities, too. It was almost as if Putin had played a role in naming Trump’s cabinet. The U.S. president, of course, had done the choosing. But the constellation of individuals, and their immaculate alignment with Russian interests, formed a discernible pattern, like stars against a clear night sky. A pattern of collusion.

As for relegated/delegated responsibility to ensure organizational software licensing compliance, management is still accountable when intellectual property rights are violated. If the safeguarding responsibility is assigned to an ineffective and/or inefficient unit within an organization, IT audit should recommend an alternative arrangement after the risks are substantiated.

What's a City/NGO-sponsored Neighborhood Summit, you ask? It's a trumped-up group of hand-picked 'neighborhood leaders' who have been instructed in Asset Based Community Development and the Delphi Technique. Their goal? To create neighborhood associations that are managed and manipulated by facilitators who have learned 'consensus building' and are using it to further the (United Nations's Agenda 21) plans.

One reason nature is efficient is because there is no waste. Everything produced creates value for others and is consumed by others on the basis of value. What one life may discard as not valuable is consumed by another life because of its valuable. And all things produced and consumed are continually upcycled, becoming more valuable each cycle. Perhaps it’s because nature has a capital-centric view of things; everything in nature is capital and produces capital which to varying degrees provides value to all other things in nature. Imagine if economies worked like this. Imagine if investment portfolios worked like this. Imagine if businesses worked like this. What a beautiful world it would be.

Beyond the speculative and often fraudulent froth that characterizes much of neoliberal financial manipulation, there lies a deeper process that entails the springing of ‘the debt trap’ as a primary means of accumulation by dispossession. Crisis creation, management, and manipulation on the world stage has evolved into the fine art of deliberative redistribution of wealth from poor countries to the rich. I documented the impact of Volcker’s interest rate increase on Mexico earlier. While proclaiming its role as a noble leader organizing ‘bail-outs’ to keep global capital accumulation on track, the US paved the way to pillage the Mexican economy. This was what the US Treasury–Wall Street–IMF complex became expert at doing everywhere. Greenspan at the Federal Reserve deployed the same Volcker tactic several times in the 1990s. Debt crises in individual countries, uncommon during the 1960s, became very frequent during the 1980s and 1990s. Hardly any developing country remained untouched, and in some cases, as in Latin America, such crises became endemic. These debt crises were orchestrated, managed, and controlled both to rationalize the system and to redistribute assets. Since 1980, it has been calculated, ‘over fifty Marshall Plans (over $4.6 trillion) have been sent by the peoples at the Periphery to their creditors in the Center’. ‘What a peculiar world’, sighs Stiglitz, ‘in which the poor countries are in effect subsidizing the richest.

Every innovation—technological, sociological, or otherwise—begins as a crusade, organizes itself into a practical business, and then, over time, degrades into common exploitation. This is simply the life cycle of how human ingenuity manifests in the material world. What goes forgotten, though, is that those who partake in this system undergo a similar transformation: people begin as comrades and fellow citizens, then become labor resources and assets, and then, as their utility shifts or degrades, transmute into liabilities, and thus must be appropriately managed. This is a fact of nature just as much as the currents of the winds and the seas. The flow of force and matter is a system, with laws and maturation patterns. We should harbor no guilt for complying with those laws—even if they sometimes require a little inhumanity. —TRIBUNO CANDIANO, LETTER TO THE COMPANY CANDIANO CHIEF OFFICER’S ASSEMBLY

The Rothschilds have been closely involved with the global elite since the inception of this group. The oldest known Rothschild went by the name of Uri Feibesch who lived in the early sixteenth century. His great great great grandson was Moses Bauer, who lived in the early eighteenth century. A well-known ancestor of this banking family was Mayer Amschel Bauer, an asset manager in Frankfurt am Main. Among other things he represented the money and assets of sovereign Wilhelm von Hessen. He became very rich, because he attended to the conveyance of the capital that belonged to this sovereign during the French Revolution. Mayer Amschel Bauer chose, without exception, women from very influential families that belonged to the global elite, for his sons. In the same way, his daughters married prominent bankers who also belonged to the global elite. All these families acted in the same way as the royal families: they married amongst themselves. Bauer’s sons were known as the “five Frankfurter”: they became bankers of five European countries.

If you cannot drop a wrong problem, then the first time you meet one you will be stuck with it for the rest of your career. Einstein was tremendously creative in his early years, but once he began, in midlife, the search for a unified theory, he spent the rest of his life on it and had about nothing to show for all the effort. I have seen this many times while watching how science is done. It is most likely to happen to the very creative people; their previous successes convince them they can solve any problem, but there are other reasons besides overconfidence why, in many fields, sterility sets in with advancing age. Managing a creative career is not an easy task, or else it would often be done. In mathematics, theoretical physics, and astrophysics, age seems to be a handicap (all characterized by high, raw creativity), while in music composition, literature, and statesmanship, age and experience seem to be an asset. As valued by Bell Telephone Laboratories in the late 1970s, the first 15 years of my career included all they listed, and for my second 15 years they listed nothing I was very closely associated with! Yes, in my areas the really great things are generally done while the person is young, much as in athletics, and in old age you can turn to coaching (teaching), as I have done. Of course, I do not know your field of expertise to say what effect age will have, but I suspect really great things will be realized fairly young, though it may take years to get them into practice. My advice is if you want to do significant things, now is the time to start thinking (if you have not already done so) and not wait until it is the proper moment—which may never arrive!

Two decades after its first democratic election, South Africa ranks as the most unequal country on Earth.1 A host of policy tools could patch each of South Africa’s ills in piecemeal fashion, yet one force would unquestionably improve them all: economic growth.2 Diminished growth lowers living standards. With 5 percent annual growth, it takes just fourteen years to double a country’s GDP; with 3 percent growth, it takes twenty-four years. In general, emerging economies with a low asset base need to grow faster and accumulate a stock of assets more quickly than more developed economies in which basic living standards are already largely met. Meaningfully increasing per capita income is a critical way to lift people’s living standards and take them out of poverty, thereby truly changing the developmental trajectory of the country. South Africa has managed to push growth above a mere 3 percent only four times since the transition from apartheid, and it has remained all but stalled under 5 percent since 2008. And the forecast for growth in years to come hovers around a paltry 1 percent. Because South Africa’s population has been growing around 1.5 percent per year since 2008, the country’s per capita income has been stagnant over the period.

Toyota wasn’t really worried that it would give away its “secret sauce.” Toyota’s competitive advantage rested firmly in its proprietary, complex, and often unspoken processes. In hindsight, Ernie Schaefer, a longtime GM manager who toured the Toyota plant, told NPR’s This American Life that he realized that there were no special secrets to see on the manufacturing floors. “You know, they never prohibited us from walking through the plant, understanding, even asking questions of some of their key people,” Schaefer said. “I’ve often puzzled over that, why they did that. And I think they recognized we were asking the wrong questions. We didn’t understand this bigger picture.” It’s no surprise, really. Processes are often hard to see—they’re a combination of both formal, defined, and documented steps and expectations and informal, habitual routines or ways of working that have evolved over time. But they matter profoundly. As MIT’s Edgar Schein has explored and discussed, processes are a critical part of the unspoken culture of an organization. 1 They enforce “this is what matters most to us.” Processes are intangible; they belong to the company. They emerge from hundreds and hundreds of small decisions about how to solve a problem. They’re critical to strategy, but they also can’t easily be copied. Pixar Animation Studios, too, has openly shared its creative process with the world. Pixar’s longtime president Ed Catmull has literally written the book on how the digital film company fosters collective creativity2—there are fixed processes about how a movie idea is generated, critiqued, improved, and perfected. Yet Pixar’s competitors have yet to equal Pixar’s successes. Like Toyota, Southern New Hampshire University has been open with would-be competitors, regularly offering tours and visits to other educational institutions. As President Paul LeBlanc sees it, competition is always possible from well-financed organizations with more powerful brand recognition. But those assets alone aren’t enough to give them a leg up. SNHU has taken years to craft and integrate the right experiences and processes for its students and they would be exceedingly difficult for a would-be competitor to copy. SNHU did not invent all its tactics for recruiting and serving its online students. It borrowed from some of the best practices of the for-profit educational sector. But what it’s done with laser focus is to ensure that all its processes—hundreds and hundreds of individual “this is how we do it” processes—focus specifically on how to best respond to the job students are hiring it for. “We think we have advantages by ‘owning’ these processes internally,” LeBlanc says, “and some of that is tied to our culture and passion for students.

I can’t help thinking,” she confided when he finished answering her questions about women in India who covered their faces and hair in public, “that it is grossly unfair that I was born a female and so must never know such adventures, or see but a few of those places. Even if I were to journey there, I’d only be allowed to go where everything was as civilized as-as London!” “There does seem to be a case of extreme disparity between the privileges accorded the sexes,” Ian agreed. “Still, we each have our duty to perform,” she informed him with sham solemnity. “And there’s said to be great satisfaction in that.” “How do you view your-er-duty?” he countered, responding to her teasing tone with a lazy white smile. “That’s easy. It is a female’s duty to be a wife who is an asset to her husband in every way. It is a male’s duty to do whatever he wishes, whenever he wishes, so long as he is prepared to defend his country should the occasion demand it in his lifetime-which it very likely won’t. Men,” she informed him, “gain honor by sacrificing themselves on the field of battle while we sacrifice ourselves on the altar of matrimony.” He laughed aloud then, and Elizabeth smiled back at him, enjoying herself hugely. “Which, when one considers it, only proves that our sacrifice is by far the greater and more noble.” “How is that?” he asked, still chuckling. “It’s perfectly obvious-battles last mere days or weeks, months at the very most. While matrimony lasts a lifetime! Which brings to mind something else I’ve often wondered about,” she continued gaily, giving full rein to her innermost thoughts. “And that is?” he prompted, grinning, watching her as if he never wanted to stop. “Why do you suppose, after all that, they call us the weaker sex?” Their laughing gazes held, and then Elizabeth realized how outrageous he must be finding some of her remarks. “I don’t usually go off on such tangents,” she said ruefully. “You must think I’m dreadfully ill-bred.” “I think,” he softly said, “that you are magnificent.” The husky sincerity in his deep voice snatched her breath away. She opened her mouth, thinking frantically for some light reply that could restore the easy camaraderie of a minute before, but instead of speaking she could only draw a long, shaky breath. “And,” he continued quietly, “I think you know it.” This was not, not the sort of foolish, flirtatious repartee she was accustomed to from her London beaux, and it terrified her as much as the sensual look in those golden eyes. Pressing imperceptibly back against the arm of the sofa, she told herself she was only overacting to what was nothing more than empty flattery. “I think,” she managed with a light laugh that stuck in her throat, “that you must find whatever female you’re with ‘magnificent.’” “Why would you say a thing like that?” Elizabeth shrugged. “Last night at supper, for one thing.” When he frowned at her as if she were speaking in a foreign language, she prodded, “You remember Lady Charise Dumont, our hostess, the same lovely brunette on whose every word you were hanging at supper last night?” His frown became a grin. “Jealous?” Elizabeth lifted her elegant little chin and shook her head. “No more than you were of Lord Howard.” She felt a small bit of satisfaction as his amusement vanished. “The fellow who couldn’t seem to talk to you without touching your arm?” he inquired in a silky-soft voice. “That Lord Howard? As a matter of fact, my love, I spent most of my meal trying to decide whether I wanted to shove his nose under his right ear or his left.” Startled, musical laughter erupted from her before she could stop it. “You did nothing of the sort,” she chuckled. “Besides, if you wouldn’t duel with Lord Everly when he called you a cheat, you certainly wouldn’t harm poor Lord Howard merely for touching my arm.” “Wouldn’t I?” he asked softly. “Those are two very different issues.

My Future Self My future self and I become closer and closer as time goes by. I must admit that I neglected and ignored her until she punched me in the gut, grabbed me by the hair and turned my butt around to introduce herself. Well, at least that’s what it felt like every time I left the convalescent hospital after doing skills training for a certification I needed to help me start my residential care business. I was going to be providing specialized, 24/7 residential care and supervising direct care staff for non-verbal, non-ambulatory adult men in diapers! I ran to the Red Cross and took the certified nurse assistant class so I would at least know something about the job I would soon be hiring people to do and to make sure my clients received the best care. The training facility was a Medicaid hospital. I would drive home in tears after seeing what happens when people are not able to afford long-term medical care and the government has to provide that care. But it was seeing all the “young” patients that brought me to tears. And I had thought that only the elderly lived like this in convalescent hospitals…. I am fortunate to have good health but this experience showed me that there is the unexpected. So I drove home each day in tears, promising God out loud, over and over again, that I would take care of my health and take care of my finances. That is how I met my future self. She was like, don’t let this be us girlfriend and stop crying! But, according to studies, we humans have a hard time empathizing with our future selves. Could you even imagine your 30 or 40 year old self when you were in elementary or even high school? It’s like picturing a stranger. This difficulty explains why some people tend to favor short-term or immediate gratification over long-term planning and savings. Take time to picture the life you want to live in 5 years, 10 years, and 40 years, and create an emotional connection to your future self. Visualize the things you enjoy doing now, and think of retirement saving and planning as a way to continue doing those things and even more. However, research shows that people who interacted with their future selves were more willing to improve savings. Just hit me over the head, why don’t you! I do understand that some people can’t even pay attention or aren’t even interested in putting money away for their financial future because they have so much going on and so little to work with that they feel like they can’t even listen to or have a conversation about money. But there are things you’re doing that are not helping your financial position and could be trouble. You could be moving in the wrong direction. The goal is to get out of debt, increase your collateral capacity, use your own money in the most efficient manner and make financial decisions that will move you forward instead of backwards. Also make sure you are getting answers specific to your financial situation instead of blindly guessing! Contact us. We will be happy to help!