Consulting Partner Quotes

In a perfect world, there would always be communication and consultation between partners. But we don’t live in that world. There are emergencies and dangerous, vindictive people.

Spiritual Partnership ... The new female and the new male are partners on a journey of spiritual growth. They want to make the journey. Their love and trust keep them together. Their intuition guides them. They consult with each other. They are friends. They laugh a lot. They are equals. That is what a spiritual partnership is: a partnership between equals for the purpose of spiritual growth.

help us to live with more confidence that Jesus is the Good Shepherd, not a consulting partner; a very present Lord, not an absentee landlord; the reigning King, not an impotent bystander.

McKinsey partners tend to be designers of ditches, not diggers of ditches. When it comes to executing their lofty theories, well, consultants lean toward leaving those messy realities to the companies themselves.

It doesn't matter. We could never date anyway. Doesn't the FBI have rules against partners dating? Even if I am just an unpaid consultant.' 'I'd certainly never want to date Gerard, so I never asked.

Aiden was the whole world stretched out beneath him. Aiden’s hair spread out on the sheets, Aiden moaning in his ear. The magnitude of his certainty tipped Harvard over the edge into terrifying and unwelcome knowledge. Terrible realization dawned, remorseless illumination shed on a whole landscape. Harvard found himself looking at his entire life in a new light. Aiden on their first day of school, on their first day of fencing class, on their last day in the hospital, on their first day at Kings Row. Inextricably part of every important moment in Harvard’s life. The bright and shining center of Harvard’s life, ever since he’d turned around and seen Aiden and thought, That boy looks sad, and wanted nothing but to give Aiden everything. Finding Aiden and being too young to understand what he’d found. Only knowing Aiden was necessary to him and wanting Aiden there always. Of course he loved his best friend, of course he did. That was always such an absolute truth that Harvard could never question it. Harvard gasped against Aiden’s mouth. He should have questioned it before now. He should have asked himself what he was feeling. Only he’d been afraid. Dating someone else hadn’t been Harvard’s idea, and with this new clarity he realized he didn’t actually want to do it. He hadn’t wanted to be alone, hadn’t wanted to be left behind, but it was impossible and distinctly horrible to think of being like this with anyone but Aiden. Only very recently, as Aiden dated more and more people and the potential for distance between them started to feel far more real, had Harvard started to feel lonely. If it hadn’t been for Coach suggesting dating, it might never have occurred to him. Why would he go out and look for a partner when he had one at home? Why would he go searching for a lightning strike when there was all the brightness and all the pain he could wish for, always with him? He’d never cared about dating, never really felt the need to find someone, because he’d been otherwise emotionally committed all along. Apparently, Harvard’s subconscious was insane, bent on his own ruin. Somewhere in the back of his mind he’d just decided he was Aiden’s boyfriend, without consulting Aiden. Without even consulting himself. He’d been in love with Aiden the whole time.

In 2011, Mark Brooks, a consultant to online-dating companies, published the results of an industry survey titled “How Has Internet Dating Changed Society?” The survey responses, from 39 executives, produced the following conclusions: “Internet dating has made people more disposable.” “Internet dating may be partly responsible for a rise in the divorce rates.” “Low quality, unhappy and unsatisfying marriages are being destroyed as people drift to Internet dating sites.” “The market is hugely more efficient … People expect to—and this will be increasingly the case over time—access people anywhere, anytime, based on complex search requests … Such a feeling of access affects our pursuit of love … the whole world (versus, say, the city we live in) will, increasingly, feel like the market for our partner(s). Our pickiness will probably increase.” “Above all, Internet dating has helped people of all ages realize that there’s no need to settle for a mediocre relationship.” From "A Million First Dates How online romance is threatening monogamy" in January/February 2013

Many women feel it is natural to consult with their partners at every turn, while many men automatically make more decisions without consulting their partners. This may reflect a broad difference in conceptions of decision making. Women expect decisions to be discussed first and made by consensus. They appreciate the discussion itself as evidence of involvement and communication.

Guiding Your Success, One Approval at a Time. We are the cornerstone of compliance in the dynamic Indian market, ensuring your ventures meet every regulatory milestone seamlessly. With a dedicated focus on excellence, we pave the way for your innovations to flourish, navigating the intricate web of approvals. Our commitment: Empowering your ambitions, as your trusted partners in progress." By Brand Liaison

What have they fixed?” asked former McKinsey consultant Michael Lanning. “What have they changed? Did they take any voice in the way banking has evolved in the past thirty years? They did study after study at GM, and that place needed the most radical kind of change you can imagine. The place was dead, and it was just going to take a long time for the body to die unless they changed how they operated. McKinsey was in there with huge teams, charging huge fees, for several decades. And look where GM came out.”13 In the end, all the GM work did was provide a revenue stream to enrich a group of McKinsey partners, especially those working with the automaker. The last time McKinsey was influential at Apple Computer was when John Sculley was there, and that’s because he’d had a brand-marketing heritage from Pepsi. And Sculley was a disaster. Did McKinsey do anything to help the great companies of today become what they are? Amazon, Microsoft, Google? In short, no.

As much as I find the soulmate concept sappy and silly, I also understand its appeal. The soulmate promises an all-in-one solution. Find that one perfect person and you have—for starters—your best friend, your sexual partner, your comforter and caretaker, your cheerleader, your escort to every social function, your consultant on matters large and small, and the one and only teammate you will ever need in home management, money management, and vacation planning. And that list doesn’t even include any of the potential coparenting possibilities. The soulmate mythology is the ultimate seduction: Find that one right person and all of your wishes will come true.

GET BEYOND THE ONE-MAN SHOW Great organizations are never one-man operations. There are 22 million licensed small businesses in America that have no employees. Forbes suggests 75 percent of all businesses operate with one person. And the average income of those companies is a sad $44,000. That’s not a business—that’s torture. That is a prison where you are both the warden and the prisoner. What makes a person start a business and then be the only person who works there? Are they committed to staying small? Or maybe an entrepreneur decides that because the talent pool is so poor, they can’t hire anyone who can do it as well as them, and they give up. My guess is the latter: Most people have just given up and said, “It’s easier if I just do it myself.” I know, because that’s what I did—and it was suicidal. Because my business was totally dependent on me and only me, I was barely able to survive, much less grow, for the first ten years. Instead I contracted another company to promote my seminars. When I hired just one person to assist me out of my home office, I thought I was so smart: Keep it small. Keep expenses low. Run a tight ship. Bigger isn’t always better. These were the things I told myself to justify not growing my business. I did this for years and even bragged about how well I was doing on my own. Then I started a second company with a partner, a consulting business that ran parallel to my seminar business. This consulting business quickly grew bigger than my first business because my partner hired people to work for us. But even then I resisted bringing other people into the company because I had this idea that I didn’t want the headaches and costs that come with managing people. My margins were monster when I had no employees, but I could never grow my revenue line without killing myself, and I have since learned that is where all my attention and effort should have gone. But with the efforts of one person and one contracted marketing company, I could expand only so much. I know that a lot of speakers and business gurus run their companies as one-man shows. Which means that while they are giving advice to others about how to grow a business, they may have never grown one themselves! Their one-man show is simply a guy or gal going out, collecting a fee, selling time and a few books. And when they are out speaking, the business terminates all activity. I started studying other people and companies that had made it big and discovered they all had lots of employees. The reality is you cannot have a great business if it’s just you. You need to add other people. If you don’t believe me, try to name one truly great business that is successful, ongoing, viable, and growing that doesn’t have many people making it happen. Good luck. Businesses are made of people, not just machines, automations, and technology. You need people around you to implement programs, to add passion to the technology, to serve customers, and ultimately to get you where you want to go. Consider the behemoth online company Amazon: It has more than 220,000 employees. Apple has more than 100,000; Microsoft has around the same number. Ernst & Young has more than 200,000 people. Apple calls the employees working in its stores “Geniuses.” Don’t you want to hire employees deserving of that title too? Think of how powerful they could make your business.

Tom Demarco, a principal of the Atlantic Systems Guild team of consultants ... and his colleague Timothy Lister devised a study called the Coding War Games. The purpose of the games was to identify the characteristics of the best and worst computer programmers; more than six hundred developers from ninety-two different companies participated. Each designed, coded, and tested a program, working in his normal office space during business hours. Each participant was also assigned a partner from the same company. The partners worked separately, however, without any communication, a feature of the games that turned out to be critical. When the results came in, they revealed an enormous performance gap. The best outperformed the worst by a 10:1 ratio. The top programmers were also about 2.5 times better than the median. When DeMarco and Lister tried to figure out what accounted for this astonishing range, the factors that you'd think would matter — such as years of experience, salary, even the time spent completing the work — had little correlation to outcome. Programmers with 10 years' experience did no better than those with two years. The half who performed above the median earned less than 10 percent more than the half below — even though they were almost twice as good. The programmers who turned in "zero-defect" work took slightly less, not more, time to complete the exercise than those who made mistakes. It was a mystery with one intriguing clue: programmers from the same companies performed at more or less the same level, even though they hadn't worked together. That's because top performers overwhelmingly worked for companies that gave their workers the most privacy, personal space, control over their physical environments, and freedom from interruption. Sixty-two percent of the best performers said that their workspace was acceptably private, compared to only 19 percent of the worst performers; 76 percent of the worst performers but only 38 percent of the top performers said that people often interrupted them needlessly.

Data sliced sufficiently finely begin once again to tell stories. The top 1 percent of the income distribution—representing household incomes in excess of roughly $475,000—comprises only about 1.5 million households. If one adds up the numbers of vice presidents or above at S&P 1500 companies (perhaps 250,000), professionals in the finance sector, including in hedge funds, venture capital, private equity, investment banking, and mutual funds (perhaps 250,000), professionals working at the top five management consultancies (roughly 60,000), partners at law firms whose profits per partner exceed $400,000 (roughly 25,000), and specialist doctors (roughly 500,000), this yields perhaps 1 million people. These are surely not all one-percenters, but they are all plausibly parts of the top 1 percent, and this group might comprise half—a sizable share—of 1 percent households overall. At the very least, the people in these known and named jobs constitute a material, rather than just marginal or eccentric, part of the top 1 percent of the income distribution. They are also, of course, the people depicted in journalistic accounts of extreme jobs—the people who regularly cancel vacation plans, spend most of their time on the road, live in unfurnished luxury apartments, and generally subsume themselves in work, encountering their personal lives only occasionally, and as strangers.

13. If the goal is to build up one's sexual energy, what's the harm of sleeping with a lot of different women (or men) to increase your ching chi? Chia: The goal is not to build up one's sexual energy—it is to transform raw sexual energy into a refined subtle energy. Sex is only one means of doing that. Promiscuity can easily lower your energy if you choose partners with moral or physical weakness. If you lie with degenerates, it may hurt you, in that you can temporarily acquire your partner's vileness. By exchanging subtle energy, you actually absorb the other's substance. You become the other person and assume new karmic burdens. This is why old couples resemble each other so closely: they have exchanged so much energy that they are made of the same life-stuff. This practice accelerates this union, but elevates it to a higher level of spiritual experience. So the best advice I can give is to never compromise your integrity of body, mind and spirit. In choosing a lover you are choosing your destiny, so make sure you love the woman with whom you have sex. Then you will be in harmony with what flows from the exchange and your actions will be proper. If you think you can love two women at once, be ready to spend double the chi to transform and balance their energy. I doubt if many men can really do that and feel deep serenity. For the sake of simplicity, limit yourself to one woman at a time. It takes a lot of time and energy to cultivate the subtle energies to a deep level. It is impossible to define love precisely. You have to consult your inner voice. But cultivating your chi energy sensitizes you to your conscience. What was a distant whisper before may become a very loud voice. For your own sake, do not abandon your integrity for the sake of physical pleasure or the pretense that you are doing deep spiritual exercises. If you sleep with one whom you don't love, your subtle energies will not be in balance and psychic warfare can begin. This will take its toll no matter how far apart you are physically until you sever or heal the psychic connection. It's better to be honest in the beginning. For the same reason make love only when you feel true tenderness within yourself. Your power to love will thus grow stronger. Selfish or manipulative use of sex even with someone with whom you are in love can cause great disharmony. If you feel unable to use your sexual power lovingly, then do not use it at all! Sex is a gleaming, sharp, two-edged sword, a healing tool that can quickly become a weapon. If used for base purposes, it cuts you mercilessly. If you haven't found a partner with whom you can be truly gentle, then simply touch no one. Go back to building your internal energy and when it gets high you will either attract a quality lover or learn a deeper level within yourself.

...the Constitution is an invitation for the president and Congress to struggle for the privilege of directing foreign policy. Although the president is the principal foreign policy actor, the Constitution delegates more specific foreign policy powers to Congress than to the executive. It designates the president as commander-in-chief and head of the executive branch, whereas it gives Congress the power to declare war and the power of the purse. The president can negotiate treaties and nominate foreign policy officials, but the Senate must approve them. Congress is also granted the power to raise and support armies, establish rules on naturalization, regulate foreign commerce, and define and punish offenses on the high seas. Although the president is the chief foreign policy maker, Congress has a responsibility to be both an informed critic and constructive partner of the president. The ideal established by the founders is neither for one branch to dominate nor for there to be an identity of views between them. Rather, the founders wisely sought to encourage a creative tension between the president and Congress that would produce policies that advance national interests and reflect the views of the American people. Sustained consultation between the president and Congress is the most important mechanism for fostering an effective foreign policy with broad support at home and respect and punch overseas. In a world of both danger and opportunity, we need such a foreign policy to advance our interests and values around the globe.

Endeavour Partners, a consultancy, reckons a third of Americans who buy a “wearable” device stop wearing it within six months.

partner, and before that, worked with Rachel as iCrossing’s vice president of corporate strategy. Noah has consulted for organizations as diverse as the Inter-American Development Bank, Oxford Analytica, and the United Nations Conference on Trade and Development (UNCTAD), for which he was appointed to chair the first ministerial meeting on information and communication technology (ICT) for development

Jesus. Chicago, Kansas City, Denver, Phoenix, L.A., and Seattle, plus two small towns she'd never heard of in the Gulf Coast region. The unit was literally scattered across the map, manpower and resources spread thinner than she'd ever known them to be. And every team was involved in high-risk operations ranging from murder to possible terrorist threats-the latter being investigations the unit had only recently begun to be called into as consultants. As far as Riley could tell, she was the only agent operating without a team, partner, or any kind of backup. But then, she was also the only one who had set off on a very unofficial investigation of a few oddities-not murder or any other major crime. Then. Now the situation was definitely high-risk. And being on her own here now was both a very bad idea, and seemingly unavoidable. Unless she bailed. Returned to Quantico. Nobody would blame her for that, not under the circumstances. Hell, when-if-she told Bishop about this latest wrinkle, he'd undoubtedly recall her without even allowing her time to pack. Riley realized she was fingering the burn at the base of her skull. She forced herself to stop, swore under her breath, and disconnected from the SCU's database. She couldn't bail. Couldn't leave. She had to know. Had to figure out what was going on. "Let's pretend," she whispered. She could do that. It's what she did best, after all. Pretend. Pretend everything was normal. Pretend there was nothing wrong with her. Pretend she wasn't terrified.

Still, McKinsey’s high self-regard survives even in the face of evidence to the contrary. McKinsey consultant Tom Steiner recalled a strategy study done for the New York office by another partner, Chuck Farr. “He had two slides. The first was the top clients of the New York office, by billings—companies like AT&T, American Express, and Manufacturers Hanover. All the partners got up to talk about what special thing McKinsey had done to become so vital to those clients. Before we knew it, there were only fifteen minutes left of what was supposed to be a two-hour meeting. Someone said, ‘What’s on the second slide?’ It was Booz Allen’s top clients. And they were pretty much the same companies.”14 McKinsey may have been earning more than Booz at the time, but it was from a client base that was clearly willing to pay for advice from everyone. There’s nothing special about that kind of product.

Although a partner’s compensation depends in large part on the amount of business he brings to the Firm, no one goes out to knock on doors. The Firm waits for the phone to ring. And ring it does, not because McKinsey sells, but because McKinsey markets. It does this in several different ways, all of them designed to make sure that on the day a senior executive decides she has a business problem, one of the first calls she makes is to the local office of McKinsey. The Firm produces a steady stream of books and articles, some of them extremely influential, such as the famous In Search of Excellence by Peters and Waterman.* McKinsey also publishes its own scholarly journal, The McKinsey Quarterly, which it sends gratis to its clients, as well as to its former consultants, many of whom now occupy senior positions at potential clients. The Firm invites (and gets) a lot of coverage by journalists. Many McKinsey partners and directors are internationally known as experts in their fields.

McKinsey maintains a vast network of informal contacts with potential clients as well. The Firm encourages its partners to participate in “extracurricular activities” such as sitting on the boards of charities, museums, and cultural organizations; many members of these boards are executives at current or potential clients. McKinsey consultants also address industry conferences. Occasional meetings with former clients allow partners not only to check up on the effects of past McKinsey projects, but to make sure that the Firm maintains some “share of mind” should new problems arise at the client.

When you ask people about the best leader they ever had, one quality is always mentioned: they are good listeners. These leaders have learned to “sort by others.” When someone says, “It’s a beautiful day,” they respond by keeping the focus on the speaker. For example, they’ll respond, “It sounds like you’re pretty happy today.” Poor listeners “sort by self.” If you express a concern you have, they will express a concern they have. Our senior consulting partner, Laurie Hawkins, is a great listener. Clients tell me, “I had the greatest dinner with Laurie recently. He’s a wonderful person.” When I ask what they know about Laurie—whether he’s married or has kids—they seldom know. They loved being with Laurie because he kept the conversation focused on them. Test the power of listening by taking time to truly listen and focus on others.

Clayton Christensen, the Harvard business professor and author of The Innovator’s Dilemma, was once asked to make just such a sacrifice. At the time, he was working for a management consulting firm, and one of the partners came to him and told him he needed to come in on Saturday to help work on a project. Clay simply responded: “Oh, I am so sorry. I have made the commitment that every Saturday is a day to be with my wife and children.” The partner, displeased, stormed off, but later he returned and he said: “Clay, fine. I have talked with everyone on the team and they said they will come in on Sunday instead. So I will expect you to be there.” Clay sighed and said: “I appreciate you trying to do that. But Sunday will not work. I have given Sunday to God and so I won’t be able to come in.” If the partner was frustrated before, he was much more so now. Still, Clay was not fired for standing his ground, and while his choice was not popular in the moment, ultimately he was respected for it. The boundaries paid off.

Advisors ask me what it takes to be referable. My response is simple: It all comes down to trust. Clients and strategic partners have to trust that endorsing you will reflect positively on them in turn, but what does that mean, and how can you predictably and methodically create trust? Let’s revisit the foundation of refer-ability, summed up in the four Cs.: Credentials – Your skills as a professional advisor in terms of your judgment and the solutions you provide give you the credibility needed to foster trust. Consistency – People crave consistency and your professional deployment of best practices helps you meet and exceed the expectations you set for your clients. Chemistry – The rapport you develop using F.O.R.M., as well as your sincere and holistic interest in your clients’ lives, creates comfort and chemistry. Congruency – Doing what you say you will and conducting yourself as a professional consultant rather than as a salesperson means that you can attract rather than having to chase new business. Many elite advisors who deploy the Four C’s are still underwhelmed with the quality and quantity of referrals they see. The reason is simple - while they have laid down a foundation for refer-ability, they still find themselves in the red-zone but not in the Promised Land. The last piece of the puzzle is to create awareness for the concept of referrals in their on-going Communication (the fifth C) with their clients and rain-makers. Just because you are referable due to your professional conduct, that doesn’t mean that it will occur to your clients that they should introduce a friend to you. You have to continually communicate your value to them so that they make the connection.

To help burnish its image in the face of so many legal, financial, and public-relations problems, Purdue hired former New York mayor and Republican insider Rudy Giuliani and his consulting firm, Giuliani Partners. Just a few months after his lauded response to the 9/11 terrorist attacks, Giuliani’s job was to convince “public officials they could trust Purdue because they could trust him,

My wife and I learned that if you ask yourself such a question, and you genuinely desire the answer (no matter how disgraceful and terrible and shameful), then a memory of something you did that was stupid and wrong at some point in the generally not-distant-enough past will arise from the depths of your mind. Then you can go back to your partner and reveal why you’re an idiot, and apologize (sincerely) and that person can do the same for you, and then apologize (sincerely), and then you two idiots will be able to talk again. Perhaps that is true prayer: the question, “What have I done wrong, and what can I do now to set things at least a little bit more right?” But your heart must be open to the terrible truth. You must be receptive to that which you do not want to hear. When you decide to learn about your faults, so that they can be rectified, you open a line of communication with the source of all revelatory thought. Maybe that’s the same thing as consulting your conscience. Maybe that’s the same thing, in some manner, as a discussion with God.

SIRIUS Partner Group is a Asia Pacific regional advisory group. Our services include: intellectual capital, technology consulting, digital transformation, executive search, market competitor analysis, big data analysis and much more.

Salesforce implementation partners on cloud CRM AppExchange software Lightning design, data migration & CRM application development services & consultant

As a venture-capital investor, I see a particularly strong role for a new kind of impact investing. I foresee a venture ecosystem emerging that views the creation of humanistic service-sector jobs as a good in and of itself. It will steer money into human-focused service projects that can scale up and hire large numbers of people: lactation consultants for postnatal care, trained coaches for youth sports, gatherers of family oral histories, nature guides at national parks, or conversation partners for the elderly. Jobs like these can be meaningful on both a societal and personal level, and many of them have the potential to generate real revenue—just not the 10,000 percent returns that come from investing in a unicorn technology startup.

Labor’s dominance applies more broadly still among the million jobs listed by name in the earlier discussion of elite hours—finance-sector professionals, vice presidents at S&P 1500 firms, elite management consultants, partners at highly profitable law firms, and specialist medical doctors. These specifically identified workers collectively constitute a substantial share—fully half—of the 1 percent. The terms of trade under which they work—the economic arrangements that underwrite their incomes—are well known. All these workers contribute effectively no capital to their businesses and therefore again owe their income ultimately to their own industrious work, which is to say to labor. Comprehensive data based on tax returns corroborate that the new economic elite owes its income predominantly not to capital but rather, at root, to selling its own labor. The data themselves can be technical and even abstruse, but a clear message emerges from them nevertheless. The data confirm that the meritocratic rich (unlike their aristocratic predecessors) get their money by working. Even guarded estimates, which defer to tax categories that treat some labor income as capital gains, show a stark increase in the labor component of top incomes. According to this method of calculating, the richest 1 percent received as much as three-quarters of their income from capital at midcentury, and the richest 0.1 percent received up to nine-tenths of their income from capital. These shares then declined steadily over four decades beginning in the early 1960s, reaching bottom in 2000. In that year, both the top 1 percent and the top 0.1 percent received only about half of their incomes from capital (roughly 49 percent and 53 percent, respectively). The capital shares of top incomes then rose again, by about 10 percent, over the first decade of the new millennium, before beginning to fall again at the start of the second decade (when the data series runs out).

The two men who consulted with Silliman Jr. were George H. Bissell and Jonathan G. Eveleth, partners in the Wall Street law firm of Eveleth & Bissell.

So it was decided, then. It was a decision that would determine my future, and the happiness of my family, but I wasn’t consulted as a partner would be. I was told. And it made me feel childish and naive and small,

Jenna, you are halfway to freedom from Wayne. A few more months and you can hand him back to us, and not have to deal with him anymore. If you launch this business with him, you are locked in, day in and day out, for a minimum of four or five years. And really, can you imagine him really helping at these events? I just see him knocking over ice sculptures, and tipping over cakes, and generally being a bull in the china shop everywhere he goes. A bull on steroids. With an inner ear imbalance. On roller skates." "Enough, lawdouche, she gets it." "I know. But again, Wayne is pretty clear that his area here would be identifying and helping land clients, and consulting on thematic details and event brainstorming, and keeping up with all industry aspects of the target market." "You mean going to movies, reading comics, and playing video games." "Yep, something like that." "You can't really be thinking you are going to do this." "I can be thinking that. And I'm pretty sure that the only opinion I asked you for on this was legal ramifications and financial obligations. I don't really care about your personal opinions." "Well, that hurts my feelings, because I still care about you on a personal level, and I think this is a huge mistake for you personally." I wait for my heart to race, for the sweats to start, for my colon to twist itself into a pretzel. And when none of that happens, I look at Brian. "I think, that being the case, that perhaps you ought to speak to your partners about who might be the best attorney to work with me moving forward." "You're firing me? Because I care about you?" "I'm firing you because I need an attorney who is less personally interested in the decisions I make. I'm a big girl, and I have a dad. And clearly, this is no longer a good fit. I'll appreciate a call from the other partners by the end of the week with a plan that I can review." "Seriously, I feel like you've completely lost your mind!" "Careful, Brian. At the moment, I'm asking you be removed from my account. However uncomfortable that may be for you with your partners, I assume you would rather that, than having to explain why I'm leaving the firm entirely. And I will be advising Wayne to shift to the same person I am with, obviously, for convenience." His chiseled jaw snaps shut, and while I can see a dozen retorts on the tip of his tongue, he doesn't speak. "Thank you. I'll review this further, and will discuss my decision with my new attorney. You'll get formal word from Wayne on his choice soon, I'm sure.

More generally, the erosion of American prestige, the diminishing of the confidence of its allies and the fear of its adversaries, and the lessened desire on the part of other countries to work with the United States together represent a price that, even absent a specific catastrophe, gets paid over time. It gets paid when other countries hedge their bets with China because the United States is not a reliable partner. It gets paid when other countries do not want to follow when the United States chooses to lead. And, of course, it gets paid in moments of crisis, and crises inevitably come. In crisis moments, after all, the executive is always unitary. It snaps back to that Hamiltonian form, its great virtue being the ability to act with energy. In that moment of crisis, everyone around the world will know they are dealing with a highly impulsive individual who makes decisions with proud ignorance, without consultation or regard for consequences—an individual who makes decisions that lie wholly outside traditional expectations of American behavior.

If you are already in a situation like this or married to and perhaps have a blended family with a person who has a narcissistic ex-partner, you need to do the same due diligence as those who themselves have a toxic ex-partner. Ensure that you document everything. Consult with an attorney on ensuring that custodial and financial matters are as clearly articulated as possible, maintaining strict boundaries, and recognizing that this is baggage that you didn’t ask for but that came as part of the new relationship

Balkanization is a feature of the ad agency industry, but it is not a universal phenomenon across all service industries. Somehow, management consulting firms (again!) expanded their technical capabilities and specialties under one brand name. They added specialist consultants, to be sure, but at the same time, they expect their senior partners to become adept at understanding a growing number of disciplines.

Look for all of the possible missteps in the following scenario. My friend Amy arrived at a consultation with her Hispanic business partner. The African American woman to whom they were delivering their presentation was a long-time friend of her partner’s. Her partner was greeted with a hug and Amy was greeted with a handshake. The meeting was a great success. As it came to a close, the two friends hugged. With enthusiastic affection, Amy went to hug the African American client. The woman took a step, turned her shoulder to block the hug, and looked at Amy with dismissive anger. It was almost a defensive move. Her partner, recognizing this, put her arm around Amy to soften the situation and make light of the inappropriate gesture. Everything turned out fine, but Amy was baffled by the barrier. She was confused by the woman’s reaction since their interaction had been cordial and positive. She wondered if she had been socially insensitive or culturally inappropriate. After much reflection, however, she realized that she had simply been too quick to assume familiarity. Thankfully, she earned and learned the lesson quickly to become more aware. Amy eventually earned the trust of her client and secured her valuable business.

Our culture of achievement has grown to emphasize visions of success that are, for the most part, fairly predictable. Cole skipped a couple of steps. The basic plan is to go to Goldman Sachs, McKinsey, or the like, then maybe to a top-ranked business school, then back to banking, consulting, private equity, hedge funds, or a name-brand tech company. Or maybe go from law school to top firm to partner or in house at an investment firm, and live in New York, San Francisco, Boston, or Washington, DC.* Again, these institutions and roles are necessary, and they’re natural developments in our economy. We need them. But we need people doing other things too. We need people willing to take risks and, yes, to occasionally fail. Like real-world consequences fail. We need people committed over extended periods of time to creating value, no matter how hard that is. We need people who care deeply about the work they’re doing. Imagine someone who you think could stand to take on some risk—someone well educated who would always have something to fall back on, whose family might have some resources so he would be unlikely to starve. And this person would probably be young and free of major life obligations. Someone sort of like . . .  Cole. What’s interesting is that many of the people I meet who are young, highly educated, and from good families are among the most risk-averse. They feel like they need to be making progress along a ladder with each passing month or year. Their parents have often set high expectations for them. They measure themselves each period against their peers, who are generally following various well-defined paths.

But help us to live with more confidence that Jesus is the Good Shepherd, not a consulting partner; a very present Lord, not an absentee landlord; the reigning King, not an impotent bystander. Because of Jesus, I’m confident your will is being done, on earth as it is in heaven. I pray in his exalted name. Amen.

I had several friends from law school who were very enterprising guys, much more so than the average law student. They each started businesses after practicing law at large firms for multiple years. What kind of businesses did they start? They started boutique law firms. This is completely unsurprising if you think about it. They’d spent years becoming good at delivering legal services. It was a field that they understood and could compete in. Their credentials translated too. People learn from what they’re doing and do it again on their own. It’s not just lawyers; the consulting firm Bain and Company was started by seven former partners and managers from the Boston Consulting Group. Myriad boutique investment banks and hedge funds have spun out of large financial organizations. You can see the same pattern in the startup world. After PayPal was acquired by eBay in 2002, its founders and employees went on to found or cofound LinkedIn (Reid Hoffman), YouTube (Steve Chen, Jawed Karim, and Chad Hurley), Yelp (Russel Simmons and Jeremy Stoppelman), Tesla Motors (Elon Musk), SpaceX (Musk again), Yammer (David Sacks), 500 Startups (Dave McClure), and many other companies. PayPal’s CEO, Peter Thiel, famously made a $500,000 investment in Facebook that grew to over $1 billion. In this sense, PayPal is one of the most prolific companies of recent times. But if you look at any successful growth company you’ll start to see their alumni show up doing parallel things. Former Apple employees founded or cofounded Android, Palm, Nest, and Handspring, companies that revolve around devices. Former Yahoo! employees founded Ycombinator, Cloudera, Hunch.com, AppNexus, Polyvore, and many other web-oriented companies. Organizations give rise to other organizations like themselves.

7 Traits you Need in an Employee to Really Help You Build Your Business As a counsel to new businesses, and a tutor many desiring business visionaries, despite everything i’m shocked at the number who are resolved to go at only it. Surprisingly more dreadful, when they make sense of that they truly require enable, the primary spot they to look is for an understudy or untrained helpers. They don’t understand that these lone increment their workload, because of preparing and administration, as opposed to offloading genuine work. Partners do what you say, while individuals more astute than you in their space do what you require, with no consideration from you. Truth be told, if you are focusing, you can really gain from what they do. For instance, creators need to stay with their imaginative abilities, and discover an accomplice who knows how to construct a business around it. That is a win-win for the two accomplices. In this manner top business people invest as much energy getting the correct group set up to maintain the business as building the item or administration. Tragically, some are so enamored with themselves (narcissistic), that they can’t be persuaded that any other person could run their accounts, or go up against marketing.True pioneers know how to appoint and tune in, and let others do what they know best.

The single biggest nightmare of partners at the top firms is some first-year consultant shooting off his or her mouth, saying something the firm cannot factually justify. After all, it makes the partners themselves look really bad. (Their second biggest nightmare is the new consultant being a jerk and offending the client.)

Partners sell “phase 2” of an engagement by indicating what additional certainty the consulting team could’ve discovered if it’d had more time. Partners also use this structure with clients during interim progress review presentations, such as the presentation at the end of the second month in a six-month project.

Does it really help your work to be constantly connected? To do so, she did something extreme: She forced each member of the team to take one day out of the workweek completely off—no connectivity to anyone inside or outside the company. “At first, the team resisted the experiment,” she recalled about one of the trials. “The partner in charge, who had been very supportive of the basic idea, was suddenly nervous about having to tell her client that each member of her team would be off one day a week.” The consultants were equally nervous and worried that they were “putting their careers in jeopardy.” But the team didn’t lose their clients and its members did not lose their jobs. Instead, the consultants found more enjoyment in their work, better communication among themselves, more learning (as we might have predicted, given the connection between depth and skill development highlighted in the last chapter), and perhaps most important, “a better product delivered to the client.

develop strategies for bundling products or partnering with companies in other industries. For example, when I was a child, my mom gave me cheese and crackers as a snack. This involved her cutting up the cheese and putting it in some type of container with some crackers. Someone at a food company noticed children—the customer— eating the company’s cheese with crackers. So the company launched an entire line of prepackaged, single-serving snack kits with cheese and crackers in a disposable container. This product has sold well because many moms buy it instead of a big block of cheese, which they have to cut into small pieces.

Individual preparation practice for women of all ages Today, some people girls carry out the method for the consultant marketing support when the direction of a trend, the improvement of the use of the right and left. Experts formation of useful experience and offer consumers included, or. A Prostatisy, content and urgency You're active with young children, because they are the ideal partners and dealing with customers in Encinitas, Carlsbad, Leucadia, Oceanside, La Costa, Solana Beach, Del Mar, San Marcos, Vista, and all parts of North County and San Diego in the latter. Customer Service Advisor State Care Guide is also available Preferences power of the state in the long term and fitness major Prostatis problems, including fatigue, weight considerations to take hormonal things, irritable bowel syndrome, fuel and to study and offer edema, swelling, pain, allergies, acne, thyroid, hypothyroidism and so on.

After decades of coaching, consulting, and supervising hundreds of coaches with clients, I’ve identified six main types of problems people face in any organization. If you prepare to deal with these six, not only will you solve them faster, but you’ll start to prevent them from happening in the first place. And when you know how to handle these common people problems, you’ll be better equipped to handle any outliers—and you’ll have the capability to take on even larger, unexpected challenges. Here are the top six challenges people bring to coaching: I have so much to do, I can’t even think! I don’t always handle myself the way I’d like. I feel stuck and have no idea how to move forward. I get annoyed when people don’t do what I want them to do. People push my buttons, and I lose it! My boss/partner/child/parent/friend/coworker/pet/neighbor is driving me crazy! (In other words, it’s not me—it’s you.) Which of these six challenges do you identify with? We all have struggles in our life. Heck, some of us will encounter all six of these in any given week!

You deserve someone better. Someone who respects your sentiments, someone who consults you. Not someone who is always demanding and authoritative. Believe in yourself. Wait for someone worth you.

Follow-Up Framework Opt-In: Offer a desirable bribe (also called a “hook” or “lead magnet”) in exchange for an email address (at a minimum). Hook Delivery: Deliver what was promised for the prospect opting in. Digital delivery can range from digital reports to emails to audio or video content. The benefit of digital delivery is that you can provide immediate gratification to your prospect and it’s free to send. Sellucation: Sellucation is selling through education. Each Follow-Up installment is an opportunity to address common questions, handle objections, and amplify the problem while presenting your solution. It’s education with the implicit intent of driving sales. Social Proof: Reiterating the social proof you presented in the Engage & Educate phase with testimonials, reviews, awards, partner logos, and case studies will enhance your credibility and build trust. Promotions: Offering free consultations, discounts, and other incentives can motivate your prospect to take action. Communicating an expiration associated with the promotion can create a sense of urgency that further persuades prospects to move forward.

Ganesh Chaturthi is one of the major festivals in India and is celebrated on a large scale in many states of India. This popular festival is approaching and these celebrations are done all over with a lot of enthusiasm. During the pandemic, the celebrations are set to be different as the mode of celebrations has become somehow reformed. The widespread celebrations across 11 days of the festival might turn out to be great for you. The good times might bring the best for your life. The government has insisted on various measures for safeguarding the general health and well-being of people and with this approach, the virtual world has become quite open to new ways of getting various services. There are some of the important tips to follow for finding your best match during this phase. Find your soulmate The people planning to get the best matches for their life can find this as the most auspicious phase to search for the prospective match and make proceeding to have them in their life. Lord Ganesha gets the prime worshipping place and this festival will allow growing your life’s scope with finding the most loving soulmate. TruelyMarry can make the occasion of Ganesh Pooja to accomplish the most important event in your life, i.e., your marriage. · Virtual Selection In this Covid struck phase, the virtual selection of your life partner could be done with the sophisticated website platform and application. There is no longer any worry and you can choose the best matches by shortlisting the different matches. It is no longer difficult to find your better half as the online platform can make it obtain with ease. · Following social norms TruelyMarry platform assures that there are only valid profiles available on their platform. They make sure that the social norms are followed and you get the most amazing matches for the distant relationships. You can choose your interests and the profiles with similar matches will be revealed to you. This Ganesh Chaturthi can bring a lot of happiness to your life. It is the motive of every person to find the perfect life partner and TrulyMarry.com will be your assistance in becoming your associate for the same. You can find every profile with details through the enhanced research and the membership assures being capable of knowing all the details in the most responsible way. The list of handpicked profiles will be presented to you to make the right selection. The initial registration is free of cost followed by an option to choose the membership plans. There are several ways for making the selection, by applying filters or making the selection based on community, religion, caste, and profession. TruelyMarry.com majorly focuses on the Indian community Matrimonial Services and is a unique portal for finding the perfect soulmate. May the blessings of the Lord on Ganesh Chaturthi make you successful in obtaining your best match through online or offline consultation. Our team is highly efficient and would assure you meeting your life partner at our matrimony platform. Bappa will be with you for every new beginning in life..!! Wishing you & your family a very Happy Ganesh Chaturthi.

Wilbur Ross, the new commerce secretary, had extensive investments in China, and one of his companies was partnered with a state-owned Chinese corporation (under pressure, Ross appears to have divested in 2019).42 While in China in 2017 he talked up a partnership between Goldman Sachs and the state-owned investment fund China Investment Corp, to provide up to $5 billion to buy into US manufacturers, including sensitive assets.43 (Readers might consult this book’s index to grasp the outsized role Goldman Sachs plays in Beijing’s influence operations.) Trump’s director of the National Economic Council, Gary Cohn, had been president of Goldman Sachs, which was heavily involved with Chinese banks, giving Cohn a personal stake in their success. Among his financial interests in China before his appointment was a multimillion-dollar stake in a huge Party-controlled bank, the Industrial and Commercial Bank of China, which he helped to buy assets in the US.

Leveraging the support from consulting and delivery partners (they can be the same) is critical for gaining the right momentum in the organization with minimum investment.

The lead partners of consulting firms, by the way, understand this self-subordination thing well. They are well into the “meta” level of this particular development in organizational psychology. To paraphrase a comment passed along from Roland Berger, a McKinsey alumnus who built up his own large consulting firm, consulting is really a branch of the lemonade business. You find anxious overachievers and bring them in with what they think is a lot of money and a few tokens of prestige. Then you squeeze them like lemons and toss out the rinds.

Food License Consultant A food license consultant is one type of bridge that can help you to issue your food license. There are many companies available that can help you to grow your business. They can guide your whole process and explain the fee structure and government fee and some legal documents. If you are looking for the best food license consultants in your city then you can visit our website. Here you can get many verified professionals. Here are some details about the food license which are listed below. What is Food License? What is Food License Registration? What are the types of FSSAI Licenses? What are the documents needed for Food License Registration? What is a food License (FSSAI License)? FSSAI stands for Food Safety Standards Authority of India, which is a statutory body established under the Ministry of Health & Family Welfare, Government of India. It has been established under the Food Safety and Standards Act, 2006, which is related to food safety and regulation in India. A food license is responsible for protecting and promoting public health through regulation and supervision of food safety. Food License Registration A food license is required for every person who wants to start a food business, who can involve in any kind of business like manufacturing, processing, distribution, or sale of food products, etc. A food license consists of 14 digit license number, which can print on all the food packages item. It gives all information regarding the assembling and owner’s permit. The motive of registration is to make the food business operators more responsible that can maintain the quality of food products. Types Of FSSAI License There are different types of food licenses that can depend on the scale of business, and on the turnover provided by the business owner. The government issue different type of license based on the food business operator activity. The types if food licenses are as below: 1) FSSAI Basic Registration: The FSSAI basic license registration for those who have a small-scale business. If their turnover is less than 12 lakh then apply for basic registration. 2) FSSAI State License: The FSSAI State License registration for those who have medium-scale businesses. If their turnover is more than 12 Lakh or up to 20 crores. 3) FSSAI Central License: The FSSAI Central License registration for those who have large-scale businesses. If their turnover is more than 20 crores then it can apply for Central License. Document required for Food License Registration The food license registration document required for the proprietorship Concern or a single person 1) Rental Agreement 2) Pan Card 3) Two Photos 4) ID Proof The food license registration document required for the Partnership Firm 1) Pan Card of Partnership Firm 2) All partner’s Id and Address Proof 3) Two Photos of Each Partner 4) Rental Agreement The food license registration document required for Private Limited Company 1) Pan Card of Private Limited Company. 2) Incorporation Certificate of Private Limited Company. 3) All Director’s Id and Address Proof 4) Two Photos of Each Director. 5) Rental Agreement. Best FSSAI License Consultant in India We are a team of FSSAI Registration centers, helping business owners in the registration, and certification procedures all over India. If you have further queries or doubts, then please visit our website. Tags food license online, food license, fssai license, fssai license registration, fssai license registration online, fssai registration, fssai license fee, fssai license documents, food licensing, fssai renewal, fssai apply online, fssai online, fssai registration form, fssai license registration consultant, fssai license consultant, fssai consultant, food license consultant in Ahmedabad, Food license consultant in Delhi, Food license consultant in Mumbai, Food license consultant in Kolkata

How did you find us?” I ask, looking between him and Percy. “When it became apparent you had absconded with a member of Scipio’s crew, I consulted him for information about your partner in crime,” Monty says. “At which point he informed me that the woman you had chosen to hang your hopes upon is a member of the Crown and Cleaver fleet and that any dealings you might have with her were likely to be criminal at best.” “Why did he take Sim on if he knew she was dangerous?” I ask. “I was raised under the Crown and Cleaver,” Ebrahim says from the stairs, and I jump. I had forgotten he was there. “I vouched for her.” “Which of course led to him feeling responsible,” Monty says, “and Scipio feeling responsible, and also Percy and I felt responsible and we were all determined to get you out of whatever trouble you had so determinedly gotten yourself in. Don’t look so surprised. We’d move heaven and earth for you. Unless of course there is any actual heavy lifting involved, in which case, I’ll abstain, but don’t believe that in any way tarnishes the sentiment.

S3R, Canada's top independent circular economy consulting firm, has helped 1,000+ companies since 2010. Clients save thousands & divert landfill waste with risk-free solutions. S3R's 700+ partners help with agreements, equipment, waste recovery, invoice tracking, optimization, training, and planning. Key figures: 120,000 tonnes diverted, 40-80% savings. Improve your environmental footprint, embrace sustainable development, and join the circular economy with S3R.

We support businesses and employers with their people and HR challenges. We provide advice and administrative support on all aspects of HR, as well as partnering with you to develop your people strategy. We help you to create a place your people love to work. Our HR experts help businesses all over the UK achieve growth and success through their people — and we couldn’t be prouder. We love working with growing businesses. We love your ambition, we love your pro activity, and we love making a real and substantial difference to your business. Because that’s what we’re all about.

Best Tips for a Stress-Free Pregnancy – Motherhood Chaitanya Hospital Bringing a new life into the world is an extraordinary journey, one filled with anticipation and joy. Yet, the path to motherhood can also be fraught with stress and anxiety. The good news is that there are ways to navigate this period with greater ease. From seeking support through childbirth and parenting classes in Chandigarh to embracing the serenity of Pre-Natal Yoga Classes for Pregnant Mothers in Chandigarh, let’s explore some of the best tips for a stress-free pregnancy. Understand Your Body Pregnancy is a unique and transformative experience, but it also brings a host of physical changes. Understanding these changes can alleviate anxiety. Remember, your body is doing something miraculous. It’s nurturing and growing a new life. Embrace the journey with wonder and gratitude. Stay Active with Pre-Natal Yoga Pre-Natal Yoga Classes in Chandigarh provide an exceptional avenue to connect with your body and your baby. Yoga helps maintain flexibility, ease discomfort, and reduce stress. The gentle stretches and mindful breathing techniques impart a sense of calm and inner peace. Educate Yourself Knowledge is power, and when it comes to pregnancy, it’s empowering. Enroll in childbirth and parenting classes in Chandigarh to gain insight into what to expect during labor, delivery, and early parenthood. Knowing what lies ahead can significantly reduce apprehension. Nurture Emotional Well-being Pregnancy is not just about physical health; emotional well-being is equally vital. Seek emotional support from your partner, friends, or a counselor if needed. Express your feelings and allow yourself to experience a range of emotions without judgment. Eat Mindfully Nutrition is crucial for both you and your baby. Consume a balanced diet rich in essential nutrients. Remember, you’re not eating for two adults; you’re providing the building blocks for a new life. Consult with a healthcare professional for dietary guidance. Stay Hydrated Hydration is key to a healthy pregnancy. It helps prevent common issues like constipation and urinary tract infections. Aim for at least eight glasses of water a day, and adjust your intake as needed to accommodate your changing body.

10 Things You Should Always Discuss with Your Gynecologist – Motherhood Chaitanya Hospital Your gynecologist is your partner in women’s health, and open communication is key to receiving the best care. From reproductive health to general well-being, here are 10 crucial topics you should always discuss with your gynecologist. If you’re in Chandigarh, consider reaching out to the Best Female Gynecologist in Chandigarh through Motherhood Chaitanya for expert care. 1. Menstrual Irregularities Don’t dismiss irregular periods as a minor issue. They could be indicative of underlying conditions like polycystic ovary syndrome (PCOS), thyroid disorders, or hormonal imbalances. 2. Contraception Discuss your contraception options to find the one that best suits your needs and lifestyle. Your gynecologist can provide guidance on various birth control methods, from pills to intrauterine devices (IUDs). 3. Pregnancy Planning If you’re planning to start a family, consult your gynecologist for preconception advice. This can help you prepare your body and address any potential risks or concerns. 4. Sexual Health Openly discuss any concerns related to sexual health, including pain during intercourse, sexually transmitted infections (STIs), or changes in sexual desire. Your gynecologist can provide guidance and offer solutions. 5. Menopause and Perimenopause If you’re in your 40s or approaching menopause, discuss perimenopausal symptoms like hot flashes, mood swings, and changes in menstrual patterns. Your gynecologist can recommend treatments to manage these changes. 6. Family History Share your family’s medical history, especially if there are instances of gynecological conditions, such as ovarian or breast cancer. This information is vital for early detection and prevention. 7. Breast Health Talk to your gynecologist about breast health, including breast self-exams and recommended mammograms. Regular breast checks are essential for early detection of breast cancer. 8. Pelvic Pain Don’t ignore persistent pelvic pain. It can signal a range of issues, including endometriosis, fibroids, or ovarian cysts. Early diagnosis and treatment are crucial. 9. Urinary Issues Frequent urination, urinary incontinence, or pain during urination should be discussed. These symptoms can be linked to urinary tract infections or pelvic floor disorders. 10. Mental Health Your gynecologist is there to address your overall well-being. If you’re experiencing mood swings, anxiety, or depression, it’s important to discuss these mental health concerns. Your gynecologist can offer guidance or refer you to specialists if needed. In conclusion, your gynecologist is your go-to resource for women’s health, addressing a wide spectrum of issues. Open and honest communication is essential to ensure you receive the best care and support. If you’re in Chandigarh, consider consulting the Best Gynecologist Obstetricians in Chandigarh through Motherhood Chaitanya for expert guidance. Your health is a priority, and discussing these important topics with your gynecologist is a proactive step toward a healthier, happier you

I'm so sick and tired of leeches; blood sucking individuals with no remorse. It's now time to cut them off and get rid of them from my life. The hungry consultants, unscrupulous professional advisors, fake friends, dubious investors, bogus business partners, self-anointed good-soil for seed ministries, selfish relatives and those who feel I don't deserve!

When I first met my long-term partner, Mike, he was suffering with an incurable disease. (No need for specifics). He was taking a concoction of pills and was facing a prospect of steroid medication and perhaps surgery to keep his condition in remission. I was somewhat surprised that on our first date, he told me, not just the full story of his own disease, but also all about his father and sister, who were both suffering with separate incurable illnesses. As I got to know Mike and his family, I was struck by how much they talked about illness. Mike gave an almost daily commentary about his various aches, pains, twinges and physical state. Where some families talk about politics or sport, or celebrities, or current affairs (it’s dogs, cats and kids in my family), Mike’s family would chat around the dinner table about conditions, consultants, tests, medical procedures, drugs and treatments. I found this quite bewildering, because these subjects rarely enter my mind. It was like being in a room full of people talking about a book you haven’t read or a film you haven’t seen. I found myself with nothing to add to this conversation, having no story about illness to tell. But here’s where it gets interesting. When I mentioned my observations to Mike, he became aware of how much he and his family spoke about illness for the first time ever. With my prompting, he began to change his story. And as he did so, not only did his aches and pains begin to disappear, but his chronic disease also started, almost miraculously, to improve. After a few months, he felt well enough to come off all his medication. At some point, he even stopped his regular visits to the doctor. There was just no point in seeing a doctor when he felt so well. Of course, we aren’t allowed to say ‘cured’ (because only doctors are allowed to claim a cure), but all these years later, his ‘incurable’ illness is not simply better, it’s gone. Now, please don’t take this as a prescription to ditch your meds and stop seeing your doctor. I’m not saying you can or should replace proper medical advice or treatment with words. This is just one anecdote about one man who chose to tell a different story. Take from it what you will.

Get Other People to Sell the Product for You A great way to grow your sales is to have more people selling your product. Obvious, right? You can hire salespeople or find external resources to sell the product for you, but at some point your sales force has to consist of more than just you. As a small team of one, I needed to leverage as much help as I could to distribute and sell WebMerge. My primary approach to scaling our distribution was using consulting partners and integration partners. I built a large network of people who liked working with WebMerge and would recommend it to their customers/clients

To pursue its missing billions, BTA retained Trefor Williams’ private intelligence company Diligence, Portland, a PR consultancy founded by Tony Blair’s old media strategist Tim Allan, and a firm of the finest London lawyers, Hogan Lovells, where the flinty and brilliant partner Chris Hardman took up the case.

Loans are easier than equity. I generally think that offering debt is better than offering equity. When you offer F&F members equity, they are legally your business partners. Do you really want Uncle Freddy as a business partner? It’s better to treat such investments as loans. But if your F&F members insist on equity, try to make it nonvoting stock, so they can’t insist on being consulted on every management decision.

The Warburg family is the most important ally of the Rothschilds, and the history of this family is at least equally interesting. The book The Warburgs shows that the bloodline of this family dates back to the year 1001.[28] Whilst fleeing from the Muslims, they established themselves in Spain. There they were pursued by Fernando of Aragon and Isabella of Castile and moved to Lombardy. According to the annals of the city of Warburg, in 1559, Simon von Cassel was entitled to establish himself in this city in Westphalia, and he changed his surname to Warburg. The city register proves that he was a banker and a trader. The real banking tradition was beginning to take shape when three generations later Jacob Samuel Warburg immigrated to Altona in 1668. His grandson Markus Gumprich Warburg moved to Hamburg in 1774, where his two sons founded the well-known bank Warburg & Co. in 1798. With the passage of time, this bank did business throughout the entire world. By 1814, Warburg & Co had business relations with the Rothschilds in London. According to Joseph Wechsberg in his book The Merchant Bankers, the Warburgs regarded themselves equal to the Rothschild, Oppenheimer and Mendelsohn families.[29] These families regularly met in Paris, London and Berlin. It was an unwritten rule that these families let their descendants marry amongst themselves. The Warburgs married, just like the Rothschilds, within houses (bloodlines). That’s how this family got themselves involved with the prosperous banking family Gunzberg from St. Petersburg, with the Rosenbergs from Kiev, with the Oppenheims and Goldschmidts from Germany, with the Oppenheimers from South Africa and with the Schiffs from the United States.[30] The best-known Warburgs were Max Warburg (1867-1946), Paul Warburg (1868-1932) and Felix Warburg (1871-1937). Max Warburg served his apprenticeship with the Rothschilds in London, where he asserted himself as an expert in the field of international finances. Furthermore, he occupied himself intensively with politics and, since 1903, regularly met with the German minister of finance. Max Warburg advised, at the request of monarch Bernhard von Bülow, the German emperor on financial affairs. Additionally, he was head of the secret service. Five days after the armistice of November 11, 1918 he was delegated by the German government as a peace negotiator at a peace committee in Versailles. Max Warburg was also one of the directors of the Deutsche Reichsbank and had financial importances in the war between Japan and Russia and in the Moroccan crisis of 1911. Felix Warburg was familiarized with the diamond trade by his uncle, the well-known banker Oppenheim. He married Frieda Schiff and settled in New York. By marrying Schiff’s daughter he became partner at Kuhn, Loeb & Co. Paul Warburg became acquainted with the youngest daughter of banker Salomon Loeb, Nina. It didn’t take long before they married. Paul Warburg left Germany and also became a partner with Kuhn, Loeb & Co. in New York. During the First World War he was a member of the Federal Reserve Board, and in that position he had a controlling influence on the development of American financial policies. As a financial expert, he was often consulted by the government. The Warburgs invested millions of dollars in various projects which all served one purpose: one absolute world government. That’s how the war of Japan against Russia (1904-1905) was financed by the Warburgs bank Kuhn, Loeb & Co.[31] The purpose of this war was destroying the csardom. As said before, in testimony before the Senate Foreign Relations Committee, James P. Warburg said: “We shall have a world government, whether or not we like it. The question is only whether world government

Mru consulting has partners for hotel bookings, car hire bookings, tours & transfers, travel insurance and visa information. Contact us for more information.

But even the biggest Wall Street banks were at a disadvantage when they went up against the traders at Koch Industries, British Petroleum, or Amoco. The Wall Street banks didn’t have access to inside information. Goldman Sachs didn’t own refineries or pipelines and couldn’t get a sneak peek into where markets were headed. The banks had to resort to second-rate information that was publicly available, like government reports on monthly energy supplies. It was a losing proposition. In the mid-1990s, the Wall Street banks came to Koch Industries, asking for help. “We kept getting approached by banks, who say, ‘Hey, Koch. You guys are so good at this physical stuff, we’d like to partner with you,’ ” recalled a former senior Koch executive who was heavily involved in trading operations. The banks came to Koch with the same pitch: the banks would handle “all this financial stuff,” while Koch handled the physical end of trading and shared information from its operations. If Koch executives were flattered by the attention from Wall Street, they didn’t show it for long. “We kind of got curious—or, suspicious is the better term,” the executive recalled. Rather than help the banks out, Koch set up a team to study why the banks were so interested in their business. Koch hired the outside consulting firm McKinsey & Company to study what was happening in commodities markets during the 1990s. McKinsey reported that the world of trading had grown even larger and more profitable than Koch Industries had suspected. As it happened, the futures contracts that Koch was trading had become the “plain vanilla” products in a rapidly booming market. Now there were more exotic, more opaque, and far more profitable financial products on the market. These products were called “derivatives.” That’s where the real money was.

Ever wondered what your partner is up to online? Meet Lee Ultimate Hacker, the trusty sidekick that helps you uncover hidden online activities. Users have shared heartwarming testimonials of how this tool has transformed their relationships. From rebuilding trust to uncovering hidden truths, the success stories speak volumes about the power of transparent communication. So there I was, armed with a cup of lukewarm coffee and a sinking feeling in my gut, about to confront my dear wife with the unsettling truth that Lee Ultimate Hacker had unearthed. Armed with the evidence of her clandestine communications lighting up my phone like a Christmas tree, I took a deep breath and dove headfirst into what would undoubtedly be a defining moment in our relationship. The emotional fallout of uncovering a betrayal is like stepping on a Lego brick in the dark – surprising, painful, and leaves you questioning your life choices. As the dust settled and the gravity of the situation sank in, I navigated the treacherous waters of heartbreak and disbelief. Tears were shed, words were flung like daggers, and emotions ran higher than a giraffe's high jump. But through it all, one thing became clear – healing would take time, effort, and probably a few gallons of ice cream. With the bombshell dropped and the shards of our shattered trust scattered across the metaphorical floor, decisions needed to be made. Would we try to salvage what remained of our marriage, or would we part ways like ships in the night, forever haunted by what could have been? Consulting the wisdom of friends, family, and the occasional fortune cookie, I embarked on the daunting task of charting a course for the uncertain seas ahead. As the days turned into weeks and the wounds slowly began to scab over, I realized that healing and closure were not destinations but rather a journey. Embracing the messiness of emotions, the unpredictability of human nature, and the healing power of time, I set out on a quest for inner peace and resolution. Through therapy, self-reflection, and the occasional karaoke session, I embraced the uncertain future with a newfound sense of resilience and hope. Because hey, if Lee Ultimate Hacker could help me uncover a cheating spouse, who knows what other surprises life has in store? As the dust settles on this tumultuous chapter, the protagonist navigates the complexities of moving forward and seeking closure. Through the lens of this experience, one can reflect on the significance of trust, transparency, and the unforeseen ways in which technology can shape our relationships. Write Lee Ultimate Hacker using: Email:LEEULTIMATEHACKER@AOL.COM OR Telegram:LEEULTIMATE