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Smart Sexy Money is About Your Money As an accomplished entrepreneur with a history that spans more than fourteen years, Annette Wise is constantly looking for ways to give back to her community. Using enterprising efforts, she qualified for $125,000 in startup funding to develop a specialized residential facility that allows developmentally disabled adults to live in the community after almost a lifetime of living in a state institution. In doing so, she has provided steady employment in her community for the last thirteen years. After dedicating years to her residential facility, Annette began to see clearly the difficulty business owners face in planning for retirement successfully. Searching high and low to find answers, she took control of financial uncertainty and in less than 2 years, she became a Full Life Agent, licensed Registered Representative, Investment Advisor Representative and Limited Principal. Her focus is on building an extensive list of clients that depend on her for smart retirement guidance, thorough college planning, detailed business continuation, and business exit strategies. Clients have come to rely on Annette for insight on tax advantaged savings and retirement options. Annette’s primary goal is to help her clients understand more than just concepts, but to easily understand how money works, the consequences of their decisions and how they work in conjunction with their desires and goal. Ever the curious soul who is always up for a challenge, Annette is routinely resourceful at finding sensible means to a sometimes-challenging end. She believes in infinite possibilities as well as in sharing her knowledge with others. She is the go-to source for “Smart Wealth Solutions.” Among Annette’s proudest accomplishments are her two wonderful sons, Michael III and Matthew. As a single mom, they have been her inspiration and joy. She is forever grateful to the greatest brothers in the world- Andrew and Anthony Wise, for assistance in grooming them into amazing young men.

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During an interview with Diversity Inc.’s director of research and product development, she walked me through a typical presentation used to pitch the value of the company’s software to prospective clients. I learned that their products are especially valuable to those industries not allowed to collect ethno-racial data directly from individuals because of civil rights legislation that attempts to curb how these data are used to discriminate. But now those who work in finance, housing, and healthcare can use predictive software programs to ascertain information that they cannot request directly. The US Health Insurance Portability and Accountability Act (HIPAA) privacy rule, for example, strictly monitors the collection, storage, and communication of individuals’ “protected health information,” among other features of the law. This means that pharmaceutical companies, which market to different groups, need indirect methods to create customer profiles, because they cannot collect racial-ethnic data directly. This is where Diversity Inc. comes in. Its software programs target customers not only on the basis of race and ethnicity, but also on the basis of socioeconomic status, gender, and a growing list of other attributes. However, the company does not refer to “race” anywhere in their product descriptions. Everything is based on individuals’ names, we are told. “A person’s name is data,” according to the director of research and product development. She explains that her clients typically supply Diversity Inc. with a database of client names and her team builds knowledge around it. The process, she says, has a 96 percent accuracy rate, because so many last names are not shared across racial–ethnic groups – a phenomenon sociologists call “cultural segregation.”18

Given the inefficiency of the Indian bureaucracy to effectively implement national objectives, a possible approach (as suggested by Prof. Kelkar once), to salvage the existing PSEs (including all its stakeholders) and to protect the State’s investment in them, would be to transfer all Government’s share in all PSEs to a holding company set up under the Disinvestment Act, at once. 8.4.4 Government should disinvest majority of its share (55 %) in the holding company to Indian mutual funds, and insurance companies through the book-building route, twenty per cent of its share to small investors through IPO (Initial Public Offer), five percent of its share to foreign institutional investors, ten per cent of its share through ADR/GDR in the foreign capital market (this would lead to improved corporate governance as listing in foreign markets, particularly NYSE has stringent requirements), and retain just ten per cent of share in the holding company. 8.4.5 The holding company should be managed by a reputed professional board (initially appointed by the Government through wide consultations and subsequently confirmed by the shareholders of the holding company). The Board would be responsible to its shareholders. The Board of the individual PSEs (which would no longer be a PSE as they would become subsidiaries of the holding private company) would be appointed by the holding company and be responsible to the Board of the holding company.

FIGURE 5.1 Buying and closing checklist. 1. Identify a potential bargain purchase; ask questions. 2. Write down the one urgent problem you can solve for the seller. 3. Establish the fair market value, give or take 5 percent. 4. Research the market rent and likely net income the property will produce. 5. State your minimum acceptable profit on this house. 6. Formulate an offer that solves the seller's one urgent problem. 7. Make the offer. Insist on either an acceptance or a counteroffer (Don't tell me what you won't do; tell me what you will do). 8. Make another offer based on any new information. 9. If the seller is unresponsive but you remain convinced there is opportunity, go away and come back in a week with another offer. 10. Get the contract accepted-signed by all parties. 11. Make your earnest money deposit with the closing agent. 12. Retain rights to house inspector and termite inspector if needed. 13. Order a title search with a title company, attorney, or escrow company, and furnish these agents a copy of your fully signed contract. 14. Talk with the agent or attorney who will prepare the closing documents to alert him to any unusual clauses in the contract. 15. Get copies of any documents you will be required to sign the day before the closing, and get a copy of the title insurance commitment-read to check for exceptions. 16. Read closing documents (very carefully!!!). 17. Walk through the house the day of the closing after the sellers are completely out of the house. 18. Go to the closing, review the documents, and collect the appropriate items listed on the closing documents list, and get the keys and garage door opener. Note: When you are buying, take your time. Time is on your side. Having both the buyers and the sellers at the closing can work to your advantage. When you are selling, sign documents in advance. Only go to pick up your check after the buyer has signed everything and left. Source: Reprinted from John Schaub, "Making It Big on Little Deals," seminar by permission

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