Sustainable Financing Quotes

Financial health is the lifeblood of any organization. It's the engine that drives growth, innovation, and long-term sustainability. A company's financial performance determines its ability to invest in new products or services, attract and retain top talent, weather economic downturns, and ultimately, fulfill its mission.

I am sometimes asked about the concept or definition of a 'public intellectual,' and though I find the whole idea faintly silly, I believe it should ideally mean that the person so identified is self-sustaining and autonomously financed. Susan was pre-eminently one such.

See money – currency - as the flow of energy and giving that cycles between you, others and me. Now let it flow kindly, fairly and mindfully.

The expansionary dynamic of Western culture has been the root, the denominating constant, of modern history. The grandeur of Western liberalism, its material abundance, the flourishing of its arts and sciences, its painful construction of constitutional democracy -- these interconnected achievements have been financed by the sustained theft called imperialism.

When other countries run sustained trade deficits, they must finance these by selling off domestic assets or running into debt — debt which they actually are obliged to pay. It seems that only the Americans are so bold as to say “Screw the world. We’re going to do whatever we want.” Other countries simply cannot afford the chaos from which the U.S. economy is positioned to withstand as a result of the fact that foreign trade plays a smaller role in its economy than in those of nearly all other nations in today’s interdependent world. Using debtor leverage to set the terms on which it will refrain from causing monetary chaos, America has turned seeming financial weakness into strength. U.S. Government debt has reached so large a magnitude that any attempt to replace it will entail an interregnum of financial chaos and political instability. American diplomats have learned that they are well positioned to come out on top in such grab-bags.

Companies should assess and mitigate financial risks because doing so safeguards their financial stability, protects investments, and ensures they are better prepared to weather economic uncertainties. By identifying and managing potential risks, businesses can reduce the likelihood of adverse financial events and maintain a strong, sustainable financial position.

Companies should understand their cost structure to make informed decisions, optimize operations, and enhance profitability. This knowledge enables them to identify areas for cost reduction, pricing strategies, and resource allocation, ultimately contributing to financial sustainability and competitiveness.

The political men of Greece who lived under popular government recognized no other force to sustain it than virtue. Those of today speak to us only of manufacturing, commerce, finance, wealth, and even luxury.

Companies should diversify revenue streams to mitigate risk, enhance resilience, tap into new market opportunities, foster innovation, and ensure long-term sustainability and adaptability in a dynamic business environment.

Companies should seek opportunities for cost reduction to improve efficiency, increase profitability, and maintain a competitive edge. Cost reduction efforts can lead to better financial health, enhanced competitiveness, and the ability to allocate resources to other critical areas of the business, fostering long-term growth and sustainability.

Companies should assess the impact of debt on capital structure to maintain financial stability and optimize their cost of capital. This evaluation helps them strike the right balance between debt and equity, ensuring efficient financing, lower interest expenses, and sustainable growth.

Strategic tax management also enhances a company's competitiveness by enabling them to make informed financial decisions, attract investors, and adapt to changing tax regulations. It helps in minimizing financial risk and ensuring that the company's financial health remains strong, fostering long-term sustainability and growth.

Your job cannot sustain you, only your calling can

The Romantic journey was usually a solitary one. Although the Romantic poets were closely connected with one another, and some collaborated in their work, they each had a strong individual vision. Romantic poets could not continue their quests for long or sustain their vision into later life. The power of the imagination and of inspiration did not last. Whereas earlier poets had patrons who financed their writing, the tradition of patronage was not extensive in the Romantic period and poets often lacked financial and other support. Keats, Shelley and Byron all died in solitary exile from England at a young age, their work left incomplete, non-conformists to the end. This coincides with the characteristic Romantic images of the solitary heroic individual, the spiritual outcast 'alone, alone, all, all alone' like Coleridge's Ancient Mariner and John Clare's 'I'; like Shelley's Alastor, Keats's Endymion, or Byron's Manfred, who reached beyond the normal social codes and normal human limits so that 'his aspirations/Have been beyond the dwellers of the earth'. Wordsworth, who lived to be an old man, wrote poems throughout his life in which his poetic vision is stimulated by a single figure or object set against a natural background. Even his projected final masterpiece was entitled The Recluse. The solitary journey of the Romantic poet was taken up by many Victorian and twentieth-century poets, becoming almost an emblem of the individual's search for identity in an ever more confused and confusing world.

The west, and especially the United States, has shown no serious or sustained interest in the Middle East until the last half century. We tend to be comfortably ignorant of the history of Western interventionism in the region over centuries — or even over a millennium. We are only superficially aware of Middle Eastern critiques of Western policies that touch on oil, finances, political intervention, Western-sponsored coups, Western support for pro-Western dictators, and carte blanche American support for Israel in the complex Palestinian problem — which, after all, had its roots not in Islam, but in Western persecution and butchery of European Jews. European powers have also exported their local quarrels and parleyed them into two world wars that were fought out partly on Middle Eastern soil, as was much of the Cold War as well. All this suggests that many other causative factors are at work that have at least as much explanatory power for the current turmoil as does “Islam.” It is not simply a matter of “blaming the West” as some readers might rush to suggest here. I argue that deeper geopolitical factors have created numerous confrontational factors between the East and the West that predate Islam, continued with Islam and around Islam, and may be inherent in the territorial imperatives and geopolitical outlook of any states that occupy those areas, regardless of religion.

In times of crisis you either deepen democracy, or you go to the other extreme and become totalitarian. Our struggles for democracy have taught us some important and valuable lessons. Over a million citizen activists of all ethnic groups, mostly young people, made history by going door to door, urging voters to go to the polls and send Barack Obama to the White House in 2008. We did this because we believed and hoped that this charismatic black man could bring about the transformational changes we urgently need at this time on the clock of the world, when the U.S. empire is unraveling and the American pursuit of unlimited economic growth has reached its social and ecological limits. We have since witnessed the election of our first black president stir increasingly dangerous counterrevolutionary resentments in a white middle class uncertain of its future in a country that is losing two wars and eliminating well-paying union jobs. We have watched our elected officials in DC bail out the banks while wheeling and dealing with insurance company lobbyists to deliver a contorted version of health care reform. We have been stunned by the audacity of the Supreme Court as it reaffirmed the premise that corporations are persons and validated corporate financing of elections in its Citizens United decision.

The moment American bankers stop lending dollars to Argentina, the country is unable to refinance its mountain of dollar debt. Again, Greece is similar. Even though it has the same currency as Germany, the euro, the chronic Greek trade deficit with Germany translates into a constant flow of loaned euros from Germany to Greece so that the Greeks can keep buying more and more German goods. The slightest interruption in the flow of new loans from the surplus country to the deficit country causes the whole house of cards to collapse. This is when the IMF steps in. Its personnel fly into Buenos Aires or Athens, take black limousines to the finance minister’s office and state their terms: we shall lend you the missing dollars or euros on condition that you impoverish your people and sell the family silver to our mates, the oligarchs of this country and the world. Or words to that effect. That’s when TV screens fill with images of angry, and often hungry, demonstrators in Buenos Aires or Athens. Time and again history has shown that the periodic economic recessions that result from trade imbalances poison the deficit country’s democracy, incite contempt for its people in the surplus country, which then prompts xenophobia in the deficit country. Simply put, sustained trade deficits – and surpluses, their mirror image – never end well.

With the simple suspension of gold redeemability, governments’ war efforts were no longer limited to the money that they had in their own treasuries, but extended virtually to the entire wealth of the population. For as long as the government could print more money and have that money accepted by its citizens and foreigners, it could keep financing the war. Previously, under a monetary system where gold as money was in the hands of the people, government only had its own treasuries to sustain its war effort, along with any taxation or bond issues to finance the war. This made conflict limited, and lay at the heart of the relatively long periods of peace experienced around the world before the twentieth century.

23 When He Carries a Heavy Burden Bear one another’s burdens, and so fulfill the law of Christ. GALATIANS 6:2 SOCIETY PUTS A LOT OF WEIGHT on a man’s shoulders. It is his burden to earn the finances to support his family. He is expected to do well at his work and on his job. There are so many expectations of him in that regard that he feels the pressure of it constantly. That’s why you read about so many men committing suicide when they are in serious financial trouble. The burden is too great. Few women commit suicide for financial failure. If you or I fell into financial ruin, we would just sell everything, pay off all the debts we could, get a job, and start over. Men can feel the burden of failure in life-threatening ways. That’s why your husband needs your prayers to keep his burdens lifted. One of the best ways to bear your husband’s burden is to pray for him about whatever heavy load he is carrying. Every time you do, pray especially for what burdens him the most. One of the most effective things you can do is let him know you are praying for him and ask him to tell you what his burdens are. He may reveal something you didn’t even know was bothering him. God’s Word says that sometimes our burden comes from the oppressor. The children of Israel had an oppressor, and they were overtaken by this oppressor because of their own disobedience. But God promised that the burden the oppressor put on them would eventually be broken by the power of His Spirit. “It shall come to pass in that day that his burden will be taken away from your shoulder, and his yoke from your neck, and the yoke will be destroyed because of the anointing oil” (Isaiah 10:27). The anointing oil refers to a work of the Holy Spirit. Your prayers can invite the Holy Spirit to break any burden of the oppressor off of your husband’s shoulders. You will be fulfilling the “law of Christ” every time you pray like that, not to mention how it will secure your husband’s devotion. My Prayer to God LORD, I pray my husband will be able to fully release his burdens to You. I know that when we cast our burdens on You, You will sustain us and not allow us to be shaken (Psalm 55:22 NASB). Help me to bear his burdens in prayer and in any other way You reveal to me. Show me what his greatest burden is and what I can do to lighten it. I ask that You would relieve him of his heavy load by Your presence in his life. Enable him to understand that when he yokes up with You, You will carry the burden for him. I pray that when he is oppressed by the enemy, whatever prayer or supplication is made by him—when he acknowledges his own burdens before You and turns to You for help—that You will hear him (2 Chronicles 6:29-30). I also pray that as You take his burden from him, he will know it’s You doing the heavy lifting. In Jesus’ name I pray.

Issues such as universal freedom of migration, international security, terrorism, internet policing, climate crisis, ecological sustainability, stabilizing international finance and banking, global poverty, basic material security, basic income, labor rights, human and animal rights all share one fundamental trait: they are transnational by nature.

How to remedy this want of confidence? Hamilton submitted a twelve-point program, a fully realized vision of a financial system that reflected sustained thinking. Congress should create a central bank, owned half by the government and half by private individuals, that could issue money and make public and private loans. Drawing on European precedents, Hamilton cited the Bank of England and the French Council of Commerce as possible models. Taxes and domestic loans could not finance the war alone, he argued, and he pressed for a foreign loan of two million pounds as the centerpiece of his program: “The necessity of a foreign loan is now greater than ever. Nothing else will retrieve our affairs.

Passage Four: From Functional Manager to Business Manager This leadership passage is often the most satisfying as well as the most challenging of a manager’s career, and it’s mission-critical in organizations. Business mangers usually receive significant autonomy, which people with leadership instincts find liberating. They also are able to see a clear link between their efforts and marketplace results. At the same time, this is a sharp turn; it requires a major shift in skills, time applications, and work values. It’s not simply a matter of people becoming more strategic and cross-functional in their thinking (though it’s important to continue developing the abilities rooted in the previous level). Now they are in charge of integrating functions, whereas before they simply had to understand and work with other functions. But the biggest shift is from looking at plans and proposals functionally (Can we do it technically, professionally, or physically?) to a profit perspective (Will we make any money if we do this?) and to a long-term view (Is the profitability result sustainable?). New business managers must change the way they think in order to be successful. There are probably more new and unfamiliar responsibilities here than at other levels. For people who have been in only one function for their entire career, a business manager position represents unexplored territory; they must suddenly become responsible for many unfamiliar functions and outcomes. Not only do they have to learn to manage different functions, but they also need to become skilled at working with a wider variety of people than ever before; they need to become more sensitive to functional diversity issues and communicating clearly and effectively. Even more difficult is the balancing act between future goals and present needs and making trade-offs between the two. Business managers must meet quarterly profit, market share, product, and people targets, and at the same time plan for goals three to five years into the future. The paradox of balancing short-term and long-term thinking is one that bedevils many managers at this turn—and why one of the requirements here is for thinking time. At this level, managers need to stop doing every second of the day and reserve time for reflection and analysis. When business managers don’t make this turn fully, the leadership pipeline quickly becomes clogged. For example, a common failure at this level is not valuing (or not effectively using) staff functions. Directing and energizing finance, human resources, legal, and other support groups are crucial business manager responsibilities. When managers don’t understand or appreciate the contribution of support staff, these staff people don’t deliver full performance. When the leader of the business demeans or diminishes their roles, staff people deliver halfhearted efforts; they can easily become energy-drainers. Business managers must learn to trust, accept advice, and receive feedback from all functional managers, even though they may never have experienced these functions personally.

Is there a way forward, when campaign financing and mega-lobbying have displaced the common good and have led Americans to despair about the functioning of the political system? Since incumbent politicians won’t vote for campaign reform on their own, are we doomed to a vicious circle of big money, big corruption, failing public services, and a collapse of democratic rule?

growing, and sustainable. We’ve also explored how a company

Germany borrowed some $600 million a year, of which half went to reparations, the remainder to sustain the rebound in consumption after the years of austerity.

But it’s communication and learning how to humble yourself amid the trials that hit your marriage that sustains it. Believe me, in marriage, there are all sorts of trials and tribulations, from finances to sexual temptations, to health issues, to church and community issues, you name it. The marriage union appears to be touched by all kinds of outside issues.

It was, however, a 2008 film about then–New York Senator Hillary Clinton that garnered Citizens United national attention and set the stage for significant changes to American campaign finance regulations. Clinton was running in the 2008 Democratic presidential primary, and in Hillary: The Movie, Citizens United advanced a sustained case against her nomination. Over its 90 minutes, Hillary: The Movie employed archival video intermingled with both critical narration and interviews conducted with Clinton detractors. The film unrelentingly assaulted Clinton’s character, accusing her of untruths and obfuscation throughout her career not only as an Arkansas attorney, but also in public life as both first lady (of both Arkansas and the United States) and as a United States Senator.

Can one unearth above-average fund managers, who can consistently or over time beat the market? Once again, the academic research is gloomy for the investment industry. Using the database first started by Jim Lorie’s Center for Research in Security Prices, S&P Dow Jones Indices publishes a semiannual “persistence scorecard” on how often top-performing fund managers keep excelling. The results are grim reading, with less than 3 percent of top-performing equity funds remaining in the top after five years. In fact, being a top performer is more likely to presage a slump than a sustained run.18 As a result, as Fernando’s defenestration highlighted, the hurdle to retain the faith of investors keeps getting higher, even for fund managers who do well.* In the 1990s, the top six deciles of US equities-focused mutual funds enjoyed investor inflows, according to Morgan Stanley.19 In the first decade of the new millennium, only the top three deciles did so, and in the 2010–20 period, only the top 10 percent of funds have managed to avoid outflows, and gathered assets at a far slower pace than they would have in the past.

Climate finances will save the future and ensure the sustainability of your planet and generations.

Occupy is really the first sustained response to this. People have referred to the Tea Party as a response, but that is highly misleading. The Tea Party is relatively affluent, white. Its influence and power come from the fact that it has enormous corporate support and heavy finance. Parts of the corporate world simply see them as their shock troops, but it’s not a movement in the serious sense that Occupy is.

That’s the ground motive of Spirit-directed, Christ-mediated prayer—to simply know him better and enjoy his presence. Consider how different this is from the normal way we use prayer. In our natural state we pray to God to get things. We may believe in God, but our deepest hopes and happiness reside in things as in how successful we are or in our social relationships. We therefore pray mainly when our career or finances are in trouble, or when some relationship or social status is in jeopardy. When life is going smoothly, and our truest heart treasures seem safe, it does not occur to us to pray. Also, ordinarily our prayers are not varied—they consist usually of petitions, occasionally some confession (if we have just done something wrong). Seldom or never do we spend sustained time adoring and praising God. In short, we have no positive, inner desire to pray. We do it only when circumstances force us. Why? We know God is there, but we tend to see him as a means through which we get things to make us happy. For most of us, he has not become our happiness.

conventional energy sources (while nonrenewable) will continue to be used for at least 50 years. Thus, if our definition of sustainable goes to 50 years in the future, conventional energy sources are sustainable. Indeed, because of the effects of financial markets, as the cost of conventional fuel increases because of its depletion, we can anticipate that its extraction will slow as it is replaced by renewable energy sources. Thus we can readily see the continued use of conventional fuels for the next 100 years—barring some type of unexpected scientific breakthrough.

Getting U.S. public debt on a sustainable path will require more sacrifice from the American public. Just to slow debt growth to the rate of GDP growth (or a steady debt-to-GDP ratio) from today through 2040, changes to current policy would have to be dramatic: cut entitlements by 10 percent or cut discretionary spending by 24 percent or increase tax revenue by 6 percent, or some combination of the three.27 Adjustments to actually lower the debt-to-GDP ratio would be even more painful. Ideally, the debt-reduction burden would be shared by all Americans. But one thing is certain—less generous entitlement programs and tax increases will need to be part of any balanced solution. PUBLIC OPINION: FOR A BALANCED BUDGET, BUT AGAINST SACRIFICES TO BALANCE THE BUDGET Changes in entitlement programs and tax increases, however, collide with an American public that largely wants neither. Almost as a rule, Americans support a balanced federal budget. But public opinion moves decisively in the other direction when Americans are asked about the specific actions necessary to balance the budget.28 Entitlement programs are broadly popular. Although most Americans understand that entitlements have a financing problem, they oppose making them less generous. When given the choice between preserving entitlements and reducing the deficit, Americans prefer the status quo. A solid majority, or 69 percent, would rather keep entitlements as they are and incur the debt consequences, whereas only 23 percent say the country should take steps to reduce the budget deficit that would include entitlement cuts.29 It is understandable that older Americans are more inclined than their younger counterparts to want to preserve entitlements. But even so, most Americans age eighteen to twenty-nine, who will foot the future debt interest bill, still favor entitlement preservation over debt reduction. Perspectives differ depending on party affiliation: Republicans are more likely than Democrats to favor making deficit reduction a priority. There may be a “tax more” option. Americans do appear to favor increasing taxes on the rich, though Democrats more so than Republicans.30 It is unclear, however, whether Americans would favor raising their own taxes to cover their entitlement expenses. This suggests a fundamental disconnect between the services Americans want and what they are willing to pay in taxes to fund them.

Global finance made so much hay, not through efficient markets but by riding up and down three interlinked giant global asset bubbles using huge amounts of leverage. The first bubble began in US equities in 1987 and ran, with a dip in the dot-com era, until 2007. It was the longest equity bull market in history, and it spread out from the United States to boost stock markets all over the world. The smart cash that was being made in those equity markets looked around for a hedge and found real estate, which began its own global bubble phase in 1997 and ran until the crisis hit in 2006. The final bubble occurred in commodities, which rose sharply in 2005 and 2006, long before anyone had heard the words “quantitative easing,” and which burst quickly since these were comparatively tiny markets, too small to sustain such volumes of liquidity all hunting either safety or yield. The popping of these interlinked bubbles combined with losses in the subprime sector of the mortgage derivatives market to trigger the current crisis.

Value investing was once the purchase of tangible assets at levels below their market value. Value investing today is buying sustainable competitive advantages at a good price.

Goal setting works best when you have long-term goals and short-term goals in different areas of your life. Of course, you’re not going to have goals in every area, but you want to choose enough different ones to sustain your interest. Some examples of goal areas are Family relationships and your home; Humanist, volunteer, philanthropy, ethical; Social, cultural, travel, entertainment; Finances, career, education; Physical, diet, exercise; and Fun.

When we use concepts such as the commodification of labor power and the real subsumption of the labor and production process by capital it is with respect to the wholesale transformation of socioeconomic relations that the foregoing entails. The commodification of labor power involves the effective separation of the direct producers from the means of production and livelihood. These means of production are then concentrated in agriculture in the hands of landlords and capitalist farmers and in industry in the hands of the industrial capitalist class. The working class, whether in agriculture or in industry, gains access to the product of their necessary labor only indirectly through the wages they receive. They must then purchase the full spectrum of goods required to sustain their livelihood, and reproduction as a class, in the impersonal cash nexus of the capitalist market. The capitalist market itself is populated by small independent businesses across a division of labor in producer goods, consumer goods and agricultural. The rise of the mechanized cotton industry in Britain thus heralds the first historical embodiment of paradigmatic industrial capital.

Goals, Strategies, and Fundamentals Missions are generally long term in nature. Goals translate missions into practical, quantifiable medium-term objectives that then trigger the search for short-term action plans. Goals can be broadly quantified around three main dimensions: profitability, growth, and sustainability. It is important that boards and executive teams understand the interactions and especially the trade-offs between these three dimensions. It is impossible to pursue all three goals simultaneously, at least in the short term. Boards need to address this major challenge with executives, as, at least in the short term and possibly also in the medium term, these three goals cannot be pursued simultaneously. Executive teams thus face clear trade-offs which they need to recognize and manage. Boards are there to support executives with necessary clarifications on the goals that need to be pursued. Strategies are the action plans that executives deploy following the choice of mission by owners and the selection of goals by the board, in collaboration with the executive team. In case growth is chosen as the goal, for example, typical strategic choices are: build, buy, or ally strategies.14 The selection of a strategy does not depend solely on goals, it also depends on company fundamentals: the type of industry the firm operates in, the client’s ecosystem, suppliers, competitors, regulators, where and how the company generates cash flows, the types of risks the company faces and needs to mitigate against, as well as the company’s ability to raise financing. Examples are presented illustrating how strategies are selected by examining cash flow generating opportunities.

The Importance of Accounting Services for Businesses In today’s competitive business environment, maintaining accurate financial records and ensuring compliance with tax regulations is essential for long-term success. Accounting services provide businesses with the necessary tools and expertise to manage their finances efficiently. Whether for small businesses or large corporations, professional accounting services help streamline financial processes, ensure regulatory compliance, and offer strategic insights for growth. What Are Accounting Services? Accounting services encompass a wide range of tasks, including bookkeeping, financial reporting, tax preparation, payroll management, and auditing. These services are designed to help businesses track their income, expenses, and overall financial health. By outsourcing accounting tasks to professionals, businesses can focus on their core activities while ensuring that their financial operations run smoothly. Additionally, accurate and timely accounting services help businesses avoid costly errors and penalties. Benefits of Professional Accounting Services One of the main advantages of hiring professional accounting services is the accuracy they bring to financial management. Skilled accountants have a deep understanding of financial regulations and tax laws, ensuring that businesses remain compliant. Moreover, accountants can identify tax-saving opportunities, helping businesses reduce their tax liabilities. This level of expertise allows businesses to save time and money, as they no longer need to navigate complex financial tasks on their own. Strategic Financial Planning In addition to managing day-to-day financial tasks, accounting services play a crucial role in strategic financial planning. Accountants analyze a company’s financial data to provide valuable insights into cash flow, profitability, and potential areas for improvement. This data-driven approach enables business owners to make informed decisions, allocate resources efficiently, and plan for future growth. Compliance and Risk Management Compliance with financial regulations is vital for businesses to avoid legal and financial risks. Accounting services ensure that all financial documents are in order, tax filings are accurate, and deadlines are met. By maintaining accurate records and staying up to date with tax laws, businesses can reduce the risk of audits and penalties. In conclusion, accounting services are an essential component of successful financial management for businesses of all sizes. By providing accurate financial reporting, strategic insights, and ensuring compliance, professional accountants enable businesses to focus on growth and sustainability.

now the time to reckon with that question? We may begin to feel tendrils of doubt, the upwelling of inconvenient longings and needs, an uneasy sense that suppression or chronic discord will not be sustainable. We may encounter dread, fear, and a desire to escape through work, or screens, or drink. We’re dimly aware we may have to lose in order to gain, that painful upheavals may be the cost of emotional growth or inner peace. Oscillating between what is and what could be, between reality and possibility, between embracing and relinquishing, we feel disoriented and confused. When things feel bad, two options may loom up in our minds: endure (for the children, the shared history, the finances, the stability, the vow) or strive (for something more, another chance, a better relationship). Surrender or escape. Give in or start over. Depressive resignation or manic flight. These occur to us largely because it’s not at all clear where else to go. But the thought that soon follows is that we want to be honest, and we ask ourselves, what is the line between seizing vitality and manically defending against decline? What’s the difference between “settling” and acceptance? How might the effort to have more in our lives unwittingly result in less? When does accepting limits help us to make the most of what we have, and when does it signal premature resignation? Our dawning awareness of life’s limits means we know that we’ve reached the point where dismantling what we have and starting something new does not come cheaply. We know there’s really no such thing as “starting over,” only starting something different and trailing the inevitable complications in our wake. The acting out we see around us, which till now we’ve casually dismissed, begins to looks like one way that people try to combat the stasis of depression with the action of escape, attempting to transcend (at least temporarily) the “hitting a wall” feeling that this life stage can induce.

Financial Freedom (The Sonnet) Financial freedom doesn't mean, To be free from money troubles. Financial freedom actually means, Freedom from obsession of dollar bills. When the mind learns to distinguish, Between luxury and actual necessity. That's the beginning of financial freedom, That's the beginning of economic stability. Modern economy is the antithesis of sustainability, Where financial freedom is bait to the suckers. Actual necessities of life are very little, But first you gotta break free from the predators. We gotta wake up from materialism to be free. Or else, scheme after scheme we'll be ever unfree.

Horizon 2: Areas of focus and accountability—The segments of our life and work that we need to maintain, to ensure stability and health of ourselves and our enterprises (e.g., health, finances, customer service, strategic planning, family, career) Horizon 3: Goals and objectives—The mid- to longer-term outcomes to accomplish (usually within three to twenty-four months); e.g., “Finalize acquisition of Acme Consulting,” “Establish profitable online version of our leadership training course,” “Get Maria’s college plans finalized” Horizon 4: Vision—Long-term desired outcomes; ideal scenarios of wild success (e.g., “Publish my memoir,” “Take the company public,” “Have a vacation home in Provence”) Horizon 5: Purpose, principles—Ultimate intention, raison d’être, and core values of a person or enterprise (e.g., “To serve the growth of our community in ways that sustainably provide the greatest good for the greatest number of our citizens”)

It is easy to control poor people and it is difficult to control rich people or people who can sustain themselves. Most government and entities they are trying to make people poorer , so it will be easy for them to bully and control those people. They want people to be dependent on them and to fear them. That is why almost every system .They put in place. It is not to enrich people, but it is taking more money away from people. Government will never give you financial freedom.

Attempting to sustain GDP growth in an economy that may actually be close to maturing can drive governments to take desperate and destructive measures. They deregulate—or rather reregulate—finance in the hope of unleashing new productive investment, but end up unleashing speculative bubbles, house price hikes and debt crises instead. They promise business that they will ‘cut red tape’, but end up dismantling legislation that was put in place to protect workers’ rights, community resources and the living world. They privatise public services—from hospitals to railways—turning public wealth into private revenue streams. They add the living world into the national accounts as ‘ecosystem services’ and ‘natural capital’, assigning it a value that looks dangerously like a price. And, despite committing to keep global warming ‘well below 2°C’, many such governments chase after the ‘cheap’ energy of tar sands and shale gas, while neglecting the transformational public investments needed for a clean-energy revolution. These policy choices are akin to throwing precious cargo off a plane that is running out of fuel, rather than admitting that it may soon be time to touch down.

A system that relied on these kinds of promises and deliveries to feed 10,000 people also must have required long-range planning over long time periods. For a city to sustain itself, it takes more than a year-by-year distribution system. How will you make sure, for example, that there will be sufficient meat to feed the city next year? To solve a problem like this, the planner needs to balance current consumption against the rate that flocks and herds replenish themselves. This is a financial problem. A flock of sheep left to itself (and with plenty of pasture) will grow exponentially through time, but this growth also depends on how many are slaughtered for consumption. The mathematics of growth can get really complicated.

Sustainability financing (SusFin) isn't just an investment; it's a down payment on a planet where profit and purpose are inextricably linked, ensuring that prosperity is shared, not plundered.

Count your carbon, before they finance.

Sustainable financing is the measure of prosperity, not just in financial terms, but non-financial as well, for people, planet and prosperity of both.

The ideal world; equitable, sustainable, resilient.

In the toolbox of sustainable financing, models and mechanisms are the instruments that build bridges from investment to impact.

In the realm of sustainable finance, numbers are more than statistics; they're the chapters in the story of positive change.

Practice makes the sustainability perfect.

Each challenge is like a seeds of opportunity; if cultivated well, brings a positive change.

Sustainable financing is a symphony where risk management and performance measurements compose the harmonies of profit and purpose.

Within the framework of responsible finance, policies and regulations are the brushstrokes painting a portrait of a more equitable world.

The future of sustainable financing is not just about people, technology and profits; but strong will to enable generations sustain.

Steps to responsible financing: initiate, innovate, and inspire.

Responsible Financing (ResFin) is all about a financial legacy that enriches both the balance sheet and the betterment of humanity.

When you pour more into the river of desires than your reservoir of dedication can sustain, you risk flooding the fields of your potential.

far in excess of what it needed to sustain its economy.

These are not marginal or idiosyncratic categories of income (although the need to translate from tax categories to moral ones inevitably introduces judgment and imprecision into any accounting). Founder’s shares, carried interest, and executive stock compensation give nominally capital gains a substantial component of labor income, especially among the very rich. To begin with, roughly half of the twenty-five largest American fortunes, according to Forbes, arise from founder’s stock still held by the founders who built the firms. Moreover, the share of total capital gains income reported to the Treasury that is attributable to carried interest alone—to the labor of hedge fund managers—has grown by a factor of perhaps ten in the past two decades and now comprises a material share of all the capital gains reported by one-percenters. And over the past twenty years, roughly half of all CEO compensation across the S&P 1500 has taken the form of stock or stock options. Pensions and housing also contribute substantially to top incomes today, roughly doubling the shares that they contributed in the 1960s. Once again, the data cannot sustain precise measurements, but these forms of labor income, taken together, plausibly comprise roughly another third of top incomes, sitting atop the roughly half of top incomes attributable to labor on even the most conservative accounting. The data therefore confirm—top-down—the narrative of labor income that bubbles up from a survey of elite jobs. Both the top 1 percent and even the top 0.1 percent today receive between two-thirds and three-quarters of their income in exchange not for land, machines, or financing but rather for deploying their own effort and skill. The richest person out of every hundred in the United States today, and indeed the richest person out of every thousand, now literally works for a living.

money is a process, not a thing, whose value derives from the dynamic, ever-changing, and often contested social relations that sustain its circulation

Start-ups growing steadily and sustainably without millions of dollars of financing like Bhane, Bombay Shaving Company, Chomp, Daily Objects, Korra, Nicobar, Scarters, all indicate a different side of this story.

After earning a BS in Accounting and Finance from the University of Illinois, Brad Dean of Myrtle Beach commenced his career as one of the most sought-after turnaround architects in modern industry. In public and private sectors, he works to transform organizations, leading dynamic teams and teaching them how to develop and sustain profitable relationships with valuable partners.

Product: What is the product or service? What benefit does it provide and to whom? Can you make it inexpensively and of high quality? What form will it take? Website? App? Brick and mortar business? Marketing: Identify a few of the most effective marketing strategies to promote your business Finances: What are the major sources of revenue? How will this happen profitably? When will you achieve financial sustainability? Do you need to raise money for this? How much?

there will be a significant reallocation of capital.” BlackRock, he said, will “place sustainability at the center of our investment approach” and will require companies to “disclose climate-related risks.” When BlackRock—$7.5 trillion under management—speaks, companies listen. One example of the “reallocation of capital” is the growth in “green bonds.” These provide financing for infrastructure related to renewables and infrastructure. From $50 billion issued in 2015, the total reached $257 billion in 2019.

Long-tail returns have always been difficult to generate, and the VC industry has sometimes been chaotic and subject to the destructive ebbs and flows of investment cycles. History shows, however, that the social benefits of venture capital have been immense. By facilitating the financing of radical new technologies, US venture capitalists have supported a large range of high-tech firms whose products, from semiconductors to recombinant insulin, telecommunications inventions, and search engines, have revolutionized the way we work, love, and produce. While technological change can often disrupt labor markets and increase wage inequality, in the long run, innovation is essential to productivity gains and economic growth. The venture capital industry has been a powerful driver of innovation, helping to sustain economic development and US competitiveness.

merely aimed to provide citizens with the basic minimum standard needed to be self-sustaining. Wealth accumulation was permitted and even applauded, as long as it did not disrupt the normal functioning of society at large.

Not unlike Mussolini in his early laissez-faire period with Alberto De Stefani, Hitler named as his first minister of finance the conservative Lutz Graf Schwerin von Krosigk. For a time, the Führer left foreign policy in the hands of professional diplomats (with the aristocratic Constantin von Neurath as foreign minister) and the army in the hands of professional soldiers. But Hitler’s drive to shrink the normative state and expand the prerogative state was much more sustained than Mussolini’s. Total master of his party, Hitler exploited its radical impulses for his own aggrandizement against the old elites and rarely (after the exemplary bloodbath of June 1934) needed to rein it in. Another suggested key to radicalization is the chaotic nature of fascist rule. Contrary to wartime propaganda and to an enduring popular image, Nazi Germany was not a purring, well-oiled machine. Hitler allowed party agencies to compete with more traditional state offices, and he named loyal lieutenants to overlapping jobs that pitted them against each other. The ensuing “feudal” struggles for supremacy within and between party and state shocked those Germans proud of their country’s traditional superbly trained and independent civil service. Fritz-Dietlof Count von der Schulenburg, a young Prussian official initially attracted to Nazism, lamented in 1937 that “the formerly unified State power has been split into a number of separate authorities; Party and professional organizations work in the same areas and overlap with no clear divisions of responsibility.” He feared “the end of a true Civil Service and the emergence of a subservient bureaucracy.” We saw in the previous chapter how the self-indulgently bohemian Hitler spent as little time as possible on the labors of government, at least until the war. He proclaimed his visions and hatreds in speeches and ceremonies, and allowed his ambitious underlings to search for the most radical way to fulfill them in a Darwinian competition for attention and reward. His lieutenants, fully aware of his fanatical views, “worked toward the Führer,” who needed mainly to arbitrate among them. Mussolini, quite unlike Hitler in his commitment to the drudgery of government, refused to delegate and remained suspicious of competent associates—a governing style that produced more inertia than radicalization. War provided fascism’s clearest radicalizing impulse. It would be more accurate to say that war played a circular role in fascist regimes. Early fascist movements were rooted in an exaltation of violence sharpened by World War I, and war making proved essential to the cohesion, discipline, and explosive energy of fascist regimes. Once undertaken, war generated both the need for more extreme measures, and popular acceptance of them. It seems a general rule that war is indispensable for the maintenance of fascist muscle tone (and, in the cases we know, the occasion for its demise). It seems clear that both Hitler and Mussolini deliberately chose war as a necessary step in realizing the full potential of their regimes. They wanted to use war to harden internal society as well as to conquer vital space. Hitler told Goebbels, “the war . . . made possible for us the solution of a whole series of problems that could never have been solved in normal times.

The electronics effort faced even greater challenges. To launch that category, David Risher tapped a Dartmouth alum named Chris Payne who had previously worked on Amazon’s DVD store. Like Miller, Payne had to plead with suppliers—in this case, Asian consumer-electronics companies like Sony, Toshiba, and Samsung. He quickly hit a wall. The Japanese electronics giants viewed Internet sellers like Amazon as sketchy discounters. They also had big-box stores like Best Buy and Circuit City whispering in their ears and asking them to take a pass on Amazon. There were middlemen distributors, like Ingram Electronics, but they offered a limited selection. Bezos deployed Doerr to talk to Howard Stringer at Sony America, but he got nowhere. So Payne had to turn to the secondary distributors—jobbers that exist in an unsanctioned, though not illegal, gray market. Randy Miller, a retail finance director who came to Amazon from Eddie Bauer, equates it to buying from the trunk of someone’s car in a dark alley. “It was not a sustainable inventory model, but if you are desperate to have particular products on your site or in your store, you do what you need to do,” he says. Buying through these murky middlemen got Payne and his fledgling electronics team part of the way toward stocking Amazon’s virtual shelves. But Bezos was unimpressed with the selection and grumpily compared it to shopping in a Russian supermarket during the years of Communist rule. It would take Amazon years to generate enough sales to sway the big Asian brands. For now, the electronics store was sparely furnished. Bezos had asked to see $100 million in electronics sales for the 1999 holiday season; Payne and his crew got about two-thirds of the way there. Amazon officially announced the new toy and electronics stores that summer, and in September, the company held a press event at the Sheraton in midtown Manhattan to promote the new categories. Someone had the idea that the tables in the conference room at the Sheraton should have piles of merchandise representing all the new categories, to reinforce the idea of broad selection. Bezos loved it, but when he walked into the room the night before the event, he threw a tantrum: he didn’t think the piles were large enough. “Do you want to hand this business to our competitors?” he barked into his cell phone at his underlings. “This is pathetic!” Harrison Miller, Chris Payne, and their colleagues fanned out that night across Manhattan to various stores, splurging on random products and stuffing them in the trunks of taxicabs. Miller spent a thousand dollars alone at a Toys “R” Us in Herald Square. Payne maxed out his personal credit card and had to call his wife in Seattle to tell her not to use the card for a few days. The piles of products were eventually large enough to satisfy Bezos, but the episode was an early warning. To satisfy customers and their own demanding boss during the upcoming holiday, Amazon executives were going to have to substitute artifice and improvisation for truly comprehensive selection.

Debt used to finance government spending is acceptable when three conditions are met: the benefits of the spending must be greater than the costs, the government spending must be directed at projects the private sector cannot do on its own, and the overall debt level must be sustainable.

Community-supported enterprise: The community-supported enterprise model is well established in the realm of agriculture and makes increasing sense for many kinds of businesses in an economy based on relationships. In the community-supported agriculture (CSA) model, a farmer and a group of customers form a relationship and agree to share a handful of things, including, to varying extents, the financing, the bounty, and the potential risks of farming. In a CSA’s purest form, a CSA member generally pays the farm money at planting time, which gives the farmer operating capital throughout the year.

I had no plans as to my future financial sustainability: I never wanted to earn money for doing anything. I'd had various minimum-wage jobs in previous summers—sending e-mails, making cold calls, things like that—and I expected to have more of them after I graduated. Though I knew that I would eventually have to enter full-time employment, I certainly never fantasized about a radiant future where I was paid to perform an economic role. Sometimes this felt like a failure to take an interest in my own life, which depressed me. On the other hand, I felt that my disinterest in wealth was ideologically healthy.