Capital Investment Companies’ Post

Something is just...missing? Ever get that feeling even when your pay-check is good I believe that, the true wealth often lies in the vibe of where you work. That’s the one focus our managers working towards every year, and when every new cohort joining the team. We want to bring in the feeling of #community, where you look forward to go to office. You will miss the bunch of welcoming, smiling faces. Knowing that you are part of a crew where it’s not just about punching the clock; you're in it together—celebrating wins and lifting each other up on those tough days. You will have your best days when you actually look forward to those belly laughs, the high-fives after a big win, and the friends who’ve always got your back. So, it isn’t just about the paycheck; it’s about being part of something much bigger—a workplace family. That’s where work transforms into a place full of great memories and experiences. If you’re looking for more than just a paycheck, connect with Michele Fun and let’s build a workplace family, together! Have a story where #culture beat out cash? Drop it below and share the love! #wealthplanning #integratedfinance #sustainable

Hot take: Money talks. But it isn’t the only voice your team should hear. Building a motivated team isn’t just about throwing money at them. It’s about creating a culture where they feel valued and driven to perform at their best. Years ago, when we were trying to push through a major project, I noticed that bonuses and raises alone weren’t cutting it. Sure, they helped, but what really made a difference was when we started recognizing the small wins, celebrating the team’s effort and making sure everyone felt connected to the mission. Productivity shot up, and the team was more engaged than ever. It wasn’t the extra cash that did it, it was the culture we built together. True motivation comes from more than a paycheck. It comes from feeling like you’re part of something bigger.

In the 1990s DLJ was trying to build their name on the Street for M&A. Transcribed email: It has come to my attention (largely because of my inability to staff deals) that everyone claims to be “too busy” which can cause inequalities in assignments. The one true definition of “too busy” is being physically unable and having no more time to do more work (Not to take on one more deal). Let’s define “busy”. You are “busy” is you are working each weekday at least 16 hours and at least 16 hours on the weekend. These are working hours – not traveling, gabbing or eating time. If these are not your hours at the office, you have the capacity to take on more work. Vacations, weekend plans, roadshows, overstaffed due diligence of drafting sessions must take a back seat to getting work done. If you are planning any such activities you should see me before going. As you know, we rely on your judgment in taking on new deals. Bed checks, beepers, sign-in sheets, etc, are not part of our culture. Fairness and equitable treatment are part of our fabric. And if someone is not pulling as hard on their oar as hard as our hardest worker, then they are, pardon the expression, freeloading. Since none of you are held accountable for revenue, the issue comes down to fairness of the distribution of work. At a time when we are trying to establish DLJ as the best firm on Wall Street, we all have to pull together equally until more help arrives. It’s only fair to your colleagues.

With the amazing support of my husband and the green light from our long-time financial planner, and coupled with a mixture of trepidation, excitement, fear, and joy, I’m thrilled to announce that after 40 years of working, I’m retiring in June. Looking back over the various jobs I’ve had over the past four decades, none have been high profile. I didn’t travel the world, meet any celebrities, win any awards, or rocket to the top of the corporate ladder. But here are some highlights, lowlights, and a few other tidbits about my working life: ·        I held eleven different jobs at five law firms and six corporations. Of the latter, two were global behemoths based in Britain; one was Dutch; and three were American. ·        Those same corporations made some of the most iconic products in the world, including Cadbury chocolate, Dr Pepper, Snapple, Johnnie Walker, Guinness beer, Captain Morgan rum, the majority of the world’s semi-conductors, high-end dog and cat food, as well as owning the some of the most recognizable and wide-spread quick-serve restaurants around the world: Kentucky Fried Chicken, Pizza Hut, and Taco Bell. Not a single day goes by when I don’t see the various products my employers produce as well as any of the thousands of trademarked names I helped protect and maintain. ·        When I started working, there was no internet, no email, no fax machines, no FedEx. We all had Rolodexes, IBM Selectric typewriters, and sometimes beepers. The entire pace of working was different – there wasn’t any expectation of immediacy. The boundaries between work life and personal life were more clearly delineated. ·        I was laid off twice. The first of those experiences was a horrendous, demoralizing, exhausting year of hell. I later found out that every single thing the HR department advised management NOT do was exactly what they did. The second experience was one of the happiest days of my life, as it provided sweet relief from a very disturbed individual who micro-managed me down to the keystroke.  I cried at the end of every single workday for months leading up to that lay-off; it took an inordinate amount of effort not to laugh and dance with elation on the Zoom call in which I learned my job was being eliminated. ·        I had some amazing managers – intelligent, dynamic, witty, charming, empathetic people who brought out the best in others. I’m beyond grateful that those people far outnumbered the very few not-so-fabulous bosses that peppered my career. The former will be fondly remembered; the latter, relegated to the trash heap of memory. ·        CONTINUED IN COMMENTS  #retirement #IP #intellectualproperty

Reflecting on my first year in private practice, I've gained invaluable insights. Here are my top three key learnings: 1. Advisers are a resilient bunch: Despite the increasing costs and regulatory pressures, the financial advice industry remains buoyant. It's inspiring to witness the market's growth(particularly in the risk insurance space) with most practices growing and the only headache being recruitment and scale. 2. Culture eats talent for breakfast: At Oakmont Financial Group, I'm proud of the amazing team we've built. I firmly believe that having the right people onboard is more efficient than simply having a technically sound team, and fortunately, we have both at Oakmont. 3. Work-life balance soothes the soul: Over the past year, I've prioritised being a present parent and attending important family events. Achieving a healthy work-life balance has been incredibly fulfilling and was a key motivation for working for myself. There is exciting things happening at Oakmont, and I'm eager for the journey ahead! #financialadvice #Culture

🗓️ Wednesday 24th April 2024 ⏰ 08:30 AM - 10:00 AM 📍 Eversheds Sutherland, Two New Bailey, 6 Stanley Street, M3 5GX Driving diversity in Corporate Finance – what practical steps can we take to attract and retain a more diverse workforce of the future in this sector? Our Corporate Finance committee has joined forces to pull together a session focusing on driving a diverse workforce. Michelle Mullany MHA Moore and Smalley will chat with Chloe Fletcher Alvarez & Marsal, Obehi Alofoje - Psychologist The Wellness Group Aurora and Joanna McCrae PageGroup to share their insight, and experience and offer practical examples of what they have done within their organisations to implement tangible steps to create a more inclusive environment. 🎯 Topics covered: ✅ Eliminate bias in hiring ✅ Promote an inclusive culture ✅ Provide career development opportunities ✅ Encourage open conversations about diversity and inclusion ✅ Retention ✅ Networking opportunities with like-minded professionals By implementing these practical steps, we can create a more inclusive and diverse workforce in Corporate Finance, driving innovation and better serving our clients and communities. https://lnkd.in/exyz7rwr

What's the future of the tiny but growing movement of employee ownership? I wrote this piece after an interview with Ownership Works founding Executive Director Anna-Lisa Miller, Landmark Ventures COO Mel O. and UBS Impact chief Jamie Sears, who first turned me on to the topic. (S/O also to Mo Manklang whom I turned to for context). The short answer? Lots of different examples can fit under "employee ownership," from ESOPs and worker collaboratives over to options and directly extending vested equity, and these are getting new attention as a vehicle to combat wealth inequality. Spoiler: I do reference the ROMANS. Get caught up here:

So if you’re going to make partner, you want to do it with a firm that’s going to be your forever firm. Somewhere that cares about every person and acknowledges your needs, inside and outside of work. You’re given the flexibility to work the hours that suits your life. If that’s 40 hours all year round then that’s fine too. After you’ve finished busy season, you’ll be working 36 hours a week but get paid for 40. So you get some time back with your family but don’t have to lose out on compensation. You’ll also finish early on Friday’s in December too. This gives you the opportunity to rest and recharge outside of the busier periods. You’ll be joining a culture where everyone helps each other, outside of our own core teams. You’ll gain new skills and learn things outside of your normal working day, through heavy integration and the personal environment created here. You’ll be on track to make partner over the next few years, depending on your own path and progression. You can be a generalist, or a trusts and estate niche. Real estate or investment partnership industries beneficial too. You can be based locally to Buffalo New York or work fully remote, with the exception of coming to the office when you first start and for firm gatherings. CPA license required. Sounds of interest? Send me a message. Arran Rebecca Ian

Assessing, building and managing a workplace culture can feel like a monumental task. But if your firm plans to thrive well into the future, devoting energy to #culture is paramount. Learn how two Indiana firms (Donovan CPAs and PRASCO & ASSOCIATES, P.C.) practice cultural management: https://lnkd.in/gnRzPqYi

Do any of your remember those "Choose Your Own Adventure" books from way back when? Turns out, employee benefits are a lot like that - except when you choose poorly, nobody's there to say, "Oops! Try again!" Instead, your talent quietly (or not-so-quietly) exit, stage left. 🎭 Just the other day, I talked to a CFO, let's call him Scott. Scott was zealous about his cost-cutting mission—slicing benefits with the precision of a ninja. That was until his top talent started disappearing like ninjas in the night. Unfortunately, Scott learned the hard way that skimpy benefits aren't a badge of honor in the battle of talent retention and that cheaper isn't better. Here's a controversial thought: If you think employee benefits are where you can be Scrooge and cut costs... expect your ghosts of Christmas past to haunt you in the form of exit interviews. And for the record, "Because I'm worth it" isn't just a catchy slogan for shampoo. It's what your employees are saying when they scope out the competition. So, dear CFO's, don't play limbo with your benefit offerings. How low can you go isn't the strategy? Instead, take a look at some alternative funding strategies that can keep your benefits intact, by removing some of the hidden profit in the plans. Interested in finding out how? Just DM me and I'll show you how. 💡 #cfo #savecapital #strategy #benefits #employees