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Trump v. United States Court Filing, retrieved on July 1, 2024, is part of HackerNoon’s Legal PDF Series. You can jump to any part in this filing here. This part is 8 of 21. I The Constitution sets forth how an office may be created and how it may be filled. The Appointments Clause provides: “[The President] shall nominate, and by and with the Advice and Consent of the Senate, shall appoint Ambassadors, other public Ministers and Consuls, Judges of the supreme Court, and all other Officers of the United States, whose Appointments are not herein otherwise provided for, and which shall be established by Law: but the Congress may by Law vest the Appointment of such inferior Officers, as they think proper, in the President alone, in the Courts of Law, or in the Heads of Department.” Art. II, §2, cl. 2. The constitutional process for filling an office is plain from this text. The default manner for appointing “Officers of the United States” is nomination by the President and confirmation by the Senate. Ibid. “But the Clause provides a limited exception for the appointment of inferior officers: Congress may ‘by Law’ authorize” one of three specified actors “to appoint inferior officers without the advice and consent of the Senate.” NLRB v. SW General, Inc., 580 U. S. 288, 312 (2017) (THOMAS, J., concurring). As relevant here, a “Hea[d] of Department”—such as the Attorney General— is one such actor that Congress may authorize “by Law” to appoint inferior officers without senatorial confirmation. Art. II, §2, cl. 2. Before the President or a Department Head can appoint any officer, however, the Constitution requires that the underlying office be “established by Law.”[1] The Constitution itself creates some offices, most obviously that of the President and Vice President. See §1. Although the Constitution contemplates that there will be “other Officers of the United States, whose Appointments are not herein otherwise provided for,” it clearly requires that those offices “shall be established by Law.” §2, cl. 2. And, “established by law” refers to an office that Congress creates “by statute.” Lucia v. SEC, 585 U. S. 237, 254 (2018) (THOMAS, J., concurring); see also United States v. Maurice, 26 F. Cas. 1211, 1213 (No. 15,747) (CC Va. 1823) (Marshall, C. J.). The limitation on the President’s power to create offices grew out of the Founders’ experience with the English monarchy. The King could wield significant power by both creating and filling offices as he saw fit. He was “emphatically and truly styled the fountain of honor. He not only appoint[ed] to all offices, but [could] create offices.” The Federalist No. 69, p. 421 (C. Rossiter ed. 1961); see also 1 W. Blackstone, Commentaries on the Laws of England 271 (T. Cooley ed. 1871) (“[A]s the king may create new titles, so may he create new offices”). That ability to create offices raised many “concerns about the King’s ability to amass too much power”; the King could both create a multitude of offices and then fill them with his supporters. J. Mascott, Who Are “Officers of the United States”? 70 Stan. L. Rev. 443, 492 (2018) (Mascott); see also G. Wood, The Creation of the American Republic 1776–1787, p. 143 (1969) (describing “the power of appointment to offices” as “the most insidious and powerful weapon of eighteenth-century despotism”); T. Paine, Common Sense (1776), reprinted in The Great Works of Thomas Paine 11 (1877) (explaining that “the crown . . . derives its whole consequence merely from being the giver of places and pensions”). In fact, one of the grievances raised by the American colonists in declaring their independence was that the King “ha[d] erected a multitude of New Offices, and sent hither swarms of Officers to harass our people and eat out their substance.” Declaration of Independence ¶12. The Founders thus drafted the Constitution with “evidently a great inferiority in the power of the President, in this particular, to that of the British king.” The Federalist No. 69, at 421. The Founders broke from the monarchial model by giving the President the power to fill offices (with the Senate’s approval), but not the power to create offices. They did so by “imposing the constitutional requirement that new officer positions be ‘established by Law’ rather than through a King-like custom of the head magistrate unilaterally creating new offices.” Mascott 492–493 (footnote omitted); see also 1 Annals of Cong. 581–582 (1789) (“The powers relative to offices are partly Legislative and partly Executive. The Legislature creates the office, defines the powers, limits its duration, and annexes a compensation”); see also ibid. (describing the power to “designat[e] the man to fill the office” as “of an Executive nature”). The Constitution thus “giv[es] Congress broad authority to establish and organize the Executive Branch.” Seila Law LLC v. Consumer Financial Protection Bureau, 591 U. S. 197, 266 (2020) (KAGAN, J., concurring in judgment in part and dissenting in part). By keeping the ability to create offices out of the President’s hands, the Founders ensured that no President could unilaterally create an army of officer positions to then fill with his supporters. Instead, our Constitution leaves it in the hands of the people’s elected representatives to determine whether new executive offices should exist. Longstanding practice from the founding to today comports with this original understanding that Congress must create offices by law. The First Congress, for instance, routinely and explicitly created offices by statute. See, e.g., §35, 1 Stat. 92–93 (creating the offices of Attorney General and U. S. Attorney for each district); see also §§1–2, id., at 50 (creating offices of Secretary of War and his Chief Clerk); ch. 12, §1, id., at 65 (creating offices within the Department of Treasury for Secretary of the Treasury, a Comptroller, Auditor, Treasurer, Register, and Assistant to the Secretary). Still today, Congress creates the offices that the Executive Branch may fill. For example, Congress has created several offices within the Department of Justice, including the offices of the Attorney General, Deputy Attorney General, Associate Attorney General, Solicitor General, and Assistant Attorneys General. See 28 U. S. C. §§503–506. For some agencies, Congress has also granted the agency head the power to “appoint such officers and employees . . . as are necessary to execute the functions vested in him.” 7 U. S. C. §610(a) (Department of Agriculture); see also, e.g., 20 U. S. C. §3461 (Department of Education); 42 U. S. C. §913 (Department of Health and Human Services). In the past, Congress has at times expressly created offices similar to the position now occupied by the Special Counsel. Congress created an office for a “special counsel” to investigate the Teapot Dome Scandal and pursue prosecutions. See ch. 16, 43 Stat. 6. And, a statute provided for “the appointment of an independent counsel” that we addressed in Morrison v. Olson. See 28 U. S. C. §592. That statute lapsed, and Congress has not since reauthorized the appointment of an independent counsel. See §599.[2] We cannot ignore the importance that the Constitution places on who creates a federal office. To guard against tyranny, the Founders required that a federal office be “established by Law.” As James Madison cautioned, “[i]f there is any point in which the separation of the Legislative and Executive powers ought to be maintained with greater caution, it is that which relates to officers and offices.” 1 Annals of Cong. 581. If Congress has not reached a consensus that a particular office should exist, the Executive lacks the power to create and fill an office of his own accord. Continue Reading Here. About HackerNoon Legal PDF Series: We bring you the most important technical and insightful public domain court case filings.
This court case retrieved on July 1, 2024, supremecourt.gov is part of the public domain. The court-created documents are works of the federal government, and under copyright law, are automatically placed in the public domain and may be shared without legal restriction. [1] Although a Government official may also be a “nonofficer employe[e],” I set aside that category because it is difficult to see how an official exercising the Department of Justice’s duties to enforce the criminal law by leading a prosecution could be anything but an officer. Lucia v. SEC, 585 U. S. 237, 253, n. 1 (2018) (THOMAS, J., concurring); see SW General, 580 U. S., at 314 (opinion of THOMAS, J.). If the Special Counsel were a nonofficer employee, the constitutional problems with this prosecution would only be more serious. For now, I assume without deciding that the Special Counsel is an officer. [2] To be sure, a few Presidents have appointed “special prosecutors” without pointing to any express statutory authorization. See generally T. Eastland, Ethics, Politics and the Independent Counsel 8–9 (1989) (describing past uses of special prosecutors). But, this Court had no occasion to review the constitutionality of those prosecutors’ authority. Trump v. United States Court Filing, retrieved on July 1, 2024, is part of HackerNoon’s Legal PDF Series. You can jump to any part in this filing here. This part is 8 of 21. Trump v. United States Court Filing, retrieved on July 1, 2024, is part of HackerNoon’s Legal PDF Series . You can jump to any part in this filing here . This part is 8 of 21. HackerNoon’s Legal PDF Series here I The Constitution sets forth how an office may be created and how it may be filled. The Appointments Clause provides: “[The President] shall nominate, and by and with the Advice and Consent of the Senate, shall appoint Ambassadors, other public Ministers and Consuls, Judges of the supreme Court, and all other Officers of the United States, whose Appointments are not herein otherwise provided for, and which shall be established by Law: but the Congress may by Law vest the Appointment of such inferior Officers, as they think proper, in the President alone, in the Courts of Law, or in the Heads of Department.” Art. II, §2, cl. 2. The constitutional process for filling an office is plain from this text. The default manner for appointing “Officers of the United States” is nomination by the President and confirmation by the Senate. Ibid. “But the Clause provides a limited exception for the appointment of inferior officers: Congress may ‘by Law’ authorize” one of three specified actors “to appoint inferior officers without the advice and consent of the Senate.” NLRB v. SW General, Inc., 580 U. S. 288, 312 (2017) (THOMAS, J., concurring). As relevant here, a “Hea[d] of Department”—such as the Attorney General— is one such actor that Congress may authorize “by Law” to appoint inferior officers without senatorial confirmation. Art. II, §2, cl. 2. Before the President or a Department Head can appoint any officer, however, the Constitution requires that the underlying office be “established by Law.”[1] The Constitution itself creates some offices, most obviously that of the President and Vice President. See §1. Although the Constitution contemplates that there will be “other Officers of the United States, whose Appointments are not herein otherwise provided for,” it clearly requires that those offices “shall be established by Law.” §2, cl. 2. And, “established by law” refers to an office that Congress creates “by statute.” Lucia v. SEC, 585 U. S. 237, 254 (2018) (THOMAS, J., concurring); see also United States v. Maurice, 26 F. Cas. 1211, 1213 (No. 15,747) (CC Va. 1823) (Marshall, C. J.). The limitation on the President’s power to create offices grew out of the Founders’ experience with the English monarchy. The King could wield significant power by both creating and filling offices as he saw fit. He was “emphatically and truly styled the fountain of honor. He not only appoint[ed] to all offices, but [could] create offices.” The Federalist No. 69, p. 421 (C. Rossiter ed. 1961); see also 1 W. Blackstone, Commentaries on the Laws of England 271 (T. Cooley ed. 1871) (“[A]s the king may create new titles, so may he create new offices”). That ability to create offices raised many “concerns about the King’s ability to amass too much power”; the King could both create a multitude of offices and then fill them with his supporters. J. Mascott, Who Are “Officers of the United States”? 70 Stan. L. Rev. 443, 492 (2018) (Mascott); see also G. Wood, The Creation of the American Republic 1776–1787, p. 143 (1969) (describing “the power of appointment to offices” as “the most insidious and powerful weapon of eighteenth-century despotism”); T. Paine, Common Sense (1776), reprinted in The Great Works of Thomas Paine 11 (1877) (explaining that “the crown . . . derives its whole consequence merely from being the giver of places and pensions”). In fact, one of the grievances raised by the American colonists in declaring their independence was that the King “ha[d] erected a multitude of New Offices, and sent hither swarms of Officers to harass our people and eat out their substance.” Declaration of Independence ¶12. The Founders thus drafted the Constitution with “evidently a great inferiority in the power of the President, in this particular, to that of the British king.” The Federalist No. 69, at 421. The Founders broke from the monarchial model by giving the President the power to fill offices (with the Senate’s approval), but not the power to create offices. They did so by “imposing the constitutional requirement that new officer positions be ‘established by Law’ rather than through a King-like custom of the head magistrate unilaterally creating new offices.” Mascott 492–493 (footnote omitted); see also 1 Annals of Cong. 581–582 (1789) (“The powers relative to offices are partly Legislative and partly Executive. The Legislature creates the office, defines the powers, limits its duration, and annexes a compensation”); see also ibid. (describing the power to “designat[e] the man to fill the office” as “of an Executive nature”). The Constitution thus “giv[es] Congress broad authority to establish and organize the Executive Branch.” Seila Law LLC v. Consumer Financial Protection Bureau, 591 U. S. 197, 266 (2020) (KAGAN, J., concurring in judgment in part and dissenting in part). By keeping the ability to create offices out of the President’s hands, the Founders ensured that no President could unilaterally create an army of officer positions to then fill with his supporters. Instead, our Constitution leaves it in the hands of the people’s elected representatives to determine whether new executive offices should exist. Longstanding practice from the founding to today comports with this original understanding that Congress must create offices by law. The First Congress, for instance, routinely and explicitly created offices by statute. See, e.g., §35, 1 Stat. 92–93 (creating the offices of Attorney General and U. S. Attorney for each district); see also §§1–2, id., at 50 (creating offices of Secretary of War and his Chief Clerk); ch. 12, §1, id., at 65 (creating offices within the Department of Treasury for Secretary of the Treasury, a Comptroller, Auditor, Treasurer, Register, and Assistant to the Secretary). Still today, Congress creates the offices that the Executive Branch may fill. For example, Congress has created several offices within the Department of Justice, including the offices of the Attorney General, Deputy Attorney General, Associate Attorney General, Solicitor General, and Assistant Attorneys General. See 28 U. S. C. §§503–506. For some agencies, Congress has also granted the agency head the power to “appoint such officers and employees . . . as are necessary to execute the functions vested in him.” 7 U. S. C. §610(a) (Department of Agriculture); see also, e.g., 20 U. S. C. §3461 (Department of Education); 42 U. S. C. §913 (Department of Health and Human Services). In the past, Congress has at times expressly created offices similar to the position now occupied by the Special Counsel. Congress created an office for a “special counsel” to investigate the Teapot Dome Scandal and pursue prosecutions. See ch. 16, 43 Stat. 6. And, a statute provided for “the appointment of an independent counsel” that we addressed in Morrison v. Olson. See 28 U. S. C. §592. That statute lapsed, and Congress has not since reauthorized the appointment of an independent counsel. See §599.[2] We cannot ignore the importance that the Constitution places on who creates a federal office. To guard against tyranny, the Founders required that a federal office be “established by Law.” As James Madison cautioned, “[i]f there is any point in which the separation of the Legislative and Executive powers ought to be maintained with greater caution, it is that which relates to officers and offices.” 1 Annals of Cong. 581. If Congress has not reached a consensus that a particular office should exist, the Executive lacks the power to create and fill an office of his own accord. Continue Reading Here. Continue Reading Here . Here About HackerNoon Legal PDF Series: We bring you the most important technical and insightful public domain court case filings. This court case retrieved on July 1, 2024, supremecourt.gov is part of the public domain. The court-created documents are works of the federal government, and under copyright law, are automatically placed in the public domain and may be shared without legal restriction. About HackerNoon Legal PDF Series: We bring you the most important technical and insightful public domain court case filings. This court case retrieved on July 1, 2024, supremecourt.gov is part of the public domain. The court-created documents are works of the federal government, and under copyright law, are automatically placed in the public domain and may be shared without legal restriction. supremecourt.gov [1] Although a Government official may also be a “nonofficer employe[e],” I set aside that category because it is difficult to see how an official exercising the Department of Justice’s duties to enforce the criminal law by leading a prosecution could be anything but an officer. Lucia v. SEC, 585 U. S. 237, 253, n. 1 (2018) (THOMAS, J., concurring); see SW General, 580 U. S., at 314 (opinion of THOMAS, J.). If the Special Counsel were a nonofficer employee, the constitutional problems with this prosecution would only be more serious. For now, I assume without deciding that the Special Counsel is an officer. [2] To be sure, a few Presidents have appointed “special prosecutors” without pointing to any express statutory authorization. See generally T. Eastland, Ethics, Politics and the Independent Counsel 8–9 (1989) (describing past uses of special prosecutors). But, this Court had no occasion to review the constitutionality of those prosecutors’ authority.

Supreme Court Justice Clarence Thomas: Why The U.S. President Deserves Immunity

Intel caused quite a stir this past week after it announced that it would be letting go of thousands of employees as part of a broader cost-cutting plan to save billions in dollars. Joining the staff members on the chopping block: office fruit. In a town hall announcing the layoffs, the company said it would "cancel complimentary fruit and beverage" and "right-size dining programs," according to a screengrab shared with Gamers Nexus. The announcement came as Intel posted a Q2 loss of $1.6 billion, which compared to a profit of $1.5 billion a year ago, even though the company's revenue remained largely flat year-over-year at $12.8 billion. Things don't look too bright for the future either as Intel said it expects to post a loss again this year during Q3 and will stop paying out a dividend altogether starting in Q4, presumably to save money. Investors weren't too happy with the announcements and pummeled the stock so hard that it lost a quarter of its value in a single day. Intel employees weren't happy either as the company announced a 15% headcount reduction as part of a broader cost saving plan to conserve $10 billion. According to The Verge, the layoffs could impact as much as 19,000 people. "Our revenues have not grown as expected – and we’ve yet to fully benefit from powerful trends, like AI. Our costs are too high, our margins are too low. We need bolder actions to address both," Intel CEO Pat Gelsinger said in a memo to employees after announcing the Q2 results. As Gamers Nexus put it, Intel is perhaps one of the only big tech companies that, despite following the AI fad, is losing out.  No wonder then why the Wall Street Journal put out a news piece saying Gelsinger’s dream job had taken on a nightmarish turn. "This is the hardest thing I’ve done in my career," Gelsinger said, which perhaps explains why he tweeted scripture from the Bible after announcing the layoffs. In some ways, things have gone full circle. Intel dominated the chip market in the 80s and the 90s, and was a titan of the industry at the time Nvidia and AMD were finding their footing in the industry. Now, Intel appears to be a pittance in comparison to both companies. "Intel has been one of the forgotten horsemen of technology the last couple decades - never overtaking its year 2000 highs and struggling to get earnings back to where they were before the AI revolution," Michael Schulman, chief investment officer of Running Point Capital, was quoted as saying by Reuters. 👋 Hey! Welcome to HackerNoon. If you want to read more of my work, subscribe to the ‘Tech, What the Heck!?’ newsletter to receive a recap of some of the trending events that are shaping the world of tech. Also, did you know, that you can get published on HackerNoon? Start writing today and engage with millions of technologists just like yourself! Intel's issues seem to stem from the company playing second fiddle to its competitors on two fronts: losing a battle against Taiwan's TSMC on the foundry front and struggling to keep up with Nvidia and AMD on AI chips. In fact, for a long time, Intel's engineers found the video gaming chip architecture (which was far superior in AI intensive loads) as "ugly," and the company's management believed that a CPU could more effectively handle processing tasks needed to build and run AI models. Both sides were wrong. Ironically, Intel was this close to hitting the jackpot that Nvidia eventually ended up striking. In 2017 and 2018, the company had the opportunity to invest in OpenAI but decided against it because then-CEO Bob Swan did not believe generative AI would make it to the market soon enough for it to be worthwhile the $1 billion Intel would have had to pay for a 15% stake. OpenAI also offered a further 15% stake if Intel agreed to make hardware for it at cost price — but the company refused, leaving OpenAI to rely on Nvidia's chips instead. Imagine how much Intel could have gained by building hardware for AI. Instead, the company was caught with its pants down when the AI boom hit: without a chip that could meet businesses' demand. The company says it is working on launching an AI chip in 2025 that would contend with what's on the market right now, but who knows how that would compare to Intel's competitors, and how much more the company would have lost by then. As somebody from Hacker News recently put it: there's a real possibility that Intel may fade out of existence just like all the juggernauts of the 70s and the 80s. This was Part 2 of HackerNoon's round up of quarterly earnings. In Other News.. 📰 Bitcoin's Impending 'Death Cross' May Trap Bears as Bank of Japan Eases Rate Concerns — via CoinDesk
Automattic launches AI writing tool that aims to make WordPress blogs more readable and succinct — via TechCrunch
Meta must do more to address non-consensual, deepfake porn, Oversight Board says — via CNN
Amazon Prime Video plots Hollywood expansion — via Reuters
Hackers to back Harris at Vegas fundraiser — via Axios
Google’s antitrust ruling has experts looking to 25-year-old Microsoft case for answers — via CNBC And that's a wrap! Don't forget to share this newsletter with your family and friends! See y'all next week. PEACE! ☮️ — Sheharyar Khan, Editor, Business Tech @ HackerNoon *All rankings are current as of Monday. To see how the rankings have changed, please visit HackerNoon's Tech Company Rankings page. Intel caused quite a stir this past week after it announced that it would be letting go of thousands of employees as part of a broader cost-cutting plan to save billions in dollars. Joining the staff members on the chopping block: office fruit. Intel Intel In a town hall announcing the layoffs, the company said it would "cancel complimentary fruit and beverage" and "right-size dining programs," according to a screengrab shared with Gamers Nexus. screengrab screengrab The announcement came as Intel posted a Q2 loss of $1.6 billion, which compared to a profit of $1.5 billion a year ago, even though the company's revenue remained largely flat year-over-year at $12.8 billion. Q2 loss Q2 loss Things don't look too bright for the future either as Intel said it expects to post a loss again this year during Q3 and will stop paying out a dividend altogether starting in Q4, presumably to save money. again Investors weren't too happy with the announcements and pummeled the stock so hard that it lost a quarter of its value in a single day . lost lost single day Intel employees weren't happy either as the company announced a 15% headcount reduction as part of a broader cost saving plan to conserve $10 billion. According to The Verge , the layoffs could impact as much as 19,000 people. The Verge The Verge "Our revenues have not grown as expected – and we’ve yet to fully benefit from powerful trends, like AI. Our costs are too high, our margins are too low. We need bolder actions to address both," Intel CEO Pat Gelsinger said in a memo to employees after announcing the Q2 results. As Gamers Nexus put it, Intel is perhaps one of the only big tech companies that, despite following the AI fad, is losing out.  No wonder then why the Wall Street Journal put out a news piece saying Gelsinger’s dream job had taken on a nightmarish turn. taken taken "This is the hardest thing I’ve done in my career," Gelsinger said, which perhaps explains why he tweeted scripture from the Bible after announcing the layoffs. tweeted tweeted In some ways, things have gone full circle. Intel dominated the chip market in the 80s and the 90s, and was a titan of the industry at the time Nvidia and AMD were finding their footing in the industry. Now, Intel appears to be a pittance in comparison to both companies. Nvidia Nvidia AMD AMD "Intel has been one of the forgotten horsemen of technology the last couple decades - never overtaking its year 2000 highs and struggling to get earnings back to where they were before the AI revolution," Michael Schulman, chief investment officer of Running Point Capital, was quoted as saying by Reuters . Reuters Reuters 👋 Hey! Welcome to HackerNoon. If you want to read more of my work, subscribe to the ‘Tech, What the Heck!?’ newsletter to receive a recap of some of the trending events that are shaping the world of tech. Also, did you know, that you can get published on HackerNoon? Start writing today and engage with millions of technologists just like yourself! 👋 Hey! Welcome to HackerNoon. If you want to read more of my work, subscribe to the ‘Tech, What the Heck!?’ newsletter to receive a recap of some of the trending events that are shaping the world of tech. Also, did you know, that you can get published on HackerNoon? Start writing today and engage with millions of technologists just like yourself! Hey! Welcome to HackerNoon. If you want to read more of my work, subscribe to the ‘Tech, What the Heck!?’ newsletter to receive a recap of some of the trending events that are shaping the world of tech. Also, did you know, that you can get published on HackerNoon? Start writing today and engage with millions of technologists just like yourself! Hey! Welcome to HackerNoon. If you want to read more of my work, subscribe to the ‘Tech, What the Heck!?’ newsletter to receive a recap of some of the trending events that are shaping the world of tech. Also, did you know, that you can get published on HackerNoon? Start writing today and engage with millions of technologists just like yourself! subscribe Start writing today Intel's issues seem to stem from the company playing second fiddle to its competitors on two fronts: losing a battle against Taiwan's TSMC on the foundry front and struggling to keep up with Nvidia and AMD on AI chips. issues issues In fact, for a long time, Intel's engineers found the video gaming chip architecture (which was far superior in AI intensive loads) as "ugly," and the company's management believed that a CPU could more effectively handle processing tasks needed to build and run AI models. Both sides were wrong . wrong wrong Ironically, Intel was this close to hitting the jackpot that Nvidia eventually ended up striking. In 2017 and 2018, the company had the opportunity to invest in OpenAI but decided against it because then-CEO Bob Swan did not believe generative AI would make it to the market soon enough for it to be worthwhile the $1 billion Intel would have had to pay for a 15% stake. this hitting the jackpot hitting the jackpot OpenAI also offered a further 15% stake if Intel agreed to make hardware for it at cost price — but the company refused, leaving OpenAI to rely on Nvidia's chips instead. Imagine how much Intel could have gained by building hardware for AI. OpenAI OpenAI Instead, the company was caught with its pants down when the AI boom hit: without a chip that could meet businesses' demand. The company says it is working on launching an AI chip in 2025 that would contend with what's on the market right now, but who knows how that would compare to Intel's competitors, and how much more the company would have lost by then. As somebody from Hacker News recently put it : there's a real possibility that Intel may fade out of existence just like all the juggernauts of the 70s and the 80s. recently put it recently put it This was Part 2 of HackerNoon's round up of quarterly earnings. This was Part 2 of HackerNoon's round up of quarterly earnings. This was Part 2 of HackerNoon's round up of quarterly earnings. In Other News.. 📰 In Other News.. 📰 Bitcoin's Impending 'Death Cross' May Trap Bears as Bank of Japan Eases Rate Concerns — via CoinDesk Automattic launches AI writing tool that aims to make WordPress blogs more readable and succinct — via TechCrunch Meta must do more to address non-consensual, deepfake porn, Oversight Board says — via CNN Amazon Prime Video plots Hollywood expansion — via Reuters Hackers to back Harris at Vegas fundraiser — via Axios Google’s antitrust ruling has experts looking to 25-year-old Microsoft case for answers — via CNBC Bitcoin's Impending 'Death Cross' May Trap Bears as Bank of Japan Eases Rate Concerns — via CoinDesk CoinDesk CoinDesk Automattic launches AI writing tool that aims to make WordPress blogs more readable and succinct — via TechCrunch TechCrunch TechCrunch Meta must do more to address non-consensual, deepfake porn, Oversight Board says — via CNN CNN CNN Amazon Prime Video plots Hollywood expansion — via Reuters Reuters Reuters Hackers to back Harris at Vegas fundraiser — via Axios Axios Axios Google’s antitrust ruling has experts looking to 25-year-old Microsoft case for answers — via CNBC CNBC CNBC And that's a wrap! Don't forget to share this newsletter with your family and friends! See y'all next week. PEACE! ☮️ — Sheharyar Khan , Editor, Business Tech @ HackerNoon Sheharyar Khan Sheharyar Khan *All rankings are current as of Monday. To see how the rankings have changed, please visit HackerNoon's Tech Company Rankings page. *All rankings are current as of Monday. To see how the rankings have changed, please visit HackerNoon's Tech Company Rankings page. *All rankings are current as of Monday. To see how the rankings have changed, please visit HackerNoon's Tech Company Rankings page. Tech Company Rankings Tech Company Rankings

Intel Stuns Employees By Cutting Free Office Fruit (And Staff)

When I first transitioned to remote work, I underestimated the importance of having a dedicated workspace, relying solely on my laptop and couch. However, this approach soon led to back and neck pain and a disrupted work-life balance, making me realize the need to create a tailored working environment in my apartment. Here’s what I’ve learned from organizing my home office, where I’ve been working for almost four years now. A home office should be both functional and visually pleasing. Otherwise, you risk experiencing a decline in productivity and your overall sense of well-being. Arrange your work from the home area in a minimalist style, including only the furniture and decor items necessary for physical and mental comfort and functional tasks. Excessive and unfitting stuff can mess up your workspace and make you feel overwhelmed and tense. Another big deal is keeping your home office private. Choose a location that minimizes distractions. A separate room with a door is ideal, but if your apartment planning doesn’t allow this, find a quiet corner or use room dividers. Below, I’ll share five practical tips for organizing an effective workspace and setting an advantageous atmosphere for your remote job. Prioritize Furnishing Essentials Your top priority is maintaining your body’s comfort during long workdays. Invest in an ergonomic chair with good lumbar support, adjustable height, and armrests, and a writing desk spacious enough to accommodate your computer and other work essentials you may need. I prefer shopping for furniture offline to ensure the items meet my needs. For example, I test the chair for proper spine support and confirm that the desk is tall enough to avoid knocking my knees on its edge. Placing a footrest under your desk will help promote a proper posture while sitting and help you keep a neutral position throughout the workday. For added comfort, you can put a cushion on your chair. If made from soft fabrics, it will promote relaxation and help you return to your body sensations. Create a Favorable Background Place a freestanding or wall-mounted shelving unit behind your work desk. Ideally, choose one that is vertical and matches the width of your desk to avoid taking up too much floor space. Fill the shelves with books and decorative items to create a stylish, professional background infused with your personal touch. This setup creates a visually appealing backdrop for virtual meetings and ensures that you’ll always be ready for calls, including unplanned ones, in your neat, small office, even when the rest of your apartment is messy during a busy week. Add a Nature Touch As with your living space, your workspace shouldn't be packed with artificial-only items, making it a nature-depravated zone and negatively affecting your mental state. It will also drastically drop the air quality in your room, causing stuffiness and decreasing concentration. The lifeful decor elements such as plants, wooden furniture, aquariums, imitation waterfalls, and more can fulfill your need for affinity to the natural world in your working environment, boosting your enthusiasm and productivity. Be Mindful of Colors Choosing a color scheme that resonates with your personal preferences is no less important than getting comfortable furniture. Gloomy color solutions or flashy-bright design patterns act as ultimate stressors for your mind, overloading your eyes and brain and draining your productivity without you even realizing it. Overall, a natural base of whites, grays, or beiges will bring a tranquil sounding to your work surroundings. Pastel colors promote serenity and comfort, and warm neutrals are uplifting. You can also incorporate accent colors, like blues and greens for focus and concentration, and yellows or oranges for energy and creativity. Ensure Adequate Lighting Position your desk near a window to take advantage of natural light, which is essential for maintaining the body’s healthy internal clock. Exposure to sunlight helps regulate sleep patterns and prevent chronic fatigue. In contrast, working in poorly lit environments can increase stress and anxiety, cause energy dips, and reduce productivity and motivation. If you work late in the evenings, invest in a desk lamp with adjustable brightness and ensure the room is well-lit with overhead lighting to avoid eye strain. Last but not least, you should regularly clean and declutter your home office compartment and keep your work essentials in order. A tidy environment enhances focus and productivity, while a not-properly-organized space can be disorienting and provoke procrastination. When I first transitioned to remote work, I underestimated the importance of having a dedicated workspace, relying solely on my laptop and couch. However, this approach soon led to back and neck pain and a disrupted work-life balance, making me realize the need to create a tailored working environment in my apartment. Here’s what I’ve learned from organizing my home office, where I’ve been working for almost four years now. When I first transitioned to remote work, I underestimated the importance of having a dedicated workspace, relying solely on my laptop and couch. However, this approach soon led to back and neck pain and a disrupted work-life balance, making me realize the need to create a tailored working environment in my apartment. Here’s what I’ve learned from organizing my home office, where I’ve been working for almost four years now. A home office should be both functional and visually pleasing. Otherwise, you risk experiencing a decline in productivity and your overall sense of well-being. Arrange your work from the home area in a minimalist style, including only the furniture and decor items necessary for physical and mental comfort and functional tasks. Excessive and unfitting stuff can mess up your workspace and make you feel overwhelmed and tense. Another big deal is keeping your home office private. Choose a location that minimizes distractions. A separate room with a door is ideal, but if your apartment planning doesn’t allow this, find a quiet corner or use room dividers. Below, I’ll share five practical tips for organizing an effective workspace and setting an advantageous atmosphere for your remote job. Prioritize Furnishing Essentials Your top priority is maintaining your body’s comfort during long workdays. Invest in an ergonomic chair with good lumbar support, adjustable height, and armrests, and a writing desk spacious enough to accommodate your computer and other work essentials you may need. I prefer shopping for furniture offline to ensure the items meet my needs. For example, I test the chair for proper spine support and confirm that the desk is tall enough to avoid knocking my knees on its edge. Placing a footrest under your desk will help promote a proper posture while sitting and help you keep a neutral position throughout the workday. For added comfort, you can put a cushion on your chair. If made from soft fabrics, it will promote relaxation and help you return to your body sensations. Create a Favorable Background Place a freestanding or wall-mounted shelving unit behind your work desk. Ideally, choose one that is vertical and matches the width of your desk to avoid taking up too much floor space. Fill the shelves with books and decorative items to create a stylish, professional background infused with your personal touch. This setup creates a visually appealing backdrop for virtual meetings and ensures that you’ll always be ready for calls, including unplanned ones, in your neat, small office, even when the rest of your apartment is messy during a busy week. Add a Nature Touch As with your living space, your workspace shouldn't be packed with artificial-only items, making it a nature-depravated zone and negatively affecting your mental state. It will also drastically drop the air quality in your room, causing stuffiness and decreasing concentration. The lifeful decor elements such as plants, wooden furniture, aquariums, imitation waterfalls, and more can fulfill your need for affinity to the natural world in your working environment, boosting your enthusiasm and productivity. Be Mindful of Colors Choosing a color scheme that resonates with your personal preferences is no less important than getting comfortable furniture. Gloomy color solutions or flashy-bright design patterns act as ultimate stressors for your mind, overloading your eyes and brain and draining your productivity without you even realizing it. Overall, a natural base of whites, grays, or beiges will bring a tranquil sounding to your work surroundings. Pastel colors promote serenity and comfort, and warm neutrals are uplifting. You can also incorporate accent colors, like blues and greens for focus and concentration, and yellows or oranges for energy and creativity. Ensure Adequate Lighting Position your desk near a window to take advantage of natural light, which is essential for maintaining the body’s healthy internal clock. Exposure to sunlight helps regulate sleep patterns and prevent chronic fatigue. In contrast, working in poorly lit environments can increase stress and anxiety, cause energy dips, and reduce productivity and motivation. If you work late in the evenings, invest in a desk lamp with adjustable brightness and ensure the room is well-lit with overhead lighting to avoid eye strain. Last but not least, you should regularly clean and declutter your home office compartment and keep your work essentials in order. A tidy environment enhances focus and productivity, while a not-properly-organized space can be disorienting and provoke procrastination.

5 Home Office Setup Ideas for Productivity and Work-Life Balance

MIAMI, United States, June 20th, 2024/CyberNewsWire/--Cyber A.I. Group, Inc., an early stage cybersecurity, A.I. and IT services company, announced today the engagement of Walter L. Hughes as Chief Executive Officer. The announcement was made by A.J. Cervantes, Jr., Executive Chairman of Cyber A.I. Group and Chairman of Trilogy Capital Group, LLC, Cyber A.I.’s founding shareholder. Walter Hughes has had an expansive 15+ year executive career across eight distinct industries, including transformative roles at Meta and Elevance Health (formerly Anthem), with impactful contributions to innovative startups and government sectors. Mr. Hughes’ deep experience spans nearly two decades in pioneering technology enterprises with a specific emphasis on the intricacies and applications of Artificial Intelligence. “Walter's career has been a testament to the art of driving business transformation,” noted Mr. Cervantes. “Rooted in a solid foundation in finance and technology, his expertise has evolved, embracing and mastering the intricate processes of fostering business success. This mastery is underpinned by a profound application of Six Sigma methodologies and strategic venture capital endeavors, positioning him as a pioneering force.” Mr. Hughes stated, “I’m absolutely thrilled to be joining CyberAI Group as CEO. With its cutting edge approach and incredible potential, it's a chance to leverage everything I've learned across multiple technology-driven industries and put it to work generating transformative change. Building on CyberAI’s strong foundation and seasoned management team, I'm excited to be a force at the forefront of this burgeoning business, shaping the future of this dynamic company.” “The cybersecurity and IT services industries are highly fragmented and lend themselves to a proactive consolidation strategy,” continued Mr. Hughes. “We believe a large pool of prospective acquisitions exists offering substantial opportunity for an emerging growth private company on a path to public ownership. The cybersecurity market alone has witnessed remarkable growth and reached a value of $202 billion in 2022. We are confident that an IT/cybersecurity services company with advanced A.I. capabilities can provide clients with numerous proactive and customized cybersecurity services to optimize technology security and improve business operations and performance.” “The IT services industry has grown into one of the fastest growing sectors in the United States and around the world, with forecasts of continued double-digit growth over the next decade,” noted Mr. Cervantes. “This is compounded by the massive proliferation of highly publicized data breaches and ransomware attacks that are further propelling demand for cybersecurity expertise. Cyber A.I. Group is leveraging this skyrocketing demand, combined with a core focus on fundamentals, by pursuing a “Buy-and-Build” strategy of acquiring a broad spectrum of IT services companies and positioning them to address the fast-growing needs for the cybersecurity and A.I. markets.” Artificial intelligence, under development and building momentum for decades, is emerging as one of the most potentially powerful and disruptive forces in the Information Age. Recent moves have seen remarkable advances, such as the launches of OpenAI‘s ChatGPT A.I. chatbot and Google‘s Bard A.I. chatbot. This rapid proliferation of A.I. is introducing not just new capabilities, however, but also new dangers and security concerns. To capitalize on these opportunities and challenges, Cyber A.I. intends to integrate A.I. services in all aspects of its business as it expands. Reg 506(c) Offering The Company is conducting a private placement offering (the “Offering”) pursuant to Regulation 506(c) as promulgated by the Securities and Exchange Commission. The terms of the Offering are up to Two Million Dollars ($2,000,000) of seventeen and one half percent (17.5%) Promissory Notes with Equity Consideration in the form of Founders’ Stock (each a “Note,” and collectively the “Notes”). The minimum investment amount is $50,000. The Company reserves the right to accept lesser amounts in its sole discretion. The term sheet for the Offering can be found here: cyberaigroup.io/investors/17-5-promissory-note-with-founder-shares/ About Trilogy Capital Group Trilogy Capital Group, LLC is a Delaware limited liability company and private equity firm based in Miami, Florida. Trilogy Capital Group and its predecessor company, Trilogy Capital Partners, Inc., are a financial services group which has been engaged in Private Equity, Venture Capital, Merchant Banking and Financial Advisory since 2002. For additional information, please visit: trilogy-capital.com. About Cyber A.I. Group Cyber A.I. Group, Inc. is a newly formed Florida corporation that will engage in the acquisition and management of domestic and international cybersecurity and IT services firms. The founders and management of Cyber A.I. are pursuing a “Buy-and-Build” strategy to rapidly expand operations by acquiring a broad spectrum of IT services companies and repositioning them to address fast-growing market needs for cybersecurity and artificial intelligence (A.I.) markets. The Company’s initial target is to acquire multiple companies representing aggregate revenues approaching $100 million. The Company is focusing its acquisition targets as those with the most favorable terms and lend themselves to certain benefits through integration including horizontal and vertical marketing and economies of scale. Cyber A.I.’s business model is focused on the acquisition and consolidation of IT services companies with proven ability in broad conventional technology services. This emphasis on conventional companies with strong revenues and cash flow distinguishes Cyber A.I. from the explosion of A.I. startups that may be pinning their future on a single technological breakthrough which may never materialize. This “Buy-and-Build” strategy provides Cyber A.I. with the maximum flexibility for diversification and risk management for moving into new fields and addressing fast moving market opportunities. For additional information, please visit: cyberaigroup.io. Contact Cyber A.I. Group, Inc. 990 Biscayne Blvd., Suite 503 Miami, FL 33132 info@cyberaigroup.io Contact Founder A.J. Cervantes Jr Cyber AI Group info@cyberaigroup.io This story was distributed as a release by Cyberwire under HackerNoon’s Business Blogging Program. Learn more about the program here, MIAMI, United States, June 20th, 2024/CyberNewsWire/--Cyber A.I. Group, Inc., an early stage cybersecurity, A.I. and IT services company, announced today the engagement of Walter L. Hughes as Chief Executive Officer. The announcement was made by A.J. Cervantes, Jr., Executive Chairman of Cyber A.I. Group and Chairman of Trilogy Capital Group, LLC, Cyber A.I.’s founding shareholder. Walter Hughes has had an expansive 15+ year executive career across eight distinct industries, including transformative roles at Meta and Elevance Health (formerly Anthem), with impactful contributions to innovative startups and government sectors. Mr. Hughes’ deep experience spans nearly two decades in pioneering technology enterprises with a specific emphasis on the intricacies and applications of Artificial Intelligence. “Walter's career has been a testament to the art of driving business transformation,” noted Mr. Cervantes. “Rooted in a solid foundation in finance and technology, his expertise has evolved, embracing and mastering the intricate processes of fostering business success. This mastery is underpinned by a profound application of Six Sigma methodologies and strategic venture capital endeavors, positioning him as a pioneering force.” “Walter's career has been a testament to the art of driving business transformation,” noted Mr. Cervantes. “Rooted in a solid foundation in finance and technology, his expertise has evolved, embracing and mastering the intricate processes of fostering business success. This mastery is underpinned by a profound application of Six Sigma methodologies and strategic venture capital endeavors, positioning him as a pioneering force.” Mr. Hughes stated, “I’m absolutely thrilled to be joining CyberAI Group as CEO. With its cutting edge approach and incredible potential, it's a chance to leverage everything I've learned across multiple technology-driven industries and put it to work generating transformative change. Building on CyberAI’s strong foundation and seasoned management team, I'm excited to be a force at the forefront of this burgeoning business, shaping the future of this dynamic company.” Mr. Hughes stated, “I’m absolutely thrilled to be joining CyberAI Group as CEO. With its cutting edge approach and incredible potential, it's a chance to leverage everything I've learned across multiple technology-driven industries and put it to work generating transformative change. Building on CyberAI’s strong foundation and seasoned management team, I'm excited to be a force at the forefront of this burgeoning business, shaping the future of this dynamic company.” “The cybersecurity and IT services industries are highly fragmented and lend themselves to a proactive consolidation strategy,” continued Mr. Hughes. “The cybersecurity and IT services industries are highly fragmented and lend themselves to a proactive consolidation strategy,” continued Mr. Hughes. “We believe a large pool of prospective acquisitions exists offering substantial opportunity for an emerging growth private company on a path to public ownership. The cybersecurity market alone has witnessed remarkable growth and reached a value of $202 billion in 2022. We are confident that an IT/cybersecurity services company with advanced A.I. capabilities can provide clients with numerous proactive and customized cybersecurity services to optimize technology security and improve business operations and performance.” “We believe a large pool of prospective acquisitions exists offering substantial opportunity for an emerging growth private company on a path to public ownership. The cybersecurity market alone has witnessed remarkable growth and reached a value of $202 billion in 2022. We are confident that an IT/cybersecurity services company with advanced A.I. capabilities can provide clients with numerous proactive and customized cybersecurity services to optimize technology security and improve business operations and performance.” “The IT services industry has grown into one of the fastest growing sectors in the United States and around the world, with forecasts of continued double-digit growth over the next decade,” noted Mr. Cervantes. “The IT services industry has grown into one of the fastest growing sectors in the United States and around the world, with forecasts of continued double-digit growth over the next decade,” noted Mr. Cervantes. “This is compounded by the massive proliferation of highly publicized data breaches and ransomware attacks that are further propelling demand for cybersecurity expertise. Cyber A.I. Group is leveraging this skyrocketing demand, combined with a core focus on fundamentals, by pursuing a “Buy-and-Build” strategy of acquiring a broad spectrum of IT services companies and positioning them to address the fast-growing needs for the cybersecurity and A.I. markets.” “This is compounded by the massive proliferation of highly publicized data breaches and ransomware attacks that are further propelling demand for cybersecurity expertise. Cyber A.I. Group is leveraging this skyrocketing demand, combined with a core focus on fundamentals, by pursuing a “Buy-and-Build” strategy of acquiring a broad spectrum of IT services companies and positioning them to address the fast-growing needs for the cybersecurity and A.I. markets.” Artificial intelligence, under development and building momentum for decades, is emerging as one of the most potentially powerful and disruptive forces in the Information Age. Recent moves have seen remarkable advances, such as the launches of OpenAI‘s ChatGPT A.I. chatbot and Google‘s Bard A.I. chatbot. This rapid proliferation of A.I. is introducing not just new capabilities, however, but also new dangers and security concerns. To capitalize on these opportunities and challenges, Cyber A.I. intends to integrate A.I. services in all aspects of its business as it expands. Reg 506(c) Offering The Company is conducting a private placement offering (the “Offering”) pursuant to Regulation 506(c) as promulgated by the Securities and Exchange Commission. The terms of the Offering are up to Two Million Dollars ($2,000,000) of seventeen and one half percent (17.5%) Promissory Notes with Equity Consideration in the form of Founders’ Stock (each a “Note,” and collectively the “Notes”). The minimum investment amount is $50,000. The Company reserves the right to accept lesser amounts in its sole discretion. The term sheet for the Offering can be found here: cyberaigroup.io/investors/17-5-promissory-note-with-founder-shares/ About Trilogy Capital Group Trilogy Capital Group, LLC is a Delaware limited liability company and private equity firm based in Miami, Florida. Trilogy Capital Group and its predecessor company, Trilogy Capital Partners, Inc., are a financial services group which has been engaged in Private Equity, Venture Capital, Merchant Banking and Financial Advisory since 2002. For additional information, please visit: trilogy-capital.com . trilogy-capital.com trilogy-capital.com About Cyber A.I. Group Cyber A.I. Group, Inc. is a newly formed Florida corporation that will engage in the acquisition and management of domestic and international cybersecurity and IT services firms. The founders and management of Cyber A.I. are pursuing a “Buy-and-Build” strategy to rapidly expand operations by acquiring a broad spectrum of IT services companies and repositioning them to address fast-growing market needs for cybersecurity and artificial intelligence (A.I.) markets. The Company’s initial target is to acquire multiple companies representing aggregate revenues approaching $100 million. The Company is focusing its acquisition targets as those with the most favorable terms and lend themselves to certain benefits through integration including horizontal and vertical marketing and economies of scale. Cyber A.I.’s business model is focused on the acquisition and consolidation of IT services companies with proven ability in broad conventional technology services. This emphasis on conventional companies with strong revenues and cash flow distinguishes Cyber A.I. from the explosion of A.I. startups that may be pinning their future on a single technological breakthrough which may never materialize. This “Buy-and-Build” strategy provides Cyber A.I. with the maximum flexibility for diversification and risk management for moving into new fields and addressing fast moving market opportunities. For additional information, please visit: cyberaigroup.io . cyberaigroup.io cyberaigroup.io Contact Cyber A.I. Group, Inc. 990 Biscayne Blvd., Suite 503 Miami, FL 33132 info@cyberaigroup.io info@cyberaigroup.io info@cyberaigroup.io Contact Founder A.J. Cervantes Jr Cyber AI Group info@cyberaigroup.io This story was distributed as a release by Cyberwire under HackerNoon’s Business Blogging Program. Learn more about the program here, This story was distributed as a release by Cyberwire under HackerNoon’s Business Blogging Program. Learn more about the program here , here

Cyber A.I. Group Announces The Appointment Of Walter L. Hughes As Chief Executive Officer

Startups exist as long as they have money in the bank — it seems so simple, but founders often overlook this aspect being busy building their company. Meanwhile, empty coffers are the top reason why startups fail. According to CBInsights, 38% of startups shut down because they run out of cash or fail to attract new funding. It's a common scenario when startups spend a lot and are short on cash while expecting additional funding from investors. But this may not happen, and the company will close. Counting on existing funds and lowering the burn rate, instead, can prolong your runway. And this is the right thing to do: Given the market situation, a low burn is a good sign for investors to support a company. The principle is “earn more, spend less” (thanks, cap!). But what costs should companies cut? And how can they do it wisely? Drop Nice-to-Have Things Startups should trim non-vital expenses that have emerged over the past 1-2 years. Software subscriptions and office rent can eat up a big chunk of a startup’s budget — review what they cost you. List all services your team uses, and give up those not essential for daily operations, or downgrade them to cheaper or free plans. These could include CRMs, tools for project management or communication. Cloud storage costs can also add up quickly, so check them too. If possible, defer payments for the services you need or opt for installment plans. If your company rents an office, consider switching to remote work. You can also try a hybrid format and rent co-working space only for days when your team needs to brainstorm or meet with partners or clients. If you need an office every day, negotiate discounts with your landlord. Nice-to-have amenities — you can have them later. Once, our portfolio startup postponed opening an office to get more time for fundraising. Burn rate benchmarks SaaS Benchmarks 2023 Part 3: Cash Burn Openview 2023 Saas Benchmarks Report Focus on Main Product Features, Key Marketing Activities Developing new products and features can wait until the financial situation improves. If you have a product, stop supporting non-profitable features. If it’s a fitness tracking app, it can be personalized workout plans that require ongoing maintenance but aren't popular among users. Proper product analytics can help make such decisions. Testing new marketing strategies can also wait, but don’t fall into extremes. There’s no need to significantly slash marketing budgets if you have a positive ROMI and a validated strategy. Another mistake is cutting costs on activities that aren’t yet profitable but are soon to become key revenue streams. Rightsize Team, Compensations Review the team structure, and check if you don’t pay over-market rates, or if your teams aren’t too large. Ask for assistance from your board members, investors, and advisors. I often make a map of internal processes in Miro for portfolio companies, detailing all their operations and who’s responsible for each. It shows where they need to reorganize the team. Startups often reduce tech teams to lower burn. Once, our startup had such a costly development team they could create two products instead of one with that budget. Layoffs don’t commonly affect C-level positions. But given their high costs, you can make minor leadership roles part-time or engage high-paid specialists on an hourly or contract basis. Also, consider outsourcing or making some roles part-time in design, coding, marketing, legal and accounting services. When it comes to employee perks, think twice. Some startups cross off these benefits, but this isn’t right. Most companies don’t send their teams to exotic islands, and having some bananas in the office is nice and won’t cost you much. Case study of our portfolio company RedTrack.io, which develops a tool to track and analyze ad performance, reduced its monthly burn rate from $70k to $10-20k within a year. In December 2022, the team saw they couldn’t cover their burn using available funds and cash collections. They had made changes to the product in mid-2022 but needed time to see how it would affect sales and revenue. At that point, the startup was running out of money. For the months ahead, the team planned cost-cutting combined with growth activities, intended to help the company approach zero burn. The startup suspended new R&D initiatives to focus on growing and selling its existing product. It also gave up the office, some subscriptions, and laid off part of the sales, marketing, development, and customer support specialists. However, the team reduction was minimal to allow the company to keep growing. The same logic applied to marketing budgets. Costs were capped so that growing revenues would cause a gradual decrease in burn. Also, the startup received convertible loans (CLAs) from investors and business angels and later obtained a credit line to cover cash gaps during the initial period of plan implementation. By actively securing annual deals with clients paid upfront, the startup achieved a positive cash flow while keeping an optimal net burn. In less than a year, by December 2023, its monthly revenue grew by 75%. Сommunicate Cost-Cutting Smoothly The CEO shouldn’t just come and say to cut budgets and let half of the team go. C-level executives must consult with team leads and create a plan together — don’t just “inform” people. Define why you should cut costs, how much, which costs, and then communicate it with the team. Explain the reasons for downsizing to everyone, and say that the business isn’t closing but needs to be optimized. Setting priorities for this period and choosing a North Star metric can be helpful. Startups exist as long as they have money in the bank — it seems so simple, but founders often overlook this aspect being busy building their company. Meanwhile, empty coffers are the top reason why startups fail. According to CBInsights, 38% of startups shut down because they run out of cash or fail to attract new funding. 38% 38% It's a common scenario when startups spend a lot and are short on cash while expecting additional funding from investors. But this may not happen, and the company will close. Counting on existing funds and lowering the burn rate, instead, can prolong your runway. And this is the right thing to do: Given the market situation, a low burn is a good sign for investors to support a company. The principle is “earn more, spend less” (thanks, cap!). But what costs should companies cut? And how can they do it wisely? Drop Nice-to-Have Things Startups should trim non-vital expenses that have emerged over the past 1-2 years . Software subscriptions and office rent can eat up a big chunk of a startup’s budget — review what they cost you. 1-2 years List all services your team uses, and give up those not essential for daily operations, or downgrade them to cheaper or free plans. These could include CRMs, tools for project management or communication. Cloud storage costs can also add up quickly, so check them too . If possible, defer payments for the services you need or opt for installment plans. check them too If your company rents an office, consider switching to remote work . You can also try a hybrid format and rent co-working space only for days when your team needs to brainstorm or meet with partners or clients. If you need an office every day, negotiate discounts with your landlord. remote work Nice-to-have amenities — you can have them later. Once, our portfolio startup postponed opening an office to get more time for fundraising. Burn rate benchmarks Burn rate benchmarks SaaS Benchmarks 2023 Part 3: Cash Burn SaaS Benchmarks 2023 Part 3: Cash Burn Openview 2023 Saas Benchmarks Report Openview 2023 Saas Benchmarks Report Focus on Main Product Features, Key Marketing Activities Developing new products and features can wait until the financial situation improves. If you have a product, stop supporting non-profitable features. If it’s a fitness tracking app, it can be personalized workout plans that require ongoing maintenance but aren't popular among users. Proper product analytics can help make such decisions. Testing new marketing strategies can also wait, but don’t fall into extremes. There’s no need to significantly slash marketing budgets if you have a positive ROMI and a validated strategy. Another mistake is cutting costs on activities that aren’t yet profitable but are soon to become key revenue streams. Rightsize Team, Compensations Review the team structure, and check if you don’t pay over-market rates, or if your teams aren’t too large. Ask for assistance from your board members, investors, and advisors. I often make a map of internal processes in Miro for portfolio companies, detailing all their operations and who’s responsible for each. It shows where they need to reorganize the team. Startups often reduce tech teams to lower burn. Once, our startup had such a costly development team they could create two products instead of one with that budget. Layoffs don’t commonly affect C-level positions. But given their high costs, you can make minor leadership roles part-time or engage high-paid specialists on an hourly or contract basis. Also, consider outsourcing or making some roles part-time in design, coding, marketing, legal and accounting services. When it comes to employee perks, think twice. Some startups cross off these benefits, but this isn’t right. Most companies don’t send their teams to exotic islands, and having some bananas in the office is nice and won’t cost you much. Case study of our portfolio company Case study of our portfolio company RedTrack.io, which develops a tool to track and analyze ad performance, reduced its monthly burn rate from $70k to $10-20k within a year. $70k to $10-20k In December 2022, the team saw they couldn’t cover their burn using available funds and cash collections. They had made changes to the product in mid-2022 but needed time to see how it would affect sales and revenue. At that point, the startup was running out of money. For the months ahead, the team planned cost-cutting combined with growth activities, intended to help the company approach zero burn. The startup suspended new R&D initiatives to focus on growing and selling its existing product. It also gave up the office, some subscriptions, and laid off part of the sales, marketing, development, and customer support specialists. However, the team reduction was minimal to allow the company to keep growing. The same logic applied to marketing budgets. Costs were capped so that growing revenues would cause a gradual decrease in burn. Also, the startup received convertible loans (CLAs) from investors and business angels and later obtained a credit line to cover cash gaps during the initial period of plan implementation. By actively securing annual deals with clients paid upfront, the startup achieved a positive cash flow while keeping an optimal net burn. In less than a year, by December 2023, its monthly revenue grew by 75% . 75% Сommunicate Cost-Cutting Smoothly The CEO shouldn’t just come and say to cut budgets and let half of the team go. C-level executives must consult with team leads and create a plan together — don’t just “inform” people. Define why you should cut costs, how much, which costs, and then communicate it with the team. Explain the reasons for downsizing to everyone, and say that the business isn’t closing but needs to be optimized. Setting priorities for this period and choosing a North Star metric can be helpful.

Don’t Take Bananas From the Office: How to Cut Costs Right to Lower Cash Burn Rate

Periwinkle Entertainment, Inc. v. The Walt Disney Company Court Filing retrieved [redacted] is part of HackerNoon’s Legal PDF Series. You can jump to any part in this filing here. This part is 8 of 12. E. Marvel’s Breach is the Direct Result of Disney’s Tortious Interference 37. Why would Disney forgo hundreds of millions of dollars in box office receipts by releasing the Picture in theatres at a time when it knew the theatrical market was “weak,” rather than waiting a few months for that market to recover? On information and belief, the decision do so was made at least in part because Disney saw the opportunity to promote its flagship subscription streaming service using the Picture and Ms. Johansson, thereby attracting new paying monthly subscribers, retaining existing ones, and establishing Disney+ as a must-have service in an increasingly competitive marketplace. Ms. Johansson, and the express promises that Marvel had made to her concerning WWBO bonuses and a “traditional” theatrical release “like our other pictures,” were simply collateral damage. By interfering with the Agreement and inducing Marvel to breach it, Disney not only increased the value of Disney+, but it also intentionally saved Marvel (and thereby itself) what Marvel’s itself referred to as “very large box office bonuses” that Marvel otherwise would have been obligated to pay Ms. Johansson. 38. Disney unquestionably understood how it would benefit from inducing a breach of the Agreement. When he announced the release of another Disney film, Mulan, on Disney+ Premier Access, Mr. Chapek noted that “under a premiere access offering, not only does it get us revenue from our original transaction of [Premium Video on Demand], but it’s a fairly large stimulus to sign up for Disney+.” 39. Moreover, Disney knew that the availability of the Picture on Disney+ would dissuade a number of would-be moviegoers, including many would-be repeat moviegoers, from paying to see the Picture in theatres. When Disney first announced its plan to release the Picture on Premier Access, no less than the New York Times described it as “a move that will likely hurt cinemas (lower ticket and concession sales) while helping Disney (higher streaming revenue).” Similarly, one Hollywood trade journal opined on January 11, 2021 that “it’s insurmountably more challenging for a film the size and scale of ‘Black Widow’ to become profitable without a traditional theatrical window.” On June 10, 2021, one month before the release of the Picture, another prominent Hollywood trade journal reported that with respect to Disney’s day-and-date strategy, “[t]he whole game now is to bring subscribers into the Disney+ ecosystem and keep them there,” and that this “has been damaging for talent” who are compensated by sharing in the box office receipts from a film. Just as these news outlets predicted and Ms. Johansson feared, the Picture’s box office receipts for its opening weekend were significantly below the opening weekend performance of Marvel’s previous films and have “suffered [a] steeper-than-normal decline[]” since then. In short, Disney’s strategy to lure viewers away from the theatres and toward Disney+ worked. 40. There can be no doubt that Disney’s conduct was knowing and intentional. Indeed, as recently as March 1, 2021, Mr. Chapek publicly acknowledged that shortening or eliminating the standard exclusive theatrical window could “cut the legs off a theatrical exhibition run.” Yet he and Disney have done just that, notwithstanding (and in disregard of) Marvel’s contractual promises. 41. This negative impact upon traditional WWBO receipts is exacerbated by the Disney+ Premier Access model, which will allow viewers who pay the Premier Access fee to rewatch the Picture an unlimited number of times so long as they remain subscribed to Disney+. 42. Traditionally, if a moviegoer enjoyed a film enough to see it a second time, he or she would have to either buy another theatre ticket or wait to buy the film on home video, electronic-sell-through (iTunes), or some other form of distribution after the theatrical window concluded. And historically there was no shortage of Marvel superfans willing to do so. Indeed, movie-ticket service Fandango announced that in the first week alone, Avengers: Endgame saw 85% more repeat viewers than Avengers: Infinity War. Marvel itself has banked on these repeat viewers in the past, having re-released Avengers: Endgame with seven minutes of additional footage in an explicit bid to draw in enough additional ticket sales to make the film the highest grossing of all time. In fact, the Guinness World Record for the most times seeing the same film in theaters is held by a Marvel fan who saw Avengers: Endgame 191 times in theatres; the previous record was held by a fan who saw Avengers: Infinity War 103 times. 43. But with Premier Access, there are no repeat ticket sales. Subscribers pay a onetime fee to view the Picture as many times as they want. It is tantamount to handing each moviegoer a free DVD on their way out of the theatre. On top of that, unlike in the theatres, a single Premier Access purchase of the Picture can be shared with tens if not hundreds of would-be paying moviegoers whose ticket buying would have generated WWBO. Still other viewers will forego the theatre and the $30 Premier Access fee because they know they can simply wait what is widely expected to be just 90 days to access the Picture on Disney+ through a regular $8 monthly subscription. And millions of others who would have watched in the theatres will instead view the Picture on perfect digital pirated copies—all made possible by Disney’s decision to release the Picture “day-and-date” on Disney+. Indeed, Black Widow was the No. 1 pirated title of the July 19 week, per the news site TorrentFreak. All of this has undermined the consideration promised to Ms. Johansson in her Agreement and ignores Marvel’s recognition that her “whole deal is based on the premise that the film would be widely theatrically released like our other pictures.” 44. Adding insult to injury, Ms. Johansson has spent the last several months fulfilling her own obligation under the Agreement to promote the Picture—and therefore, by association, its release on Disney+. In other words, Disney has enjoyed the benefits of having one of Hollywood’s top actresses promote its wholly owned subscription service at no additional cost to Disney, and with the intended effect of taking money out of that actress’ own pocket. 45. On information and belief, Marvel’s decision to release the Picture simultaneously in theatres and on Disney+ Premier Access—if it can be called Marvel’s decision at all—was the direct result of Disney’s tortious interference with the Agreement. Absent this interference, it was Marvel’s intent and desire to release the Picture exclusively in theatres at a time that would have maximized box office receipts and, therefore, Marvel’s and Ms. Johansson’s profits from the Picture. The only reason Marvel did not wait for a more opportune time to release the Picture exclusively in theatres as intended is because it was induced or forced by Disney to release it dayand-date on Disney+ Premier Access to drive profits to Disney at Ms. Johansson’s expense. Continue Reading Here. About HackerNoon Legal PDF Series: We bring you the most important technical and insightful public domain court case filings.
This court case retrieved [redacted] deadline.com is part of the public domain. The court-created documents are works of the federal government, and under copyright law, are automatically placed in the public domain and may be shared without legal restriction. Periwinkle Entertainment, Inc. v. The Walt Disney Company Court Filing retrieved [redacted] is part of HackerNoon’s Legal PDF Series. You can jump to any part in this filing here. This part is 8 of 12. Periwinkle Entertainment, Inc. v. The Walt Disney Company Court Filing retrieved [redacted] is part of HackerNoon’s Legal PDF Series . You can jump to any part in this filing here . This part is 8 of 12. HackerNoon’s Legal PDF Series here E. Marvel’s Breach is the Direct Result of Disney’s Tortious Interference 37. Why would Disney forgo hundreds of millions of dollars in box office receipts by releasing the Picture in theatres at a time when it knew the theatrical market was “weak,” rather than waiting a few months for that market to recover? On information and belief, the decision do so was made at least in part because Disney saw the opportunity to promote its flagship subscription streaming service using the Picture and Ms. Johansson, thereby attracting new paying monthly subscribers, retaining existing ones, and establishing Disney+ as a must-have service in an increasingly competitive marketplace. Ms. Johansson, and the express promises that Marvel had made to her concerning WWBO bonuses and a “traditional” theatrical release “like our other pictures,” were simply collateral damage. By interfering with the Agreement and inducing Marvel to breach it, Disney not only increased the value of Disney+, but it also intentionally saved Marvel (and thereby itself) what Marvel’s itself referred to as “very large box office bonuses” that Marvel otherwise would have been obligated to pay Ms. Johansson. 38. Disney unquestionably understood how it would benefit from inducing a breach of the Agreement. When he announced the release of another Disney film, Mulan, on Disney+ Premier Access, Mr. Chapek noted that “under a premiere access offering, not only does it get us revenue from our original transaction of [Premium Video on Demand], but it’s a fairly large stimulus to sign up for Disney+.” 39. Moreover, Disney knew that the availability of the Picture on Disney+ would dissuade a number of would-be moviegoers, including many would-be repeat moviegoers, from paying to see the Picture in theatres. When Disney first announced its plan to release the Picture on Premier Access, no less than the New York Times described it as “a move that will likely hurt cinemas (lower ticket and concession sales) while helping Disney (higher streaming revenue).” Similarly, one Hollywood trade journal opined on January 11, 2021 that “it’s insurmountably more challenging for a film the size and scale of ‘Black Widow’ to become profitable without a traditional theatrical window.” On June 10, 2021, one month before the release of the Picture, another prominent Hollywood trade journal reported that with respect to Disney’s day-and-date strategy, “[t]he whole game now is to bring subscribers into the Disney+ ecosystem and keep them there,” and that this “has been damaging for talent” who are compensated by sharing in the box office receipts from a film. Just as these news outlets predicted and Ms. Johansson feared, the Picture’s box office receipts for its opening weekend were significantly below the opening weekend performance of Marvel’s previous films and have “suffered [a] steeper-than-normal decline[]” since then. In short, Disney’s strategy to lure viewers away from the theatres and toward Disney+ worked. 40. There can be no doubt that Disney’s conduct was knowing and intentional. Indeed, as recently as March 1, 2021, Mr. Chapek publicly acknowledged that shortening or eliminating the standard exclusive theatrical window could “cut the legs off a theatrical exhibition run.” Yet he and Disney have done just that, notwithstanding (and in disregard of) Marvel’s contractual promises. 41. This negative impact upon traditional WWBO receipts is exacerbated by the Disney+ Premier Access model, which will allow viewers who pay the Premier Access fee to rewatch the Picture an unlimited number of times so long as they remain subscribed to Disney+. 42. Traditionally, if a moviegoer enjoyed a film enough to see it a second time, he or she would have to either buy another theatre ticket or wait to buy the film on home video, electronic-sell-through (iTunes), or some other form of distribution after the theatrical window concluded. And historically there was no shortage of Marvel superfans willing to do so. Indeed, movie-ticket service Fandango announced that in the first week alone, Avengers: Endgame saw 85% more repeat viewers than Avengers: Infinity War. Marvel itself has banked on these repeat viewers in the past, having re-released Avengers: Endgame with seven minutes of additional footage in an explicit bid to draw in enough additional ticket sales to make the film the highest grossing of all time. In fact, the Guinness World Record for the most times seeing the same film in theaters is held by a Marvel fan who saw Avengers: Endgame 191 times in theatres; the previous record was held by a fan who saw Avengers: Infinity War 103 times. 43. But with Premier Access, there are no repeat ticket sales. Subscribers pay a onetime fee to view the Picture as many times as they want. It is tantamount to handing each moviegoer a free DVD on their way out of the theatre. On top of that, unlike in the theatres, a single Premier Access purchase of the Picture can be shared with tens if not hundreds of would-be paying moviegoers whose ticket buying would have generated WWBO. Still other viewers will forego the theatre and the $30 Premier Access fee because they know they can simply wait what is widely expected to be just 90 days to access the Picture on Disney+ through a regular $8 monthly subscription. And millions of others who would have watched in the theatres will instead view the Picture on perfect digital pirated copies—all made possible by Disney’s decision to release the Picture “day-and-date” on Disney+. Indeed, Black Widow was the No. 1 pirated title of the July 19 week, per the news site TorrentFreak. All of this has undermined the consideration promised to Ms. Johansson in her Agreement and ignores Marvel’s recognition that her “whole deal is based on the premise that the film would be widely theatrically released like our other pictures.” 44. Adding insult to injury, Ms. Johansson has spent the last several months fulfilling her own obligation under the Agreement to promote the Picture—and therefore, by association, its release on Disney+. In other words, Disney has enjoyed the benefits of having one of Hollywood’s top actresses promote its wholly owned subscription service at no additional cost to Disney, and with the intended effect of taking money out of that actress’ own pocket. 45. On information and belief, Marvel’s decision to release the Picture simultaneously in theatres and on Disney+ Premier Access—if it can be called Marvel’s decision at all—was the direct result of Disney’s tortious interference with the Agreement. Absent this interference, it was Marvel’s intent and desire to release the Picture exclusively in theatres at a time that would have maximized box office receipts and, therefore, Marvel’s and Ms. Johansson’s profits from the Picture. The only reason Marvel did not wait for a more opportune time to release the Picture exclusively in theatres as intended is because it was induced or forced by Disney to release it dayand-date on Disney+ Premier Access to drive profits to Disney at Ms. Johansson’s expense. Continue Reading Here. Continue Reading Here . Here About HackerNoon Legal PDF Series: We bring you the most important technical and insightful public domain court case filings. This court case retrieved [redacted] deadline.com is part of the public domain. The court-created documents are works of the federal government, and under copyright law, are automatically placed in the public domain and may be shared without legal restriction. About HackerNoon Legal PDF Series: We bring you the most important technical and insightful public domain court case filings. This court case retrieved [redacted] deadline.com is part of the public domain. The court-created documents are works of the federal government, and under copyright law, are automatically placed in the public domain and may be shared without legal restriction. deadline.com

Scarlett Johansson's Lawsuit Claims Disney's Tactics Hurt 'Black Widow' Box Office

If you work from home, chances are you're relying on various online tools to replace in-person meetings and maintain productivity. However, if your workspace remains cluttered with paper, your home printer never rests, and old reports keep stacking on your shelves, it may be time to consider reducing paper consumption. Doing so can simplify your workflow, increase productivity, and even save you money. Plus, it's an environmentally friendly choice. Let's explore three simple strategies to make your home office paperless. Disregard any backlog and begin today Making your home office paperless might seem like a big task, causing you to put it off. However, simply beginning with small steps each day can lead to significant progress in just a few weeks. If you have a lot of papers to deal with, it's okay to leave sorting and scanning for later. When you have time and feel like doing it, you can go through the papers and decide what to scan and what to throw away. The key is to start reducing paper usage today rather than putting this beneficial initiative on hold. Try using these 5 apps Consider installing a few helpful apps to make your home office truly paperless. They'll assist you in transitioning tasks from paper to digital, bringing immediate benefits. With such apps, finding information becomes effortless—no more searching through piles of paper for hours. Plus, you won't have to worry about spilling coffee on important documents or your pet leaving marks on them. So, these are the apps that will help you go paperless: Scanning apps Gone are the days when you needed a bulky scanner. Now, with apps like or , your phone can do the job just as effectively. Moreover, iScanner, for example, employs a wide range of AI features to make your scans look better than the original documents by removing folds, shadows, and glares. iScanner Adobe Scan Online storage services Sure, electronic documents need somewhere to be stored securely, and choosing the right platform is crucial. When evaluating your options, consider factors like storage capacity, document sharing, and, of course, the cost. Top contenders in this field include , , and . Google Drive Microsoft OneDrive Dropbox E-signature tools In today's digital world, even signing documents has gone electronic. Whether it's a rental agreement or a service contract, you can sign it with just a click. The two most popular services are and . But if you're handling just a few documents, many scanning apps offer an easy-to-use e-signature feature. PandaDoc DocuSign To-do list apps If your workspace is covered with Post-its and notebooks for task management, consider switching to apps like or . These digital alternatives keep your tasks organized and accessible, preventing you from losing important notes or forgetting urgent tasks. Plus, you can easily rearrange tasks and add new information without adding to the clutter. Trello Todoist Notion apps To cut down on paper usage, try ditching traditional notebooks. Instead, jot down your notes digitally using Word documents or specialized apps such as or . While it may feel somewhat awkward at the start, you'll soon find it much simpler to find, organize, and share your notes with colleagues. Notion Evernote Set up an algorithm for new incoming papers Even though you can deal with your pile of papers later, it's crucial to manage new documents properly as soon as possible. If you get flyers or newspapers in your mailbox, take a quick look at them, and if there’s nothing important, simply toss them out. But when you receive letters or official documents, decide what to do with them right away using this simple guide: Put it in the recycling bin right away. Scan and save the digital copy, then throw away the paper one. Scan and save the digital copy, and keep the paper one for a while before throwing it away. Keep the paper version forever. Yes, we can't go completely paperless since there are some documents we need to keep in paper form forever. And here's the main tip, which is helpful in many life situations—Don't Overthink It. If you've decided to use less paper and begun organizing your home office—that's great news, regardless. If you're struggling to change your routine quickly, forgetting to scan documents and dispose of unnecessary papers, don't be too hard on yourself. Starting is always the toughest part, but eventually, you’ll grow into the habit.

3 Tips On How To Make Your Home Office Paperless

Technology is rapidly reshaping our everyday lives, providing us with greater access to information and allowing us near-seamless communication with anyone, anywhere, at any time. We tend to perceive the digital and technological drive towards transformation as a possible threat to our ordinary and seemingly nostalgic way of life. Yet, technology has enabled us to better understand our planet and those around us. It’s helped us create a better understanding of life and everything that makes us human. It’s allowed us to make faster, better, and more accurate data-driven decisions and mitigate the potential of long-term risks. For all of this to happen, continuous investment in innovation and the masterminds behind them ensures that humanity, in (AI) can reach further parts of the universe, come up with better solutions to social and inequality issues, and act as the pivotal moment that enables us to enter a new digital era. collaboration with machines and Artificial Intelligence Implementing Technology in Your Business With all of this technology, endless digital tools, reams of data, and countless resources, why wouldn’t you want to invest in the potential of technology and the future of your business? While an important question to ask, the more important thing to consider is what tools you have available and how they will help increase employee satisfaction, drive customer engagement, and improve overall productivity. Technology helps to reshape our way of thinking, interacting, working, and communicating. Already, businesses are seeing the potential of technology on a wider scale and leveraging new tools to help scale their business, increase market share, and put them ahead of their competitors. As a result, more than half of business owners - 56 percent - have recently reported that they have started increasing their investment in technology, by cloud-based accounting conglomerate . according to a report Xero Following this, a robust 40 percent have mentioned that they strongly intend to further build on their technological investing in the year ahead, purely as these tools are helping them reach new customers, increase their market presentation, and help scale their business. For any business owner, introducing a new strategy, concept, or idea often requires careful consideration. Understanding your organization’s strengths and weaknesses can help identify new opportunities and help you and others pay close attention to potential risks, including cybersecurity pitfalls and malicious cyber threats. just earlier this year published research on and found out how American adults lost more than $2.7 billion last year on social media scams and fraud. This alarming amount is only set to increase in the coming years as more people begin to use technology for everyday activities and companies and governments continue to digitize their infrastructure. ExpressVPN 2024 scams to be aware of Through the right tools and facilitating training sessions for employees, without having to disrupt day-to-day workflow or further increase budget expenditure, your company can develop a digital transformation strategy that increases employee output, boosts productivity, and promotes overall team engagement. How Does New Technology in the Workplace Benefit Employees? Whether you employ a handful of people or are in the process of rapidly growing your employee headcount, right off the bat, it’s important to consider how new workplace technology will affect, benefit, and influence the way staffers are working, communicating and engaging with their peers and your customers. Increased Workflow Your employees’ time is valuable, and often, the disconnection is that with technology, employees will have more work on their hands instead of alleviating their workloads - although this isn’t always the case. In one estimate, experts can help improve 90 percent of knowledge workers and help to further replace repetitive and time-consuming tasks. believe that automation in the workplace By implementing the right set of tools, you can help minimize potential barriers for your teams, whether it’s communication gaps or employees working in different time zones, help boost creativity, and minimize the need to complete time-consuming tasks in their day-to-day lives. Improved Productivity Thanks to technology, and the right sets of tools, your employees can now get more done in less time, ultimately helping to drive overall business output. In one report, businesses in software, telecommunications, and internet publishing have seen since 2005, well above the lackluster 1.4 percent U.S. average. productivity grow by 5.5 percent These companies have seen productivity propelled by the innovations and wide-scale introduction of internet services, software, and cloud computing. By enabling employees to have access to the right digital assets of your business, you’re not only investing in near-term successes but long-term scalability. Data Harvesting On the back end, data plays an important role in the entire business structure. With access to the right data and information, companies can better understand their consumers and help provide them with the services they need. However, as an employer, this provides an opportunity to find and retain highly skilled individuals, train new employees more effectively, and monitor performance. With data at the helm of things, owners can now ensure that employees receive training in areas where they may be lacking critical skills. They can further help to improve communication abilities among teams, as they now better understand their peers and their clients' needs. How Does Technology Benefit My Business? Next, you should be considering how technology, in the wider scope of things, will help benefit your business right now and in the future. Improved Customer Engagement Having your eyes and ears everywhere all the time can be challenging. Fortunately, tech enables you to increase your presence, not just physically, but in the way through which you interact, engage, and communicate with clients. Through technology, businesses can now provide around-the-clock customer service with things such as chatbots. They can follow trends, understand how customer demands are changing, make quick and accurate decisions, and, most importantly, enhance the customer experience by providing them with the answers they want. Provides Competitive Advantage Customers expect you to be where they want you to be, but it's a bit hard to get going when you’re only a handful of people running the business. With digital tools, owners can begin to connect the dots, seeing where their customers are and how they can stand out against their competitors. Making the switch over to technology will enable you to plan for changing market trends and provide you with the insights needed to gain a footing above other businesses. Delivery of high-value insights, such as consumer data and macro data, helps you better understand your positioning in the marketplace and how to navigate challenges. Importance of AI You’ve probably realized that you might need to introduce some form of artificial intelligence into your business. In fact, one of 1,000 small business owners found that 91 percent of those who had implemented AI witnessed an improvement in their success. AI is helping improve company efficiency, driving productivity, and helping boost employee workflow. survey More than this, AI is designed to provide personalization, allowing businesses to create content and ideas that are closely related to their business and their customers. AI enhances the customer experience through unique algorithms, helps to gather and sort data more efficiently, and provides customer support when no one is around. Artificial intelligence helps to fill the cracks and bridge the gaps, ensuring your business is always operating at its peak performance. What Are the Security Concerns Regarding More Tech in the Office? Cybersecurity plays an important role in a business that works, communicates, and engages mostly online. Potential Security Risks There is no such thing as “too small” of a business to experience a cyberattack. In 2023, more than 73 percent of small business owners and leaders reported a data breach or cyberattack. Cybercriminals come in all shapes and forms, often disguised as unsuspecting emails, a link on a social media post, or even a text message. Not only this, but the various types of threats a person may encounter can range from malware attacks, spyware injections, ransomware, or social engineering attacks. You always run the risk of coming face to face with some sort of suspicious cyber activity, and when that time does come around, you’ll need to be best prepared. Employee Cybersecurity Training While it’s important to provide employees with sufficient digital training, other aspects, such as cybersecurity training, can be just as important for any employer and their business. Knowing what a cyberattack might be or what it looks like can help employees use predetermined models to curb potential threats. By making sure that your employees are well-trained and know what to do in the event of a cyberattack, you can protect valuable information and reduce the risk of losing money or having your company’s reputation tarnished. What Are the Short-Term Considerations? Although it’s important to think about the long-term success of a tech transformation in your business, the near-term turnaround is perhaps more important at the moment. Employee Training Being ready for the future means preparing everyone right now, and that includes sufficient employee training. Your technology will only be as successful as the teams using it, and without adequate training, employees tend to lose interest or often feel demotivated to work in collaboration with technology and artificial intelligence. You want to hire a digital consultant to provide insight regarding training boot camps. You can talk to employees long before implementing any technology to better understand their opinions and level of expertise with certain programs and digital tools. Communication is key, and the more there is of this, the better, that’s because think they’re helping employees learn new skills, when in fact, only 38 percent of employees agree. 74 percent of employers Available Resources Unfortunately, implementing new technology in the workplace isn’t a simple plug-and-play scenario. From the first day, you will need to make sure that you have the capacity to handle such a big transformation and that you can manage all the various facets of a digital transformation. You’ll need to make sure that your team has the necessary skills to work with certain tools, and if not, how you can provide them with sufficient training. Additionally, you will need to develop a standard operating procedure that employees can use as a reference when they are unsure of something. Holding regular training sessions and making sure you have the necessary resources will help make the transition feel less unorganized. Running Costs Next is the cost of implementing the office tech and the initial operating costs that will follow. Typically, business owners only plan for the initial cost of implementing and starting up their new office tech; however, other unforeseen costs can arise at any given moment. Routine maintenance, upgrading tools, or even replacing some components are all normal things that come with having office tech. As a business owner, you should ensure that you have a budget and the necessary finances to cover the cost of new technology and all the . various components that come with such a transformation Final Thoughts The future of work is beginning to change, and business owners need to continuously deliver exceptional digital solutions to ensure they remain ahead of their competitors and perhaps more importantly, leverage technology as a way to grow and increase their market share. With the right set of tools and the right skills, your business can transform from a robust company to a seamlessly running enterprise that uses technology to promote communication and engagement among employees and customers and provide sufficient, timeless, and relevant data-driven solutions that can benefit the scalability of your business.

How to Choose The Best Office Tech For Your Business

Recently, someone asked me if one of the jobs I had shared ( ) was open to remote folks. While I work hard to ensure my weekly list of  jobs only includes remote-friendly opportunities, this particular role was listed as being in-office. something I do every week However, I offered the following advice based on my personal experience and what I’ve seen from other folks over the years: Even when a job is listed as being “in office,” it’s still possible to get the  company to consider a remote employee. Like so many things in business, a lot of it has to do with when you ask and how you make your case. Here’s the specific advice I offered to this person. I hope it helps you, too. If you have additional tricks, comments, questions, or  kudos, feel free to leave them in the comments below. Your best bet is to apply and see how far the conversation gets. I know that sounds both random and setting yourself up for failure, but hear me out: In the “before times” (pre-pandemic), I was a remote worker for over ten years. This was the strategy  I’d developed over the years  (given that almost nobody advertised for remote jobs). I would apply and  be very, VERY vague about location. “Everything is negotiable, but I want to find out more about the job and have you find out more about me,” was my standard answer. Once we got down to brass tacks, I would already have a sense of the company, how many remote folks there work, the job workflow, etc. I  could mount an argument for remote work based on that information. “How many times do you text or call someone who sits literally one cubicle away.” “During an outage, how many people go to a meeting room versus take the call from their desk so they can keep working on the problem?” “How much of the team is not in this location, so they’re effectively “remote” anyway?” “How often do I need to physically go into the data center to physically touch a machine?” …and so on. My point would be to highlight how much of the job is already remote, and so my being remote from an office location was functionally no different than being on-site. It worked 50% of the time. The combination of my proving I was the right person for the job AND the case I made about the remote nature of  the work gave the hiring manager the ammunition they needed to make the  argument. NOW… how many of those jobs admitted the job could be done remotely up-front? Zero. Absolutely NONE of them would have initially agreed to  consider a remote person. For companies that refuse to consider remote staff, the case I had to make five years ago is the same one we have to make today. And luckily  (for those of us who believe strongly in the power of remote work), the process is largely the same. : The one absolute deal-breaker for remote work status is tax status. If a company doesn’t  have a tax presence in the location where you live, it’s very, VERY hard to get them to consider doing so for you and you alone. CAVEAT (aka “death and taxes”) However, even this isn’t 100% impossible. I have two different companies that do it for me. Also published . here

Job Listed As In-Office? You Might Be Able To Go Remote

The digital asset industry is not one that is stagnant. Beyond the perennial excitement induced among enthusiasts and users due to the volatile price movements of the assets, the industry is no stranger to eventful occurrences. Most recently, the US SEC (Securities and Exchange Commission) approved the issuance of Bitcoin ETFs (Exchange Traded Funds) for a handful of prominent asset management and financial services companies. The move pushes the crypto industry towards institutionalization, with multiple jurisdictions worldwide already regulating or working on implementing regulations for all kinds of digital assets beyond Bitcoin. As the industry matures and the innovation evoked by the asset class attracts retail and institutional investors alike, its institutionalization is the only logical step ahead. The Good Comes with the Bad – Still, the Industry Grows Beyond those desired happenings, the industry has also been prone to setbacks. For example, the recent Binance debacle saw the company shelling out over due to its negligence in reporting and preventing transactions serving money laundering. Another example is the infamous that led to collective losses in the billions for crypto users due to the blatant mismanagement of funds. $4 billion in fines FTX saga Regulations will ensure such failures do not occur, keeping digital asset investors and users safe from untoward incidents. Nevertheless, despite the setbacks, the development of innovative products from this space remains strong. Digital assets, alongside a vibrant DeFi ecosystem and robust centralized platforms offering asset storage and exchange activities, among others, are booming. Family Offices Are Showing Unwavering Interest in Digital Assets A rapidly evolving digital asset industry is witnessing massive influxes of funds, now more than ever. With the capabilities it offers to build massive wealth and regulatory perceptions shifting towards the positive, one group of investors flocking to the ecosystem is family offices. Servicing HNWIs (High Net Worth Individuals) and wealthy families to build and maintain generational wealth, family offices are diversifying investment strategies to accommodate digital assets. However, their entry into the crypto markets should occur with the assistance of platforms specializing in handling the large value they pour into these assets. Family offices must turn to working to safeguard users’ assets from the various elements in the ecosystem that can lead to their loss or theft. digital asset custodians Custodians Make Digital Asset Usage Safe and Convenient for Family Offices In fact, jurisdictions rolling out regulations for the asset class are mandating the usage of licensed custodians while dealing with large amounts of assets. And that is for good reason. For one, self-custody wallets aimed to secure digital assets are a good choice for retail users dealing with less significant amounts. On the other hand, interacting with such assets in the millions of dollars, as family offices do, can be inconvenient and dangerous when using self-custody storage solutions. The chances of losing private keys and having assets worth millions trapped forever are more common than assumed and obviously not ideal. Turning to experienced custodians, like BitGo, Liminal, and Copper, is the best way for family offices to go. These custodians offer the perfect balance of security and convenience that they can ask for. Licensed custodians utilize state-of-the-art asset storage and data transfer infrastructure, ensuring the digital assets they handle remain safe. Hot and cold wallets protected by Multi-Signature and are commonplace with custodians, alongside infosec certifications attesting to their robust infrastructure. MPC (Multi-Party Computation) technology Increased Access to the DeFi Ecosystem Through Custody Platforms By turning to custodians, can stay assured they possess instant access to their assets, overseen by bank-grade storage security. Of course, asset storage is only one aspect of custodian offerings. Custodian platforms also come equipped to let their users indulge in DeFi strategies across various blockchain networks – all from their platform interfaces. family offices With the DeFi ecosystem being one of the most prominent use cases of digital assets, family offices naturally utilize the assets under their management to earn steady passive income. So, family offices can indulge in multichain DeFi ecosystems, purchasing all kinds of tokens to put to work in applications deployed on prominent blockchains from well-known third-party custody platforms. Custodian Insurance Removes All Worries of Dealing with Third Parties While relying on third parties to hold crypto assets can seem daunting, especially when blockchain tenets dictate doing away with intermediaries, reputed custodians bring unfaltering trust. It is so because licensed custodians come insured to protect their users from worst-case scenarios like hacks, exploits, and bankruptcies. Family offices can confidently employ custodians, knowing their value is recoverable through insurance despite losses incurred due to negligence or bad behavior exhibited by custodians. Reputed Custodians Uphold Compliance Even for Their Clients Numerous jurisdictions with established digital asset regulations enforce insurance on custodians to safeguard investors. They also enforce AML (Anti-Money Laundering) and CFT (Countering the Financing of Terrorism) protocols upon these platforms, which is a need in the digital asset ecosystem. Such protocols prevent family offices from accidentally indulging in prohibited tokens like privacy coins and interacting with sanctioned wallets linked with illicit activities. Tapping into custody services can make sure family offices remain within legal bounds and do not have their operations, funds, and investments jeopardized. Likewise, custodians can even effect good behavior among family offices, mainly multi-family offices handling investments for multiple HNWIs and families. This type of family office is operated by third parties, rather than the traditional single-family office set up and controlled by HNWIs or families themselves. Most jurisdictions have lax regulations over family offices, meaning the clients of multi-family offices will find their value at risk if the third parties misappropriate said value. Custodians storing end of such offices are mandated to track and report suspicious movements of funds by regulators. client digital assets on behalf Malicious activity can easily be detectable when huge sums are misused, protecting investors from bad actors. Thereby, custodians offer a layer of transparency and accountability. Multi-family offices looking to increase their credibility with end clients interested in digital assets must employ custodians. Custody Solutions Are a Necessity for Crypto-Inclined Family Offices Digital asset adoption is in full swing as investors turn to the asset type and the innovative products it is central to. Family offices are the same as these assets, as they have shown their ability to steadily bring returns that magnify wealth, often more effectively than traditional assets. As they take a more influential place in the portfolios of HNWIs and wealthy families, custodians can help alleviate the issues with handling them. Thus, family offices should consider custody-related solutions to traverse the while making the most out of the novel financial system. digital asset landscape securely and conveniently

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