Moving to Dubai with a family. Interview with an expat mom.


hi guys oksy here and welcome to my channel I received so many questions about
family life in Dubai how to move to Dubai with kids what are the school fees
how to find a nanny in this city so today I’m gonna meet with a friend of mine
Tani she’s a Dubai blogger she has two amazing kids
and let’s ask her a couple of questions about what it is like to be a mom in
this city so let’s go hi Tani how are you today hi Oksy hi guys fine can you
please introduce yourself and tell us a little about your story how did you move
to Dubai and why you decided to move okay sure I’ll try my best
so hi good morning my name is Tani I’m a blogger here in Dubai my blog is
called our big Dubai adventure and yeah I’m writing about our life in Dubai
about motherhood and things to do with kids in the city so
I think we moved to Dubai about three and a half years ago when my husband
accepted a job offer here and yeah I am back then I was nine months pregnant
with our first child it was a big surprise for us that we got this job
offer and since then we are here we are very happy and what were the
procedures you had to follow as an expat in terms of visas health
insurance and other formalities so I think we were very lucky because my husband
is working for a big company based in Switzerland and they organised basically
everything for us I think it took us about six weeks roughly to get
everything sorted out exactly and but it was very easy in our case and when you
moved here did you stay in the hotel you said yes so when we arrived so for us it’s
a little bit different maybe as well because normally you would before you
would visit the place where you’re going to move but it was not possible because
I was pregnant and we had the baby and so we actually before moving to Dubai we
had never been here so we came to the hotel when we arrived and we stayed
there for about yeah the six weeks and we had a look at the different
neighborhoods what is something that is essential family friendly and close to
the metro station because I’m not driving here yeah so we opted for the
marina after it’s a great area I live there as well and I know you have an
amazing blog which is called our big Dubai adventure yeah so can you tell us a
little about your blogging journey and what motivated you to start blogging yes
sure so before we moved here to Dubai before
I became a mom I was working in PR and communication
in several big companies and so writing has always been my passion and
when we moved here I became a stay home mom I gave up on my career for a little
while and but I still wanted to to do some writing
basically at the beginning I started with a blog for my friends and family
back home in Switzerland Germany and yeah I suddenly realized that a lot of
people started following me and yeah that’s how I started the blog was it
easy to gain followers and readers so let’s say I don’t want to go too much
into depth it’s very challenging yeah it’s not easy at all I personally chose not
to buy any followers or to so it’s all organic growth and it takes a long time
yeah then for me it’s not so much about the
numbers it’s more about the interactions with the followers I really like it when
people are asking me some questions or tell me they engagement exactly there’s
some engagement and when people tell me that I inspire them to do something
and I know you started your new project which is called five to connect
yes so what is it about so five to connect is a very new project I started
it at the beginning of this year it’s basically a speed networking
concept between bloggers and because they are many bloggers in Dubai and
brands so small and family oriented brands and five two connect is about bringing
them together and trying to work together to help each other out it’s
about empowering women as well because here in Dubai you have to know that
there are a lot of mompreneurs a lot of moms who started their own business
and a lot of moms were just really really good at what they are doing but
they need some connection what does your everyday
life in Dubai looks like oh wow so I think a mom’s everyday life look every where the same so I have two small kids they are now nearly 2 and 3 years old so very small
but since only very recently I’ve started taking the mornings off and
working on the blog working on some projects and in the afternoon I’m with
the kids so we’re trying to go out to do something together and so your older son
goes to school now yes he started school so what are the schools like in Dubai is
it different from the ones in Europe well for us what is really
different already is that Luca is now a three and a half years old and he is
already going to school back in Switzerland or Germany he would not be
at school at this age it’s very early age but it’s great actually he loves it
here in Dubai all schools are private which is a big difference as well
cost-wise so it does make a difference if you
go to a public school or to private school but it’s also different I would
say is that you have to choose here between the British system and the
American system for us it was a big decision because we actually being
expats we don’t know where we will move next so we’ve opted for the British system but we don’t know if that was the
right decision and I think even the system is different
in terms of Education I heard they use a lot of laptops and computers not at that
early age maybe later but Luca is still very very small so it’s all about
games and interaction and what about a nanny do have a nanny
we do have a nanny we have a live-in nanny when we moved to Dubai
I talked my husband I never ever want a nanny I am thinking the same I was very clear about then actually I realized with two kids it’s not that easy and a traveling husband so
my husband is a lot on the road because he is flying to different countries and I’m alone with the two kids so and I had a c-section in
both cases so I needed some help actually at home so we started the
process of looking for a nanny and it was not easy at all but I think
we are now very lucky to have found the one and so what are the requirements to
have a nanny in Dubai I think you need to cover her visa and some other stuff I
think you even need to have a minimum salary I think you mentioned before when we were talking I think you also need to have a minimum
apartment space so in our case she’s having
obviously her own room own bathroom and then you need to sponsor
her so you will need to take care of her visa of the medical check insurance
health insurance food I mean it depends on
what you agree on what is agreed in the contract I mean she can either be
live in or live out as well which makes a difference in our case our nanny is
live in so she’s living with us and she’s eating whatever we’re eating as
well then what is also normally required is that you pay her a one flight back
home per year and do you have an idea what’s the average salary of the nanny in Dubai well I would say for living in around to
2500 3000 and live out 3500 more or less
then you have obviously a range of prices and does she have a vacation right every
year yeah of course she has one month vacation but we did two days yeah yeah and I mean
she has one month vacation and then whenever we go to Europe then she’s
off as well and also in our case we have agreed that she will get the public
holidays off and what do you think about Dubai lifestyle have you been able
to adapt to the city easily and what about your kids very easily actually I
was very surprised because when my husband got the job offer I did not
want to move to Dubai at all at that time so I had the impression that Dubai
was very superficial not very family-friendly culturally not
very rich and actually when we moved here I was
surprised and in such a good way I mean I absolutely love the city I don’t want
to move away it’s perfect especially for new moms it’s perfect
because you have a of state at home moms, moms who quit their job for a little while and so especially when you’re a new mom and
when you are a family starting to settle somewhere it’s
perfect so you are from Germany and your husband is from well he is Portugese
and Italian but he has grown up and lived always in Switzerland and what language do kids speak they speak French
German and English so my husband speaks French to the kids I speak German with
the kids and our nanny English so they speak all three languages oh that’s amazing
yeah so I think that’s a case for a lot of dubai kids because culturally it’s a
very rich place easy to learn different language so our son he is 3.5 now and he
knows about Ramadan he knows about all Indian holidays as
well exactly so this is really amazing about Dubai that they interact with so
many different nationalities cultures religion what are your favorite family
destinations in Dubai where do you like to go with kids usually whenever we
can we love to be outside obviously because it’s a great place we love to go
to the beach there’s something called privilee which gives you actually access to different five-star
hotels which is great for the kids so we go usually every weekend to the beach then we like to go to Kite Beach as well
dubai design district is great just for them to go into different parks and
during the hottest summer months there are a lot of inside play areas in
Dubai like Kidzania Mattel Playtown Oli Oli yeah guys I will leave the links in the description
below so you can check them out and what do you think about motherhood in the
Dubai is it easy to connect with other moms so at the beginning when we arrived
in Dubai I felt a little bit lost especially because my husband had to
travel immediately but here a lot of Facebook groups mom groups which are
very active first of all and very useful as well so I started
following some bloggers as well a lot of mom bloggers but bloggers in
general that was very useful as well so I tried to connect and get some
information via these groups bloggers etc and then I started meeting
people meeting moms at the play area I went to different coffee mornings
because here are a lot of coffee mornings organized for moms and this is a great
way to connect and to make some friends and the last question what advice would
you give to soon to be expatriates in Dubai especially families well good
question I think first of all come open-minded because Dubai is in many
cases I think Dubai it’s not what you expect it to be and also be prepared to
stay much longer than you planned and if you can visit the city before obviously that’s
always good just to have a look at the different neighborhoods I
think to find accommodation before you move if you can but
otherwise just come and enjoy because it’s an amazing city and it’s much
better than you would expect yeah but you have to be ready that there
will be a lot of challenges and difficulties your will face it’s not
easy you need to adapt to the culture community and maybe I could just
say that we are people that move every two years so
we love to adapt to new cultures we’ve lived in a lot of different places
so it all depends obviously where you’re coming from as well but for us the experience is very positive and I’m very very happy
ok thank you Tani for coming thank you for your time I hope guys you find
this information useful I will leave the link to Tani’s blog in
the description below so check it out and probably you can connect with her
and thank you for watching I will see you in the next video bye

CIO: The Transformational Chief Information Officer (CxOTalk #335)


The concept of the transformational CIO is
crucial to the chief information officer role. It truly represents the next evolution of
the CIO. We’re speaking with somebody who embodies
the traits of the transformational CIO. Jay Ferro is the CIO of Quikrete. It’s the largest manufacturer of concrete
in the U.S. Jay Ferro, welcome to CXOTalk. Michael, thank you. The thrill is mine. I appreciate it and I’m excited to be here. Thank you. Jay, when we talk about transformational CIO,
let’s begin with transformation. What do we mean in this context? It’s interesting. The word is so overused, today, that it’s
lost some of its meaning, I think, what we talk about today in 2019. We used different language in the past, continual
improvement or whatever. To me, taking the digital out of it and just
talking about transformation, it’s going from one state to another and constantly looking
for opportunities to deliver higher quality to more customers, internally and externally,
and always challenging yourself to stay one, two, three, four steps ahead of where you
need to be. My team looks at it. [Laughter] I always tell them. I say, “We will always have the bar set for
us higher than our customers have for us.” Now, that’s not always true, but the way we
do that is constantly challenging ourselves to get better in all aspects of our roles
and it has very little to do, often, with technology and a lot more to do with transformational
leadership first. The essence, then, of what we’re talking about
is the idea of CIO as business leader. Is that fundamentally it? I think that’s spot on. I think you’ve heard me say, and I’ve said
many times, that the CIO is a business executive or business leader first and then he or she
is a technologist second. Now, they’re closely related, clearly, but
I hear so much bellyaching and questions about how we get seats at the table. It’s amazing that, still, in 2019, we’re talking
about that. To me, one of the keys is that you operate
and are constantly thinking of yourself as a business leader who happens to have a domain
of expertise in technology. You always have an understanding and you’re
always seeking to learn more about the business that you’re in. I’ve spent enough time at Quikrete already
to understand that the best way I can be effective is to understand our business and what we
do, how we produce our products, top to bottom. I don’t know that there’s a better role to
learn that than the CIO. Jay, here’s a dumb question. That seems pretty obvious to me. You’re in business. You have to know what your company does. Why are we having this conversation at all? I think we’re stubborn. I think CIOs are stubborn. To me, it seems obvious. To you, it seems obvious. It’s a common thread, I think, with CIOs,
and I’m certainly not throwing myself into that category but, when I meet world-class
CIOs, they always seem to understand that they work for a company that’s in business
for a reason. When I was at ACS, we were not a technology
company. Now, I know we always say every company is
a technology company and, to a point, they are, but we existed there to end the pain
and suffering from cancer. Here, we are the largest concrete and concrete
products company in North America and we want to continue to grow, excel, and be the market
leader, not the best IT company that happens to be concrete. How pervasive is this issue among CIOs, in
general, would you say? I think it’s 50/50. You and I talk a lot. We run in a lot of the same circles. I still see arguments. “Argument” is probably not the best word,
but vigorous debate around technologies, around those types of philosophies. Amongst ourselves, I think that’s fine because
we’re still being called on to be technology leaders. You expect that your CFO is going to be at
the top of her or his game in the financial arena. The same thing with your chief accounting
officer, head of talent, or whatever. We certainly are expected to be that way,
but that’s not what we need to be leading with. We need to be leading with the business driver. What is going to grow and retain our customer
base and continue to delight them? I think often we kind of fall back into our
comfort zone of talking about pain, power, pipe, bits and bytes, and all of those things. I feel like we shoot ourselves in the foot
a good bit when we lead with that and we don’t ascribe business context to what we’re talking
about. Is the issue then one of priority? Obviously, we have to talk; as CIOs, we have
to talk about technology. Is the issue one of where we prioritize? It might be. It might be we fall back into our comfort
zone. It might be we have crossed over from an era
where five nines was actually a thing and we want to be patted on the back for keeping
the training running on time. To me, those are all table stakes. It might be misaligned priorities, Michael. I think that’s a very, very good point, but
we have to ask ourselves as leaders. This is where the leadership component of
being a C-level executive comes in where you’re always looking at yourself first and saying,
“How can I get better? How can I communicate more effectively? Is it just the magnificence of the PowerPoint
that I put in front of them that they should have gotten my point, or am I building the
right relationships? Am I getting out in front of our customers? Am I spending time at our plants, at our retail
stores, at our hospitals, or out with volunteers really understanding what’s going on?” I know for a fact not enough CIOs do that. I know it. I’ve talked to too many that just are in some
operation center somewhere. “Have you visited your stores?” “Yeah, when I first joined.” “That was five years ago.” You need to get out there and understand. Build relationships with the people who are
doing the real work on the frontline. To me, not only do you earn credibility, but
you’re going to be a better solution provider because you’re going to understand how your
company makes money and where IT fits into that. Arsalan Khan, on Twitter, makes a really interesting
point. He says, “CIOs need to be business first,
but the business does not always consider them to be so. For example, even today, most annual reports
list execs that are not the CIOs but, rather, CFO, COO, and CEO.” I think we still have some runway ahead of
us for that CIO to be listed in the same breadth, particularly with older companies or companies
that have been slow to change. I think he’s spot on, and he usually is, that
there is still some evolution that has to happen. But I still see CIOs, Michael, that bellyache,
lament, and just are struggling with that and, instead of complaining, I think [it’s],
continue to build relationships, continue to work with your CEO, your president, your
CFO. To me [it’s], continue to deliver and exceed. I think I posted something the other day. I said, “Winning cures all ills.” It’s true of sports teams and it’s true of
a CIO role where, if you deliver, you’re proactively delivering, you’re prototyping, you’re solutioning. I see so many CIOs still talk in order taker
type language. “Well, they didn’t invite me to the strategy
meeting.” Well, you’ve been here for three years. Don’t you know 80% of it on its own? You can extrapolate some and begin to show
them that you understand it. Maybe they should invite you, and I know they
should, but don’t wait to be knighted all the time. It frustrates me. I know a number of our fellow colleagues,
Tim Crawford being one, he and I just talked about this at CIO Chat live in Boston. We were laughing because I just have no tolerance
for CIOs who are their own worst enemy and they shoot themselves in the foot constantly
with kind of pouting and pounding the table that they should be invited but they’re not
doing the things they need to get invited. If we were to drill down into the components
of transformational leadership, as it applies to the CIO, how do we now execute against
this intention to be a business leader? Well, I think practice makes perfect. I think it starts with the man or the woman
in the mirror and holding yourself accountable to authenticity, ethical behavior, transparency,
coaching, mentoring, a strategic mindset, resiliency. I think it’s very much tied to a servant leader
type approach to leadership. I think the transformational leadership versus
the servant, I think there’s a lot of overlap, but I think it starts with the person in the
mirror. You’ve got to challenge yourself. Believe me; I know that’s tough. You’re getting yelled at. Customers are needing things. People are still going to treat you like you’re
the IT girl or the IT guy. I’ve worked for, and I do work for, very large
organizations. When I was at AIG, I worked for one of the
largest organizations on the planet. There’s nothing more demoralizing than when
you walk into a meeting with the CEO, he or she has been there for 30, 40 years, and he
goes, “Oh, a new member of our board, I want you to meet our IT guy, Jay.” Okay. That’s our HR person. There’s the finance dude. There’s the sales lady. But we’re always the IT guy. I jokingly correct them and say, “No, I’m
Chief Information Officer. I’ve earned the role and I’m proud of it.” We’ve still got some work to do, but it always
starts with yourself. It’s amazing what happens, Michael, when you
start with yourself and you hold your direct reports and their reports, et cetera, and
your modeling your behavior, how quickly it permeates an organization. As you’re going through these things, you’re
describing maintaining operational excellence, meaning systems, of course, have to be running
without a glitch at the same time. Yeah, and nobody wants to be that guy walking
in. You’re walking in and you’re a newly knighted
CIO. You’re an experienced CIO. You walk in, and you’re all excited with a
PowerPoint deck about IoT, big data, and machine learning, and people can’t get email or the
AS/400 sales order process is broken because of some arcane technology that just isn’t
functioning all the time. You have to do that. To me, that’s table stakes. Like I said, winning cures all ills. Part of winning is that you’re fundamentally
taking care of the blocking and tackling. I know I get beat up for using sports analogies
all the time. [Laughter] In fact, when we were in Boston,
I think Jeannie Hamilton from RedHat or Enterpriser said, “Everybody drink when Jay uses a sports
analogy,” so everybody out there, you can go ahead and drink. In this case, football championships are built
in the trenches. Yes, you have Hail Marys in all the big plays,
but they’re built in the trenches with sound defense, sound offense, one play at a time. IT is no different. IT is absolutely the same. We’re all going to have big bets, and we want
those, but you are never going to get the opportunity to make those big bets if you
can’t make the small bets or you can’t execute on the blocking and tackling every single
day. Going back to your point, Michael, of just
having the trains run on time, and that’s really what that means in our world. Jay, what about the role of the CIO in customer-facing
activities and generating revenue in customer experience? Is there a role for the CIO in these activities? I think it varies from industry to industry
to what degree, but I think the answer is almost always yes. No matter which company I’ve been with, I’ve
always tried to be the best ambassador of that organization that I can. If nothing else, to attract and retain talent,
to make sure that, as you’re recruiting people, they know they’re going to a destination of
choice, that IT is something that is valued at that organization. Beyond that, yeah, I think we’re considered
senior business executives. I want to be at sales ops meetings. I want to be meeting our customers. I want to hear firsthand how we are meeting
or not meeting–hopefully, it’s more of the former–or exceeding our customers’ expectations. You know this, Michael. You’ve talked to a number of world-class leaders. I don’t know how you get better information
than when you’re talking to your customers. I don’t know what else builds more credibility
than when you’re looking at your customer and they know you’re listening. It was the same at AIG with brokers or insureds. It was the same at Earthlink. It was the same at the American Cancer Society
with volunteers and donors. It’s the same here at Quikrete with either
our smaller customers or our large ones. If they have a concern or things are working
well and you’re looking at them listening to them, are you going to tell me you’re not
going to want to do more business with somebody that you know is responsive and is all in
on your needs? I think we do it every day in our normal lives. You go back to somebody you trust. I think it’s no different in the role of the
CIO, and I take that part of my job very seriously. Does the CIO need permission to engage in
these customer-facing activities or is it something that you just do? [Laughter] I laugh because I’m sure you probably
have figured this out, but I’m more of an ask for forgiveness versus permission kind
of guy. Oh, I definitely figured that out. [Laughter]
[Laughter] I think, more often than not, when you have a good relationship with your CEO,
president, COO, CFO, whomever you report to, there’s a certain level of latitude where
they trust that you’re going to make good decisions. I certainly think, as a representative of
a company, you certainly have fiduciary responsibilities and other things that you may not know in
a new role where you probably should just kind of sanity check those before you go out
and say certain things. That said, I think, more often than not, I’ve
had the luxury and the blessing of having bosses that have encouraged that. Again, it goes back to what you said earlier,
Michael, is that the trains have to run on time. I know I’ve learned this the hard way. We can do all the speaking engagements, the
sales meetings, the publicity, the writing, and all the fun stuff, and a lot of us enjoy
it. Some don’t, but a lot of us enjoy that. But if the house is on fire back home, that’s
not good. We’re not immune from that here. I know I have a lot of burning platforms right
now at any company at any given time, but I think it’s still important that we take
time for this part of our role. Again, I want to remind everybody; we’re talking
with Jay Ferro. He’s a very innovative CIO. Jay, we’re talking about the practicalities
of being a transformational CIO. How do you build an IT department that reflects
these characteristics as well? It starts with yourself, of course. You’re hearing a recurring theme. It starts with modeling the behavior, incenting
that behavior, and them making sure that folks who don’t follow that same behavior are held
accountable for their actions. It goes beyond just modeling it. There is communication, of course training,
reinforcement, mentoring, all of those things. I think, more often than not, people want
to do the right thing, and they are trying to do the right thing. They just may need a little nudging. I have found that the power of just looking
somebody in the eye and telling them that you trust them or, “Thank you,” “Great job,”
or, “I knew you had that. Good.” I’ll never forget a story, Michael, early
in my career, a gentleman named Mike Long, who was the CIO for the division of AIG that
I worked for. I remember bringing in an invoice or a PO. I was giving him a heads up that I was signing
it. Now, I had significant signing authority,
but he was new to the company. He looked at me, smiles very gently, sits
down, looks at it, looks back at me. He goes, “Why did you show me that?” I knew what he meant. He meant, “I trust you. You’re in your role for a reason. I have a question, I’ll absolutely tell you.” That never was lost on me, the power of trust. Now, it wasn’t blind trust. He had gotten to know me well enough to know
that he could trust me. It wasn’t day one, “Yeah, do what you do,
man.” But he knew he could trust me and, as long
as it was in my threshold and as long as it was part of our strategic plan, in the budget,
and there were no other outside forces that would have curtailed it, he trusted me. I’ve tried to pay that forward throughout
my entire career. He was and still is one of the best bosses
I ever had and a terrific mentor to me. I think that’s where it starts. The hard part of this, Michael, is that, often,
there are people that just don’t get it. They don’t want to come along with what you’re
doing. They’re not drinking the Kool-Aid. They’re not buying what you’re selling. Maybe they were used to being hidden. Maybe it’s just not their cup of tea, and
that’s okay. In my turnarounds or transformations, the
train leaves the station one time and you’re on it or you’re not. You’ve heard me say before, “If you can’t
change people, change people.” That’s never easy. It’s the hardest part of any leader’s job,
I hope, but you have to do it because all you’re doing is poisoning people by keeping
the C, D, and F players onboard and being scared to root them out. You’re giving other A players, you’re sending
a message to them that performance doesn’t matter or the way you conduct yourself doesn’t
matter, and it’s absolutely demoralizing. When you get rid of them, and hopefully it’s
not that many, to me it’s just addition through subtraction. The talent management aspect of this is where
you start that’s a crucial element. Absolutely. What about when it comes to things like budgeting,
allocation of resources? What’s the impact? If you’re being a transformational CIO, what’s
going to be the impact on budgeting and investing? Well, we all wish we didn’t have one, right? [Laughter] We want a blank checkbook, Michael. Come on. I want to spend money. To me, you earn that credibility. A couple of thoughts on that. One, I think it requires CIOs to be fiscally
savvy and to operate their organization as if they were a CEO. I generally don’t like that analogy, the CEO
of It. It just rubs me the wrong way. But I think, in this case, it works because
you are fiscally responsible for your organization, making sure that you’re constantly looking
for opportunities to better reinvest dollars, for growth opportunities, for cost savings
opportunities. You’re working with your colleagues to look
for revenue generating opportunities. The second part of that is that I try to push
down budget authority as far as I can within the organization. It goes back to trust. If I’m the one that has to sign off on literally
everything, what message does that send to my team, “I don’t trust you to sign a $500
PO”? I’ve got to be able to create layers of approval. I don’t mean layers in red tape, but making
sure people understand that you trust them and, if they have a budget, they’re being
held accountable to it. But as long as they’re within their budget
and, again, there are no extraordinary circumstances like, “Hey, we’re in a budget crunch right
now. We’re kind of putting some things on hold,”
that you don’t want to see every $500 invoice. To me, that trust and that teaching of fiscal
responsibility, and there may be a training component, is really important to building
a world-class team. Let’s shift gears and talk about some of the
obstacles that come up that prevent a CIO or an organization from having transformational
IT. I think a good way to start is we have an
excellent question from, actually, the @CXOTalk Twitter account. @CXOTalk asks, “What if your company does
not have a culture of business innovation? Then what do you do?” That’s tough. That’s tough. Look, I’m in the concrete business, right? When you start listing companies or industries,
rather, that are at the cutting edge, I’m not sure concrete or cement products is necessarily
always vaulted to the top of the list. I’m a big believer in playing the hand you’re
dealt and doing the best you can with what you’re given. Even in this space, I think we can be highly
innovative. I was pleasantly surprised that we can be. We’re going to get better and we’re going
to continue to grow that aspect of our business, but I think it all starts, number one, with
delivery, relationships with your fellow C-suite executives and your CEO. You may hit a point where you’ve done it time
and time again, you’ve been there a number of years, you’re delivering and the cultural
inertia is just so thick that you can’t break out of it. Then, and only then, maybe would you consider
moving on or moving to another role because you’re just never going to crack that shell. I haven’t been in too many companies. I’ve been in maybe one or two in my career
where you just gave it the old college try, you did everything you could, and they just
aren’t going to come along. Then I think you have to take a hard look
and maybe move on to another role. I’m a big believer, again, also in living
to fight another day. When I have ten big, innovative ideas, ten
big things that I want to do, let me deliver one. Let me just start with the smallest one and
deliver that one flawlessly, show the revenue, show the cross-savings, show the customer
sat, show it in terms that the business is going to understand and I will say, at least
80% of the time, over time, they come along. I think a lot of CIOs are impatient and they
don’t want to wait for that. They don’t want to build it over time. Okay. We have another question from Twitter. Chris Petersen asks, “Is it possible for the
CIO or the organization as a whole, to be transformational if they’re unwilling to make
that initial investment?” Chris, hello. Thanks for the question. I don’t know how you would do that because
I think we probably ascribe transformational to more people that maybe deserve it. [Laughter] T me, it’s a lifestyle. It’s a mindset. It’s an everyday way you are kind of being. If you’re not willing to do the introspection
or make the investment in yourself, I don’t know how you can be transformational or invest
in your team. Now, if you’re talking about dollars, I still
think there is a lot you can do with what you have because a lot of it is behavioral
and a lot of it is leadership based. I can’t think of a very good example where
somebody has said, “I want to be transformational, but I’m not willing to invest in what it takes
to be transformational.” I don’t see how you could do that. I think, in his case, he was talking about
budgets and dollars. Fair enough. Okay, so I still think there’s some runway. I have found, in the last three or four organizations
I’ve been in, I’m a big believer also in self-funding a lot of transformation. When I was at the American Cancer Society,
we found significant savings through cost optimization in our first year, and it had
nothing to do with, “Hey, we’re going to do a giant riff and we’re going to recoup some
salary dollars.” We did a reorg, of course, as part of our
transformation, but we spent a lot of time in renegotiating contracts and looking at
our current spend and we ended up finding a material amount of opportunity right out
of the gate that I was able to repurpose toward transformational activity. Earthlink was no different. AIG was no different. Right out of the gate, I didn’t have to go
asking for a big capital outlay in order to make some of the transformational moves that
I did. If you don’t have those opportunities and
the company is not willing to invest, then I think you’re pretty hamstrung because, certainly,
it’s going to cost some dollars to move the needle. We’re talking about the obstacles to transformation
of IT. Clearly, one of those is if the company, if
other business leaders, just don’t see the opportunity for IT and they just want to operate
IT as a cost center and cut that cost to the bone as low as possible. Yeah, I think that’s still very common. It’s still considered a back office function. You’re the IT girl; you’re the IT guy; you’re
the plumbing. To a degree, we always will be. You have to embrace that part of the role. If you’re the CFO, you still have to close
the books every month. I’m not sure any CFO is going to call that
sexy and he or she is going to go into a meeting saying, “You know, I really want to focus
on some more cutting edge stuff, so we’re just not going to close the books this month.” [Laughter]
[Laughter] Look. It’s part of the job. We’ve got to do both. I feel like, to me, I’ve never shied away
from that. I don’t know how I’d have any credibility
with my peers. Let me back up. Think about this, Michael. If you’re an average executive in a company
or just pick an executive. It doesn’t really matter. It could be at any level. What is IT to them? I don’t mean, “Is it plumbing?” or whatever. What is their interaction, generally, with
IT for your average employee or colleague? It’s email, clearly, some collaborative workspace,
a CRM, an ERP, a handful of other applications. They’re not in your meetings every day talking
about IoT, machine learning, and all of these other whizzbang things that we all love, yet. Some are. If you can’t make those six or seven core
functions work for them, why do you think you’re going to have any credibility with
them when you do bring them spend opportunities and say, “Hey, I think I can generate $25
million in net new income if you just give me $5 million”? “Wait a minute. Aren’t you the guy that downs our CRM every
other day? Aren’t you the head of the department that
can’t seem to roll out mobile tools? You want me to give you $5 million? What?!” So, take care of business. You have to earn that. Every day. You never own it, man; you rent it. The rent is due every day. Look. Every organization screws up. I screw up every single day. We have so much opportunity here and it is
not a slight against Quikrete whatsoever. Every company has opportunity. I’m a newer CIO, so, certainly, I want to
get my DNA on it, and we have a lot of fundamental blocking and tackling things that we have
to do here and we are doing it. We’re working 24/7 to do that. Just because it’s not the sexiest work doesn’t
mean I’m not on the hook for it. If those things are happening, I end up with
a better class of challenge and a better class of project other than kind of all the plumbing
stuff that a lot of people focus on. We have another question from Twitter. Douglas Lecato asks, “How do you maintain
a transformational process after it’s started?” Great question, Doug. I hope you’re doing well. Doug and I worked together at the American
Cancer Society. He was one of my rock stars. I’m sure no doubt he’s still rocking it. Doug is good people. Doug, I’m going to tell you, and you know
this because we went through it, it’s that typical change curve. Everybody is hyped. Everybody is jacked, and you fall into the
valley of despair. That’s when your medal is tested as a leader. Doug has heard me say this a thousand times. When I say “leader,” I don’t just mean the
CIO. I mean every role in IT or the company. Everyone is a leader and it all starts with
the tone at the top. I get that. It’s easy to be a leader when you’re winning
awards and you’re doing all those kinds of things and everything is great. It’s easy to do that. Look, when you’re going through a change and
people are bellyaching, maybe you rolled something out and it didn’t work as expected, maybe
the customers are angry, maybe there’s an outage, whatever, that’s how great leaders
are made. Again, it all falls at the doorstep of the
CIO or the senior leaders. You’ve got to model the behavior and get out
of the ivory tower where the action is to show them, you’re there with them, and not
just a dog and pony, “Here I am for five minutes. Keep it up, guys. I’ve got a plane to catch.” You’ve got to be in it with them. Jay, how much of your time as CIO is spent
dealing with specific technologies, whether it’s network infrastructure, whether it’s
evaluating any kind of different technologies versus the leadership dimensions of your role? That’s a great question, Michael. I think the leadership aspect permeates everything
that I do, no matter what it is, whether I’m talking to my network engineers, my systems
engineers, my support desk staff, our tech center folks out in the field, or folks at
the plant. That leadership aspect is always there. It’s got to be. Okay. We’ve always got to be there. But, that said, I think it also depends on
where you are in your evolution, too. Right now, being a newer CIO at Quikrete,
a lot of what I’m doing falls more into stabilization than improvement and transformation. I think a lot of times our work falls into
those three buckets. We can get into a Twitter argument later about
the names or how many there are but, generally, they fall into those. My man Doug has heard me talk about this a
hundred times. We spend a lot of our time there in the first
year, 18 months, around stabilization. I don’t mean always that things are dying. Although, in some cases, that’s because they
are. You’re spending a lot more time in the trenches
with that than you are evaluating emerging technologies. I think, once the patient is not at risk of
dying on the table and you’re more in improvement mode and you can carve off more time, that
percentage changes. Right now, I am probably over-indexing on
the stabilization and improvement buckets because I’m new; I’m learning the organization. We have some opportunities. We’re a very big company. We’re a great company and I think we’ve turned
a corner, but I’m over-indexing there. I think that’ll pay big dividends as I do
begin to evaluate transformational technologies. Enterprise software vendors want to pitch
CIOs. Right. But the really good CIOs are not focused on
these products. They’re focused on the leadership and the
business dimensions that we were talking about earlier. Is there a disconnect there between what technology
vendors are trying to do and what CIOs are trying to do? I get asked that question a lot. In fact, I did a panel not too long ago made
up of a lot of vendors out in the audience. It was a panel of CIOs asking that very question,
“How do we get more of your time? How do we get our foot in the door? How do we carve off a little bit of your time
to kind of show you why we think our product is so awesome for you?” I will say, most vendors that I’ve talked
to are salespeople. They don’t listen very well. They don’t have patience. When I say that, “Hey, really now is not a
great time, but I’m going to keep you in mind and we’ll definitely make some time down the
road,” for a lot of them, I don’t hear from them again or they think “a lot of time” or
“down the road” means two weeks later. I think, understanding that tone and learning
how to read a CIO is super important. I think they need to also build relationships
at that SVP, VP, director level as well. CIOs cannot be masters of every domain. We can’t. I am dependent on my vice presidents and my
senior staff to evaluate a lot of these technologies and their applicability for our environment
and to vet some of those before they even get to me. Now, if I have a trusted VP or SVP and they’re
coming to me saying, “Jay, I really think we ought to take a look at this. We’re spending this much time on this today. It’s going to automate that. It’s going to do this. It’s going to generate revenue,” whatever,
I’m much more likely to make time for that versus a cold call which, by the way, I will
never ever pick up. I think the last time I picked up an unknown
number on a landline was 2012. [Laughter] The automated email, “Dear, Sir,”
“Dear, Jacob,” which is my real name–clearly you don’t know me if you’re calling me that–I’m
not going to answer that either. I think you also need to go to where the CIOs
are. We’re in a lot of places and we’re very public. Support some of our philanthropic causes. Show up where we are. Build relationships. I do business today, Michael, with people
who had patience, who I could not give any business years ago. Couldn’t do it. I just didn’t have the money or whatever. I didn’t need them, but they were patient. They kept the relationship warm. They remembered what we talked about. When I did need them, guess who got the business. Great points. Jay, we’re almost out of time, so let me ask
you a couple of quick questions because we have some questions from Twitter and I always
like to take those. Number one, we have a question from Andrew
Nebus. He says, “When you jump into organizations
at different stages, do you find different leadership tools are needed to bring your
team along and are there “tools” that are always critical?” What a great question. I think you always have to meet your company
where they are in their state of evolution, or your department. Yeah, I think where CIOs get in trouble is,
they have the Jay Ferro playbook or the Michael Krigsman or Andrew Nebus playbook and they
just want to hit the reset button. In some cases, maybe that’s necessary. I feel like that throws a lot of the baby
out with the bathwater. I think you’ve got to take the Hippocratic
Oath when you land and first do no harm because, often, you’re going to have some diamonds
in the rough. There are terrific executives that are now
CIOs in this town that I inherited over the years or senior executives that I was told
that might not be a great fit. Had I just listened to that blindly, I would
have missed an opportunity. I think there are constant tools: integrity,
transparency, a strong work ethic, mentoring, listening, thanking people, being resilient. I don’t know at any point in the continuum
where those aren’t applicable. Okay. That’s great. Another question from Twitter, again from
@CXOTalk, “Is it better to try to change corporate culture or limit the extent of transformation
when you have a culture that’s resistant?” Oh, wow. I think you’re going to hit a point where
you’re banging your head against a wall. It’s a great question. Thank you for the question. I like pushing the boundaries, so I want to
at least transform as much as I can within the confines that I have, whether that’s dollars,
people, or whatever. Then, after that, continue to push, continue
to push, continue to push. I think a lot of CIOs bask in their own magnificence
and think that if they sell it without delivering other things that it’s just going to kind
of pop into existence where people are going to go, “Oh, God. Thank God you said that. Email is on fire but, man, that’s going to
be great that you want to put sensors in everything.” I feel like you’ve got to start with doing
as much as you can with what you’re given and then begin to kind of push the envelope
from there. I think you’re going to change the corporate
culture through delivery, communication, and transparency. At six different companies, at least, I’ve
had people say, “We hear from you a lot more than we’ve ever heard from CIOs before.” My next question is, “I hope that’s a good
thing.” They’re like, “Nah, it’s a great thing. The other guy or the lady before you, we never
heard from her.” I think there are things you can do to begin
to influence that just sometimes it’s easier than you think. That communication and transparency are foundations. Transparency is a CIO’s best friend. Okay. We are out of time. It’s been a very quick 45 minutes. We’ve been speaking with Jay Ferro, who is
a very seasoned CIO. Right now, he is CIO of the largest cement
manufacturer in the United States called Quikrete. Jay, thank you very much for taking your time
to be here with us today. A pleasure to be here, Michael. I appreciate you having me. Everybody who was asking questions, thank
you for participating. Again, be sure to subscribe to our YouTube
channel and subscribe right now, please, to the newsletter. Just go to our CXOTalk website and click “subscribe”
and we’ll send you the latest. We have great shows coming up. Thanks so much, everybody, and I hope you
have a great day. Bye-bye.

WHAT I SPEND IN A WEEK as a working millennial living in HELSINKI, FINLAND


Hello Internet! This is Irina the
Siberian who’s gone international Since my channel is about comparing lives in
different countries, I came up with an idea to track for a whole week
how much do I spend in Helsinki. So every day for a week
I will be documenting my expenses so hopefully by the end of the week I will
be able to produce a video, which will show you how much money do you need in
order to survive Helsinki Today’s Wednesday
I’m working from home so I guess today’s expenses are probably going to be very
low. Though once I finish I’m planning to go grocery shopping .I’ve recently returned from the family trip, so my fridge is pretty empty because I tried to
finish up all the food before we left So the fridge looks pretty empty and it looks
like I will have to do some grocery shopping today but I live alone now so I
cannot buy too much food because it will get expired before I will have a
chance to eat it. All right let’s go! okay, number one priority on the list is coffee Okay, my grocery shopping is over so in
total I spent 41 euros 20 cents. let’s see what do you get in Finland for 41 EUR?
So, first of all salad and there will be quite many ingredients that I got for it.
Then I’ve got some vegetables for the tortillas that I make So, cucumber, bell
peppers, 5 Tomatoes Ok, OK, this is the Finnish thing, though
they have them in Sweden too, but in Sweden they eat these buns with
almond filling, while in Finland the filling with jam is more popular. So, this is a
bun… I don’t know it’s nothing special.. it’s just a bun with jam and whipped
cream inside and for many years I was completely neutral about them, I didn’t
like them, I didn’t understand what’s so cool about them, but something
happened 2 years ago and… I don’t know… I fell in love… and they sell them only
for one month in a year and during that month I overeat them compulsively, and
then I take a year-long break until this time of the year comes again. And now it
is that time of the year! Mmmm… Tortillas for tortilla. I decided to be
fancy this time and get the whole wheat ones Usually, I get the regular ones. I
hope these ones will not be too disgusting because, unfortunately, quite
often the healthier it is the worse it tastes Then again cherry tomatoes for my salad.
That salad makes like 90% of my diet maybe I will share the recipe one day. Coffee beans. Very important! I nearly ran out of them so needed to refill. Minced meat for
the tortillas, another package of minced meat. They were
on sale, so you were supposed to buy 2 together Again tomatoes for the salad, onions for tortillas, feta cheese for the salad and tablets for the dishwasher. I
have just one left. So, here is the whole thing. This is what you get for 41 euros Getting ready to go to work. Since winter never came this year, I still can cycle
to work and I think this is what I’m gonna do today I’m not feeling too lazy.
So yes, as you can see winter never came It’s the 16th of January, it looks like April.
So, there is nothing stopping me from taking the bike and going to work by
bike. On Thursday the food that they were offering at our canteen at work did
not look very attractive, so I walked to the nearby store and got myself a mango,
a pie with minced meat and the salmon soup This fancy lunch goes with me 3,30
euros. After work, I again stopped at the store to refill my stock of lychees. I
love them and it’s the season now when the large volumes are being imported
from Madagascar and other countries where they grow. So I try to buy as much
as I can in January because quite soon the price per kilo will double. In
addition to that I got a couple of mangos and ended up spending 9,36 euros more that day. Actually it still feels a bit surreal to me that on the
16th of January I am cycling to work and there is
absolutely no snow outside. We’ve never had a winter like this. I can’t say I
enjoy cycling a lot.. Actually I miss having a car and actually once I was
having this internal monologue with myself, trying to justify that we need a
car and I couldn’t, because, you know, I have… like my office is 3 kilometers
away from my apartment. I can either cycle there or take a
direct train. Also I have a direct to the airport, a direct train going to
the city center. So anywhere I need to go I can get within 30 minutes. On
the other hand yeah a car is more comfortable, but I would have to pay for
the gas, taxes, insurance all of that is not cheap in Finland. Then I would have
to buy the car. Cars are also not cheap in Finland. I think Finland has one of
the oldest set of cars in the whole Europe because it’s also heavily taxed.
Then you have the maintenance.. So I came to a conclusion that it doesn’t really make
any sense for me to buy a car. This is why I’m cycling to work or
taking a train. on Friday I again went to the office by bike. Also I brought my own
food to the office, so I didn’t have to spend anything during the lunch hour, but
in the evening my colleague has arranged a gathering at her place and since I
didn’t want to come empty-handed, I bought a bottle of wine and some cheese.
That was 16,49 EUR in total. In addition to that, after the party me and my 3
other colleagues went to the local bar, where I paid 3 EUR to leave my
jacket in the cloakroom and 7 EUR more for a beer. Yep, a pint of beer is 7
euros in Finland. Today is Saturday, so I went to eat out with my friend
and what I got was uummm… pho soup, which was like 13,50 EUR and
a Vietnamese coffee, which I’m not quite sure what exactly is it, but it was about 3 EUR. In order to get there I had to buy a single train ticket, which in Helsinki
costs 2,80 EUR and works on all public transport for 80 minutes. Of course the
meeting with my friend lasted longer than 18 minutes, so I also paid 2,80 to
get back. Also while I was waiting for my friend, I made 2 impulsive purchases:
the first one is this scarf… I really liked the color! And this one was… how much? Like 13 EUR? Yeah, 13 EUR and pajamas! In my defense I can say that it was on
sale. It was just 6 EUR and it’s really cute So I think it’s justified. I
don’t think I will regret that…. yeah…. On Sunday I spent the whole day at home
editing my video about the free e-visa to Russia “This autumn Russia has finally done something, which should have been done a very long time ago And I left my house only once to refill my stock of lychees and to buy a pack of milk. 8,21 EUR I’m not really a fan of our
canteen food, so on Monday I took advantage of having this salad bar in
the store located next to my office and got a salad. The way it works you can mix
all the ingredients you see here and it’s gonna cost you approximately
19,90 EUR per kilo A salad like this costed me 5,23. In the
evening I again refilled my stock of lychees God! I think I know what am I
wasting on the biggest portion of my budget and in addition to that I got tortillas,
salad, cashew nuts, which I also add to my salad and some sweets. I was not planning
to buy that many sweets, but Fazer apparently has released this new
chocolate bar, so I kind of had to. On Tuesday I decided to give our canteen a
chance and ate the lunch there. It has a fixed price it’s always 6,20EUR and it was
a disappointment. So, that’s why I normally never eat there. It’s Tuesday
and my friend came to visit me from Helsin… Oh! My friend is on a business
trip IN Helsinki, so I’m having more expenses.. and we came to this Peruvian
place called “Cevicheria” and got Pisco sours, ceviche and some soup. And again, of
course, that day I had to spend 5,60 on a public transport So, here is the excel
table with my expenses of that week, split by categories: groceries, lunches at
work, public transport, eating out and clothes.
Jesus! I spend a lot of money on food! So the total spendings of this week are
211 euros out of which I spent 70 euros on eating out Wow!
Eating out and fiddled is expensive! I only did it twice this week! and also I spent nearly 100 euros on groceries Other expenses are rather
small, so… so, I don’t know.. What do you think? How does it look in comparison to
your cities and countries? Of course this report of the week doesn’t include my
fixed expenses like gym membership, mortgage payments electricity bills, etc.
If you’re interested about those ones let me know! Maybe I’ll make a video on
them too. And in the meantime let me know in the comments whether this report has
surprised you, whether you were expecting the total to be higher or lower?
and don’t forget to subscribe and hit the “like” button! See you in the next
video! Bye!

Postcard Marketing Training Video # 15 WELCOME NEW SUBSCRIBERS!


Direct Mail hello and welcome to postcard marketing
20:19 you sure appreciate your coming here you’re subscribing you haven’t
already done that please do that below because that problem gonna be putting
out new training videos every single week on this on weekends and have them
ready for you by Sunday or Monday weekly training videos on postcard marketing
2019 and I mean the best of the marketing the programs the training all
that in for postcard marketing in the year of 2019 now it’s already 2020 in
January 2020 as we speak that’s buying these these and programs come and go but
training the basics never stops they’re always there just like boxing
wrestling kungfu whatever it is the basics are always there that’s why the
teachers want to go through those basics by teaching you those they review for
themselves the basics also you know postcard
marketing as you can imagine has lot to do with direct mail and we buy our leads
from direct mail advertising suppliers in other words they know how to get the
leads that are buyers not opportunity seekers we don’t want those we want
business opportunity buyers people who have proven to be addicted to buying one
program after another those are the type of leads that you want they will buy
your programs they will put money in your pocket they will give you traffic
they will become your leads and your leads will become your sales and your
sales will be your profits so I like getting my leads through various places
I’ve left one down below everything that I remember I put down below in the
description box for you excellent list very Bob is a very very
qualified supplier of leagues hot business leads that will buy your
programs now I realize a lot of you don’t have time you’ve come in I’ve made
the trailer for this channel of postcard marketing
20:19 and that’s what every first-time newcomer seeds unless they’re clicking
directly on a movie that I might have advertised directly a video then you can
go down look below and you can see where it says play all and you can click on
that and then you can see the trailer and the various ones and so on and so
forth so I’ve got the trailer and one called
introduction then from there I’ve got video training videos 1 through 14 so
I’m going to quiet try and quickly go through and give you some idea of what’s
in there so that you’ll be anxiously looking forward to find some time in
your busy schedule to go through and review these because this is a very very
important powerful training and I cannot possibly continue this all the time
because and the people who’s already seamless we’re gonna get pretty bored
right so I’m gonna try and bring you a new program here pretty quick starting
in about a week a new program money-making program do
you make money with every single week so you want to continuously watch but you
want to learn these basic training techniques so in the introduction are
some very powerful secrets that a lot of people don’t know about in postcard
marketing Direct Mail like I say you can even do this postcard marketing with
direct mail without using post cards you can use buyers use sales letters but in
one way or another Direct Mail is always involved in the postcard marketing now
in video one continue was more powerful secrets training tips
tricks I calm secrets okay then video – that’s where I begin
to explain – powerful the most powerful programs of last year 2019 so I started
talking about the elight program it’s called alight unlimited mailing Club EU
MC now sadly when I had hooked up into this program it was still going good but
sadly I’m afraid this program has gone skin I don’t want to say that cuz I
advertise it on my channel but now it was good at that point in time but now
I’m saying do not invest on the program called eat light is that clear
I don’t want you to waste your money on that program but I left all the training
in it there for you in the videos and in writing in the description box because
you can use that as a comparison with many many other programs out there to
help you decide which program you want now from there in that video – I went on
to describe the cash Club fund program this is still going strong this is so
powerful CCM club cash bun it’s very good in fact
I just bought 100 postcards from John stabby the owner this guy is so good
he’s so good with customer service he sent me an email says yeah I got your
order for the postcards hundred postcards
bank card cleared no problem and those cards they are on the way you will
receive them shortly and he does that all the time when he gets requests for
the free kit they sent out he will email you that so you
know if your advertising is any good or not or whatever you do it so he’s very
very transparent when you get signups and so on so fun he will email you’re
constantly getting emails as you continue this business very very good
transparent program very good businessman John stofflet
so that program again and all the training there is video too and then it
continues into video three cash fun very powerful and I’m going to explain that
there’s the sign up you sign up stick across two hundred dollars but it’s
Commission’s are structured three levels down just like a multi-level payment
structure there’s a very powerful for making a lot of cash okay now then we go
video for once again is all about the club cash bond
remember YouTube only lets me talk about fifteen minutes or less at a time on
these videos and once you understand why there’s so many videos but that helps
you stay focused if you’re looking at the videos while you have attention
after fifteen minutes you get up take a break go look at it
the next video okay now the next few wants video five six and seven they’re
all about special tricks and tricks and tips and different things about postcard
marketing in general and in direct mail and these can be used as easily for
direct mail is in the postcard marketing 20:19 type techniques they’re just
special to not really internet marketing things set for life
direct mail the direct mail is so very very important and critical to the
success of postcard marketing obviously goes through the postal system now on
video a I clearly talked about the upgrades
available in club club cash burn okay and the reason these are gonna help you
make so much more money imagine this just to think about this
now this is really great now it’s really easy for everybody sign up for $100
right now we just got that then you also buy your leads whatever then if you buy
you postcards from everything but the sign it was women under dollars now
that’s for everybody concerned well what happened if you upgrade when
you watch that video you’ll see why this is so important there very little bit
amount of money and get paid commissions for anybody that is assigned to you that
you’ve signed up through your advertising big long unit they’re like
your property they’re gonna keep putting money in your pocket how do you do that
with these upgrades now because you’re going to email them and explain to them
how why they’re upgrading now they can make Commission’s not for anybody that
they sign up and then make Commission’s now this is all in addition to your
three level Commission structure that you get from getting signups this is an
addition this is more money later on much much more money so after that video
9 and 10 we talk about the global profit system which sadly is now defunct now
the three programs within it are all good and I’m going to explain to you
separately with my own video training over the shoulder video training how to
do that because now that you see Ben and Angie congratulations they just got
married congratulations Ben and Angie Ben he’s
called the the king of email marketing and had some really great training in
those ramps but now I’m gonna have to show you
the training myself with my own two hands and so on and so forth but they
got married so they’re discontinuing a few programs because it ain’t no scam
you know they just just continued because guess what they’re busy being
married now so they don’t want those programs that they were in charge for
customer support and all that they’d rather get the programs where everything
is automatic for them I’m sure you understand what
so congratulations Ben and Angie it’s really great news and then video 11 I
talked about special one a special program has nothing to do with it does
know where you’ll see looking that video but it’s all about auto text in which is
the next I call the next generation of the internet using cell phone technology
and automatic auto texting just like you would be using automatic email
responders which I talked about so highly and deeply and thoroughly in
these video trainings next I’ll give you a very special special special
money-making program that you can advertise any way you want after that
video 13 and 14 and 15 are all about very extremely special ways of marketing
that I’ve used throughout the years that will continue making money whatever and
if you use them you can make money too and that’s in addition to all your
postcard marketing training all of it all the direct mail everything this is
totally separate that special training that I’ve given to you so that’s why you
want them when you find chance go back if you have not already seen the trailer
go back and see that and the way you can see that the little icon there at the
bottom of the description okay so what happens you click on that and then you
can see my basic channel and click across where it says
that stuff it says her and says play all that way you’ll be able to see the
trailer and the intro and all the barriers beginning ones that you miss
because I produced in so many videos that way you’ll see them alone we won’t
miss a single work and by the way that free gift I’m going to get you a
different one when I figure something out because
that’s where I talked about the bottom right-hand corner of the banner picture
my channel click on that gets a free gift that’s global profits that’s no
longer functional so I’ll figure something out later but
you know like I said I left that video there that explanation because for
instance there’s an example that you can see if you didn’t want to use video
marketing like this or just make one single channel maybe just put one video
on there whatever you want you can see how you can use that technique of free
gift and you can see how you place it into your banner what it looks like
there are two I’ll give you special training on that someday too soon so
until the next video thank you so much and it’s coming up real soon welcome all
of the postcard mark in 2019 which is the best of Direct Mail direct mail
marketing and just let’s have at it make this the best year make money okay
alright thank you don’t forget

Uber Drivers: Helpful Forms and Paying Taxes – TurboTax Tax Tip Video


Hi, this is Lisa Skelly and I’m one of the tax and Uber driver experts here at TurboTax. And I’m going to help in preparing your taxes as an Uber driver. We’re going to talk a little bit about forms and tax payments. So, since you’re not an employee of Uber, you won’t be receiving a W-2 from them. You will get a couple of other tax forms. All of this is reflected in your tax summary, which is a part of your Uber app. You’re going to see 1099-K and 1099-MISC on that summary. The 1099-K income is actually from driving – so when you have a passenger in the car. The 1099-MISC is for things like referral fees – when you refer a friend to become a driver or maybe bonuses that Uber pays you out. With the tax summary, you can actually import that directly into TurboTax Self-Employed. And we’ll actually take all of the information and put it on the tax return where it needs to go, including all of the expenses reflected on that, like the tolls and commissions that Uber has paid out for you.

Celebs Who Went Broke This Past Decade


It may seem hard to believe, but just because
you’re famous doesn’t mean you won’t run into money trouble every now and again. Whether it was a result of outside influences,
financial fickleness or just plain bad luck, these are the stars who all went broke this
past decade. In 2018, Lisa Marie Presley sued her former
business manager, Barry Siegel, for allegedly squandering a fortune of over $100 million
she inherited from her father, Elvis Presley. Presley accused Siegel of poorly investing
money from her trust and of selling her assets when the investments tanked, leaving her with
just $14,000 — and landing her $500,000 in debt. She also claimed that Siegel had purchased
a $9 million home in England using the trust, and risked her entire fortune when he failed
to pay the house’s $6.7 million balloon payment. In documents later obtained by the Daily Mail,
Presley claimed Siegel charged her $700,000 annually to manage the trust. The documents noted: “Had Siegel disclosed the trust’s true financial
condition to Presley and restricted spending to the trust’s ‘income’ rather than its principal
assets, Presley would have lived comfortably on an annual budget of between $1.5 and $2
million per year, after taxes.” Siegel denied the claims and said Presley’s
financial devastation was entirely her own fault, adding that one of his investments
paid $20 million of her previous debts and netted $40 million. Siegel insisted: “Most of [that] she managed to squander in
the ensuing years.” In January 2017, Johnny Depp sued The Management
Group and 14 other entities for $25 million, alleging gross misconduct that cost him tens
of millions of his dollars. TMG denied the allegations, saying that, for
17 years, they did everything they could to protect Depp from what they called his “irresponsible
and profligate spending.” TMG also alleged that Depp only repaid $800,000
of a $5 million loan from the company. Regardless of how TMG managed his funds, Depp
certainly didn’t live frugally: In court documents obtained by the New York Post, TMG alleged
that Depp spent $2 million per month, including $30,000 on wine alone. He also blew $18 million on a yacht, $75 million
in real estate, and hundreds of thousands of dollars on full time staff. “Welcome to the Caribbean, love.” Page Six reported that Depp also outright
refused to sell his private jet to recoup some cash. TMG alleged that: “[We bailed] him out of numerous legal crises,
including making a series of hush money settlements.” The lawsuit between Depp and TMG was reportedly
settled in July 2018 on undisclosed terms, but Depp still faced numerous other legal
entanglements — both civil and criminal in nature. You’d think that penning a timeless schmaltzy
tune would set you up for life, but that wasn’t the case for “That’s What Friends Are For”
singer Dionne Warwick, who filed for bankruptcy in March 2013. TMZ reported that Warwick claimed just $25,000
in assets and $10.2 million in back taxes, IRS penalties and interest. Warwick listed her income as $20,950 a month,
but her expenses as $20,940 a month, leaving her with net gains of just $10 each month. Her expenses included $5,000 on housekeeping
and $4,000 on a personal assistant. At the time, Warwick’s rep said in a statement: “In light of the magnitude of her tax liabilities,
Warwick has repeatedly attempted to offer repayment plans and proposals to the IRS and
the California Franchise Tax Board for taxes owed. These plans were not accepted, resulting in
escalating interest and penalties.” In 2015, The National Enquirer reported that
Warwick’s debts were all forgiven — except her back taxes, for which she was ordered
to pay $3.6 million. In June 2017, actress-turned-activist Alyssa
Milano sued her former business manager, Kenneth Hellie, for $10 million. She accused Hellie of “severe misconduct,”
including “failing to pay overdue bills and taxes” and making, quote, “[poor] investments
in businesses in which he also was an investor.” The latter was also a potential conflict of
interest, of which Milano claimed she was not informed. Variety reported that Milano’s financial troubles
started with a $5 million renovation on her home — which was worth no more than $3 million
at the time. Additionally, she incurred $376,950 in code
violation fines and a lien. She was also alleged to have incurred eight
late mortgage payments within 13 months. In fact, her credit was so poor that she was
reportedly unable to refinance her home to get out of the red. Milano also claimed that, because Hellie never
alerted her to her financial foibles, she had to walk away from a $1.3 million salary
for a third season of the show Mistresses. Milano fired Hellie in June 2016, then accused
him of forging a $26,000 check — which she had only found out about when her account
went into overdraft. Hellie alleged that Milano and husband David
Bugliari lived beyond their means and denied any wrongdoing. The suit was settled in June 2019. Tori Spelling and Dean McDermott don’t get
a ton of TV work anymore, but they still seem to splurge like they’re making Friends money. In May 2017, the couple lost a default judgment
in a lawsuit from City National Bank and were ordered to pay $220,000 after they failed
to pay off a 2010 loan for $400,000. A month earlier, Page Six reported that the
IRS had emptied the couple’s bank accounts to recoup $704,000 in back taxes — stretching
back only three years. In January 2019, American Express sued Spelling
for the second time for unpaid bills totaling more than $88,000. But Spelling and McDermott’s debts didn’t
end there. In March 2017, McDermott narrowly avoided
jail time for not paying an alleged $100,000 in back child support to his ex-wife Mary
Jo Eustace. Spelling said in her 2013 memoir Spelling
It Like It Is that her and McDermott’s financial troubles were the result of several factors:
Her own expensive tastes, a real estate deal gone wrong that lost almost a million dollars,
and a number of unsuccessful business ventures. In February 2017, actor Stephen Baldwin had
his Rockland County home foreclosed and auctioned to cover his massive debt on the property;
In 2013, Baldwin’s bank sued him, claiming the actor defaulted on his $7,000-per-month
mortgage and owed over $1 million on the property at the time of the foreclosure. By 2016, Baldwin’s mortgage debt plus interest
and fees had ballooned to nearly $1.1 million. On top of those issues, Baldwin was also hit
with $1 million lien for unpaid taxes and fees on the property. He has since moved into an apartment in Queens,
New York. This all went down after Baldwin had previously
filed for bankruptcy in 2009, claiming that he owed more than $2.3 million in mortgage
payments and taxes — and was $70,000 in credit card debt. It seems that Baldwin’s foreclosed home wasn’t
the only problem, either. In March 2013, Baldwin pleaded guilty to failing
to file personal income taxes for three years, leaving him more than $300,000 in debt to
the IRS. The Associated Press reported that Baldwin
paid off his back income taxes in 2014 — with help from a loan from an unidentified pal. Tionne “T-Boz” Watkins first declared bankruptcy
with the rest of TLC back in 1995 — and nearly lost her Georgia property to foreclosure
in 2009. Unfortunately, her money troubles followed
her into the 2010s: the singer filed for Chapter 13 bankruptcy protection in October 2011 after
failing to pay nearly $769,000 on her $1.2 million property in Duluth Georgia. “But you know what’s funny though, when Black
people do it, we’re super broke, but when a White person does it, they’re reorganizing.” “Right.” In the filing, Watkins listed her assets at
over $1.7 million. Unhelpfully, she also had an ex who owed her
$250,000 in back child support at the time of her bankruptcy filing. But in February 2012, Watkins’ bankruptcy
protection was dismissed after she allegedly failed to complete the proper paperwork, allowing
creditors and bill collectors to go after her assets. She sold her Duluth mansion in August 2012
for just $680,000 — at a loss of over $400,00. In February 2012, TMZ reported that Gary Busey
had filed for bankruptcy. In the filing, the once-prolific film actor
claimed he had roughly $50,000 in assets and was between $500,000 and $1 million in debt. Busey owed money to the IRS, UCLA Medical
Center, a storage company, L.A. County Waterworks, and Wells Fargo, as well as to a woman who
sued him for allegedly attacking her at an airport in Tulsa nine months earlier. Busey’s rep told the site: “Gary’s filing is the final chapter in a process
that began a few years ago of jettisoning the litter of past unfortunate choices, associations,
circumstances and events.” Fortunately for the star, Busey settled most
of his debts by December 2012. He was let off the hook for about $57,000
in unpaid bills to some creditors, and allowed to keep $26,000 worth of his assets. However, he still had to pay $450,000 in back
taxes. Lil’ Kim hasn’t had a hit since 2005’s “Lighters
Up” from her album The Naked Truth peaked at #31 on Billboard’s Hot 100 chart — but
that hasn’t exactly curbed her spending. In June 2018, Lil’ Kim filed for Chapter 13
bankruptcy protection, listing nearly $2.6 million in assets and just under $4.1 million
in debt. The Queen Bee of the Big Apple owed nearly
$2 million to Uncle Sam in back taxes alone, plus $186,000 in legal fees and another $2
million to a loan company for her New Jersey property. The “Jump Off” rapper also alleged in her
bankruptcy filing that she receives no child support from Jeremy Neil, the rapper known
as Mr. Papers and the father of her daughter, who she says she’s raising alone. And while that all sounds pretty dire, Lil’
Kim also claimed a very healthy monthly income of $43,000 for her business Queen Bee Entertainment. From that gross, she claims to have approximately
$25,000 in overhead, leaving around $18,000 left in profit. The fleeting nature of fame hit Sinbad hard. The actor and comedian filed for bankruptcy
in 2013, with TMZ reporting that he was almost $11 million in the red compared to his $131,000
in assets. This was his second bankruptcy filing, having
also applied in 2009 — but the case was dismissed because he failed to file the correct
documents. For the 2013 filing, Sinbad’s debts were largely
down to back taxes — including $8.3 million in state and federal arrears. On top of that, the star owed $374,979 to
American Express and another $32,199 to the Bank Of America in outstanding credit card
debt. Sinbad told Huffington Post that his financial
issues didn’t come as the result of a lavish lifestyle, but to poor business management
— explaining that he spent a lot of cash on salaries for employees and equipment for
his company. “Yeah, you’re in hell alright. Know what? My name’s Sinbad, this Sinbad’s house!” Add on taxes, interest and fees, he said,
and times got even tougher. In the end, things just didn’t turn around
in time. He admitted: “I spent money, and I kept thinking, ‘I get
one more movie and I’ll wipe these bills out,’ but that movie never came.” Singer Toni Braxton filed for bankruptcy twice
— first in 1998, then again in 2010. She said that her 1998 bankruptcy filing was
due to her expensive tastes and a less-than-stellar recording contract. The “Un-Break My Heart” singer told ABC News
that, despite selling $170 million worth of her music around the world, she only pocketed
$1,792 from royalties, after having to pay back her record company’s advances on music
videos and touring costs. In her memoir, Unbreak My Heart, Braxton also
admitted to a penchant for Gucci flatware, grand pianos, and designer gowns. She suffered health problems too, including
the autoimmune disease lupus, but didn’t reveal that to her record label because she was scared
they’d think she couldn’t perform. Braxton rebounded with a new deal in 2000
and settled her debts, but the good times didn’t last long. She filed for bankruptcy again in 2010, citing
between $10 million to $50 million of debt and only $1 million to $10 million in assets. She told ABC News it was due to poor record
sales, as well as canceled performances due to illness. TMZ reported that Braxton settled her second
bankruptcy case in 2013 for just $150,000. She reportedly purchased a $3 million home
just months later. Check out one of our newest videos right here! Plus, even more Nicki Swift videos about your
favorite stars are coming soon. Subscribe to our YouTube channel and hit the
bell so you don’t miss a single one.

Board of Education deliberates School Superintendent’s Salary


doors for the last two and a half hours?? Members are talking about renewing the contract for school superintendent Kathyn Matayoshi. KITV’s CatHerine Cruz has the lastest: – Kathy Matayoshi 29: 55 -30:00 -“The thing that was most disconcerting to me was that there might even be a sense of retaliation or fear out there,” Matayoshi was responding to results of a survey of principals which included a climate of fear for speaking out. The union that represents the school administrators say the results mirror a survey it conducted earlier this year specifically about frustrations with a mandated teacher evaluation that some say is impractical. The school board heard a call to delay today’s vote and also to be more transparent about how Matayoshi is being evaluated. – Laura Thielen 6:04-6 : 23 – “There has been very little public outreach from the public and the survey has come forward to you was initiated by them principals not by you. To me it would be dereliction of your duty to make a decision today to renew the contract without reaching out to gather more public input.” Randy Roth 1:56 2:08 – “I would encourage you to take a very, very close look at the survey and ask the superintendent and share her thoughts, not just with you, but with school personnel before you make a decision,” – Daryl Gallera 9:13: 9:16 -“Principals are part of the solution not part of the problem,” Matayoshi said her leadership team is working on changes to the evaluation system — cutting the paperwork or how often teachers are evaluated. But even she admits she is running out of time. Kathy Matayoshi 32: 16 -32:28 – “Multi track schools start early so we need to get the word out to them as soon as possible, so if they do need to make adjustments they see the changes before they start school” Matayoshi may be in line for a pay raise. She makes 150 thousand now– which is more than the governor but less than two other of her principals. Lawmakers passed a bill to raise the cap to 250 thousand but the governor hasnt signed up yet. Matayoshi’s contract is up at the end of the month. Back to you– Paula ,Yunji?

American Chopper Rick Petko Bio, Net Worth, Wife, Salary, Knives, Now, Shop


The fans of the American Chopper will love
this video. Because in this video, we’re featuring an
absolute fan favorite of the show. A very skilled guy in the custom metal fabrication,
this guy joined the American chopper in 2003 and remained popular throughout the fan till
the end. We’re talking about Rick Petko. Hello and welcome to Frost snow where you
get all the latest updates about everything that goes around in Hollywood. Please subscribe to our channel if you don’t
want to miss anything. And now, let’s get started with the video. Rick was born on 11 September 1968 and he
is a native of Bath, Pennsylvania. Rick while he was growing up he was fascinated
by how bikes were made. He loved watching movies about motorbikes. And watching old models being remade into
new ones was his absolute favorite. His career would stat humbly. He was not famous overnight. For five years he worked at a company called
Pocono Raceway. He then worked for Hooters Pro Cup team and
at some point, he wanted a new surrounding. As a result, he started working for at OCC(Orange
County Choppers). Orange County Choppers are known worldwide
for their custom motorcycle. So that was his life, work, and work and work..but
his work finally paid off when he signed to reality TV American Chopper. The show not only made him famous but also
lined up a lot of work for him. Even when he left the show in 2012, the fans
had still not got enough of him. As of now, he runs his own fabrication shop
RPD&CO downtown Stroudsburg in Pocono since 2016 partnering with Jim and Linda Schiller. When asked about the experience in the American
choppers, he says that it great while it lasted but it wasn’t the core of what he actually
liked to do. Petko is married to Britanny Petko who runs
a wool shop. The couple got married in May 2012 and it
was recorded in the show itself. The couple shares two daughters together:
Everly Rose who was born in October 2013 and Lucy who was born in 2016. With all the remodeling and building bikes
and the show contributing the major part of the net worth, this professional fabricator
has a net worth of 1.75 million dollars. And that’s all for today on Rick Petko. If you liked this video, do give it a big
thumbs up. Also, mention down in the comments whom would
you like us to feature next in our video. And please hit that like button as not to
miss our latest updates whenever we upload.