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Co-Founder of Heartsill Capital Partners | Experienced Multifamily investor, Veteran, and former Federal Sales Executive | Helping Busy Professionals Create Passive Income Using Recession-Resistant Real Estate Investing
This recent article gets me FIRED UP!!! Let's GO!!!! Heartsill capital Partners!
South Carolina Is ‘Firing On All Cylinders,’ Governor Says
businessfacilities.com
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Discover the essence of Value Investing with Aaron Pek’s insightful analysis. Dive into the gap between price and worth, and explore Long-Term Arbitrage as the true meaning of risk:reward asymmetry. Join over 6K subscribers for a sophisticated approach to US Equity Research. Embrace the wisdom of Warren Buffett and elevate your stock analysis today.
Floor & Decor vs. Macro (Part 3) | 2018 called, it wants its 34x PE back
valueinvesting.substack.com
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Great to see one of our #managementconsulting clients quoted in the Wall Street Journal discussing how companies are responding to the challenges facing their #supplychains following the #RedSeaAttacks on commercial shipping: https://on.wsj.com/425PXOE
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Plenty of industry leaders and experts talk about technical debt with old systems and tools, yet very few speak of ‘process debt’ with the same level of importance. The Parker Avery Group explains. https://lnkd.in/gWm9PWNV
Hidden Afflictions: How Much Are Clunky Old Processes Costing You? | Parker Avery
https://parkeravery.com
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The current decline in freight brokerages underscores the importance of adaptability. Brokerages must innovate and leverage technology to stay competitive. Exploring new markets, enhancing service offerings, and maintaining financial health are key strategies for resilience. Embracing these strategies will help brokerages navigate through downturns and emerge stronger. Learn how to stay ahead in the changing market at brushpassresearch.com #FreightBrokerage #MarketAdaptation #Innovation #BrushPassResearch For expert advice, call us at +1 646-731-4735
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More context on the need for design management to roll up their sleeves and the criteria for when this applies: There's a threshold where hands-on work is both unnecessary and unnecessarily disruptive. C-level for most companies and probably VP level too for larger companies. Anything Director and below seems fair game for hands-on as needed. The default (and universal) approach the last 5-10 years in big tech for leaders Director and below has been to operate completely hands off in most cases. Continuing to have this as the default, universal approach is the discussion that's overdue for our industry. Massive layoffs the last 12-18 months have certainly amplified the need for managers to be more hands on (there are fewer people to do the work) but I see layoffs as the catalyst for exposing a problem that has been building for years, and that is we've been shipping a lot of mediocre UX as an industry. Hands-off management has likely contributed greatly to this. (Yes there are a bunch of other factors too such as over-indexing on MVPs, pushing quality work to "fast follows" that never materialize, etc.) Design leadership moving into hands-off roles has resulted in (a) great ICs being removed from the front lines, (b) managers that were never great ICs to begin with have struggled to identify great for their teams, (c) managers too removed from the actual work have struggled to influence their leadership peers to deliver greater outcomes — and these peers are probably too removed from the work within their function, too. Admittedly, great ICs being removed from the front lines has been a hurdle for scaling organizations and maintaining great quality for as long as I can remember, and it will continue to be an issue. It's not unsolvable, but in times of hyper growth and headcount scaling such as the past 5-10 years, this issue is exacerbated greatly.
Brilliant piece by Cap Watkins. This swing has been my journey the past 18+ months, and it's overdue for the industry frankly. 🔗 https://lnkd.in/daeQybKb
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In this week's Global Matters Weekly, Jackson Franks discusses il(liquidity) investors face within the property market. Read the full blog here: (il)Liquidity of property https://lnkd.in/ebA5YQ2u (26 February) (not for retail) #globalmatters
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In this week's Global Matters Weekly, Jackson Franks discusses il(liquidity) investors face within the property market. Read the full blog here: (il)Liquidity of property https://lnkd.in/ebA5YQ2u (26 February) (not for retail) #globalmatters
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The carnage of brands hitting bankruptcy court keeps rising as funding has dried up and those brand that are not profitable run aground. Seeing a brand like Rhythm Superfoods shows how bad the balance sheets are for many of these companies. On LinkedIn all the news is grandiose and utter bulls•hit coming for the executives but it’s a false front and while losses mount. This is not just the plant based category. 2024 is going to be a flip of the coin year and while some brands will continue onward you are going to see more companies than expected close their doors or do an asset fire sale. You can fool some of the people with aggressive PR Campaigns but in the truth comes out in the rinse cycle. The next time you hear a company spokesperson bragging on LinkedIn take the bulls**t for what’s to true value is. Nothing but dung.
Fourth Quarter Finance Review: Has “Carnage in Consumer” Hit Bottom?
nosh.com
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NORFOLK SOUTHERN: The fight continues. Norfolk Southern issues a proxy statement to shareholders to vote for its slate of candidates, rejecting Ancora Holdings Group attempt to replace CEO Alan Shaw and COO Paul Duncan. "Recklessly chasing cost reduction at the expense of safety and service is not a winning strategy for creating sustainable shareholder value. Norfolk Southern's customers, regulators, and employees have made it very clear – they will not tolerate service declines and safety lapses in pursuit of extreme near-term cost reductions.” A spokesperson for Ancora said that's inaccurate and its vision is to "utilize – not cut – the company’s existing people and resources." More in our article about how merchandise trains are not running on schedule, and how that variability and inconsistency can trickle down to intermodal. https://lnkd.in/eR6Vjx4z
Norfolk Southern fires back at activist investor looking to unseat CEO | Journal of Commerce
joc.com
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