Robert hinckle, Senior Vice President of Client Services at Cpsi (NASDAQ: CPSI), made a large insider sale on September 8, according to a new SEC filing.
What happened: On Wednesday, a Form 4 filed by the United States Securities and Exchange Commission showed that Hinckle had sold 6,000 shares of Cpsi priced at $ 35.12 per share. The total transaction was $ 210,720.
Following the transaction, Hinckle still owns 41,000 shares of the company, valued at $ 1,494,040.
Cpsi the shares are trading up 1.36% to $ 36.44 as of this writing on Friday morning.
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The importance of insider trading
Insider trading should not be used primarily in making an investment decision, but an insider trading can be a big factor in the decision to invest.
In legal terms, an “insider” refers to any shareholder who owns at least 10% of a company. This can include senior executives and large hedge funds. These insiders are required to notify the public of their transactions via a Form 4, which must be filed within two business days of the transaction.
When a company insider makes a new purchase, it indicates that they expect the stock to rise.
Insider selling, on the other hand, can be done for a variety of reasons and doesn’t necessarily mean the seller thinks the stock is going to go down.
Important transaction codes
Investors prefer to focus on transactions that take place in the open market, shown in Table I of Form 4 filing. A P in box 3 indicates a purchase, while S indicates a sale. Transaction code VS indicates the conversion of an option, and the transaction code A indicates that the insider may have been forced to sell shares in order to receive compensation that was promised to him when he was hired by the company.
Strategic investment positions MaxCap for continued strong growth
Extends Apollo’s Reach to Australasian Markets
NEW YORK and MELBOURNE, Australia, September 7, 2021 (GLOBE NEWSWIRE) – Apollo Global Management, Inc. (NYSE: APO), (together with its consolidated subsidiaries, “Apollo”) today announced that clients managed by its subsidiaries have entered into a definitive agreement to acquire up to 50% of the capital of MaxCap Group (“MaxCap” or the “Company”), a leading financier and fund manager of Australasian commercial real estate (“CRE”) .
Founded in 2007, MaxCap is ranked n ° 1 in CRE debt* in the Australian market and is headquartered in Melbourne. After the transaction closes, MaxCap co-founders Wayne Lasky and Brae Sokolski will continue to run the company and retain the remaining stakes.
The strategic investment will align MaxCap with one of the world’s leading asset managers and allow the company to continue its rapid growth in Australia and New Zealand. The transaction is expected to strengthen MaxCap’s access to capital and strengthen its ability to create and deliver innovative lending solutions for borrowers alongside Apollo’s leading lending platform. MaxCap hopes to generate significant investment opportunities for its clients and today has a futures pipeline of over A $ 6 billion. Since its founding, the company has a strong track record of performing in more than 450 investments totaling over AU $ 11 billion.
For Apollo and its clients, the investment extends the company’s reach in Australasia – an attractive market with significant growth in lending opportunities. Currently, Apollo is the originator of commercial real estate debt and equity solutions across North America, Europe and Asia, and through this transaction, it plans to increase its activity in Australasia.
Wayne Lasky, Co-Founder and Managing Director of MaxCap, said, “We are committed to providing our clients with the highest quality and the broadest range of investment opportunities. This transaction is a key aspect of delivering on our promise to create lasting value for them. We look forward to achieving this by leveraging Apollo’s vast industrial expertise, coupled with the momentous firepower they bring to the table. This will further enable us to deliver compelling solutions for each sector of commercial real estate at every stage of the real estate lifecycle, and we are delighted to partner with such a respected global manager.
Mr. Lasky highlighted how MaxCap has created a market leading platform and built a high quality Australasian team. “This partnership is a watershed moment and a key part of our team’s long-term strategic plan. We now look forward to the next phase of MaxCap’s growth and delivering more customer value with a partner who shares our vision and strategy, ”he said.
Apollo Co-Chairman Scott Kleinman said: “Australia presents significant long-term opportunities for Apollo and we are delighted to strategically partner with MaxCap, a leader in non-bank mortgage lending with an excellent reputation. This is an exciting opportunity to expand our origination capabilities, support the strong leadership team, and leverage our highly complementary platforms and expertise. “
Philip Mintz, Senior Partner, Real Estate at Apollo, said: “MaxCap is an industry leader and we are delighted to provide capital and strategic support to help accelerate their business and grow our business in Australia. The company’s strong origination track record, market positioning in Australia and New Zealand, and performance have made it a partner of choice for investors and borrowers. Together, we see significant opportunities ahead as the non-bank mortgage market continues to grow in the region. “
Mr. Mintz noted that the Apollo funds’ investment in MaxCap was the latest expansion to its investment origination platforms. It follows a recently announced transaction with Foundation Home Loans, a specialist mortgage lender in the United Kingdom, as well as a strategic agreement with Victory Park Capital in the United States to invest in asset-backed credit facilities for emerging companies. Apollo’s strategy of creating, purchasing and partnering with proprietary origination platforms enhances the company’s ability to seek and structure investments for its insurance and institutional clients.
*Global ranking of real estate debt PERE 2021
About the MaxCap Group MaxCap is recognized as one of Australia’s leading Commercial Real Estate (CRE) investment managers with an unmatched track record of performance on 450 investments over AU $ 11.0 billion, offering full capital and interests since its inception.
With funds currently under management and advice in excess of AU $ 4 billion (as of June 30, 2021), we operate a quality institutional platform recognized as best in class and are the preferred investment manager of many of the largest institutional LPs in Australia and the world. , family offices and high net worth investors. We provide our loyal investors with access to the best CRE investment opportunities in debt and equity and pride ourselves on our reputation as a market leader in long-term value creation. For more information, please visit www.maxcapgroup.com.au.
About Apollo Apollo is a high growth global alternative asset manager. We seek to provide our clients with excess return at every step of the risk-return spectrum, from investment grade to private equity, by focusing on three business strategies: yield, hybrid and opportunistic. Through our investing activity on our fully integrated platform, we meet the retirement income and financial performance needs of our clients, and we deliver innovative capital solutions to businesses. Our patient, creative and knowledgeable approach to investing aligns our clients, the companies we invest in, our employees, and the communities we impact on, to expand opportunities and drive positive results. As of June 30, 2021, Apollo had approximately $ 472 billion in assets under management. For more information, please visit www.apollo.com.
Apollo Safe Harbor for forward-looking statements This press release may contain forward-looking statements within the meaning of Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended. These statements include, without limitation, discussions related to Apollo’s expectations regarding its business performance, liquidity and capital resources and other non-historical statements in the discussion and analysis. These forward-looking statements are based on the beliefs of management, as well as on the assumptions made by management and on the information currently available to it. When used in this press release, the words “believe”, “anticipate”, “estimate”, “expect”, “intend” and similar expressions are intended to identify forward-looking statements. Although management believes that the expectations reflected in these forward-looking statements are reasonable, it cannot guarantee that these expectations will prove to be correct. These statements are subject to certain risks, uncertainties and assumptions, including those described in the section entitled “Risk Factors” in Apollo’s Annual Report on Form 10-K filed with the SEC on February 19, 2021, and the quarterly report on Form 10-Q. filed with the SEC on May 10, 2021, as these factors may be updated from time to time in Apollo’s periodic files with the SEC, which are available on the SEC’s website at www. sec.gov. These factors should not be construed as exhaustive and should be read in conjunction with the other caveats included in this press release and other documents. Apollo makes no commitment to publicly update or revise forward-looking statements, whether as a result of new information, future developments or otherwise, except as required by applicable law. This press release does not constitute an offer from any Apollo Fund.
Noah gunn Global Head of Investor Relations Global management of Apollo, Inc. (212) 822-0540 [email protected]
For the media:
Jeanne Rose Global Head of Corporate Communications Global management of Apollo, Inc. (212) 822-0491 [email protected]
The logo of the law firm Troutman Pepper in their legal offices in Philadelphia, PA, USA REUTERS / Andrew Kelly
Troutman Pepper Partners with University of Richmond Law School for ‘Legal Design Challenge’
Students work with lawyers and staff to identify and develop new income generating opportunities
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(Reuters) – Lawyers and staff at Troutman Pepper will spend the spring semester working alongside law students at the University of Richmond to identify potential new markets and ways to improve its operation.
Troutman Pepper has been named Richmond Law’s new “Innovator in Residence” and will be a key partner in his Legal Business Design Challenge – a course that started last year that exposes law students to the structure and model of law. business of large law firms as they develop ways to improve law firm functions and client services.
Will Gaus, director of innovation at Troutman Pepper, said in an interview this week that he was drawn to the Richmond program because it was a true collaboration between the firm and the law students, with a dozen lawyers and staff attending each week. The course will give Troutman Pepper a better idea of what’s important to the next generation of lawyers and potentially identify business improvements, while also giving law students an understanding of how firms work, he said.
“I want students to be exposed to industry and business so that they can make the best choice for themselves and help them guide their career path,” he said.
The Design Challenge course, for second and third year students, will begin with an introduction to the law firm’s business model and the principles of corporate design – an approach centered on how each element of a business affects customers. Next, students will divide into teams including participants from Troutman Pepper, to identify new business opportunities or ways to improve customer service. They will develop these ideas into an action plan and present it to business leaders at the end of the course in the hope that some will be implemented.
“The real problem will be the legal design challenge,” Gaus said. “Through this interaction between the business and the students, the students will help us identify a number of areas that they think we need to resolve – areas that the business can improve upon or advance.”
But Troutman Pepper won’t enter the collaboration by telling students what areas they should focus on, said Josh Kubicki, director of legal innovation and entrepreneurship at Richmond Law, who leads the course. Instead, students will take the initiative to identify areas for potential development or improvement.
Last year, Baker Donelson was the associate law firm. The teams pitched projects that would allow the firm to better integrate diversity and inclusion training into its work and employment offers, and the creation of a tool that would help clients keep up with regulatory changes that concern them the most. Kubicki said the first class was a success even though Baker Donelson has yet to implement these projects as the company has remained engaged throughout the design process and the students have created projects at a time. innovative and realistic.
“I want the students to be business-ready lawyers when they leave,” he said. “I want them to know all the essential components of a business model and how they interact, so that they can better serve their customers. These things are not really taught in law school.
Troutman Sanders and Pepper Hamilton officially merge, after pandemic delay
An innovative approach to innovation? Dechert tries a new course
While a good litigator should be aware of subspecialization, a good litigator also knows how to rely on others who are better than her at certain things.
One of the proclaimed advantages of so-called full-service law firms is that the lawyers who can handle any type of case or legal issue are all under one roof (or, nowadays, at least a virtual roof). . I’ve heard that the reality may not be quite how it really works – that in larger companies different practice groups can act almost completely independently of each other and that there has very little proverbial walking down the hall asking your M&C colleague a particular question that you don’t know as a litigant.
Reality in large firms aside, this point makes a lot of sense: a good litigator must be an expert at identifying the strategic goals of a client who has litigation or potential litigation, and then winning for the client. But once you’ve identified the goal and know what it means to win, it’s a long way to say you’ve figured out all the steps along the way. You may have a small business client whose intellectual property is hijacked by a large entity that ignores your client. But it’s very different from saying you have some idea of the law that might apply in a given industry, a given jurisdiction, etc.
While much of what we can do can be determined by investigation and research – in my example, read the relevant agreements, research the venue and substantive law, etc. and I often manage, it almost can not be enough. I wrote about the need to rely on your team. But to win, you also have to rely on your network.
If you handle complex litigation like I do, you are not dealing with routine matrimonial, bankruptcy, or patent matters. But each of these issues has surfaced recently in my business which at first glance may have seemed to have nothing to do with any of these areas. So my colleagues and I have we investigated and researched? Yes. But the work doesn’t stop there. In each case, I called lawyers from my network who specialize in these areas, and they gave me information that I think I would never have had even if I had researched or investigated for dozens of years. more hours.
As a litigator, you can contribute to your network in the same way: this M&A lawyer can know in detail some of the regulations that apply to the work of his clients. But, again, it’s very different how a litigation resulting from the agreement document might play out and what that might mean on what to include in the document right now. Indeed, we now routinely offer a litigation lawyer review to process documents in an attempt to minimize subsequent litigation.
If the big business model works the way it’s supposed to, at least in that regard, and your work in a big business, then great, you’ve got your network. But you don’t need to work with 900 lawyers with offices in 22 cities. Go ahead, meet other lawyers, share your thoughts with them, and they’ll want to share their thoughts with you.
As a father of many children, I appreciate the concept that “it takes a village” to raise a child properly. It also takes a village to be a good litigator: cultivate and then work with your network to win for your clients.
John Balestriere is an entrepreneurial litigator who founded his firm after working as a solicitor and litigator in a small firm. He is a partner at the New York law firm Balestriere Fariello, where he and his colleagues represent domestic and international clients in litigation, arbitration, appeals and investigations. You can reach him by email at [email protected]
NEW YORK–(COMMERCIAL THREAD) – utiliVisor, a leader in utility sub-metering and facility optimization, today announced that it has been selected as a qualified supplier for the Real-Time Energy Management + Tenants (RTEM + Tenants) program. New York State Energy Research and Development Authority (NYSERDA).
Funded through New York State Systems Employee Benefits, the goal of the $ 25 million RTEM + Tenants program is to support the implementation and use of home management systems and services. ‘energy to reduce energy consumption in commercial office buildings, including in tenant spaces. A 2016 inventory of New York City’s greenhouse gas (GHG) emissions indicated that commercial buildings are responsible for 39% of the city’s total GHG emissions. Therefore, commercial office tenants are essential in reducing a building’s overall energy demand and emissions.
Part of the next generation of smart building technology, RTEM systems use meters, sensors and controls to collect and monitor a building’s energy performance data over time. The collected data can then be used to detect abnormal power consumption, help optimize equipment performance, and minimize maintenance time and expense.
utiliVisor has been a NYSERDA Approved RTEM Systems and Services Provider since 2016 and is proud to have been selected as one of the premier vendors of the new RTEM + Tenant Program. “Building owners don’t have to sacrifice comfort or tenant requirements to improve energy efficiency,” said Tim Angerame, chief operating officer of utilVisor. “We analyze data from an RTEM system at a high, granular level to identify inefficiencies and defective equipment. From this analysis, we make concrete recommendations that improve energy performance, educate tenants about their carbon footprint and avoid unnecessary costs.
Tenants’ education and behavior change strategies are integral parts of effective energy management programs. Recently, utiliVisor met with a tenant of a client, a company with approximately 150,000 square feet of office space in Manhattan. Leveraging the existing sub-meter network and existing billing platform, the utiliVisor operations center analyzed tenant RTEM data to determine energy / costs for HVAC, lighting and heating. associated socket. After discussion with the tenant, the HVAC hours were adjusted to reflect the actual hours of the business, rather than the 24/7 schedule that had been assumed. These changes have identified savings of approximately 151,000 kWh, or cost savings for the tenant of over $ 30,000 per year.
NYSERDA’s RTEM + Tenant program offers up to 33% cost sharing for RTEM system implementation and services for up to three years. For a property to be eligible, its buildings must have multiple tenants, and the RTEM system must monitor at least 75% of the building’s total energy use, including tenant charges.
“In our experience, owners and operators alike derive great value from participating in RTEM systems and services, because monitoring saves real savings. And thanks to the incentives provided by NYSERDA, building owners don’t have to pay the full price of the system or wait to receive discounts, ”Angerame said.
To learn more about sub-metering and how utiliVisor can help you, check out our overview of sub-metering.
To find out if you are eligible for NYSERDA’s RTEM programs, visit https://www.nyserda.ny.gov/All-Programs/Programs/Real-Time-Energy-Management.
ABOUT THE USER
Your tenant sub-metering and energy facility optimization services are an essential part of your operation. You deserve personalized energy insights from a team that knows buildings from the inside out, applies IoT technology, and is empowered by providing you with accurate data and energy optimization insights. When you need experience, expertise and service, you need utiliVisor on your side, which offers you consistent energy and cost saving strategies. What more can our 40 years of experience and historical data do for you? Call utiliVisor at 212-260-4800 or visit https://www.utilivisor.com/.
Wells Fargo has hired Clarence Nunn, an executive at JP Morgan Chase, to lead the campaign for a more diverse wealth management client roster.
Wells Fargo has hired an executive from JPMorgan Chase, and a former National Football League ball player, to campaign for a more diverse customer base, the company said today.
At Wells, Clarence Nunn will report to Barry Sommers, CEO of the Wealth Management Unit, and Kleber Santos, his Head of Diverse Segments, Representation and Inclusion, and “will define the strategy, manage and develop the partnerships for clients and prospects, ”the firm said. in a press release announcing his hiring.
Nunn had led Chase Commercial Bank’s Southeast Mid-Market Banking and Specialties business, as well as its nation-wide franchise finance business, according to the Wells announcement. He had been listed as a representative of JP Morgan Securities since 2016, according to his BrokerCheck file.
“This important position responds to a key need in our ongoing global and organizational approach. This continues us on the path to deepening our engagement and relationships with employees as well as customer segments critical to expanding our market share, ”Sommers said in a statement included in the report. announcement.
Its mandate will include “building a workforce that represents the clients and the communities we serve, and will strive to bridge racial wealth gaps by providing investment advice that builds a foundation from which create generational wealth, ”Nunn said in her statement.
Prior to joining Chase, Nunn spent 24 years at General Electric, where he was Commercial Director of GE Commercial Distribution Finance and GE Capital Americas, and CEO of GE Capital Fleet Services, Rail Services and Franchise Finance, among other roles, the a declared Wells’ statement.
Between 1988 and 1990, Nunn, who had played varsity ball for San Diego State University, was drafted into the NFL by the New Orleans Saints, played preseason and signed the the following year as a free agent for the Los Angeles Rams. , and played again in the preseason, according to a Wells spokesperson.
Speaking at a remote conference, travel officials from two global consulting firms said their companies were aiming to cut back on business travel after the lockdown. Katharina Navarro of Capgemini and Drew Mitchell of Cognizant both noted that their consultants had been able to perform their duties relatively well during the pandemic, leading companies to reassess the need for regular travel abroad. .
Over the past decade, environmental, social and governance (ESG) risks have quickly risen to the top of the investor community’s agenda – and as a result, resistance from senior executives in the consulting industry has diminished significantly. With secure corporate membership, the world’s largest consulting firms have spent the past few years advancing major ESG thrusts both in their organizations and in their clients.
A number of industry ESG leaders have emphasized travel as part of this dynamic. For example, strategy giants Boston Consulting Group and Bain & Company both recently announced plans to reduce the number of staff trips, as well as ensure that those trips are powered by sustainable energy.
Now, technology-focused consulting firms Capgemini and Cognizant have also announced plans to reduce business travel and the emissions it causes. Travel managers from the two global consulting firms have described programs to make employee travel extremely difficult to justify, after successfully managing their businesses remotely amid the pandemic.
Cognizant has decided to maintain its travel ban for the remainder of the year. According to Drew Mitchell, Cognizant’s regional travel director for the Americas, the company has found its sales and customer teams to be “very good at virtual presentations,” and therefore, Cognizant “will try to keep it up.”
Speaking at a two-day virtual event WIN Global Travel Network and Hickory Global Partners, Mitchell announced that starting in the first quarter of 2022, the company will introduce a pre-authorization requirement for all travel, which will be linked to budgets. Currently, Cognizant is developing the approval form and code to prepare for this launch.
Meanwhile, according to Katharina Navarro, Global Head of Travel Category at Capgemini, there is the possibility of a travel cap, with further discounts due to the company’s sustainability plans. She said at the same event that this would see Capgemini take a “zero-based” budget approach and question the need and ROI of every trip, starting in 2022. In that case, employees might need “ group together “multiple reasons for their trip in the future, rather than trying to book a flight just for one meeting.
Navarro added: “It was a bit of a positive shock to see that we can do so much digitally, and that we can not only gain new customers, but deliver complete projects end to end on a virtual basis… C really is a proven new concept.
In addition to the ecological benefits, there are also major financial incentives. Adding the efforts of the two companies together, the lack of future business travel could save companies a total of $ 900 million on their budgets. Cognizant has 300,000 employees and, according to Mitchell, before Covid-19, it was spending $ 250-300 million just on air travel. Meanwhile, of Capgemini’s 250,000 employees, 80,000 were traveling around the world, resulting in an even higher travel expense figure of $ 600 million, as confirmed by Navarro.
However, the news might be less welcome in the aviation and hospitality industry. Having been battered by the crisis throughout the months of lockdown, the hotels and airlines that have survived will have viewed the return of business travel as a lifeline – but as more companies scale back their journeys in this manner is a lifeline that increasingly seems as if it is going to disappoint their expectations.
OPINION: I’ll say it bluntly. I completely sympathize with all of the small business owners these days who don’t like being in the limelight, being in front of the camera, and showing your face on social media. You just have to own, operate and grow a small business without having to be, as one customer recently described in “My Product’s Show Pony”
While I spend a lot of time finding cool ways to use video for small businesses whose owners are camera-shy, the truth is when your face is associated with your brand and your story makes part of the fabric of your business, the easier it is for people to bond with your business, connect with you, and retain you.
There is something about the video that can make confident presenters, salespeople, and passionate business owners tremble and turn green. They can all communicate. Unless it’s by video.
Overcoming your fear of being filmed is an important first step in making yourself more comfortable using it to market your business. It is a given. It’s just how to do that that’s the problem.
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I’m one of those weird people who almost enjoys the camera more than talking directly to people. I don’t care how plump I am, how old or how messy my hair is – as soon as the camera is on me it’s like a switch. I have the impression that he is a friend with whom I am going to chat. (and I often do!). While I sometimes think “well, that was unflattering!” When I look at myself again, if I’ve been relaxed, real and saying what I mean, I’m glad other people see it.
Obviously, I’m not of any help to people who have huge blockages. So I knew I was going to need some help giving you some advice on how to overcome the fears so many people have about the video.
Several months ago I ran into Harrison, a UK video coach on Instagram. While many video coaches often have that crazy little glow of, “For the first session today, we’re going to do a forty-five minute presentation with three cameras on you,” Harrison is very sweet. I immediately liked the kind and careful way he had in his own videos and knew he would be able to make suggestions that I couldn’t.
I interviewed Harrison for my marketing podcast this week. He explained that he got into video coaching because “I am a person who has recovered his shyness in front of the camera. Now that I’m on the other side, I’ve made it my life goal to help as many people as possible overcome camera shyness. ”
Harrison says the need to add video marketing to our plans has been accelerated by the deadlocks. “During the lockdown, we were all looking for human interaction and a pick-me-up, and that created a shift to video that’s going to stay” with us. Now still locked out, it’s true that video helps us feel more connected to people we can’t physically meet, and while Zoom can help us connect with people one by one, or in small increments. groups, the recorded video allows us to reach a much larger audience. I know that without the power of social media and video, I would never have been in touch with this 27 year old English dude who shares the same values around people, business and helping people become more confident .
Harrsion explains that video content is one of the most effective methods businesses can use to sell products or services. “You wouldn’t believe that the amount of video influencing buying decisions like this is something you know as soon as you get it, as soon as you hear from someone that a product has worked for them or that services work for them. The first thing you do is google or youtube how it works. I see an ad for something that I know I need in my life, and it tells me how to use it, and it’s super easy. I buy it that easy.
So how did Harrison manage to overcome the blockage in the use of video? He recommends a practice he has personally used, video logging, creating videos that are stored only on your phone. You agree to record yourself speaking daily for one month. You’ve just configured the camera, clicked record, and spoken. As soon as you feel uncomfortable or start to get stressed, you stop. The next day, you just aim to record a little longer. I have shared this technique with several clients who have also found it useful. I like it because it helps us learn that the camera isn’t there to get us, or as Harrison says “The camera doesn’t judge”
From there, you can move on to trying out Daily Stories on Instagram, Facebook, or anywhere the videos go missing after 24 hours (this is called ephemeral content). These stories are a good way to get into the video, because no matter how good or bad you think you are, they just fade away, leaving no lasting evidence of existence.
If the thought of doing this gives you a cold sweat, Harrison says part of the problem is our idea that some people are born confident, and others are not. “I don’t think you were born confident.” Often times, business owners suffer from impostor syndrome and worry that no one wants to hear what we have to say. “I was a huge, massive victim of impostor syndrome because I’m self-taught, and it’s hard to call yourself an expert or think you know enough to help people. But I’m telling you now, let your guard down because you’re an expert, and you’ll know more than most people. Harrison suggests starting with what you know best and sharing from there. You will quickly find people who resonate with this content.
Once you get used to seeing yourself in front of the camera, you might be tempted to fork out some cash for a proper setup. Harrison and I both use our phone cameras for almost all of our shoots and set them up on tripods. We both also use an app called Inshot to edit our videos. As a non-technical person, I like how easy my phone is to use. Harrison uses the free version, and I use the paid version. There is no reason to start with a big shopping spree, even if you love gadgets!
Now I use video a lot more, I also use some online tools and some paid features like a closed caption program. However, overloading yourself with a whole lot of technical learning isn’t the most important first step.
What can make our break a good video is the lighting and the sound. Standing with your body facing the window, you will get natural, clear lighting. It can also help with the sound quality. Once you’ve got a few videos under your belt, you can fork out for a ring light. It helps light up your face and, as some of my clients find, makes you look better on camera!
Before you turn on the camera, think about what you’re going to say. Reading a script can prevent you from interacting naturally. It’s best to have a clear idea of what you’re going to say and write notes that you can hang right behind the camera if needed.
If you’re using an editing app, you can record your thoughts in shorter snippets, then tie them together to create a story. It’s simple to do in the Inshot app or any editing app of your choice.
Like any new skill, it doesn’t seem straightforward or easy. The more you try it, the more confident you become with it. I think back to some of the videos I made a year ago and can see how much I’ve grown as a video communicator. Go back two or three years, and they really are terrible! I’m sure I will feel that in 2025 about the videos I created this week.
If I could add to Harrison’s wisdom, it would be this: When we think of learning as a game, it’s easier. So set aside some time, set up a camera, and play. You don’t have to let anyone else see what you’re offering, but the sooner you and the camera make peace with each other, the easier the video marketing will be and the more powerful the impact will be on your business. .
Rachel Klaver is a marketing strategist specializing in lead generation and content marketing. She owns Identify Marketing, which works with businesses to create the strategy they need to better tell their story to the right people.
As vaccine rollout continues and more people look to a post-COVID future, LinkedIn sees increased engagement, as professionals contemplate their next opportunity and businesses seek help experts to guide their planning.
Indeed, LinkedIn now has up to 774 million members, with three more people signing up to the platform every second, while it has also reported “record engagement levels” for five consecutive quarters, highlighting this opportunity.
For freelancers, it also means new potential to connect with relevant opportunities – as long as you do it right and use LinkedIn’s various features to make sure your presence stands out and that you connect in the most meaningful way. effective.
On this front, LinkedIn recently added a few tools that can help you with your process – here are three relatively new LinkedIn additions that can help improve your platform’s performance.
1. LinkedIn service page
LinkedIn added service listings on freelance profiles in 2019, but it recently refined its display options to make it an even more valuable consideration.
As you can see, the updated Services page format includes a more specific focus on the services offered, as well as a new “Reviews” option to display customer testimonials.
Your LinkedIn service list can showcase your business offers and help you reach potential customers, all for free.
A Services page:
Connects you with LinkedIn members looking for your services
Allows potential customers to contact you for free, even if you are not logged in
Allows you to receive business inquiries from LinkedIn members outside of your network
Helps you be found by searching for services on LinkedIn
Here is an overview of my LinkedIn service page:
Tips for maximizing your free LinkedIn service page:
Choose up to 10 services provided
Fill out the “About” section to let potential customers know what you are offering (you can use up to 500 characters)
Add a workplace – You can choose your current location as well as the option “I am available to work remotely”
Once you’ve set up your LinkedIn service page, share it as a post to let your network know you’re #OpenForBusiness or share it in a post.
For more information on setting up your own LinkedIn services page, check out this LinkedIn overview.
2. Reviews on the LinkedIn service pages
As noted, LinkedIn recently added a new “Reviews” section to its service page options, which allows you to showcase positive customer reviews, which can be another way to promote your offers.
You can invite past clients to review your services, LinkedIn initially offering 20 credits for requesting reviews through the process (this will ensure that people are not inundated with review requests on the platform).
To test this feature, I sent an “invitation to review” to one of our valued customers. Here is what it looks like :
Tips for maximizing your reviews on LinkedIn service pages:
As stated, you are allowed to invite up to 20 clients to review your services
You can withdraw a sent ‘invitation to review’ and collect the credit, allowing you to invite another customer instead.
Check the “Service Page Notification Status” to manage your notification invitations. You can also send them a message to remind them of the review request or, as instructed, withdraw the invitation.
3. LinkedIn video meetings
LinkedIn also recently offered a new native video meeting option, which lets you start a video chat directly from your LinkedIn discussion threads.
You can use this feature to instantly set up face-to-face video meetings with potential customers, helping to build connection and trust.
Tips for maximizing native LinkedIn video meetings:
Currently, LinkedIn’s native video meetings allow you to host one-on-one video chats. LinkedIn will soon add the ability to host group video meetings.
Send an instant meeting link or schedule a meeting for a different date.
For group video conferencing, you can choose from other video conferencing providers supported by LinkedIn, including MS Teams or Zoom.
LinkedIn is always adding more features, and the latest additions to its service pages and video tools can offer you new ways to improve connection and reach out to potential customers.
If you’re looking to maximize your opportunities, it’s worth taking advantage of these tools and relying on the latest LinkedIn offerings to showcase your skills and expertise.
MADISON, Wisconsin, Aug 10, 2021 (GLOBE NEWSWIRE) – Wisconsin Bank & Trust, a member of Heartland Financial USA, Inc. (NASDAQ: HTLF) which operates under the HTLF brand, continues to show consistent strength in the payments space . Nilson Report ranked HTLF among the top U.S. commercial credit card issuers for the sixth consecutive year.
In 2020, HTLF’s commercial credit card program ranked among the top 40 acquisition card programs with a purchase volume of over $ 548 million, an increase of 21% over the previous year. the previous year and the fourth highest growth for acquisition cards.
The Nilson Report ranking reflects HTLF’s innovative approach to digital technology products and delivers excellent customer experiences. HTLF has invested in a team of industry experts to help educate customers on the value of Electronic Accounts Payable (EAP), increasing their purchasing portfolio by 21% year over year.
“Now more than ever, Wisconsin Bank & Trust understands the importance of getting back to business. With a strong payments strategy that includes electronic payments, businesses can reduce operating costs, increase fraud protection and provide more streamlined payment processes, ”said Doug Kohlbeck, president of Wisconsin Bank & Trust.
“Last year, we launched our Integrated Payables solution, which is a platform for processing check, ACH and credit card payments. This year, we are delighted to introduce new solutions such as contactless cards and Visa Commercial Pay. As the electronic payment method quickly becomes more mainstream, we are helping our customers better manage their cash flow, negotiate favorable terms, protect against fraud and have a more efficient payment process overall.
2021 has been an important year for HTLF and its banks. The company changed its name in the spring to reinforce the strength, insight and growth it brings to its customers, communities, employees and investors. Additionally, HTLF has been recognized by Forbes as one of America’s Best Banks for the fifth consecutive year.
For 50 years, Nilson Report has been a respected source for payments industry information and market intelligence. Nilson analyzes and reports on the performance of hundreds of credit, debit and prepaid card issuers, transaction acquirers and technology providers with an unbiased perspective.
About Wisconsin Bank & Trust Wisconsin Bank & Trust (WBT), a subsidiary of Heartland Financial USA, Inc. (NASDAQ: HTLF), is a business-focused community bank with assets of over $ 1.2 billion. With 13 banking centers and a loan processing office, Wisconsin Bank & Trust serves clients in the Madison, Milwaukee, Green Bay, Sheboygan, Monroe and Southwestern Wisconsin areas. WBT offers a wide range of banking services for individuals and businesses, private customers and mortgages. For more information visit or call 608.203.1214. Wisconsin Bank & Trust is a member of the FDIC and an equal housing lender.
About Heartland Financial USA, Inc. Heartland Financial USA, Inc., operating under the HTLF brand, is a financial services company with approximately $ 18.4 billion in assets. HTLF banks serve communities in Arizona, California, Colorado, Illinois, Iowa, Kansas, Minnesota, Missouri, Montana, New Mexico, Texas and Wisconsin. HTLF is dedicated to its core business activity, supported by a strong retail business, and provides a diverse range of financial services including cash management, residential mortgages, wealth management, investing and financial services. assurance. Additional information is available at htlf.com.
Safe Harbor Declaration This press release and future oral and written statements by Heartland and its management may contain forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995 concerning the financial condition, results of operations, plans, objectives, performance. future and Heartland activities. . While these forward-looking statements are based on the beliefs, expectations and assumptions of Heartland management, there are a number of factors, many of which are beyond management’s ability to control or predict, that could cause that actual results differ materially from those in its forward-looking statements. These factors, which are detailed in the risk factors included in Heartland’s annual report on Form 10-K filed with the Securities and Exchange Commission, include, among others: (i) the strength of the local and national economy; (ii) the economic impact of past and future terrorist threats and attacks and any act of war, (iii) changes in state and federal laws, regulations and government policies relating to the general business of the Company; (iv) variations in interest rates and prepayment rates of the Company’s assets; (v) increased competition in the financial services industry and the inability to attract new customers; (vi) technological changes and the ability to develop and maintain safe and reliable electronic systems; (vii) loss of officers or key employees; (viii) trends in consumer spending; (ix) unexpected results of acquisitions; (x) unexpected results of existing or new litigation involving the Company; and (xi) changes in accounting policies and practices. All statements in this press release, including forward-looking statements, speak only as of the date on which they are made, and Heartland makes no commitment to update any statements in light of new information or future events.