Category Archive : Business client

The Wisconsin Bank & Trust Commercial Card Program ranked by

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.

CONTACT:
Shawn kesler
Vice President Marketing
[email protected]


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Where are they now: recording with past RVA 25 winners

The deadline for this year’s RVA 25, Richmond BizSense’s annual list of the region’s fastest growing companies, is August 13. In the spirit of the season, we have decided to reconnect with some of the best companies from the list of years gone by.

Below are excerpts from our recent conversations with a few. As you’ll see, while some have leveled off against the kind of exponential growth that put them in the top 25, growth is still very much on their minds – just like navigating the pandemic.

And if your business has experienced a growth spurt in the past three years, it’s not too late to make this year’s RVA 25 ranking. Click here to begin the submission process.

Achieve One topped the list in 2014. Revenue stabilized at $ 60 million per year. (BizSense File)

2014 : Reach a

The local IT company topped the list in 2014 with an impressive growth rate of 14,455%. In 2017, the company achieved annual sales of $ 72 million and took another important step forward by entering into a deal with Canadian private equity firm Ardenton Capital.

Mike thomas

CEO Mike Thomas said since then the company has stabilized at around $ 60 million in annual revenue. But he expects significant growth again as he finalizes a deal to acquire three undisclosed companies in the near future.

“We grew to astronomical levels for three or four years,” Thomas said. “To continue doing this, I took capital and sold a controlling stake in my business to get outside capital to help us grow. Overall, the business is growing.

Thomas had his concerns about COVID, but said the company was able to weather the storm.

“2020 hasn’t really been a bad year. It wasn’t our best year, but we had a good year. 2020 has been a good year in IT if you do the right thing, ”he said. “The IT space has slowed down, but the virtual office business has really taken off.

“We moved on to that coupled with our cloud strategy with Microsoft and Dell products, and it really took off for us as we started to go through COVID. We started this year strong in the first quarter. Now we are coming out with a little bit of capital behind us.

The three pending acquisitions will help the company grow in the Southeast and even Texas, Thomas said, and he expects significant growth once the companies combine.

“They will complement our cloud product and service offerings, and our side of the business will be added to theirs. I expect that we will have exponential growth within our customer base, as long as they bring products and services to our market and we bring products and services to theirs, ”he said. declared.

Thomas said if the capital injection continues, they have a growth target of around $ 500 million, which he says translates to net sales of between $ 24 million and $ 25 million.

More acquisitions would also mean more employees. Thomas said the company plans to have more than 70 employees over the next year.

“We still think growth is always in the market,” he said, “and we see a lot of opportunity in the market through acquisition and organic expansion.”

The founders of Workshop Digital, Andrew Miller and Brian Forrester. (BizSense File)

2015 : Digital Workshop

Richmond-based digital marketing company Workshop Digital experienced groundbreaking growth in the early 2010s, leading them to top the list in 2015 with a three-year growth rate of 398%.

Founder Andrew Miller said the focus on growth has continued.

“This is a continuation of our initial success, but we obviously dropped the RVA 25 because we are focusing on other internal measures of success and not just ranking sales. So far it’s all been organic growth, ”Miller said. “Our business has grown, our workforce has grown, we see all the signs and signals of a successful business. It also comes from the fact that we have matured as a business and stepped out of that revolving door of a small business where you just run to put out fires.

In January 2020, Workshop Digital moved its headquarters from Shockoe Slip to a location near Scott’s Addition. Miller said that at the time, they needed more space because they were quickly outgrowing their old desk.

“We have taken a logical step and extended our footprint. It was in January 2020. We all know what happened a few months later, ”he said. “Now, like everyone else, we’re trying to figure out what the hybrid workspace looks like. “

Miller said that due to their work-from-home situation over the past year and a half, Workshop Digital has been able to hire employees across the country and that a third of their workforce now resides outside of Richmond.

He said they were able to hire more senior industry executives and fill positions within the company.

Miller said being at the top of the list in 2015 and experiencing that level of growth was a challenge because they didn’t have a strong leadership team.

“Brian and I, as co-founders, focused on leading all of our teams, managing people, working with clients – and we quickly realized that in order to manage growth, we had to step back and let our teams manage growth and develop themselves as leaders so they can help move the business forward, ”he said.

“This has been the biggest lesson we’ve learned and the biggest change we’ve made is empowering our teams to become a strong leadership team rather than having two people do it all. “

Miller said they always expect aggressive growth as their teams grow and the clients they work with – around 100 companies, some of which are Fortune 500s – to continue to grow with them.

In the first few months of the pandemic, Miller said, they gave many of their customers more flexibility in fees and labor because they were more affected than Workshop Digital. He said that while it caused a drop in business, it was the right thing to do because those relationships were strengthened. But overall, Workshop Digital has grown even further in 2020.

In January 2020, co-founder Brian Forrester told BizSense that Workshop Digital was looking to reach 100 employees by 2025. Miller said they were still on track to reach that mark.

“Much of this growth over the next three years will be different from what we anticipated. We thought we would have 75-90% of our staff in the Richmond office, and now it looks like it’ll be a similar size and scale, and we’ll still have our headquarters in Richmond, but we’ve activated a workforce. remote work. “

He added, “Our hires will come from wherever we can find the best talent. In just a few short months, we have become a remote business while having the benefit of a full office with the technology, collaboration space and social aspect that people love to be together.

The RVA Restauration team, which was at the top of the list in 2017. (BizSense File)

2017: RVA catering

RVA Restoration was at the top of our list in 2017. The company started in 2014 and has experienced a growth rate of 4,737% over a three-year period. CEO Jeremy Ford said the hardest part of growing is keeping up with it.

Jeremy Ford

“If you constantly change your business model to keep pace with business, it becomes a very difficult task. It takes a lot more money than what we generate. We have never had the slightest chance of catching up financially with growth. As soon as the money came in, we spent it on more equipment, more vehicles, and more people. In 2019 we got to the point where we were so strapped for cash that we really had to stop the growth so that we could give ourselves a few years to become our own shoes, ”said Ford.

“We’ve done pretty much the same in terms of gross sales over the past three years. Including this year, we are on the verge of being a little above the same numbers. I think the most important thing for us was to improve efficiency, improve processes and make sure we had the right people in the right seats. “

He added, “As a young company, it’s a very difficult thing to say to a customer, ‘Hey, we’re just too full right now. I would love to manage your job, but we just don’t have the capacity to do it right now.

Ford said building relationships with other leaders in its industry has helped it tackle growing pains. He referred clients to similar businesses and shared the business.

“It seemed like it happened in a flash – our payroll doubled in size. It’s a weekly bill that you have to pay, along with payroll taxes. We got to the point where we were growing up and doing good things, but we were not allowing ourselves to make up our debts, ”he said.

For the past two and a half years, Ford has said its main goal is to stabilize the business and put its money in the right places. While many companies have slowed down during the pandemic, Ford said RVA Restoration has stable business. Despite this, he said 2020 is not the time to focus on growth.

“I’m not going to say it was easy or that we didn’t suffer financially at all. The hardest part of the pandemic for us was that the price of all materials and labor skyrocketed. In some cases the material has grown 200% from what it was, ”he said.


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It’s no fun haggling with your insurance company over a claim. Here’s how advisors negotiate their way to bigger payouts

Financial advisers love to talk about how they add value. From preparing tax returns to providing career advice to clients’ children, they strive to offer a far-reaching service beyond their basic investment management and financial planning offerings.

When a client seeks insurance or files a claim, certain advisors step in. They provide advice on selecting the best carriers, how and when to report a claim, and tips on negotiating larger claims settlements.

To get started, knowledgeable advisors guide clients through purchasing policies from reputable companies. They monitor insurers by verifying their financial soundness, their regulatory record and their customer service.

Specifically, they assess the credit scores of insurers with agencies such as AM Best Company and Demotech. Since insurance companies are regulated by each state in which they operate, advisers can contact a state’s insurance department to confirm that a particular insurer is in good standing and licensed to sell policies in that state. . They can also track customer satisfaction surveys that measure complaints service.

Thomas O’Connor, a certified financial planner in Huntsville, Alabama, recalls helping a client purchase a home insurance policy from a reliable, highly rated insurance company. The client heeded O’Connor’s advice. When the customer subsequently filed a complaint and received superior service, O’Connor took full advantage.

“We introduced him to what we knew to be a reliable insurance company and we oversaw the whole process,” said O’Connor. “Just this week, he called to rave about how the insurance company responded to a recent claim he filed.”

The real test of an advisor’s worth comes when clients experience a loss and file a claim. Some people may not realize that their advisor can suggest ways to get a larger claim payment.

Atlanta-based counselor Faye Sykes cites the example of a woman in her 40s with three children. After the death of her ex-husband, she sought to receive the death benefit from her three life insurance policies.

To her dismay, the widow discovered that two of the three policies had lapsed for non-payment of the premium. Due to a long-term disability, her ex-husband had stopped paying the bills.

Inspecting the fine print of the policies, Sykes discovered that the ex-husband had sought disability waiver when he initially purchased his life insurance, but never sent the final documents. (A disability waiver frees policyholders from continuing to pay premiums if they become severely disabled.)

“It took about 60 days for everything to be sorted out,” said Sykes. “I involved my wholesaler who works with the insurance company and received all the correct documents. “

As a result, his client ended up receiving $ 750,000 in death benefits. Left on her own, the widow would have ended up with far less money – than just one of the three policies.

“She didn’t know what a disability waiver was,” said Sykes. “People in her situation might assume, ‘Oh, the policy has lapsed’ and think they won’t benefit. But you can’t stop there. Having incomplete documentation can delay things.

Filing a claim quickly almost always works to your advantage, regardless of the type of insurance. But it’s worth speaking with your advisor who can work with you to analyze the policy provisions.

“Notify your insurance company as soon as possible of a claim, but know your deductible first,” said Eileen Freiburger, certified financial planner in Sebastopol, Calif. For example, it may not make sense to file an auto insurance claim for a car. burglary or pebble hitting a windshield, she says, because the coverage may not be great – and your rates may go up later.

Filing a long term care insurance claim is long and complicated. But delaying the tedious process can work against you and your loved one in care.

Echo Huang, a certified financial planner in Plymouth, Minnesota, urges policyholders to be quick when it comes to gathering a doctor’s letter and filling out other forms necessary to submit a health care insurance claim. long duration. Many policies impose a waiting period that typically ranges from 30 to 180 days before benefits begin.

So once you know the policyholder can’t perform at least two of the six activities of daily living (like washing, eating, and dressing), start putting together the documentation to file a claim. “If you don’t report, no one knows when the start date is,” Huang said.

Some counselors are used to helping clients recover from disasters. This is especially true if they live in a high risk area prone to severe storms or forest fires.

Based in Sonoma County, California, Freiburger is familiar with the destructive nature of massive fires. She says that after a total loss, a key question for policyholders is how to ensure that they receive a fair settlement that fully reflects what they are entitled to charge on their home insurance policy.

From her experience advising clients, she found that insurance companies could withhold a seemingly generous amount to move faster to a settlement and close the claim file. It recommends that policyholders proceed with caution.

“Some insurers might say, ‘We’ll write you a check for 50% or 75% of your content coverage, so don’t bother to itemize.’ [the contents you’ve lost]”Freiburger said. But that settlement figure may not be enough if a home had personalized features with antiques, art, and jewelry.

Diligent owners keep detailed records and receipts of content and architectural improvements so that they can accurately calculate the value of what has been lost.

Following: Medicare covers hospital care and doctor’s visits. But did you know that it also covers grief counseling and screening for depression?

Read also : I’m a 39 year old single dad with $ 600,000 in savings. I want to retire at 50, but I don’t know how. What should I do?


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How a Law Firm ‘Tightened’ a Client’s Disability Lawsuit

  • In 2015, only 57 companies were sued for website accessibility. Last year, more than 2,500 were.
  • One of the most prolific law firms has exaggerated a client’s disability in legal cases.
  • The client said she didn’t even know what her lawyers were saying about her disability.

Frances Kalender is legally blind. She suffers from a condition called retinitis pigmentosa which eats away at her peripheral vision. She can’t drive and some things seem blurry, but her central vision is still working; she can read.

But in 13 trials, his lawyers gave a different impression, telling a judge Kalender couldn’t browse the internet without

text to talk
software called a screen reader.

When Insider read portions of the lawsuits filed on his behalf, Kalender looked confused. She doesn’t need a screen reader. In fact, she finds them a bit boring. “They made my blindness worse,” she said of her lawyers.

Accessibility of websites is a real issue for blind users, and lawsuits can be an effective way to get businesses to fix their sites. But the requirements of the Americans with Disabilities Act are vague, and even though more than 2,500 companies were sued last year for their websites, surveys of blind internet users suggest accessibility is not improving. Actually.

Insider spoke to lawyers, visually impaired people who struggled with technology designed for sighted people, and business owners who paid to settle cases they didn’t think deserved. . Kalender also shared details of the bizarre path that brought her to the doorstep of the most prolific website accessibility lawyers in the United States.


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Accenture completes acquisition of IT service provider Trivadis AG

GLATTBRUGG, Switzerland – (COMMERCIAL THREAD) – Accenture (NYSE: ACN) completed the acquisition of Trivadis AG, an IT services provider specializing in platforms and solutions for highly automated provisioning and innovative use of data. Terms of the transaction, announced by Accenture on July 1, were not disclosed.

Headquartered in Glattbrugg, Switzerland, Trivadis uses a suite of accelerators and proprietary assets to help companies advance the lifecycle of their data platforms, automate operational tasks in databases, develop warehouse solutions and accelerate migrations to the cloud. Trivadis works with its clients to improve their data literacy, drive cloud-based data modernization journeys and deliver actionable insights.

Trivadis also helps companies refine their business models and use new capabilities such as automation, AI, and cloud services to build a strategic foundation that derives the most value from data. The Trivadis team of more than 700 professionals in Switzerland, Germany, Austria, Denmark and Romania join the Data & AI team at Accenture within the Accenture Cloud First group.

About Accenture

Accenture is a global professional services company with industry-leading digital, cloud and security capabilities. Combining unparalleled experience and specialized skills in more than 40 industries, we offer strategy and advisory, interactive, technological and operational services, all powered by the world’s largest network of advanced technology and intelligent operations centers. Our 569,000 employees deliver on the promise of technology and human ingenuity every day, serving customers in more than 120 countries. We embrace the power of change to create value and shared success for our customers, employees, shareholders, partners and communities. Visit us at www.accenture.com.

Forward-looking statements

Except for historical information and discussions contained herein, statements contained in this press release may constitute forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. Words such as “may”, “Will”, “should”, “probable”, “anticipate”, “expect”, “intends”, “foresees”, “plans”, “believes”, “estimates”, “positioned” , “Outlook” and similar expressions are used to identify these forward-looking statements. These statements involve a number of risks, uncertainties and other factors that could cause actual results to differ materially from those expressed or implied. Many of the risks, uncertainties and other factors identified below are and will be magnified by the COVID-19 pandemic. These risks include, but are not limited to, the risks that: the transaction does not provide the expected benefits for Accenture; Accenture’s operating results were significantly affected and could in the future be significantly affected by the COVID-19 pandemic; Accenture’s operating results have been, and may in the future, be affected by volatile, negative or uncertain economic and political conditions and the effects of such conditions on the businesses and activity levels of the Company’s customers. society ; Accenture’s business depends on generating and sustaining a continuous and profitable customer demand for the company’s services and solutions, including by adapting and expanding its services and solutions in response to continuous change. technology and offerings, and a significant reduction in this demand or an inability to respond to the changing technological environment could have a material impact on the Company’s operating results; if Accenture is unable to keep its supply of skills and resources in balance with the demand of customers around the world and to attract and retain professionals with strong leadership skills, the business operations , the utilization rate of the company’s professionals and the company’s operating results can be significantly harmed; Accenture could face legal, reputational and financial risks if the company fails to protect customer and / or company data from security incidents or cyber attacks; the markets in which Accenture operates are highly competitive and Accenture may not be able to compete effectively; Accenture’s profitability could suffer significantly if the company is not able to obtain favorable prices for its services and solutions, if the company is not able to remain competitive, if its management strategies costs fail or it experiences delivery inefficiencies or fails to meet certain agreed upon agreements. on specific objectives or service levels; changes in Accenture’s tax level, as well as tax audits, investigations and procedures, or changes in tax laws or their interpretation or application, could have a material adverse effect on the tax rate company workforce, operating results, cash flows and statements; Accenture’s ability to attract and retain businesses and employees may depend on its reputation in the market; due to Accenture’s geographically diversified operations and its growth strategy to continue expanding in key markets around the world, the company is more exposed to certain risks; Accenture’s business could be seriously affected if the company assumes legal liability; Accenture’s work with government clients exposes the company to additional risks inherent in the public procurement environment; Accenture’s operating results could be significantly affected by fluctuations in foreign exchange rates; if Accenture is unable to manage the organizational challenges associated with its size, the business may not be able to meet its business goals; If Accenture fails to manage and develop relationships with key alliance partners or fails to anticipate and establish new alliances in new technologies, the company’s operating results could be adversely affected. negative way; Accenture may not be successful in acquiring, investing or integrating businesses, creating joint ventures or disposing of businesses; if Accenture is unable to protect or enforce its intellectual property rights or if Accenture’s services or solutions infringe the intellectual property rights of others or if the company loses its ability to use intellectual property others, their activity could be affected; Accenture’s operating results and share price could be affected if it were not able to maintain effective internal controls; changes in accounting standards or in the estimates and assumptions made by Accenture in the preparation of its consolidated financial statements could have an adverse effect on its financial results; Accenture may not be able to access additional capital on favorable terms or at all and if the company raises equity capital it may dilute its shareholders’ stake in the company; Accenture may be subject to criticism and negative publicity relating to its incorporation in Ireland; as well as the risks, uncertainties and other factors discussed under “Risk Factors” in Accenture plc’s most recent annual report on Form 10-K and other documents filed or provided to the Securities and Exchange Commission. Statements in this press release speak only as of the date on which they are made, and Accenture assumes no obligation to update any forward-looking statements made in this press release or to conform such statements to results. realities or changes in Accenture’s expectations.

Copyright © 2021 Accenture. All rights reserved. Accenture and its logo are registered trademarks of Accenture.


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North West Private Client Broker Becomes First London Company Acquisition

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Bolton’s private client brokerage, Three Sixty Insure, was acquired for an undisclosed amount.

This is the first transaction for London-based high net worth broker Gauntlet Insurance Services, since its acquisition by Global Risk Partners in 2019.

The transaction is subject to regulatory approval.

Three Sixty founder Sam Cowen, his wife Julie and the rest of the team will remain with the business under a new owner.

Three Sixty was established in 2008 as a niche brokerage for private clients, also providing business insurance, and according to Gauntlet Managing Director Steve Buckingham the team has built an impressive client base across the board. national.

Steve said, “Three Sixty is a quality company and fits in perfectly with Gauntlet. We share the same commitment to providing the best customer service to the most demanding customers, and we look forward to helping them take the business to a new level of growth and success with our support.

He added: “Sam, Julie and their excellent team will continue to operate from the Bolton office and remain very open for business, giving us a footprint in the North West of England. I am delighted that Three Sixty is our first acquisition, it is a fantastic company with the potential to accelerate its growth.

Gauntlet specializes in insuring historic homes, beautiful town and country homes, art collections, jewelry, farms and estates, prestige vehicles and yachts. Founded in 1982, it is responsible for covering assets valued at over £ 8 billion.

Sam Cowen said: “We have thought long and hard about the next steps for Three Sixty and felt that being part of Gauntlet was the best possible decision for us and our customers, who will reap significant benefits from being part of Gauntlet and the larger Group. PRV.

“Steve has given us all the incentives to continue growing under a new owner, and we are very excited about the future of our business. “


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PharMerica Moves to State-of-the-Art Facility in Uniondale, NY to Improve Customer Service

LOUISVILLE, Ky .– (COMMERCIAL THREAD) – PharMerica today announced that it has recently moved from its Long Beach, NY location to a new state-of-the-art facility in Uniondale to accommodate the continued local growth of the business and to better serve customers in New York State. Region.

PharMerica moved to the new site in April after extensive renovations to meet the needs of the pharmacy service provider. The 58,000 square foot leased facility now includes:

  • A new robotic dispensing system for more precision and efficiency

  • Faster deliveries with closer access to major highways

  • Continuous service with underground utilities that will reduce potential downtime in inclement weather

  • More comfort for customers from a more central location

Approximately 245 employees work in the new Uniondale location, where they serve skilled nursing facilities, assisted living communities, behavioral health group homes, drug addiction rehab centers, homes for adults, foster families and prisons.

“As PharMerica continues to grow in New York City, this new space is the perfect setting to provide enhanced service and support to our customers,” said Lane Sieman, senior vice president of customer services at PharMerica. “At Uniondale, clients can expect the same exceptional customer experience and the same high quality service from our family of local clinicians they have come to know while having access to key benefits that will ensure them. peace of mind so they can focus on what matters most – helping people live their best lives.

To contact PharMerica’s new Uniondale Pharmacy, please call 516-536-0800.

About PharMerica Corporation

PharMerica is a leading provider of institutional, community and home pharmacy services. The company serves the long-term care, retirement homes, hospitals, home infusions, hospices, behavioral, specialty and oncology pharmacies markets. PharMerica operates more than 160 long-term care, home infusion and specialty pharmacies in 46 states. PharMerica is a client and patient centric organization serving healthcare providers, such as skilled nursing facilities, retirement homes and hospitals, as well as people with behavioral needs, people with need for infusion therapy, the elderly receiving home care and cancer patients. The company provides highly reliable and accurate drug delivery and support services to approximately 350,000 people per day with unmatched service reliability, cost containment solutions, and clinical, regulatory and educational support for its customers and their residents. and patients.

For more information, visit www.pharmerica.com. Follow us on Facebook, Twitter and LinkedIn.



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GIVE ME A CHANCE! Part II | Gerald Nowotny

Embrace the magic of private placement life insurance (PPLI) and private placement variable annuities (PPVA)

I’m happy to be back from my writing break. In retrospect, I’m not really sure why the interruption was. Author’s block? Not really. There is indeed plenty to write and tell! I have always been a writer. I published my first article in Trust and Estate magazine in 1994, where I published an article on offshore Rabbi Trusts.

Over time, I have developed variations on a theme. Apparently people read the articles and implemented the strategy to the point that the Joint Committee of Taxation referred to the article in their report and implemented a provision in IRC Sec 409A limiting the possibility of use offshore trusts. I never knew! So, the purpose of this series of articles is to make the reader understand that not only do I promote good planning ideas, but that I can implement them for the taxpayer. And of course, no one goes to jail!

One of the first things I learned from my first sales manager at Cigna in 1987 was to ask for the deal. I have historically provided an area for planning ideas while showing how to connect the “dots” without directly the client or the client’s advisor for the business. This series of articles reminds me that I also implement the strategies I write in case there is any confusion about the point.

PPLI and PPVA – Why me?

My path in life insurance and the law is the “road less traveled”. Outside of the military, I worked in the life insurance industry while attending law school in the evenings at the University of Miami. I worked as an assistant agency manager and as a producer. Over time, I obtained the professional designations of Chartered Life Underwriter (CLU), Certified Financial Planner (CFP) and Chartered Financial Consultant (ChFC).

In 1996, I met a couple who were one of the early pioneers of private placement life insurance. It was my first exhibition. I did independent work for them related to private placement life insurance (PPLI). In 1999, I had the opportunity to work full time in the private placement life insurance industry with MassMutual. I then worked for Marsh in the international portion of PPLI focusing on using these products for planning outside the US. I completed a period of service at Lombard (aka Philadelphia Financial Group) where I focused on private placement group variable deferred annuity contracts for institutional investors and fund managers.

My work during this time paved the way for this market segment to become the company’s biggest business. Later I went into business for myself and as a consultant and producer in the PPLI industry. When I started practicing law full time (circa 2013-20140), I focused on the legal implementation of PPLI strategies both from a tax perspective and from a life insurance product perspective.

In the final analysis, there are few growers or avocados (if any!) In the PPLI industry who have covered all the different dimensions of PPLI and PPVA. Potential high net worth taxpayers will benefit from this experience in a way that a person who has practiced only law cannot offer them. I’m just saying!

PPLI and PPVA – Why now?
In case you have not received the memorandum, taxes of all kinds, income and estates increase at the federal and state level. Everyone would say that raising taxes is a virtual certainty.

Just ask the current administration. I don’t make the rules, but rather how to return the service with sophisticated planning strategies. Your neighbor the insurance agent was right, life insurance is the most beneficial investment structure on the planet – 1) tax-free domestic accumulation; 2) Tax-free investment income; 3) Lifetime tax-exempt withdrawals via loans and withdrawals; 4) Tax-free death benefit; 5) Non-taxable death benefit when held in an irrevocable trust. What does Private Placement Life Insurance (PPLI) or Variable Private Placement Deferred Annuities (PPVA) add to the equation?

PPLI is a personalized no-fee variable universal life insurance policy that allows the policyholder to customize the investment options within the policy. Imagine customizing the investment platform so that you can transfer low base capital that can accumulate without taxable gain under the policy?

  • Imagine investing in asset classes that normally generate taxable income outside of the contract, but which are not taxable under the contract.
  • Imagine transferring an investment portfolio on a no-gain installment sale basis and including the promissory note in the taxpayer’s estate.
  • PPVAs can provide for tax deferral and serve as a vehicle to avoid taxable unrelated business income (UBTI) in pension plans and IRAs.
  • PPVAs or PPLIs can also be used by foreign investors to avoid the imposition of withholding taxes on businesses and real estate on inbound investments into the United States. Who would have known?
  • Imagine using a custom mutual income fund (FRP) to bring in an asset with partial tax deduction, sale of the asset without capital gains tax, and tax-free life income with the product.

Summary
I’ve written over three hundred articles, podcasts, and videos on a variety of planning topics, partly because I’m a student of the game and enjoy it, and partly for business development purposes. Sometimes readers pick up the phone and call, and other times people read and implement the idea. I have worked in and around the life insurance industry for almost thirty-five years. Unlike the typical lawyer who knows the law, I have worked for life insurers and as a broker.

I know the senior management of offshore and domestic PPLI carriers, and they know me. I have implemented many policies as a broker and recommended strategies which resulted in many policies being written. In recent years, I have carried out the legal structuring related to the placement of PPLI and PPVA. If you haven’t considered PPLI or PPVA, please give me a call so we can discuss the benefits of such strategies or let me know the ins and outs of a better strategy. The wisest course of action is to take a chance while you analyze the tax benefits and planning of PPLI.


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Careers at Stonehage Fleming: Meet Our People

We advise on more than $ 55 billion in assets on behalf of our clients, employing nearly 600 people in 11 offices in eight geographies. We help our clients determine a strategy and a goal for the management and protection of their wealth, today and for future generations.

For this career post, we caught up with Anita Weaver and Guy Gilson to find out why Stonehage Fleming Jersey is such a great place to work.

Relationships are at the heart of everything we do

Anita Weaver, Director, Corporate Services

I wear two hats in my role. On the one hand, I have client responsibilities within corporate services and, on the other hand, I have internal responsibilities, including team management. As a company, we have a natural affinity with the business dynamics of building relationships and working with customers, but you can only take care of customers properly if you have an effective work team. Finding the right people and keeping them motivated as a team is essential.

Our team has grown organically over the past 12 months. Our client portfolio is growing, resulting in a number of new hires. Our team is divided into three distinct areas: client services, accounting and fund operations. However, we always work as a team, ensuring flawless service to our customers.

Every day is different. The team manages a diverse portfolio of clients across most asset classes. Our core clientele invests primarily in real estate, capital markets and private equity, using a variety of regulated and unregulated structures. The relationships we develop with clients and the way we work with them means that we have to be both strategists and technical specialists. The breadth of reach is what makes it interesting.

Relationships are at the heart of everything we do. This is what makes Stonehage Fleming such a great place to work. Our values ​​of family, moral courage and excellence are central to our culture and are reflected throughout the firm, both in the way we treat our clients and to each other.

It is inspiring to see the number of women in leadership positions in the company

While there is still work to be done in the financial services sector, there is a strong sense that it is high on the agenda. The investment in technology and the remote work policy of the three in five reinforces this goal, giving colleagues the opportunity to balance work and family. My advice? Always offer help and seize new opportunities. Harnessing this attitude gives you exposure to a variety of roles that will help you understand different areas of a business. This allows you to identify your niche and focus on your career ambitions. You don’t have to follow the same path as others to achieve your aspirations.

There is enormous potential for development – across disciplines and geographies

Guy Gilson, Partner, Investment Management

My team manages discretionary portfolios for around 200 international clients. I joined the firm in 2007 as a relationship manager in the family office division with a specialization in investment. Two years later, we identified the need for a formal investment management offering in Jersey and was asked to put it in place.

We offer a diverse world within Stonehage Fleming. Our wide range of services and our international reach means that there is a wide scope for career development. Over the years, our services have evolved in response to the needs of our clients to develop a broad expertise ranging from family office and investment management services to artistic management and the management of client activities in the world of sport. and entertainment.

Businesses that take different opinions and perspectives thrive. Stonehage Fleming attracts people from various professions and geographies, people who have an incredibly wide range of personalities, experiences, ideas and approaches. There is a creative energy that flows from it. This creates a more exciting and productive business environment that is better positioned to serve our existing and diverse customer base, the next generation and future customers.

CSR is an important part of our culture. Not only do we work alongside specific charitable partners each year, but we also support the personal initiatives of our colleagues when there are specific activities or fundraising efforts. In addition, a significant number of our employees hold official positions in a wide range of Jersey charities and use their experience and energy to support the charitable sector. These activities go a long way in shaping a corporate culture that values ​​the communities in which we work.

My advice? Be yourself and don’t feel the need to change too much to fit someone else’s mold. The more you can be yourself, the more likely you are to find a role that is personally suitable for you. It makes for a happy employee and a fulfilling career.

Stonehage Fleming encourages and supports professional and personal development. Whether you are just starting out or looking to join us as a seasoned professional, explore our opportunities and find out what kind of career you can build with us.


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Ford decision of SCOTUS in 2021 condemns offer to fire ex-lawyer Girardi

The Ford logo is seen at the North American International Auto Show in Detroit, Michigan, United States, January 15, 2019. REUTERS / Brendan McDermid

(Reuters) – Here’s a weird little civil procedure conundrum: What does a former Girardi Keese lawyer accused of embezzling clients’ money have in common with Ford Motor Company?

Answer: Both have tried to beat the cases against them by challenging the specific personal jurisdiction of a tribunal – and both have failed.

You probably remember Ford’s failed attempt at the start of the year to persuade the United States Supreme Court to impose a severe test to determine where plaintiffs can bring their lawsuits against the corporate defendants.

Ford was challenging Montana and Minnesota state supreme court rulings that allowed accident victims to sue for product liability – even though Ford did not manufacture or sell the used vehicles involved in the incidents. accidents within state borders – because the company has submitted to the jurisdiction of the courts by conducting extensive cases in their states.

Ford urged the judges to require a causal link between the activities of a company and the alleged injuries of the plaintiff. But in a ruling in March, the Supreme Court refused to adopt Ford’s proposed causation test, instead confirming that a court can exercise specific personal jurisdiction over a defendant as long as the plaintiff’s claims are related to the conduct. of the defendant in the State.

Last December, while the Ford case was before the judges, Chicago law firm Edelson launched charges that have since turned into an epic law firm scandal. Edelson filed a lawsuit, alleging that famous plaintiffs lawyer Tom Girardi and his law firm Girardi Keese embezzled money that belonged to clients who settled claims arising from the 2018 Boeing 737 MAX crash piloted by Lion Air.

Edelson, who was Girardi’s co-counsel in the Lion Air business in Chicago, sought to establish a trust for Girardi’s former Lion Air customers and, once those customers received the proceeds of the settlement, to recover the fees. of co-advice that Girardi owed to Edelson.

After Edelson’s allegations, Girardi and his company were forced into bankruptcy. Bankruptcy trustees are now investigating the alleged transfer of millions of dollars from the company to Girardi’s ex-wife, reality TV star Erika Jayne Girardi.

Edelson’s claims against Girardi and his company have been suspended due to the ongoing bankruptcy. But Edelson’s complaint also named two other attorneys who had worked at Girardi Keese, David Lira and Keith Griffin, whom Edelson accused of complicity in the alleged scheme to embezzle client funds.

Lawyers for Griffin and Lira vehemently deny that their clients have misappropriated their clients’ money. Lira’s attorney, Edith Matthai of Robie & Matthai, told me that Edelson’s complaint was riddled with factual errors. Griffin’s attorney, Rosen Saba’s Ryan Saba, said via email that Griffin was an employee of Girardi Keese with no control over the company’s finances. “Mr. Griffin is devastated and is also angry that customers haven’t been paid their settlement money,” the email said. Griffin has spent months and months trying to get Mr. Girardi to keep his promises and obligations.

Lira and Griffin both asked last winter to dismiss Edelson’s claims. Lira mainly argued that due to Girardi Keese’s bankruptcy, the case should be stayed or taken to bankruptcy court. Griffin argued that the Illinois courts did not have jurisdiction over him. (You knew this was going to happen, right?)

Griffin, a California resident, argued he had no business connection with Illinois. Edelson alleged that Griffin signed one of the contracts establishing the co-counsel agreement between Edelson and Girardi Keese, that Griffin was granted pro hac vice admission to appear in the Lion Air cases, and that Griffin contacted the attorneys from Edelson, Illinois.

Griffin countered that in all of these capacities he was simply acting as an employee of Girardi Keese, and not as an individual using Illinois laws and protections. Further, he said, Edelson’s allegations of wrongdoing all stem from actions in California, not Illinois.

The Supreme Court had not rendered its ruling in Ford when Griffin requested that the lawsuit against Edelson be dismissed. But Edelson’s April 27 opposition to motions to dismiss the defendants cited the decision liberally. Ford’s opinion, Edelson said, clarified that plaintiffs are not required to allege that their injuries were due to a defendant’s conduct in a particular forum in order to establish the jurisdiction of that forum. “Accordingly, the specific personal jurisdiction investigation here cannot be limited to the narrow set of actions that could have caused Edelson’s injury,” Edelson’s brief said.

Griffin’s response brief insisted that the Ford Supreme Court decision does not apply to his case, which involves an individual who did not have significant contact with Illinois rather than a company doing important cases in the states where she was prosecuted.

But in a notice issued Monday denying Griffin’s motion to dismiss, Chicago’s U.S. District Judge Matthew Kennelly said Ford was on the verge. “Griffin argues that all of the alleged wrongdoing which led to this lawsuit took place in California and therefore the court cannot exercise jurisdiction over him,” Kennelly wrote. “This argument is similar to that advanced by the petitioner in Ford Motor. The Supreme Court rejected it, and so did this court.

Griffin, the judge said, is said to have come to Illinois and appeared in Illinois courts in the Lion Air litigation, which is at the heart of Edelson’s claims. In the Supreme Court’s reasoning in Ford, Kennelly said, “Griffin’s contacts with Illinois are undoubtedly related to Edelson’s claims,” ​​giving him jurisdiction to hear the case.

Admittedly, Monday’s decision was not a complete victory for Edelson, who did not respond to my email request. Kennelly concluded that Edelson did not have constitutional standing to apply for a constructive trust on behalf of former Lion Air customers who are no longer represented by Edelson or Girardi. The judge said Edelson had standing to sue a trust to recover his unpaid attorney fees, but stayed that claim because it relates to Girardi’s bankruptcies.

Griffin’s attorney, Saba, said he would “vigorously” defend any attempt by Edelson to hold his client personally responsible for the unpaid charges in the Lion case.

Read more:

Erika Jayne Girardi changes lawyer as Dinsmore leaves case again

Tom Girardi and reality TV star’s wife sued for alleged theft of Lion Air settlement funds

Supreme Court rejects Ford’s offer for new limits to specific jurisdiction

Our Standards: Thomson Reuters Trust Principles.


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