Articles

TASA ID: 22108

The fashion industry is notoriously challenging, characterized by rapidly changing trends, fierce competition, and economic uncertainties. Many brands emerge each year, but only a few manage to establish a lasting presence. Faviana is one such brand that has not only survived but thrived, carving out a niche in the competitive landscape of special occasion wear. To learn more, I interviewed Amy Moradi Nazar, the third generation behind Faviana's success, and she shared about the strategies and values that propelled Faviana's success, which offers valuable insights into what it takes to succeed in the fashion industry.

TASA ID: 22346

When contesting the sale of a life insurance policy, the Plaintiff will typically seek economic damages for the alleged unsuitable nature of the policy sold. Two of the most prevalent economic damage models used in these types of litigation are the "alternative investment" and the "expectation" models. In the past, I have opined on economic damages regarding life insurance policies and found these models share common characteristics but often yield dramatically different results.

TASA ID: 22108

Raising funding is no easy feat, especially for first-time founders. You need a solid business plan, traction to demonstrate market fit, and the skills to pitch effectively. Yet founders often trip up when it comes to investor relations - the ongoing communication and relationship building after that first check clears.

"We've seen companies make mistakes managing investors that have cost them dearly down the line," said Michael Mohammadi, CEO and co-founder of StormX, an investor relations platform. I sat down with Mohammadi and his co-founder Eduardo Fonnegra to get their tips on avoiding common investor relation pitfalls.

TASA ID: 22108

In an era when flexibility and autonomy are the new black, financial services leaders are ready to break the chains of traditional office norms. The results of a recent Deloitte and Workplace Intelligence survey make it clear: the future of the financial services sector is hanging in the balance, and leaders are prepared to walk out the door rather than surrender their hybrid work privileges.

The concept of work has undergone a radical transformation in the last few years. Gone are the days when the office was the only place for serious business. Flexibility and remote work have moved from being perks to being prerequisites for leaders in the financial services sector. But this shift isn't just about convenience. It's about fostering engagement, bolstering retention, and driving key outcomes, as the report reveals.

TASA ID: 1302

William Shedd, a noted American Presbyterian Theologian in the 1800s, once said, “A ship is safe in harbor, but that’s not what ships are for.” Almost 150 years later, modern businesses are finding the principles behind this saying still hold true. In fact, this same line of thinking can effectively be applied to many information technology (IT) projects today.

IT investments comprise over half the capital budgets of U.S. organizations, but in spite of the obvious importance placed on IT, many projects are cancelled outright, completed late, over budget, or fail to deliver the promised business capabilities and financial ROI. Given the magnitude of the resources utilized, the opportunity costs, and the risks involved, IT projects are clearly an issue that deserves executive-level attention in addition to that afforded it by the chief information officer at your company. 

The planning and management of IT project investments is a material concern for those dealing with requirements of the Sarbanes-Oxley Act of 2002 (SOX), the Statement on Auditing Standards No. 70: Service Organizations (SAS 70), financial forecasts, SEC reports, and other regulatory and reporting requirements. Such concerns are not limited to U.S. companies and their foreign subsidiaries since these laws and standards potentially affect companies outside the U.S. as well.