The Leeds office of Jones Hargreaves, a commercial building, project and sustainability consultancy, has made two senior hires as it builds for further growth in 2023.
Kevin Karikari has been appointed as associate partner, electrical building services and Ben Dawson as associate partner, mechanical building services. Both join from Cushman & Wakefield in Leeds.
Karikari has a strong background in building services, having worked for some of the most reputable engineering design consultancies on projects throughout the UK.
Dawson is experienced across commercial property sectors in professional and project related services.
The duo will bolster the building services engineering team and work with the firm’s in-house sustainability department.
Jones Hargreaves is a growing firm which has made a raft of new hires in recent months, expanding its expert in-house team to a headcount of more than 25 across its Manchester, Leeds, London, Bristol and Cardiff offices.
Matt Jones, partner and co-founder, said: “It’s fantastic to welcome both Kevin and Ben to our growing team, both bring top class skills and expertise in their respective fields.
It’s an exciting time for the business, as we move forward with our growth strategy to respond to demand for our in-house specialisms.
“Having established a reputation for providing consistent, clear and commercial advice for clients right across the country, we are happy to be kickstarting 2023 with a raft of new hires.”
Kalikari said: “It’s brilliant to join a forward thinking firm which is investing in its specialist teams. I’m passionate about sustainable commercial building projects and am proud to be part of a team striving to deliver the very best.”
Dawson added: “I’m looking forward to working with a broad range of clients on significant and complex building projects.
“Cities and towns, and the way commercial buildings are utilised, are continually developing and it’s humbling to play a part in the process.”
The Leeds senior appointments come as the firm also announced the opening of offices in Manchester and Bristol to respond to demand.
It has also hired Nick Twigg as its fourth partner. Twigg will head the newly established Manchester office and is an experienced commercial property expert with more than 25 years in the commercial property sector across Yorkshire and the North West.
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Business advisory group, Sedulo, has made a fourth top-level appointment by signing Mark Strafford as its national head of civil forensic accounting.
Strafford, who arrives from Kroll, has been hailed as another game-changing appointment by the group.
Sedulo operates nationwide, boasting offices across Leeds, Manchester, Liverpool and London, currently employing more than 180 staff.
Offering services in audit, accountancy, taxation, business consultancy, forensic accounting, financial planning, IT consultancy plus mergers and acquisitions. The group has recently seen annual growth of more than 25%, achieving an annual revenue of £13.2m in the year to October 2022.
Strafford adds to the growing management team, which has seen appointments in the last few months, of national heads of the audit, taxation and R&D teams.
He was previously a senior manager at investigations and expert services specialists Kroll, prior to which he was a manager in the forensics and investigations team at Mazars.
Sedulo group founder, Paul Cheetham-Karcz, said: “This is another major appointment for the group and for the forensics team in particular.
“We aim to increase our presence in the London market and this includes the forensics offering. Mark comes with his own ideas of how to take a foothold in the civil disputes and investigations market, and we will back him on his journey.
“Sedulo now has a major mid-tier offering, the recent spate of recruits are the highest of levels and we are a real alternative in the market to the top 10 firms.”
Strafford added: “I am looking forward to getting started and delivering high quality services to a variety of high calibre clients, particularly in relation to commercial disputes and investigations.”
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Heras, a supplier of permanent and mobile perimeter protection solutions, has made another strategic appointment as it continues to build for growth.
The Doncaster-based company has appointed Jason Sharpe as its head of operations UK.
He will be growing the commercial operations arm of the business – including developing key accounts, sales channels and supply chain – as well as strengthening its servicing and maintenance support.
He has a background in healthcare and medical devices, and, more recently, in the oil and gas industry.
Sharpe said: “I’m joining Heras at a very exciting time, as we have a very strong and ambitious management team who have worked hard over the last 12–18 months to create a platform that is a springboard for growth.
“We want to double down on our expertise of offering solutions to meet customers’ needs, including asset protection, facility protection, reducing site downtime and security breaches, and helping site owners to increase people’s safety.
“The entire team at Heras are all focused on achieving the business’s potential, which, fundamentally, is based on looking after our customers and providing them with products, solutions and support that meet their exact needs.”
His appointment follows another key move for Heras – which saw Helen Bithell join the team in the newly created role of head of sales UK.
Heras’s UK country manager, David Owen, said: “Jason’s appointment is a significant addition to the team – because of the accomplishments in his career that have taken other businesses to the next level in terms of growth.
“He joins a very motivated and committed team of people at Heras, and his skillset adds an extra dimension in terms of capabilities that underpin our singular focus of achieving growth through our ability to respond to the needs of our customers.”
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Kada Research, a UK and international economic research consultancy based in South Yorkshire, has expanded its management team with the appointment of associate director Dr Laura Lane.
Bringing almost 19 years of experience in learning and skills, social mobility and strategy, she has held a number of leadership roles across private, public and academic settings.
Before joining Kada Research, she worked for the Department of Education, where she led national post-16 and professional and technical education policy developments.
She has a decade of higher education (HE) experience with a Doctorate of Education in social mobility and access to HE.
She has delivered a range of national policy agendas, programmes and projects, including post-16 qualifications (UK, European and international), professional and technical education, access to higher education (HE), inclusion and diversity, regeneration and skills, and strategic school improvement.
Lane is the latest senior appointment for the Sheffield research consultancy, which also welcomed a director and board member to the team last September last.
Her appointment follows a significant period of growth for Kada, which has recently secured a number of high-profile regional and national projects.
Karl Dalgleish, director, said: “Laura’s exceptional talent in the education sector will be a significant asset within the team and for clients.
“Laura’s dedication to the field demonstrates her passion for education and skills development. Her skillset aligns well with the company ethos and promises our clients to deliver the highest standard of work.
“We have worked together in the past, so it is great to collaborate again.”
Lane added: “I am thrilled to be working with the Kada team and once again working alongside Karl.
“The company boasts brilliant ethos and performance, and I look forward to working on projects helping to improve socio-economic and environmental change through research.”
National Highways has alerted contractors and consultants that it will be establishing a new Integrated Delivery Framework (IDF) to run for 10 years with an estimated value between £20bn and £30bn.
The IDF will replace National Highways’ current £8.7bn Delivery Integration Partners Framework, which is divided into regions and runs until 2024. It features 13 contractors including Bam Nuttall, Sir Robert McAlpine, Skanska and Balfour Beatty. The IDF may also replace the Technical Assurance framework.
The new framework will provide national coverage for future Road Investment Strategy (RIS) periods, with RIS3 starting in April 2025. Contractors and consultants appointed to the framework will primarily provide design and construction works for renewal and enhancement schemes.
The IDF is likely to be divided into lots, but National Highways is unable to provide specifics at this point. What the roads operator has said is that the framework will incorporate a number of different roles including contractors, designers and potentially one or multiple integrator roles.
Further information will be provided with the official publication of the contract notice in February 2024.
For now, National Highways is starting market consultation on the IDF to understand marketplace limitations, opinions and suggestions, with an aim to help shape the commercial procurement strategy and contract documents.
To that end, there will be a number of market engagement activities. These will include, but not be limited to, a series of workshops on key themes to aid the development of the IDF strategy and an IDF launch session to provide an overview of the framework.
The market engagement workshops will start next week on 15 February and run every Wednesday until 29 March. They will take place at Birmingham Millennium Point Hotel and National Highways is asking that only one representative per company attend due to space at the venue.
National Highways may also hold an IDF launch session this summer to provide an overview of the market engagement to date, the current IDF strategy and a forward-looking procurement programme.
Interested parties will not be prejudiced by any response or failure to respond to National Highways’ prior information notice.
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Higher working capital requirements will put a squeeze on cashflow for many farming businesses this year, so finding ways to generate new income streams or save time and money could be crucial.
Looking at different aspects of a farming business can present opportunities to make marginal gains which can add up to bigger savings.
Farmers Weekly asked three farm business consultants for ideas on some more unusual ways to make extra money, improve business efficiency and raise finance.
See also: Read more business finance advice from Farmers Weekly
Meet the experts
- Paul Waberski Head of agri-business consultancy, based in the Leicester office of Brown & Co
- William Tongue Partner and farm business consultant, based in the Kettering office of Berrys
- Simon Haley Director and rural business adviser, at north-west-based SRH Agribusiness
1. Check mobile phone and internet contracts
Letting phone contracts drift on without reviewing them can be an expensive mistake. We were doing a budget for a farmer and were surprised to find the mobile phone bill was £7,000 a year.
Some digging revealed the business was paying for eight handsets, one of which had not worked for years. The farm was also still picking up the tab for their adult children who were not involved in the business.
Paul Waberski, Brown & Co
© Hero Images Inc/Alamy Stock Photo
2. Rent a room
Renting out a spare room is a good way of making some additional income to cover rises in living expenses and can offer some company.
We know of a couple of farmers who have rented out rooms to graduates on Spareroom.com because the house felt too quiet after their children left home.
If you live within 10 miles of a university, there may be potential to let out a room to a student from a farming background who prefers to live on a farm, rather than in a traditional house share.
The government’s Rent a Room Scheme lets you earn up to a threshold of £7,500 a year tax-free from letting out furnished accommodation in your home.
Paul Waberski, Brown & Co
3. Temporary lets
Letting out buildings is a popular form of diversification, but it doesn’t necessarily need to be on an all-year-round basis.
Consider whether there are any alternative uses for farm buildings at different times of year to help generate a new income stream.
For example, one client rents out their grain store, once their own grain has been sold, to a business selling firewood and woodchip and uses it to dry out the wood.
Paul Waberski, Brown & Co
© Tim Scrivener
4. Sell off spare machinery
Most farmers will have surplus machinery that they are holding onto in case they need it. With demand booming for second-hand kit over recent years, it may be more sensible to sell it on.
Hauling machines to a collective sale can take time and cost, so consider a national online sale which allows farmers to sell odd bits of kit.
Paul Waberski, Brown & Co
5. Pension scheme options
In 2015, the government introduced changes that give greater flexibility to how a pension pot can be used. It is now possible to draw down a proportion of a pension to invest in commercial property.
This means farmers can be more inventive about how they use their retirement money and generate a new income stream.
Paul Waberski, Brown & Co
6. Review farm vehicle usage
Ask yourself whether you really need the 22mpg 4×4 parked in the yard for that trip to collect parts and go shooting, or would a cheap runabout suffice?
Shift half the annual mileage to a vehicle doing twice the mpg, which costs half as much to service and a third less in tyres – plus saving mileage-related depreciation on a high-value vehicle – and you could save more than £1,500 a year.
William Tongue, Berrys
7. Get to grips with energy consumption
Monitor electricity meters to understand daily consumption and use metering plug sockets or sub meters to find out the main contributors.
Consider improvements to efficiency, reduction in usage and ways to bill consumption more effectively to tenants.
Install renewables where there is a good match between consumption and production (and maybe improve the match with battery storage).
William Tongue, Berrys
8. Beware the machinery treadmill
On many farms, the automatic response to high tax bills is advanced machinery investments.
This results in high depreciation, removal of cash from the business (£1 spent may save 40p in tax, but still sees 60p removed), and it fuels a treadmill of 100% writing down allowances which encourages the same behaviour to repeat.
Reinvest where the result gives efficiency gains and system changes, rather than simply new for old – so say “yes” to solar panels, grain bins, reduced depth cultivators, and “no” to newer versions of existing tech.
William Tongue, Berrys
9. High-return diversifications
All too often the cash return from a new project is swallowed in tax and loan repayments. For example, a project funded over 10 years at current interest rates will need a 20% return on capital just to break even in cashflow terms.
Few projects offer high returns without substantial risk. Building rentals, container storage and dog exercise paddocks all work numerically, although will be very location specific.
So, the most effective form of diversification might be the hardest to accept – identifying who really needs to be hands-on in the business and who could bring in cash or become self-supporting through a job off-farm could be the most significant way to generate cash, particularly for tenants.
If succession to an Agricultural Holdings Act tenancy is a prospect, be careful not to jeopardise the successor’s case through them earning too much away from the tenanted holding.
William Tongue, Berrys
© Lindsay Helms/Adobe Stock
10. Adopt lean thinking
Lean thinking is a business approach which involves focusing on what delivers most value. So, the idea is you spend on processes and inputs that contribute to output, but hold back on incurring costs which don’t.
Examples could include holding back on annual hedgecutting, except where needed for safety reasons, and repeated mowing of unfarmed grass areas.
William Tongue, Berrys
© Tim Scrivener
11. Take advantage of free advice
Farmers can access free advice and business support worth up to £2,000 a farm, by signing up to the Future Farming Resilience Fund.
It is designed to help farmers understand the changes they are facing and how they can adapt their business models.
There are 17 providers funded by Defra to give this consultancy support. However, the package each provider delivers is different – for example, group workshops, online webinars, or on-farm one-to-one support.
So before signing up to any one company, investigate what support you will be getting and whether you gel with the person you will be working with.
Simon Haley, SRH Agribusiness
12. Time and task management tools
Trello is a free project management tool where you can set up lists to help record what needs to be done and plan which jobs need to be prioritised.
It’s a bit like a virtual whiteboard, which is accessed from a smartphone and syncs with a desktop and laptop.
It’s useful for planning time effectively and provides a central list that can be shared with family members and employees.
They can add their own comments, so everyone knows what has been actioned and what is still to do.
It might take a little getting used to, but effective communication saves time and, ultimately, money.
Simon Haley, SRH Agribusiness
13. Henry Plumb Foundation
If you are 18-35 and have a fresh business idea, then the Henry Plumb Foundation may offer financial support.
It provides funding of £500-£3,000 which can be used to pump-prime a new enterprise, or the money can be used to pay for study plans that will further your career in farming or the food industry.
The scheme also offers successful applicants access to a mentor for three years.
Investigate whether there may be other bursaries and scholarships available from colleges, universities, agricultural businesses and local show societies to fund travel plans or new start-up enterprises.
Simon Haley, SRH Agribusiness
14. Sign up for e-alerts
Sign up for email alerts which will keep you ahead of the game, particularly when it comes to information about grant schemes and new policy.
For example, it is possible to subscribe to email alerts every time the Rural Payments Agency (RPA) makes a change to any of its grant schemes which can be sent to you weekly.
Visit the RPA page on gov.uk and look for the “Get emails” link.
Simon Haley, SRH Agribusiness
© Bits and Splits/Adobe Stock
15. Alternative finance options
For those struggling to raise finance from a high-street bank, alternatives such as Community Development Finance Institutions may be worth exploring.
These are locally based, not-for-profit social organisations which can provide finance where customers might not fit the banks’ usual lending criteria.
One such organisation is Enterprise Answers, based in Cumbria, which offers finance from £10,000-£150,000 for business needs such as working capital, growth, equipment and premises.
Simon Haley, SRH Agribusiness
PwC, which earned an estimated $329 million in federal work last year, has come in for some special attention.
The firm, which has a reputation for its hard-nosed culture, was called out for breaches of confidentiality with the Australian Tax Office, shocking the Treasurer and sparking a government wide search for any other infractions.
Report vanishes
PwC already had a reputation for aggressive tax planning and in Parliament this week Government Services Minister Bill Shorten derided the firm’s role in the robo-debt saga. In agonising royal commission testimony, it was revealed PwC never formally delivered a final report, after an earlier draft in powerpoint had found savings were overstated and the accuracy of the scheme flawed.
“This draft report was never sent,” Shorten told question time, amid howls of derision.
“Apparently there was never any written request for it not to be sent or to be sent. It simply disappeared. The trail went cold. A million dollars was paid, but there was no report.”
Commissioner Catherine Holmes suggested the decision to not produce the adverse final report had been based on a “nod and a wink” from the then department of Human Services. She said PwC took a “laissez-faire” approach to its contractual obligations.
The robo-debt royal commission had already heard that top-tier government litigation firm Clayton Utz had offered to “rework” “catastrophic” advice to the Social Services department, even though it conceded there was “not a lot of room” to do so.
TAHE gravy train
Similar themes of advice shopping were on display in NSW during the botched attempt to move $40 billion of transport assets to a holding company, known by the zippy name of TAHE (Transport Asset Holding Entity).
According to a January report from the NSW auditor general, Margaret Crawford, a small number of firms were used repeatedly to provide advice on the same topic.
Sixteen consulting firms were employed to work on 36 contracts covering the design and implementation of TAHE.
“Three consulting firms (Boston Consulting Group, Ernst and Young and KPMG) were employed multiple times over the period 2014 to 2021,” the auditor, Margaret Crawford said.
Boston Consulting Group was employed five times, Ernst and Young eight times and KPMG seven times.
“There is also one instance of a consulting firm being employed by more than one agency at the same time (KPMG was employed by both Transport for NSW and Treasury in 2020).”
Crawford also noted the value of the TAHE consulting contacts had jumped from the $12.9 million initial estimate to $22.6 million.
Scope creep
A similar complaint about scope creep was made by the national audit office who found the value of contract amendments for all Commonwealth suppliers had increased from $4.0 billion in 2012–13 to $28.3 billion in 2021–22.
In a separate report, the national auditor was critical of a series of contracts to Deloitte to upgrade the myGov portal which blew out from $9.8 million to $28.1 million.
The audit office similarly criticised a contract with the Nous consulting group. That work was to develop the funding case for the myGov rebuild, and the contract was extended 10 times, taking it from $121,000 to $4.9 million.
Many of the reviews have exposed the naivety of government agencies and a constant theme has been the inability of agencies to effectively manage consulting agreements. The joint public accounts committee is now reviewing the cost blow outs, including in Defence and the Industry department.
Crown consulting flops
But the new government’s plan to claw back more than $3 billion in savings by in-sourcing advice and contractors hit a setback this week after it emerged the UK government closed its internal consulting hub.
The cabinet located hub, known as Crown consulting, had struggled to gain traction as agencies continued to source advice externally. It also lost its political patron who resigned in anger over a botched COVID-19 grant scheme.
In Canberra Labor had pledged to also set up a similar internal hub and the learnings on why the UK hub flopped are now being absorbed.
As the department of Finance considers how to put in place controls across the Australian public service, there has been a conspicuous silence from the big consulting firms on how to rebuild the strained relationship with government.
Given the spread of government responsibilities there will always be need for surge capacity and specialist independent expert advice. There is now a proper consulting central procurement panel which is bringing pricing discipline, so the challenge is how to ensure knowledge is transferred and captured.
A “playbook” developed by the UK details how to “systematise” the generation, transfer and sharing of knowledge from consultancy Bespoke story engagements. This has included a so called “Knowledge Exchange” platform.
Launched in late 2021, this is a cross-government knowledge sharing platform and the go-to place to search and share the output from consultancy engagements such as actual materials delivered to clients (scrubbed to remove sensitivities), methodologies, tools, ‘how to guides’ and cases.
Follow the money
Political donations are alway closely watched in Canberra and there was surprise last week when the latest election donation data was released to see Deloitte, PwC and KPMG among the largest of the vendor donors.
By coincidence or not, each donated around $240,000 with Deloitte skewing its spending more to the Coalition ($149,200) than Labor ($91,411). PwC and KPMG split their political spend more equally between the two major parties.
EY was more modest in its political donations, donating $130,230, but skewing decisively in favour of Labor ($99,046), compared with $31,190 to the Liberals.
Together the big four donated around $860,000 for the year, marking big consultancy as among the top league of corporate donors together with the mining sector.
Donations open doors to key political decision makers and their forums, something that will be needed as the expenditure review committee looks for the promised $3 billion in contract and consultancy outsourcing savings.
*The author has family who work at Deloitte and KPMG
Publicis Groupe has acquired Salesforce consultancy Tquila ANZ, which will become a part of Publicis Sapient, the group’s digital business transformation unit.
The company has a focus on Vlocity, Salesforce Industries and MuleSoft, with engagements in these areas across the Australian federal government, healthcare and private sector clients.
The acquisition will see Tquila boost Publicis Sapient’s Salesforce capabilities and global distributed delivery model. For existing Tquila clients, they can now access Publicis Sapient’s suite of digital business transformation services.
Managing director at Publicis Sapient ANZ Claire Canham (Rawlins) and chairman of Tquila ANZ John Cassidy
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Tquila is headquartered in Sydney with teams across Brisbane, Melbourne and Canberra. Its chairman John Cassidy, chief technical officer Amit Chakraborty and founders Ian Carpenter and Damian Noonan will take on senior roles in Publicis Sapient’s Salesforce Practice.
CEO of Publicis Sapient, Nigel Vaz, said: “I’m excited to welcome Tquila ANZ to Publicis Sapient. The addition of its talented team and market-leading capabilities in Salesforce will continue to bolster our ability to deliver end-to-end digital business transformation for our clients.
“Tquila ANZ is a strategic acquisition which continues to build the foundation for our strong growth in the APAC region and further expansion of our Salesforce partnership globally.”
Cassidy added: “We’re thrilled to be able to combine our strengths in delivering complex Vlocity and MuleSoft engagements with the customer experience, design and analytics capabilities of Publicis Sapient to deliver elegant and beautiful experiences at scale for citizens, employees and consumers in Australia and beyond.
“This expanded capability will enable larger scale implementation projects for our client portfolio, as well as customer-orientated digital business transformation as a new offering.”
Fundraising consultants have long been the lone wolves of the consulting industry. Part of the reason for that was down to the fact that they could effectively run a business by themselves, even pick and choose who they worked with, if they had strong relationships with deep-pocketed donors locally or nationally.
That’s still the case for many, but the business isn’t what it once was, in part, because of online fundraising, which is typically done through digital firms.
That’s created a choice for fundraising consultants in today’s market: Lean into their speciality or diversify their offerings by branching out into related services. Many are choosing the latter.
Ken Christensen, CEO of The Politics Company Inc., moved into video six years ago to help his clients raise money online. “In my business, moving forward to be successful, you really had to get into different lanes,” he said. “If you didn’t adjust, your business could have failed during COVID.”
Christensen has experience with video going back to the 1980s. But it wasn’t until he saw video as intrical to his fundraising business that he started commercializing his experience.
“From all my years of doing this, that is sort of the progression,” he said. “The evolution of fundraising means you have to have a video. It has to be a very biographical, compelling, eye-pleasing video so that people go ‘OK, I didn’t know about this candidate, but now I can see it.’”
Another part of what prompted the long-time fundraiser’s diversification was cost. Christensen doesn’t work with incumbents and he found his clients priced out of the services offered by media firms, which can often run up to $50,000 for a highly produced bio spot.
Borrowing straight from the entrepreneur’s playbook, he saw an opportunity to offer more effective video services for a lower cost. “Working with media consultants over the years, I picked up all the best practices,” said Christensen, who subcontracts with video teams out of Los Angeles and Atlanta.
Back in 2020, Christensen was working with Navy veteran Phil Ehr who was running against Republican Rep. Matt Gaetz in Florida’s 1st House district. He produced a 13-second video for Ehr that went viral, ultimately getting 1.5 million views. “It just gave people an impression that this guy was a credible individual who was really reaching out to voters and doing it in a professional way,” he said. “That led to raising over $100,000 in three days.”
Ehr’s campaign then reinvested that money into more fundraising, eventually raising some $2 million.
“That’s why videos can be so important,” said Christensen. “All videos don’t go viral, but some videos do.”
Even fundraisers that have brought into big numbers for clients are adding additional services. In Pennsylvania, Andrea Ramunno is coming off a cycle where she helped Sen. John Fetterman’s campaign raise more than $75 million.
Still, her shingle, Rise Political Strategies, isn’t confining itself to just rainmaking. She’s also offering a training and mentoring component to her services. “It’s balancing both [services],” she said. “There’s still going to be that traditional model.”
But Ramunno sees an opportunity in the training aspect of fundraising because campaigns in 2023 and beyond may be hit by “an intense staffing shortage,” which she can help alleviate by setting up the “structures and systems that you can teach a fundraiser.”
“Fundraising is all about the little minutia and details,” Ramunno told C&E recently. “Do you have a call time follow-up procedure where you follow up every time someone makes a pledge? How do you look at a list for the first time — what is [a donor’s] capacity to give? Why do they care about your candidate?
“It’s working with some of these folks who have never had to do that before.”
NEWTOWN, Pa., Feb. 8, 2023 /PRNewswire/ — The Bracken Group announces the addition of Dr. Deepak Behera, Senior Partner and Chief Medical Officer, and Gitte Andreasen, Senior Partner and Fractional Chief Marketing Officer, to their consulting team. With the addition of these experts in their respective fields, the consulting group continues to leverage wisdom and collective expertise—advancing Bracken’s intelligence ecosystem.
Deepak Behera
Deepak is a highly accomplished nuclear medicine trained physician-scientist and executive with over 20 years of experience in nuclear medicine, specifically in clinical development, medical affairs, product launches, and radiopharmaceuticals. He has an extensive background in the clinical, academic, and pharmaceutical/biotech sectors, has published more than 20 journal articles, and co-authored 2 patents.
Gitte Andreasen
Gitte has held senior marketing management positions during her 18 years in the medical imaging field at GE Healthcare (Diagnostic ultrasound & Bone densitometry/body composition), Toshiba/Vital Images (Advanced Visualization), ESAOTE (Diagnostic Ultrasound & MRI,) Philips Healthcare (Mammography), and IBA (Proton Therapy). Gitte has managed multiple global go-to-market strategies, global product launches, and marketing operations. She has extensive expertise in opinion leader management and marketing staff development.
Dr. Colin G. Miller, CEO of Bracken, stated, “We are delighted that Dr. Deepak Behera and Gitte Andreasen have joined Bracken’s consulting group and extended the depth of the team in two growing areas. Deepak’s background as a nuclear medicine physician-scientist and industry executive offers exceptional deftness to his consulting work within the pharma/biotech/radiopharmaceutical industry. Since Gitte and Bracken have worked together before, the experience and energy she brings to the marketing aspects of the business, along with her extensive work managing marketing strategy within the medical imaging field, is unparalleled.” Dr. Miller went on to say, “Our clients will benefit greatly from Deepak’s understanding of regulatory, clinical strategy, and medical affairs, and Gitte’s experience in global marketing development and oversight.”
About The Bracken Group
Bracken offers consulting, regulatory, analytics, marketing, and sales enablement solutions for the life sciences and digital health industries. Through highly experienced consultative support, business programs, and data-enabled products, Bracken provides a multidisciplinary approach to exceeding goals for their clients.
CONTACT:
Elliot Miller
emiller@thebrackengroup.com
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SHARJAH, 8th February, 2023 (WAM) — More than 40 entities are showcasing their investment opportunities at the 6th edition of the Sharjah Investment Forum (SIF) 2023 taking place at Al Jawaher Convention Centre on 8th and 9th February.
Organised by the Sharjah FDI Office (Invest in Sharjah), SIF 2023 has garnered global attention with participants from various countries including Mauritius, Senegal and Ghana exhibiting potential investment opportunities.
Themed “Redefining Economies: Making Significant Strides for a Better Future”, the two-day event aims to enable local and international authorities to focus and share ideas on business innovation, initialization, and sustainability in a quest to create better business opportunities.
The Ministry of Industry and Advanced Technology drew interest on day one of SIF 2023 with its innovative digital platform aimed to revolutionise companies and businesses set-ups both locally and internationally.
The Sharjah Chamber of Commerce and Industry put its services on display, highlighting its role in supporting small and medium enterprises. With offices spread throughout Sharjah, the Chamber serves as a mediator between businesses and the relevant authorities, while working closely with the Ministry of Industry and Advanced Technology to provide innovative solutions and support the establishment of industrial companies. The Chamber also aims to create a communication platform between companies seeking investment in the UAE and potential financing partners, thereby boosting the business sector and attracting more investment opportunities.
The Sharjah Digital Office exhibited its most prominent services to enrich the experience of investors and help them complete their transactions in the fastest time and with the least possible effort, while the Real Estate Registration Department introduces the forum audience to its most prominent newly developed laws, including the private property law, the movement of the real estate market, and the most active regions in terms of investment and the most investing nationalities.
Showcasing sustainable ecosystem solutions, the Beeah Group exhibited environmental consultancy services and partnering possibilities, along with details on other services provided by the leading eco-friendly activities in Sharjah. The Sharjah Sustainability City also drew the spotlight with their miniature infrastructure model which is expected to be one of the key projects in harnessing the green economy of the emirate.
The Emirates Development Bank, through its participation, looks forward to promoting development and investment by providing the necessary financing to establish business in five sectors in the UAE, while the Arada Real Estate Development Group aims to attract more regional and international investors, by introducing its real estate projects and facilities.
The forum will continue tomorrow with multiple panel sessions and investment discussions focusing on boosting investments in Sharjah and the UAE.
OPTIMISM:
Only 26% of high-net-worth individuals in Taiwan saw their wealth increase last year, but nearly 80% expect better prospects for this year
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By Crystal Hsu / Staff reporter
Nearly 80 percent of Taiwan’s ultra-high-net-worth individuals (UHNWIs) are looking at wealth gains this year, with real-estate investment most likely to win their attention and inflation topping their list of risks, a survey by property consultancy REPro Knight Frank Taiwan showed yesterday.
The findings made super-rich Taiwanese more optimistic than their global peers, only 68 percent of whom are upbeat about wealth increase, research director Howard Zhan (詹宗煌) told a news conference in Taipei, defining UHNWIs as people with investable assets in excess of US$30 million.
Despite the financial turmoil and economic headwinds, 40 percent of super-rich people worldwide last year saw their assets increase, with 17 percent posting gains of more than 10 percent, Zhan said.
Photo: Lee Chin-hui, Taipei Times
That meant the remaining 60 percent saw their assets contract.
Taiwan’s UHNWIs fared worse last year, with only 26 percent seeing their wealth increase and 74 percent suffering losses, the survey showed.
Asked about risks ahead, 67 percent of the world’s super-rich named inflation as the biggest downside risk, followed by interest rate hikes at 59 percent, geopolitical tensions at 53 percent and recession at 13 percent, Zhan said.
As for opportunities, 46 percent of global UHNWIs favored investing in real estate, followed by technology businesses at 33 percent, equity markets at 28 percent and fixed-income products at 15 percent, the survey showed.
Real estate is the most favored option, because of its resilience to inflation, Zhan said.
Taiwan’s very wealthy people lag behind their regional and global peers in terms of real-estate investment appetite, with only 13 percent saying they intend to buy residential properties this year, compared with 16 percent for the Asia-Pacific area and 15 percent globally, Zhan said.
Taiwan’s UHNWIs own an average of 2.9 houses, compared with an average of 4.9 houses among their regional peers and 4.2 houses globally, the survey found.
In addition, 40 percent of the super-rich in Taiwan prefer owning real-estate properties overseas, higher than 26 percent among their peers in the region and 28 percent globally, it said.
Japan is the most popular target at 58 percent, followed by the US at 47 percent, Canada at 37 percent and Australia at 21 percent, the survey showed, adding that Singapore, Vietnam and the UK also rank high with more than 10 percent.
REPro Knight Frank Taiwan general manager Cliff So (蘇銳強) said that the ban on transfers of presale house contracts would make developers more cautious about launching new products and slow overall residential property transactions.
Demand for factory and office buildings would remain strong as companies shift production bases back to Taiwan, So said.
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