A young Welsh estate agent has been named as one of the country’s top young female business stars by a leading media organisation’s annual poll.33-year-old Katie Cromwell, who is the founder and director Pontarddulais-based firm No. 86 Estate Agency, joins this year’s list of entrepreneurs alongside those working in the legal, banking, brewing, photography, camping, health and fashion industries.Cromwell started up her business two years ago following a six-year career within two well-known estate agent chains Dawsons and Peter Alan in neighbouring Swansea, and says she wants to blend the best of the online service offered by hybrid agents such as Purplebricks but also provide a traditional, face-to-face personal package.Her company has 71 properties for sale at the moment and offers vendors and buyers a sales ‘portal’ similar to those of larger hybrid and online estate agents.She says that at her old roles she could see the way the industry was going and knew ‘things needed a shakeup’ which led her to establish No.86 Estate Agency.Following the success of her estate agent business she now plans to expand it via franchising in other areas of Wales by signing up other experienced agents with excellent local knowledge.Cromwell’s one-office business has plenty of competition locally from other online franchise-style companies including Purplebricks, Springbok, Express Agency and Yopa.The annual poll of business talent by WalesOnline has been going since 2014 and includes women entrepreneurs and business stars under 35 years old.Katie Cromwell No.86 Estate Agency Peter Alan Swansea Dawsons August 29, 2019Nigel LewisWhat’s your opinion? Cancel replyYou must be logged in to post a comment.Please note: This is a site for professional discussion. Comments will carry your full name and company.This site uses Akismet to reduce spam. Learn how your comment data is processed.Related articles BREAKING: Evictions paperwork must now include ‘breathing space’ scheme details30th April 2021 City dwellers most satisfied with where they live30th April 2021 Hong Kong remains most expensive city to rent with London in 4th place30th April 2021 Home » News » Agencies & People » Young estate agent with digital ambitions named top entrepreneur previous nextAgencies & PeopleYoung estate agent with digital ambitions named top entrepreneurKatie Cromwell set up her business two years ago after realising how profound Purplebricks’ influence on customers had become.Nigel Lewis29th August 201902,175 Views
View post tag: Papua New Guinea View post tag: Concludes Authorities View post tag: Paradise View post tag: Asia-Pacific View post tag: Exercise Share this article Australian Navy’s HMAS Broome Concludes Exercise PARADISE The Royal Australian Navy patrol boat HMAS Broome has departed Papua New Guinea after a successful bilateral maritime engagement.Exercise PARADISE coincided with 40th anniversary celebrations for the Papua New Guinea Defence Force Maritime Element (PNGDF- ME).Commanding Officer Broome, Lieutenant Commander (LCDR) Michael Kerrisk said his crew enjoyed working with their regional counterparts.During PARADISE, we exercised with Pacific Class Patrol Boat HMPNGS Seeadler and Landing Craft Heavy HMPNGS Salamaua. The interaction enhanced our seamanship, communication and mariner skills as well as our ability to work with our small boat colleagues.Australia and Papua New Guinea both face challenges protecting our Exclusive Economic Zones. By spending time together at sea, we are able to share tactics, which enhances our ability to work together in maritime surveillance. It also builds trust and respect between our nations.As regional security partners, both nations have a common interest in working closely to ensure a safe, prosperous and peaceful region.Broome has departed Port Moresby and is en-route to Australia.Australia assists the PNGDF through the Defence Cooperation Program to be a capable, sustainable and professional regional security partner. Australia helps develop the PNGDF’s capability to secure its borders, contribute to United Nations and multilateral peacekeeping missions, to maintain stability and cohesion in our region, and cooperate with the Australian Defence Force in areas such as humanitarian and disaster relief.[mappress mapid=”14456″]Press release, Image: Australian Navy View post tag: Naval Back to overview,Home naval-today Australian Navy’s HMAS Broome Concludes Exercise PARADISE View post tag: Navy View post tag: News by topic View post tag: Australian Navy November 17, 2014 View post tag: HMAS Broome
Follow the Foreign Secretary on Twitter @Jeremy_Hunt and Facebook Follow the Foreign Office on Twitter @foreignoffice and Facebook For journalists At yesterday’s referendum in Macedonia voters showed their desire to resolve the long-standing dispute with neighbouring Greece over the country’s name and take a positive step towards Euro-Atlantic integration. If implemented, the Prespa Agreement would improve stability in Macedonia and the wider region.Speaking after the vote, the Foreign Secretary Jeremy Hunt said: Although turnout was below expectations, this referendum was a positive step for Macedonia. Voters in Macedonia have made clear their wish to be part of the Euro-Atlantic community and I call on Prime Minister Zaev and his government to work with parliament to build consensus around the future of the country. I believe that implementation of the Prespa Agreement will be good for Macedonia and good for the region. It offers the prospect of greater security and prosperity and better opportunities for Macedonia’s young people. It also allows Macedonia to serve as an example to the region of what can be achieved with courage, determination and a vision for the future. The UK is proud to be a longstanding friend and partner of Macedonia. We look forward to this partnership enduring and strengthening in the future. And we look forward, in particular, to the day when we will be NATO allies – the door is still open. Further information Media enquiries Follow the Foreign Office on Instagram, YouTube and LinkedIn Email [email protected]
W C Rowe, one of the first large-scale Cornish employers, has adopted the soon-to-be-mandatory National Living Wage (NLW) for its workforce.The company has introduced the changes to all eligible staff, which includes 114 part-time and 118 full-time workers.W C Rowe made the decision to be an early-adopter of the NLW as part of wider strategy to improve the culture within its business, communications, performance, skill level and delivery in role. It was also aimed at ensuring it attracts and retains the very best employees.Kerry Lynch, chief executive at WC Rowe, said: “Having the best people is fundamental to our long-term success; we have embraced a cultural focus on having a team of people with improved skills, capability and development opportunity.”Becci Blackburn, director of resource and development, said: “We are already seeing an increase in people’s interest in the roles that we advertise because we state we are a Living Wage employer.”From 1 April 2016, the NLW will be a legal requirement, with a compulsory minimum wage premium of £7.20 per hour, aimed at staff over 25 years old.W C Rowe has 18 of its own retail outlets and five concessions throughout Devon and Cornwall. It supplies major multiples and many independent retailers with branded and own-brand baked goods nationwide.In December of last year, the founder of EasyRecruitUK, a Glasgow-based recruitment agency for the food and drink and hospitality industries, warned that businesses needed to adopt a “flexible labour mode” ahead of the NLW.
DAYTONA BEACH, Fla. –- Wally Rogers doesn’t look at a clipboard when he wants to see some of the notes associated with the setup of his team’s car.He looks at his hand.”It’s all right there,” Rogers, crew chief for the No. 95 Leavine Family Racing Ford, said, laughing as he pointed at the numbers etched in ink across the palm of his left hand.Old school? Yeah, Rogers is that. He’s driven, optimistic and talented. He’s also waging one of the more difficult battles inside the NASCAR Sprint Cup Series garage these days. “I don’t see how it’s going to fail. It can’t fail. We have too many good people in place to make it right.”—Scott Speed, driver of the No. 95 Leavine Family Racing Ford Along with team owner Bob Leavine and driver Scott Speed, Rogers is attempting to build and field a competitive race team with far less funding and far fewer employees than the majority of the teams filling the Cup garage here this week at Daytona International Speedway.There are teams here that have more engineers than LFR has employees on its payroll.A year ago, the upstart Leavine Family Racing team added road courses to its itinerary and attempted 19 races, with Speed qualifying for 17. This year, they’ve added a superspeedway program, and based on their finish in the Budweiser Duel, may or may not find themselves competing in the biggest race of the season come Feb. 24.A disappointing qualifying run –- Speed was 35th fastest on pole day –- means there’s no room for error when the first of two qualifying races get under way today.”We had some issues, some mistakes we made as a group that kind of held us back a little bit,” Rogers said. “We kind of dug ourselves in our own little hole.”I guess if there’s a bad side of the good window, I think that’s where we’re at. The biggest thing working against us right now is that there are only two cars behind us in (owner) points … our speed is mediocre. If one of those other two guys (Brian Keselowski and Mike Bliss) race their way in, that’s going to put us in a tough spot.”That being the case, Rogers says the team has a simple game plan. “Go like hell,” he said. “Nah, we need to be cautiously aggressive and see how it all plays out. From what I saw (in practice), the car in drafting is pretty good. We stopped early because we didn’t want to put ourselves in a bad spot. … As long as we have a good enough position in the (qualifying) race, we should have a good finish.”Sleepless NightsLeavine admits he is “apprehensive” about what the 2013 season holds for his young team. “There are nights I lay in bed and question myself,” he said. He knows he started his own construction business more than 35 years ago with $2,500 seed money and built it into one that now generates just under $100 million a year. “We worked hard. People believed in us,” he said. “And little by little, the company grew.”Racing, however, is expensive. And without sponsorship, the money he has earmarked to get the program off the ground will be gone.”At the end of the year, if we don’t have a sponsor, I guess we’re not offering something they want,” Leavine said. “I didn’t get it right. Then I’ll spend x number of years trying to make that money back. Because I know how to work. I’m not real smart at times, but the good Lord gave me the ability to work.”Qualifying for the Daytona 500, he said, isn’t so much about the potential for exposure; it’s about the challenge.”We’re a small team; for us, it’s our best chance of placing well. So that convinced me of that. But it’s also our biggest chance of (wrecking) cars, too. But if you survive … .”Failure Is Not An Option”I don’t see how it’s going to fail,” Speed, who spent two years with Red Bull Racing before that program folded, said. “It can’t fail. We have too many good people in place to make it right. “Speed likens the move to LFR to that of leaving a “big ship for a little speed boat,” and that because the team is small “it feels almost like you have a vested interest in it.”It’s way more personal,” he said. “I’m super lucky to have something, be involved with Bob and now Terance (Mathis).”Mathis, the former Atlanta Falcon all-pro, came on board this season, and is the guiding force behind helping to “build a buzz around the team.”Previous attempts to ingrain himself in the sport failed to pan out, Mathis said, in part, because he had little to offer in terms of a team or program.”Nobody’s going to give me money to build from scratch,” he said. “Now I have something to sell, it’s proven, it’s growing, and it has great potential. Now, I do what I do.”Speed had a best finish of 17th last season as the team raced when the funds allowed and called it a day early when they didn’t.”It’s just a matter of not overstepping our reach, not spreading ourselves way too thin,” Speed said. “I think we’ve done a reasonable job with that. Just stick to what we can do and do that as well as we can and then when the opportunity comes, which I’m sure it will, we’ll be ready to grow and build off of it.” Leavine Family Racing seeks Daytona 500 berth for full-time future ___________________________________________________________________________________________We apologize. We are having technical issues with our comment sections and fan community and it is temporarily unavailable. We are actively working on these issues and hope to have it up and running soon. We are also working on enhancements to provide a better forum for our fans. We appreciate your patience and apologize for the inconvenience.
Read Full Story Is Medicaid, the health care program for low-income Americans, a costly program that doesn’t work well? Or is it an essential program vital to the health of millions? The debate over Medicaid has heightened in the wake of the Supreme Court’s June 2012 health care ruling, which made Medicaid expansion optional for states.While some on Capitol Hill criticize the program, saying that people on Medicaid have worse health outcomes than others, researchers—including Harvard School of Public Health‘s Katherine Baicker, professor of health economics—disagree.“It’s not that Medicaid is causing the health outcomes to be bad; it’s that people with more health needs—or potentially more serious health conditions—are the ones who more likely successfully sign up for Medicaid,” Baicker said on NPR’s Morning Edition on August 13, 2012.“We found that gaining access to Medicaid increased health care use—and that was preventive care, doctor’s office visits, but also hospitalizations,” she said. “It dramatically reduced financial strain, such as lowering the likelihood of having a bad debt sent to collection, by 25 percent.” She added, “We found, in fact, that states that expanded Medicaid…relative to states that didn’t, had substantially lower mortality.”
Read Full Story In a week-long January 2013 trip to China, Harvard School of Public Health (HSPH) Dean Julio Frenk brought an important message about public health: that it’s essential to continued human progress.Frenk’s trip, which took him to Shanghai, Beijing, and Hong Kong, was aimed at strengthening HSPH’s existing ties in China, connecting with health sector leaders, and meeting with some 150 alumni and other supporters of the School.In Hong Kong, Frenk gave a speech to members of the Asia Society, a leading nongovernmental organization that promotes understanding and partnerships among peoples, leaders, and institutions of the Asia-Pacific region and the United States. Frenk spoke of “the profoundly important connection” between public health and economic growth, and of ways that HSPH can work with the government, organizations, businesses, and individuals to help promote both public health and prosperity in China.“For decades, the connection between health and economic growth was viewed as a simple, unidirectional relationship: Economic growth promotes health through better living conditions, including investments in sanitary infrastructure and housing, improved nutrition, and increased access to education,” Frenk told the audience. “As we know now, this is far from the whole story. More and more, research is demonstrating that good health is not only a consequence but also a condition for sustained and sustainable economic growth.”
Thrips can cause problems directly to plants, too, by feeding on and scarring leaf tissue. The leaf scars can become entrances for disease.”Even at low numbers of thrips, they may be increasing the incidence of disease,” Riley said.’Not every year a thrips year’Farmers haven’t always needed to be on the alert.”The interesting thing about thrips and onions is that not every year is a thrips year,” Riley said.Cool, wet winters result in small thrips populations, and not much insecticide is needed to stave off the insects. Warmer, drier winters, though, have translated into more thrips in onions, because the insects leave their fall host plantsearlier.”If the temps are higher, they’ll reproduce, and you’ll start getting development of thrips even as early as the end of December or January,” Riley said.Don’t overtreatThis can pose a threat to Vidalia onions going into the spring. But the solution for farmers, Riley said, isn’t to bombard thrips with insecticides.”If you take the attitude that ‘the only good thrips is a dead thrips,’ then what you’re going to wind up doing is spraying when you don’t need to, and then you’re going to start causing theseproblems of insecticide resistance,” he said. “I would say it’salmost better not to treat than to overtreat.”Riley tells farmers to use an economic threshold when treating for thrips. “(Treat at) one thrips per plant initially,” he said. “And then you wait until thrips reach a level of five thrips per plant.”This not only reduces the chance of pesticide resistance, but also helps the environment and can reduce the amount of money spent on pesticides. By Brooke HatfieldUniversity of GeorgiaThe people who eat Vidalia onions don’t need to worry about thrips. But these tiny insects can cause severe problems for the farmers who grow them.”Thrips in onions have traditionally been looked at as a lesser problem over the years,” said David Riley, an associate professor of entomology with the University of Georgia.”But recent data suggests that thrips can be involved with increasing disease problems, which are the major problems in Vidalia onions,” Riley said. “(Thrips) can cause reduced bulb size, and they can also cause reduced yields.”Pests carry pathogensThese aren’t the only problems the insects can cause. The main hazard thrips pose is as carriers of harmful pathogens such asbacteria and fungi.Bacteria that thrips spread can cause center rot, and fungi they carry can cause purple blotch.The thrips ingest bacteria and defecate on the plants they inhabit, potentially infecting the leaf tissue.
1SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr As credit unions implement digital platforms, the amount of organizational and member data collected inevitably grows. But sometimes it takes the discovery of a new tool to ignite analysis and results based on that data.That’s happening at $767 million Vermont State Employees Credit Union, Montpelier. The tool in question, familiar to many CUs, is Datawatch’s Monarch, which Vermont State ECU is deploying in Q3 to turn ACH and check-clearing data into reports that show who their members are paying, reports Kasey Furness, VP/accounting. It could, for example, highlight a member who is using Chase for a credit card and alert CU staff to counter with a card offer from the credit union, she explains.Vermont State ECU started subscribing to Monarch in 2004 but realized its potential for rewarding data analysis in 2016, notes Katherine Cummings, senior accountant and senior system accounting analyst.“Once we woke up to that potential, we signed up for online training and started going full force. It can take ACH files, core system data and Fed data and show us just whom our members are paying. We can export any type of file to Monarch. We’re using it aggressively in accounting and spreading the word to other departments. This will allow us to work with sales and marketing to help them use data analysis to shape informed campaigns.” continue reading »
ShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr continue reading » Leaders are important in so-called “ordinary” times. In times of crises—and amidst the sweeping changes brought on by situations like the current COVID pandemic—leaders are critical.Regardless of the department you lead or your title, it is likely that your operations, and maybe even your role, look different today than they did just a month ago. You might be seeing changes in the location of your staff, drive-thru/lobby member interactions, staff communications, training and workloads.As we adjust, likely faster than we anticipated or prefer, we are seeing radical shifts in both what is done and how. This can mean strains on resources in some areas, while others are freed up. Leaders play a key role in recognizing these changes and should understand where their teams need help and where they have the capacity to help others.Leaders at all levels should be engaging in sharing this information and identifying adjustments that can be made to support the organization and individual departments. An example of this in action at credit unions is the movement of tellers to support higher drive-thru traffic at another branch or cross-training tellers to support call center volume. As you reflect on this for your team, these questions can help get you started: