Sunday, 26 February 2017

On 20:32 by Steve John in    No comments
Savant Capital Management, a national wealth management company, added Ambari Prakash Pinto to his McLean office and recognized Joel Cundick to receive the designation of Accredited Portfolio Management Advisor and Yonas Bedane having received the title of general accountant authorized management.

Ambari Prakash Pinto Savant joined in January as a financial advisor. She is a member of the advisory team and is responsible for managing all aspects of financial planning and the investment process for Savant's customers. She meets regularly with clients, advisors, portfolio managers, accountants, lawyers and financial advisors to formulate and coordinate effective strategy planning, investment and taxation.

Pinto has been involved in the financial services industry since 2011. Prior to joining Savant, he worked with asset managers, accountants, and the insurance industry. She was also a lawyer company, as a partner in a law firm in Washington, DC and New York. Pinto received a bachelor's degree in political science from the University of Vermont and a law degree and a Financial Planning Certificate from Georgetown University.

The planning and tax specialist on Yonas Bedane was awarded the Global Management Accountant (CGMA). According to the American Institute of Chartered Accountants and the Institute of Management Accountants, CGMA is a general accounting management designation that recognizes the unique role of men and women in organizations around the world that combine financial and accounting expertise With strategic knowledge. Better business decisions.

Financial Advisor Joel Cundick received the Accredited Portfolio Manager (APMA®). APMA® the designation process involves hands-on practice in more than one course of study that integrates client assessment and relevance, risk / reward investment objectives, fixed income portfolio theory and stock and psychology of Investors. Individuals must pass an end-of-course exam that tests their ability to synthesize complex concepts and apply theoretical concepts to real situations.

Sunday, 19 February 2017

On 21:28 by Steve John in    No comments
Savant Capital Management, a National Asset Management firm, added Ambari Prakash Pinto knew office and McLean acknowledged Joel Cundick who has received the manager of the APPOINTMENT accréditéSM portfolio not Yonas Bedane of Received the DESIGNATION public accountant of global management.

Ambari Prakash Pinto Savant is in Unió January de As financial advisor to the United Nations. She is an Advisory Team Member and is not responsible for the management of All Aspects of Financial Planning and the Investment Process for Savant clients. She meets regularly with clients, advisors, portfolio managers, accountants, attorneys and financial advisors to formulate non-coordinated planning of effective investment strategies and taxes.

Pinto involved this in the Financial Services Industry from 2011. Prior to UniRSE a Savant, I work with Asset Managers, accountants, and in the Insurance sector. She was also a Lawyer Company, as a partner at a law firm in Washington, DC not New York. Pinto received a bachelor's degree in Political Science from the University of Vermont not as a law and Financial Planning in a Certificate from Georgetown University.

Planning specialist and title tax Yonas Bedane received Global Accountant Management (CGMA). According to the American Institute of Chartered Accountants and the Institute Collegiate Institute of Accountants of Management, the CGMA is a general accounting designation that recognizes the role of single men and women in organizations around the world that combine accounting and The Experience with a Strategic Financial Vision. Best Business Decisions.

Financial Advisor Joel Cundick received the Accredited Portfolio Manager (APMA®). APMA® The Process of DESIGNATION Implications The practical practical in a more than course of study that integrates the Evaluation and clients pertinence, the Risk Investment Objectives / reward theory of the fixed income portfolio and Actions and Psychology Investors. Individuals Must pass a final exam that tests the Course unable to synthesize Complex Concepts and Theoretical Concepts APPLY has Real Situations.

Sunday, 12 February 2017

On 21:26 by Steve John in    No comments
Businesses have long relied on financial professionals to measure value and provide feedback on business decisions.

The role of finance and accounting is at the heart of measurement, transactions and the value of expression through concrete figures. For many years, this system has worked well, because business models focused on tangible issues, operations and properties.

However, more and more business models are born of technological problems, and converge towards something that is more futuristic, values-based and intangible. In this climate - economic value and knowledge - traditional measures are no longer applicable.

There is a disconnection

There is a fundamental change that occurs between the time the finance and accounting have been and where it goes. Business models today are based on the creation of value to intangible assets. In the knowledge economy, organizations use their unique skills to meet the needs of their clients - this is where their value. Disconnection occurs when funding continues to try to measure value and success in a traditional way. The shoe no longer fits.

So how do CEOs make business decisions when they can not rely on traditional measures like finance and accounting have always been used? And how do financial executives find new ways to measure the value of making better decisions? In essence, how to navigate companies in the new normal value of the economy?

Creating a new package

Finance and accounting should make some adjustments to better supporting organizations operating in the value-based economy. These companies need a new set of tools: a new way to measure value and success, and to make decisions. There are three key steps to building this new toolbox in your organization:

1. Identify new key performance indicators

To understand and manage the value of your intangible assets, it is important to measure. This means identifying a new set of key performance indicators (KPIs). Although KPI must evolve, its application is an important starting point for controlling the company and its progress.

The ICP for intangible assets must consider some key elements: they must be measurable, have an impact on the activities and be linked to the specific data. According to a recent study by the American Institute of CPA (AICPA) and the Chartered Institute of Management Accountants (CIMA), key performance indicators identified by companies measuring intangible assets are as follows:

  • Quality of data
  • The return on invested capital (ROIC)
  • Employee productivity
  • Experience and customer satisfaction
  • Employee Engagement and Withholding
  • Competitive activity
  • Pipeline and customer retention
  • Brand awareness and equity

However, another ICR to consider include:

  • Supply of talent
  • Social commitment
  • Social sentiment
  • Effectiveness of Digital Marketing

2. Connect the key performance indicators to assess factors

It is important to also understand the value drivers behind the KPI is measured. In other words, how does this KPI really affect the business?

Organizations today have to demonstrate the market the way they are different, and the customer is usually at the beginning and end of the value chain. Therefore, most value drivers must relate to the customer in one way or another. Therefore, according to the same research mentioned above, the top five factors to consider are:

  • Customer satisfaction
  • The quality of business processes
  • Customer relations
  • Quality of people (human capital)
  • Brand reputation

3. Measure, measure, measure

In order to measure intangibles, companies have to establish links between financial results and prefinancing measures that they can use as main indicators, usually on the basis of a causal relationship or correlation. Going back to the first step, this means that your key performance indicators should be linked to the data, and you should be able to collect and analyze these data accurately to measure the value of your intangible assets. With advances in large data, there are now many more tools available to assemble, track and analyze intangibles than ever before.

For example, companies can use social analysis tools as a means to measure the equity of their brand or