Meet Miki Agrawal: The Woman Who Created Tushy Toiletry Systems

Miki Agrawal is the woman behind Tushy, a company that specializes in toiletry systems for women and men. The article starts with Miki’s background: she was born in India and grew up in Canada before moving to New York City to work as an investment banker at Goldman Sachs. She then became a hedge fund manager at Point72 Asset Management before quitting her job last year. In this article, we’ll explore Miki’s story and how she got started with Tushy!


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The article makes the point that female needs in toiletry systems aren’t catered to like men’s are. Miki Agrawal decided to create a system that caters specifically to women’s unique hygiene and health needs, such as using wipes instead of toilet paper. Women often regulate their bathroom habits depending on how they feel- whether it be due to menstruation, pregnancy, stress or other reasons. The idea of an all-in-one kit that can be used for any situation is what made Miki think to create Tushy!

The article points out that Tushy is a small business, but they have big celebrity endorsements. Stars who use and endorse Tushy include Miley Cyrus, Chrissy Teigen, Rachael Ray and more! But as with any startup business, it’s not easy to keep up with demand. Miki Agrawal says she had to convince her dad to move back from India and help Tushy keep up with their supply!

Miki Agrawal grew up in Calgary, Canada, which is where her company Tushy was born. Now she splits her time between New York City and Los Angeles! Miki’s goal for Tushy is to make it a household name by 2020. She believes that there are 500 million women in the world who need this product, so if she can convince even 10% of them to use Tushy daily, that could be a huge business!

The article points out that Miki has been in the news before founding Wink Soap. It was a company that created soap from recycled coffee cups and single-use items.

 How Bobby Kotick Is Ensuring Activision Blizzard Changes For The Better

I am pleased to update you on the progress we made during our annual meeting of shareholders and our commitments to our players, employees, and shareholders.

Our top priority is to deliver the most fun, engaging, and highest quality player experience in our games. Our talented teams are focused on creating the best possible game worlds for our players and innovating to set new industry standards.

We continue to progress against our strategic priorities, including Activision Blizzard’s direct-to-consumer initiative, which is off to a strong start with the successful launch of Activision Blizzard’s inaugural mobile game, Activision Blizzard’s Diablo Immortal.

We remain focused on creating long-term value for our shareholders and are committed to returning excess cash through share buybacks and dividends. We returned over $1.5 billion in dividends in the past year and repurchased over $1 billion in Activision Blizzard common stock. In addition, we have repurchased almost 99 million shares of Activision Blizzard stock at an average price of roughly $47 a share, including a recent purchase in January 2019. As a result, we bought back 17 million Activision Blizzard shares for approximately $358 million.

We also continue to progress our margin improvement initiatives, which are designed to increase our operating margins and create a more resilient business. We expect these initiatives to drive increased profitability and cash flow in the years ahead. In addition, we remain committed to investing in high-quality game development and new business opportunities.

We are pleased with the results of our annual meeting of shareholders, where we held what is believed to be the world’s first virtual stockholders meeting. Shareholders were able to join an interactive webcast that presented shareholder questions on various topics related to Activision Blizzard’s business and interact with our management team.

In summary, we continue to progress against our strategic priorities and are committed to returning excess cash to shareholders. Our focus on creating the best possible player experience and commitment to returning cash to shareholders will drive increased profitability and value for our shareholders in the years ahead. Continue reading article here

 Sparkasse Bank Malta and the Market for Logistic and Supply Chain Tech

Sparkasse Bank Malta is a corporate banking firm that works to provide its clients with effective solutions through a team of dedicated expert bankers. Being such a high-profile entity in the world of investment banking, it should come as no surprise that Sparkasse Bank Malta has an interest in the growing market for logistic and supply chain technology. Let’s take a closer look at this expanding market, and why there are so many eyes on it.

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The Big Change in the Shipping Industry

When it comes to the shipping industry, shippers are looking to get things done better, faster, and cheaper. This helps them to up their ROI, and grow their businesses. Filling this gap in the market are logistics platforms and services. By leveraging real-time data, they can streamline a shipping companies operations, cut costs, and help them to provide better service for their customers.

Enterprise resource planning systems are also important and have become much more widely available. This software allows a company to consolidate many of its apps under a single platform, allowing for a better overview of operations by management, and better communication in general.

It is also of note that the maturation of artificial intelligence is making all of these systems more effective each year. Having AI that can look at data, analyze it, and make predictive solutions based on its findings is a massive game-changer for the growing logistics industry.

Sparkasse Bank Malta Helps Businesses Reach New Heights

By providing banking, investment, fund custody services, Sparkasse Bank Malta helps their clients to meet their business goals. Fully owned by Anteilsverwaltungssparkasse Schwaz in Austria, Sparkasse Bank Malta values prudence, ethics, and transparency in its work. Its clients include corporate entities, private individuals, asset managers, and other entities involving regulated asset management.

Infrabuild CEO Vik Bansal Believes Australia’s Manufacturing Sector Can Thrive Post-Pandemics

On July 15th, Vik Bansal of Infrabuild spoke with about how Australia’s manufacturing sector thrives post-pandemics. The article discusses the recent success story of a business in New Zealand that survived and even thrived after a pandemic hit their country. There are 11 points that Bansal mentioned as being necessary for any company looking to increase its chances of surviving a pandemic:

– Determine who will be responsible for what aspects of the plan.

– Establish a communication system.

– Calculate the amount of time, money, and resources necessary for each aspect of your business to continue functioning as usual during a pandemic.

– Work out what you need to do if there is an outbreak in Australia or New Zealand, but no one can get into or leave either country.

– Assess how long it will take before essential supplies run out and consider stockpiling those items now so that they aren’t impossible to find later on.

-Figure out how your company will communicate during a pandemic, whether through email or social media or phone calls and meetings in person. Make sure that you have enough resources to allow communication between all parties at any given time. Use multiple modes of communication rather than relying on one method because if that fails, you will fall back into chaos very quickly. – Be aware of where emergency supplies can be found near your business, so employees know exactly where they need to go when an emergency arises.- Assign specific tasks and roles within those tasks, so there’s less confusion about whose responsibility something is post-disaster. For example, if there’s a pandemic, you know that one department will be responsible for getting the food and supplies needed to keep your employees safe.

– Keep an updated list of the contact information or phone numbers on hand if cell phones are not accessible during the crisis.

– Have a production schedule in place so employees know what they should be working on and when. – Plan for both the worst-case scenario and more minor cases of emergencies that may arise during an outbreak or pandemic.

– Determine who will be responsible for what aspects of the plan.

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John Ritenour Explains Risk Management Systems to Avoid Liability

John Ritenour, a leading authority in risk management systems, recently spoke at the International Association for Financial Planning conference about the importance of risk management and how it can help to avoid liability. John has been an industry expert for over 10 years and is currently serving as President and CEO of John Ritenour & Associates. John began his speech by explaining that “risk management” means different things to different people because there are so many types of risks:

– Business Risk: Protects against financial loss or other business disruption

– Personal Risk: Protects individuals from unforeseen events such as illness, injury, or death

– Legal Risk: Protects companies from lawsuits where they may be found liable based on their actions or inaction

– Environmental Risk: Protects companies from being accused of polluting the environment

– Financial Risk: Protects companies by providing insurance to cover property loss or liability claims against them

John Ritenour also said that risk management covers two types of systems. The first type is an “administrative” system, which measures existing hazards and employee safety. The second type is a “prevention” system, which measures and manages risks to avoid accidents and injuries.

Before getting into either of these systems, however, John Ritenour stressed the importance of determining whether any risk management systems are even necessary for your company:

– Evaluate Current Conditions: Gather information on current conditions including past expenditures, losses, and lawsuits .

– Perform a Risk Analysis: Gather information on the type of risks your company is facing and which employees are impacted most. You can then determine what additional resources you may need to be included in your risk management system. These resources may include solutions such as loss prevention strategies, insurance policies, or employee training programs. Some companies, for example, require all employees to learn CPR.

– Formulate a Plan: Determine how much risk your company can afford and form a plan based on these results.

 Marc Swanson Shares His Thoughts on the SeaWorld’s Financial Results for the First Quarter of 2021

Marc Swanson, SeaWorld’s CEO, recently talked about the company’s financial standings for the first quarter of 2021. He noted that the results were good even with the presence of the COVID-19 pandemic. That provided the management with great hopes for succeeding during the hard times.

According to the CEO, 2019’s first-quarter financial records had significantly improved compared to those of the similar period of 2021. He also noted that the great success came from the firm’s management using adequate strategies that would help the business to continue even during the pandemic. The administration introduced new prices and plans, which enabled the parks to get more guests who spent more whenever they visited.

In the first quarter of 2021, the firm launched more event days for the visitors in different company’s parks and established new parks. That introduced new ways for the firm to earn more revenue. SeaWorld’s CEO noted that there was an improvement in the number of people visiting the parks. Some of them got full within that period.

He also said that more people would have been visiting the parks if they hadn’t restricted the number of visitors, and the rest were still operating. There were more visitors in the various SeaWorld parks in 2021 than in 2019. The park’s management felt encouraged by the number of people who visited them and looked forward to better business opportunities during summer.

Marc hopes that there will be regular business operations at the parks as other places keep opening up. The SeaWorld management notes that although there have been several changes in the parks, it is possible to find other services to help the firm grow. Marc Swanson said that the management was looking for ways of doing business in the new normal, and the company will go back to its good old days.

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How Heath Ritenour Has Managed to Maintain the Primary Objective of His Father in the Insurance Office of America

Legacy businesses continue to dominate in various sectors in the United States. These are some of the traditional organizations that have been passed from one generation to another within the family settings. Some of these companies are very dominant and have been controlling the sectors where they have been operating for more than twenty, fifty, or even one hundred years. However, to have a legacy business is not always easy as the founders have to work hard.

John Ritenour is the founder of the Insurance Office of America. This is one of the leading insurance organizations in the United States. Currently, the company ranks as the twenty-fifth largest insurance organization. This is a huge achievement owing to the number and size of insurance organizations in this country. Through John Ritenour, the father, Heath Ritenour, son, has had a smooth operation during his leadership period.

According to Heath Ritenour, the Insurance Office of America has not been in the industry for very many years, especially when compared to other legacy businesses. This company has only been operating in the insurance industry for about thirty years, which can be considered as young factoring in that other insurance companies have been in the same industry for more than one hundred years. However, it is the legacy that has been left behind that Heath wants to protect.

His father did not join the insurance industry for profits. His main aim was to bring some changes to the entire sector so that customers could get the products or the services they were looking to get from the insurance industry. This is the only task that Heath Ritenour has been mandated to maintain while at the same time ensuring that the company has been moving forward as expected. It is essential to indicate that he has been a perfect fit for the leadership of the organization.

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Heath Ritenour Taking Reign of the Family Business

The insurance industry poses as a perfect niche for a lucrative career. John Ritenour delved into this specialty over 30 years ago to build a successful career. He leveraged his professional intuition to initiate the Insurance Office of America, a private equity firm that grew to carve an outstanding reputation. IOA swiftly augmented its global reach to encompass over 1300 team members and expand to nearly 60 locations. Heath Ritenour inherited his dad’s family business when he decided that he needed to retire. John Ritenour trusted his son to take on his footsteps and keep the insurance business alive. Although Heath loved the company, he was reluctant to take the reins as he felt totally inadequate.

Heath Ritenour thought of taking over the family business and saw him sketch up exciting and new ideas for bringing IOA into the present day. In addition to becoming responsible for over 500 families, he figured out how to keep the business legacy going. John Ritenour vetted his succession plan with in-depth knowledge to assure the company’s smooth transition to a new generation. Heath first ventured into IOA as an intern. During this time, he amassed valuable experience that was fundamental to his next position. His aspiration gradually grew as his vision for running the company from a different angle was documented.

Beyond his Chief Executive Officer role, he worked hard to build the business up and curate its reputation globally. Heath Ritenour played an integral role in initiating a generational transition within the company. He valued the input that his father had plunged within the insurance company. Additionally, the new chief executive officer streamlined the company processes by offering good deals. With far-reaching potentials, the Insurance Office of America tremendously grew under a father-son partnership. The businessman has managed the company correctly and understands customers’ perspectives and concerns.

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James Gutierrez: I Help Low-Income Families Succeed in Poverty

James Gutierrez was born and raised in San Francisco, CA. He graduated from the prestigious and diverse Cornell University. Since then, he has worked at various organizations like JP Morgan Chase and Goldman Sachs in Silicon Valley.

James Gutierrez is a leader who understands the power of problem-solving. He always finds a way to maximize value in a situation. Working with people in higher-wage jobs, Gutierrez has a passion for striving for inclusion. He talks about a need for inclusion and uplift all across the board. James Gutierrez believes that if more companies and people worked to bridge the gaps, it would further drive the economy forward.

As a leader, James Gutierrez is on a mission to help make a dent in the economic divide, even if it means founding a nonprofit. Gutierrez has found a unique way to implement inclusion into his work to implement inclusive business practices. The clients and neighbors of Aura were not mainstream even though they were as real as any other in a major U.S. city.

As director of resident and business services, he tried to improve the lives of these neighborhoods and his own. He and his team found themselves up against several stubborn issues: high rent, a lack of retail options, a homeless crisis, and streets needing major repair. It was a disheartening environment that alienated many of his neighbors.

As the population and economy grow, the division of wealth is bound to deepen. The gap is only widening, and the prospects for those at the bottom of it are bleak. Unless solutions are put in place, we may see an ever-increasing number of people getting swept into poverty and falling behind on job requirements.

Only 16.1 percent of African-Americans have a bachelor’s degree or higher, and those who do typically earn an average of $36,000 a year. A similar number of Latinos and Asians have advanced degrees, but they do so with much lower wages. The lowest-paid white workers earn an average of $50,000 a year. And the higher you go up the wage scale; the less likely the job is to be in the non-management role, leaving out many who could contribute economically to their communities.

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SeaWorld Entertainment Announces New Leadership Roles

SeaWorld Entertainment announced two changes in leadership on May 6, 2021. Marc Swanson will now serve as Chief Executive Officer (CEO) while Elizabeth Castro Gulacsy assumes the roles of Chief Financial Officer (CFO) and Treasurer.

Scott Ross Seaworld
SEAS (PRNewsFoto/SeaWorld Entertainment, Inc.)

About Marc Swanson

Marc Swanson has worked with SeaWorld Entertainment for 20 years and most recently served as its interim CEO. His first position with the company as Vice President of Sesame Place. He then assumed the position of Corporate Controller at Busch Gardens in 2008.

In 2011, Marc Swanson transferred to SeaWorld Entertainment and held the same position until 2012. He later served as Chief Accounting Officer and interim Chief Financial Officer. He held this position until his recent permanent appointment.

Swanson is a Certified Public Accountant (CPA) who earned an undergraduate degree in accounting from Perdue University and a Master’s in Business Administration (MBA) from DePaul University. He is also on the SeaWorld Board of Directors.

About Elizabeth Castro Gulacsy

Elizabeth Castro Gulacsy has been with the company for eight years. She came on board with SeaWorld Entertainment in 2013 in the role of Director of Financial Reporting. She had worked as the Chief Accounting Officer since August 2017 except for two months in 2019 when she assumed the interim roles that are now her permanent position.

Before her employment with SeaWorld Entertainment, Castro Gulacsy worked with Cross Country Healthcare as Director of Corporate Accounting and Assistant Controller. She has also worked at Ernst & Young as an Audit Manager. Elizabeth Castro Gulacsy holds an undergraduate and graduate degree in accounting from the University of Florida and is a CPA.

The Chairman of SeaWorld Entertainment, Scott Ross, echoed the sentiments of the entire company when he enthusiastically welcomed Swanson and Castro Gulcsy to their new roles in May.

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