Emily Plavcan, Jennifer Cronin and Ashley Pannese, all physical therapists at the Milford Campus of Bridgeport Hospital, take a break to enjoy an ice cream supplied by Mr. Softee on the one-year anniversary of the hospitals coming together.

Emily Plavcan, Jennifer Cronin and Ashley Pannese, all physical therapists at the Milford Campus of Bridgeport Hospital, take a break to enjoy an ice cream supplied by Mr. Softee on the one-year anniversary of

Photo: Bill Bloxsom / Hearst Connecticut Media

Emily Plavcan, Jennifer Cronin and Ashley Pannese, all physical therapists at the Milford Campus of Bridgeport Hospital, take a break to enjoy an ice cream supplied by Mr. Softee on the one-year anniversary of the hospitals coming together.

Emily Plavcan, Jennifer Cronin and Ashley Pannese, all physical therapists at the Milford Campus of Bridgeport Hospital, take a break to enjoy an ice cream supplied by Mr. Softee on the one-year anniversary of

A year in, Bridgeport Hospitals Milford campus success called absolutely inspiring

MILFORD There was a year of successes to celebrate.

So, at the Milford Campus of Bridgeport Hospital, they brought out the ice cream.

No one could have predicted what was in store for the two institutions, which are part of Yale New Haven Health, when they merged on June 9, 2019.

If we hadnt been together already at the time COVID hit, Bridgeport would have been trying to figure out how to care for the non-COVID patients without the beds to do it and how do you pay for it, said Gina Calder, administrator at the Milford campus and vice president for Bridgeport Hospital.

Calder said, for instance, that in April alone, Bridgeport Hospital spent almost $5 million just on COVID equipment and PPE (personal protective equipment).

There is no way an independent small community hospital can afford that, she said. We spent that money in the context of the Yale New Haven Health system.

That meant that we were getting all the discounts that the supplier pipeline offers, discounts that a single institution doesnt have access to, Calder said. As we look at it, neither Milford nor Bridgeport would have survived this without each other.

Sometimes during an emergency, a new relationship is forged.

In the year prior to the integration, we heard a lot of promises, said Karen Kipfer, executive program manager at the Milford Campus. Yale New Haven and Bridgeport said they were going to do A-B-C, and they delivered on their promises. Change can be difficult, but the Milford community kept their hospital, so it was a win-win for everybody.

Victor Morris, the associate chief medical officer at Bridgeport Hospital, Milford campus, came to Milford six months prior to the transition.

It has been going where we wanted to go, prior to COVID, he said. A lot of improvements were put into the facility. Patient numbers are way up. Weve improved our clinical care capabilities, our emergency department, surgeons, and expanded cardiology.

The Milford Campus didnt shrink, as had been feared by some the remaining staff and the community: it grew.

We recognized that Milford was actually understaffed so we invested in bringing in more staff onto the campus, posting 100 new FTEs (full time equivalents), Calder said. It (manpower needs) were across all areas and disciplines. We got close to being able to fill those just before COVID hit. It was perfect timing.

Milford then had the staff in place to handle the overflow from Bridgeport Hospital.

There were so many patients at the Bridgeport campus that we needed to move the non-COVID patients here, Calder said. We (Milford) were opening areas that typically you dont open for surgery care. We opened our PACU (post-anesthesia care unit) for other needs. If we hadnt filled those positions, there would have been no one to fill those shifts.

Morris said he wasnt surprised with the Milford Campus success.

You can see it by how quickly the positions filled that this was going to work going forward, Morris said. I was at Yale New Haven from 1990 to 2018 before I came down here to help. Now I see staff from New Haven from the Milford area who chose to live here.

It is Bridgeport Hospital, Milford campus. Everything they do at Bridgeport Hospital we do here (not COVID), all the stuff they do at Yale New Haven, Morris said. Right now, a lot of Yale New Haven surgeons are operating down here, doing a lot of orthopedic cases. Oncology cases, that would have been done at the Bridgeport campus, are now done here.

Kipfer, on staff at Milford Hospital for 15 years, sees a promising future.

There has been a lot to celebrate this year, Kipfer said. Both institutions served each other, and through that, served our patients. I dont believe that Milford Hospital would have been able to survive the COVID pandemic, if we had remained an independent community hospital.

An important message to the Milford community going forward is that we have maintained this as a COVID-free campus, Kipfer said.

The work being done at each hospital is beneficial to the other.

Milford was packed the whole time with people that didnt have COVID, Morris said. Bridgeport handled the COVID. But people were still getting pneumonia, skin infections, asthma, appendicitis, so this campus remained full.

Calder agreed.

Because we were COVID-free, our focus here was on the adult older population. It was important that we could take care of that vulnerable population, she said. And as we were able to open things like elective surgeries, the staff from Bridgeport campus came here to Milford to help kick-start all the work in the operating room and getting all the surgeons ramped back up.

I couldnt have envisioned it going better, Calder said.

Im most impressed by the teamwork in our organization. They have never shied away from the work that had to be done, and they did it in a positive and enthusiastic way, Calder said. They all saw what was possible on the other side of this, and they used that to feed their motivation. It has been absolutely inspiring.

william.bloxsom@hearstmediact.com; Twitter: @blox354

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A year in, Bridgeport Hospitals Milford campus success called absolutely inspiring - New Haven Register

President Donald Trump is in the midst of a polling swoon largely of his own making.

Its true that events have taken a hand a pandemic with a death toll of more than 100,000, a sharp recession, double-digit unemployment and civil unrest would be the horsemen of the apocalypse for any incumbent president.

Experiencing all of these in one term would make for treacherous political weather; experiencing them in the space of about three months is a perfect storm.

And yet the president has worsened his position with his profligate tweeting, unpresidential conduct and refusal or inability to step up to the magisterial aspect of his office.

None of this is new, but it acquires a different significance playing out against a backdrop of crisis, when the stakes and emotions are elevated.

The presidents poor ratings on coronavirus have much to do with his overexposure, squabbling with reporters and meandering performances at his news briefings all of which was avoidable, and indeed was eventually avoided by stopping the briefings.

Quite often, Trump has blown the easy stuff while his team has performed admirably dealing with the more nettlesome issues of governance.

Sounding sober from the presidential podium at a time of crisis should be easy any halfway accomplished conventional politician could do a pretty good job at it.

Allocating ventilators, acquiring personal protective equipment and ramping up testing on a rapid basis in the middle of a pandemic when the traditional apparatus of government isnt up to it is hard and the Trump team has managed it over the past couple of months.

The press doesnt tell that story, and regardless, it gets overwhelmed by the constant drama emanating from the Oval Office.

In the case of George Floyd, theres nothing Trump could have done to stop his killing. Hes not the Minnesota governor or the Minneapolis mayor. But hes been hurt by his reflexively combative posture. His philosophy is never to give ground, so he has little appreciation for the occasional need for defensive politics to play against type, to preempt arguments against him, to couple a hard line with a soft sentiment.

As one of the most compelling showmen of our time, his metric for success is different than that of standard politicians or political operatives. He wants coverage, good, bad, or indifferent.

The St. Johns Church visit might have been poorly thought out and politically counterproductive, but who can doubt that it was a jaw-dropping spectacle?

By this standard, the period between mid-March and mid-April was an astonishing success as the online news outlet Axios has pointed out, Trump dominated former Vice President Joe Biden on cable news mentions, social media interactions, web traffic and Google searches.

But it hasnt helped his political standing. Trump is never going to change, but in the 2016 campaign, he was able to adjust and modulate at moments of peril just enough to see it through.

This is one of those moments of peril.

Losing to Biden would mean all the changes he pursued through administrative action would be subject to reversal.

It would mean, assuming Democrats take the Senate, too, that his judicial appointments would immediately begin to be counteracted.

It would mean that immigration enforcement would be drastically curtailed.

And it would mean that Trump would suffer the highest profile and most consequential defeat that it is possible to experience in American national life.

Of course, nothing is inevitable. Its only June, and hes still relatively strong on the economy. But he has created his own headwind.

If Trump loses in November, it wont be because he pursued a big legislative reform that was a bridge too far politically. It wont be because he adopted an unorthodox policy mix that alienated his own side. It wont even be because he was overwhelmed by events, challenging though theyve been.

It will mostly be because he took his presidency and drove it into the ground, 280 characters at a time.

(Rich Lowry is on Twitter @RichLowry) (c) 2020 by King Features Syndicate

Originally posted here:
A presidency is a terrible thing to waste - Lowell Sun

At one online auction last month, a 2003 Ferrari Enzo sold for $2.6 million. It was the highest price ever paid for a car in an Internet-only auction, according to RM Sotheby's. At that same auction, another Ferrari, a 1985 288 GTO, sold for $2.3 million. And, at another another recent RM Sotheby's online event, a limited edition track-only 2020 Porsche with Martini racing team stripes sold for $1.3 miliion.

"I have seen a marked growth in the number of people who will actually buy a car, will spend tens of thousands, or maybe even up to a hundred thousand dollars or more, in some cases, for a car they've not seen," said Donald Osborne, a collector car appraiser and CEO of the Audrain Automobile Museum in Newport, Rhode Island.

Online car auctions are nothing new, of course. EBay Motors has been a venue for bidding on cars since 2000. BringaTrailer.com, which started as a blog posting stories about cars for sale on eBay and other sites, began its own auction listing service in 2014. Now, BringaTrailer's site is frequently cited by those in the industry for its growing influence in the world of collector cars.

And BringaTrailer.com recently added a "Premium Listings" service, specifically for high value offerings. Last year, a 1956 Mercedes SL Gullwing sold for $1.2 million on the platform, which typically see sales closer to six-figures.

"A year ago, or a year-and-a-half ago, people would have said, 'Oh, those cars don't belong online at all," said BringaTrailer founder Randy Nonnenberg. "Or those certainly don't belong on BringaTrailer."

But for established auction houses -- like RM Sotheby's, Gooding & Co. and Barrett-Jackson -- that are just ramping up their online auctions, the virtual experience is very different from their usual live events.

Barrett-Jackson is famous for the carnival-like feel of its live auctions, events that attract huge crowds of spectators and are often broadcast live on cable television. RM Sotheby's and Gooding & Co., on the other hand, hold auctions that feel almost like cocktail parties where the cars serve as the centerpiece of conversation. Before the auction begins, attendees buy high-end finger food and drinks and nibble in between perusing automobiles often worth hundreds of thousands or even millions of dollars.

Online, all of that fanfare and personal interaction is stripped away. And when bidders can't see and touch the car themselves, information becomes the crucial element.

BringaTrailer has set the standard in the industry with sellers posting dozens of photographs of their cars so potential buyers can see every paint bubble and worn bit of leather up close.

"The traditional auction houses cannot put up six pictures of a car and sell it online because if somebody goes to BringaTrailer there are 123 pictures, plus two videos," said Osborne.

With online auctions, traditional auction companies are providing much more photography and documentation than usual, he said. Still, there's a lot about a car that no amount of photography will reveal. Appraising a car involves touching, listening, driving and even smelling, not just looking.

"I myself have sold and bought many cars online over the decades," said Osborne. "And in every one of those cases, either I have looked at the car, I sent someone to look at the car, or I've had an extensive conversation with the seller of the car. And people have just become more accustomed to not doing that. I think, ultimately, it's slightly insane."

That's one reason that Gooding said his company will actually take possession of the cars that it is auctioning and store them in a warehouse in Los Angeles so people who want to can come inspect them. RM Auctions and Barrett-Jackson also said they take physical possession of many of the cars they auction, allowing their experts to conduct in-person appraisals. If not, their experts travel to see the cars.

So far, the results for these high-end online auctions have been generally good, according to Hagerty, a company that tracks collector car auctions. At both RM Sotheby's and Barrett-Jackson's first auctions, a higher than usual number of cars did not sell because bidding did not reach the "reserve price," an undisclosed sum below which the owner will not sell.

But after RM Sotheby's most recent online auction, the company boasted that 91% of the cars offered were sold.

Barrett-Jackson is typically known for offering its cars with no reserve, but it had one on most cars this time to give sellers "a bit of a comfort level," said CEO Craig Jackson.

The prices have been good for the cars that have sold in the recent online auctions, according to Hagerty. At RM Sotheby's Driving into Summer sale at which two Ferraris topped $2 million, the cars seemed to sell, overall, for a little more than would be expected based on their condition, according to Hagerty. RM Sotheby's also said it's seeing about as many bidders register for its online auctions as it does for it's similar live events.

Gooding will be conducting its first online auction in early August.

Each of the auction houses said they had been planning to start online auctions, but acknowledged that the lockdowns accelerated the move.

"We were writing a whole new website, but it wasn't ready," said Jackson. of Barrett-Jackson. "The timing wasn't quite right for what happened but you never plan out at pandemic ahead of time."

These companies have long offered remote bidding options, including Internet bidding, at their live auctions. People could bid by phone or over the Internet and the auctioneer would accept those bids from on-site representatives, along with bids from people there in room. As usual, the auction would end when bidding topped and the the auctioneer banged the gavel.

An online-only auction works very differently. While the bidding at a live auction usually lasts for a few minutes, bidding in an online auction can go on for days. There is a set date and time at which bidding closes but online auctions usually have what is called an "anti-sniping feature." "Sniping" is the practice of placing a bid in the last seconds before an auction ends, leaving others no time to place a higher bid. In these auctions, if someone does that then the the auction clock automatically resets, allowing others a couple more minutes to bid. The clock resets again each time there's a new bid.

"It's a slower paced drama, but it gives every bidder the opportunity to continue to bid on something until they simply have just decided 'no more,'" said Ian Kelleher, chief marketing officer for RM Sotheby's.

Online sales will now become a permanent part of what these companies do, they all said. Still, there are certain types of cars, particularly older cars with stratospheric values, that buyers will only want to buy at a live event, said David Gooding, president of Gooding & Co.

"I think the online platform is excellent for cars up to a certain level of value," he said. "I would say up to $3 million."

Digital auctions like these will never offer the excitement of the live event, said Osborne. He compared it to watching a digital broadcast of the Metropolitan Opera.

"It still doesn't replace the experience of being in the room with the performers," he said.

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People are bidding online for million-dollar cars -- without seeing them in person - CNN

Chi City's squad made waves last season - and are out do well again with the same management team and squad / Picture: Jordan Colborne

Manager Miles Rutherford, assistant Graeme Gee and coaches Danny Potter and Darin Killpartrick are all committing to the club for 2020-21.

And Oaklands park bosses are hopeful most if not all of last seasons squad will stay.

It will inspire hope of another successful season for City following their debut year at step four of the non-league pyramid.

Not only did they surpass the expectations of most by flying high in the Isthmian south east division, they went on a club record-breaking run to the second round of the FA Cup.

In fact, when football froze in mid-March they were well-placed for a late run into the play-offs.

A teams second season at a higher level can be tougher than their first, but City will be confident of making a big impression again with last seasons squad still together.

City chairman Andy Bell said the club, like all non-league outfits, had found the past three months tough with no chance to get together, no income and still no news of when pre-season and the 2020-21 campaign was likely to begin.

Weve been trying to keep things ticking over but its hard, he said.

The lads will be coming in soon for some fitness and it looks like pretty much the whole squad will be staying, which is great news.

They showed last season what they could so and what a tight-knit bunch they were.

Were equally delighted the management team are all staying with us. As a group of four, they worked so well together last season and well be pleased to see that continuing.

Bell said the loss of the end of last season and the closure of the clubhouse had cost City up to 8,000 in revenue.

They have also had to pay out significant sums connected with their lease of the ground from Chichester District Council.

Bell said theyd had a business interruption grant but, like all organisations, were desperate to get their facilities open when it was ruled safe.

Ground improvement plans are being worked up and the club have launched a womens team plus under-16 and under-14 girls teams.

The mens side of the club will have an A team (reserves) in the West Sussex League plus under-23 and under-18 sides.

Longer-term they are working towards laying a 3G pitch which will allow a greater volume of teams to play at Oaklands. That could even go down next summer.

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As you were: Chichester City management and players back for more success - Chichester Observer

Heather Wood, Lifestyle Editor

Published Jun 9, 2020 at 8:00 am (Updated Jun 9, 2020 at 7:34 am)

Giving back: businessman Thomas Olunloyo believes giving back is a necessity not just something that we could do (Photograph supplied)

At 13, Thomas Olunloyo was homeless. Now, he is the chief executive of a multibillion-dollar company, ever thankful for the education he got and the hospitality jobs that helped pay for it.

So when Covid-19 shuttered restaurants and left some students trying to do schoolwork without the necessary tools, he stepped up.

Its a really big part of who I am and just how I view the world, said Mr Olunyolo, whose company Legal&General Reinsurance partnered with the Bermuda Chamber of Commerce to give grocery vouchers to restaurant workers and laptops to students in need.

For me, giving back is a necessity. Its not just something that we could do, its something that we should do and Ive been very passionate about doing so all my life.

The businessman first put that passion to work in London, where he ran a programme that taught finance to students at schools in lower-income neighbourhoods.

Part of the drive came from his early experience. Homeless and alone as a teenager, a shelter for young people got him off the streets and ultimately set him on a different path.

I came from a broken home. There were mental-illness issues in my family, which led to homelessness and abandonment when I was in my early teens, he said.

My journey since then has been one of creating for myself the reality in life that I want, effectively realising my dream irrespective of that background. And the thing that really enabled that is education.

The single thing that has opened up all possibilities, that I could be sitting here as CEO of a multibillion-dollar company, is the education that I received.

With no money of his own, he was initially enrolled in what became one of the 50 worst schools in the UK; hard work helped turn that circumstance around.

It doesnt matter where you are, if youre able to apply yourself, you can make the most out of an opportunity. I went from that school to one of the best grammar schools in the UK and then to Oxford and the rest is history, if you will.

I worked hard. I applied myself. I was very focused on what I wanted in life. Its a very simple formula, actually, that anyone can replicate to a large extent.

Work as a bartender and a waiter helped him along the way. That personal connection led him to reach out when Covid-19 left more than 2,000 servers unemployed.

According to Mr Olunloyo, 1,035 people registered for his Serving the Servers initiative which distributed 300 grocery vouchers last week.

Many people at this time need some help, some support. I think that as a community we need to come together.

One of the jobs that I did when I was a kid to make money, was working in restaurants, working in bars. Its something that got me through a lot of hard times.

Theres a lot of pain going on in that industry right now, as there is in a lot of other industries. Because of that personal connection, its something that I felt I had to do.

Mr Olunloyo has also set a goal of providing 1,302 students with computers. Working with Mirrors, he was able to identify those in urgent need; 75 students will have been given new laptops before the end of the school year.

We have to do our best, he said of the $500,000 initiative.

We cant necessarily help everyone all at the same time but we can certainly help as many people as we can right now.

We want to try to do that. We want to push as hard as we can, raise as much money as possible and make sure that it gets in the hands of those who really need it.

Describing education as the ultimate equaliser he believes the laptops are one way of creating opportunity for students as long as they are also willing to put in the work.

I actually have a personal statement I wrote when I was 14, that I was going to go to Oxford, study maths, become an actuary and run my own business after seven or eight years in the industry I did all of those things.

With the right access to education, with the right schools, any child in Bermuda absolutely can achieve the wildest extent of their dreams if they apply themselves enough. It really is a combination of opportunity and application. To have those two things, thats the magic formula, nothing else.

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No doubting Thomas: CEO reveals secret to success - Royal Gazette

Posted By Justin Sousa on Jun 12, 2020

In his first year as Director of Athletics and Recreation at Seton Hall, Bryan Felt went through a rollercoaster of experiences and unprecedented issues to deal with. An alumnus of Seton Hall, Felt joined the athletics department as director after serving in the same role for the past two years at St. Peters University. He had previously worked within the Pirates athletics department as Associate Athletics Director for External Affairs and later as Senior Associate Athletics Director. We caught up with Felt to see how he was adjusting to life in quarantine and to recap the events of his first year back at Seton Hall.

This interview has been edited for clarity.

JUSTIN SOUSA, Sports Editor of The Setonian: When you were deciding whether to leave St. Peters to become Seton Halls Director of Athletics & Recreation, why did you feel ready to take on the role?

BRYAN FELT, Director of Athletics and Recreation at Seton Hall: Seton Halls always been such a big part of my life. I felt like my 16 years at Seton Hall definitely prepared me in terms of being a Seton Hall person. Having the institutional knowledge, knowing our programs well, knowing our personnel well and knowing what it took to be really successful at Seton Hall. Those two years at St. Peters were the most incredibly valuable in my life, career-wise, because I got the opportunity to run an athletic department and make a lot of big decisions.

JS: In those two years with St. Peters, what was the biggest takeaway that you brought with you to Seton Hall?

BF: I learned a lot about myself as a manager. When you are the person that the entire department reports to, thats a lot of weight. I realized the importance of transparency and having a unified group that works together. We had to really change our culture at St. Peters, and I think we did that, and I really give credit to the people I worked with for that. I learned the importance of the right fit and how important it is to hire the right people for your organization.

JS: What are the different challenges that come with working with programs at Seton Hall that are more successful compared with those that need improvement?

BF: One of the first things I did was sit down with every head coach. I knew where they were in their dynamic and their progress, but we have some new coaches in their first or second year here. [Programs] that are still continuing to work spend a lot of time talking about what kind of pieces theyre putting in place to build the culture that they want and to bring in the right players to fit into that culture as opposed to a coach that has already established a culture and continues to find ways to build on that.

JS: You mentioned culture a few times with St. Peters and now with Seton Hall. To you, what exactly is culture and what defines the culture you want to build here?

BF: I think culture is everything. I think if you have a poor culture, you will suffer in several ways. If you have made the choice to work in college athletics, you are committed to it. Its a career that really becomes part of your personal culture and the life that you live. We work in athletics, and athletics dont happen between 9-5. They happen at night and on the weekends, so it becomes a part of your family. Im not available a lot at night and on weekends, and thats the same for my staff. I think the culture of making sure that your workplace has the semblance of a family is very important. I want to make sure that people feel they are valued and they are important and that they can always come with a problem, bring up a topic, or make a suggestion. We want to make sure that theres always comfort that they can do that.

JS: A few months into your first year as AD, you were slammed with a big problem in Kevin Willards suspension. How did you personally handle the situation and what was your process in creating a plan of action to get through it?

BF: It was all communication. Communication to make sure everyone was on the same page and that the message was the same. That was the most important thing. This was something that had external pieces to it, and I think we handled it as best as possible. We worked closely with the NCAA to make sure everything was done the proper way. We were upfront and had solid communication on how this would all transpire.

JS: What were discussions like in the athletic department when the university began to respond to the impending spread of COVID-19 throughout the country?

BF: I was involved in conversations from the get-go [with the university and NCAA]. This all happened surrounding basketball tournament time, and we just started to see dominoes fall. You saw Wednesday morning heading into the Big East Tournament, we decided to play with no fans. Then something happened with the NBA that night, and we held a meeting for the Big East that night and then again Thursday morning to cancel [the tournament] as many did. Were all dealing with something that no one really has experience dealing with. The word unprecedented is probably used nauseatingly now, but thats right on the money.

JS: How difficult was it to have those conversations with senior athletes who didnt have the opportunity to see out the entirety of their final year at Seton Hall?

BF: Its heartbreaking. Our student athletes have done such an amazing job at understanding and dealing with this situation. At the end of the day, its sports and its athletics. At the end of the day, its about the well-being of our students and every human being. We dont make light of that, and there are larger things going on in this world like the heroism of our front-line heroes and our healthcare workers. It is crushing though. Any time you dedicate yourself to anything like a student athlete dedicates themself to their sports or academics, its crushing to have it taken away from you. What you see from guys like Myles Powell on social media talking about how necessary it was to do this, but it still hurts. You take your golf teams, your baseball, your tennis and your softball, you were preparing for a year to get to the spring. For seniors, they spent their entire lives working to be a division one athlete and this was their final moment.

JS: How did the athletic department continue to provide academic support for student-athletes during online classes?

BF: Our academic advising staff has been tremendous. Within the first week of being home, we put together our wellness program to figure out how we could connect with our student athletes during this time. Our coaches are doing wellness checks and checking in on their players, but our academic staff has been doing a great job at tutoring students remotely as well.

JS: How has the athletic department handled the issue of not being able to bring prospective student athletes onto campus for formal tours?

BF: Thankfully, weve put together a lot of footage that we had filed away. Our communications department did a great job of putting together virtual tours for our recruiting needs. Coaches could talk to recruits as they walked through the virtual tours with the students. Were still trying to find new ways to adapt to recruiting, but I think were doing a great job.

JS: Whats the departments plan of action in terms of dealing with the financial burdens this pandemic has placed on the athletics department?

BF: Weve been making some very difficult decisions. We had to furlough a portion of our staff, and thats not an easy thing to do. Unfortunately, a lot of the jobs people have to do just cant be done at home, and that was part of thinking behind these decisions. We are hopeful that we will all soon be back and the people who are on furlough can come back as well.

JS: Having worked within the athletic departments of St. Peters and Seton Hall, do you have a favorite coach or player that youve worked with?

BF: There are so many. Early on in my Seton Hall career, I got to work with legendary coaches. I always loved Manny Schellscheidt. Mike Sheppard is one of the all-time greats, and I always adored Mike. When I first came back to Seton Hall, I got to work with Richie Raegan. I cherish those times working with the likes of Schellscheidt, Sheppard and Raegan. Those three come to mind because theyre coaching legends.

JS: Lets say youre at Seton Hall for at least 10 years. What does success within the Seton Hall athletics department look like to you 10 years from now?

BF: I want to continue graduating the best and brightest student athletes like Seton Hall has been doing. I want to continue building and sustaining a successful mens basketball program like we have been doing right now because its important to our university. Id love to see that for both our basketball programs. Id also love to establish traditions of success within individual programs. Some of them already do, but Id like to help others return to their glory days.

JS: If you could go back in time to give post-undergrad Bryan any piece of advice, what would it be?

BF: I wouldve reminded myself to be open to opportunities. When I left Seton Hall in 1997, the last place I thought I would be back at Seton Hall and in the athletics department. I was a broadcast and communications major, and I was very fortunate enough to have a job after graduation with MSNBC. I worked in television for about five or six years and loved it. I was so zeroed in on that being my focus, but I wouldve reminded myself that opportunities just come in all different sizes and forms.

I also would have reminded myself about the importance of people. I wouldve reminded myself about the importance of relationships because I dont think I fully understood that coming out of college. I would tell you right now that good relationships with colleagues, coworkers and supervisors are so important.

Justin Sousa can be reached at justin.sousa@student.shu.edu

See the article here:
Bryan Felt looks back on his first year as Seton Hall's Director of Athletics - The Setonian

EVEN in darkness, it is possible to create light.

So says the famous quote and its a mantra that can be easily applied to Wivenhoe author Suzy K Quinn, the first person to write and publish a book during the Covid-19 pandemic.

The Bad Mothers Virus is the latest in a best-selling series and a relatable tale dealing with the challenges of lockdown.

The backdrop may be intensely serious but Suzy puts a comical, positive spin on issues like home schooling, extra housework and braving the supermarkets. As she says, its romantic comedy meets Adrian Mole.

Its happy and sad but, in the main, an uplifting fictional story, said Suzy, who lives with husband, Demi, and daughters, Lexi, nine, and Laya, six.

I tend to think of it as light-hearted soap opera and wanted it to be funny - a book that will make people laugh if theyre feeling fed up.

Its also honest and no-holds barred. Fiction based on real life.

I tended to start really early, sometimes at 4am.

It was a challenge and a big undertaking but I wanted to do something positive, to write about the situation in a comical way.

When you laugh, you feel better and thats what I hope people take from this book.

At one point I worried I wouldnt get it done, though.

It was difficult and tiring, especially with the girls wanting and needing my attention.

Former St Helena School student Suzy is no stranger to success.

Her first novels, the thrillers Glass Geishas and Show, Dont Tell, were published in 2011.

She then wrote the Ivy Lessons, a series of romance books about a teacher and student which went on to sell over half a million copies worldwide, becoming bestsellers in the UK, America and Germany.

In more recent years she has switched her attention to the Bad Mothers Diary series - The Bad Mothers Diary (2016), The Bad Mothers Detox (2017), The Bad Mothers Pregnancy (2017) and now The Bad Mothers Virus.

While fictional, based on the trials and tribulations of main character and single, self-isolating mum Juliette Duffy, Suzy says she draws on her own life and experiences with Demi, Lexi and Laya.

Its based on real life. Im always honest, self-deprecating and dont mind poking fun at myself, said the 40-year-old.

There are lots of laughs about things like the lockdown rules and home schooling.

For us, like everyone, its been a crazy rollercoaster but its funny how quickly weve got used to things.

At the start, I worried we werent doing the home schooling properly.

I set a schedule but the girls hated it and rebelled, so we had to adapt the way we worked.

The changes we made have quickly become the norm, though, and, as a family, there have been lots of positives in terms of lifestyle.

Weve been exercising together and working out with Joe Wicks, although were now having to do that after school because the girls went back last Wednesday.

Weve really enjoyed keeping fit together and having lots of walks around beautiful Wivenhoe.

You dont always appreciate whats on your doorstep and its been lovely spending so much quality time together.

Suzy, who aims to write three books a year, is also a journalist who has previously written for The Guardian, Sunday Times Magazine and The Sun.

She loves travelling and thought she would go stir crazy during the lockdown.

Instead, she has embraced the quieter, simpler lifestyle imposed on us all.

At the start, I kept thinking it would quickly blow over, she said.

People kept talking about mild flu symptoms and I dont think anyone realised how serious it was going to be.

Weve tried new things along the way, learning new skills, and Ive taken to things I never would have expected.

For instance, Im not normally a particularly domestic person but Ive really enjoyed cleaning.

Once upon a time I would have thought what a waste of time.

Now Im finding it really satisfying and meditative, taking care of our family environment.

Its strange because I thought I would have gone stir crazy.

I love travelling and enjoy the freedom it gives you, so would have anticipated feeling imprisoned, being forced to spend time at home.

But it hasnt been like that and there isnt that fear of missing out.

Everyones in the same boat and its not like others are outside enjoying the sunshine while youre stuck indoors.

The Bad Mothers Virus has been published as an eBook and all profits will be donated to the coronavirus vaccine and NHS funds.

It feels like a really good thing to do and, from a personal point of view, its kept my mind occupied, she said.

It took some of the anxiety away and hopefully itll raise important funds for great causes.

My initial target is to raise 10,000 but Id love to get to 50,000. So far, its doing well and, in terms of pre-orders, it was in the top 500 in the eBook charts.

More:
Wivenhoe author combines fiction with her personal experiences of life in lockdown - Gazette

A 20-YEAR-OLD businesswoman who launched a company from her bedroom has told how she wants to give Muslim girls across the country their own "crown".

Hafsah Syeed, who lives in Heaton, launched DU'AAA Ltd back in 2017 after noticing a gap in the market for affordable modest wear.

Having always worn modest clothing, she realised how expensive it was becoming and, at just 17, she expressed dreams of one day owning her own business.

But it was only when she sat down with her parents and explained she wanted to take a gap year that dream, DU'AAA, turned into reality.

Her mother gifted her a sewing machines and she sent off for materials and also packaging from eBay.

Three years on, Hafsah has told of her brand's success and now plans to launch a sports-wear Hijaab collaboration with her high-profile sister Safiyyah Syeed, known more popularly as The Hijabi Boxer.

Hafsah, who says she feels like a "princess" when her Hijaab is on, told the Telegraph & Argus: "In 2017 I was still in sixth form. I thought I needed to do something that would help the community more and bring something into my life which would help other people.

"I sat down with my loved ones and family and asked them 'What do you think I should do?'. One of them said 'You should do Hijabs, you've worn them since you were five'.

"I can bring my personal touch to it, I can bring my unique style.

"I brainstormed a few ideas.

"I'd done a bit of research on how businesses design. I didn't really know much about business. I got materials.

"These days modest clothing has a price tag.

"In Victorian times people looked elegant, they looked modest.

"You can style the Hijaab the way you want. You can style it the most stylish way ever, you can wrap it around in so many different ways.

"My Hijaab is like my crown, you know how every princess has a crown, it's a protector.

"It makes you feel as though nothing can get in the way with you and your relationship with God.

"It signifies such a close relationship with God, I'm following my religion.

"Every time you wear, in our religion, it's the angels of God and they give prayers to us."

Her new 2020 collection has just launched as she carefully sews each label on by hand.

As her brand grows, she has now increased her prices but vows to keep it in the affordable bracket.

She explained: "Since I was younger I've always been wearing modest clothing.

"It is so expensive.

"They put the pricing so high and people are going to buy it as that's the only modest clothing at the time."

Hafsah is currently studying psychology at university and works as a sales assistant at Superdrug on the weekend.

She says she is constantly inspired by the "drive" in Bradford's business community.

"You realise how lucky you are when you're in Bradford," she explained.

"I love they've all got that drive and motivation.

"They're not letting anything stop them."

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Businesswoman Hafsah Syeed, 20, on her DU'AAA Hijaab success - Bradford Telegraph and Argus

FMCG major Godrej Consumer Products Limited (GCPL) on Tuesday announced that Nisaba Godrej, currently the Executive Chairperson of the company, will take over the role of Managing Director and Chief Executive Officer of the company with effect from July 1, 2020. The announcement follows the resignation of Vivek Gambhir, GCPL's current Managing Director and CEO, who stepped down citing personal reasons.

"Vivek Gambhir, GCPL's current Managing Director and CEO, has resigned for personal reasons and will step down as Managing Director and CEO on June 30, 2020," GCPL said in a filing to the Bombay Stock Exchange.

Nisaba Godrej has been appointed as Managing Director for a period till September 30, 2022, subject to the approval of the shareholders in the ensuing Annual General Meeting. She will also continue to be the Chairperson of the Board till March 31, 2022, Mumbai-based consumer goods company said in its statement.

Nisaba is also the Chairperson of Teach for India and sits on the board of Godrej Agrovet and VIP Industries. She is the daughter of Adi Godrej, Chairman Emeritus of Godrej Group, and non-executive directors sister of Tanya Dubash and Pirojsha Godrej.

Commenting on leadership change, Nisaba Godrej said: "I would like to thank the board for reposing their confidence in me. Humanity is going through difficult times right now and GCPL is committed to doing whatever is necessary to serve its stakeholders and community. I look forward to working closely with our talented team to drive our company ahead with clarity, hard work, kindness and a strong sense of purpose, to emerge stronger on the other side."

"I also want to take this opportunity to thank Vivek for his many contributions to Godrej over the past 11 years. Vivek and I have had a strong partnership for over a decade. He is someone who has not only created a lot of value for Godrej, but has also been a wonderful friend and mentor to me. We wish him much success, health and happiness for the future," she added.

Vivek Gambhir said, "After 11 fulfilling and wonderful years with Godrej, it is time for me to move on to chart the next phase of my journey. For the past many years, I have been living away from my family and seeing them only on weekends. Recently, I had some health problems that made me think more deeply about my lifestyle. Thankfully, I have fully recovered. I would now like to be able to spend more time with my family."

Ahead of the announcement, shares of Godrej Consumer Products Limited (GCPL) ended Tuesday's trade at Rs 659.35 apiece against previous close of Rs 658.10 on the BSE.

By Chitranjan Kumar

Also Read: Coronavirus effect: Maruti Suzuki's production plummets 97.5% in May

Also Read: India Inc. set to spend entire CSR budget on coronavirus; no space for other causes

See the original post:
Nisaba Godrej to succeed Vivek Gambhir resigns as Godrej Consumer's MD and CEO - Business Today

The economy is reopening, so make sure you're not closed off to these survival strategies.

June 11, 2020 5 min read

Opinions expressed by Entrepreneur contributors are their own.

Due to the devastating impact of COVID-19 pandemic on the restaurant industry, one of my coaching clients, Alex, an entrepreneurial executive who served as the Chief Operating Officer (COO) in a regional chain of 24 diners in the Northeast, wanted to explore switching to a different industry.

Alex turned to me as her executive coach and asked for my guidance in early March, before the lockdown fully took hold. I recommended a five-step decision-making process that addresses the dangerous judgment errors we make called cognitive biases, which devastate our decision-making in both our professional and personal life. And now I'm going to share them with you.

Alex and I settled on a list of people she would turn to, including:

Related:Finding Jobs and Building Careers in the Age Of COVID-19 and Beyond

With the data she had on hand, I asked Alex to come up with a list of critical goals, which should address underlying issues as well. We identified three:

We then came up with a number of criteria relevant for the switch and ranked them on her priorities, with 1 at the low end and 10 at the high end:

Initially, Alex listed just one option for switching:It was obvious that she was already leaning towards the food-delivery industry. However, I convinced her to add more options so that she will have fiveat minimum. She took a bit more time deliberating and finally came up with a handful:

At this point, Alex was still leaning towardher favored option, which was to shift to the food-delivery industry. However, I cautioned her to consider each one carefully. We went together through each option, ranking them on the criteria variable. To do so, we made a table with options on the left and variables on the top. Then, after ranking each option on the relevant criteria, we multiplied the ranking by the weight of the criteria, as seen in this table.

Options

Salary

(8)

Innovation

(5)

Room for growth

(6)

Stability

(7)

Ease of transition

(5)

Total

Current position

7

1

2

1

10

130

Food delivery

5

3

4

4

8

147

Meal Kit

5

7

4

3

3

135

Food processing

6

2

5

5

3

138

Grocery store

8

5

9

8

5

224

Alex was surprised that the grocery store option came out as the best option. Thats because grocery stores boomed due to the pandemic and were hiring both workers and executives left and right.

First, imagine the decision completely fails and brainstorm for the reasons for the failure. Next, consider how you might solve these problemsand integrate the solutions into your implementation plan. Then, imagine the decision succeeded. Brainstorm all the reasons for success and integrate these to the plan as well.

Alex imagined that the switch to the grocery store industry failed because of her lack of a proper network to source for job opportunities and her unwillingness to step down to a lower-ranking role. To address these, she decided to spend a month growing her network so that she could make new contacts. Alex also decided to get in touch with former colleagues and mentors who had stepped down from top leadership roles to get their insight on what they learned from the experience.

Finally, when she imagined that the decision to shift to a new role and industry was a success, she determined that this was largely due to her efforts to efficiently transition to her new role and industry by building new core skills.

Alex was able to successfully shift industries. Within sixweeks, she was able to get into a large grocery chain as Senior Vice President of Prepared Foods. While it was a step down from her role as COO, she was able to get a compensation package that was 85 percentof what she received at her former company, owing to the fact that she had joined a much larger organization in a booming industry.

She decided on the following as her metrics of success:

Related:How Entrepreneurs Can Cope (And Come Out Stronger) Through the COVID-19 Crisis

As Alex's examples illustrates, your career growthneednt take a back seat as the nation's economy gradually recovers. When job hunting, as ever, just be ready to network intensively and develop new skills.

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5 Steps to Protect Your Career As We Turn Toward Recovery - Entrepreneur