Longtime community leader brings four decades of management experience, including in the hospitality industry.
Barry Flink
Barry Flink, executive vice president and partner of Flex HR, Inc., has been named to the advisory board of Departures Magazine. The publication is a source for high-end travel, restaurants, hotels, and fashion, shopping, art, and culture.
Flink has 40 years of management experience in multiple industries. His favorite jobs have always been in the hospitality industry. He has held senior-level management positions in Westin Hotels & Resorts, InterContinental Hotels, Service America Corporation, the Greyhound Corporation, and the Peasant Restaurants, Inc., based in Atlanta. He began his career in the hospitality industry as the Hyatt Hotel Corporation’s first national management trainee.
Flink is also an executive in residence at Kennesaw State University and has served on the board of directors of Georgia Tech’s College of Management as well as KSU’s Coles College of Business. He has also served on the President’s Advisory Board of Oglethorpe University.
He has been a visiting lecturer at Cornell University, Washington State University, Florida State University, Georgia Tech, Georgia State University, Emory University, and the University of Guelph and Ryerson University in Canada. He also wrote a chapter for a college textbook, “Business Acumen II.”
Flink was board chair of the Edge Connection and has served on the Small Business Council of the Metro Atlanta Chamber of Commerce, the board of directors of the American-Israel Chamber of Commerce, and an advisory board of Saint Joseph’s Hospital.
During my college years, I learned that if I completed my term papers early, I would have the flexibility to avail myself of interesting opportunities. That usually meant enjoying social events with my Fraternity Brothers. Besides, I never saw the point of adding stress to my life by waiting until the last minute to tackle a project.
Last weekend was a great example:
Last week, my friend Michael Moore invited me to join him for a Saturday Morning meeting of the Atlanta Chapter of the National Speakers Association (NSA). I was not familiar with the NSA, but I would like to become a better speaker. I called Michael for more information. He told me he had been a member for many years and thought I would enjoy the event. He said the meeting would begin at 8:30 a.m. and end at noon. Additionally, he reminded me to bring my mask as the meeting would be fully Covid-19 compliant. Since I had already completed and published my weekly blog post, my Saturday was clear. I was sold. I registered for the event immediately after our call.
As with most meetings, the first thirty minutes is usually for check-in and networking. It is rare for me to attend an event in Atlanta that I do not encounter people I know. Arriving early provides an opportunity to meet new people and catch up with friends. I made plans to arrive at 8:30 a.m.
Background of NSA
The National Speakers Association (NSA) was founded in 1973 to help its members become more successful by providing education, tools, and resources. NSA members include speakers, trainers, educators, humorists, motivators, consultants, and authors from a variety of industry segments. NSA helps build eloquence, expertise, enterprise, and ethics. Their Mission is “Empowering professional speakers to thrive and influence. We elevate excellence, share expertise, and challenge one another to improve.” NSA’s values are to “provide mutual support, shared success, giving back, and cooperation over competition to build a bigger pie.” Clearly, this organization is aligned with my goals and values.
Full Covid-19 Compliance
I arrived on-site at about 8:30 a.m. and was greeted at the door by my host and another gentleman who I did not know. I later learned that he was the Barry Banther, the keynote speaker, and Incoming NSA National Board Chairman. I proceeded to ‘checked-in’ where I filled out a brief Covid-19 questionnaire and had my temperature checked. As I was obviously healthy and wearing my mask, I received my name badge and was directed to the meeting room. Already in the room, several people were engaged in conversation. You know, networking. Not surprisingly, I encountered a colleague and the speaker for my upcoming BENG Atlanta Chapter meeting. Before the official meeting began, I was able to ‘catch up’ with my colleague and prepare my speaker for Tuesday’s meeting. After catching up with those folks, I encountered a third acquaintance who had attended a few of my events. That is networking in Atlanta. You usually find people you know at any event you attend.
The meeting room was staged to accommodate the attendees as well as those participating via ZOOM. The layout included a well-appointed elevated stage for individual presentations and interviews. It was well-lighted and flanked by video monitors. It was not a particularly large room, but it could easily accommodate sixty people. It was more than adequate for the twenty members and guests seated appropriately for social distancing. It is an excellent venue for my meetings.
The Meeting
Thurman Interview
The formal meeting began promptly at 9:00 a.m. with a welcome and presentation of the organization’s mission. This was followed by the introduction of guests and our hosts. The next item on the agenda was the Installation of Chapter Officers for 2020 – 2021. The ‘warm-up’ Speaker was Dan Thurman who talked about his experience starting out as a professional speaker.
The Keynote
Barry Banther, the Keynote Speaker was impressive. I suppose that should be expected of the incoming NSA Chairman. Barry’s talk was titled “How to Build
Barry Banther Keynote
a Sustainable, Profitable, and Fulfilling Business as a Speaker.” It was an excellent presentation! He used a lot of stories to drive home his points, holding our attention. His talk was particularly relevant as it was similar to one of mine. I received many ideas to improve my presentation which justified my attendance.
Conclusion
There are good reasons to avoid procrastination. In addition to creating stress, procrastination can result in lost opportunities. If you believe, as I do, that networking and continuous learning are important professional skills, you should engage in those activities whenever possible. For me personally, I believe that public speaking is a fundamental skill to be developed. I was fortunate to be able to accept my friend’s invitation to the NSA Meeting. Completing my work early in the week paid off big-time.
Thank you for visiting our blog.
Jim Weber – Managing Partner, ITB Partners
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Ron Weinstock of Weinstock Marketing and ITB Partners lands New Client, Disinfect Group.
Disinfect Group USA, offers a variety of systems to allow retailers, offices, venues to reopen safely. Total flexibility of units depending on the size needed. All manufacturing is in the USA. Disinfect Group USA’s product has the ability to:
Disinfect people and their belongings safely – 99.9999% effective
Take thermal temperatures
Count capacity in/out
On product branding
Offer LED sponsorship opportunities
Disinfect Group – Sanitation Tunnels
SANITIZING TUNNELS
Dry Fog is an innovative new product that creates an invisible “haze” in our tunnels which are completely safe and approved for use on humans against viruses and bacteria. It works using electrolyzed water technology.
Available with 1 to 5 tunnels and comes as a fogger or a misting sprayer.
SANITIZING FOG
Each visitor and worker pass through a completely safe dry fog before
gaining access to your facility.
THERMAL IMAGING SCANNER
Screens for elevated body temperature at a safe distance for employees and guests entering your facility. Alerts staff when a high temperature is detected.
DIGITAL CAPACITY COUNTER
Add a Body counting camera that helps you know exactly how many people are in your venue or facility at all times.
NO-TOUCH SANITIZER DISPENSER
Automatic hand sanitizer dispensers allow everyone to disinfect their hands helping stop the spread of viruses.
STAY CLEAN. STAY SAFE. RETURN TO WORK.
Contact Ron Weinstock for more information.
(310) 663-7669 | ron@weinstockmarketing.com
Ronald D. Weinstock
Ron Weinstock is an experienced restaurant and retail industry executive, consultant, and entrepreneur.
Over thirty-plus years of successfully launching, building, and revitalizing national and regional brands have positioned Ron Weinstock as a business and marketing leader in industries that include restaurants, financial, health, entertainment, and retailing. Ron is a business and marketing executive with a proven track record and a passion for team building, which/that includes leading cohesive & purpose-driven teams that consistently deliver exceptional results.
Have you heard of “cashback shopping”? If you have heard of Rakuten (formerly Ebates), then you have experienced the leading example of business to consumer (B2C) cashback shopping. In B2C cash back shopping, the cashback is paid directly to the shopper as an incentive to buy. Why? It is much less expensive to sell an item on-line than in a brick and mortar store. Online retailers take a portion of these savings and invest them in cashback advertising to bring more shoppers into their on-line stores and encourage on-line vs. in-store purchases.
This same cashback shopping concept can be also be applied in a business to business (B2B) environment. The biggest drawback of B2C cashback is that shoppers are reluctant to provide their personal contact information to someone they do not know, in this case, Rakuten. In the B2B environment, shoppers already have a relationship with the sponsoring organization. The sponsor might be their bank, church, favorite restaurant, or any number of other organizations. The key is for the sponsoring organization to have a trusted relationship with the shopper. In many cases, the sponsor may already have significant personal information on the shopper and be sending the shopper regular communications.
Most organizations with ten thousand plus (10,000+) patrons can benefit through adopting cashback shopping as a component of their on-going promotion program. The more potential shoppers, the greater the benefit. The cashback that flows to the organization can be utilized as a donation (for churches and charities), to pay for future purchases (retailers), and to pay a portion of the price of current purchases (grocery stores, insurance providers, and power companies). Most sponsors keep at least a portion of the cashback to pay expenses and as accretive to profit.
The benefit to the organization can be quite substantial. For example, a charitable organization that is keeping 100% of cashback as donations can expect to receive roughly $1 million per 10,000 shoppers. A commercial business will receive the same amount but will likely pass 80% or more on to the shopper in one form or another. Therefore, a commercial operation keeping 20% of cashback will be retaining roughly $200,000 per 10,000 shoppers.
To learn more about cashback shopping and its potential for your organization, contact Philip A. Davis at pdavishr@comcast.net or 678-977-5578.
Thank you for visiting our blog.
Jim Weber – Managing Partner, ITB Partners
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Jim Cichanski, CEO of FlexHR will present HR Trends 2020
Distress in the workplace? You’re not alone. This Human Resources trends discussion will focus on the essentials business owners must know in today’s’ world, as well as to stay compliant with labor and IRS laws during current times. This review takes a deep dive into policy, best practices, and HR operations.
We’ll guide you through tangible situations and how the repercussions can cost tens of thousands of dollars to your organization. Next, we will review the “Risk Factor” of actions that are critical for managing the human side of your enterprise.
This session will include COVID conversations, details on how to stay out of trouble and reduce risk factors, clarifying policy, laws, handbook communications, managing millennials, and how to hire and fire employees in a social distancing environment. And finally, we will open the forum up to go through questions and answers.
Your presenter is Jim Cichanski, the founder and CEO of Flex HR, Inc. and a Preferred Partner of VSG. Jim also spent 27 years in the Army National Guard achieving the rank of Colonel, was inducted into the Officer Candidate School Hall of Fame, and received numerous awards including the Legion of Merit. Jim holds a BA in Applied Behavioral Sciences, is a graduate of the Department of Defense Equal Opportunity Institute, has served on the board of HealthSource of Georgia, and was an inside board member for 17 companies. He is an ongoing active member of various HR and Angel Investor professional organizations.
Jim Cichanski – CEO FlexHR
Flex HR, Inc. was selected Best of Johns Creek Award in the Business Human Resources Consultant category by the Johns Creek Award Program last year, and this year was inducted into the Johns Creek Business Hall of Fame. The Atlanta Journal-Constitution awarded Flex HR “Best of Atlanta Business Profiles” while Outsourcing Gazette magazine listed Flex HR as the “Top Most Promising HR & Staffing Service Vendors.” For 3 years INC Magazine recognized Flex HR as an Inc 5000 “Fastest Growing Privately Held Companies in America”. Jim was also recognized by the North Fulton Chamber of Commerce as the “Small Businessperson of the Year.” Catalyst Magazine acknowledged Flex HR as 1 of 18 Companies CEO’s in Atlanta would like to own. Jim is married to his wife Eldeen for 40 years, has two daughters and 4 grandchildren. He recently served on the Board of Directors for HomeStretch and is an active board member and investor in several Human Resources related ventures.
I taught my grandsons there are only two places in the entire universe: “Here” and “There!”
When one would ask if I had seen his baseball glove, I would respond, “No, it’s not here. So it must be there!” They thought that was pretty neat and I would overhear them telling their brothers the same thing!
So as a business owner, you should know where you ARE – you have your numbers. But where do you WANT to be – say in 5 years? Where is your THERE?? What does it look and feel like? Why do you want to get there?
Having worked with hundreds of business owners domestically and internationally, I am always saddened to have a client tell me they don’t know or aren’t sure where they want to be in that time frame.
I remind them of what the Cheshire Cat told Alice, “If you don’t know where you’re going, any road will get you there!” But that “there” may not be the “there” where you intended to go!
No one disputes the necessity of planning, but the truth is that many business owners spend more time planning a vacation or a hunting trip than planning the future of their business.
I believe the primary reason is that the cares of the daily operation of the business choke out the priority of setting aside time to do the reflection necessary for a clear path forward. Stephen Covey wrote about the conflict in his seminal book First Things First, where he addressed the URGENT against the IMPORTANT.
In Quadrant I are the Urgent AND Important issues; these are the fires that have to be put out to keep the business running. Operational breakdowns, bad quality, customer complaints, delayed shipments, employee disagreements, and the list goes on!
Quadrant II is where the Important issues that are NOT Urgent reside. This is where ALL the important issues of life reside: date night with the spouse, attending the kid’s ballgame or dance recital, reading important literature, meditating/praying, planning, reflecting, taking care of our health. We all recognize the importance of these activities in our lives, but our spouse won’t divorce us if we miss a date night – – – the fires burn up our relationships.
The paradox of this is that the ONLY way to get control of Quadrant I is to camp out in Quadrant II! Do the planning necessary to PREVENT the fires in the first place!
Let’s be honest, charting the path for a business five years out can be a daunting exercise, but it is essential to arrive at our “There!”
Strategic planning is of paramount importance. If you would like more information, feel free to contact me for a FREE 45-minute “The Bridge to There” presentation in your operation. Get a high-level view of what your future path can be!
Ralph Watson
Ralph Watson has a varied and extensive career spanning 45 years of increasingly responsible positions in both sales and operations in a very diverse mix of industry specialties, including food processing, textile and apparel, financial services, and professional management consulting.
Ralph served as a Senior Executive Analyst with a number of international consulting companies focused on the family-owned, privately held market where he distinguished himself as one of the top analysts in a highly competitive field. In early 2014, he personally coached 10 businesses in Europe.
Ralph C. Watson, Jr. 404.520.1030
Thank you for visiting our blog.
Jim Weber – Managing Partner, ITB Partners
I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox. Toward this end, put your contact information on my mailing list.
Your feedback helps me continue to publish articles that you want to read. Your input is very important to me so; please leave a comment.
Doug Reifschneider is a dynamic marketing leader with 30+ years of experience in the restaurant industry and a demonstrated history of driving growth through the creation and delivery of unique, creative brand strategies enhancing customer affinity and market position. While at Firehouse Subs, Mr. Reifschneider helped achieve a 4X increase in locations, to 1,030 restaurants generating $684M in revenues and 19.4% average annual sales.
During his foodservice career, he navigated the ever-changing marketing/advertising environment. The advertising menu proliferated from a relatively short list of tactics (TV, radio, print [direct mail, magazines, newspaper, etc.0, OOH, POP and direct selling) 20 years ago to thousands of online options which included but was not limited to display, native, SEO, SEM/PPC, web sites, landing pages, mobile and others. Doug has experience with all of it and is always looking for new technologies to exploit such as Blockchain.
Throughout his career, he consistently strengthened brand equity, grew the customer base, and boosted revenues through the development of innovative marketing campaigns.
Register in advance for this meeting:
James Weber is inviting you to a scheduled Zoom meeting.
Topic: BENG Atlanta Chapter July Meeting
Time: Jul 14, 2020, 07:30 AM Eastern Time (the US and Canada)
Robert Steele has 40 years of Insurance, Employee Benefits, Healthcare, and Technology experience as a sales and marketing executive. Robert’s biggest asset is his ability to take companies in transition and turn them around when sales, marketing, or product development was causing financial or operational bottlenecks.
He has taken four companies that were all facing growth problems with a different underlying problem at each company and created new opportunities for growth, financing, or product development and enhancement. Robert loves challenges. Adapt to dealing with C-Suite executives where a trusted advisor relationship becomes the difference between making a sale and losing a sale is a key to his success. His innate ability to ask key questions, at the right time, to get executives engaged in the process has led Robert to close six, seven, and eight-figure deals.
Robert’s passion is helping teams re-invent themselves to a level of excellence in their sales activity and exceeding objectives. He has mentored peers, colleagues, and even competitors to think differently about themselves and their approach to problems that have been plaguing their sales challenges.
Like the eye of a hurricane, businesses raked by the leading edge of the COVID-19 pandemic are now taking a cautious look outside. Though the winds have subsided, and it’s tempting to think that the worst is over, the eye simply gives us a chance to prepare for what’s left to come. But the time is now to begin planning for the rebound.
If you withstood the worst of the impacts of the pandemic so far, you likely have accepted that the storm was coming, and had battened down your hatches (or at least applied for PPP funding to keep vestiges of your business afloat). Now, as we can start to imagine a future, it’s critical to have your plan in place when the rebound hits.
For those who haven’t been willing to consider the details needed in your post-pandemic recovery plan – or simply weren’t willing to “go there” – now is the time to plan for your rebound.
The public has been released from their quarantine in many states and other states are scheduled to open. Research indicates consumers will be ready to shop and dine. The world into which they will venture will indeed be changed. Will their appetite for dining with you also be transformed?
In my view, planning for the rebound – the re-grand-opening into the brave new world – will require a three-step planning process:
An accurate assessment of NOW – Analysis and cost-cutting based on where you are today, and how you’ll conduct business until social distancing is no longer needed;
Planning for NEAR – Executing on pivots or changes to your offerings to help your cash flow to improve your survivability, and;
Plan NEXT – Stop random acts of marketing and follow the 12-step approach that follows “The Growth Gears,” a strategic marketing book authored by Art Saxby and Pete Hayes, to plan for your recovery.
Where have your customers gone? Are they still in need of your unique brand of hospitality? Have you maintained your competitive edge? Can you keep your employees active and engaged in the business? Many businesses are grappling with these and other questions, as they fight for survival in an apocalyptic present, and uncertain future. Here are four tips to consider when planning for the rebound and assessing your business:
Review costs
Most people have already done this – things like canceling recurring services that are simply irrelevant, asking for payment terms on necessary services, and in general, having a series of difficult conversations about labor, supplies, and rent. Job No. 1 is to understand your cash flow – and factors influencing it.
Review competition
What is your competition doing now? How have they pivoted? Did they reduce hours of operation? Were they forced to close? Is there something you could do with your local competitors to encourage customers to order takeout and delivery? For example, an entity called “The Great American Takeout” has formed, and has encouraged customers via social media posts to takeout food to support restaurants every Tuesday since March 24.
Reconnect with your employees
Did you furlough or lay anybody off? With the crew that is left, what has the pandemic done to morale? How are you? Now is the time for frequent communication with your current and past employees. To prepare for reopening, you should prepare a plan to re-hire and train employees.
Reassign tasks
To keep employees on the payroll (assuming you have sales because you are offering curbside pick-up or delivery), reassign team members to answer the phone, shuttle deliveries, or serve as curb-side ambassadors. In the short term, this could also mean repurposing the business for strictly philanthropic purposes. One restaurant invited the American Red Cross to park its Bloodmobile in their parking lot for a blood drive to help medical professionals.
Step 2: PLANNING FOR NEAR
Planning for the rebound needs to happen now. If you’ve withstood the worst of the pandemic so far, you may find that the tweaks you’ve made temporarily should be considered for permanence. Now, more than ever, understanding the customer’s needs and wants – and how you are positioned to be a guiding force in their upturned lives – can be a make or break proposition. Here are some ways to be a part of this change:
Rethink offerings.
If you’re a restaurant, you might offer groceries or sell toilet paper. Most restauranteurs reduced their menu offerings to optimize the to-go experience. For retailers, this can involve sticking with conveniences like online ordering and curbside pick-up. Creativity is key. Here are some creative examples:
Red Roof Inns: The lodging company offered up hotel rooms as a remote office and alternative resting spaces during the day for truckers for only $29.
Fogo de Chao: The unique Brazilian restaurant shifted its focus to offer curbside packages of ready-to-grill cuts of meat.
Wow Bao: The restaurant has begun “selling the materials necessary to make a simplified version of their menu of bowls, buns, and potstickers to other restaurants and ghost kitchen facilities,” according to the website Restaurant-Hospitality.com.
Subway: The sandwich chain is testing a Subway Grocery concept in California. The beta program allows customers to order items such as baked bread, deli meats, sliced cheese, vegetables, and soups.
Panera: Like Subway, Panera Bread has launched a grocery offering at scale to allow customers to order essential grocery items such as loaves of bread, milk and produce, and to have the items available for delivery or drive-up pickup.
Reconsider sacred cows
As businesses rethink their offerings, they can run smack into certain “sacred cows” that seem to be integral to their identity. For example, a full-service eatery may balk at delivery options, since that fish dish might be ruined in the 30 or 45 minutes it takes to deliver it. This is no time for those kinds of pretensions. Find a way to make a meal pack, or focus on offerings that can be delivered successfully. Several restaurants have created pop-up drive-throughs, with no more than a tent and a landlord’s blessing. And the likes of Home Depot have shifted to curbside pick-ups even as it prided itself on counseling customers in the store.
Reschedule Initiatives
Retailers and restaurants that had planned remodeling projects could move those up, but only if the resources exist to do so. Only the best-capitalized businesses will be able to embark on a remodeling project now, but if you can move up the date, it’s worth doing while your dining room or bricks-and-mortar location is closed. Of course, such initiatives can still be hindered by government directives that limit non-essential work and will vary by municipality.
Reconnect
Communication matters more than ever. We may be keeping our distance physically, but we’ve never been more social. We have regular Zoom happy hours, and we can still call upon clients virtually on a regular basis. B2B companies will have closer relationships since they sell directly to their clients, but B2C companies shouldn’t go quiet either. They need to reach out every few days, so long as they are mindful in tone and content.
On an April 8 webinar sponsored by Valassis and featuring data from Technomic, they suggested:
Source: Valassis
If you can maintain communication with your customers through advertising, social channels, and email, do it. You must be mindful of your tone and message, but the research of the past 93 years is clear – if you can maintain or increase your advertising during a downturn, especially when your competitors don’t, you will be rewarded with higher sales and market share during the recovery.
Step 3: PLAN NEXT
Opening Soon
Planning for the rebound sooner, rather than later, is critical. Those who wait for the rebound to begin will be late to the party. If you wait too long, you will likely lose market share to more aggressive competitors.
With what you’ve gleaned from studying your competitors and company in Step No. 1, above, it’s time to learn more about your customers as they exist today, to get an idea of what and who they may be in the future. The shifts in public policy, social interactions, virtual workspaces, and personal hygiene will likely be tectonic in scope. As a result, you need to understand how the shifts will affect your business and which ones you may be able to exploit.
Ways to learn about your customers now, so you can plan for the Next.
Google Analytics – Look for shifts in devices used, demographics, source of traffic, etc.
Email surveys – Query your customers about their lifestyle, media preferences, food choices, favorite foods, etc. as they were prior to the pandemic, and as they are now. Do a gap analysis to find opportunities.
Read – Information abounds online regarding perceived or guessed new behaviors by many sources. Pete Hayes, CMO, and Principal for Chief Outsiders outlined the basic steps to follow in his blog “COVID-19 Crisis – 12-step Pre-Recovery Checklist for CEO’s. Also, McKinsey & Company posted an opinion on how to prepare for the next stage of the crisis. Their opinion is deeply rooted in management consulting expertise and is more about preparation for the next stage of the crisis vs. recovery.
Regardless of your current posture on the COVID-19 pandemic, it is a certainty that the danger will eventually come to an end. Now is the time to be sharpening your pencils and honing your strategies so you can be ready for the next steps.
I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox. Toward this end, put your contact information on my mailing list.
Your feedback helps me continue to publish articles that you want to read. Your input is very important to me so; please leave a comment.
Stocks shook off the 5.9% S&P 500 Index drop a week ago Thursday by gaining three days in a row before fading a bit at week’s end. While researching and reading this week, two charts stood out to me that tell us quite a lot about how investors have reacted during this volatile market and what could be next.
Incredibly, nearly a third of all investors over 65 years old sold their full equity holdings. With stocks now back near highs, this is yet another reason to have a plan in place before trouble comes, as making decisions when under duress can lead to the exact wrong decision.
As shown in the above chart, according to data from Fidelity Investments, nearly 18% of all investors sold their full equity holdings between February and May, while a much higher percentage that was closer to retirement (or in retirement) sold. Some might have bought back in, but odds are that many are feeling quite upset with the record bounce back in stocks here.
Along these same lines, investors have recently moved to cash at a record pace. In fact, there is now nearly $5 trillion in money market funds, almost twice the levels we saw this time only five years ago. Also, the past three months saw the largest three-month change ever, as investors ran to the safety of cash. If you were looking for a reason stocks could continue to go higher over the longer term, there really is a lot of cash on the sidelines right now.
Stocks are Overbought
Last, I noted a few weeks ago that the extreme overbought nature of stocks here is actually consistent with the start of a new bull run, not a bear market bounce, or the end of a bull market. Adding to this, the spread between the number of stocks above their 50-day moving average and 200-day moving average was near the highest level ever.
Looking at other times that had wide spreads, they took place near the start of major bull markets. Near-term the potential is there for a well-deserved pullback, but going out 6 to 12 months, stocks have consistently outperformed historically.
About Integrated Financial Group
My firm specializes in working with people that experience what we call “Sudden Income.” Typically the income came from one of these events:
1) Accessing and Managing Retirement Assets
2) A Performance Contract (Typically a Sports or Entertainment Contract)
3) Divorce Settlement
4) An inheritance or Insurance Payout
5) Sale of a Business or Stock Options
6) A Personal Injury Settlement
I believe the unique nature of these events requires specialized professional experience, empathy, and communication to deal with both the financial changes and the life changes that inevitably come with them.
My clients value my ability to simplify complex strategies into an actionable plan. They also appreciate that I am open, non-judging, and easy to talk to about their dreams and fears. Each client defines financial success differently and my goal is to guide them from where they are now to where they want to be. As my client’s advisor, my goal is to provide them with a lifetime income stream, improving returns, protecting their funds, and managing taxes.
Firm Specialties:
Retirement Planning For Business Owners & Executives
Woman’s Unique Financial Planning Needs
Professional Athletes
Investment/Asset Allocation Advice
Estate Planning
Risk Management
Strategic Planning
Kevin was listed in
The Wall Street Journal as “One of the Financial Advisors In The Southeast That You Need To Know”
Kevin was listed in Forbes Magazine’s Annual Financial Edition as a Five Star Financial Advisor
Kevin has been awarded the FIVE Star Professional Wealth Manager in Atlanta Magazine in 2012, 2014, 2015, 2016, 2017, 2018, and 2019.
Award based on 10 objective criteria associated with providing quality services to clients such as credentials, experience, and assets under management among other factors. Wealth managers do not pay a fee to be considered or placed on the final list of Five Star Wealth Managers.
KEVIN GARRETT, AWMA, CFS
Integrated Financial Group
200 Ashford Center North, Ste. 400 | Atlanta, GA 30338
Phone | 770.353.6311
Email | kgarrett@intfingroup.com
I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox. Toward this end, put your contact information on my mailing list.
Your feedback helps me continue to publish articles that you want to read. Your input is very important to me so; please leave a comment.
