Guest Blogger

Posts by Thought Leaders and Business Leaders who are not our regular bloggers but have valuable insights and personal stories to share with our readers.

the ceo magazine, entrepreneurship
Wendy Raizin, Founder & Designer at Raizin Design

While working as an investment banker within New York’s famous financial district, I made the bold decision to pursue my creative eye through interior design. Since launching my business, Raizin Design, LLC, in 2002, I have turned my passion into profit by making a name for myself as a “designer for the stars,” creating and executing high-end home designs for the likes of Hollywood director Judd Apatow.

the ceo magazine, security
Wes Wernette, FireKing Security Group

Security Practices Every Business Should Follow  

To paraphrase Forrest Gump, secure is as secure doesProtecting your business is an ongoing process. After all, security threats never take a day off. It pays to take precautions on both sides of the door.

the ceo magazine, tax saving tips,
Gary C. Smith, President & CEO, NAEIR

If yours is like many companies, you’ve got pallets of excess inventory taking up valuable warehouse space and putting a drag on your bottom line.  

The good news is, there’s a smart, easy way to turn that slow moving inventory into a hefty asset. One that doesn’t involve profit-devouring discounts or liquidation hassles. It’s called product philanthropy. And for C Corporations, it’s one of the best kept secrets of the IRS tax code.   

the ceo magazine, succession planning
Mark Doyle, Partner, Tredway Lumsdaine & Doyle LLP

Communication is key when building a lasting business strategy. CEOs know this to be true, and the most successful among them will establish a clear, concise and compelling plan to accomplish their goals. Once those goals are met however, it is surprising how many business leaders drop the ball when building – and communicating – an effective succession plan.

the ceo magazine, productivity,
Gary Morais, CEO, Bottom Line Results

            The 80/20 Rule has long been an axiom for executives who tend to apply it to nearly every aspect of their businesses. The Rule postulates that 80 percent of results stem from 20 percent of activities; e.g. 80 percent of sales revenue is generated by 20 percent of the sales team—a soft metric for projecting the quality of workforce output.

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