Weather is turning into big business

Karen St. Germain's office in Silver Spring, Md., is a weather geek's dream, with large windows providing expansive views to the west, across the northern suburbs of Washington.

It's a fitting angle — ideal for watching incoming storms — for someone who occupies one of the top positions in the National Oceanic and Atmospheric Administration at a time when the agency is caught between growing demand for timely and accurate weather information, and competition from a host of new companies threatening to beat government agencies at their own game.

The outcome of that competition could affect the public's access to the best available weather and climate data in the years ahead.

Fueled in part by climate change, extreme weather is an increasing liability to the economy, with 10 weather and climate disasters costing more than $1 billion each so far this year, according to NOAA. During the past two years alone, Western wildfires have cost more than $40 billion. Hurricanes are dumping more rainfall than they used to, and heat waves are more intense and frequent.

Those rising costs — along with advances in data-gathering and processing, and cheaper access to low Earth orbit — have spurred start-ups and established companies to get into the business of weather forecasting.

Private weather forecasting is a $7 billion industry (and growing), according to a 2017 National Weather Service study. It's also increasingly testing the federal government's hold on weather data and warnings.

Those pressures are expected to grow as forecasting moves into environmental prediction, such as anticipating harmful algal blooms and dengue virus outbreaks. The Trump administration has so far shown little inclination to make sure government agencies stay ahead of private competition.

Commerce Department aides knew Alabama hurricane forecasters were not responding to Trump. They still rebuked them.

Until recently, AccuWeather, Earth Networks, the Weather Co. and other private weather providers relied on the fire hose of data from NOAA's National Weather Service and satellite arm, as well as NASA and other agencies. Now companies are producing their own data and using analytics in business-savvy ways, tailoring their forecasts to specific real-world problems.

With the ability to launch satellites and supercomputers and to harvest data from semiautonomous vehicles and wearables, the new arrivals are leapfrogging the information-gathering capabilities of federal agencies.

They are also more nimble in analytics, using machine learning, artificial intelligence and cloud-based systems to warn a railroad company when to avoid a tornado barreling toward a specific stretch of track, or a farmer when to irrigate a particular row of crops. These companies are telling airline ground controllers when they might need to de-ice planes, or reschedule flights to avoid severe thunderstorms.

Meet the ClimaCell weather app. Alerting you when it's about to rain, down to the minute, all around the world.

And they are putting the National Weather Service in an awkward position as it tries to fulfill its mission of protecting lives and property. The agency faces the prospect of having to partner with outside companies to get the best data. Not all of them are willing to share. Some of them harbor ambitions of taking over more of the federal government's functions.

As the Deputy Assistant Administrator for Systems at NOAA's Satellite and Information Service, St. Germain, a satellite instrument specialist and graduate of the National War College, is charged with navigating through that unfamiliar business environment, and ensuring the country has the data it needs to prepare for the extreme weather and environmental events headed our way.

Among her challenges are the growing tensions between, as she sees it, two ends of the value chain when it comes to weather and climate observations.

"So on one hand we've got the emerging interests that want to make observations and sell them," St. Germain said. "And they want to, of course legitimately, then they want to control the licensing terms and so forth and sell to more than one [customer]. And then on the other end of the value chain, we've got the folks who make their money by building tailored products."

Those companies are used to getting their data free from the government and using it to create their products. "So there's a lot of natural tension there. And I don't know how all of that will play out," she said.

In such a fast-moving business environment, there are clear risks in spending public money on novel technologies.

Kelly Insurance Urges Cyber Business Insurance in Collegeville

Kelly Insurance Agency, located in Trappe, PA, is urging local businesses to add Cyber Insurance to their business insurance policies. Even small companies are becoming targets as cyber thieves target smaller businesses that may not have the proper fire walls and malware protection. Even small businesses often handle customers' private financial details such as credit card numbers, financial and banking information and possibly even social security numbers.

Cyber liability insurance should considered along with other business insurance coverages and is often bundled with business crime insurance. Business crime is usually the direct theft of funds whereas cyber liability covers both liability and financial losses resulting from data breaches. Unfortunately, these breaches are often caused by employees and training will not always be able to mitigate the risk. Even the best and more trustworthy employees can cause data breaches through neglect or ignorance on their part such as accidently accessing malware.

Losses are typically grouped into two groups – first party and third party. First party losses are those sustained by the company itself. Some examples are if the loss of data results in loss of income due to business interruption, extra expenses or fraudulent transfers. The extra expenses are usually in the form of hiring experts and consultants on how to reconstruct the data lost. Another first party cost is the notification costs if a business must set up a call center to notify customers or offer extended credit monitoring services. Extreme examples are cyber extortion or the need to hire PR and marketing firms to restore a company's reputation or crisis management.

Third-party coverages typically cover losses due to claims made against the company. Customers may sue for damages resulting from fraudulent charges or their data being made available online. Other liabilities may be any slander, copyright infringement or defamation resulting from someone having access to the company's system and controlling their public owned media outlets. A final example of third-party is when errors or omissions were made during professional services. This is similar to the business insurance policies taken by consultants, architects and other skilled professionals.

Cyber liability getting trickier and trickier as cyber thieves are constantly learning new ways of infiltrating systems. Companies have no choice but to conduct their business electronically and over the web. While not all companies would need every part of coverage of these examples, Kelly Insurance Agency does recommend adding some sort of cyber protection into their overall business insurance coverage.

Suge Knight Business Partner Sentenced for Selling Video Evidence to TMZ

The judge in Knight's case prohibited the release of any evidence in the murder case.

A business partner of Marion "Suge" Knight was sentenced on Wednesday after pleading no contest for conspiring to sell sealed video evidence to TMZ.

Mark Blankenship, 58, was charged with one felony count of conspiracy to obstruct justice. After entering his plea, Blankenship was immediately sentenced to five years of formal probation and ordered to pay $55,000 in restitution, according to the Los Angeles County District Attorney's Office.

Blankenship was accused of arranging the sale of a surveillance video showing the fatal 2015 hit-and-run involving Knight to TMZ (a deal worth $55,000), which was then posted to its website.

The judge in Knight's case, Ricardo Ocampo, prohibited the release of any evidence in the murder case, including the video.

Blankenship and co-defendant, Toilin Kelly, knew the tape was sealed, authorities said, but sold it to TMZ anyway.

The 38-year-old Kelly pleaded no contest in 2017 to one count of conspiracy to violate a court order, according to the district attorney's office. She was placed on formal probation for five years, ordered to perform 100 hours of community service and also pay $55,000 in restitution.

In October 2018, Knight was sentenced to 28 years in state prison after pleading no contest to one count of voluntary manslaughter and admitting a special allegation that he used a deadly weapon, his truck, when he ran over two men following an altercation outside a fast food restaurant. One of the men died.

Digital business runs off smarter teamwork Digital business runs off smarter teamwork

Businesses that want to compete in the digital economy have a central goal – to use Digital Transformation to secure and drive competitive advantage. And, according to Muggie van Staden, MD of open source technology and services provider Obsidian Systems, says to achieve this, there must be an obvious connectedness among employees and a clear ability to leverage smarter technology.

He added that today’s business environment has given rise to the concept of smart teamwork as an umbrella term to describe technically progressive, digitally driven and data-focused business operations. The concept is now considered a must and integral to the digital business strategy.

“Through the connectedness of people, with technology getting smarter, more mundane processes will be automated, allowing for better business insights,” said van Staden.

“Competitive advantage and market leadership is really down to how quickly and effectively a company can achieve connectedness among its staff – in other words, smarter teams – and also the extent to which employees are able to tap into technology advances.”

With the advent of cloud, AI and IoT within the modern business operation, many decision makers are eager to invest in solutions and capitalise on the benefits that these resources promise.

Van Staden points out that the temptation to invest and invest quickly is often fuelled by the desire to achieve technical agility and reduce costs.

However, he says smart teamwork is not about managing cost.

“It is about building efficiency in integrating your systems and saving time, optimising your teams’ productivity and therefore gaining more than just a cost benefit,” he explained.

Once the processes are in place, what is the next step for the business?

The success of an initiative or concept or strategy is directly linked to the success of projects. This, says van Staden, is where smarter teamwork really comes into its own.

SmarterTeams will achieve success when they have the platform that facilitates simple, realtime and integrated communication, when they are focused on collective goals and results, and when they contribute to the bigger picture and know their role in the broader company team.

“SmarterTeams know where the gaps are and can quickly able to support their peers, they are diverse and bring different thinking to the team and solutions, and are organised,” said van Staden.

How to Make a Business Card in 6 Easy Steps

On the other hand, if you're in the graphic design or arts and entertainment field, you'll want your business card to express your creative skills, and have more room to express yourself on your card.

In this instance, going the extra mile and creating, for example, a business card that has an exotic pixel design or a colorful pattern print to embolden that first card impression is a good way to go.

In that sense, the goal is to make a business card that is unique to you.
How to Make Your Own Business Card in 6 Steps

With business cards still in vogue, making your own business card and raising your personal and business profile is a great idea, especially for someone either working for or running a small company or a career professional in a face-to-face business such as sales.

These six steps will get the job done:
Where Will You Make Your Business Card?
Now that you know what your goals are and have a general idea of what your card will look like, your first card-creating step is to choose where and how you'll make your business card.

There is no shortage of online business card creating platforms, with mainstays like Vistaprint and Overnight Prints. Or, choose from established retailers like Costco (COST - Get Report) , which will build a card for you and you can simply pick it up when you go bulk shopping at the store. Office superstores like Staples will help you build a card right in the store and fill your order in any card amount you like.

Factors that will steer you to the right call are price and efficiency (i.e. getting good cards in a timely manner.) In general, expect to pay between $9.99 and $75 for 250 to 500 cards when building them yourself online and receiving them within two or three business days, depending on how much you're willing to pay.

Just a warning - online business card platforms like Vistaprint will aggressively try to upsell you on your card order. While paying $9.99 for 500 cards with free shipping sounds like a great deal, you'll be pushed to spend more on higher quality cards and to purchase add-ons like a cardholder, which can easily add $20 or $30 to your total card order.
What Card 'Finish' Will You Use?
After you choose your business card provider, your next step is to select the physical business card you'll use.

By and large, that will mean choosing between a glossy or a matte finish, both of which offer fine attributes. The glossy-printed card will have that slick look that many business card carriers like - it just feels slick and gives a card that high-quality sheen most card owners desire.

That's not to downplay a matte business card finish, which has more of a standard coating that does take the shine out of the card. If you're including an image in your card, matte won't do it justice as a glossy finish will, but a matte finish is elegant in its own way and helps text stand out more on the card.

Plus, it's easier to write on a matte business card - gloss doesn't hold a written pen message well on a business card (so no taking written notes on the back of a card). That should be factored into any card-creating decision.
How Thick Is Your Card?
The paper quality on a business card extends to the thickness of the card, too.

Typically, the thicker the card the more it costs.

Most online card providers offer three types of card thickness - standard, signature and ultra-thick. If you prefer the heft of a more robust, thicker card design, the signature or ultra-thick card option is for you.

Just be prepared to pay a few dollars more for the sturdier card stock.
What Information Is Included in Your Business Card - and Where?
It seems like a question you can easily answer. After all, name, title, company and contact information are a business card's vital components when it comes to the written word.

That's true to a large extent. You should include your . . .

    First and last name.

    Your company's name.

    Your job title

    Your contact information (i.e., address, phone, email, company or personal website.)

While those information elements are at the top of your "must have" business card list, you may also want to leave room for your social media handles, especially Twitter (TWTR - Get Report) and LinkedIn.

You may also wish to add your company logo or your own photo, which sales professionals do for a nice, personal touch. In addition, it's advisable to add a QR code, which allows people to scan your business card information right into their smart phone's contact list.

Added up, that's a lot of information to be added on to your card, and spacing can become problematic.

A smaller font size can help, but in reality, you'll likely have to make your own call on what information has to be on your business card, based on what works for your unique business card needs.
Design The Card and Add Your Preferred Font
Most online business card platforms will offer dozens of possible card design templates, any one of which you can simply choose for your own card.

The same goes for print fonts, which will form messages and information used on your business card. Again, these are personal choices to make, but using a digital card provider's online card template is by far the easiest and cheapest way to go.

If you do want more customization, you can hire a professional designer - at a significantly higher cost - to design and craft your customized card for you. Or, go to a local printer and they likely offer similar services that, when bundled onto the card printing charges, won't cost as much as you'll pay for a good designer.
Putting It All Together

Your sixth and last step in creating your own business card is an easy one.

Once you have your information correct (spell-check is highly recommended before printing) and you have your design, font and any extras like a photo or a company logo, use the preferred card template provided by your online card provider and plug them all in, one at a time.

How to give out your business card without seeming like a jerk

I launched a new company in November of last year, and we still don’t have business cards. At one time that would have been heresy, but none of the executives my partners and I have met with have asked for a card.

Does that means business cards have gone extinct? No. They still exist—and they still have a role. But there are new protocols to follow, and if you slip up, you may come across as out of touch—or worse.

Before your next networking happy hour, brush up on these tips so you can avoid being that person:

1. Don’t use them to impress

It used to be that business cards were important to show your rank and title. I recall a time when the first thing I looked at when handed a card was the person’s title. I’d catch myself saying “Wow, VP.”

As organizations have flattened and titles are no longer our passport to respect, showing your card can be a bit pretentious—because doing so calls attention to things like rank. Hand your card out and suddenly you cease to be a person of interest at a networking event, and you become a title, a company person. You may be a president or a vice president, but no one will be impressed by that title unless you project those leadership qualities.

Never pass out a card to “pull rank.” It’s so much better to project stature in person, rather than to have a business card speak for you.

2. Don’t rush to give your Card out

When carrying business cards you may be tempted to foist one on someone you’ve just met. All of us have been subject to “Hi, I’m Harry, here’s my card.”

While your intentions may be honorable, that rush to give out your card can send a message that you are insecure or overly anxious to connect. If you’re at a conference or networking event and someone you’ve just met pulls out a business card the moment you two begin speaking, it will feel like you’re being sold by someone who is desperate to sell. Not a great look.

In the same vein, it’s not going to win you any points if you pull out your card too soon when you’re actually trying to sell someone a product or service. Do that, and it will appear that you’re closing on a customer too soon.

3. Choose the right situation

So when should you pull out a card and give it to a new acquaintance? When you have a reason to believe the other person needs or wants the information that’s on your card.

Suppose you’ve been chatting with a prospective client at a networking event, and you both have talked about a business opportunity. There’s a shared agreement about the need to talk further. In such cases, there is no reason to hold back on card giving. It’s the professional thing to do. Say, “Here’s my card, I look forward to the prospect of working with you and your team.”

As you give your card, ask for the other person’s business card. This suggests the beginning of a relationship and means that you have the power to follow up, rather than waiting on that person. Just because they have your card doesn’t mean they’ll take the lead in building the relationship. If it’s in your interest to close a sale or further connect, take the initiative to reach out to that individual.

4. Make sure it’s presentable

Your card represents you, so it should make a good impression. Keep it in a card holder, so when you pull it out it is not dirty or creased. You don’t want to be the person who has to say, “Sorry, this card is a bit of a mess, but it’s the last one I have and it got caught in the debris of my purse.” That’s no better an impression than wearing a shirt with a stain on it, or a rumpled dress.

5. Think about what the card says

The final step in using your business card is to look squarely at it and say to yourself, “What does this say about me?” This is your opportunity for self-reflection.

Ask yourself, “Am I proud of what this card says about me? Do I like my title? My company? The quality (or lack thereof) of the card itself?” Your business card says a lot about your identity, and a close look at it will tell you whether you are in the right job or company. Looking at it should make you proud.

Toronto Wholesalers Going Strong

Produce families have deep roots in Toronto, many of them spanning three and four generations. Some began with pushcarts at the historic St. Lawrence Market in the early 1900s – until the opening of the Ontario Food Terminal (OFT) in 1954. Long-established companies such as Bamford, FG Lister, Dominion (formerly Meschino Banana Co.), Ippolito, Burnac, Ontario Produce Company (now Gambles), and Chiovitti Banana — the first distributor of Chiquita brand in Toronto — are still going strong.

Whether through foodservice or retail grocers, these wholesalers have been providing the people of Ontario with fresh produce for more than a century. In the early days of the terminal, most shipments arrived by rail. Today, it boasts 40 acres — the largest produce distribution center in Canada — of prime real estate, near several main roads and highways.

The OFT’s tenants have the same issues as other terminals, including food safety, food waste and finding good labor.

Steve Bamford’s fourth-generation family business began as James Bamford & Sons in 1881, located in Toronto’s St. Lawrence Market. After operating off-site for years, the family opened Fresh Advancements, a subsidiary of Bamford at the OFT in 2003.

The terminal helps small- and mid-size businesses thrive, while keeping prices competitive, says Bamford, chief executive of Fresh Advancements. “Without this facility hundreds of thousands of pounds of produce would go to waste each month.”

Because of overstock, companies often have more food than intended. Rather than discard time-sensitive food, Bamford’s company recovers the additional extra produce and finds a client to buy it, most likely for commercial use, fresh-cut or industrial use (such as using the better part of soft tomatoes for sauce). Aside from fresh-cut, Bamford’s company is also involved in packing, shipping and transportation.

“The Food Terminal’s location in the country’s biggest market — the Greater Toronto Area — means that consumers have better availability, choice, quality and price for fruits and vegetables than would otherwise be available to them,” says Bamford, who is vice president of the Toronto Wholesale Produce Association (TWPA), also housed in the terminal.

The Terminal not only employs 2,500 Ontarians, but it is also relied upon by independent grocers, restaurants and others throughout the Greater Toronto Area, says Bamford.

“Annual sales are close to $3 billion per year and in excess of $400 million worth of locally grown fruit and vegetables,” he says. “It’s a great central location for buyers. Without the terminal in its current location, we wouldn’t have the food distribution network we now have in place.”

Happy Buyers

Buyers like Tony Gabriele from Coppa’s Fresh Market, a four-store supermarket chain in the Toronto area, appreciate the convenience. He can find the popular produce items he needs and get the best deals to pass on to his customers.

Gabriele scans the selection to see what he can bring to customers at Coppa’s locations in Toronto. For independent retailers, buying from the terminal “gives us the competitive edge and puts us on a level playing field with the bigger chains,” says Gabriele. “We can play the vendors against each other and get better deals. It’s a one-stop shop, with everything from A to Z. I buy 98 percent of our produce from the terminal. I do very little business off-market.”

The OFT made recent upgrades, improvements and extensions to the facility included adding 35 new buyer loading docks and additional receiving/shipping space for cold storage. “It has increased efficiency, and now the buyers can load the trucks themselves, and there’s more space,” says Bamford.

Today, there are 21 produce companies at the terminal, along the busy Queensway in the Etobicoke area, in West Toronto. “We all used to be known for one product, but now we are increasing the number of varieties and quantities,” says Tony Fallico of FG Lister. “If we all carry the same things, it gets redundant.” Now, FG Lister sells grapes from Chile and all over the world, organics and bagged citrus, and fresh-cut produce for the foodservice industry.

Fallico’s oldest son, Michael, 35, is in the business too. “It’s a tough business,” says Fallico, who got his start in produce at age 14, working at the Terminal’s farmers’ market. “You have to marry the right person. We have long hours; we start at 3 a.m. and work all day, seven days a week.”

Foodservice

Less than 10 minutes off the market, Ezio Bondi is another third-generation wholesaler. Ezio’s grandfather, Ignazio Bondi, started the company in the 1970s, which was passed down to Ezio’s father, Gus. Eighteen months ago, Bondi Produce created the New Toronto Food Company, which supplies restaurants, stadiums, schools, hotels and hospitals with value-added products, already cut. “We’ve seen tremendous growth – it’s growing like gangbusters,” notes Bondi.

The company offers online ordering and delivery. And unlike at the OFT, the company’s specialty is offering just one item instead of cases, without a delivery minimum.

Value-added appeals to the Millennials, who are more willing to pay a premium to save time. “We see that in the meal-kit trend, which is not slowing down. That translates to revenue for us.” Another trend Bondi is seeing is build-your-own restaurants, such as IQ out of Toronto, Tractor from Vancouver, and Sweetgreen in the United States, which offer health-focused concepts with a high level of customization.

According to Restaurants Canada, a not-for-profit trade association that represents 30,000-plus foodservice professionals, the nation’s restaurant industry generates $85 billion in annual sales, which equals four percent of Canada’s economic activity. In addition, the restaurant industry directly employs more than 1.2 million people —that’s nearly 7 percent of Canada’s workforce — making it the country’s fourth-largest employer.

Speaking Of Specialties

Back at the food terminal, showrooms display a full line of produce items, but most have a specialty. At FG Lister, it’s bagged citrus and organics; at J.E. Russell, it’s packaged salads; at Koornneef, it’s a commitment to local; at ever-busy Italian Produce, it’s berries. “We’re not too big of a house, but we’re a powerhouse,” says owner Vince Bruno.

Fred Koornneef and his brother, Adrian, inherited their father’s produce company, started in the early 1950s. It moved into the OFT 10 years ago. Today Koornneef Produce Ltd. continues to expand, outgrowing its old facility in Niagara. Koornneef is building a 65,000-sq-ft warehouse in Beamsville, about an hour and 15 minutes south of Toronto. “We acquired a piece of land and put a new warehouse on Queen Elizabeth Highway, with high exposure and more than double the space.”

With the third generation in place — son Marcus in management and nephew Bryan in shipping and receiving — Koornneef is confident in the business’s future. Koornneef’s specialty is local greenhouse vegetables. “We are strong supporters of local growers,” he says. “We do a better job of delivering local produce because it’s our specialty.”

Entrepreneur Jackie Kwitko, who makes ice pops using real fruit, gets her bananas and spinach from the OFT. Since her Fressy Bessie Ice Lollies are becoming more popular, she needs to visit the terminal more often. “It’s convenient now, but I’m worried when the business grows, as it is, that I won’t have time to go down there. Or I may have to hire folks to bring produce to me.” Kwitko’s apples come from different sources, but she always buys Canadian.

“Toronto’s food terminal is unique,” says Michelle Broom, president of the Ontario Produce Marketing Association (OPMA). “The terminal is here for the industry — the restaurant owner, the smaller retailer, the corner store and the external distribution center.”

The OPMA represents the growers, importers, exporters, retailers and shippers in the produce industry to the consumer. One successful project is producemadesimple.com, launched in 2016.

The average consumer no longer needs to be confused about how to select, store or prepare unfamiliar fruits and vegetables. Producemadesimple.com also teaches about local produce and seasonality, while offering recipes and meal-planning tips. The website has more than 120,000 followers across social media platforms and more than 9.3 million media impressions, says Emilia De Sousa, OPMA’s marketing and communications manager.

A New Advisory Board

The Ontario government has formed an agricultural advisory committee to “provide new perspectives on future growth for the sector,” says Ernie Hardeman, minister of Agriculture, Food and Rural Affairs. The committee plans to meet in March 2019.

Hardeman says he will work with agri-food business leaders on the issues that impact the industry and explore how to offer support now and for the long term.

Members of the advisory group are consulting with the farmers, buyers, distributors and consumers who use the facility. “We want to understand what they need to continue to thrive, and what we can do to ensure the food terminal’s long-term success,” says Hardeman.

“The group will look at a number of issues, including reducing red tape, encouraging young people to consider careers in agriculture, and the Ontario Food Terminal network,” says Hardeman, stressing the terminal’s key role in Ontario agriculture. “The group’s valuable insight will help inform policies and programs to foster growth and ensure they do not impose additional regulatory burden or costs on our farmers and agri-food businesses.”

The Minister’s Advisory Committee is chaired by Randy Pettapiece, parliamentary assistant to the minister of Agriculture, Food and Rural Affairs. Vice chairmen represent agri-food organizations, including the Ontario Federation of Agriculture, the Ontario Agri-Business Association and Food and Beverage Ontario. “We applaud the provincial government for looking at ways to reduce the regulatory burden on the agriculture industry and create economic growth,” says Bamford. “As an integrated part of the province’s agriculture system, we look forward to working with the provincial government on ways to create more jobs and reduce red tape.”