The 8 Venture Capital Highlighted Industries

Is 2012 going to be a different year than 2011? Well, there are advancements in technologies; innovative ideas and globalization can create more opportunities for those involved in the capital raising industry.



Our team has put together 10 key industries that are likely to be the major investment focus from venture capital; private equity funds in 2012.


More Cleantech

Cleantech will remain as a focus for investments for 2012, although, many investors have expressed they will be more investing in existing / proven technologies or invest in companies that are looking for commercialization.



It is also likely to be a year of mergers & acquisitions for the cleantech & renewable energy industries, private equity will likely to participate in these deals – by funding existing cleantech company to make acquisitions into emerging cleantech companies. Similar strategies are also being planned by the energy companies.


Medical Devices and E-Health
The medical sector had reported a very strong investment period in 2011 and this is likely to continue into 2012. Medical devices & e-health applications are regarded as the most sought-after sectors due to their lower-risk nature, as well as increasing demand from governments worldwide and better telecommunications infrastructure to support E-health applications that were previously unserviceable.


Commercial Real Estate in United States
There are good signs across the United States that the real estate sector is recovering. The commercial real estate sector has already recovered strongly since 2010, especially around the major commercial hubs of the USA.


Private equity firms and real estate firms have been setting up new funds or co-invest into other groups to acquire commercial properties, as vacancy rate has started to drop in key cities, these provide consistent returns for investors that are seeking stable returns.


Agriculture and Primary Goods
Venture capital firms don’t just invest in high-tech opportunities. Agriculture & primary goods including other natural resources had enjoyed very good years in 2010 and 2011.
Agriculture companies are likely to expand their operations due to the significant increase for food worldwide, with price for commodities continue to rise across the world. North America has a very good chance to capitalize in this trend better than others as long as it does not have unpredictable turbulent weather conditions.


Robotics
Robotics is now a well-advanced industry particularly in the United States, Japan and Germany. There had been some significant break-through in the development and applications of robotics industry.


The trend in moving into consumer products and medical industries have opened up new opportunities for companies; and this is exactly why many venture capital firms are showing increasing interest in this future industry.


New Telecommunications Services
Introduction of 4G has just started; there will also be opportunities for new infrastructure networks to be rolled out. We expect 4G will create the same impact as when 3G was rolled out. New network operators will emerge, new service providers will emerge and new technologies will also emerge.
Investments will occur at different sectors and opportunities. For established markets like the US, investments will be mainly in applications and new services; whereas for emerging markets, significant investments will be made into network infrastructure and also fixed assets such as Internet Data Centers.


Manufacturing Businesses in the US
Boston Consulting Group (BCG) published an article called “The Renaissance of US Manufacturing” in 2011 which we shared with you and totally agree. In December 2011 alone, I have heard 3 Chinese companies just in my personal network that they are setting up new manufacturing plants in US in 2012.


Many Americans can not comprehend this move, as this is the complete reversal of what have seen over the past 20 years. Chinese companies mention that rising labor cost, transportation costs and raw materials; as well as currency fluctuations make sense for them to set up manufacturing plants in the US servicing US customers.


In addition, US made products are much more acceptable by the US customers even if they are owned by the Chinese or overseas parent company.


This creates an interesting investment trend for 2012, we would expect Asian manufacturers and investment funds make further acquisitions or mergers with American manufacturers in 2012; which is already happening in 2011.


Retail and Franchising
Retails and franchising opportunities are rising globally because of the emergence of new middle-class consumers from China, India and Latin America. The rising middle-class Latin American consumers is particular a good news for North America because of the proximity.
Venture capital investors like retail companies and franchising opportunities, as they are easy to understand, and they are able to expand very rapidly into a global business especially for franchising.


Unlike technology and other high-growth industries, retail companies do not have the same development or technical risk. Some VCs have mentioned they prefer to invest in West Coast or East Coast retailers for them to expand into the higher growth southern states, some Canadian VCs are buying US retailers and merge with their portfolio companies to create bigger groups as well.


European VCs are particularly active in these industries, especially the high end and luxury goods – led by French, Italian and UK venture capital firms. Some firms are also seeking to do IPO either in the US or Hong Kong in 2012, which will provide new funds for these venture capital investors to participate in new deals.

Manifest Anything You Want - The Secret Law Of Attraction (Mind Movie)

The 9 Self-Sabotaging Behaviors of Sales | SUCCESS Magazine | What Achievers Read

The 9 Self-Sabotaging Behaviors of Sales
Salespeople Beware: These behaviors prove that sometimes your worst enemy is yourself.


Succeeding in sales depends on many factors, some of them beyond your control. But what you can control is you. Jill Konrath, Blair Singer and Don Hutson offer these pointers to help you from sabotaging your own success.The 9 Self-Sabotaging Behaviors of Sales SUCCESS Magazine.
Click here to read the entire article

“The world isn’t waiting for you to get inspired, you have to inspire it."

Hi AIF Team Members;

Funny enough, I was reading a new research paper the other day, entitled “people are biased against creative ideas.”  As a result, I learned the following amongst the findings:

• Creative ideas are by definition novel, and novelty can trigger feelings of uncertainty that make most people uncomfortable.
• People dismiss creative ideas in favor of ideas that are purely practical — one they consider tried and true.
• Objective evidence shoring up the validity of a creative proposal does not motivate people to accept the idea.
• Anti-creativity bias is so subtle that people are unaware of it, which can interfere with their ability to recognize a creative idea in the first place.

As you’ve heard me state before, in times of accelerated change and uncertainty, people will stick to what they consider to be the ‘tried and true’. That’s just how people work.  Yet, if there was ever a need for new ideas it is now.   Further, the report highlighted how in love with ideas we all are, but as much as we are in love with new and disruptive ideas, we shouldn’t forget that executing those ideas is what really matters. My summary take on the report was; if you think that transforming yourself is risky, just remember that people will always make room for the new as long as it benefits them.

Now that I got that subject off my mind, let’s turn our attention to a very practical question; “should you give away ideas to potential clients before making a deal?”

The following is of course my personal take on the above question; ideas are a dime a dozen and coming up with them is really easy and in our “space” sometimes too easy. I noticed that we have one management member (you know who you are J )that sometimes freely gives ideas away to potential clients.  At first I didn’t like it. It made me uncomfortable because I thought he would give away too much before we closed the deal.  Then I began to rethink the issue and finally realized that it’s not so strange all our proposals usually lay out an almost step-by-step funding strategy with as much details as possible.  In fact, the way we’ve always looked at it, most of the proposals we’ve ever received all looked alike and looked more like a recipe for anyone, rather than customized solution plan. This is the very reason we needed to make our proposals idea driven, with the intent of differentiating ourselves.  So I changed my opinion, having realized that ideas don’t really matter, insights do.  

For the most part just coming up with random ideas isn’t a focused exercise, but if you have insights you have much more focus.  Hence, the need for completed funding evaluation questionnaires.  You see, there are all types of people (and therefore all types of businesses) that are by nature not so creative.  Some businesses are not designed to ideate, especially if they operate in boring industries.  It is these types of people and businesses that if you give them ideas, they’ll take whatever comes their way.  They might even perceive you as a genius because you’ve given them so much. Hence, you really need to know your products, they are in themselves evolutionary.

Now that I too am armed with a new mindset, the core lessons and issues have become:

1. Execution matters more than ideas. Yes, you have to be able to execute ideas. We can come up with funding tools and ideas, but execution is where the rubber meets the road. Nothing is going to happen if you don’t execute, so that is really the challenge. Hence, online social networks make this part a lot easier than before, but there’s nothing like face-to-face conversations or even a phone call.
2. Success requires commitment. Because the vast majority of activities require a commitment of money, people, time and will; lots of businesses will not immediately jump on a new idea.  Hence, when proposing an alternative funding strategy to an applicant, it may require you and them to do things a bit  differently.

3. Sharing is the new normal. In the world we live in today where information flows freely, more people connect, new reputations are being built on ‘helpfulness’; being helpful is expected. Giving ideas away is the new normal. Hence, people need to know what you have to offer and the benefit they can derive.
4. Innovation begins with conversations. This goes with the last point, conversations where sharing takes place are breeding grounds for ideas. Hence, you might give an applicant an idea but in really talking with them and listening to others perspectives, that original idea just might transform into something new and incredible.

In closing, don’t give ideas away because it’s cool, but because it’s part of what one does in an effort to introduce new ideas.  Adding value to the conversation is how you contribute and build your reputation with applicants. There is also an experimentation strategy going on here because; not all potential clients are the same, the approach you take depends on how you size up the situation.  And consuming information isn’t just about reading, seeing and hearing it, it’s about understanding, observing and listening. It’s about going, looking beyond the obvious and seeing deeper.  The key here is to know what you’re looking for, so giving away ideas isn’t really a risk because it’s just the start of a process. It’s not the end.

Again, these are just some “ideas” that you too may find useful. Thanks for your time and have a great weekend.

With best regards,  stay thirsty.

US Manufacturing: Coming Back On Shore

It's common to hear people say that U.S. manufacturing is in decline. It’s presumed wisdom that the U.S. doesn’t make anything anymore. In fact, I myself have repeated it. We are now here to correct the error of our ways and to dispel this common myth.  In truth, there is a lot of stuff made in the U.S. and we are still a mighty giant in manufacturing. The broom sweeping away the old cobwebs is research from a group called Turner Investment Partners, with over $18 billion under management. Turner just put together an eye-opening report called, U.S. Manufacturing: “Still the One.” The report emphasizes that the U.S. remains the world’s leading manufacturer. Indeed, if the U.S. manufacturing industry were a national economy, it would be the eighth largest in the world, worth $1.6 trillion.  All by itself, the U.S. is 22% of global manufacturing. As an exporter, it ranks third behind only China and Germany, with an 8% market share. That is a pretty big blow to the idea that the US doesn’t make anything anymore.

Of course, we all see the same headlines, such as the big failure of U.S. autoworkers. We see the “Made in China” label slapped on nearly everything. We know Japan makes all kinds of electronics that the U.S. no longer makes. We hear about companies moving plants overseas.  It’s no secret that American manufacturing has continued to suffer during the past decade, mostly due to competition from abroad. Cheaper production costs in foreign countries have led companies to abandon mills and factories across America. Annual revenues for the U.S. manufacturing industry have declined an amazing 50.2 percent since 2000.  Let’s take a baby step back, In the 1970’s manufacturing jobs accounting for almost 40% of the jobs in the U.S., today it is less than 9%. But wait a minute, output has increased twice as fast as any another industry.  When we break down the costs of manufacturing, we find that the costs for construction, machinery, energy and raw materials are similar throughout the world. The major deferential in regional costs are labor and transportation.

So if a company can produce goods close to where its customers are located, it naturally saves on transportation. Remove labor from the equation, and a company can now compete with manufacturers anywhere in the world. Per Industry Week magazine; manufacturing technology orders are up 101% from 2010. In August 2011, U.S. manufacturing technology orders totaled $460.61million, according to the Association for Manufacturing Technology and the American Machine Tool Distributor's Association. Despite news reports that wider economic growth may be stagnating, the manufacturing technology industry is sustaining its momentum. With orders still up substantially over last year, there is clear optimism within the industry as firms are seeing future growth opportunities that merit new capital investment. Hence the age of “shoring” also known as “on-shoring,” and home-shoring, it is now the trend to bring manufacturing back to the U.S. A.

This is where things get more interesting.  Since 1983, manufacturing output in the U.S. has more than doubled. (This, in inflation-adjusted dollars, by the way, makes the feat all the more impressive.) But it did so with about 26% fewer workers.  That work force, though, is very productive. It’s doing a lot more with less.  As the Turner report indicated; “U.S. manufacturing workers are the most productive – 50% more productive than workers in the 11 next-best nations.”

The opportunity for funding providers (like us) is best illustrated in that industrial manufacturing space has been hit very hard and we have seen many smaller to midmarket companies fall out of the strike zone for traditional/ standard asset-based lenders and banks tend to shy away from the term piece due to the highly volatile assets value.  The mere fact that in 2010 most companies saw a limited improvement in working capital performance, which can be attributed to higher levels of working capital requirements, is associated with increased sales growth.  Please take a look at “Cash on the Chip” report from Ernest and Young (http://www.ey.com/Publication/vwLUAssets/Cash_on_the_chip_-_US_technology_companies_and_working_capital_management_2011/$FILE/1104-1246882_Cash%20on%20the%20chip_A4_FINAL.pdf)

The following is a summary analysis; an ongoing study of the future of global and U.S. manufacturing market sector.  

Again, the point all came down to primarily 2 simple questions:

1.      Who is our client and why?

2.      How can we find these companies, engage them and what funding solutions can we offer them?

http://www.ey.com/GL/en/Services/Advisory/Managing-performance-through-famine-and-feast---3-becoming-an-economic-advisor

“Stay thirsty my friend” (LOL).

Best Regards,

The river knows where it’s going. Due dilgence

Hi AIF Team Members:

Let me ask you a quick question. When was the last time you used your local business telephone directory? When was the last time you used Google? Exactly!  Regardless of your entrepreneurial skills, visibility is crucial, it’s just as important is your level of influence that comes from knowing our product/services.  What’s the point?  For those which this may apply; get up, get out, get connected to those businesses (right in your community) that need the types of funding solutions we can provide.  Of course you’ve heard this before, here it is again. Are you any better positioned today than last week, will you meet your personal goals and volume quotas?  If not, why not?  I’m reminded of an illustration Chris shared with me when he first came aboard; “When tempted or deciding to pick up a hitchhiker, chose the person who is already walking.”  Think about it, that’s one of those comments that really makes you say hum mm…. Moving Right Along. J

What have we (AIF) learned?

As a Funding Analyst/Business Development Advisor, selection bias is a key contributor to your success with us. In short, be a “specialist” rather than a “generalist” in sourcing AIF relevant deals and you’ll generate better returns on your invested time.  We’ve found that FA’s performing as “generalist” cast wider nets which leads to us seeing more overall deals, but those who devote time to specializing their searches around well-researched themes or in alliance with a proven operating groups have sourced more relevant opportunities and wasted less time (for them and us) combing through unattractive or irrelevant opportunities.  The bottom-line, if you give us a full and complete “snap-shot” of the applicant, starting with submissions of a completed evaluations, we will are have a much higher conversion rate to funding.  Right?

Ok already, here is the message for the day:

When performing our due diligence we’re really look for three things: 1. exposure; 2. sustainability; and 3. “fit.”

1.      Exposure:

Exposure encompasses every risk or threat you can imagine. The most obvious exposure is litigation, either as plaintiff or defendant.

ü  What was the cause and what is the likely outcome?

Here are a few more specific examples:

• Presumably we’re impressed with a Company’s intellectual property (IP), but we want to know;

ü  is it protected?

ü  Is it patented, are those patents at risk of being challenged or due to expire?

ü  Has the Company taken pains to keep IP in house, with technology measures and non-compete clauses?

• Is the Company compliant with regulations and industry standards? Every Company is subject to generally-accepted accounting principles and OSHA regulations, but as an example, a medical device manufacturer must live up to FDA regulations and industry-specific ISO standards. The short of it is—is the company a law-abiding corporate citizen.
  

Beyond litigation issues, we’re likely to probe whether your funding Applicant has a reputation for being a good corporate citizen?  You can bet we will “Google” the Applicant, looking for campaigns and bad press.

We also will likely ask questions about crisis preparedness:

ü  Does the business have a plan to prevent capital losses, and to react if it happens?

ü  Even, are they insured against “Acts of God” and do they have contingency plans to continue operations?

2.      Sustainability:

The sustainability category of due diligence is all about the Company’s ability to create enduring value and thus perform as a good funded partner. Sustainability provides the foundation on which to continue to build the business. Depending on the industry, sustainability can come in the form of intellectual property, customer retention, competitive landscape, and even the Company’s management structure.

As not to make this exhausting, here are just a few things you should consider as part of your evaluation:

v  Ask the applicant about liabilities—the obvious stuff first, like vendor contracts, bank and non-bank contracts, customer warranties.

v  Look at the “BIG PICTURE,” R & D or product development efforts and sales organization to ensure the Applicant knows their end-customers and their market.

ü  Are they looking to the business sustainably with new product offerings down the road?

ü  Ask an Applicant if they have a history of updating their product line, and if they are a young company, ask if they have the R&D power to evolve.

Ideally, purchase orders are predictable and growing and their customer retention or re-order rates are as close to 100 percent as possible.

v  Does the Company know how to acquire new and repeat customers with a trained sales organization and appropriate sales channels?

Out of hundreds of line items, the following question will get the highest scrutiny, because we will always give premium attention to a Company that can generate predictable revenues and earnings.

v  DO NOT look deeply into financials nor request them to send you any financial or confidential/proprietory documents, just ask these simple questions;

ü  if they have met their financial goals, historically and;

ü  are their forecasts in line with prior performance.

3.      Fit:

In some cases, the value of the target market of the Company adds to our existing market penetration strategy, either by leveraging the brand to expand into new markets or entering into different stages of our own product entry life cycle.

• Culture: We will also look for a fit in corporate culture; this is not a “touchy-feely” factor, but a practical point.
• Cooperation: We will look as well for cooperation. Any unproductive defiance tells you first and us later that the Company won’t fit with AIF as an evolved organization.

ü  We need to know the Company can realign their post-funding objectives, if necessary; champion their mission statement, and can even abandon their “pet projects” with grace? (The only right answer, in both cases, is “yes.”)

• Human Capital:  We look for a mesh with the human capital, so always know who the decision-makers are; identifying key areas where the organizational structure is equal or similar in its operations, such as accounting and purchasing.

Ok already, I know this message is a bit more “technical” than most of my Friday communications, but I really hope you’ll find this information proves useful.  In fact, the reason for the “seriousness” should be obvious; it’s the last quarter of 2011 and the promises we’ve made to ourselves and our partners are really serious.  Of course, there are a lot of new and fantastic operational and structural changes being made in preparation for 2012, but the main question for you and I have remained the same; where are we going?

Once again, be safe out there, have a great weekend and thanks again for all that you do.

Stay Thirty my Friends.


Best Regards

Some Small U.S. Companies Thrive Despite Recession

Some Small U.S. Companies Thrive Despite Recession

Quality Magazine- Manufacturing Technology Orders Are Way Up.

Hi AIF Team Members:

I am sharing this article from: http://www.qualitymag.com/Articles/Industry_Headlines/BNP_GUID_9-5-2006_A_10000000000001136056

December 9, 2011 MCLEAN, VA—September U.S. manufacturing technology orders put the year-to-date total at approximately $4 billion , which is up 91.9% compared with 2010 and are the second highest dollar amount in the last 15 years.

“It’s long been recognized that analysis of manufacturing technology orders provides a reliable leading economic indicator, as it is an indicator that manufacturing firms are investing in capital equipment to increase their capacity and improve productivity,” says Patrick McGibbon, vice president, strategic information, research and membership for The Association for Manufacturing Technology (AMT). “Manufacturing technology provides a foundation for all other manufacturing. These machines and devices are the equipment that turn raw materials such as steel, iron, plastic, ceramics, composites, and alloys from their original state as stock materials into what will become durable goods such as airplanes, cars and appliances, as well as consumer and other goods that are used every day.”

The Midwest and Central regions of the United States have seen the greatest surge in manufacturing technology orders. The Midwest’s manufacturing technology orders in 2011 are 120% more than the comparable figure for 2010. This large increase is the result of the region’s large traditional customer base. It is also where the oldest equipment resides and the industries impacted most by the weak dollar and on-shoring trend are located. The Central region pick-up — 92% higher compared to 2010 — was powered by the growth in the energy business and secondly by the automotive industry.

“The factors that are fueling this tremendous surge are the traditional reasons that drive growth in investment, but what is unusual about the current rebound is that all factors have come together at one time. This is something that’s never been seen before,” McGibbon notes.

“American manufacturers are still rushing to beat the end-of-year bonus depreciation deadline,” he continues. “Inventories were low—something we’ve never experienced going into a recession—and that accounts for the quick rebound. Exports are rising as American manufacturers meet overseas demand. Manufacturing technology from the United States is less expensive than foreign equipment, and U.S.-made goods are more price competitive than many imports due to the weak dollar.”

The average age of machinery currently in use at U.S. manufacturing facilities crept up from nine years in 2007 to 13.5 years, and as demand started to increase the need for investment to replace the aging equipment became apparent. Those investments are being made in completely new technology. Multi-operation machines are profoundly impacting productivity. Water jet cutting and hydroforming are experiencing massive growth because they offer all the benefits of traditional processes but eliminate distortion and deformation. Additive manufacturing is growing, nano machining has become commercially affordable, and the availability of new materials, such as compact powdered metals, is having a tremendous impact. Plus, the emergence of cloud manufacturing, which promotes collaborative efforts across organizations, is opening new doors to manufacturers.

Expanding markets worldwide are playing an important role as manufacturing grows. China seems insatiable and accounts for almost one half of the world’s total consumption of manufacturing technology. India’s economy is growing at double the Western economy’s rate, with expectations for more China-like development soon. As it prepares for major world events including the Olympics and the FIFA World Cup competition, South America faces the challenge of building infrastructure that can support the events.

Russia, South Africa, the Middle East and South Asia are on the fringe, but nevertheless contribute to growth in the global manufacturing economy.

Another factor boosting U.S. manufacturing is the on shoring phenomenon. More work is coming back to the U.S. from foreign shores and there is greater foreign direct investment in U.S. facilities. Why? The quality of work in the United States is proving to be more valuable than originally thought in the off-shoring investment calculation. Companies face increasing costs in logistics issues with the delivery of components and the exporting of completed products to North America. Add to that the rapidly increasing labor costs in traditionally “low-cost” labor markets, and the continued decline of labor in the overall share of total production cost, and the on-shoring picture becomes clear.

The outlook for 2012 remains positive. Energy will continue to be a large investor in manufacturing technology. The automotive industry is making major changes to address green issues, which will lead to significant investments in production technology, as well as spending to support the shift of the industry’s center from Detroit to the South/Southwest. Aerospace green field investments will continue in the Southeast and West.

Stay thirsty my Friends.

Best Regards,

December 12, 2011 - USMTO News Release for October Manufacturing Technology Orders

December 12, 2011 - USMTO News Release for October Manufacturing Technology Orders


December 12, 2011 - USMTO News Release for October Manufacturing Technology Orders Manufacturing technology orders up 80.5% from 2010. October U.S. manufacturing technology orders totaled $463.32 million according to AMT-The Association for Manufacturing Technology and AMTDA, the American Machine Tool Distributors’ Association. This total, as reported by companies participating in the USMTO program, was down 22.4% from September but up 20.3% when compared with the total of $385.21 million reported for October 2010. With a year-to-date total of $4,529.11 million, 2011 is up 80.5% compared with 2010.


These numbers and all data in this report are based on the totals of actual data reported by companies participating in the USMTO program. “Manufacturing technology orders through October have already surpassed the total value accumulated in 2007,” said AMT President Douglas Woods. “The beginning of 2012 will be a little slow as tax incentives pulled some orders back into 2011, which will likely make 2012 growth softer.”


The United States Manufacturing Technology Orders (USMTO) report, jointly compiled by the two trade associations representing the production and distribution of manufacturing technology, provides regional and national U.S. orders data of domestic and imported machine tools and related equipment. Analysis of manufacturing technology orders provides a reliable leading economic indicator as manufacturing industries invest in capital metalworking equipment to increase capacity and improve productivity.


U.S. manufacturing technology orders are also reported on a regional basis for five geographic breakdowns of the United States.


Northeast Region
At $64.11 million, October manufacturing technology orders in the Northeast Region were down 43.0% when compared with the $112.41 million total for September and down 34.1% when compared with October a year ago. The year-to-date total of $677.09 million is 44.5% more than the comparable figure for 2010.


Southern Region


October manufacturing technology orders in the Southern Region totaled $55.87 million, 28.4% less than September’s $78.04 million but 40.6% more than the October 2010 total. With a year-to-date total of $568.93 million, 2011 is up 60.7% when compared with 2010 at the same time.
Midwest Region


Midwest Region manufacturing technology orders in October stood at $149.95 million, 13.0% less than the September total of $172.26 million but up 30.5% when compared with last October. At $1,523.76 million, the 2011 year-to-date total is 105.4% more than the comparable figure for 2010.


Central Region
Manufacturing technology orders in the Central Region in October totaled $138.74 million, down 16.4% from September’s $165.98 million but up 49.3% when compared with the October 2010 figure. The $1,232.28 million year-to-date total is 85.3% higher than the total for the same period in 2010.


Western Region
Western Region manufacturing technology orders totaled $54.65 million in October, 19.9% less than the $68.25 million total for September but 35.3% higher than the tally for October 2010. At $527.05 million, 2011 year-to-date is up 88.8% when compared with last year at the same time.

Seeking Funding Analysts/Business Development Advisors

Job Title: Funding Analyst/Business Development Advisor

Department/Group: Business Development/ Marketing Sales

Compensation:  Independent contractor/ $500.00 per completed questionnaire/ evaluation submission and as much as half point (.50) on all funded transactions.

* Genuine Six Figure Compensation

Apply Now

Job Description: Build market position by locating, developing, defining, negotiating, and closing funded business relationships.

Duties:

Identify trendsetter ideas by researching industry and related events, publications, and announcements; tracking client relations.


Locate or propose potential business deals by contacting potential partners; discovering and exploring opportunities.


 Screen potential business deals by analyzing funding strategies, deal requirements, potential funding opportunities; evaluating client funding options and priorities; recommend funding and investments.


Develop negotiating strategies and positions by studying integration of new funding methodologies with company strategies and operations; examining risks and potentials; estimating client's needs and goals.


Initiate new business deals by coordinating requirements, developing and negotiating contracts, integrating contract requirements with business operations.


Protect organization's value by keeping information confidential.


Update client’s business knowledge by participating in funding educational opportunities; maintaining business networks.


Enhance organization reputation by accepting ownership for accomplishing new and different requests; exploring opportunities to add value to job accomplishments.


Update job knowledge by studying regulations, participating in educational opportunities, reading professional publications; maintaining personal business networks.

Skills/Qualifications:

Properly Identify Clients, Motivation for Sales, Prospecting Skills, Sales Planning, Selling to Customer Needs, Market Knowledge and Planning, Presentation and Reporting Skills, Strategic Forecasting.



For more information submit a completed resume now. Apply Now