1. business and industrial

THE HUDSON VALLEY’S BUSINESS WEEKLY
MAY 5 , 2014 - MAY 12, 2014
How to Land the ‘Right’ STEM Internship
IN THIS ISSUE
Orange County Business
Accelerator Receives NYS
Incubator Certification
Page 3
Are Companies Getting What
They Want From Their
Marketing?
Page 4
5 Keys to Personal Power
page 6
Mistakes I Made at Work
(Book Review)
Page 9
By Kevin Purcell
Internships are a great way to experience the work environment and explore different options within your discipline
of study. Internships provide fantastic on-the-job training and often lead to job offers after graduation.
Many students find themselves stuck when it comes to finding and securing an internship. This is likely their first
experience with applying for jobs in this type of environment, and it involves more than filling out an application and
talking to a manager in charge. Take a look at the following tips to help you find internships that will benefit you and
align with your career goals, as well as for some helpful information on best practices for landing the internship you
want.
To begin your search, you should first look to companies or organizations you are interested in working with. Go to
job fairs at your school and see which firms are out there. Are any of the companies that are there recruiting from
your campus ideal fits for you? Perhaps you have been reading up on successful groups in your area of specialty
and you have decided that Company XYZ is THE place you want to work.
continued on page 2
PAGE 1
THE HUDSON VALLEY’S BUSINESS WEEKLY
MAY 5 , 2014 - MAY 12, 2014
Landing the ‘Right’ STEM Internship
continued !om page 1
However you discovered them, go first to your favored operations and see if they are offering any internship
positions. Even if they are not publicly advertising them, there may be opportunities for you. Pick up the phone
or visit the office in person and introduce yourself, leave an résumé, and make yourself available to them.
If you don’t have a specific internship in mind, there are many resources available to you online to help you
narrow down your choices. Search online for information on available internships, deadlines for application,
qualifications, and more.
Talk to your professors, advisors, and mentor about your search and ask them to point you in the right direction
for any resources available on your campus, such as databases or aggregate lists of STEM internships.
You probably won’t be offered the first internship you apply for so cast a wide net. You may even find that you
get to pick your preferred placement if you’ve lined up plenty of options.
Once you get an interview take time to prepare. You want to put your very best foot forward. Show them that
you have done your research and understand what they are about. Tell them how an experience with them will
align with your future career goals. Don’t leave it up to them to guess; make it explicit.
Bring a list of questions about the company or the position that demonstrate you understand the company’s
purpose and how you might fit into the equation. Don’t make money the primary conversation piece. If you want
to make loads of money over the summer an internship is probably not for you. Remember that you are giving a
great deal of your time and energy in exchange for experience, connections, and references that will better
serve you in the long run than a higher wage will serve you now.
About Karen Purcell:
Karen Purcell, P.E. is the founder, owner, and president of PK Electrical, an award-winning electrical
engineering, design and consulting firm, which handles public and private sector work ranging from $5000 to
$76,000,000. Purcell holds a bachelor of science in electrical engineering from Widener University. She is
available for speaking engagements.
Websites: www.STEMspire.com, www.pkelectrical.com
Unlocking Your Brilliance: Smart Strategies for Women to Thrive in Science, Technology, Engineering, and
Math is available for purchase on www.amazon.com, www.barnesandnoble.com and through all major
booksellers
Hudson Valley Business Digital
Publisher/editor.....Debbie Kwiatoski
Contributors...Terri Schlichenmeyer, Debbie Kwiatoski, John Graham
Ken Mahoney, Kathy Kahn, David John Marotta, Ann Bartgis
Copyright 2014
PAGE 2
All Rights Reserved
Volume 3, Issue 14
All Inquiries: debhvbj@gmail.com
THE HUDSON VALLEY’S BUSINESS WEEKLY
MAY 5 , 2014 - MAY 12, 2014
Orange County Business Accelerator Receives NYS Incubator
Certification
The Orange County Business Accelerator
(OCBA), an organization that provides
resources and guidance to help small
businesses and startups in the region, has
received official certification from New York’s
Empire State Development (NYSESD) as a
New York State Business Incubator.
The OCBA was one of just ten incubators to
be awarded certification this year, marking it
one of the most promising business
development organizations in the state. Each
designated incubator will receive up to
$125,000 annually in state funding to expand
their business support services to young
firms. To qualify for certification, members
were required to display the proven success
of their operational models, as well as the
future sustainability of their organization’s
current rate of success. Certification was
only granted to those organizations that
proved to be the most promising, and which
aligned with the state of New York’s regional
developmental and economic goals.
"The Orange County Business Accelerator
has distinguished itself as a focal point of
entrepreneurial activity and support in the
mid-Hudson Valley," said David Hochman, of
the Business Incubator Association of New
York State. "We congratulate OCBA on its
designation by New York State, which
validates the quality of its incubation
program, and I expect continued success
over the coming years."
Although the OCBA provides incubator
services for startups across a wide range of
industries, the organization has placed
particular emphasis on expanding the
region’s technological infrastructure. In an
effort to strengthen the Hudson Valley’s
burgeoning tech industry, the OCBA is
excited to partner with SUNY Orange
through the StartUp NY program, which
offers small businesses and startups special
tax incentives for locating near SUNY
campuses. This summer, the OCBA’s
Summer Sand Box Program will provide
specific business training to young
PAGE 3
entrepreneurs enrolled in courses at Orange County
Community College and Mount Saint Mary College.
“The OCBA is paving the way for the state’s growing tech
industry,” said Michael Ridley, Director of Business
Development for Empire State Development’s Division of
Science, Technology and Innovation (NYSTAR). “The future of
New York lies in the tech industry, and this group is proving to
be instrumental in bringing about that future. We commend the
work they have done and look forward to more success stories
as they move forward.”
continued on page 7
THE HUDSON VALLEY’S BUSINESS WEEKLY
MAY 5 , 2014 - MAY 12, 2014
A question every company should ask
“Are We Getting What We Want From Our Marketing?”
By John Graham
The only way to find out if your marketing is
performing the way you want is to doubt
everything you’re doing.
Instead of guessing, jumping from one
initiative to another, hoping for the best, or
taking advice without knowing how to
evaluate it, start at the beginning by
questioning your assumptions, your
expectations, your personal preferences,
and, particularly, your perceptions of what
marketing should do for the company.
Just to be clear, question every marketing
activity, every plan, every “great idea,” and
every recommendation. It’s the only way to
move from hoping and assuming to getting
marketing right for your company — and
here’s how to do it:
1. Clear away customer roadblocks.
Seemingly minor missteps drive customers
crazy and then away, and the bar goes
higher every day. Being put on hold for even
a few seconds raises ire — and is never
forgotten. Failing to respond promptly to an
email (an hour or less) is deadly. There’s
little tolerance for excuses.
One supermarket chain guarantees no more
than three customers in a check out line or
the manager hands out $1.00 bills to let
customers know they understand what
customers expect. Starbucks and Panera
have smartphone apps so customers can
order and pay ahead so there’s no waiting.
Starbucks’ app will also add a tip.
When customer loyalty is more fragile that
ever, making it easy to do business is a huge
part of the solution.
2. Get the messaging right. To their credit,
more businesses are working at getting
technology right, but they tend to lump the
smartphone in with computers and tablets.
And that’s a mistake. We use computers and
tablets to do things such as performing tasks
and accessing entertainment, but the
smartphone is qualitatively different: it’s an
extension of ourselves. There’s no putting it
aside and there’s a profound sense of loss
PAGE 4
and stress if it isn’t with us at all times. Lou Paskalis, Bank of
America’s enterprise marketing and media chief, describes the
smartphone as “the gateway to the consumer mind.”
Because the smartphone is personal, messaging should be,
too: conversational rather than “ad” like, talking to one person
instead of “broadcasting” to many, and always with new
messages. With 79 million Millennials checking their
smartphones 45 times a day as one study shows, texting may
be preferable to emailing.
3. Make engaging customers the goal. And that means not
focusing on what you want to sell. “We have just what will be
right for you.” Customers once welcomed such words, being
almost eager to be told what to buy. Today, the same words
only antagonize. No one wants to be told what to buy.
Experienced salespeople often have an intuitive sense of what
a customer is looking for; even so, keep your mouth shut if you
want to make the sale. Get customers involved by asking
questions, offer reliable and helpful information, and walk with
them through the process at their pace.
A tile salesperson questioned the customer about the project
until he had a clear understanding of what they wanted to
accomplish. Then, he made several suggestions, getting
feedback as he went. Before they knew it, the customers were
satisfied they had made the right selection.
4. Copying others says we don’t have what it takes. There’s
nothing as common as “marketing and sales plagiarism.” Go to
a meeting, attend a webinar, read it on a blob and find what
someone else is doing and use it. Or, as expressed by songster
Tom Lehrer’s satirical lyrics about mathematician Nicolai
Lobachevsky, “plagiarize, don’t shade your eyes.” It also
applies to many companies when it comes to marketing.
On the other hand, Amazon’s success comes from leading, not
following and from innovating, not copying. “We’re missionaries
continued on page 5
THE HUDSON VALLEY’S BUSINESS WEEKLY
MAY 5 , 2014 - MAY 12, 2014
Are We Getting What we Want From Our Marketing?
On the other hand, Amazon’s success
comes from leading, not following and
from innovating, not copying. “We’re
missionaries about inventing and
simplifying on behalf of customers,” says
Amazon Kindle Vice President Peter
Larsen in USA Today.
When we can buy whatever we want
elsewhere and often at a lower price,
marketing success is far less about
products and prose and more about what
companies do to make life easier and
more enjoyable for customers.
5. Match marketing and sales messages
to your customers. Seems obvious,
particularly when so much data is
available and customers expect
personalized marketing messages. The
“Dear John” greeting on a CVS email
offering a 50% discount was intriguing
until I found it was for women’s skin care
and beauty products. The CVS message
had unintended consequences: “After all
this time, they really don’t know me,” I
thought.
Whenever this occurs, it creates
“messaging dissonance.” When something
isn’t quite right, it makes us feel ill at ease
and we reject it. Once doubt creeps in,
trust erodes. Matching messages to
customers is critical.
6. Follow through and keep your promises.
The contractor said, “We’ll be back to you
in a week with a proposal.” After 10 days
or so, there was no response and the
homeowner sent an email asking about it.
“We got busy and fell behind,” came the
response. “Have it to you at the end of the
week.” Needless to say, it never came.
Broken promises, even seemingly small
ones, are killers today. When this
happens, customers don’t just feel let
down — they feel betrayed. They invest
time and effort and put their trust in
someone, only to be rejected. When this
happens, they react by posting negative
comments, make sure others know about
their experience and they never forget.
continued !om page 4
Following through by keeping customers informed with good
news and bad builds trust.
7. Slow down and think it through. “Act now; think later” may be
the number one marketing mantra. And it may also be the
number one reason why marketing gets a bad rap. It takes time
and imagination to think through even the most basic marketing
activity.
The place to start is by asking the right questions: “How does it fit
in our overall marketing strategy?” “What are the implications and
possible outcomes if we do this?” “What can go wrong?” “What
are the expected results and how will we measure them?” The
best way to get what we want from marketing is to start by
slowing down and thinking it through.
John Graham of GrahamComm is a marketing and sales
consultant and business writer. He publishes a free monthly
eBulletin, “No Nonsense Marketing & Sales.” Contact him at
johnrg31@me.com, 617-774-9759 or johnrgraham.com.
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THE HUDSON VALLEY’S BUSINESS WEEKLY
MAY 5 , 2014 - MAY 12, 2014
5 Keys to Developing Personal Power
By Lynda Chervil
Personal power is a core leadership competency that
everyone needs to develop before they can lead
others. It has to do with being able to lead yourself.
"Personal power is the ability to achieve what you
want,” according to Frederick Mann, a successful
entrepreneur and author of The Economic Rape of
America. “More than anything else, it is personal
power that brings you success and happiness. The
biggest barrier to success in almost any endeavor is
powerlessness, negativity, helplessness, and inertia.
They belong together. The problem is not only our
own powerlessness, but also the powerlessness of
those around us."
We can help harness and learn to use our personal
power by understanding and working on our
Emotional Intelligence (EI) skills.
Not long ago, when I worked in a corporate
environment, there was a strong push to incorporate
EI into the organization's leadership training
curriculum as an array of skills and characteristics
that drive leadership performance.
EI is "the ability to monitor one's own and others'
feelings and emotions, to discriminate among them
and to use this information to guide one's thinking
and actions," according to psychologists John D.
Mayer and Peter Salovey, who co-developed the
concept and were two of the three authors of the
Emotional Intelligence Test.
My EI training and its practical applications to my
work team environment still resonate in my personal
life. They became skills that I now methodically apply
to current situations in both personal and
entrepreneurial pursuits.
There are several EI models, but the one to which I
ascribe is the mixed model introduced by Daniel
Goldman, a combination of ability and traits. Here are
Goldman’s five main EI constructs, and my views on
how each of us can develop them:
1. Self-awareness: the ability to know one's
emotions, strengths, weaknesses, drives, values and
goals and recognize their impact on others while
using gut feelings to guide decisions.
In order to become self-aware, you need to conduct
an honest self-assessment to determine your
strengths and weaknesses, such as powerlessness
and inertia, and determine the root causes. You then
need to create a plan that will help you overcome
your fears, which are barriers to courage and stand
between you and your successes.
While I am a big proponent of using my intuition to
guide my decisions, whenever it is appropriate, I
need to caution that unless your gut feelings are
often more right than wrong, you cannot make
decisions solely based upon intuition. You need to
use a balanced combination of intuition and logic.
2. Self-regulation: involves controlling or redirecting
one's disruptive emotions and impulses and adapting
to changing circumstances.
Simply put, you need to exercise self-discipline and
know how to control your emotions and be flexible in
order to adapt to changing situations. You cannot
continue on the same trajectory or keep the same
plans when the circumstances or facts have
changed. Your plans need to be modified accordingly.
3. Social skills: managing relationships to move
people in the desired direction.
Your social skills refer to your interpersonal skills or
your ability to relate and connect with people, which
can motivate them to deploy discretionary efforts to
help you achieve goals that are best accomplished
via partnership and collaboration.
Here are some tips for improving your social skills:
a. Pay attention to the feedback of friends and coworkers, good and bad. Train yourself to repeat the
behaviors that get positive feedback and work on
eliminating those that make people react negatively.
b. View constructive criticism as just that. When we
become defensive, we don’t hear what can be very
helpful feedback.
c. Learn to handle conflict and confrontation from a
perspective of compassion and caring.
Personal coaching can be very helpful in learning to
be more diplomatic in your interactions with others.
4. Empathy - considering other people's feelings,
continued on page 7
PAGE 6
THE HUDSON VALLEY’S BUSINESS WEEKLY
MAY 5 , 2014 - MAY 12, 2014
Orange County Business Accelerator Receives NYS Incubator Certification
continued !om page 3
For more information, visit http://
ocaccelerator.com
About the Orange County Business
Accelerator:
OCBA is a business incubator program launched
by the Orange County Industrial Development
Agency. The incubator, 10,000 square feet of
Class A high-tech research and development
space, is designed to attract new entrepreneurial
investment by providing businesses with belowmarket occupancy costs, mentoring programs and
a high-tech plug-and-play office environment. For
more information, visit http://ocaccelerator.com.
Photo: (From Left to Right): Laurie Villasuso, associate
executive director of the Orange County Industrial
Development Agency; James R. Petro, Jr., executive
director of the Orange County Industrial Development Agency; Kelly Reilly, client services specialist of the OCBA; Robert
Armistead, chairman of the Orange County Industrial Development Agency Board of Directors; and Brian Gates, vice
president of the Hudson Valley Economic Development Corp. with the OCBA’s New York State Business Incubator certificate.
5 Keys to Developing Personal Power
continued from page 6
especially when making decisions.
Some people believe empathy cannot be learned, but I believe just the opposite. Put yourself in the other
person’s shoes and try to see situations from their perspective. Might they be feeling fear? Shame? Guilt? How
do those emotions make you feel? Understanding and addressing the concerns of others is essential to EI.
Always consider intent versus impact, and how your actions or decisions may affect the individuals or groups
involved.
5. Motivation - being driven to achieve for the sake of achievement.
Simply put, what motivates you? What are your benchmarks for success? Once you achieve certain levels of
success, you need to consistently set new benchmarks to keep chasing personal excellence!
Practice your EI skills on yourself first, and you’ll develop greater personal power. That can lead to achievements
you may never have dreamed possible.
About Lynda Chervil
Lynda Chervil is the author of “Fool’s Return,” http://lyndachervil.com/, a new novel that incorporates valuable life
lessons in a page-turning tale that touches on technology, the green movement, and other aspects of
contemporary society. She graduated from New York University with a master’s degree in Integrated Marketing
Communications and has extensive experience in consumer and commercial banking and has held positions in
new business development, sales management and executive leadership. Chervil seeks to push the limits of
PAGE 7
THE HUDSON VALLEY’S BUSINESS WEEKLY
MAY 5 , 2014 - MAY 12, 2014
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THE HUDSON VALLEY’S BUSINESS WEEKLY
The Bookworm
MAY 5 , 2014 - MAY 12, 2014
OPINION
By Terri Schlichenmeyer
“Mistakes I Made at Work” edited by Jessica Bacal
c.2014, Plume
$16.00 / $18.00 Canada
252 pages
Everybody knows what you did.
It didn’t take long for word to get around, actually; you can tell by the smirks and the lack of eye-contact in the
hall. It was a colossal error, one that cost the company more than you care to think about. And it was all your
fault.
How can you ever bounce back
your career? Twenty-five leading
in the new book “Mistakes I
Bacal.
It’s a platitude everybody’s heard
Embrace them, we’re told, and
wondered how, with a culture
and a reluctance to discuss such
our errors?
from something like this? Will it end
women say no – and you’ll find out why
Made at Work,” edited by Jessica
She contacted influential women
them about their mistakes, what
from several walks of life, and asked
they learned, and how they grew from it.
Laurel Touby, founder of
that no job was worth ignoring
advice is to “pursue work
you.”
Mediabistro.com, learned the hard way
who she really was, down-deep. Her
environments that feel like the right fit for
For writer Rachel Simmons,
accepted a Rhodes scholarship.
that being a Rhodes Scholar was
embarrassed to quit and her family
life. Her advice: “Don’t be afraid to quit.”
before: learn from your mistakes.
grow from them. But Jessica Bacal
that demands perfection from women
things, we can ever learn anything from
achievement was the only goal until she
She realized, once she was at Oxford,
a big mistake for her. She was
was angry, but it was a turning point in her
Lawyer and social activist Reshma Saujani lost a Congressional race in 2009 and “I felt like I had let
[supporters] down.” She advises readers to keep trying: “fail fast, fail hard, and fail often.”
From economist Carla Harris: if you “don’t know, you need to ask.” From writer Cheryl Strayed: “We’re all rough
drafts.” From physician Danielle Ofri: nobody learns through humiliation. Says writer Alina Tugend: master the
art of asking for money. And from writer J. Courtney Sullivan: “be a kind and generous coworker. You never
know where it might lead you in the future.”
As a Champion Goof-Up from way back, I approached “Mistakes I Made at Work” with a little trepidation. When
it comes to blunders, there are lots of chestnuts out there that are of little help – and then there’s this book.
I was pleased with the candor that editor Jessica Bacal found when interviewing the women she chose. Some
of the mistakes in this book might seem minor, while some are pretty good-sized but the meaning behind each
brief chapter is the same; to wit: these women messed up, they were embarrassed, and they lived to tell about
it. Best of all, things were often better, post-oops. And wow, that’s pretty comforting to anybody who knows she
can’t cast that first stone…
This is an excellent book to give to a new grad, an old hand, an employee who’s feeling red-faced, or YOU.
Reading “Mistakes I Made at Work,” in fact, is something you’ll be glad you did.
PAGE 9
THE HUDSON VALLEY’S BUSINESS WEEKLY
MAROTTA ON MONEY
MAY 5 , 2014 - MAY 12, 2014
OPINION
By David John Marotta and Megan Russell
Microfinance: Loans That
Change Lives
Microfinance provides banking services to the poor
who would normally not qualify. These services
usually involve such small amounts of money that
traditional banking considers them inconsequential.
But to people struggling to work their way out of
poverty, any amount of money is significant. Like
everyone else, they need a safe store of value for the
savings they do have and access to investment
capital that they can put to work.
For the world's poor who
survive on less than $2 per
day, banking services are
unavailable. Without access
to a safe place to store
savings, the poor cannot get
a loan to start a business.
And without a job or collateral
for a loan, no bank is willing
to lend.
Kiva
In the 1970s, economics
professor Muhammad Yunus began visiting the
poorest women in Jobra, Bangladesh. He found they
could not get loans except from moneylenders at
exorbitant interest rates. Without loans, the women
could not buy the bamboo they needed to make
goods for market. But with the loans, after selling
their goods and paying the interest on the loan,
almost nothing was left.
This realization led Yunus to a simple truth: A small
loan with moderate interest rates to the village
women would have a profound and lasting effect on
their ability to improve their lives forever.
Yunus created and popularized the modern idea of
microfinance. He first began lending to the poor out
of his own pocket. Later he founded the Grameen
Bank in 1983. In 2006, the Grameen Bank and
Yunus won the Nobel Peace Prize for their work in
creating the simple yet revolutionary microcredit
system.
In 2003, Yunus gave a lecture at Stanford Business
School. In the audience were Matt Flanner and
Jessica Jackley, who cofounded Kiva, which means
"unity" in Swahili, two years later.
Unlike the Grameen Bank, Kiva has carefully
selected 246 field partners in 76 countries to manage
the loans.
Once Kiva has collected enough money for the loan,
the funds are sent to the field partner. Over the
course of the loan, entrepreneurs gradually repay the
loan from their profits. As repayment are made, the
money is deposited back into a user's account. Users
can then withdraw the funds
or provide the money again to
another entrepreneur.
The Kiva website provides
the online bridge between the
savings of donors in the
developed world and the
needy entrepreneurs in the
developing world. And it also
puts checks and balances on
the process.
Kiva holds the rates and practices of field partners
accountable. If the partner charges too much or
complains about their lending practices, Kiva drops
them and finds alternative lending partners.
Kiva users hold field partners accountable to make
honest loans to worthy borrowers. If users don't find
the project commendable, they won't donate to them
and the field partner must fund the loan by
themselves.
Creating an account at Kiva is free. Over 1.1 million
users have become Kiva lenders. The average for
lenders is less than 20 loans or about $479. But the
total value of loans made through Kiva is over $550
million. Small amounts make a significant impact
over time.
Microfinance cannot solve every cause of world
poverty. A loan to buy a calf, raise it and then sell it
makes sense in many parts of the world. But if you
live in an area where armed bandits will come and
continued on page 11
PAGE 10
THE HUDSON VALLEY’S BUSINESS WEEKLY
Marotta
OPINION
continued !om page 10
steal your cow, microfinance doesn't work. It is even worse when those
bandits are corrupt government officials.
Microfinance is also not a solution for families on the brink of starvation.
Given the choice between feeding the calf and feeding her children, no
mother is going to preserve the investment in the calf. Microfinance
makes the most sense when it is short-term loans for less than two
years.
Our first Kiva loan was to Jehiner, a 26-year-old living with his parents in
Chiclayo, Peru. He drove a taxicab but needed $725 (2,000 Peruvian
soles) to repair his cab. Edpyme Alternativa, the field partner, loaned
him the money. Kiva was asked to backfill the loan so the field partner
could make another loan. It took Kiva about 10 days to find 29 users
willing to loan $25 each. Jehiner had 14 months to repay the loan.
Because of the loan, he could continue to earn a living rather than being
unemployed.
The detailed personal stories help the lenders see people who need
capital in the developing world as real people with real needs.
Microfinance sometimes does wonders, but it is not the solution to every
problem. It only makes sense for those who have some way to repay the
loan. Kiva's repayment rate is 98.95%.
Processing microfinance is just as expensive as big banking, but the
profits are smaller. As a result, fees and interest are higher than
traditional loans. Kiva helps keep those costs down somewhat. Optional
fees and donations help support the cost of running Kiva. Nothing is
taken directly out of the loans. As a result, only the in-country
operational expenses burden the loans.
Microfinance is an interesting field, and you can get involved in several
ways. With as little as $25 you can begin loaning money to developing
world entrepreneurs. Or you can give a gift certificate to someone you
know who might be interested.
Kiva's user interface is both intuitive and enjoyable. You can search by
multiple criteria to target a very specific type of loan. You can search by
gender, country, industry, popularity or timeliness.
The University of Virginia has several ties to Kiva. Jessica Jackley,
Kiva's cofounder, attributes the time she spent on UVA's semester at
sea for sparking her interest in microfinance. UVA also has a student
lending team as well as an alumni lending team.
Kiva's social networking community helps participants see the aggregate
impact of microloans as well as encourage involvement through social
media. You can join our firm's lending team at kiva.org/team/
marotta_wealth_management. We loan because we believe the
entrepreneurial spirit within a country with economic freedom can raise
the world's standard of living.
PAGE 11
MAY 5 , 2014 - MAY 12, 2014
Kiva helps alleviate poverty in
developing countries as well as
alleviate materialism in developed
nations. Personalizing stories in the
developing countries helps us
distinguish between needs and wants.
By living a simple lifestyle, your
savings can enable others to simply
live. Kiva helps foster this generous
attitude as well as provide a forum for
what to do with the money you are not
spending.
David John Marotta is President of
Marotta Wealth Management, Inc. of
Charlottesville providing fee-only
financial planning and wealth
management at www.emarotta.com.
Megan Russell studied Cognitive
Science at the University of Virginia.
THE HUDSON VALLEY’S BUSINESS WEEKLY
MAY 5 , 2014 - MAY 12, 2014
A BUSINESS BANK
for every step
in your journey
Your business doesn’t stay the same. Why would it?
You grow. You learn. You move forward. That’s the
whole idea. So your bank’s relationship with you
should grow, too.
The right bank for your business is one that understands
your changing needs and priorities as you go through
your own unique business journey. And that takes
a bank with the experience to understand those needs
and be prepared to meet them.
That bank is Orange County Trust Company.
Are slow payments or unexpected
needs putting pressure on your
cash flow?
! 3HORT4ERM ,INE OF #REDIT COULD
be the perfect solution.
We’ve been helping local businesses along their journeys
for more than a century, and we’ve earned their trust.
Let us show you all the ways we can earn yours.
` Ask us about SBA and other government sponsored loans.
Draw on your line quickly and
easily when you need it to finance
receivables, purchase inventory, or
meet other needs complicated by
cash flow shortages.
SHORT-TERM
LINE OF CREDIT
Member FDIC
845-341-5000 orangecountytrust.com
-IDDLETOWN s -ONTGOMERY s 6AILS 'ATE s #HESTER s 'OSHEN s .EWBURGH s &ISHKILL
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