News Hub | News Direct


Advertising Communications Graphic Design Internet Marketing Media Publishing SEO
Article thumbnail News Release

My Code Appoints Seasoned Creative Director Victoria Jordan as General Manager of Branded Content and Creative

My Code

My Code, the largest multicultural digital media platform in the United States that enables brands, agencies, publishers and storytellers to connect with multifaceted and diverse audiences, today announced the appointment of Victoria Jordan as General Manager of Branded Content and Creative. Jordan brings over two decades of experience in overseeing and growing creative teams, leading branded activations and conceptualizing and developing successful campaigns. In her new role at My Code, Jordan will be responsible for leading the company’s branded content initiatives and driving further expansion of My Code Studio offerings to continue providing brands with creative solutions for reaching multicultural consumers. Jordan, who received a Master of Arts degree from New York University, most recently held the title of creative director at Complex Networks, a global youth entertainment network that creates original and branded content for their owned-and-operated stations as well as for premium distributors like Netflix and Hulu. As a leader of the branded team, which was responsible for $26M of business in 2021, she spearheaded and implemented new creative development processes. “Victoria is joining the team at an important time when brands are looking for strategic recommendations around creative direction, franchises with our owned and operated content, unique formats, and year-long branded content initiatives more than ever,” said Jennifer White, COO of My Code. “The way that brands can express themselves across channels and reach multicultural consumers has expanded and she’ll be able to guide our team and clients well, as she has proven to do throughout her impressive career.” Jordan is a seasoned leader with extensive knowledge in every aspect of creative program development, specifically in the multicultural marketing space. Prior to Complex Networks, Jordan worked at One X Studios, an award-winning content studio helping brands create and distribute captivating content to Black audiences. Here, Jordan oversaw internal creative teams and led branded activations and campaigns. “My Code is reshaping the future of media and creating more space for multicultural audiences to connect with authentic and accurate stories,” said Jordan. “I can’t wait to work alongside this team of passionate marketers and storytellers, and look forward to contributing to this important work with engaging and inclusive content.” My Code has been expanding its executive team over the last several months, with the appointment of Veronica Gilton as Chief Technology Officer in October and Ginny Yang as Vice President of Marketing in May, with Jordan being the latest addition. The company has also made several strategic deals this year, including the acquisition of Impremedia, the leading Hispanic news and information company, and Veranda Entertainment, a leading technology and entertainment company. Additionally, My Code Studio, which will be the main focus in Jordan’s new role, has been building award-winning branded creative and content solutions for leading brands targeted to multicultural and diverse audiences. To learn more about My Code, please visit About My Code My Code is a digital media company that enables brands, agencies, publishers, and storytellers to decode and connect with multifaceted and diverse audiences. My Code was formed following the expansion of H Code, a 2x Inc. 5000-ranked company founded in 2015, into additional demographics beyond Hispanic consumers. With a diverse team of marketers, sellers, researchers, and storytellers specializing in an ever-growing selection of Cultural and Affinity Codes, My Code helps companies of all sizes reach millions of Hispanic, Black, and AAPI consumers with unmatched authenticity. My Code combines proprietary insights from its Intelligence Center, first-party targetable datasets, and custom creative to deliver unparalleled multimedia content that effectively reaches diverse audiences across the digital landscape. Having evolved from its Hispanic-centric origins, My Code is now a robust, minority-dominant organization dedicated to the economic empowerment of the diverse communities and audiences it represents. Its purpose-driven media marketplace allows advertisers to easily invest in minority-owned and led publishers, creators, and producers. Today, My Code’s employee base is 85% multicultural, 70% Hispanic/Latinx, and 50% female across its offices in the U.S. and Latin America. Contact Details North 6th Agency for My Code +1 203-518-2348 Company Website

November 03, 2022 09:00 AM Eastern Daylight Time

Article thumbnail News Release



- In Its 8th Year, the IAAC Literary Festival offers an intimate interaction with the leading minds and works of authors and poets writing about the Indian experience - The Indo-American Arts Council ( IAAC ), the organization dedicated to celebrating and showcasing the arts in North America, announced today the lineup for its eighth annual Literary Festival on November 7-13, 2022, in New York. Notable speakers, making in-person appearances at the Caelum Gallery (526 W 26th St.) in NY’s renowned Chelsea neighborhood, include Padma Shri, Barkha Dutt, Priya Kumari and Raza Mir. In continuation of its honored tradition, IAAC will also host a live Poetry Panel headlining Arundhathi Subramaniam and moderated by poetry curator, Dr. Ravi Shankar. Prior to the in-person weekend events, there will be a series of virtual events hosted on Facebook and YouTube each evening starting November 7-11 at 6:30 p.m. ET, which will feature ten writers including Nobel Peace Prize winner Kailash Satyarthi; London-based restaurateur and Netflix’s “Chef’s Table” star, Asma Khan with Michelin Chef Vikas Khanna - author of the world’s first “phygital” (physical and digital) cookbook; plus, actress, dancer and choreographer, Rukmini Vijayakumar. This series also includes a dedicated Children’s Literary Panel on Tuesday, November 8, 2022 which will showcase readings of “When Blackbirds Fly” by Hannah Lalhlanpuii and “Jamlo Walks” by Samina Mishra. "IAAC's Literary Festival showcases writers who bring stories of the Indian experience and ethos to the world. Even as they set new standards of literary excellence, they excite our imagination and shape humanity's future through their thought leadership. The festival attendees will become part of extraordinary conversations. Supporting the festival will be a stellar group of moderators who themselves are literary luminaries. As always there will be a focus on first time regional translations, children's literature and poetry," said Rakesh Kaul, Vice Chairman, IAAC. IAAC’s literary festival will be an intense two-day immersive experience featuring thought-provoking conversations, readings and discussions of stories told by courageous authors. Each authors' skill and expertise cover a wide range of civilizational and cultural topics including archeology, design, dance, history, compassion, wonder and the culinary arts. A panel of four poets will showcase powerful word-play that will make imaginations soar and speak directly to hearts, young and old. Refreshments, breakfast and lunch will be served, wine and cheese will accompany the poetry session. The festival wraps on a high note with the Annual Gala on November 13th. “At IAAC, we pride ourselves on our ability to seek out and find foundational storytellers who are not only noteworthy for their skill with language but whose seminal works also weave remarkable narratives that shape the world around them. This year is no exception; I have had the privilege to work with a dedicated team of literature lovers whose hard work and energy made this festival possible,” said Preethi Urs, Literary Festival Director, IAAC. A full list of writers and featured works below. For the full schedule with dates, times and moderators, please visit Virtual Events (November 7-11): Kailash Satyarthi's greater body of work Ammu: Indian Home Cooking to Nourish your Soul (Interlink Books, May 2022) by Asma Khan Sacred Foods of India in NFT format (Akshaya, June 2022) by Vikas Khanna His Holiness the Dalai Lama in 100 Anecdotes (India Penguin, December 2022) by Arthy Muthanna Singh and Mamta Nainy The Dalai Lama: Leadership and the Power of Compassion (Interlink Books, November 2022) by Ginger Chih which includes a forward by His Holiness the Fourteenth Dalai Lama Finding Shiva: An Inner Journey of the Performative Experience (INDIC, 2021) by Rukmini Vijayakumar Virtual Children’s Panel: When Blackbirds Fly (Duckbill, February 2022) by Hannah Lalhlanpuii Jamlo Walks (India Puffin, September 2021) by Samina Mishra Somnath Hore: Wounds (Art1st, August 2021) conceptualized by Ritu Khoda, written by Likla Lall and featuring illustrator, Kripa (additionally, featuring in-person on November 13) In-Person Events (November 12-13): The Way of the Goddess: Daily Rituals to Awaken Your Inner Warrior and Discover Your True Self (TarcherPerigee, September 2022) by Ananta Ripa Ajmera Tata's Leadership Experiment: The Story of the Tata Administrative Service (HarperBusiness, August 2022) by Bharat Wakhlu, Mukund Rajan, Sonu Bhasin TO HELL AND BACK: Humans of COVID (Juggernaut, February 2022) by Barkha Dutt The Greatest Telugu Stories Ever Told (Rupa, March 2022) translated by Tamraparni Dasu and Dasu Krishnamoorty A Country Called Childhood: A Memoir (Aleph Book Company, July 2022) by Deepti Naval [Block] Chain Reaction - The Future of How We Live and Work (Soul Excellence Publishing, January 2022) by Elizebeth Varghese Tomb of Sand: A Novel by Geetanjali Shree (Tilted Axis Press, August 2021), translated by Daisy Rockwell Shehnai Virtuoso and Other Stories by Dhumketu (Deep Vellum Publishing, July 2022) translated by Jenny Bhatt Rajaraja Chola: King of Kings (Aleph Book Company, November 2022) by Kamini Dandapani Dava Shastri's Last Day (Grand Central Publishing, November 2021) by Kirthana Ramisetti A Matter of Trust (HarperCollins India, July 2021) by Meenakshi Ahamed The View from the Very Best House in Town (Walker Books US, February 2022) by Meera Trehan The Soul Catcher (Bodes Well Publishing, September 2021) by Monica Bhide Mirror Made of Rain (The Unnamed Press, May 2022) by Naheed Phiroze Patel The Candid Life of Meena Dave (Lake Union Publishing, June 2022) by Namrata Patel People of the Indus (India Penguin, November 2022) by Nikhil Gulati Leaf Talks Peace - Buddha's Message of Harmony (Eternal Tree Books, May 2022) by Priya Kumari Talent: The Market Cap Multiplier (Ideapress Publishing, January 2022) by Ram Charan and Anish Batlaw Murder at the Mushaira: A Novel (Rupa Publications India, January 2021) by Raza Mir Smashing the Patriarchy: A Guide for the 21st-Century Indian Woman (Rupa, November, 2021) by Sindhu Rajasekaran KALA - Essays on Contemporary Design Aesthetics (Times Group Books, 2020) edited by Padma Shri Sunita Kohli Somnath Hore: Wounds (Art1st, August 2021) conceptualized by Ritu Khoda, written by Likla Lall and featuring illustrator, Kripa Notable International Poets: Love Without a Story (Westland, April 2019) by Arundhathi Subramaniam My Body Lives Like a Threat (Flowersong Press, January 2022) by Megha Sood Time Regime (Gaudy Boy, March 2022) by Jhani Randhawa Singing in the Dark (Vintage Books, October 2020) edited by Nishi Chawla and K Satchidanandan Attendance Details: For a complete calendar of events between on November 7-13, 2022, visit RSVP for both in-person and online events at: Social Media for IAAC: Facebook: YouTube: Twitter: Instagram: Hashtag: #IAACLitFest For a full press kit including photos and posters: For IAAC Suman Gollamudi, Executive Director, Indo-American Arts Council About Indo-American Arts Council (IAAC): The IAAC supports all the artistic disciplines in classical, fusion, folk and innovative forms influenced by the arts of India. We work cooperatively with colleagues around the U.S. to broaden our collective audiences and to create a network for shared information, resources and funding. Our focus is to help artists and art organizations in North America as well as to facilitate artists from India to exhibit, perform and produce their work here. The IAAC is a 501(c)(3) tax-exempt organization. All donations are tax-deductible to the fullest extent allowable by law. For information, please visit For a full press kit including photos and posters: Contact Details Indo-American Arts Council Suman Gollamudi, Executive Director

November 02, 2022 04:57 PM Eastern Daylight Time

Article thumbnail News Release

CSG Systems International Reports Third Quarter 2022 Results


CSG (NASDAQ: CSGS) today reported results for the quarter ended September 30, 2022. Financial Results: Third quarter 2022 financial results: Total revenue was $273.3 million and total non-GAAP adjusted revenue was $255.1 million. GAAP operating income was $20.0 million, or 7.3% of total revenue, and non-GAAP operating income was $46.7 million, or 18.3% of non-GAAP adjusted revenue. Shareholder Returns: CSG declared its quarterly cash dividend of $0.265 per share of common stock, or a total of approximately $8 million, to shareholders. During the third quarter of 2022, CSG repurchased 488,000 shares of its common stock under its stock repurchase program for approximately $28 million. “After hitting some headwinds last quarter, Team CSG delivered strong, healthy revenue growth in Q3 with 4.2% sequential quarter-over-quarter growth. Further, on the back of our timely Operating Margin Improvement Initiative, we reported non-GAAP adjusted operating margin of 18.3%, one of our best results in recent memory. And we returned $91 million to shareholders via buybacks and dividends during the first nine months of the year,” said Brian Shepherd, President and Chief Executive Officer of CSG. “Looking forward, our exciting Q3 results give us confidence that we can finish 2022 strong and build even better growth momentum for 2023.” Financial Overview (unaudited) (in thousands, except per share amounts and percentages): For additional information and reconciliations regarding CSG’s use of non-GAAP financial measures, please refer to the attached Exhibit 2 and the Investor Relations section of CSG’s website at Results of Operations GAAP Results: Total revenue for the third quarter of 2022 was $273.3 million, a 3.8% increase when compared to revenue of $263.2 million for the third quarter of 2021. This increase can be mainly attributed to the continued growth of CSG's revenue management solutions, as approximately three-fourths of the increase was attributed to organic growth resulting mainly from increased payments volume and conversions of customer accounts onto CSG solutions. GAAP operating income for the third quarter of 2022 was $20.0 million, or 7.3% of total revenue, compared to $32.8 million, or 12.4% of total revenue, for the third quarter of 2021. The decrease in operating income can be primarily attributed to the $14.0 million increase in restructuring and reorganization charges related mainly to an operating margin improvement initiative that began in the second quarter of 2022. GAAP EPS for the third quarter of 2022 was $0.40, as compared to $0.50 for the third quarter of 2021. The decrease in GAAP EPS can be mainly attributed to the increase in restructuring and reorganization charges, discussed above, offset by a $6.2 million loss recorded in the third quarter of 2021 related to CSG obtaining a controlling interest in MobileCard. Non-GAAP Results: Non-GAAP adjusted revenue for the third quarter of 2022 was $255.1 million, a 3.3% increase when compared to non-GAAP adjusted revenue of $247.0 million for the third quarter of 2021. The increase in non-GAAP adjusted revenue between periods is due to the factors discussed above. Non-GAAP operating income for the third quarter of 2022 was $46.7 million, or 18.3% of total non-GAAP adjusted revenue, compared to $41.6 million, or 16.8% of total non-GAAP adjusted revenue for the third quarter of 2021. The increases in operating income and operating income margin can be mainly attributed to the higher revenue along with the margin improvement initiatives, mentioned above. Non-GAAP EPS for the third quarter of 2022 was $1.06 compared to $0.88 for the third quarter of 2021, with the increase due to the factors discussed above. Balance Sheet and Cash Flows Cash, cash equivalents and short-term investments as of September 30, 2022 were $147.3 million compared to $135.0 million as of June 30, 2022 and $233.7 million as of December 31, 2021. CSG had net cash flows from operations for the third quarters ended September 30, 2022 and 2021 of $22.8 million and $46.1 million, respectively, and had non-GAAP free cash flow of $10.9 million and $38.7 million, respectively. These year-over-year decreases in quarterly cash flows from operations and non-GAAP free cash flow are mainly attributed to unfavorable changes in working capital, resulting mainly from the timing of payment of employee wages and the accrual of the annual bonus, and deferred revenue related to a large international implementation project. Summary of Financial Guidance CSG is updating its financial guidance for the full year 2022, as follows: For additional information and reconciliations regarding CSG’s use of non-GAAP financial measures, please refer to the attached Exhibit 2 and the Investor Relations section of CSG’s website at Conference Call CSG will host a conference call on Wednesday, November 2, 2022 at 5:00 p.m. ET to discuss CSG’s third quarter 2022 earnings results. The call will be conducted live and archived on the Internet. A link to the conference call is available at In addition, to reach the conference by phone, call 1-888-412-4131 and use the passcode 2327393. Additional Information For information about CSG, please visit CSG’s web site at Additional information can be found in the Investor Relations section of the website. About CSG CSG empowers companies to build unforgettable experiences, making it easier for people and businesses to connect with, use and pay for the services they value most. Our customer experience, billing and payments solutions help companies of any size make money and make a difference. With our SaaS solutions, company leaders can take control of their future, and tap into guidance along the way from our more than 5k-strong experienced global CSG services team. Want to learn more about how to be a change maker and industry shaper like our 1,000-plus clients? Visit to learn more. Forward-Looking Statements This news release contains forward-looking statements as defined under the Securities Act of 1933, as amended, that are based on assumptions about a number of important factors and involve risks and uncertainties that could cause actual results to differ materially from what appears in this news release. Some of these key factors include, but are not limited to the following items: CSG derives approximately forty percent of its revenue from its two largest customers; Fluctuations in credit market conditions, general global economic and political conditions, and foreign currency exchange rates; CSG’s ability to maintain a reliable, secure computing environment; Continued market acceptance of CSG’s products and services; CSG’s ability to continuously develop and enhance products in a timely, cost-effective, technically advanced and competitive manner; CSG’s ability to deliver its solutions in a timely fashion within budget, particularly large and complex software implementations; CSG’s dependency on the global telecommunications industry, and in particular, the North American telecommunications industry; CSG’s ability to meet its financial expectations; Increasing competition in CSG’s market from companies of greater size and with broader presence; CSG’s ability to successfully integrate and manage acquired businesses or assets to achieve expected strategic, operating and financial goals; CSG’s ability to protect its intellectual property rights; CSG’s ability to conduct business in the international marketplace; CSG’s ability to comply with applicable U.S. and International laws and regulations; and CSG’s business may be disrupted, and its results of operations and cash flows adversely affected by the COVID-19 pandemic. This list is not exhaustive, and readers are encouraged to review the additional risks and important factors described in CSG’s reports on Forms 10-K and 10-Q and other filings made with the SEC. For more information, contact: John Rea, Investor Relations (210) 687-4409 E-mail: CSG SYSTEMS INTERNATIONAL, INC. CONDENSED CONSOLIDATED BALANCE SHEETS-UNAUDITED (in thousands) CSG SYSTEMS INTERNATIONAL, INC. CONDENSED CONSOLIDATED STATEMENTS OF INCOME-UNAUDITED (in thousands, except per share amounts) CSG SYSTEMS INTERNATIONAL, INC. CONDENSED CONSOLIDATED STATEMENTS OF CASH FLOWS-UNAUDITED (in thousands) EXHIBIT 1 CSG SYSTEMS INTERNATIONAL, INC. SUPPLEMENTAL REVENUE ANALYSIS Revenue by Significant Customers: 10% or more of Revenue Revenue by Vertical Revenue by Geography EXHIBIT 2 CSG SYSTEMS INTERNATIONAL, INC. DISCLOSURES FOR NON-GAAP FINANCIAL MEASURES Use of Non-GAAP Financial Measures and Limitations To supplement its condensed consolidated financial statements presented in accordance with generally accepted accounting principles (GAAP), CSG uses non-GAAP adjusted revenue, non-GAAP operating income, non-GAAP adjusted operating margin percentage, non-GAAP EPS, non-GAAP adjusted EBITDA, and non-GAAP free cash flow. CSG believes that these non-GAAP financial measures, when reviewed in conjunction with its GAAP financial measures, provide investors with greater transparency to the information used by CSG’s management in its financial and operational decision making. CSG uses these non-GAAP financial measures for the following purposes: • Certain internal financial planning, reporting, and analysis; • Forecasting and budgeting; • Certain management compensation incentives; and • Communications with CSG’s Board of Directors, stockholders, financial analysts, and investors. These non-GAAP financial measures are provided with the intent of providing investors with the following information: • A more complete understanding of CSG’s underlying operational results, trends, and cash generating capabilities; • Consistency and comparability with CSG’s historical financial results; and • Comparability to similar companies, many of which present similar non-GAAP financial measures to investors. Non-GAAP financial measures are not measures of performance under GAAP, and therefore should not be considered in isolation or as a substitute for GAAP financial information. Limitations with the use of non-GAAP financial measures include the following items: • Non-GAAP financial measures are not based on any comprehensive set of accounting rules or principles; • The way in which CSG calculates non-GAAP financial measures may differ from the way in which other companies calculate similar non-GAAP financial measures; • Non-GAAP financial measures do not include all items of income and expense that affect CSG’s operations and that are required by GAAP to be included in financial statements; • Certain adjustments to CSG’s non-GAAP financial measures result in the exclusion of items that are recurring and will be reflected in CSG’s financial statements in future periods; and • Certain charges excluded from CSG’s non-GAAP financial measures are cash expenses, and therefore do impact CSG’s cash position. CSG compensates for these limitations by relying primarily on its GAAP results and using non-GAAP financial measures as a supplement only. Additionally, CSG provides specific information regarding the treatment of GAAP amounts considered in preparing the non-GAAP financial measures and reconciles each n on-GAAP financial measure to the most directly comparable GAAP measure. Non-GAAP Financial Measures: Basis of Presentation The table below outlines the exclusions from CSG’s non-GAAP financial measures: CSG believes that excluding certain items in calculating its non-GAAP financial measures provides meaningful supplemental information regarding CSG’s performance and these items are excluded for the following reasons: Transaction fees are primarily comprised of interchange and other payment-related fees paid, in conjunction with the delivery of service to customers under CSG’s payment services contracts, to third-party payment processors and financial institutions by CSG. Because CSG controls the integrated service provided under its payment services customer contracts, these transaction fees are presented gross, and not netted against revenue; however, other payments companies who do not provide and/or control an integrated service present their revenue net of transaction fees. The exclusion of these fees in calculating CSG’s non-GAAP adjusted revenue provides management and investors an additional means to use to compare CSG’s current revenue with historical and future periods, as well as with other payments companies. Restructuring and reorganization charges are expenses that result from cost reduction initiatives and/or significant changes to CSG’s business, to include such things as involuntary employee terminations, changes in management structure, divestitures of businesses, facility consolidations and abandonments, and fundamental reorganizations impacting operational focus and direction. These charges are not considered reflective of CSG’s recurring business operating results. The exclusion of these items in calculating CSG’s non-GAAP financial measures allows management and investors an additional means to compare CSG’s current financial results with historical and future periods. Executive transition costs include expenses incurred related to a departure of a CSG executive officer under the terms of the related separation agreement. These types of costs are not considered reflective of CSG’s recurring business operating results. The exclusion of these costs in calculating CSG’s non-GAAP financial measures allows management and investors an additional means to compare CSG’s current financial results with historical and future periods. • Acquisition-related expenses include amortization of acquired intangible assets, earn-out compensation, and transaction-related costs. Transaction-related costs, which typically include expenses related to legal, accounting, and other professional services, are direct and incremental expenses related to business acquisitions, and thus, are not considered reflective of CSG’s recurring business operating results. The total amount of acquisition-related expenses can vary significantly between periods based on the number and size of acquisition activities, previously acquired intangible assets becoming fully amortized, and ultimate realization of earn-out compensation. In addition, the timing of these expenses may not directly correlate with underlying performance of the CSG’s operations. Therefore, the exclusion of acquisition-related expenses in calculating CSG’s non-GAAP financial measures allows management and investors an additional means to compare CSG’s current financial results with historical and future periods. • Stock-based compensation results from CSG’s issuance of equity awards to its employees under incentive compensation programs. The amount of this incentive compensation in any period is not generally linked to the level of performance by employees or CSG. The exclusion of these expenses in calculating CSG’s non-GAAP financial measures allows management and investors an additional means to evaluate the non-cash expense related to compensation included in CSG’s results of operations, and therefore, the exclusion of this item allows investors to further evaluate the cash generating capabilities of CSG’s business. • The convertible notes OID is the result of allocating a portion of the principal balance of the debt at issuance to the equity component of the instrument, as required under current accounting rules. This OID is then amortized to interest expense over the life of the respective convertible debt instrument. The interest expense related to the amortization of the OID is a non-cash expense, and therefore, the exclusion of this item allows investors to further evaluate the cash interest costs of CSG’s convertible notes for cash flow, liquidity, and debt service purposes. Gains and losses related to the extinguishment/conversion of debt can be as a result of the refinancing of CSG’s credit agreement and/or repurchase, conversion, or settlement of CSG’s convertible notes. These activities, to include any derivative activity related to debt conversions, are not considered reflective of CSG’s recurring business operating results. Any resulting gain or loss is generally non-cash income or expense, and therefore, the exclusion of these items allows investors to further evaluate the cash impact of these activities for cash flow and liquidity purposes. In addition, the exclusion of these gains and losses in calculating CSG’s non-GAAP EPS allows management and investors an additional means to compare CSG’s current operating results with historical and future periods. Gains or losses related to the acquisition or disposition of certain of CSG’s business activities are not considered reflective of CSG’s recurring business operating results. Any resulting gain or loss is generally non-cash income or expense, and therefore, the exclusion of these items allows investors to further evaluate the cash impact of these activities for cash flow and liquidity purposes. In addition, the exclusion of these gains and losses in calculating CSG’s non-GAAP EPS allows management and investors an additional means to compare CSG’s current operating results with historical and future periods. Unusual items within CSG’s quarterly and/or annual income tax expense can occur from such things as income tax accounting timing matters, income taxes related to unusual events, or as a result of different treatment of certain items for book accounting and income tax purposes. Consideration of such items in calculating CSG’s non-GAAP financial measures allows management and investors an additional means to compare CSG’s current financial results with historical and future periods. CSG also reports non-GAAP adjusted EBITDA and non-GAAP free cash flow. Management believes non-GAAP adjusted EBITDA is a useful measure to investors in evaluating CSG’s operating performance, debt servicing capabilities, and enterprise valuation. CSG defines non-GAAP adjusted EBITDA as income before interest, income taxes, depreciation, amortization, stock-based compensation, foreign currency transaction adjustments, acquisition-related expenses, and unusual items, such as restructuring and reorganization charges, executive transition costs, gains and losses related to the extinguishment of debt, and gains and losses on acquisitions or dispositions, as discussed above. Additionally, management uses non-GAAP free cash flow, among other measures, to assess its financial performance and cash generating capabilities, and believes that it is useful to investors because it shows CSG’s cash available to service debt, make strategic acquisitions and investments, repurchase its common stock, pay cash dividends, and fund ongoing operations. CSG defines non-GAAP free cash flow as net cash flows from operating activities less the purchases of software, property and equipment. Non-GAAP Financial Measures Non-GAAP Adjusted Revenue: The reconciliations of GAAP revenue to non-GAAP adjusted revenue for the indicated periods are as follows (in thousands): Non-GAAP Operating Income: The reconciliations of GAAP operating income to non-GAAP operating income for the indicated periods are as follows (in thousands, except percentages): (1) Restructuring and reorganization charges include stock-based compensation, which is not included in the stock-based compensation line in the tables above and following, and depreciation, which has not been recorded to the depreciation line item on the Income Statement. Non-GAAP EPS: The reconciliations of GAAP EPS to non-GAAP EPS for the indicated periods are as follows (in thousands, except per share amounts): (2) During the third quarter of 2021, CSG acquired a controlling interest in MobileCard, in which it had previously held only an equity interest in. Upon acquisition of the controlling interest, CSG recognized a non-cash loss in other income (expense) related to the fair value remeasurement of the pre-existing equity investment. (3) For the third quarter and nine months ended September 30, 2022 the GAAP effective income tax rates were approximately 33% and 26%, respectively, and the non-GAAP effective income tax rates were 27.5% for both periods. For the third quarter and nine months ended September 30, 2021 the GAAP effective income tax rates were approximately 28% for both periods, and the non-GAAP effective income tax rates were 27% for both periods. (4) The outstanding diluted shares for the third quarter and nine months ended September 30, 2022 were 31.2 million and 31.5 million, respectively, and for the third quarter and nine months ended September 30, 2021 were 32.0 million for both periods. Non-GAAP Adjusted EBITDA: CSG’s calculation of non-GAAP adjusted EBITDA and the reconciliation of CSG’s non-GAAP adjusted EBITDA measure to GAAP net income is provided below for the indicated periods (in thousands, except percentages): (5) Interest expense includes amortization of deferred financing costs as provided in Note 6 below. (6) Amortization on the statement of cash flows is made up of the following items for the indicated periods (in thousands): Non-GAAP Free Cash Flow: CSG’s calculation of non-GAAP free cash flow and the reconciliation of CSG’s non-GAAP free cash flow measure to cash flows from operating activities are provided below for the indicated periods (in thousands): Non-GAAP Financial Measures – 2022 Financial Guidance Non-GAAP Adjusted Revenue: The reconciliation of GAAP revenue to non-GAAP adjusted revenue, as included in CSG’s 2022 full year financial guidance, is as follows: Non-GAAP Operating Income: The reconciliation of GAAP operating income to non-GAAP operating income, as included in CSG’s 2022 full year financial guidance, is as follows (in thousands, except percentages): Non-GAAP EPS: The reconciliation of GAAP EPS to non-GAAP EPS as included in CSG’s 2022 full year financial guidance is as follows (in thousands, except per share amounts): (7) For 2022, the estimated effective income tax rate for GAAP and non-GAAP purposes is expected to be approximately 29% and 27.5%, respectively. (8) The weighted-average diluted shares outstanding are expected to be approximately 31.4 million. Non-GAAP Adjusted EBITDA: CSG’s calculation of non-GAAP adjusted EBITDA and the reconciliation of CSG’s non-GAAP adjusted EBITDA measure to GAAP net income is provided below for CSG’s 2022 full year financial guidance (in thousands, except percentages): Non-GAAP Free Cash Flow: CSG’s calculation of non-GAAP free cash flow and the reconciliation of CSG’s non-GAAP free cash flow measure to cash flows from operating activities is provided below for the indicated period (in thousands): Contact Details CSG John Rea +1 210-687-4409 Company Website

November 02, 2022 02:01 PM Mountain Daylight Time

Article thumbnail News Release

How Much Should I Spend on an Engagement Ring?


Buying an engagement ring signifies a lifelong emotional investment in your future with your partner. An engagement ring purchase is also a significant financial investment. According to a 2021 BriteCo™ survey, 38% of respondents said that buying their engagement ring was the biggest purchase outside of buying a home or vehicle. Making such a significant financial decision requires considering how much to spend on an engagement ring. Find out how much you should spend on this sentimental piece of jewelry by exploring the average engagement ring cost and how to budget for a ring you and your partner love. What’s the Average Cost of an Engagement Ring in 2022? Engagement ring shopping can be stressful and confusing, so to help you determine how much an engagement ring should cost, it’s helpful to know the average price of an engagement ring to use as a baseline. The average engagement ring price in 2021 was approximately $7,011, an increase of 6.1% over 2020. Respondents of the BriteCo™ survey reported a slightly lower median price of $3,250, with 61% spending between $2,500 and $10,000 or more. BriteCo research showed the average spend on earth-mined diamonds increasing 11.9%, from $7,197 to $8,053 in 2021. The average spend for engagement rings with lab-grown diamonds, by comparison, was $4,383, up 8.6% over 2020 prices. BriteCo data also showed that lab-grown diamonds increased their market penetration in the past year from 18.7% of engagement ring sales in 2020 to 28.4% of sales in 2021. The average cost of an engagement ring also varies based on the buyer’s location. In the Mid-Atlantic region, including New York, rings cost an average of $9,343. States in the Pacific region, including California, saw an average spend of $8,626, and people in the central parts of the U.S. spend about $5,530 on average. Deciding on Your Engagement Ring Budget Deciding how much you should spend on an engagement ring involves understanding your budget for the purchase. Your income level, ring preferences and ring-related expenses like jewelry insurance all factor into how much you can and want to spend on your partner’s engagement ring. You can also use an engagement ring calculator tool to find out how much it will really cost to buy a stunning ring for your partner. What Can You Afford? The No. 1 consideration for buying an engagement ring is how much you can afford. In the past, many people determined how much to spend on an engagement ring based on salary. A 1930s De Beers Group marketing campaign suggested that a man had to spend at least three months’ salary on a diamond engagement ring or wedding ring to prove his devotion. While this rule may have worked in past decades, many modern ring buyers choose to spend much more conservatively. Most buyers forgo the salary-based budgeting method altogether. But if you are wondering, “How much should an engagement ring cost according to salary?” CNBC recommends only 5% of your income go toward the purchase. If you make close to the median household income of $70,784, that would mean a reasonable ring budget of about $3,539. What Materials Do You Prefer? Ring materials such as metals and diamonds affect the amount you’ll spend on your engagement ring. When deciding how much to spend, you’ll need to consider what ring materials you and your partner prefer, how much they cost and how to choose an option that matches your aesthetic desires with a price you can afford. Metals In general, platinum and palladium rings are the most expensive metals, with gold, including yellow, rose and white, coming in second. Cobalt and tantalum are less costly metals, and stainless steel and titanium rings are the most affordable, which can help cut engagement ring costs and save money. Diamond The most crucial consideration in most engagement rings is the diamond — the most expensive element. Diamonds are typically priced according to the 4Cs: cut, clarity, color and carat. Cut refers to the way a jeweler cuts a diamond to reflect light. More intricate cuts, rated 10 on the American Gem Society (AGS) scale, will be more expensive than lower-rated cuts. Diamonds with better clarity ratings or unique colorings may cost more than those with lower ratings. For example, a vivid yellow diamond ring may cost upward of $16,000 per carat, while a regular white diamond might sell for $1,000 per carat. Generally, the more a diamond weighs in carats, the more it will cost. Diamond prices typically move between weight groupings. For example, a diamond weighing between 0.01 to 0.90 carats will cost the same, but the price jumps for diamonds weighing between 0.98 to 1.5 carats. Where Will You Buy Your Engagement Ring? Where you buy your engagement will factor into how much you plan to spend. A ring from a high-end jeweler like Harry Winston Inc. or Tiffany & Co. may cost tens of thousands more than one from a brand-name retail store or local jeweler. Additionally, buying in-store versus online may offer different pricing options for engagement rings. The BriteCo™ survey showed that 81% of ring buyers prefer in-person sales, with 9% opting for online-only retailers and 11% purchasing from a known jeweler’s website. Because of distribution costs, an engagement ring online may be 30% to 40% cheaper, but buying from a trusted brand or local jeweler offers more security. Should You Insure Your Engagement Ring Purchase? Your insurance premiums should also factor into your budget for an engagement ring. High-value pieces require higher monthly premiums. But compared to other types of insurance, getting specialty jewelry coverage is very affordable, ranging from 0.5% to 1.5% of your ring’s appraised value. Many people believe that their homeowners or renters insurance will fully cover their engagement ring if something happens to it. But the average coverage provided by homeowners or renters insurance for fine jewelry is approximately $1,500. This falls significantly short of the average cost of an engagement ring, leaving you with substantial out-of-pocket costs if your ring is damaged, lost or stolen. Dedicated or specialty jewelry insurance ensures that you are covered for the full replacement cost of the piece. Look for a policy with no deductible that also covers preventative maintenance and repairs. It’s easy to get affordable engagement ring insurance online. Before applying for jewelry insurance, you must have your engagement ring appraised. You can get an appraisal online, at the jewelry store where you purchased the ring or through a professional certified appraiser. You will pay a small fee for the appraisal, typically between $50 and $150. Buy a Ring Your Partner Will Love Your engagement ring represents your commitment and connection to your partner. So, while there are archaic ideas about how much you should spend on an engagement ring, the ideal ring price ultimately depends on your budget and your partner’s style preferences. Regardless of how much you spend on a ring, ensure that you get comprehensive jewelry insurance to protect your investment. Contact Details Benzinga +1 877-440-9464 Company Website

November 02, 2022 01:03 PM Eastern Daylight Time

Article thumbnail News Release

A Simple Guide to Permanent Jewelry


One glance at TikTok and you’re likely to see stories about permanent jewelry. This trend is taking over the jewelry scene, and people are waiting in line for hours just to have a piece of jewelry welded to their body. What is permanent jewelry, and why is it so popular? You’ll learn everything you need to know about the trend in this guide to permanent jewelry. What is Permanent Jewelry? Permanent jewelry is a type of jewelry that is welded onto the wearer, a popular example being forever bracelets or friendship bracelets. Getting the jewelry put on is an easy and totally pain free process. The jewelry is made from dainty, delicate chains and can be put on your wrist, neck, finger or ankle. You can add small charms to personalize the jewelry even more. The idea behind permanent jewelry is that it never comes off, and it becomes a part of your everyday wear. You wear it night and day. For instance, a permanent or forever bracelet is welded together at both ends on your wrist, and you will never have to worry about taking it off and putting it back on. If you decide that you no longer want to wear the jewelry, you will have to cut it off. But as long as you have it on, it’s like having your favorite jewelry with you at all times! Where Can You Get Permanent Jewelry? Not all jewelry stores offer permanent jewelry, so if you want a welded bracelet, ankle bracelet, ring or necklace, you will have to do a little research in your local area. You can look online for jewelry stores that offer permanent jewelry, talk to specialty stores in your area or keep a watch on social media for pop-up stores that offer the product. Where Are the Most Popular Areas to Wear Permanent Jewelry? The most popular places to get permanent jewelry are on the wrists, ankles, and fingers. However, you can get it done anywhere on your body. Some people even get it welded onto their teeth! Advantages of Permanent Jewelry Things don’t become hot trends unless there are advantages that people can identify with. And the welded bracelet trend has plenty of them. Here are a few you may not have considered. Effortless Jewelry Addition Have you ever lost your favorite piece of jewelry? If you have, you understand one of the biggest advantages of permanent jewelry. Because you won’t have to put it on and take it off every day, the chances of losing it are minuscule. And that effortlessness extends into other aspects of jewelry wearing. You will no longer have to struggle with the clasp every day as you put on your bracelet. Instead, it will already be sitting ever-so-pretty on your wrist. Commemorating Special Occasions Some people get tattoos to commemorate special occasions. They may get a tattoo when their child is born, on the day they married or to remember some special occasion. But tattoos aren’t the only way to commemorate a special person or occasion. When you get a permanent bracelet welded onto your wrist, it can serve as a special reminder of a friendship, a major life event or an occasion you want to remember such as bridal showers and bachelorette parties. The same is true for a permanent necklace, ring or ankle bracelet. And by adding a special charm, it can add even more meaning. Representing an Important Time or Person Everyone remembers loved ones in their own way. They may keep mementos from someone they loved who is no longer with them, or they may celebrate their life at a certain time of year. The same is true for celebrations — when you reach a difficult goal or get that promotion you’ve been vying for, you likely want a way to remember it. Permanent jewelry is a great way to remember someone who is no longer with you and mark an important milestone such as getting through a difficult time. The jewelry can also be used to mark joyous times in your life. Disadvantages of Permanent Jewelry Along with advantages, permanent jewelry has a few disadvantages you should be aware of. Not Interchangeable When you wear a permanent necklace and it doesn’t quite go with the top you want to wear, you won’t have the option of trading it out for one that does. Permanent jewelry is just that — permanent — and that’s why you should choose jewelry you can wear with a variety of clothes and styles. The only Removal is to Break it What happens when you get tired of wearing your permanent jewelry? You have to cut it off — literally. Because the jewelry is welded onto you, the only way to remove it is to cut it off. Luckily, the chains that are used in this type of jewelry are thin and delicate, so you can cut off the jewelry with a pair of scissors. But once you cut it off, you can’t put it back on. The good news? You can take it to a jeweler who does permanent fine jewelry and have it welded to your arm, leg, ankle or finger again. How Long Will Permanent Jewelry Last? Permanent jewelry is made to last. Because people want to wear the jewelry for a long time, it is made with high-quality materials like solid gold, sterling silver, stainless steel and other metals that are durable and long-lasting. You can even swim with your permanent jewelry. However, you should be careful not to pull on it or catch it on anything. As long as you take care of your jewelry, it should last for as long as you want to wear it. Keep Your Permanent Jewelry Protected Do you have a special occasion or person to commemorate? Do you want to create something special to mark the date when you reached a goal? Or maybe you just want to enjoy the ease of being able to wear beautiful jewelry every day without having to struggle with clasps or remember where you left it. If you decide permanent jewelry is right for you, don’t forget to insure it. Jewelry insurance is an affordable way to ensure your investments are protected. Contact Details Benzinga +1 877-440-9464 Company Website

November 02, 2022 12:58 PM Eastern Daylight Time

Article thumbnail News Release

PRGN Appoints Natacha Clarac EMEA Regional Vice President

Public Relations Global Network

The Public Relations Global Network (PRGN) announced today the appointment of Natacha Clarac, general director of Athenora Consulting in Brussels, Belgium, as its new Regional Vice President for the Europe, Middle East and Africa (EMEA) region. Natacha will replace Sara Pearson, Founder and Chairman of integrated communications agency Spider in London, UK, who previously served in the position. PRGN is one of the largest global networks of independent public relations and communications agencies. The appointment was made by the PRGN Executive Committee at the network’s Asia Summit Conference and Fall Meeting in Singapore, where member agency owners gathered to exchange knowledge and views on challenges and opportunities for the global communications market. “Natacha Clarac is a powerhouse in public affairs, communications and consulting in Brussels and throughout Europe,” said PRGN President David Fuscus, who is President and CEO of Xenophon Strategies, Inc. in Washington, D.C. “She and Athenora Consulting are long standing members of the Public Relations Global Network, and we are fortunate to have her as our new Regional Vice President for Europe, the Middle East and Africa.” A French native, Natacha Clarac is general director of Brussels-based independent public affairs consultancy Athenora Consulting, which counsels leading European companies on impacts of new policies developed by European Union institutions. Founded in 2003, Athenora Consulting works with companies mostly in the fields of banking, insurance and financial services, energy and utilities, tech and digital, healthcare, transport, environment and trade. The firm calls transparency, professionalism, and a strong ethical vision as its core values and its motto is “sustainable lobbying with positive impacts”. A member of PRGN since 2007, Athenora builds strategies that help clients participate in the EU decision-making process at all levels, with solid content. “Since the beginning of our PRGN adventure, I have met bright peers across the world and experienced continuous growth of the network, while keeping its original spirit of sharing, learning and creating value,” said Natacha Clarac. “I am extremely excited and honored to promote the EMEA region. I will work with passion and commitment to generate new business perspectives and strengthen our ties, despite our wide diversity that I consider as a source of incredible human wealth.” In her new role as RVP for EMEA, Natacha will work with PRGN member agencies operating in Europe, Middle East and Africa to enhance communication, improve coordination and drive momentum on the regional level. She will assist in public relations thought leadership, global business development, and member engagement and recruitment to benefit member agencies and PRGN’s clients around the world. A European at heart and a lobbyist in Brussels for nearly 20 years, Natacha says she chose to be a lobbyist to engage in the construction of a common space that goes beyond national realities and offers solutions of general interest. Committed to promoting ethical and professional lobbying to build a better society thanks to mutual dialogues, Natacha enjoys designing and implementing smart lobbying strategies to achieve objectives and overcome challenges. Graduated from Sciences Po Aix and the Institute of European Studies in Brussels, Natacha also obtained an MBA from the IAE of Aix-en-Provence in France. She gives lectures on European lobbying at various prestigious colleges and universities in France. About the Public Relations Global Network PRGN is an international network with 53 agency members in 35 countries in North & South America, Europe, The Middle East, Asia and Australasia. PRGN member agencies are independent, local, owner-operated public relations and marketing communications firms that share expertise and resources, while providing broad-based comprehensive communications strategies to clients worldwide. Founded in 1992 by a group of visionary public relations leaders, with approximately 1,000 professionals in 62 locations, PRGN is one of the world’s largest international public relations networks. Companies or organizations interested in the services of PRGN’s local agency network can visit the agency directory section of the PRGN website or contact PRGN’s executive director Gábor Jelinek at for more information. Independent agencies interested in joining the network can visit the member recruitment section of the PRGN website for more information or email its membership chair, David Wills, Senior Vice President of Media Profile at Contact Details Public Relations Global Network (PRGN) Gabor Jelinek +36 30 162 8910 Company Website

November 02, 2022 09:43 AM Eastern Daylight Time

Article thumbnail News Release

Winners of the Wine Pinnacle Awards 2022 recognised at Resorts World Sentosa

Resorts World Sentosa

SINGAPORE - Media OutReach - 2 November 2022 - The prestigious black-tie soirée, the Wine Pinnacle Awards Gala Dinner & Awards Ceremony 2022 celebrated 18 winners of the second edition of Wine Pinnacle Awards presented by Resorts World Sentosa (RWS). The most coveted title of ‘Technical Committee’s Choice’ was presented unanimously to Barbara Banke, Chairman and Proprietor of Jackson Family Wines. Technical Committee Members of the Wine Pinnacle Awards 2022 presented by Resorts World Sentosa. From left to right: Oz Clarke, Doug Frost MW & MS, Jeannie Cho Lee MW, Kenichi Ohashi MW, Andreas Larsson. The distinguished event at RWS Resorts World Ballroom in Singapore hosted nearly 500 leading figures and luminaries in the wine world which included distinguished winemakers, top wine professionals, and wine enthusiasts. The much-awaited celebration was the finale of a five-day programme that featured exclusive wine dinners, masterclasses, and a two-day symposium. Mr Tan Hee Teck, CEO of Resorts World Sentosa, said “It’s a pleasure to see a great variety of guests from all over the world represented here tonight. The diversity on display – both in terms of attendees and the geographical origin of the nominees – beautifully demonstrates the dedication of Wine Pinnacle Awards to celebrating diversity, inclusivity, and excellence. Leading a business, let alone a vintage, to triumph can be an uphill battle, and, as such, we are eager to shine the spotlight on the commitment, ability, and sheer hard work of our deserving nominees and winners. I wish them the best of luck for the future and congratulate them on their win in these prestigious awards.” A Celebration of Excellence The 18 winners were celebrated while guests enjoyed an exquisite eight-hands, four-course collaboration dinner, by four internationally renowned chefs: chef Arnaud Dunand Sauthier (2 Michelin stars, Maison Dunand Bangkok), chef Cedric Vongerichten (Wayan, New York), chef Guillaume Galliot (3 Michelin stars, Caprice Hong Kong) and chef Olivier Bellin (2 Michelin stars, L’Auberge des Glazicks). Each course was meticulously paired with exceptional wines from Domaine de Montille, Château Léoville-Las Cases, and Weingut Joh. Jos. Prüm. The full list of winners can be found in the Annex. EDITORS’ NOTES High-resolution photographs can be downloaded here: PRESS RELEASE ANNEX All photographs are to be attributed to Resorts World Sentosa (圣淘沙名胜世界) unless otherwise stated. The winners list is published at ANNEX WINE PINNACLE AWARDS 2022 WINNERS MATURE WINES Best 2002, 2004, 2008 Vintage Champagne 2008 Louis Roederer, Cristal Millésimé Brut Best 1999, 2002 Vintage Burgundy Red 1999 Domaine de la Romanée-Conti, La Tâche Grand Cru Monopole Best 1996, 1998, 2000 Vintage Bordeaux Red 1996 Château Latour Best 2001, 2004 Vintage Piedmont Red 2001 Giacomo Conterno, Monfortino Barolo Riserva DOCG Best 2004, 2006 Vintage Tuscan Red 2004 Tenuta San Guido, Sassicaia Bolgheri BEST RECENT RELEASES Best Recent Release: Sauvignon-Blanc 2018 Château Margaux, Pavillon Blanc du Château Margaux, Bordeaux, France Best Recent Release: Riesling 2019, Joh. Jos. Prum, Wehlener Sonnenuhr Riesling Auslese, Mosel, Germany Best Recent Release: Burgundy White 2019 Domaine Bonneau du Martray, Corton-Charlemagne Grand Cru Best Recent Release: Chardonnay (ex-Burgundy) 2018 Leeuwin Estate, Art Series Chardonnay, Margaret River, Australia Best Recent Release: Cabernet Sauvignon 2018 Ridge Vineyards, Monte Bello, Santa Cruz Mountains, USA Best Recent Release: Pinot Noir (ex-Burgundy) 2018 Tolpuddle Vineyard, Pinot Noir, Tasmania, Australia Best Recent Release: Rhone Red 2016 Château Rayas, Châteauneuf-du-Pape, France Best Recent Release: Spanish Red 2010 Vega Sicilia, Unico Gran Reserva, Ribera del Duero, Spain COMFORT WINES Comfort White < 40 Euros 2019 Joh. Jos. Prüm, Riesling Wehlener Sonnenuhr, Mosel, Germany Comfort Red < 40 Euros 2019 Domaine Jean Foillard, Morgon, Beaujolais, France Comfort Rosé < 40 Euros 2020 Château Miraval, Côtes de Provence Rosé, Provence, France BEST FRIEND OF THE EARTH Best Friend Of The Earth (Winery) Domaine Zind-Humbrecht, Alsace, France PANDEMIC HERO Pandemic Hero (Personality) Barbara Banke, Chairman and Proprietor of Jackson Family Wines ABOUT RESORTS WORLD SENTOSA Resorts World Sentosa (RWS) is home to world-class attractions including Universal Studios Singapore, S.E.A. Aquarium, Dolphin Island and Adventure Cove Waterpark. Complementing the adventure and adrenaline of its theme parks and attractions are six unique luxury hotels, the world-class Resorts World Convention Centre and a casino. RWS also offers world-class entertainment as well as award-winning dining experiences and exciting cuisines from around the world across its acclaimed celebrity chef restaurants. RWS has been named “Best Integrated Resort” since 2011 for the 10th year in a row at the TTG Travel Awards. Contact Details Danny Cham +65 6577 9758

November 02, 2022 09:00 AM Eastern Daylight Time

Article thumbnail News Release

GoBubble and World-Cup Winner-backed Striver Launch Partnership to Tackle Online Abuse

GoBubble Media Centre

SPORTS stars and fans can safely interact thanks to a partnership with World Cup Winners, Striver, and global AI provider GoBubble. Striver, which is the brainchild of Entrepreneur Tim Chase and international football legends Gilberto Silva and Roberto Carlos, is a user-generated content platform that aims to change the way people use social media by creating a toxicity-free online environment that allows users to engage in meaningful discussions and share their progressing talents, without the fear of online abuse and bullying. Safety is the core ingredient and Striver selected global AI provider GoBubble after extensive market assessment. Online safety and protecting users from digital harm are of huge importance, ensuring that user profiles, user-generated content, and comments are moderated. GoBubble are pioneers in content moderation technology with their Emotion AI. Instead of keywords or context analysis, Emotion AI scans for UGB (user-generated behaviour) across multiple languages in text, image, video, audio, and emojis to identify and block toxic and potentially harmful content. Co-Founder and CEO at the majority female-run GoBubble, Danielle Platten, said: “We’re proud of the global impact Emotion AI is having in reducing revenue-harming experiences in platforms and saving the human cost of toxic content, for both users and the need for human moderators. “It’s wonderful to unveil the power of Emotion AI at Web Summit through its integration with Striver. We’ve already seen a massive impact from supporting clients in esports, gaming, sports, and corporates, so to be able to help future generations of football enthusiasts in this way is fantastic.” Tim Chase, Striver CEO, said: “For us, there was only one provider we wanted to work with, GoBubble. Their pedigree in innovation and the fact we can use their easy system to build our own content moderation AI meant we could achieve our ambition of changing the way people use social media, creating new ways for fans to interact with their heroes and giving users an online community where they can share their talents without the fear of being abused. Using GoBubble’s Emotion AI we have been able to gamify sentiment, allowing users to build a sentiment rating based on their positive interactions on the platform.” GoBubble’s global-patent-pending AI offers above 90% accuracy (market average is between 70 and 80%) and is fully bespoke to a client. They have the user-friendly building blocks to know they can shape their very own AI to support their commercial objectives. All this includes a personalised analytics dashboard for a deeper understanding of the sentiment within their platform. The technology was created to address the ever-increasing issue of online abuse, by experts in the field of digital safeguarding, law enforcement, online trust and safety, and big tech including Google, Facebook, and Twitter. About GoBubble GoBubble’s Emotion AI technology helps organisations around the globe to create safer, healthier, kinder digital communities. The company is majority female-run, with the Chair and CEO being Danielle Platten (Global Tech Entrepreneur and former Safety Advisor Member at Twitter) and Patricia Cartes-Andres as Board Advisor for Trust and Safety (former Head of Trust and Safety at Twitter, Facebook and previously Google). Facebook’s first Director of Public Policy, Tim Sparapani, is Board Legal Consultant and Co-Founder and Innovation Lead Henry Platten was previously a Police Sergeant and is a global digital safeguarding specialist and Safeguarding Advisor to the Global Esports Federation. Twitter @GoBubbleTeam LinkedIn Instagram @GoBubbleTeam For GoBubble media enquiries or for more information about the tech, please contact GoBubble - Chief Communications Officer, Laura Watson at or +44 (0)7379 388 110 (UK) Contact Details GoBubble Laura Watson - GoBubble - Chief Communications Officer +44 7379 388110

November 02, 2022 04:30 AM Eastern Daylight Time

Article thumbnail News Release


Forgotten Mom Inc.

In an effort to improve outcomes and better support mothers struggling with addiction, a capital campaign for Forgotten Moms is launching today in Florida. According to data collected by the National Institute of Health (NIH), 22M Americans struggle with addiction, 23M are in addiction recovery, and 45M are directly impacted by addiction. Of those checking into treatment centers, 32% are mothers. Additionally, these women need inpatient and outpatient treatment, as well as housing to keep families together and mothers supported. Historically, many women are pushed through the court system on drug charges, where they may end up in jail, separated from their children, with many children going into foster care. Dr. Anita Cocoves, from the Critical Incident Stress Management Team of the Treasure Coast in Florida says, “As we continue to see issues with the opioid epidemic and treatment, women continue to be homeless, without care, and emotionally hopeless. They desperately need treatment, education, and longer-term support to stay healthy.” Farid Dallal, Advisor to NueroPsychiatric Addiction Treatment of Port St. Lucie, Florida, has been underwriting treatment for the last five years with his own money and has spent close to $200,000 providing scholarships for treatment service and access to over 500 people. In 2016, he created the charity, non-profit Forgotten Mom, and is now raising funds to build out a new treatment and housing facility, along with longer-term resource and education supports. Dallal says, “In the past two years, we have lost three non-profits in the South Florida area who have served these women. There is nothing for them. They need a place that is safe, trustworthy, and somewhere to keep their families together. We will be providing longer term educational support as well, to prevent relapse.” The Forgotten Mom Capital Campaign seeks to raise $2.68M and will run through 2023 with a fundraiser and documentary film in development now. They continue to build awareness and services regionally, nationally, and internationally for this necessary treatment. Adriana Cottet, lead coordinator of the capital campaign, adds, “We invite everyone to donate to this critically underserved population. Our goal is to expand our services through this capital campaign and continue to serve more women and their families.” For more information, see or About Forgotten Mom: Forgotten Mom Inc. (FMI), is a registered (501(c)(3), non-profit initiative established in 2016 to address, support, and find help for the dramatically underserved population of mothers struggling with the disease of addiction. Contact Details Farid Dallal +1 646-640-6099 Company Website

November 01, 2022 11:11 AM Eastern Daylight Time

1 ... 145146147148149 ... 299