You hear the president talk a lot about we need, the United States needs, to start innovating again and about these products or services that, globally are in demand. Is it really down to education?

Bill Gates: Education is the key thing that other people have done to catch up to us.  They looked at what we did well, our university systems, our research grants, and they copied the good parts.  And unfortunately they didn’t copy the bad parts.  They didn’t copy the idea of not giving teachers feedback.  That part they changed. Yes, if you had to change one thing in America to make us more competitive you would change the education system.  That’s at the heart of this whole thing.

Whether you are looking at it from a country point of view, from an individual point of view, from a racial equity point of view, you’ll just keep coming back to education.  You’ll say, but why are the inner city schools so bad?  So bad compared to suburban, so bad compared to other countries, what’s going on there? You might think, well, maybe it’s something inherent about the inner city or kids of low income parents.  In fact, the big breakthrough was to see that through these charter schools that’s not the case at all.  Spending less money per student than the high schools that can easily be labeled “drop out factories” the charters…the good charters…the KIPP, and YES, ASPIRE, are getting 95 percent of their kids going to four-year colleges.

Who do you see as the innovators?  Who are the three people who are out there right now that you would say; these people are really innovative?

Gates: Well, building a new personnel system isn’t your sort of classic, you know, one brilliant idea.  Somebody wakes up in the morning and says; I’ve got it.  It’s blocking and tackling.  Okay, let’s get these cameras in the classrooms.  Let’s analyze the videos. So I’d say that the people running the school district in Pittsburgh, which is a pilot location, in Memphis that’s pilot location, Hillsboro, Florida, I’d give the both the superintendent, but also the teachers a lot of credit for being innovators and proving out that system.

The state of Colorado has passed a law where they are doing merit-based evaluation of their teachers.  They are taking that very, very seriously. On the technology front it’s easier to come up with a person, like Sal Khan, is wonderful.  I got to bring him on to the stage at a conference called TED.  There is a wonderful URL that you can just go up and look at Sal talking about his work.  He’s an innovator. The people who run charter schools are absolutely innovators.  I mean they are phenomenal innovators because to start a charter is so much work.  They don’t give you a building.  They don’t reimburse you.  The first year is very difficult.  It’s amazing that people persevere.

Geoffrey Canada is, I think, one of the great innovators.  What he’s done at Harlem’s Children’s Home to create something that includes an amazing school, but also sub-services to kind of reach out to the community as a whole and draw them in, that’s entrepreneurship.  It’s certainly innovative.

Fit to Print: Entrepreneur Brittany K. Earls (Image: Courtesy of 100 Urban Entrepreneurs)

Some say print media is as dead as disco; but don’t tell that to Brittany K. Earls. Taking her best shot at magazine mogulhood at a time when many publications are slashing staff or shutting down, Earls, now 25, launched Genesis in October 2009—and has never looked back.

Well, for the most part, anyway. “I have second thoughts every day!” she says. But so far, her plan appears to be working. Genesis celebrates driven achievers across all walks of life — entrepreneurship, the arts, philanthropy. Its slogan is “Be the First” (get it?), and many of its profile subjects are young, admirable self-starters who bear a certain professional resemblance, it’s hard not to notice, to Earls herself.

A native of Gainesville, Georgia, and a graduate of Georgia State University, Earls relocated to New York — “always my dream city to move to,” she says — on New Year’s Day 2010, just months after her debut issue hit newsstands. “Twenty-four of our 30 advertisers were NYC-based,” she explains. “I quickly took the hint.”

Today, Genesis has offices in Manhattan and Atlanta, and boasts a circulation of 100,000 digital readers and — no small triumph in 2011 — 40,000 readers of the print edition. In recognition of both her achievements and her promise, the nonprofit foundation 100 Urban Entrepreneurs recently brought Earls into its funding-and-mentoring program, offering her $10,000 in financing and eight weeks of intensive business mentoring.

As Genesis’s editor-in-chief, Earls oversees a team of eight, and her ultimate goal is nothing less than a profitable media property that will last decades. “My staff and I understand that if we take care of Genesis now,” she says, “it will be a major source of income for us for years.”

Hubristic, especially in an industry that’s currently enduring difficulties? Maybe, but Earls is nothing if not confident — a quality she lauds in others as well. “I admire anyone who has been able to create greatness from scratch,” she says. And she might even put them on Genesis’s cover as well.

For more on Brittany K. Earls and Genesis, go to 100UrbanEntrepreneurs.org

Peebles

If the flames that forge successful, resilient enterprises are the fires of adversity and contention, one can call R. Donahue Peebles a master blacksmith of entrepreneurialism. The CEO of Peebles Corp. (No. 79 on the BE Industrial/Service companies list with $51.4 million in revenues) understands that his company’s business plan must be malleable and able to adapt with the times. His team has the skills to land the right deal, the fortitude to fend off rivals, and the moxie to ensure the company remains viable no matter the business environment.

When Black Enterprise named Peebles Corp. company of the year in 2004, a bit of the real estate company’s success had to do with the acquisition of the 417-unit Royal Palm Resort in Miami Beach, Florida—the first black-owned and developed luxury resort in the U.S. Since then Peebles Corp. sold the property for $128 million, and unloaded several of its other properties near the height of the market and is now buying up land at bargain prices to develop when the market turns and lending institutions loosen their purse strings—the opportunity within the crisis.

Peebles says his company was spared from the brunt of the real estate slump and managed to sell the lion’s share of its properties before the market tanked; thanks to a combination of luck and knowing to strike when the iron was hot. Although his strategy reduced revenues dramatically—gross sales fell roughly 79%—the company has cash and relatively low debt levels, putting Peebles in position that’s coveted by many of his competitors.

Peebles certainly is no stranger to the ups and downs and economic curveballs that come with being an entrepreneur. This February, the Miami Dade County Circuit Court ruled in Peebles’ favor in a lawsuit against the new owners of the Royal Palm and allowed him to reassume management of the South Beach hotel that helped him rise to prominence. He also helped raise funds for Barack Obama’s presidential campaign while successfully managing his real estate company through one of the most severe downturns the housing and hotel markets have ever seen. He has also significantly raised his profile on such networks as CNBC and CNN as an expert on spotting real estate opportunities. And this year received the Reginald F. Lewis Entrepreneur of the Year Award.

SETBACK IN THE BIG APPLE

It hasn’t all been golden, however. In March, Peebles learned that a project his firm was involved in to transform New York City’s Aqueduct Racetrack into an entertainment destination was

potentially put in jeopardy when the lead partner, Delaware North, failed to come up with the $370 million needed to get the $575 million project rolling. Delaware North, a Buffalo, New York-based operator of racetrack/casinos (or racinos) was selected by New York Gov. David Paterson to develop the project. However, the tightened credit market prompted Delaware North to request a restructuring of their agreement and delay a portion of the up-front payment. The state, however, declined the offer.

In August, the partnership with Delaware North dissolved, Peebles partnered with MGM Mirage and submitted a revised bid anchored by a $250 million commitment from Harbinger Capital Partners, a New York City-based investment firm to operate the Aqueduct.

TALK ABOUT TIMING
Right now, Peebles is sitting tight. With the dismal state of the real estate market and with tourism down, this isn’t a good time to develop the upscale resorts and residences that have propelled the company’s revenue growth. Peebles is currently sitting on nearly $300 million in nondeveloped property, having unloaded most of the company’s income-producing properties and pocketing the profits. Among them is 14 acres in Las Vegas that was acquired at about $5 million an acre. “At the peak of the market [the property] was worth almost $20 million an acre. So even in today’s depressed market where it’s closer to $10 million an acre, we’re still way ahead of the game,” Peebles says. “We’re getting everything ready so that as the market starts coming back, we’ll be poised to immediately begin construction.”

The sell-off strategy began in 2005 when the company sold the Royal Palm. Development of the property had been awarded to Peebles’ firm after the city included a minority participation clause in the development plan as a concession to the black community that had launched a tourism boycott, several years earlier, lead by prominent local attorneys H.T. Smith and Marilyn Holifield. The community was aggrieved by the actions of Miami city officials who they believe snubbed then-South African president Nelson Mandela when he visited the city because the former political prisoner made positive remarks about then-Cuban president Fidel Castro. That year, Peebles completed The Residences at the Bath Club, a 117-unit, 20-story luxury high-rise on 5.5 acres of beachfront property with six seaside villas, a project that netted the firm $90 million.

In addition to the Royal Palm, Peebles Corp. sold its last remaining office building in South Florida for $74 million. As the market was peaking in California in 2006, Peebles Corp. sold its office

building in San Francisco for $31.25 million and then bought the Las Vegas property. “Around 2004–2005, we just could not find projects in Miami to develop. It was such a competitive market and land values and construction costs had gone up significantly,” Peebles recalls.

Even without the sub-prime fiasco, the real estate boom had to end sometime—and Peebles knew it. Management analyzed the South Florida market, where the company had several holdings, and saw that Florida residents income were rising at 3% to 4% from 2002–2005 while housing prices were appreciating at a rate closer to 30% to 40% a year. “It was getting to the point where the average family could not afford to buy an average home. That was unsustainable,” Peebles says.

While Peebles attributes the timing of the sell-off partially to luck, timing the market is a common trait of successful developers. “You hear all these policymakers make comments like ‘No one could have foreseen this’ and I’d argue with that a little bit,” says Michael Larson, a real estate analyst at Weiss Research in Jupiter, Florida. “There are some smart folks out there who were ready and did see the writing on the walls and took the right steps to prepare themselves for that and those are the ones that are going to be in the catbird seat now. This downturn is creating a lot of bargains.”
For now, Peebles is positioning his firm for the eventual real estate bounce back, focusing  his investment efforts  in Florida, Nevada, the Washington, D.C. metro area, and New York City.

The company is also shifting its business model to de-emphasize development in light of the depressed market and its capital intensive nature. Instead, Peebles plans to buy on the cheap and hold it until the market turns. “I’ve always said that we’re in the real estate business. We invest when the market’s conducive for investment, we develop when the market is conducive to developing, and we examine when the market is in flux.”

ROYAL PALM REDUX
Like most business, real estate is full of twists and turns and if you look at them as opportunities, they can be. But the real estate business isn’t always a precise science and all too often things fall

apart and litigation ensues. When Peebles Corp. sold the Royal Palm to an investment group led by Guy Mitchell and Robert Falor (representatives would only comment off the record), the company retained a 27.5% stake that was later reduced to 12.5%. At the time of the sale, the South Beach real estate scene was hotter than Miami sand in the summertime. But as the market cooled, things soured.

A condominium component of the hotel never materialized and as the downturn began, occupancy declined and debt mounted. Making matters worse, court documents indicate that Mitchell pulled almost $4 million out of the hotel and transferred it into an offshore account controlled by a family trust. In an effort to recoup money loaned to senior investor Mitchell, Carbon Capital II Inc., an affiliate of global investment firm BlackRock, sued to take over the hotel. Peebles Development included a clause in the sale agreement in which the company would be able to re-assume management of the property should the hotel fail to meet certain objectives. In February, Miami Dade County Circuit Judge Gill S. Freeman granted Peebles control.

Peebles described the scenario as poor management. “It continued and last summer, we asked the court down here to make a change of management and appoint us the manager that owns the hotel,” says Peebles. “That litigation kind of stalled and in February the court removed the managing partner and replaced them with us.” Peebles says he will either look to restructure the hotel’s debt or to make renovation investments and possibly sell the beleaguered property again.

CARIBBEAN BOUND?
The million-dollar question these days is when the real estate market will turn around. While it’s hard to nail down a particular quarter; most agree it won’t be this year. “I don’t see the market turning around [for] another 12 to 15 months. That’s just the state of the economy,” says Andy Ingraham, president of the National Association of Black Hotel Owner, Operators & Developers. “I hope that some of the programs the administration does will help but until we begin to relax the credit market—particularly with consumers—you’re going to see a decrease in occupancy.”

But in the meantime, the author of The Peebles Principles and The Peebles Path to Real Estate Wealth is looking for the next deal. One of them is an $800 million project in the Caribbean. “We’re working on a deal in St. Croix for a 440-acre site on the ocean that will be gaming, conference/convention center, golf, hotel, residential,” he says.  Peebles adds the caveat: “We have to see where the financial markets are but we see that as a tremendous investment and opportunity.”

This article originally appeared in the November 2009 issue of Black Enterprise magazine.

Spelling the editor’s name wrong. Or not getting their title right. Or even sending the pitch to an editor that left the magazine five years ago. This kind of stuff happens all the time, and can make the difference between an editor placing your company’s materials on file for consideration in a future issue of Black Enterprise, or it ending up in that other file–the circular one–before we ever get a good look at how great or interesting your company’s story is. I get particularly miffed at having my name misspelled; it’s Alfred Edmond–not Albert Edmund or Edmunds or Edmonds or Edwards or Evans. (If you want to really impress me, add the “Jr.” and get my middle initial right.) Derek T. Dingle‘s title is editor-in-chief; not publisher or executive editor or CEO. We currently have a Sonja, a Sonia and a Sonya on staff; yes, it matters that you know which one is which. By the way, Paula McCoy-Pinderhughes is no longer our small business editor; she left the staff nearly a decade ago. Why is this such a big deal? Our names and titles (and in many cases our photos) only appear in more than a half million copies of the magazine each and every month, as well as at BlackEnterprise.com. All you have to do is take the time to look it up–in a current issue. Or call our New York headquarters (212-242-8000) and ask. Failing to take the time to get it right tells us that you are either unprofessional, careless, plain disrespectful, or just not ready for prime-time national media exposure. None of these attributes will motivate us to present you and your business as examples to our audience, who trust Black Enterprise to introduce them to businesses they can emulate, do business with, work for or invest in.

Being obviously unfamiliar with Black Enterprise. This is something else you communicate when you don’t seem to know our names and titles. Or when you send your information to every editor on staff (using form letters, an absolute no-no) whether your business is relevant to the topics they cover or not. (Ask yourself: Why would our senior personal finance editor need to know about your glass repair business?) Or when you send the exact same letter to different magazines, and we get the one meant for Essence or Inc. by mistake. Don’t get me wrong; I’m not saying you have to be a lifelong subscriber of Black Enterprise to get into the magazine (though that doesn’t hurt). But if you want us to consider you for a story, it helps tremendously if you know what generally appears in the magazine and on the web site, and what you’ll not likely to ever see. For example, Entrepreneurs should be familiar with the columns, such as Making It, that appear in the Enterprise section. You, or the person or company you’ve hired to handle media relations, should keep at least two years of back issues of Black Enterprise on hand, and be familiar with the content of those issues, and the monthly sections in particular. By doing so, you’ll know basic things, such as the fact that we focus on black-owned franchises in September, rank the nation’s largest black-owned companies in every June issue, and begin looking for nominees for the Black Enterprise Small Business Awards in the fall, with finalists profiled in the May issue of Black Enterprise in the Enterprise section. The more familiar you are with Black Enterprise, the better you will understand what editors are looking for, which types of stories are sought for which sections, and how to best position your company for consideration.

Telling us everything about your company, your business plans, your clients and what a great CEO you are–verbally. Sometimes we see you coming. Worse, sometimes we don’t. It happens via phone. I can tell what’s happening when I walk past an editor’s desk and they’re holding the phone to their ear with that pained look on their face, like a trapped animal. We can’t be rude and hang up, but they just wont stop. It’s also an occupational hazard for us editors at networking events such as the Black Enterprise Entrepreneurs Conference. There’s nothing worse than an entrepreneur chewing your ear off for 20 minutes, monopolizing your time and blocking access to others who are also trying to network with you, about stuff you won’t remember 5 minutes after the spiel ends. (Actually there is something worse–when they do it while we’re eating, or literally standing at a urinal in the rest room. Yes, really.) What we’ll remember is how rude, annoying and unprofessional you were. Just kidding (kinda). We’re not that harsh. We understand how passionate and enthusiastic you are about your business, and how excited you may be to get an opportunity to tell one of our editors, face to face, how important it is for you to be in Black Enterprise. However, here’s a tip: There’s no way that we can memorize anything you say after the first three minutes of what you share, no matter how fascinating it is. There’s a reason why developing an elevator pitch is so critical to your ability to promote your business. Do us and yourself a favor: Keep it short, assume we’re interested if you’ve captured our attention for more than three minutes, and follow up with a detailed, professionally prepared package about your company via mail or e-mail to the editor. After that, it’s a okay to call to make sure we got your materials and to answer any questions we might have, and to e-mail follow up updates on your business to keep it fresh in the editor’s mind.

But understand this: You can’t talk your way into Black Enterprise. In fact, it’s more likely that you’ll talk your way out of a potential story, especially if you don’t provide us with the key information we’ll need to know about your business. Please, try to avoid emulating the person ridiculed by the late James Brown: “Like a dull knife, just ain’t cutting. Talkin’ aloud and saying nothin’.” And can a brother at least wash his hands?

Alfred A. Edmond Jr. is the editor-in-chief of BlackEnterprise.com

Click to read other posts in this series:

How To Get Into Black Enterprise

How To Get Into Black Enterprise: Entrepreneurs Take Note

How To Get Into Black Enterprise: Pitch The Right Editor

 

Small Business Editor Tennille Robinson

The best person to send information about your company to is our small business editor, Tennille Robinson, who edits the Enterprise and Motivation sections of the magazine. Information sent to me or any other Black Enterprise staff will likely be routed to her. Robinson is responsible for developing content and providing information to help small business owners and aspiring entrepreneurs build and manage successful, profitable enterprises. She is also responsible for coordinating Black Enterprise’s small business initiatives for our other platforms, including our national networking events. For example, Robinson is part of the team that plans our annual Entrepreneurs Conference, and the Elevator Pitch Competition and Black Enterprise Small Business Awards in particular.

Each day, Robinson and other staff editors receive an abundance of information from small businesses hoping to be featured in the magazine, in the form of elaborate brochures, expensive press kits, URLs to amazing Web sites and even samples of products. (We love the packages from you entrepreneurs in the baked goods industry.) However, too often, these efforts lack key information that we need to know to even consider an entrepreneur and her business for an article. Here’s a brief summary of what we have to know:

What are your revenues? You’ve heard the saying, What get’s measured, get’s done. As a longtime editor at Black Enterprise, I say what gets measured, gets in. If you want us to seriously consider your business as a subject for a story in Black Enterprise, there’s no way around it—you’re going to have to show us your numbers. We’ll expect to see the following information at minimum: annual revenues for the most recent full calendar year and for two to four (depending on how long you’ve been in business) preceding calendar years, along with projected annual revenues for the current calendar year. Yes, we do intend to publish your annual revenue figures.

Who owns the company? No, really. We’re going to want to know who holds an equity stake in the company, and what percentage of the equity each owner holds. What percentage of the company is owned by blacks? To be considered black-owned by Black Enterprise, at least 51% of the equity of the company must be owned by black people. Not every company featured in Black Enterprise meets that standard, but for certain sections of the magazine, our goal is to showcase black-owned businesses.

For example, Making It, one of the most popular columns in the Enterprise section of Black Enterprise, profiles business between two and six years old, that are at least 51% black-owned, with annual sales of between $250,000 and $10 million, and at least three employees (including the owners).

Who are your top clients? This is one of the ways we reality-check the sales figures and other information provided by entrepreneurs. Yes, we will want to talk to your clients, as well as other parties who can vouch for the viability of the business and the credibility of the owners.

How many employees do you have? Are they full time, part-time, seasonal, temporary or independent contractors?

You’d think I’d be used to it after more than two decades at Black Enterprise, but I continue to be amazed by entrepreneurs who expect us to write about their business with no financial information about their company. We are a business and financial media company, so we use numbers to tell the story. So with all due respect to your passion for your business idea and your deep desire to give back to the community, if you’re not willing to divulge financial figures and other data to help us to measure the size and performance of your business, you’ll have a hard time convincing us to do an in-depth profile of you and your company.

Most of the businesses covered in Black Enterprise are privately held companies, which means we have to ask you to provide the information we need, and then verify it through our own network of industry experts and analysts. If you want to be featured in Black Enterprise, you have to be willing to share details—including the numbers—of your story with our audience. Doing so will increase your appeal to our editors, and increase the odds that your story will be told in the magazine.

It is helpful to remember that publicizing your company is not our primary objective at Black Enterprise, although that is a major incentive for you to want to have your company featured in the magazine. Our mission is to showcase companies that can serves as examples and inspiration to other entrepreneurs and aspiring business owners who are trying to confront and negotiate the realities of doing business. The more we know about your business, the more are able to determine what lessons from your experiences can be imparted to our clients—the Black Enterprise audience.

There’s a type of pitch well known around the offices of Black Enterprise; we jokingly call it the “black-man-with-a-suit-and-a-job” pitch. The entrepreneur in question will invariably be a reasonably successful person—a nice person who wants to ‘give back’ to the community—and will approach us as if this is a rare and amazing thing. We have to explain to him that reasonably successful black people who want to help their community are, fortunately, a very common thing.

The difference between this and a potentially successful pitch can be subtle. If you can convince us that you have been inventive or particularly strategic about plotting your path to success or responding to a major setback, you could be a great subject for a story. What appeals to our editors is what about a particular individual’s story will help our readers. The story is never the person; it’s the examples and the lessons.

Click here for a complete check list of information entrepreneurs should provide to be considered for a small business profile in Black Enterprise.

Other posts in this series:

How to Get Into Black Enterprise

How to Get Into Black Enterprise: What Not To Do

How To Get Into Black Enterprise: Pitch The Right Editor

Be prepared to provide the following details about your company:

Registered name of your company

Names, ages and official titles of founder(s)/owner(s)

Year started and/or acquired

Business address

Web site URL

Media contact info

Type of business

List and briefly describe of all revenue streams

How does the company generate revenue?

What percentage of the business is black owned?

How many people, including the owners, are employed by the business? (Differentiate between full time and part time)

Annual revenues for most recent calendar year

Projected revenues for the current calendar year

What deals and/or projects are in the pipeline that will help the company attain its projected revenue goal?

Name two or three of your largest or most notable clients/projects

What is the most pressing challenge you or your company has faced since starting the business? Were you able to overcome it? If so, how?

Has the company been impacted by recent news events? If so, please explain.

What makes the company so special?

Please know that any information provided must be verified upon request.

Loyal B.E. readers know that this is far from an impossible dream. While we occasionally feature famous business people and industries (such as sports and entertainment) driven by celebrities, we’ve never been a celebrity-driven media company. You have a far better chance of being featured in the magazine if you are a viable small business owner, a successful executive or a typical black family, than you do if you’re a recording artist, actor or pro athlete.

 

They made it. Why not you?

All you have to do is look at the issues of B.E. published in 2009 to see this. Yeah, we had President Barack Obama on our March cover. (What can we say? He flies off the newsstand.) And our February cover featured several of the “100 Most Powerful Executives in Corporate America”; admittedly, not an easy club to get into.  However, the covers of the January, April and May issues feature young business owners, a family and a young investor—people just like you. And the vast majority of the people inside the magazine are also like you or like people you know. Why not you?

Starting this week, I will begin giving you some answers to that question, in a regular blog called “How to Get Into B.E.” I’ll start out focusing on entrepreneurs, but in the weeks and months to come, I’ll cover what we are looking for when it comes to stories ranging from career profiles to the families featured in our monthly Wealth for Life features. I’ll be bringing you insights straight from the editors of our magazine and website, as well as the producers of our television shows and national networking events. I’ll cover what we look for in a “Slice of Life” segment for Our World with Black Enterprise, or what we have in mind for our “Entrepreneur of the Week” segment of the Black Enterprise Business Report. I’ll also provide insight into how we select speakers and panelists for events such as next month’s 2009 Black Enterprise Entrepreneurs Conference.

However, the fact that we are not celebrity-obsessed doesn’t mean it’s exactly easy to get into the magazine. Along the way, I’ll also cover some of the things that you shouldn’t do and that will not work, if your goal is to be covered by B.E. (Publicists and public relations professionals, please take note.) While some of this insight will be specific to B.E., much of it will consist of basic rules of engagement in dealing with any media outlet. For example, if you want your small business to be featured in B.E., it would help if you actually knew who the small business editor is.  It would help even more if you took the time to spell her name right—after all, all you have to do is look at one of the more than half million copies of the magazine printed each month with her name in it. (Yes, this is a pet peeve of mine.  More on this topic in a future blog post.)

Finally, we’ll draw many of the topics we address from you; so feel free to ask questions, offer input, raise issues and even challenge our editorial approach. Our goal is to create a win-win-win: You increase your odds of being featured in B.E., we gain access to better story subjects and ideas, and our audience continues to have access to the best advice, strategies and examples of business success their money can buy.

Check later this week for my next post on “How To Get Into B.E.”, where I’ll share some of the things entrepreneurs need to bring to the table to get our attention.

Other posts in this series:

How To Get Into Black Enterprise: Entrepreneurs, Take Note

How To Get Into Black Enterprise: What Not To Do

How To Get Into Black Enterprise: Pitch The Right Editor