• Criminal Justice Reform

by Derek Major

June 8, 2020

Minneapolis City Council Intends To Defund And Dismantle Police Department

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Nine members of the Minneapolis City Council pledged to defund and dismantle the city’s police department Sunday.

According to CNN, if the nine members stay committed, it will create a veto-proof supermajority of the council’s 13 members.

“We committed to dismantling policing as we know it in the city of Minneapolis and to rebuild with our community a new model of public safety that actually keeps our community safe,” Council President Lisa Bender told CNN.

Bender added that Sunday’s pledge is a sign that the current system of policing in the city is not working and new ideas need to be implemented. Bender said she and other city council members committed to the idea after analyzing the nature of 911 calls and discovering the majority of them are related to mental health services, health and EMT, and fire services.

Council members Alondra Cano, Philippe Cunningham, Jeremiah Ellison, Steve Fletcher, Cam Gordon, Andrew Johnson, and Jeremy Schroeder joined Andrea Jenkins on stage at a protest Saturday to announce their intention.

“We have a paradigm for safety that is rooted in community and justice. We have seen it the last two weeks, Cunningham said to the crowd. “The reality is that people have been doing this work for decades and not being paid. We have poured that money into the police department and where has it gotten us?”

Calls to defund or abolish police departments across the country have recently grown in popularity due to the deaths of Breonna Taylor and George Floyd.

Jeremiah Ellison, city councilman for Ward 5 tweeted Thursday, “We are going to dismantle the Minneapolis Police Department. And when we’re done, we’re not simply gonna glue it back together. We are going to dramatically rethink how we approach public safety and emergency response.”

Minneapolis Mayor Jacob Frey was asked at a protest Saturday if he would commit to defunding the police. When he declined to do so, he was booed relentlessly and told by protesters to go home.

COVID-19 has hammered or imperiled everything from the likes of Wall Street companies to Main Street entrepreneurs in America, wreaking havoc on the nation’s economy. But master real estate investor Joseph Asamoah has defied the pandemic by sticking to a business model that has worked for over 25 years.

His approach includes buying, renovating, and managing single-family houses. Plus he provides homes for low-income families who could not typically live in those places.

Born in Ghana and raised in England, Asamoah came to America over three decades ago with $100 in his pocket and decided to invest in real estate. Converting a hobby into a business, Asamoah has built a real estate investment and management business with a portfolio of 32 single-family homes in the Washington, D.C. area, one of the nation’s most expensive housing markets.

But the journey to success for Asamoah did not come without obstacles. When he bought his first investment property in 1987 in Washington for $47,000, several people warned him he was paying too much. And there were pitfalls. Despite assurances from the seller, Asamoah discovered the tenants had not paid rent for several months. Further, the tenants had accumulated a $5,000 water bill.

“Unraveling this situation was very stressful and something I was completely unprepared for,” he says. “As a real estate investor novice, I was way over my head.”

Asamoah learned from his mistakes and found a niche in the real estate space. Having worked in corporate America, including a stint at IBM, his goal was never to build a multimillion-dollar corporation. Instead his goal was to achieve financial independence by owning appreciating assets that generate passive income.  He achieved that in 2003 when income from his rental portfolio equaled his salary at IBM. Since then, his goal has been to implement repeatable and scalable systems, selectively acquire rental properties based on clear criteria, and seek business opportunities as they arise.

His business model includes a very stable income stream that is guaranteed via a contract with what he calls the safest source in the world: the U.S. government. “As long as the tenant (customer) is in the home, then the income stream will continue—guaranteed,” he says. “It really doesn’t matter if the economy is good or bad, the income stream is predictable and reliable. To me, this is what makes my approach time-tested.”

His properties range from $180,000 to $1.5 million in value. On the rental side, monthly rent ranges from $1,400 thru $6,000. Asamoah says most of his real estate acquisitions are held as long-term portfolio properties. Take that first home he bought and still owns today. He says the house is now valued at $750,000 and monthly rent for the property is over $4,700. Asamoah says real estate rental income has consistently increased in value due to rent increases and new property acquisitions. With acquisitions, his company has been able to steadily grow annual revenues at an average 5% to 10% for several years.

He added since most of his tenants are low-income housing choice voucher holders (aka Section 8), most rents are paid by the local housing authority. Asamoah says tenants’ portions typically range from zero to $700 per month. Most of his properties are in “gentrified neighborhoods or in the path of gentrification.”

Asamoah’s firm makes money in many ways, including cash flows from rental properties, revenue from education and coaching services, and net profits when long-term portfolio properties are sold. Known as Dr. Joe (he has a Ph.D. in Information Systems), Asamoah plans to keep growing his company. He recently acquired two more properties in Washington that are now being beautified and transformed with the addition of bedrooms and bathrooms.

As an entrepreneur and investment strategist, Asamoah teaches others how to thrive. And with all the uncertainty the coronavirus crisis has caused, Asahmoah offered five tips to help renters, landlords, real estate investors, or small business owners in the black community survive under current conditions.

He suggests they assess their monthly expenses—take steps to cut unnecessary expenses as fast as you can. Seek options to boost your income, including renting part of your home, exploring alternate income streams. Take steps to build up an emergency fund. Determine how much capital you must have to buy your next property. If you do not have the funds, locate a financial and/or credit partner.

BLACK ENTERPRISE caught up with Asamoah via email to get his expertise on real estate.

You have a business model that has survived four recessions. We understand your business model is something called BRRRR? What does it mean? 

Since 1987, I have been through four real estate cycles: early 1990s, mid/late 1990s, 2001-2002, and 2008-2011. It appears we are approaching a 2020 COVID-19 induced recession.

The BRRRR business model comprises the following elements:

Buy – Acquire properties in desirable neighborhoods that are in the path of gentrification

Renovate – Transform “ugly” houses into beautiful homes

Rent – Rent the properties to “Tier 1” low-income families with vouchers that are yearning for an opportunity to live in HGTV-grade quality homes in safe, desirable areas

Refinance – Replace short-term acquisition and renovation funds with permanent financing based on the appreciated value of the home and the monthly cash flow

Repeat – Repeat the process for the next property

The BRRRR strategy allows me to acquire and renovate properties in gentrifying areas with bank financing, force appreciation via targeted improvements, and then replace short-term financing with permanent financing based on the higher appraised values. Through BRRRR, I’m able to replace most of my initial funds via refinancing so money is recycled for new acquisitions.

How have you been able to achieve such housing diversity with low-income black families living in the same areas as high-income white families?

My screening process is extremely thorough and involves several steps including visiting prospective tenant’s homes. Screening is based on the premise that it’s easy to get someone into your home and very difficult to get them out once they are there.

I don’t invest in low-income areas. All my houses are in desirable areas. At the core, my voucher tenants are no different than you and I. They don’t want to live in bad areas, or in “crappy” houses or rent from slumlords. They are yearning for a nice house in a nice neighborhood and to rent from a quality landlord. I call these tenants “Tier 1” voucher holders.

If you treat your Tier 1 voucher holders well, I’ve found that they take care of the house, pay their rents, are pleasant to deal with, and they stay a very long time. My longest tenant has been renting from me for over 23 years. I regularly have 10-15 year tenants. Since good tenants stay a long time, they allow me to grow my portfolio with minimal stress and hassle. My tenants are the reason why I’ve been able to achieve financial independence and build real wealth. Without them, none of this could have been possible.

If I am a real estate investor, what strategy or approach can I apply to survive in today’s market amid COVID-19?

In a downturn, your ability to survive as a real estate investor will be closely linked to your ability to access financing (bank financing, lenders, and private investors). In a downturn, financing becomes harder, however, if you are “bankable” then there will be some excellent buying opportunities. With this in mind, some of my suggestions to help increase your chances of accessing real estate financing include:

• Get your financial house in order.
• Check and build your credit score – get credit repair if necessary.
• Build cash reserves, gather and organize your financial documents – now!

How can a real estate investor turn real estate equity into cash flow? And why would that be a good strategy to apply now if I want to finance a real estate project or development?

Many homeowners and long-term investors are equity rich and cash poor. Although equity looks good on a financial statement, it is sometimes appropriate to tap into this “dead equity” and reinvest the funds to take advantage of buying opportunities and transform dead equity to cash flow streams. For example, an investor can leverage the home’s equity. Obtain a business line of credit or home equity line of credit or simply refinance an existing mortgage. Conduct due diligence and locate properties that may be purchased at discounted prices that once rented would generate positive monthly cash flows. Purchase a rental property or investment-grade assets at discounted prices. Make the property rent-ready by completing minor or mid-level upgrades. As mentioned previously, in a downturn, access to financing is extremely important. By tapping into “dead equity,” a ready stream of low-interest funds can be accessed quickly to finance real estate and development projects.

You have coached 150 experienced and novice investors in your rare investment strategy. What programs have you developed that could help others achieve financial independence?

The Joint Venture (JV) Program is my premier program and the primary forum where I engage with beginner and intermediate-level real estate investors. In my humble opinion, the best way to learn real estate investing is to do a deal, period—not going to seminars, boot camps, reading books, or listening to MP3 files. There is no better learning experience than doing a deal. None. Short of this option, the next best thing is to “look over the shoulders” of a successful real estate investor as they execute a transaction from start to finish. We meet at least twice per month virtually from day one thru tenant move-in and refinance (typically 6-8 months).

I host free weekly “Wealth Wednesday” Facebook and Instagram Livestreams (@drjoeasamoah). I also host “Get Real with Dr. Joe” Facebook, Instagram, and YouTube livestreams every other Friday on the “Bigger Pockets” platform. Bigger Pockets is the world’s largest online platform serving the real estate community (@biggerpockets). I am a frequent contributor to Bigger Pockets. I’ve published a number of articles.

Why is real estate still a good business for blacks to pursue to build financial wealth for themselves and their families? 

Real estate, especially in many U.S. markets, has proven to be a time-tested vehicle for creating wealth and generational legacies. Compared with other racial groups, black Americans experience a distinct wealth gap that appears to be growing. Correctly executed, real estate investing offers many advantages, especially when compared with other asset classes. Real estate can build financial wealth and create legacies. Additionally, real estate offers several other benefits that include cash flow, tax benefits, equity build-up, appreciation, and the ability to leverage.

What advice would you offer to black real estate investors before starting up or expanding into the business? 

Despite what late-night infomercial gurus tell you, successful real estate investing requires hard work, patience, and a business system. To realize financial independence through real estate, it is important you treat your real estate activities as a business more so than a hobby. Work on yourself first and set goals. Allocate time for education and training. Understand your strengths and weaknesses. Discuss with spouse and family and get their buy-in and support (if possible). Decide on your method of focus based on your financial situation, risk tolerance, time availability, etc. Identify and work with a local mentor. Locate a mentor that is knowledgeable in your area of focus, able and willing to provide guidance, and has a proven track record of success and real-world experience. Proceed immediately to your first deal and do what it takes to get that first deal under your belt. Don’t wait for the perfect time. There is never a perfect time to start. You just have to start.

• Technology

by Cedric 'BIG CED' Thornton

June 8, 2020

Meet Mike Bugembe, the Artificial Intelligence Expert Who Helped Boost a Company’s Value to $100 Million

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Artificial intelligence seems like something out of a science fiction novel that will play a vital part in our lives in the future. But, according to Mike Bugembe, AI is already here and he has taken advantage of the knowledge he has gained in a way that has enabled to help increase a company’s value to more than $100 million.

Bugembe, the founder of data company lens.ai, spoke to Black Enterprise about his ability to utilize algorithms to help companies achieve more success.

You’re considered to be a thought leader in the world of data, analytics, and artificial intelligence. Why did you decide to enter the world of technology and what is it about artificial intelligence that sparked an interest?

I wrote my first code for a game when I was 9 years old as I was interested in how things work.

This led to my first degree in electronic engineering and it was my first introduction to artificial intelligence because I learned a lot about the mathematics that’s behind the algorithms that we use today. After that, I started my career with Accenture, where I was helping organizations use e-commerce and web technologies to bring their companies into the digital age, and it took off from there.

You were chief data officer for JustGiving and helped developed an algorithm that generated more than $20 million in a year and then the company was acquired for over $100 million. How were you able to achieve those accomplishments?

My journey with JustGiving started in 2010 and the brief was simple: they had millions of records of people doing fundraising activities like baking, but they did not know what to do with the data. I spent the first six months looking at what the data was telling us and discovered we could use machine learning to transform the company. We concluded that we wanted to move from a transactional platform to an engaging platform which would make giving more of a social activity that you would engage in over a longer period of time. I managed to secure a team and the implementation of the social features led to the high valuation of the company.

Seventy-five percent of organizations that invest in artificial intelligence fail to see any form of return, so I made it my mission to be in the top 25%.

What was the reason you decided to write the book Cracking the Data Code and what can people gain from reading it?

It was the fact that I was able to implement AI at JustGiving, which led to the $100 million valuation and was able to succeed where 75% of others had not. It was clear that the pattern I discovered was not visible for most. My mission was to see more people win. Cracking the Data Code helps people understand the data, what you can do with it, and how being data literate can enhance your career. This is a segue on to the six courses that I am putting together that will help people to see and understand data. There is a huge diversity gap, and there are not enough black people within the data space.

There are people who don’t ‘get’ the purpose of artificial intelligence. What would you tell them to make them understand the importance of this technology?

It’s begun to change every career, and AI and automation will change the landscape of work and create more jobs. It’s about survival. Human intelligence is still superior but we need to find how we can work together with the machine, and that’s where it’s critical. Data and artificial intelligence have one purpose: decision making. For example, Amazon’s recommendation engine helps them to decide what other content shall I serve up to this user so that we can maximize basket size. Every decision requires information.

What should we look forward to in the future when it comes to this technology?

I’m concerned about the social aspect, like what we were able to do at JustGiving and unlock people’s generosity. I’m currently involved in two exciting projects: Children that are being excluded from school as young as 6. I thought this was just a problem for teenagers, but you have young children being expelled from school and are out of the schooling system. Two major problems occur: they become likely to end up in the prison system and they also have a high propensity to commit suicide. We can use AI to help teachers to identify some of these prospective kids. Imagine a system that can predict that a child is going to come in and throw a chair at a teacher? If the teacher has this information before the child comes to class, they can treat the child a little differently and prevent him from throwing the chair, so he does not end up in a vicious spiral. AI can also help to read exam papers, which removes the need for girls to give sexual favors to teachers for grades, which is something happening in Africa.

AI can remove corruption and improve inequality. It comes with a caveat: unless we increase the diversity of the programmers, AI will continue to be biased, racist, and prejudiced.

• Leadership

by Merilee Kern, MBA

June 8, 2020

How to Be a Courageous Leader in the Post-Pandemic Era

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While some contest, or outright refute, whether or not former British Prime Minister Winston Churchill famously said “success is not final, failure is not fatal: It is the courage to continue that counts,” the power of that statement looms large irrespective of origin. Amid the wildly unforeseen fallout from the COVID-19 pandemic, this quote is rather prophetic. It speaks to prosperity not being taken for granted and the notion that failure in and of itself isn’t a death knell. Relative to business, specifically, it also evokes many questions about the very nature of “courage”—a concept oft characterized by the demonstration of “strength in the face of pain or grief.”

Of course, it’s presumed that successful leaders can and should inherently be courageous, but in what exact regard is courage a mission-critical managerial quality? To what extent should a leader exude courageousness versus humility? What actions, or results thereof, exemplify how courageous–or not–a leader is? Can a wholly well-intentioned show of courageousness backfire and end up doing more harm than good?

We’re currently living in an unprecedented, decidedly challenging point in time when courage seems to be the order of the day. In an attempt to garner some crystal clarity on how this is actually defined and perceived when in practice, I took these and other questions to an assortment of experts and leaders in the business community. The result of that outreach is as eye-opening as it is inspiring, with salient inputs including this top-line wisdom.

Stick to your guns.

By its very nature, the notion of courage connotes danger and evokes a sense of fear. Were there not peril, valor need not be required. To this point, Douglas A. Hicks, dean of Oxford College of Emory University, underscores that courage not only enables someone “to take risks that others fear in order to achieve something important,” but also that doing so requires a backbone. “Courage is not about sticking one’s finger in the air to see which way the wind is blowing, what others are saying. It requires both self-confidence and resolve. CEOs show courage when they commit to keep employees on the payroll in (the) face of recession and do whatever it takes to create long-term profitability,” he says.

Stacy Caprio of Her.CEO concurs, offering that “a courageous leader has the ability to look at the data and make decisions, even when these decisions go against the grain of public opinion, the media, and general public panic. Not many leaders have this ability, but a true leader is able to make decisions independent of mass fear and panic.”

For those businesses that aren’t exactly linear with some kind of denotable beginning and end, instead operating as a continuous, ever-evolving process (like health care, education, and financial management), Nicola Wealth Chairman and CEO John Nicola urges that “courage comes from the consistency of your message, your ability to support it and the loyalty of your people delivering it in all environments.”  Not only germane to one’s actions, Nicola points out that moxie also manifests in a passive sense by “choosing to do nothing in the face of unrelenting pressure to act.” This, as a courage of conviction, is based on principles of an individual leader, a leadership team or the company at-large.

Amid the ever-unfolding coronavirus-driven challenges, and during prior catastrophic events like the “dotcom crash” and the Great Financial Recession of 2008, Nicola has leaned on corporate ideology for sustenance. “During each of these periods we were under pressure to sell as markets dropped, to not rebalance and try and catch a falling knife, to go into cash and ride out the storm,” he said. Nicola instead mustered his courage and chose to “do what we believed the right thing to be was”—a decision he says ultimately resulted in significant performance benefits for his firm’s clients.

How important are these kinds of instincts? Southwestern Family of Companies CEO Dustin Hillis knows all too well, lamenting a time at the company when he had doubts about the sustainability of the business model. “Instead of having courage and actually boldly testing new models, and at the risk of my own income and reputation, I went against what my instincts were telling me. As a result, we went $1 million in debt and almost had to shut the business down. Making the pivot to change the model to what we ended up ultimately doing with coaching and consulting was twice as hard as it would have been two years earlier when I first had the thought. But I did not have the courage to actually take action on what the numbers, the feedback, and my instincts were telling me.”

With this, it’s understandable that Hillis currently defines courage as “being afraid and taking action anyway.” He also advocates owning and being daring amid that distress. “True leaders are the ones who acknowledge they are afraid and up against a significant challenge, and yet they persevere and double down on activity during the hardest of times,” he says.

Jennifer McCollum, CEO of leadership development firm Linkage Inc., further substantiates that courageous leaders stick steadfast to their personal standards. McCollum cites her firm’s research findings, which she says are drawn from 100,000 leadership assessments with data from more than 1 million leaders, revealing specific behaviors that make a leader courageous. One is “acts in alignment with personal values in challenging, conflicting, or ambiguous situations.”  With courage as a character trait not to be discounted as a key determinant of a leader’s overarching achievements, McCollum clarifies that, through her firm’s study of over 30 years on what the most effective leaders do, “we know courage is a critical leadership practice that differentiates the most effective leaders from the rest.”

Embrace vulnerability.

According to Aaron Velky, CEO of Ortus Academy, courageous leadership includes the decision to be truthful and vulnerable. “Whether or not the truth is easy to share and whether or not you know what speaking the truth will create as an outcome, courage is the ability to offer up where you are and what is real so that someone can process it individually.” Bravely delivering hard messages is not enough, however, as Velky goes on to clarify that, “When we share truth we have to be prepared to listen, but listening is vulnerable, and that’s important, too. Courage is owning what we are experiencing. Vulnerability is sharing it—the good, bad, and emotionally jarring.”

Being able to admit and share regarding future uncertainties also speaks to vulnerability as a facet of courageous leadership. In fact, Velky says that the decision to acknowledge not only what is truthful and known, but also the unknown, is another distinct decision a brave leader makes. To demonstrate courage, Velky asserts that one needs to be fiercely committed to recognizing what and how much you don’t have figured out. “Stating the unknowns mitigates the toxicity that is felt when you hide fears and the reasons to have them. Fears are OK, the unknown is OK—once you acknowledge it.”

One business leader who’s walking that highly exposed walk of vulnerability is Mylen Yamamoto Tansingco, CEO of Cropsticks Inc.—a social- and environmentally-minded B Corporation operating in the food service and hospitality industry. “I do not have all the answers and I’m not going to pretend I do either,” she’s refreshingly quick to admit. Case in point, Tansingco publicly shared what Cropsticks is going through amid COVID-19. In her YouTube video, titled “Can my small business survive?,” she shared her company’s small business story in an endearing, unguarded, and highly personal form. “I’m hoping to keep our community motivated and feel seen during this time,” though she understands this is not without some level of risk. “I hope it doesn’t become a ‘courage fail’ after this is all over,” she says. Yet she took the leap of faith into that unknown anyway.

Fortune 500 speaker, writer, and coach Heather Coros contends that courage is contagious. She emphasizes that curiosity and innovation is only accessible in the brain when a sense of safety is present. “If you’re expecting your team to lean in, then they need something that feels safe to lean against. By being that safe space, you give the gift of strength and vulnerability to the entire team. And as we know, vulnerability is essential to highly preferred skills like transparency, clear communication, and team cohesion.” Perhaps most importantly in this post-pandemic era is Coros’ estimation that “courageous leadership creates a sense of stability amidst the chaos.”

Be undaunted, despite.

Uniquely drawing on her experiences as a stand-up comedian before entering the corporate world, Jennifer Jay Palumbo, CEO of Wonder Woman Writer L.L.C., feels that being a courageous leader is accomplished by having unwavering poise. “You have to believe in yourself and your idea no matter how the person in the room reacts or not,” and “trust that you’re talented and smart enough to figure it out and still accomplish the task at hand.”

Mike Zaino, president and CEO of TZG Financial, likens this kind of requisite resolve among organizational leaders to that of an underdog continuing to fight with relentless persistence despite prior outcomes. It’s “getting knocked down seven times, and standing up eight,” he says. Yet, such doggedness should not be above reproach, as Zaino further points out that it certainly takes courage to not just hear—but accept—constructive criticism. “You’re either learning or you’re dying,” he says.

The idea that courageous leadership requires a willingness and ability to fail and “get back up again,” no matter how many times it need be performed, is shared by Mercy Project Inc. CEO Chris Field. What particularly captures my imagination is Field’s belief that for courageousness to be a leadership asset it must be a concerted choice—a daily decision—rather than happenstance. “Courage is a muscle, one we must exercise and grow by being courageous … one decision at a time,” he says. “Courage takes many forms, but none of them happen by accident.”

While conveying courageousness certainly takes chutzpah, Women Presidents’ Organization CEO Camille Burns cautions that it’s important to exude confidence without arrogance. “I think people often confuse risk-taking with being courageous,” she says. “Taking a risk is a bold move. But it is even more courageous to fail, to accept that something you tried did not have the outcome you wanted or expected.”

Tim Chen, co-founder and CEO of NerdWallet, points out the prospect for growth moments during times of crisis—namely the one we’re currently immersed in. He appreciates the extent to which COVID-19 has ushered in a defining time for business leaders. “Even though we’re navigating unprecedented uncertainties, I see this as a huge opportunity for the type of courageous decision-making and smart risk-taking that leads to immense personal and professional growth,” he says. “In fact, I can track most of my greatest periods of personal growth to a prior crisis.”

Crises aside, Chen’s colleague Kelly Gillease, NerdWallet CMO, sees an opportunity for courageous risk-taking with frequency. “Great leaders exhibit courage in small ways every day by encouraging risks and bigger thinking or being vulnerable and empathetic when a situation calls for it,” she says. As for the afore-mentioned chutzpah, “having a willingness to call out the elephant in the room” is also courageous behavior that Gillease indicates she strives to model.

When endeavoring to connote courage, attitude is also the name of the game. It’s important to temper said chutzpah so that it doesn’t come across as overly audacious. A haughty demeanor is never one that’s particularly welcomed in business, but this kind of disposition can veritably doom an executive’s image—especially when attempting to navigate a gaffe. “When someone does not acknowledge what they do not know, or the mistake they have made, it is a courage fail,” Burns warns. “Sustained naivety is when you deny the fail, or when you try to blame it on someone else or block out the writing on the walls. If there is no learning derived from failure, there is no achievement. Then, it is a double failure.”

All told, it’s apparent that courageous business practices are guided not just by guts and grit, but also by focused and unwavering guidance that keeps a leader on course. Just ask Field, who muses, “Courage is knowing our North Star and regularly checking to make sure we’re still headed there.”

Forbes Business Council Official Member Merilee Kern, MBA is an internationally-regarded brand analyst, strategist, and futurist who reports on noteworthy industry change makers, movers, shakers, and innovators across all B2B and B2C categories. This includes field experts and thought leaders, brands, products, services, destinations, and events. Merilee is founder, executive editor and producer of “The Luxe List” as well as host of the nationally-syndicated Savvy Living TV show. As a prolific business and consumer trends, lifestyle and leisure industry voice of authority and tastemaker, she keeps her finger on the pulse of the marketplace in search of new and innovative must-haves and exemplary experiences at all price points, from the affordable to the extreme—also delving into the minds behind the brands. Her work reaches millions worldwide via broadcast TV (her own shows and copious others on which she appears) as well as a myriad of print and online publications. Connect with her at www.TheLuxeList.com and www.SavvyLiving.tv / Instagram www.Instagram.com/LuxeListReports / Twitter www.Twitter.com/LuxeListReports / Facebook www.Facebook.com/LuxeListReports / LinkedIN www.LinkedIn.com/in/MerileeKern.

This article originally appeared in Fast Company.