Seeing a loved one convicted of a serious crime is one of the most disheartening things that anyone can go through. Unfortunately, many families who have their loved ones convicted and sentenced to long prison sentences have even worse things that await them. Oftentimes, the prisoners end up being housed hours from their hometown, necessitating extremely long drives to visit the prison and making it very difficult for family members to stay in touch with their incarcerated loved ones.
For example, it is common for those who are convicted of crimes around the San Diego and Los Angeles area to ultimately end up incarcerated in San Quentin or Folsom, prisons located hundreds of miles away and five to seven hours of driving. For many low-income families in the Los Angeles or San Diego metro area, this makes it essentially impossible for them to ever visit their loved ones in prison.
Such situations lead to inmates becoming extremely isolated on the inside, resorting to becoming completely immersed in the politics of prison and its criminal milieu. If it persists for long enough, this deep habituation to the criminal social environment leads to what many criminologists refer to as institutionalization. Once a prisoner becomes fully institutionalized, they may have an extremely difficult time ever adjusting to normal life within law-abiding society again.
Through its video visitation technology, Securus Technologies is changing all of this. Video visitation allows for families to stay in almost constant contact with their incarcerated loved ones for reasonable rates. Most video visitation calls throughout the United States on Securus’ system cost approximately $0.15 per minute. At these incredibly low rates, it is possible for almost any inmates to afford to stay in constant touch with their loved ones on the outside, leading to a greater sense of hope and the ability to make it through long periods of incarceration.
Luiz Carlos Trabuco Cappi is the chief executive officer of Bradesco, one of the largest financial institutions in Brazil. It was Brazil’s largest bank, but this distinction was overthrown when their rival banks Banco Itau and Unibanco decided to merge in 2009. Despite being only the third largest bank in Brazil, Luiz Carlos Trabuco Cappi did everything that he can in order for Bradesco to cope with its rival banks, and secure its position to be one of the most stable banks in the country.
Luiz Carlos Trabuco Cappi was born in the city of Marilia, where Bradesco originated, and studied at the Faculty of Philosophy, Science and Letters, inside the University of Sao Paolo. He decided to work inside the bank right after graduating from the university. He worked hard in order to be promoted, and he managed to climb the corporate ladder eventually taking up the position of president. During his term as the bank’s president, he managed to use all of the skills that he learned in order to fix the troubles inside the company. He cared for the executives of the company’s department, and gave them autonomy in performing their jobs. However, Luiz Carlos Trabuco Cappi also wanted to benefit from them, so whenever a meeting is being called, he would usually ask his executives about their plan of action in order to move the company forward. He is also keen in looking for potential talents outside the company, so he scouted the market in order to look for professionals.
One of the boldest moves that Luiz Carlos Trabuco Cappi made is when he decided to purchase the Brazilian branch of HSBC for $5.2 billion. This move was approved by Bradesco’s chairman of the board, Lazaro Brandao, and they believe that the plans of Luiz Carlos Trabuco Cappi will be realized after the deal. With the acquisition of the Brazilian branch of HSBC, Bradesco managed to grow instantly – comparable to what they can achieve through organic growth in six years. Because of this, Luiz Carlos Trabuco Cappi was given the “Entrepreneur of the Year” award, for his outstanding performance being Bradesco’s chief executive officer.
With this new chapter in the history of Bradesco, they believe that they can outperform their rivals in just a short period of time. The ideas which Luiz Carlos Trabuco Cappi has in mind could reshape the financial industry of Brazil, and could once again put Bradesco back into the pedestal.
Sweetgreen is the latest sensation to be sweeping the table with customers who want a food conscious and healthy alternative to modern fast food. Sweetgreen was established by Nathaniel Ru and a pair of his friends and fellow students at Georgetown University. The trio would brainstorm their concept for a farm – to – table restaurant during their entrepreneurship class but it wouldn’t be until after graduation that they put their plan into effect.
For Nathaniel Ru, the concept of Sweetgreen was a big deal. Ru and his fellow Sweetgreen co-founders had done nothing in business before. They were fresh faced graduates with an idea that would be hard to sell. Fortunately they found a small former tavern and a landlord that was willing to take a chance on them — after some urging. Ru recalls trying to explain the concept of Sweetgreen to the property landlord several times, each conversation with the landlord hanging up. Finally they got a face to face meeting and the rest is history. With a smile Nathaniel Ru recalls, “That was the first and last time that I wore a suit to a business meeting.”
Within a month of landing their space the team had hired an architect and found multiple backers for their project. Everything was going so smoothly that it was almost hard to believe. Serendipity, if nothing else. Ru says, “Now I know how blessed we were to get that chance.” He goes on to admit that something like that would never happen again and he concluded by saying, “The timing was just right.” And right he was. More people than ever are beginning to become aware and wise about the food they are consuming, so Sweetgreen’s health-first approach to quick and ready salads was right up their demographic’s alley.
Now there are 21 different Sweetgreen locations sprinkled through the Northeast’s biggest cities: New York, Boston and Philadelphia. The Sweetgreen shops routinely have lines out the door with the majority of customers making their orders online, and merely swinging by to pick them up. This focus on technology and culinary trends has put co-founder Theresa Dold into the mindset of comparing Sweetgreen to another revolutionary company: Apple. Dold explains that they focused on the ‘why’ rather than the ‘what’. Nathaniel Ru and his team have certainly honed in on what they do best and Sweetgreen continues to grow as a result.