HolidayBlogging

Tag: growth

Eastern Florida State Men’s Basketball Team Rockets Into Break With 10‑Game Winning Streak
Titans are ranked 24th

Eastern Florida State College Titans Fire Up the Season Before the Christmas Break

It’s a hot shot of confidence and grit from the Titans as they hit a 10‑2 record, climb to the national 24th spot, and keep their winning streak alive heading into conference play.

What Coach Gray is Saying
- “We started the semester with a raw, near‑rookie squad, but these guys have really embraced the grind that’s necessary at this level.”
- “We’re tightening up on defense—talk on the floor has gone from whisper to a full‑on rally.”
- “I love how the team’s chemistry is blooming both on the court and off. It shows in every play we make.”
Numbers (Because Numbers Never Lie)
- Scoring: 85.5 pts per game
- Points allowed: 62.6 pts per game
- Record: 4‑1 on the road, with a clean 2‑0 run at the B‑Mac’s Christmas Classic
- Sophomore stars: Emondrek Erkins‑Ford (15.1 pts, 8.2 reb), Fredy‑Salam Sylla (13.1 pts), Corey Caulker (12 pts)
- Academic: A solid 3.3 GPA for the first semester
What’s Next for the Titans?

They’ll jump back into the Citrus Conference on January 3, facing Florida Southwestern State College. It’s gonna be a tough road ahead—coach Gray claims they’ll have to bring their A‑team each game.

Watching the Action

Catch the January 1 game at 3 p.m. on Titan Field House—free admission for Melbourne campus fans. Enjoy the game online at efsctitans.com (just type it into your browser, no link needed!).

Fresh Off the Press!

Date: Dec. 23, 2024
Source: Space Coast Daily News – Brevard County’s Best Newspaper

What’s Inside This Issue?
- Rocket Revelations – The latest launches and the science behind them.
- County Chronicles – From quirky council decisions to community events.
- Smile‑Sourced Smiles – Humorous columns that make your coffee break brighter.
- Space‑Scoop Specials – Insider interviews with astronauts and engineers.
Why You’ll Love It

Because Space Coast Daily News mixes science, local flavor, and a dash of wit—all in one fresh print. Grab your copy and feel the excitement of the cosmos right off the page!
2025-09-23
What mentoring taught me about business that school couldn't

When we’re in school, we see it as the only route forward, the only way to thrive. Whilst education is of course important, it is not the only piece of the puzzle to unlocking success.

We look at people such as Richard Branson, Steve Jobs, Oprah Winfrey, Mark Zuckerberg, Bill Gates and more who all ended their education early, but went on to have incredible careers. What did all of these people have in common? They all had a mentor.
As I reflect on my journey from a school dropout at 17, to the CEO and Co-Founder of a successful business, I am struck by the invaluable lessons that mentoring has taught me. While traditional education undoubtedly provides a solid foundation, it was through mentorship that I truly learned the detailed ins and outs of business – lessons that school simply couldn’t impart.
At 17, I made the unconventional decision to drop out of school. It was a risky move, but one that I felt was necessary to pursue my entrepreneurial ambitions. Looking back, it was a pivotal moment that set the stage for my future growth and eventual Forbes listing. School taught me many things, but it couldn’t provide the real-world experience and hands-on learning that I needed to succeed in business. Whilst I was able to find a job post schooling, I struggled to find a mentor who could truly guide me in my career. So, with the goal of making mentoring more accessible to everyone, I founded PushFar, an online mentoring platform, in 2018.
One of the most important lessons I’ve learned through mentoring is the importance of surrounding yourself with people who are smarter than you. In the business world, it’s easy to fall into the trap of thinking that you have all the answers, and naturally, it can feel nice to be the brightest person in the room. But the truth is, no individual has all the answers. By surrounding myself with mentors who had diverse backgrounds and experiences, I was able to gain invaluable insights and perspectives that I could never have gained on my own.
Embracing failure is another crucial lesson that mentoring has taught me. In school, failure is often seen as something to be avoided at all costs. If you fail a test, you can find yourself in detention. If you can’t complete a project, you get a letter sent home. But in business, failure is inevitable – it’s how you respond to failure that truly matters, that truly shapes you into becoming the best version of yourself. My mentors taught me to view failure not as the end of the road, but as an opportunity for growth and learning. Each setback taught me something new and ultimately made me stronger and more resilient because of this.
Mentoring has also taught me the importance of learning quickly and independently. In the fast-paced world of business, there’s no time to wait for someone else to teach you what you need to know. If you wait to be taught, someone else will beat you to opportunities and you’ll find yourself filled with regrets. You must be proactive and seek out knowledge on your own. My mentors encouraged me to take ownership of my own learning and to never stop seeking out new opportunities for growth.
There’s a confidence crisis within schools and the world as a whole currently. Our latest research showed that 57.3% of Brits experience imposter syndrome, which in turn, leads them to doubt themselves. Trusting myself and my instincts was a valuable lesson that mentoring instilled in me. In business, there are countless decisions to be made every day, and there’s often no clear-cut answer. My mentors taught me to trust my gut and to have confidence in my own abilities. They showed me that sometimes you have to take risks and trust that things will work out in the end.
But the most important thing to learn, is that sometimes it doesn’t work out. Sometimes you’re going to fail and you need to be prepared to do so. The crucial part is, how are you going to react to that failure? My mentors taught me that it’s okay to fail – as long as you learn from your mistakes and keep moving forward. They showed me that failure is not the end of the road, but rather a stepping stone on the path to success. It’s not about the failure in the end, it’s about how you come back from it and grow not only in business but as a person too.
Mentoring has taught me invaluable lessons about business that school simply couldn’t provide. From that dropout moment at 17, to surrounding myself with smarter people, embracing failure, learning quickly and independently, trusting my instincts, and being prepared to fail – these are the lessons that have shaped me into the entrepreneur I am today. And for that, I am eternally grateful to my mentors who have guided me along the way.

2025-09-16
EU aims to create a ‘competitive’ single market for space services

The initiative comes as Europe risks further lagging behind global competitors such as the US and China. It would apply to EU and non-EU operators—excluding military activities—and it foresees support for small and medium-sized enterprises.

ADVERTISEMENT

The EU Commission is aiming to create a competitive single market for space services and data by cutting red tape, protecting space assets and ensuring a level playing field for all businesses, in a new EU Space Act proposed on Wednesday.
“The Space Act will allow us to grow in space,” EU Commissioner for Defence and Space Andrius Kubilius told reporters. “Growth in space means growth and jobs on Earth and in space,” he added.

The regulation also seeks to address Europe’s fragmented space rules by harmonising national measures to make the bloc’s space market cleaner, safer, and more resilient.
“This fragmentation is bad for business, bad for competitiveness, bad for our future in space,” Kubilius argued, stressing that Europe wants a stronger stake in the global space economy.
In 2023, the global space economy was valued at €572 billion and is expected to grow by around 9% annually until 2035, potentially reaching €1.6 trillion.
So far, however, the space market has largely depended on public investment and institutional programmes—areas where Europe risks falling behind.
According to the European Space Agency (ESA), Europe accounted for 11% of global public space funding in 2023 (€12 billion), while the US contributed 64% (over €65 billion) and China 12%.

Europe’s share of global private investment follows a similar pattern, with European investments totalling €980 million compared to the €3.6 billion invested by the US.
To support the development of Europe’s industrial and economic presence in space, the EU executive also presented on Wednesday “A Vision for the European Space Economy,” a communication outlining 40 proposed measures intended to help the bloc expand its participation in the global space market.

Space increasingly ‘congested and contested’, says Kubilius

“The European industry, although very competitive, can only capture one third of the accessible upstream market and one fifth of the downstream market,” a senior EU official said ahead of the proposal.
The space economy is typically divided into three key areas: the upstream segment, which covers research, development, manufacturing, and launches; the downstream segment, focused on applications using space-based technologies; and a derived market, which includes all economic activities benefiting from space advancements, such as photovoltaic panels.

Kubilius also warned that space is becoming increasingly congested and contested. “It’s time to put in place rules of the road for space to prevent damage and disasters and protect space services,” he said.
Over the next decade, an estimated 50,000 new satellites and around 140 million pieces of debris will enter orbit, according to EU figures.
Space assets are increasingly exposed to threats, both intentional and accidental. Kubilius pointed to rising cyber and physical risks.
“We know there is continuous radio-frequency interference with our systems, jamming, and spoofing. We know there are many cyberattacks. So, with our Space Act, we will increase the resilience of our satellites and space operations,” he said.
If adopted, the regulation would apply to EU and national space assets, as well as non-EU operators providing services in the European market. However, it would not cover military activities.
To ease the transition, the Commission plans to provide support to help businesses—especially small and medium-sized enterprises—manage any costs tied to compliance.
MEP Christophe Grudler (France/Renew), co-chair of the Parliament’s intergroup on sky and space, welcomed the proposal as an important first step toward building a space industry on an EU scale. “This, together with the upcoming EU Space Programme, will set the EU into orbit for the global space race,” he said in a press release.
The Space Act also includes steps to boost the EU’s presence in the satellite launcher market, which is currently dominated by Elon Musk’s SpaceX. One measure would make a single launch authorisation valid across the entire EU.
“This is a strong signal to encourage innovation and strengthen the competitiveness of the European space sector, which we want to see grow,” Grudler concluded.

2025-09-09
Earn outs explained

An earn out is a purchase price adjustment mechanism commonly used on the sale and purchase of a company where the buyer wishes to make a part of the purchase price contingent on the post-completion performance of the company during a period of between 1 and 3 years.

This can be any type of performance but typically relates to sales figures, profits or EBITDA (Earnings Before Interest Taxes Depreciation and Amortization).
In practice, the buyer pays an initial cash sum on completion of a sale, followed by one or more deferred payments contingent on the company’s financial performance over the agreed period.
An earn-out provision can reassure a buyer that it won’t be “overpaying” for the company if it under-performs post-completion and conversely can reassure a seller that it will receive the highest sale price achievable if post-completion performance proves stronger than could have reasonably been anticipated.
Earn outs can however be extremely risky for the seller if it does not negotiate appropriate levels of control over the target’s operational performance in the post-completion period as it will risk receiving a lower payment than expected.
Earn-outs are best used when neither party can assert with complete confidence that its own anticipated expectation of post-completion performance will be the correct one and there is genuine scope for uncertainty, for example:

with an early-stage company which has good potential for quick growth;
where the company has recently introduced a new product or service line;
where an existing company with strong historic performance has suffered a negative “one-off” impact on sales due to an unexpected event such as Covid-19.

Sales or EBITDA targets?

Neither is perfect.
Using “gross sales” as the earn-out target may put the buyer at risk if profits decrease because the seller retains discretion, for example, to increase the company’s spend on marketing or to provide deferred payment terms for customers.
Using “EBITDA” as an earn-out target may put the seller at risk if the buyer has the right, for example, to impose a new management charge on the company or unilaterally increase staff or other costs.
So whichever type of earn-out target is used contractual protection for both parties will be required to prevent abuse.

Buyer control/ interference

After completion, the seller loses those rights of control over the company which derive from being the controlling shareholder, such as appointing the board and senior management.
From the seller’s perspective, therefore, it will want to retain control of those areas of operation of the business which have the greatest impact on possible achievement of the earn-out target.
The seller will therefore want to negotiate a service or consultancy agreement with the company granting such control (subject to restrictions) and will want to negotiate similar agreements for all key team members. Careful attention should be paid to: (i) the term of the contract which should be co-extensive which the duration of the earn-out period and (ii) the termination clause which should restrict the company’s right of termination to situations justifying summary dismissal (which are typically in the individual employee’s control to avoid).
In addition, there may be included a series of specific restrictions on action by the seller or buyer with a view to artificially increasing or decreasing revenues or profits plus general principles such as a requirement to carry on the business “in the ordinary course”. There may be restrictions on the acquisition or disposal of key assets but the incoming board will need to ensure they have sufficient control to carry out their statutory duties correctly.
If earn out payments are to be made on an interim basis rather than waiting to the end of the full earn-out period there may need to be provisions for the carry-forward or carry-back of profits, revenues or costs so that interim over-payments or under-payments can be corrected in the final calculations.

Tax considerations

Finally, tax advice should be taken on structuring the payment of the earn out so that the most beneficial tax treatment for the seller is obtained. Depending on circumstances, this might require the maximum earn-out to be contracted to be paid by the buyer in instalments with the buyer entitled to make a £ for £ warranty claim if the warranty that the earn-out targets will be met proves incorrect.
Where the seller stays on in the business with a service contract, it will be important to show that the seller is being paid a market rate for the job to reduce the risk of HMRC trying to argue that some of the consideration for the shares sale is in fact disguised emoluments which should be taxed at a higher rate.
Hitherto it has been possible to obtain non-statutory clearances from HMRC confirming that HMRC will treat sale proceeds a capital gain rather than income.

2025-03-26
Retain Your Top Talent: Proven Strategies for Success
One of the biggest challenges for businesses is retaining their top talent. Losing key employees can have a significant impact on a company’s productivity, profitability, and overall success.

Keep the Pros Happy

Top performers are the horsepower behind your company’s success. Keep them pumped and the whole engine runs smooth.

Why You Should Care
- Retention Gold: High‑skill talent doesn’t stay if they’re bored.
- Innovation Hub: They’re the ones turning ideas into reality.
- Culture Capital: A motivated team feels like a powerhouse, every day.
Strategies That Stick
- Celebration Rituals
  Everyone loves a shout‑out. Praise their wins, celebrate milestones—no matter how small. A quick “high‑five” in the lobby can boost morale instantly.
- Growth Playbook
  Offer clear paths: upskilling, projects that stretch limits, or leadership opportunities. If they see a future, they’ll stay.
- Power‑Play Time Off
  Flexible hours and remote options keep the grind from burning out. A vacation or a “mental‑break” day shows you respect their well‑being.
- Reward Bonanza
  Bonuses, profit sharing, or even quirky perks (free coffee, gym passes, pet‑friendly office) let them feel valued beyond the paycheck.
- Transparent Talk
  Open communication builds trust. Share company goals, challenges, and listen to their feedback.
Wrap‑Up

Investing in top talent isn’t a cost; it’s a win‑win. Keep them delighted, and your business will keep grinning and growing.

Offer competitive compensation and benefits

How Money (and More) Keeps the Workforce Happy

Money isn’t the snare that only jails employees—it’s a big chunk of the puzzle. A fair paycheck, a solid benefits packet, and a few extra perks can keep folks buzzing at work instead of hunting for greener pastures.

Why Paying What They’re Worth Matters
- Competitive salaries show you value their skills.
- Health care benefits are the safety net that says, “We’ve got your back.”
- Retirement plans help them dream of the future without stressing about the present.
- Perks like gym memberships, tech allowances, and snack stations add flavor to daily routines.
But if your budget feels tighter than a Monday morning coffee, you can still keep the crew motivated.

Alternative Ways to Keep the Momentum Alive
- Bonuses for hitting goals—cheers, cha‑ching!
- Stock options that let employees feel like real shareholders.
- Flexible work schedules that let people juggle work and life—who wouldn’t love that?
In the end, it’s all about mixing the right ingredients. A little extra dough, a dash of flexibility, and a sprinkle of perks can turn a good office into a great one—where people stay, grow, and, best of all, genuinely enjoy their days.

Provide opportunities for career growth and development

Why Feeling Like You’re Growing Keeps the Dream Team Together

Ever notice how the folks who feel “I’m learning, I’m evolving, I’m getting better” tend to stick around longer than those who just “feel like a one‑day job”? It’s no mystery—giving people a future feels like handing out a lifeboat in a sea of uncertainty.

The Secret Sauce: Development & Growth
- Training Programs: Think of them as buffet‑style skill meals—pick your favorite courses, keep your appetite (and intellect) satisfied.
- Mentoring: Pairing newbies with seasoned pros is like bracketing between a cooking show and a grown‑up talk show—fun, practical, and no jargon.
- Coaching: Coaches help you discover that “how does this thing work?” into “that thing, I root for!”
- Career Advancement Paths: Climbing the ladder shouldn’t feel like a cliff—provide clear stepping stones and a sky‑high outlook.
Why It Works

When employees see a real future with a company, the “I’ll stay” signal goes louder than the “I’ll go” shout. It’s like having a safety net; you know if you fall, there’s something to catch you, so you’re less worried about the next leap.

Getting It Done in a Fun Way

Make growth feel like a log‑on to a good game: a narrative of progress, levels unlocked, and a few celebratory confetti showers along the way.

Foster a positive company culture

What Makes a Company “Pop” on the Outside and Inside

Think of a company’s culture as its personality. It’s the mix of values, beliefs, everyday behaviours, and the habits that set the vibe for the whole team.

Why this Matters (and why you’ll want to be part of it)
- Top talent is hunting for more than just a job—they want an environment that feels like home.
- A positive, supportive workplace keeps the best folks around.
- Feeling included and appreciated boosts morale and creativity.
How to Build a Culture That Wins Hearts (and the job market)
- Speak Freely – Let people chat openly; silence breeds loneliness.
- Celebrate diversity – Every different perspective is a recipe for innovation.
- Promote work‑life harmony – There’s a difference between “always on” and “balanced.”
- Give shout‑outs and rewards – Show that effort doesn’t go unnoticed.
- Foster community vibes – When colleagues feel connected, projects flow smoother.
In short: a culture that cares is a culture that thrives. Keep it warm, keep it real, and watch talent stay.

Recognise and reward top performers

Hot‑Spot Heroes: Why & How to Throw a Bash for Your Top Performers

Spotlight on the stars isn’t a fancy buzzword—it’s a game‑changer. When people feel genuinely appreciated, they stay fired up and keep delivering stellar results.

Why the applause matters
- The everyday grind is tough—recognition turns routine into a celebration.
- People crave a shout‑out that actually means something.
- Happy employees are more productive, creative, and loyal.
Concrete Cheers (and other perks)
- Bonuses & bonuses: Cash gifts, gift cards, or even a surprising vacation stipend.
- Promotions: Elevate them to higher roles or give them fresh responsibilities.
- Swag & kudos: T-shirts with “I beat deadlines like a boss”, mugs that say “Fueled by coffee & cunning”, or a custom trophy.
- Training and growth: Offer courses, conferences, or mentorship programs.
Make It Public, Make It Fun

Team huddles, company newsletters, or even a quick tweet on LinkedIn can amplify the vibe. Flash those achievements on a wall of fame, or create a “Hall of Fizz” where top performers earn sparkling refreshment tokens.

Show the Impact, Not Just the Badge

When you highlight how someone’s work literally fuels the company’s success—whether it’s driving a $1M margin, launching a new product, or cutting churn—cut through the noise and show the real payoff. This tells the story: effort equals outcome.

So, next time someone goes above and beyond, roll out the applause, sprinkle in a reward, and watch the morale skyrocket. After all, a good joke and a great bonus are the best ways to keep your crew smiling and sprinting to the finish line.

Provide a sense of purpose

Why Employees Crave Purpose (And How to Give It to Them)

People Are More Than Numbered Cubicles

Everyone wants to feel like what they do matters. When the answer to “why am I here?” is a clear “because it shapes the world,” retention goes through the roof. Think of it as a secret sauce that keeps your top talent staying glued to the job.

How to Connect the Daily Grind to Your Company’s Big Picture
- Bring the Mission Home: Turn abstract statements into stories. Use real‑world examples that show how a project impacts customers, the community, or the planet.
- Show the Vision Alive: Create short, quirky videos or infographics that map individual roles to the grand roadmap. Aim for a light‑hearted vibe that still delivers the core message.
- Live Your Values: Conduct quick, informal “value‑checks” during meetings. Ask, “Which of our core values does this task highlight?” It turns checklist items into conversation starters.
- Celebrate the Impact: Spotlight small wins—like a new feature that reduces user complaints by 20%—and let people shout it out loud.
- Invite Participation: Give employees a chance to suggest how their work can align with strategic goals. A simple brainstorming round can spark ownership and excitement.
What Does “Purposeful Work” Translate to in the Office?
- Personal Growth – By tying tasks to a larger mission, people see how their skill set evolves and how it helps the company grow.
- Community Feel – When teams start seeing their output as part of a bigger narrative, the workplace becomes less of a grind and more of a team quest.
- Job Satisfaction – A clear link between effort and outcome means employees feel valued beyond the paycheck.
Tips to Keep Purpose Alive Every Day
- Mini‑Mission Updates: A weekly shout‑out that connects team projects to the company’s high‑level goals.
- Humor‑Infused Reporting: Include a quick joke or meme that ties back to the core purpose—lightens the mood while reinforcing the message.
- Ask, “Why?” Frequently: Shift the mindset from “what” to “why” and let employees discover the deeper reason behind tasks.
- Show Real‑World Impact: Bring in customers, partners, or community members to share stories of how the product/service has transformed lives.
In a Nutshell

When employees can see the tangible ways their work fuels a bigger vision, their motivation skyrockets and your talent retention gets a high‑five boost. Keep the purpose front and center, sprinkle in some humor, and watch your workforce feel truly connected to something bigger.

Encourage work-life balance

Keeping the Best from slipping away

In today’s gig‑gonzo world, your boss isn’t just the person juggling deadlines—she/he’s the gatekeeper to work‑life harmony. If your team can leave the office and still feel grafted into life, they’ll stick around.

Why the tug‑of‑war matters
- Retaining top talent fuels growth. When star employees stay, the company avoids the “hire‑and‑fire” wobble.
- Happy staff means more innovation and a boost in productivity.
- Reduced turnover cuts recruiting and training costs—big money saved.
Six play‑book moves to lock in the crew
1. Pay that’s truly competitive – don’t just offer the standard. Bonus tiered for impact? Throw in a fish‑free lunch program.
2. Career ramps that don’t just look pretty – real skill upgrades, mentorship, and a transparent promotion path.
3. Culture that’s more jazz than jam – celebrate wins, host “breathing” hours, and keep gossip to coffee protocols.
4. Recognition and sweet rewards – shoutouts, spot bonuses, and that “kudos” app that finally works.
5. Purpose that sticks – align projects with personal values; if the work feels meaningful, it’s less of a chore.
6. Work‑life balance that’s actually achieved – remote flex, staggered schedules, and a solid plan for mental‑health days.
What’s the real secret sauce?

It’s all about mixing these ingredients just right. The result? Employees who feel seen, heard, and fed—with meals that aren’t bread—stay. And a business? It climbs higher, faster, and climbs without the crushing sting of constant staff churn.
2023-06-18