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Employee Resources

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Maverik Pay Stubs & W2

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From the beginning in 1928, Maverik Inc. has grown up gradually, and now it is one of the largest independent convenience store chain with more than 315 stores in 10 states of the United States (Arizona, Colorado, Idaho, Nevada, Utah, Washington, Nebraska, Oregon, South Dakota, and Wyoming). More than 5,000 employees are working to establish the most excellent convenience-experience in the world. Maverik Inc. distributes the pay stubs and w2 statements via the UltiPro payroll portal of Ultimate Software. Employees can access the UltiPro portal through http://ucentral.maverik.com or mymaverik.com or https://n24.ultipro.com.

How to get
access to the pay stubs & W2 statements on the Portal?

Visiting the portal login page with the specific link provided by UltiPro authority, Maverik Inc. employees can access their desired information after a successful login attempt with their own login credentials as User Name and Password.

The Personal UltiPro Screen or dashboard will be appeared on the screen of the device and can manage their pay stubs and w2 statements and personal, contact, and other information.

New or first time users
should follow these steps carefully:

Step-1: From the UltiPro payroll portal’s login page, users must complete the initial log in providing their User Name and Initial Password. Users have to collect their User Name and Default or Initial Password from the employer or Payroll coordinator.

Step-2: In this step, users must change the default or initial Password from the appearing Password changing Screen. Default or Initial Password changing instructions and password requirements are provided on the screen by the system for following by the users.

Step-3: After changing the Default or Initial Password, The challenge questions screen will have appeared on the device’s display, and users have to select and answer any 3 challenge questions from the dropdown list according to their wish or choice.

Step-4: Finally, the user will get the automatically appeared Personal UltiPro Screen or Dashboard for managing and viewing their personal, contact, and other information, documents, and benefits. The menu bar is located on the screen’s left-top on the dashboard.

From now, users have to provide their User Name and New Password that they have changed after their initial login.

Users can re-get their forgotten password with this link as “Forgot Your Password” on the log in page. There are also available proper help to reset the password by providing the User Name or can have a password reset link by providing the User Name and Company access code. They have to collect their Company access code from the employer or HR department.

RESOURCES

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Ucentral Maverik Employee Login Employee Resources – Maverick

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90,000 Maverick Trade Review | Wholesale Reality

“Do you want a merchant account worth $ 25,000?” Let’s be real here. Who doesn’t want to trade that kind of money?

With Maverick Trading, they sell themselves with the idea that they will give you money to trade, which we will explore thoroughly in this article. Maverick Trade Review .

But let us also be real, that no one on the planet will give you free money that you can lose in terrible trading.

In this review, we’re going to answer what Maverick Trading is, what the costs are, and the most important question: Do they really provide you with a funded account?

Find the answers in this Maverick Trade Review!

Maverick Trading Review: What is Maverick Trading

Maverick Trading is a closed firm promising to back you with significant trading capital to maximize your profits.

It is primarily focused on options trading, while their Maverick FX is focused on foreign exchange, which we covered in our Maverick FX Trading – Scam article.

The company has a fairly long history dating back to 1997, headquartered in Salt Lake City, Utah.

Before we dive into the details of Maverick Trading, we must first understand what a closed firm is.

Own Trading Firm basically says that if you are really good at trading you can come and trade our money, but first we have a few criteria that you must pass.

The criteria may be that you already have an exemplary track record in trading, or, if not, you will be trained with them.

The business model of these companies is that they expect to return their investment in you with your trading skill.

So why go to a support firm? The answer is simple. Trading with a prop firm has both advantages and disadvantages.

As we discussed at Maverick FX, these are the pros and cons of the firm’s mainstays.

Pros

1. Cost support firms guarantee you lower commissions and lower costs than commissions and costs when using a retail merchant account.

For example, on a retail account your broker will charge you somewhere around $ 8-10 per trade, while on a trading account the requisite is per share, which ranges from £ 1 to £ 00027.

If you trade 100 shares from a retail account, you will pay between $ 8 and $ 10, while with an intermediary account you will only pay a cent.

2. Higher equity means higher purchasing power – with the underlying balance supporting you, this means you have higher purchasing power and you do not need to worry about the minimum balance in the account.

Example of purchasing power

The above example is a higher purchasing power due to a special memorandum account, which is the master of the balance sheet of the firm’s support.

3. Risk Management – Since you are not trading your own money, the requisition firm instills in you proper risk management to safeguard your investment.

This means that someone from the company will call you if you have nasty streaks instead of blushing yourself.

4. Training – remember that this is not your money, your trading, so the supporting firm will ask you to undergo intensive training and, if they find you profitable, will open you a live trading account.

Cons

1. Power over the trading account – this means that the firm can prevent you from doing this work if you cannot make a good profit from your trading.

2. Accountability and High Stress – You can have high levels of stress when trading with the firm’s money and this can lead to uncontrollable emotions during your trading sessions.

3. Commission – Some merchants charge a commission for using their platforms. With Maverick FX, their maintenance fee is $ 199 per month.

The table fee is:

{ This applies to the electronic infrastructure needed to run the firm as well as continuing education, ongoing coaching, mentoring, supervision, support, etc.}

4. You do not keep all the money – you do not get 100% of the profit, but the property sales firm usually deducts a percentage of your profit in the range of 20% to 50% of the profit it achieved.

Maverick Trading has the following commission scheme:

Maverick trading commission scheme for options trading

Let’s say you made $ 10,000 1 profit as an associate trader 7,000, you will get $ XNUMX XNUMX this month.

In order for you to level up for Associate Trade 2, you must earn above the watermark set by Maverick Trading.

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Maverick Trading Review: Who Is Behind Maverick Trading

Maverick Trading Former CEO Robb Reinhold Maverick Trading Current CEO Darren Fischer

Rob Reinhold was the founder and former CEO of Maverick Trading but has since left resignation.

The current position is held by Darren Fisher, a longtime Maverick trader who also leads the sales team.

Scam in our Maverick FX In the article, we discovered a confusing fact about the current CEO that, frankly, could give us doubts about him.

Go read and decide for yourself.

What you get when you sign up with Maverick Trading: good

Training

Before letting you manage a live trading account, Maverick Trading will offer you rigorous training to ensure you meet their standards.

You will need to pay $ 6,000 for the training they provide and an additional $ 199 for the office fee.

Training compromises:

• Structured Education Database
• Instructors / Trainers / Mentors
• Proficiency Testing
• Live Trading Alerts
• Demo Trading Account and Trading Simulators

Again, what training, we have to say that they provide is comprehensive and teaches you from A to Z in options trading.

Coaches, trainers and managers are also available and make learning to trade an enjoyable experience as they can help you with it.

Also, the good thing is that they constantly monitor your progress to make sure you don’t have problems with the curriculum.

Maverick Trading Interface

The picture above shows what you see after entering Maverick Trading.

Risk Limiting, Objectives, Management and Objectives

This is also a Maverick feature that we love.They will force you to strictly manage risk and limit you so that you do more than just fuel your ego.

Because sometimes we can be so preoccupied with our thoughts that we can somehow overcome our previous losses, running after the “next big deal.”

What shouldn’t be. You must know what your risk capital and risk limits are and trade with this code.

Yes, you can have all the education the world needs, but if you don’t have a strong trading psychology, then everything will go down the drain.

Maverick Trading also appoints a risk manager who will be in charge of you and your account to reconsider your plans to increase profits.

Maverick community

In a props, you are not trading alone. You will need to contact your Risk Manager and other Maverick Trading members.

We think this is a positive point because, to be honest, trading can be lonely when you are just staring at your monitor and looking at charts and news.

In a community of like-minded people, you can share your victories or ask other traders for their opinion on certain topics that affect the market.

Since you are a beginner, you are on the side of the community, but as you become more experienced and confident, Maverick will expect you to share your knowledge with others.

Like ants working as a whole for the good of their colony, which is not bad at all.

Bad : The Reality of Maverick’s Financed Trade Program

This is where the seemingly well-laid bricks of Maverick Trading’s promise collapse.

Does Maverick Trading provide $ 25,000 per trades? The short answer to this is no.

Well, we understand the confusion because, according to their table, associate traders receive $ 25,000.

Unfortunately, this is just marketing.

The reality is that as a beginner Maverick trader, you need to spend another $ 5,000 to fund your live trading account and Maverick will fund $ 20,000.

You cannot touch that $ 20,000 5,000 and the only money you will be trading is your $ 20,000.

This means your $ 5,000 is risk capital.

This is true for Maverick Trading. For you who has to pay that amount, you don’t think of it as the “only” venture capital, right?

In addition to $ 5,000, you will also have to pay them a monthly subscription fee, whether you made a profit this month or not.

Do you see what’s going on here?

Maverick Trading will not risk you, but will also benefit from the split of $ 5,000 and commissions.

$ 20,000 is needed just to increase purchasing power.

That’s all. And if you somehow lost all of $ 5,000, they will throw you aside, pretending to move on to other opportunities.

What people are saying about Maverick Trading

Here are the reviews we found on Reddit:

Tip from Lifepro.If someone tells you that they are making a lot of money doing something simple, but presenting that information with a standard microphone and a standard PowerPoint presentation template, you may be tricked.

Anonymoys 7 years ago

I spoke to one of their recruiters several times, went through all of their orientation materials, and then came back with my questions, comments and concerns before moving on (as the recruiter requested). I wrote a rather lengthy neutral but professionally assertive email questioning the lack of obvious professionalism and community on their website and forum.(Their website is SUPER low quality … For example, web design for entry-level students, grammatical errors and all that. There was no interaction or any meaningful discussion on their forum … In fact, most of the posters were from Maverick recruiters or the like. with total crap.)

In response to my letter, the recruiter ACCEPTED THE VIOLATION in response to my concerns (HUGE RED FLAG) and went on to state that I “probably wouldn’t fit” for some vague reason he pulled out of his ass.

tl; dr – They are unprofessional scammers looking for bums who know nothing. Since then, we have gone far ahead for more and better.

Anonymous 5 years ago

This is a scam, don’t do it.

Watersign 5 years ago

This is a problem with announcing the existence of props firms in a place like this.

It is difficult to get a job in a real trading firm or find one without digging deep or having no internal connections.Basically, get good grades and apply wherever you can with OCR if you’re in a good school, or email the various advertising firms you can find.

No real props firm will force you to pay them money to start. If they don’t compel you, you’ve found a worthy one. If you are paid a salary, you have found a good one.

The ActuallyMan 5 years ago

Read everything in the small print.You may not have to invest, but you may suffer some losses. If so, you can refuse to pay them and then they will send you to the collection (because you most likely signed a contract) and now your credit is crap. I’m not saying the place is bad, but read everything you sign in small print. Just for your information, especially in the US, nothing is free. They get their time and money spent on you back in some form or form. This is not charity, this is business.

Not everyone has the capital to make a living trading in a retail account. In fact, most don’t. You can say that someone can start with a $ 500 account, and after years of increasing, you can quit your job and make millions. This is just unreal. It takes most two years to become profitable, and by then they will probably already be on the street. Those that do become profitable will probably never reach the point where they can trade long enough to grow an account large enough.If anyone can find an opportunity in a legitimate firm, then I would say that this is DEFINITELY the way to go. By a legitimate firm, I mean a good paycheck, no capital contribution, base salary, and training program. For someone like the OP, I think it would be better to just find another job and trade in a retail account on the side until he starts accumulating more capital.

marcusrider 5 years ago

“The initial minimum risk deposit is 5,000.00 USD. This amount belongs to Maverick Trading and can be withdrawn from the firm at any time. ”

They usually flex you and put a dild* up your ass.

FinanceGI 4 years ago

Uh. The rule of thumb. Any “trading company” offering free online classes is bullsh*t.

Actually, a pretty good rule of thumb is that any fund that has to advertise in order to hire employees is probably a sh*tty fund.The really good foundations have applicants who want to work there. They don’t need to advertise to try to find people.

chingwang 4 years ago

Quite sure this is bullsh*t company / position. From what I remember reading, they require an initial investment and the promise of potential six figure salaries quickly when trading. This sounds like a scam to me.

dcirrilla

I don’t think this is a scam in the sense that you wake up in a bathtub full of ice.

Rather, when entry-level salaries in the mainstay trade fall below the salaries of the Big Four, I stop worrying about discouraging someone from pursuing my interests and start worrying about encouraging someone to go down the path of probable failure. … My personal downsizing is probably more like BB’s salary . ..

I’m sure there is someone out there who is okay, but if this is your best option for prop trading, then you should be wondering if it’s better to do another career, at least temporarily.If the salary is small, zero or negative, it means that even they are not very sure that you will succeed. This is a pretty bad signal.

ninepointcircle

Scam

pbfweddit

Never heard of Maverick Trading BUT … If you use their money it is a scam. (This is not a hedge fund / or a legitimate support firm / etc.). The name “Maverick Trading” sounds like the name of a scam.

organicpastaa 4 years ago

I have a friend who tried this.

Basically the idea was that he had to invest his money to get into their full program. I don’t remember, but I think it was 5k. At this point, you should get a metric on their success chart, I guess it was 5 weeks. If you have the opportunity, you move on to trade them.

The problem is that if you fail the first time, you will have to pay entry again to run the program again.So they earned XX.XX dollars from you.

I am sure this would be really good for some, but for most I personally feel that you are better off trading in your own account.

Hope this helps.

RhinoMethod 4 years ago

Never trust a trading company that asks you to deposit your own money up front as capital (unless you are a partner, etc.)

I am familiar with this model, I have seen this firm before.The choice is yours, but they are not interested in seeing you succeed after they receive your prepayment.

5 months ago hisdeadparrot

No, just not. I understand that many details make you pay tuition fees, etc., but that sounds like a scam.

Starting small is good. This helps you make the right position sizing decisions and not burn your capital too quickly. Do it.

floydfan 5 months ago

I would be careful.Why not learn how to trade options yourself. The CBOE website offers FREE training, once you know it, you can use leverage on a margin account to trade option strategies to maximize profits and use as insurance against your existing capital.

Excellent course with 3 levels.

I am assuming they are using the money to trade to then give you company money to trade in addition to your own ?.The pyramid system is beyond doubt. In doing so, they take 30% of your profits.

I guess by working for any firm, they make a profit, and you get crumbs.

Always look behind the curtain.

MunsonMungada 23 days ago

In Glassdoor:

“Complete scam !!! Stay away from these criminals! »

I’ve worked at Maverick Trading for less than a year

Pros

Zero! All the money you have to invest you can check on the Options website on Youtube.

Cons

The feds should shut this place down immediately! I don’t know how they get away with this nonsense! They force you to deposit 20% of your home equity while they charge you a commission on trades, and then if you make a profit, they charge a huge chunk of that amount as well. You’d be better off trading and doing research yourself!

Management Advice

Stop posting job advertisem*nts on existing job sites such as Careerbuilder, LinkedIn, Craig’s List, etc.This is not a real job, this is a contractor’s job where you have to invest your own money and they take it from you. Again, a complete scam. I have never heard any GOOD things about this company. STAY AWAY!

May 1, 2018

“Need for Improvement”

I have been with Maverick Trading on a full-time basis for over a year

Pros

There are good people who work and there are useful things learned from training.

Cons

Ample opportunities for improvement and learning are limited by the implemented system. You don’t get what you are promised when you sign up and join them. They are a bunch of liars and know how to take advantage of new hires.

Management Advice

Be transparent with new hires and stop using them.

April 21, 2020

“I like this about Maverick, give it a try.”

I worked in Maverick Trading part time for less than a year

Pros

I learned to trade, so much knowledge.

Cons

The cost of the program did not know about it.

Advice to management

Watch for a good fight.

April 3, 2020

“They accuse you of fraud”

I have worked for Maverick Trading on a full-time basis for over a year

Pros

The information transmitted may be useful to some people.

Cons

They hide the fact that the program is quite expensive. If you ask them, they will accuse you of not being knowledgeable enough. This is so stupid and unethical!

Management Advice

Stop lying to people about the money you end up taking!

February 13, 2020

“Best Securities Firm Right Now”

I have been with Maverick Trading on a full-time basis for over 3 years.

Pros

I’ve been in the props industry for over 15 years and most of the businesses I knew either closed down or merged with others. I chose Maverick because they mostly operated as an independent firm and took care of their traders for a long time. They are very upfront for trading costs and are always available when you need them. Fast payment of profits in just 1 day.

Cons

TWS software I do not like the platform I have traded on but data transfer costs are 10% of what I paid for pound sterling and laser

Management advice

all

16 March 2017

“Possible problem with payment”

I worked at Maverick Trading full time

Pros

I love their impromptu webinars.

Cons

When I joined them, the payment system was not properly disclosed. Things went so badly that when the program ended, I was in debt. I would not recommend this to anyone who cannot afford it.

Management Advice

Be clearer about payment terms to avoid disappointment in your trading program and increase overall satisfaction.

Indeed:

Good learning experience.A very extensive training program. Helpful and knowledgeable mentors. Weekly updates and sales floor activities. New trading ideas and regular market updates.

August 3, 2019

The work is interesting, but not for everyone. Exercising is really hard and you won’t be able to internalize everything once you’re on the floor as they expect you to. When you finish your workout, you have to start working within your quota, which is very difficult to think about. Most people don’t last a month or two in company.

April 12, 2020

It’s hard to work in a place that conflicts with your values. I’m leaving here soon because they are deceiving people. I know for a fact that they inflate commissions and do unethical acts just to attract more customers. I cannot stomach these things, so now I am actively looking for a better job – one where my values ​​will not suffer.

8 March 2020

An excellent company to trade.

24 February 2020

Best Support Firm.

Feb 22, 2020

Filled by scammers, stay away.

January 9, 2020

What are the main competitors of Maverick Trading

One of the competitors of Maverick Trading is T3 Trading Group.

The difference is that T3 requires only $ 2,500 as a minimum deposit, but you will need a Series 57 securities trader license.

Another competitor is Axiselect. The advantage of Axiselect is that they do not require an initial payment, but you will need to open an account with AxiTrade for AU $ 1.

The main problem here is that the distribution of profits is rather poor. By bad, we mean 20% for you and 80% for them.

Maverick Trading Cost

The cost of access to Maverick Trading Training Tutorial is $ 6,000. You will also need to pay $ 199 per month.

This starts from the second month of your membership until they find you ready to create a real account, which could probably mean 3-4 months depending on your skills.

After that you will need another $ 5,000 to fund your live trading account. By then, you’ll have nearly $ 14,000 chasing an account that you might not even get.

Darren M. Fisher: The membership fee for the stock / options department is $ 6,000. This is a one-time fee that provides a lifetime membership.

We regularly force traders to take breaks from trading (an important event in their life, a long vacation, health problems, etc. )Etc.). They can go back and pick up where they left off whenever they want.

Starting in the second month of membership, there is a $ 199 service fee per month.

This concerns the electronic infrastructure needed to run the firm, as well as continuing education, ongoing coaching, mentoring, supervision, support, etc.

Once a trader is authorized to trade the firm’s capital, the trader contributes $ 5,000 venture capital and we start them with a $ 25,000 account.

Risk capital is unlimited and traders get paid monthly. It takes two consecutive months to rise above the previous high.

Any losses in excess of the trader’s Risk Capital deposit are not recourse to the trader.

In addition, Maverick offers its traders a performance bonus.

When a trader’s $ 6,000 profit is split, the firm issues a $ 6,000 check to the trader as a performance bonus to refund his membership fee.

At this stage, the trader has demonstrated that he can trade consistently with an increasing amount of capital, and we are just happy that he is trading our capital at this point.

Fisher’s interview at dayztrading.com

Maverick Trading Refund Policy

Maverick Trading does not offer a money back guarantee.

Pros and cons

PROS

• Educational training and assistance from trainers and mentors
• Will strengthen your risk management and accountability

CONS

• Opaque with commissions
• No verified reports
• Has no verified reports Refund Policies
• A misleading marketing strategy that says you will be provided with a fully funded merchant account.

Maverick Trading Review: Should You Join Maverick Trading?

Having learned about the reality of this so called private firm, we can say that Maverick Trade Review is NOT worth joining this company.

You are not actually trading with Mavericks money, and the entire “funded merchant account” is just a marketing scheme to get unsuspecting people to sign up for them.

If you lose, then you have lost your deposits, and you also pay them $ 199 per month, which is a brilliant business model from Mavericks’ point of view.

Not for you. They will never lose because they will never take risks with your trade.

The training and support they provide is good, but not groundbreaking, so think about it, if they are not making any losses for you, but only taking profits, why do you need them?

There are tons of educational resources on the Internet. Our How to Trade Options | Complete step-by-step guide.

Higher leverage can also be resolved directly with your broker if you need such purchasing power, but it is better to start small and create your account from there.

One untrustworthy man named Andrew Keane from the 1450 Club is another snake oil salesman who tricks people with his SCAN system.

Find out about this scam in our 1450 Club Review!

Maverick Trading

Total $ 14,000

Data Accuracy

2.0 / 10

Ease of Use

8.0 / 10

Collaboration

9.0 / 10

Features

5.5/10

Pros

• Educational training and assistance from trainers and mentors
• Will strengthen your risk management and accountability

Cons

• Opaque with commissions
• Does not have verified income reports
• 113 No return policy

A misleading marketing strategy that says you will be provided with a fully funded merchant account.

Ricardo Semler – Maverick.The success story of the world’s most extraordinary company

Ricardo Semler

Maverick. The success story of the most extraordinary company in the world

Dedicated to Antonio Kurt, whose soul resides in the head office, and Sophia, who took my heart to her for permanent storage

© 1993 by Tableturn, Inc.

© Edition in Russian, translation into Russian. LLC “Publishing house” Dobraya kniga “, 2007

* * *

Ricardo Semler’s book on Semco was widely reported in the media worldwide and was the subject of research at Harvard Business School.Here are some revolutionary changes at Semco that have allowed Semler to write his name in business history:

• elimination of the traditional organizational structure;

• Allowing employees to set their own work schedule and remuneration;

• stimulating employees to study the responsibilities of colleagues and propose changes in any department;

• openness of all financial information of the company and its placement on stands for announcements in the office;

• setting the limit for paper reporting: all documents, including marketing reports, should not exceed one page;

• Giving workers the right to assess the performance of their bosses;

• Recognition of strikes as commonplace, promises to keep all payments, comply with all strikers’ demands and never fire anyone during or after a strike.

Awesome … this is a great book for anyone looking to run a company or lead people internationally.

Magazine MBA Style

This is more than a textbook on organizational change … This is not the mythical speculation of an imaginary manager, but the story of a real person who tries to make difficult decisions based on his own vision … a bright book that reads like a novel … it helps spiritual self-improvement.

Magazine Business Ethics * * *

Maverick (English) – 1) individualist, independent person; 2) a politician who does not belong to any of the existing parties; 3) a dissident; 4) a vagabond, a wanderer; 5) a person who is not like others.

This is not a business book. This is a book about work and how you can change it for the better. It is based on events at Semco. Its employees have managed to make money and make their lives better.Semco is said to be nothing more than an unusual creative lab, run by a few brazen managers without prejudice. This is impossible with us, our critics say, because this is Brazil. I have also heard many other statements: we have gone too far, we have grown too fast, the company is too large, the company is too small, we have gone too far with high technologies, we do not have enough high technologies, etc.

But some – a little more receptive and addicted, a little less biased – will see in this story about an unusual, by all accounts, company and its employees a new approach to enterprise management, and not socialist and not capitalist.This is the third option, which is more humane, effective, based on trust, inspiring and in every way worthwhile.

I express my most sincere gratitude, first of all, to Rick Levin, who helped me much more in writing this book than he thinks. Suzanne Gluck of ICM, who was naive enough to think we were able to hook the publisher; Rick Horgan, Maureen Ijen and their colleagues at Warner Books; Gail Riback of Random House U. K .; to the rest of the publishers around the world for sharing our enthusiasm. One cannot help but recall the tough outside and kind inside Esther Newberg, Heather Schroeder and the competent group of ladies from Colleridge in London. And of course, I am deeply indebted to 65 Semco employees who allowed me to interview them for long hours, and hundreds of our other employees who are directly involved in this story and made all our dreams come true.

Ricardo SEMLER, Sao Paulo, 1993

Chapter 1

Naturally Doing Business

Every Wednesday afternoon, at our Semco company, which I run, a lot of people gather in a conference room on the third floor of an office building.The guards at the entrance have already been warned and let them through without hindrance. For many years, the leaders of the largest, well-known companies in the world, including IBM, General Motors, Ford, Kodak, Bayer, Nestle, Goodyear, Firestone, Pirelli, Alcoa, BASF, Chase Manhattan, Siemens, Dow Chemical, Mercedes-Benz and Yashica, are making a real pilgrimage to our extraordinary industrial complex located on the outskirts of São Paulo (Brazil).

Semco manufactures products that are striking in their variety – pumps that empty an oil tanker in one night, dishwashers that can wash 4,100 dishes in an hour, coolers for air conditioners that maintain comfort in giant office towers when the heat reaches its peak, mixers, everything from rocket fuel to raw materials for chewing gum, and entire biscuit factories with 6,000 individual components and wires with a total length of 25 kilometers.But it is not Semco’s products that are attracted to executives and management professionals from around the world who have waited months to visit our factories and offices. They are interested in how we manage our company.

When I took over the leadership of Semco from my father twelve years ago, it was a traditional company with a pyramid structure and instructions for every contingency. But today, our employees set their own production quota and come to work on their own schedule, without being coerced by management and without paying overtime. They help to upgrade the products they manufacture and write marketing plans. Their bosses, in turn, can manage their divisions with exceptional freedom, defining a business development strategy without intervention from management. They can even set the size of their own salary, and without any restrictions. However, everyone in the company will know about this, because all financial information at Semco is publicly discussed, and all employees have unlimited access to it.To show how serious we are about this, Semco, together with the unions representing our workers, has developed a course to train every employee (even couriers and cleaners) to read balance sheets and cash flow statements.

When making really big decisions like buying another company, every Semco employee has a voice. Several years ago, when we decided to relocate production, the company closed for one day, and all employees went on buses to inspect three potential sites.Then the workers made a decision. Their choice made us shudder, since the chosen territory was located next to a company famous for its frequent strikes. But at the same time, no one from the leadership wanted to initiate hostilities between the administration and the trade unions, so we moved anyway.

The secretariat of our headquarters, a standard four-story office building of steel and glass, has a waiting room but no secretary. This is the first thing that makes us different from others. Although we have many visitors, we believe that we do not need secretaries, like personal assistants.We do not believe that we need unpromising positions. All employees at Semco, even top managers, receive visitors themselves, make copies of documents for themselves, send faxes, print letters and dial phone numbers themselves. We do not have separate canteens for management. Did you arrive late at work and all the parking spaces are already taken? Your problems! For us, this is all part of the “natural way of doing business.” At Semco, we have removed unnecessary perks and perks that feed the ego, but harm accounting and distract everyone from key corporate tasks – manufacturing, selling, billing, receiving money from customers.

Our offices do not have the usual partitions. Workplaces of employees are separated from each other by green spaces. The atmosphere is relaxed: some employees wear suits and ties or dresses, while others wear jeans and sneakers. It does not matter. If they want to emulate Thomas Watson, one of the founders of IBM, and are buttoned up, that’s great. But turtlenecks and T-shirts are also fine. And I want our people not to hesitate to put their feet on the table, just like me. I am pleased to report that the Semco executive meeting has been interrupted on several occasions by people who wanted to use their conference room to host a birthday party.The sight of vice presidents eating Mickey Mouse small plate cake warms my soul.

End of introductory passage

LIKE THE BOOK?

This book costs less than a cup of coffee!
CHECK OUT THE PRICE

90,000 Ricardo Semler: Maverick. The Success Story of the Most Extraordinary Company in the World

Ricardo Semler’s book on Semco was widely reported in the media around the world and was the subject of research at Harvard Business School. Here are some revolutionary changes at Semco that have allowed Semler to write his name in business history:

• the elimination of the traditional organizational structure;

• allowing employees to set their own work schedule and remuneration;

• encouraging employees to study the responsibilities of colleagues and propose changes in any department;

• openness of all financial information of the company and its placement on stands for announcements in the office;

• setting the limit for paper reporting: all documents, including marketing reports, should not exceed one page;

• Giving workers the right to assess the performance of their bosses;

• recognition of strikes as common, promises to keep all payments, comply with all strikers’ demands and never fire anyone during or after a strike.

Awesome … is a great book for anyone looking to run a company or manage employees internationally .

Magazine MBA Style

This is more than a textbook on organizational change . .. This is not the mythical reasoning of an imaginary manager, but the story of a real person who tries to make difficult decisions based on his own vision. ,, bright book, which reads like novel … she helps spiritual self-improvement .

Magazine Business Ethics

MAVERICK

The Success Story Behind the World’s Most Unusual Workplace

MAVERICK

Success story of the most extraordinary company MAVERICK 9000 MAVERICK MAVERICK 900 (English) – 1) an individualist, an independent person; 2) a politician who does not belong to any of the existing parties; 3) a dissident; 4) a vagabond, a wanderer; 5) a person who is not like others.

This is not a business book. This is a book about work and how you can change it for the better. It is based on events at Semco. Its employees managed to make money and make their lives better . Semco is said to be nothing more than an unusual creative lab, run by a few brazen managers without prejudice. This is impossible with us, our critics say, because this is Brazil. I have also heard many other statements: we have gone too far, we have grown too fast, the company is too large, the company is too small, we have gone too far with high technology, we do not have enough high technology, etc.

But some – a little more receptive and carried away, a little less biased – will see in this story about an unusual, by all accounts, the company and its employees a new approach to enterprise management, and not socialist and not capitalist . This is the third option, which is more humane, effective, based on trust, inspiring and in every way worthwhile.

Dedicated to Antonio Kurt, whose soul resides in the head office, and Sophia, who took my heart to her for permanent storage

First of all I express my most sincere gratitude to Rick Levin, who gave me much more in writing this book. help than he thinks.Suzanne Gluck from ICM, who was quite naive, believing that we were able to hook the publisher; Rick Horgan, Maureen Ijen and their colleagues at Warner Books; Gail Riback of Random House U. K .; to the rest of the publishers around the world for sharing our enthusiasm. One cannot help but recall the tough outside and kind inside Esther Newberg, Heather Schroeder and the competent group of ladies from Colleridge in London. And of course, I am deeply indebted to 65 Semco employees who allowed me to interview them for long hours, and hundreds of our other employees who are directly involved in this story and made all our dreams come true.

Ricardo SEMLER, Sao Paulo, 1993

CHAPTER 1

NATURAL BUSINESS

Every Wednesday afternoon at our Semco company, which I manage, in the conference room on the third floor of the office building A lot of people. The guards at the entrance have already been warned and let them through without hindrance. For many years, the leaders of the largest, well-known companies in the world, including IBM, General Motors, Ford, Kodak, Bayer, Nestle, Goodyear, Firestone, Pirelli, Alcoa, BASF, Chase Manhattan, Siemens, Dow Chemical, Mercedes-Benz and Yashica, are making a real pilgrimage to our extraordinary industrial complex located on the outskirts of São Paulo (Brazil).

Read more

Hood deflector (fly swatter) Ford Maverick 2000-2007 (Ford Maverick) TM SIM

SIM company was founded in 2004 in Barnaul by a team of professional and responsible people who have accumulated their experience from the origins of business formation in Russia. From the moment of its foundation to the present day, SIM has been one of the leading manufacturers of organic glass car accessories in Russia for imported and domestic cars. The company has been awarded numerous diplomas in a number of international exhibitions held in St.Moscow. In the automotive market, our car accessories are presented in an assortment, which, depending on demand, is constantly updated with new models, a variety of patterns and colors, and product groups. SIM cooperates with car manufacturers, auto dealerships, service stations and order tables around the world.

The hood deflector is an overlay made of acrylic glass (plexiglass) on the front of the car. The main function of the accessory is to protect the car from damage by small stones flying out at high speed from under the wheels of cars that are moving nearby and other small objects.Another important task of the deflector: changing the aerodynamic properties of the body, so that the oncoming air flow flows around the hood of the car from above, bypassing the windshield, thereby ensuring its protection. The deflector also protects the hood itself from damage.

Why do you need a hood deflector?

• Save money. A small stone can become a source of big problems in the form of replacing the original windshield. And this is not only the cost of reinstallation, but also the time spent.In addition, small stones easily scratch the hood and create chips. As a rule, hands do not immediately reach the repair of such seemingly insignificant defects, and this is fraught with rust. The hood deflector changes the trajectory of the flow of air and small objects flying with it, directing them higher. Thus, they fly over the roof of the car without hitting the hood and windshield. The hood deflector protects against damage that entails a decrease in the market value of the car in the future, if you want to sell it.

• Reduce the risk of road accidents . A small stone or insect hitting the windshield can disorient the driver. Which is very dangerous when driving at high speed or when overtaking on the highway, where such situations occur quite often. And this can lead to the occurrence of a traffic accident, especially at night, when the headlights attract insects that hit the glass leaving a trail, and the cleaning system will impair the view.This will result in reduced visibility. The hood deflector will keep out insects and keep the glass clean. For this he is called “fly swatter”.

Benefits of bonnet deflectors from SIM :

• The latest digital technology, product quality and investment in innovation. We design all deflectors taking into account the characteristics of a particular car using 3D modeling. Digital technologies make it possible to replicate the surface of the car body as accurately as possible for further embodiment in a finished product.TM SIM is proud of its production facilities and team of specialists. At all stages of production, each product is subject to careful control and only then becomes an official SIM product.

• Design & Aerodynamics . The hood deflector must fulfill not only a decorative but also an aerodynamic function. These are the criteria that our designers were guided by when creating an accessory. A team of aerodynamics specialists and designers have developed products that are unique in their shape and aerodynamic properties, which will not only protect the car from troubles on the road, but also add personality to its exterior.The deflector fits harmoniously into the design of the car and its appearance becomes more catchy, defiant and aggressive!

• Quality material and fastening. We make accessories from acrylic glass (plexiglass), which is much lighter than the usual silicate glass. Tested in sandy and snowy deserts, it offers impressive resistance to damage, climates, rainfall and UV radiation. The hood deflectors are made of alloy and high-carbon steel, which are heat treated and coated with a special polymer coating. The use of this technology allows to increase the strength and rigidity of the fastening, provides resistance to aggressive environments. The polymer coating of the fasteners allows you to improve the appearance of the product, namely, the fasteners do not stand out against the background of the deflector. We manufacture the metal and plastic fasteners for our deflectors ourselves. The process is as closed as possible. The mounts are designed taking into account the characteristics of a particular car using modern technologies, which gives a point fixation on the car.Along with the fasteners, the delivery includes an armor (protective) tape. It prevents damage to the paintwork of the car in the places where the mount is installed and allows you to dismantle the deflector without consequences.

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• low specific gravity
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HIGH QUALITY CLIPS

• Convenient mounting hardware
• reliable fixation of the deflector on the hood
• no damage to paintwork
• galvanized hardware
• installation instruction

SIM is proud of its manufacturing facilities and a team of professionals focused on quality in production by combining high quality components and innovative technologies.At all production stages, each accessory is subject to careful control and only then becomes an official SIM product.

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Connecting Bluetooth headsets to mobile phones

In order for the headset to work with a mobile phone or other device that supports the Bluetooth ™ protocol, the device and the headset must go through a setup (pairing) procedure.

1st Step: Power on both devices.

SETTING UP THE HEADSET

2nd Step: Enter your headset into search mode.For this:

TELEPHONE SETTING

3rd Step: If you are pairing a headset with a mobile phone, then in its menu, find an item to search for Bluetooth headsets or devices, for example: “Search for Bluetooth devices”. When the device completes the search process, select “headset model” from the menu.

4th Step: When the phone asks for a password, enter: 0000. The phone is now paired with the headset. If the pairing process is interrupted, repeat steps 1-3.

Video instructions for connecting a Bluetooth headset to the phone. On the example of Plantronics Voyager Legend UC

If your device cannot be configured to work with your headset as usual, contact Plantronics technical support.

Professional solutions for a modern contact center

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Unified Communications – unified communications for modern business

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Sound masking systems for an effective work environment

Sound masking systems are a new step towards creating an efficient and comfortable working environment.Today the most common type of office is “Open-office”, when there are no partitions in the office, and employees can freely move and communicate with each other. This has a positive effect on the environment in the team and the exchange of information, and at the same time creates additional distractions, the main of which is the speech of colleagues. It is very difficult to concentrate on work when you are surrounded by all sorts of conversations, and you have to be distracted without wanting to. The solution to this problem is the use of sound masking systems from Cambridge Sound Management.

90,000 FROM THE AUTHOR. Maverick. The success story of the most extraordinary company in the world

AUTHOR

I express my most sincere gratitude, first of all, to Rick Levin, who helped me much more in writing this book than he thinks. Suzanne Gluck from ICM, who was quite naive, believing that we were able to hook the publisher; Rick Horgan, Maureen Ijen and their colleagues at Warner Books; Gail Riback of Random House U. K .; to the rest of the publishers around the world for sharing our enthusiasm.One cannot help but recall the tough outside and kind inside Esther Newberg, Heather Schroeder and the competent group of ladies from Colleridge in London. And of course, I am deeply indebted to 65 Semco employees who allowed me to interview them for long hours, and hundreds of our other employees who are directly involved in this story and made all our dreams come true.

Ricardo SEMLER, São Paulo, 1993

CHAPTER 1

NATURAL BUSINESS

Every Wednesday afternoon at our Semco office, which I manage on the third floor, in the conference room of the building , a lot of people gather.The guards at the entrance have already been warned and let them through without hindrance. For many years, the leaders of the largest, well-known companies in the world, including IBM, General Motors, Ford, Kodak, Bayer, Nestle, Goodyear, Firestone, Pirelli, Alcoa, BASF, Chase Manhattan, Siemens, Dow Chemical, Mercedes-Benz and Yashica, are making a real pilgrimage to our extraordinary industrial complex located on the outskirts of São Paulo (Brazil).

Semco manufactures products that are striking in their variety – pumps that empty an oil tanker in one night,

dishwashers that can wash 4,100 dishes per hour, coolers for air conditioners that maintain comfort in giant office towers when the heat reaches its peak, mixing machines that interfere with everything from rocket fuel to raw materials for chewing gum, and whole biscuit factories with 6,000 individual components and wires with a total length of 25 kilometers.But it is not Semco’s products that are attracted to executives and management professionals from around the world who have waited months to visit our factories and offices. They are interested in how we manage our company.

When I took over the leadership of Semco from my father twelve years ago, it was a traditional company in every respect, with a pyramid structure and instructions for every contingency. But today, our employees set their own production quota and come to work on their own schedule, without being coerced by management and without paying overtime.They help to upgrade the products they manufacture and write marketing plans. Their bosses, in turn, can manage their divisions with exceptional freedom, defining a business development strategy without intervention from management. They can even set their own salary without any restrictions. However, everyone in the company will know about this, because all financial information at Semco is publicly discussed, and all employees have unlimited access to it.To show how serious we are about this, Semco, together with the unions representing our workers, has developed a course to train every employee (even couriers and cleaners) to read balance sheets and cash flow statements.

When making really big decisions like buying another company, every Semco employee has a voice. Several years ago, when we decided to relocate production, the company closed for one day, and all employees went on buses to inspect three potential sites.Then the workers made a decision. Their choice made us shudder, since the chosen territory was located next to a company famous for its frequent strikes. But at the same time, no one from the leadership wanted to initiate hostilities between the administration and the trade unions, so we moved anyway.

The secretariat of our headquarters, a standard four-story office building made of steel and glass, has a reception but no secretary. This is the first thing that makes us different from others. Although we have many visitors, we believe that we do not need secretaries, like personal assistants.We do not believe that we need unpromising positions. All employees at Semco, even top managers, receive visitors themselves, make copies of documents for themselves, send faxes, print letters and dial phone numbers themselves. We do not have separate canteens for management. Did you arrive late at work and all the parking spaces are already taken? Your problems! For us, this is all part of the “natural way of doing business.” At Semco, we have removed unnecessary perks and perks that feed the ego, but harm accounting and distract everyone from key corporate tasks – manufacturing, selling, billing, receiving money from customers.

Our offices do not have the usual partitions. Workplaces of employees are separated from each other by green spaces. The atmosphere is relaxed: some employees wear suits and ties or dresses, while others wear jeans and sneakers. It does not matter. If they want to emulate Thomas Watson, one of the founders of IBM, and are buttoned up, that’s great. But turtlenecks and T-shirts are also fine. And I want our people not to hesitate to put their feet on the table, just like me. I am pleased to report that the Semco executive meeting has been interrupted on several occasions by people who wanted to use their conference room to host a birthday party.The sight of vice presidents eating Mickey Mouse small plate cake warms my soul.

We have a sales manager named Rubin Agater who sits at his desk, reads the newspaper and doesn’t even try to pretend he’s busy. I’m sure this puzzles our visitors. Most modern managers would not allow this. But when the Semco pump on an oil tanker on the other side of the globe fails and tons of oil can spill out into the sea, Rubin takes action.He knows all about our pumps and how to fix them. This is exactly the case when he fulfills his salary. Nobody cares if looks like if he is busy the rest of the time.

My office is on the fourth floor; at least he was there the last time I looked there. I don’t use it as often as other executives in the company. Most of the time I work from home in the morning. There I can concentrate better (although two of my shepherds like to bark just when I am on the phone with important clients).I encourage other Semco managers to work from home. I travel at least two months a year, and I really like it. In my office I have photographs from the last two expeditions – when I flew in a hot air balloon in Tanzania and crossed the mountain passes in Afghanistan. I never leave a phone number where I can be found when I am away, and I do not call myself. I want all my colleagues to be able to work independently. The company is organized (well, maybe this is not a very suitable word for us) in such a way as not to depend on a particular person, especially me.I am proud to tell how twice during my long trips I was relocated without my knowledge and each time my office got smaller. In my company, I play the role of a catalyst: I try to create all conditions for others to make decisions. This is exactly what success is when you stop taking them alone.

The first thing I did at Semco was to throw out all the instructions. Almost every company has a huge number of instructions for all occasions. Their number sometimes reaches the size of the British Encyclopedia.Well, who needs it? It only hinders flexibility and leads to blind obedience. At Semco, we avoid wording and are open to any innovation. I found out that our rulebook was useless when, as a test, I somehow handed out to employees a few extra pages for it. I asked the managers to read the new sections and give their opinions. Almost everyone just said they were good. The problem was that I stapled the pages together and they couldn’t be read without tearing them apart.It’s funny that nobody did it. Today new Semco employees only receive a 20-page booklet that we call the Survival Guide. It has a lot of pictures and few words. The main idea is to use common sense.

If you haven’t guessed by now, Semco’s policy is no policy. Many companies have entire departments that produce mountains of documents to keep track of their employees. Take business trips, for example. Firms usually have rules for how much a person can spend in any given situation.At Semco, we want our people to spend whatever they think they would spend if they were traveling on their own money. No divisions, no rules, no checks. If we’re afraid to let people decide which section of the plane they sit in or how many stars their hotel should have, we shouldn’t send them overseas to do business on our behalf, should we?

We fully trust our employees. In fact, we are partners with them. Based on the assumption that a capitalist society should be capitalist for everyone, Semco has a plan for employee profit sharing, but it is different from the generally accepted ones.Typically, companies refer to such documents as sacred cows. The owners decide who gets what and when. At Semco, profit sharing is democratic. We are negotiating with our employees for the main share that will be distributed (about a quarter of our corporate profits), and they are holding meetings to decide how to split it. It only depends on them. This procedure is so comfortable for everyone that one day during negotiations on a new labor contract, the union leader said: too much increase will have a negative impact on the company.

Some people find similarities between the Semco philosophy and socialism in the old Eastern European interpretation. Nonsense! I believe we are proving that the involvement of the employee does not mean a loss of power by the owners. What we do lose is irrational authoritarianism that leads to reduced productivity. We are very glad that our employees are independent and able to control themselves. This means that they care about their workplaces and their company, which is good for all of us.

In restructuring Semco, we have borrowed the very best from several sources. From capitalism we have taken the ideals of personal freedom, individualism and competition. The theory (but not practice) of socialism has taught us to curb the irrepressible thirst for profit and share information and power. The Japanese helped us understand the value of flexibility, even though in a company we avoid nepotism and automatic admiration for elders. We want people to advance on the basis of their competence, not the length of service or compliance with the rules and regulations.

When you get rid of the inertia of thinking and abandon the hierarchical structure, the usual order is disrupted and, at first glance, chaos reigns in our factories. You will not see neat long rows of cars, as was the case in the factories of Henry Ford, on the contrary, the machines that we produce are everywhere, in the most unexpected places. This is because our workers mostly work in teams or teams and immediately assemble finished products rather than producing individual components.This system gives them more independence and responsibility; they are happy and our products are getting better. Almost all workers have several skills. Each of them can, if necessary, go to the warehouse with a forklift and bring the necessary parts. (The latter, by the way, are purchased by the workers themselves.)

The union initially discouraged such flexibility. Long ago, unions were forced to narrow down their job responsibilities as a defense against giant corporations that pressed them harder than ever to increase productivity and profits.In the end, the unions realized that they could turn the system against the owners of the corporation, refusing to accept any deviation from the instructions at no additional cost. Over time, the system became more profitable for workers rather than management, but it didn’t really help either.

When the union concluded that Semco did not intend to take power away from it, that the higher profits generated by our factories meant higher employee benefits, and that we were determined to give workers the opportunity to make meaningful contributions to our business, obstructionism diminished.We were allowed to introduce innovations, that is, to allow our employees to introduce them themselves. We have all become more free.

For example, our workers can come to work at any time from 7 to 9 am. This is their choice, not ours. But what if one worker wants to start work at 7:00, and his partner decides to come at 9:00? Surely this could damage production. This worried us too, so we created a dedicated team to help resolve these issues. She never got ready. Our workers knew production would suffer if they didn’t agree on their schedules in advance.

At Semco, we don’t even like to think in terms of “subordinate – boss”. We prefer to be partners and coordinators. And we do our best to ensure that our employees cooperate with everyone in the company, regardless of their position. The supply and technical department are positioned so that everyone sits together, next to the production. We can learn from each other – that’s the main idea. They can call the interior of the office whatever they want, but not luxurious: you can see soot and stains of engine oil on the floor.No one but me cared about this, but now that I’ve stopped wearing my dainty Italian leather shoes with paper thin soles, I don’t care either.

What do leaders think of all this? I often get asked this question.

Yes, we do not have such a number of bosses that everyone is used to. As workers control themselves and take an active part in company politics, the need for oversight has diminished. We have cut our legal, finance and marketing staff by more than 75 percent.Now we don’t even have departments for data processing and staff training. Each employee vouches for their own work, so we don’t need quality control either. After analyzing the situation, we eliminated bureaucracy by reducing twelve levels of management to three, and to replace the traditional and sedentary corporate pyramid, we developed a new structure based on a series of concentric circles.

We have also changed the way we interact between departments. If one department does not want to use the services of another, it may well go outside the company and use the services of third parties.The risk of competition keeps us all under constant strain. Recently, we have been encouraging employees to set up their own companies by leasing Semco equipment at favorable rates. Naturally, we make purchases from our former employees, but they are absolutely free and can cooperate with other companies, even with competitors of Semco. This program made the company less profitable, but more agile, and gave workers complete control over their operations. So our employees become entrepreneurs themselves.Extreme situation, to be sure.

We try to maximize the capabilities of each employee and minimize oversight. This does not mean that we do not accept any responsibility. Before hiring people or promoting them to leadership positions, they are interviewed and approved by everyone who will work under them. Every six months, the work of managers is assessed by subordinates, and the results are posted for everyone to see. Does this mean that workers can fire their boss? I think yes, because a manager who constantly gets bad reviews leaves Semco sooner or later.

We’re not the only company experimenting with employee management. It has become fashionable. But there are too many such attempts, and in most cases, a good idea of ​​democratizing management is just a concussion. It is much easier to talk about the involvement of employees in the management process than to implement it. We tore the Semco apart and put them back together for twelve years, and the process is only 30 percent complete. Nevertheless, the payoff is already substantial.

We came to work for a moribund company and made it prosperous by refusing to waste our most valuable resources – our people. Semco has grown sixfold despite the recession, inflation and chaotic government policies. Productivity increased almost sevenfold and profits fivefold. There were years when not a single person left us. We have a pool of over 2,000 job applications, hundreds of them from people who say they would take any job just to be hired by Semco.Our most recent job posting in the newspaper generated over 1,400 responses in its first week. According to a survey by one of the most popular Brazilian magazines among college graduates, 25 percent of young people and 13 percent of young women said the company they would like to work for the most is Semco .

Not so long ago, the wife of one of the workers came to visit us to meet with a member of our HR department. She was taken aback by her husband’s behavior.She said that he no longer yells at the children and asks them what they would like to do on the weekend. He is no longer as irritable and oppressive as he used to be.

The woman was worried about what we did to her husband.

Then we understood: since Semco has changed for the better, it has also changed.

CHAPTER 2

FIT FOR SERVICE

A home video suddenly takes us to a narrow country road on the outskirts of São Paulo.Late 1950s. The picture is not very clear, as with all amateur videos. In the frame – three men and a truck with a simple lathe in the back. The thin, tanned man on the left looks at the machine with such awe as if it were cast in gold.

This is what it means to start your own business. There are hardly many moments in the life of my father – that thin man on film – that are as joyous as the delivery of the first machine to his new factory. Antonio Kurt Semler was born in Vienna in 1912.A few years later, the brilliant Austro-Hungarian Empire collapsed. His father, a successful dentist, wanted Antonio to become a doctor. But he was obsessed with engineering and graduated from the Polytechnic University of Vienna.

In pre-war Austria, he had few chances of finding a suitable job, and he began to look for opportunities to go abroad. In 1937, he came across an advertisem*nt for a job as a process engineer at a chemical and textile plant of the American company DuPont in Argentina.So my father moved to South America, where he survived the Peronist dictatorship ¹ and later became a factory director.

In 1952, my father visited Brazil and was intrigued by the prospects in such a vast undeveloped country. At that time, he was developing a centrifuge for separating oil from vegetables. He hoped that this invention would become the basis of his own business. At first, my father wanted to open his own business in Rio de Janeiro, but when he saw Sao Paulo from a hill overlooking the city, he decided that this place was just for an entrepreneur.

It was here that the 42-year-old bachelor met the Austrian emigrant Rene Weinmann, married and raised children. My mother’s father moved his family to China and started a lucrative textile and porcelain export business from Shanghai. The Weinmann family lived without worries and worries, side by side with thousands of Europeans, for whom the British and French quarters of Shanghai were life-saving islands in an ocean of misfortune. But as the poverty of the Chinese increased, their negative attitudes towards foreigners grew. My grandfather died before the communists came to power, and my grandmother and her only daughter were actually expelled by Mao Zedong and left the country in a cargo ship.After a month’s voyage, the ship docked at the port of Santos in southern Brazil. Soon, my mother was giving English lessons to wealthy residents of São Paulo, one of whom introduced her to my father.

At a dinner table in a small two-room apartment in the city center, my father was developing a strategy for Semco, short for Semler & Company. He worked late into the night, interrupting only so that my mother could set the table here.

Children were Kurt’s main concern.He worried about who could take over the business. Three pregnancies were unsuccessful, then my sister Susan was born. But my father could hardly imagine a woman in charge of such an unpredictable business as Semco . It took only eleven months after the birth of my sister, and I was born, the future heir of an enterprise that was a little older than me.

Few people knew about Semco and its owner, as well as about the oil separating machine, for which my father had already received a patent by that time.But Brazil was a land of great opportunity. The local market experienced an acute shortage of any kind of new products. In the blink of an eye, the Semco centrifuge became the market leader and made his father and his two companions famous throughout the country. Initial success prompted the need for expansion and investment in production. My father continued to work hard and the 1950s and 1960s were very successful. It was the period of the so-called “Brazilian miracle”, when annual economic growth was unprecedented in the world at seven percent per year. Semco has grown from an unknown artisanal machine shop to an established manufacturer with 110 employees and $ 2 million in annual revenue.

The military dictators who ruled Brazil, although they were capitalists, must have been deeply impressed by Stalin: they loved the five-year plans. In the late 1960s, they suddenly decided that the country needed a shipbuilding industry and adopted a five-year government plan to develop shipbuilding.Anticipating this opportunity, my father invited two UK pump manufacturers as partners, and since then (to this day) Semco has been the main pump supplier for government shipyards in Brazil.

Every entrepreneur wants his children to continue his business. Perhaps this desire is not always justified. Have you heard anything about Einstein’s son? Do you expect to one day see the evening news, hosted by the son of Dan Rather, one of the oldest American television journalists on the CBS television company? Why is it believed that the offspring of businessmen will necessarily become real entrepreneurs? Sometimes the son or daughter of an entrepreneur can become top-notch managers, like Thomas Watson Jr.(IBM) in the 1960s and 1970s, named in 1987 by Fortune as the greatest capitalist in human history. But who decides on the succession? Undoubtedly, father. And let’s be honest: he is clearly not impartial.

“I want the business to remain in the hands of the family,” the financial tycoons say (remember Louis XIV, who became King of France at the age of five?). “That person is the only one you can trust.” But is it better for the company to slowly sink in the hands of a trustworthy person than thriving on outsiders?

As for me, I hardly inspire much confidence.As a child, I was only able to concentrate while playing haialai * – but it immediately began to remind me of a game of chess. I thought it was perfectly okay to do your math homework with cartoons. My mother still cannot understand how I could graduate from school with so many twos. In addition, my parents were often called to school to discuss, among other things, my belief that the only purpose of peanut butter sandwiches was to cling to the ceiling of the school cafeteria.

Since childhood, I have always wanted to be in the center of attention. As I grew older, I began to feel ashamed of this desire. And yet some unconscious feeling drew me to any situation that could potentially provide everyone’s attention and leadership. In high school, I strived to stand out and held many positions: I was the head of the class, the captain of the sports team, the photo editor of the annual class album. I even ran the school breakfast snack bar, a retail outlet served by junior highs to raise money for school trips.It was here that my business talent first manifested itself. I have abandoned the freebie policies honored by previous administrators, increased hours and encouraged suppliers like co*ke, Pepsi, Kellogg, and Frito-Lay to compete in our business. I wouldn’t say they fought over the school snack bar, but our incomes skyrocketed nonetheless. Then I invested in the stock market and by the next year made enough money to pay for our class’s trip to the resort. “School businessman” – this is how my friends wrote about me in a cool photo album.

But my nascent capitalist talent began to fade when I wanted to learn how to play the guitar, like the famous American musician Les Paul. I was obsessed with rock and roll – the Rolling Stones, Led Zeppelin, Pink Floyd, Uriah Heep. Back then, diversification meant for me learning to play both bass and drums. All this worried my father, who was anxiously awaiting the end of this stage, after which, he hoped, it would be possible to start talking about my corporate growth.

When I was sixteen, I took a summer job at Semco’s procurement department. I enjoyed studying the specifications of 1.5 cm steel sheets for the production of marine pumps. But the real pleasure I experienced when the truck driver began to teach me how to drive a car. I was the only kid in my area who drove a Mercedes, even though it was a ten-ton truck, not a 560 SEL convertible.

So the summer passed. In the fall, I returned to the guitar, and my father fell into despair and was already contemplating the liquidation of the company.However, I soon came to the conclusion that my musical ability was depressingly low. Considering that my father dreamed

of a successor, and I was no longer interested in selling school lunches, I thought about the advisability of further developing my business abilities.

There was one problem: in Brazil, all healthy 18-year-olds have to serve in the army for at least a year.

My father, who had been waiting for this for a long time, considered military service to be the best medicine for me.He apparently hoped that in the army they would teach me to discipline and if I don’t get used to getting up early, then at least I will find out what it is. (I still don’t know if my father really wanted this or just scared her.) Just in case, I started to work on my mother, tried to strictly adhere to a certain daily routine, study better and always make my bed neatly. On weekends, I got up early with two alarm clocks in the farthest corner of my room.

Fathers are immediately able to guess what this behavior means, and my father kept throwing glances at me, meaning “you can’t cheat me, son.”Mothers are a completely different story, God bless them.

“Kurt,” my mother said, “Dickie just can’t lose a whole year of his life in the army.

I nodded my head vigorously behind her back.

“This will make him a man,” my father replied. – I myself was in the army, you know.

And my mother and I sat down on the sofa to once again listen to stories about marches in snowy weather, pouring cold water in the morning and cleaning boots and belt buckles.

Soon I was sent to the local recruiting office for a medical examination. To get to the appointed hour, I had to leave the house after dark and stand in a huge line of guys like me. Then any significant physical or mental defects were taken into account, and I watched how some of those who were waiting showed flat feet, as well as nervous seizures and other various misfortunes. But I was not that brave. The medical board liked my height, the doctors were impressed with my weight and did not find any flaws at all in the most stringent requirements, such as, for example, having two arms and two legs.

Two weeks later, as I passed the first medical examination, I was summoned to another military unit for a more complete medical examination. My friends told terrible stories

about those who were released from military service. They were invited (by a soldier whose physique Sylvester Stallone would have envied) to donate blood for an army hospital. The officer on duty stuck a huge syringe into your forearm, handed you a two-liter bottle, and went to the next victim. Knowing that I fainted at the sight of blood, I already imagined how my eyes darken and my body leans forward… The sound of breaking glass, a vision of the sandy beaches of the South Pacific coast … Then a feeling of heaviness in my head and many frowning soldiers above me against the background of the ceiling.

Well, if such is the price of freedom …

I again left the house after dark and after a five-hour wait I found myself among hundreds of naked young people answering questions about their diseases, primarily venereal diseases. One guy impeccably faked swallowing his tongue and was immediately released from service. And I went through again.At least I won’t have to donate blood, I told myself.

A month later, I was taking the written exam. Getting up at 4 in the morning was no longer difficult, since I still did not sleep. The test was long and difficult. I did my best to write it as badly as possible, and left in a state of intense anxiety. Three days later, I found out that I got through again.

I have already been given a uniform, a cap and boots, and the duty officer has called for the last interview. Two and a half hours of waiting – and I was finally invited into the room, where they asked what I thought about serving in the army.I answered honestly: “It is foolish to serve in the army in a country that has never fought a war at all and has not the slightest chance to fight anyone in the future.” After that, I was released from service.

After refusing to study at business school, I entered the law faculty of the most prestigious University of São Paulo in the country, from which more than one future president of Brazil emerged. I was sure that I would like to study, but I was wrong. I didn’t achieve much academic success, partly because soon after I entered I started working again at Semco .

CHAPTER 3

DR. DICKEY

My first impressions of leadership were negative. I was surrounded by prim people, all as one in starched shirts.

I tried to adjust, I really tried. I even went to a trendy men’s store and got a full corporate outfit – a navy blue suit with white stripes, a white shirt with French cuffs, and black boots. I didn’t wear the suit, it was he who wore me.

I had just started working when my father called me to his office and said that I should not let anyone call me by my pet name – Dicky. This will negatively affect people’s attitudes, he said sternly. I should be called “Dr. Ricardo” – as in Brazil it is customary to address university graduates. It doesn’t matter that I’ve already asked everyone to call me Dickie. People are so confused about this that I receive memos addressed to Dr. Dicky to this day.

Like most self-made people, my father was a traditionalist. He treated his employees like a father and viewed strikes and labor disputes as a personal insult. He always remembered that he created Semco while sitting at the dining table in his apartment.

My father got up every day at exactly 6:30 and was extremely strict on his schedule. Early Tuesday, Wednesday, and Thursday mornings, he played a round of golf before going to the factory; he usually dined at home, and then dozed for 15 minutes before returning to the office.In the evening, he came exactly at 19:45, for dinner. On Fridays, he skipped golf and had breakfast at the Rotary Club.

Secretary Fernanda, a short, stocky, serious woman, had been working with my father for 15 years when I came. It surprised me: they constantly complained about each other. If Fernanda arrived 6 minutes late, my father was unable to refrain from commenting. If he corrected a mistake in writing with a pen rather than a pencil, it was her turn to seethe with anger.

Fernanda often flew out of my father’s office, slamming the door loudly, and I could understand that.Elegant, wearing a goatee, he demanded respect by his very appearance and often instilled fear; at one time he was a member of the Austrian Olympic ski team and still held himself as an athlete: chest forward, back straight. Its distinctive feature was a stern look. When I was little, my friends were afraid to come to visit me, so as not to run into my old man. In the office, clerks threw a coin to decide who would carry the papers to him and was likely to be the target of his anger, as he often took out his mood on any person who was at hand.

Our offices were close by, and he insisted on installing a sliding door between them. The middle of my meeting with a client and – bam! The door opens and he enters.

My father did not like my habit of putting my feet on the table, as well as my habit of working at home. It annoyed him that I was trying my best to separate my personal life and company. If I made a copy of something for my own use, I paid for it myself. If I needed to send a telegram to the hotel where I planned to rest, I also paid for it myself.For my father, business and family were intertwined and inseparable.

There was an age difference of almost fifty years between us, and no matter how hard we tried to erase it, our style and our ideas became more and more incompatible. I knew that the transition from father to son would not be smooth. Little by little, he realized it too.

Our tensions have been somewhat mitigated by economic changes. Despite five-year development plans, Brazil’s shipbuilding industry stagnated.This was disastrous for Semco , as by 1980, 90 percent of our business was in ship products – pumps, propeller parts and water / oil separators for engines. The only profit that Semco made was from investments in working capital, which were rapidly declining.

For more than ten years, Semco has been managed by a group of executives related to the marine industry. The economic downturn continued, and I was finally convinced that the only chance for the Semco to survive was to expand its manufacturing specialization and reduce dependence on the shipbuilding business.It was time for something completely different. But whenever I raised the issue of diversification, management said: Semco is a highly specialized company, and if we leave this sector, we will lose everything. The “old guard” told my father that Semco can hold out: a new shipbuilding plan is being prepared, which will allow us to earn again.

Semco was going to borrow a million dollars to finance the construction of a new plant with computer-controlled equipment for assembling ship pump housings and propellers.At one time I was delighted with this idea, but then, due to the instability of the economy, I began to worry about such a large investment. If we are going to make such a commitment, then at least let it be an investment in a thriving industry. But I was only twenty, and despite my last name and the pretentious position of assistant to the board of directors indicated on my business card, I did not have much influence. Every time a decision of principle came close, I was usually sent on a pointless visit to some out-of-town client, so that I was away from the office while they decided what to do.

I was sure that I wanted to do business (as I noted above, I was no longer interested in music), but I doubted that Semco was exactly the place in which I would implement my entrepreneurial ideas. On my instructions, Semco’s auditors from Price Waterhouse found several companies that they think we could acquire. After analyzing the proposals, I came to the conclusion that only one of them is worthy of my attention. It was difficult to find a more mundane business: the company produced all kinds of stairs.It was founded by a carpenter and quickly became the largest ladder manufacturer in Brazil with more employees than Semco. But all these events took place at difficult times, so difficult that Price Waterhouse’s auditors refused to take responsibility for the results of the pre-purchase examination.

This did not stop me, I was thinking about leaving Semco and going into the ladder business. I started visiting the owner almost every day, getting to know the company and trying to reduce the initial price, which went off scale at $

.

1 million, despite the company’s existing problems.

The price went down and I tried to convince my father to lend me money.

“Let’s think about it,” he said. – Give me their financial statements.

I did just that, but he didn’t even look at the documents, he was playing for time.

Of course, this had nothing to do with stairs. He just didn’t want me to leave.

I spent most of the year researching a stair company, and in terms of business education, I got a lot more than I did in classrooms.I talked to the company’s creditors and suppliers. I pulled every strategic idea I could get from Price Waterhouse. Then I had my own brilliant idea. I placed an ad in an English newspaper that I was looking for an executive director for a potential venture. I wrote that I needed a person to manage the Brazilian branch of an international company.

I was bombarded with answers, as I hinted that I wanted to transfer part of the company’s capital.I met with about thirty of the very best candidates, whom I, by the way, asked to tell me how they are going to revive the company. As a result, I not only found a Bolivian CEO, President of the Brazilian branch of Black & Decker, but also significantly improved my professional level.

Sales of the stairs continued to slide, and the price of the company eventually reached what I could afford, $

1.In addition, the company’s suppliers were going to provide me with additional credit. Although I was young, I was related to a well-known company. Perhaps they thought Semco was behind the deal; in any case, I have not refuted this assumption.

We have drawn up a very complex and intricate agreement; in this way my lawyers warned me about the high degree of risk. I came to the conclusion that if I go broke, then let it be at twenty, and not forty, when I will most likely start a family.Thanks to the interviews, I came up with a plan. I wanted to cut the product mix by almost half, take out new credit from suppliers, and quickly increase the production of those products that were still profitable.

On the day we were finally ready to close the deal, my father called me to his office.

“Let’s talk about it again,” he said.

“Too late,” I answered him. – I’ve been doing this for a year now.

I understood the cause of his anxiety and tried to calm him down.I said I would stay on the Semco board of directors and show up at the office any time he wanted.

“There’s no point in staying here,” I added. – We will constantly swear. We will not agree on how to run the company, because you have these people whom you still trust. At one time I thought that you would give me more power, but I know you are not going to do this.

It was then that my dad finally said that he wanted to discuss a change in ownership that would give me a controlling stake in Semco, and with it the authority to make the changes that I believe are necessary for the company’s survival. …He agreed to pay the $ 30,000 stipulated in the contract in case I shy away from a deal with a stair company. (This company still lasted a while, largely due to the fact that its owner reduced the product line. But, in the end, it was liquidated anyway. As for my potential CEO, he became the director of the Brazilian subsidiary of DuPont. )

– Who will manage Semco? I asked my father just to hear him say it.

I was silent. He was also silent.

“Better make all your mistakes while I’m still alive,” he said at last.

And so it happened: I made a lot of mistakes right in front of him. There is one big nuisance associated with errors: you find them at the wrong time. But I knew for sure: one event, albeit very risky, in any case would not be a mistake. The members of the board of directors still believed in the shipbuilding plan and were ready to wait for it and receive a decent salary all the time.I could either keep trying to convince them that Semco needed to change and endure their procrastination, or I could make the change without them. I chose the second path.

“I’m leaving for two or three weeks,” my father said at the end of our difficult conversation. – Whatever changes you want to make in the company, make them now.

I sat in my father’s office and looked at the list of the names of fifteen members of the company’s management, which I wrote down in a yellow notebook. It was Friday. I made appointments with each of these people, and decided to start with Valdemar Maragonni, a personable person with a piercing look.He greeted coldly, his eyes drilling into my young skull. I felt like a student taking his term paper three days late.

– Hello, Valdemar, – I muttered.

– Dicky, what can I do for you? He asked condescendingly.

Come on , Dicky. Say it . Tell me.

– Well, you see, Waldemar, I think we should make some changes here.

No reaction.

– You know that I want to diversify Semco.

No reaction again. I continued:

– And it seems to me that in order for the diversification process to work, we must make changes to the management system.

Silence. I decided to briefly summarize the current situation. Of course, in the end he would agree with me, and we could part, if not as bosom friends, then at least amicably. I dived into history, talking about the company’s activities and the contributions of Waldemar over the ten and a half years of his work.

After a while it occurred to me that I was setting up a good base for promotion, but not for dismissal. With a drastic change of tactics, I started talking about Semco’s bleak prospects and the need for new products.

“I cannot disagree,” said Valdemar at last.

A, progress . But no, he shouldn’t agree with me .

“We started to explore the possibilities of diversification,” Waldemar continued. – For the next month I have planned trips to Germany and England, and I will negotiate with several companies.

– But you have said it many times, and nothing has happened so far.

– Now everything will be different.

The dispute did not come out. An hour and a half passed. I had only three hours before the end of the day and a long list of managers I was about to fire.

– In short, Waldemar, I want to carry out this diversification myself, and I do not want to see how it happens under dual power.

All . I did it .

“No problem,” Valdemar replied to my chagrin.- We will create a great team.

I felt myself starting to panic. Will all meetings be the same? What if I don’t have time to talk to everyone before the end of the day? Naturally, the rest will be able to prepare well over the weekend.

– Waldemar, let me be as frank as possible. I have to do it myself.

Silence reigned in the room, as if on this hot day someone unexpectedly covered us with a thick wadded blanket. All that was heard was the noise of the air conditioner.We sat and looked at each other.

– Are you saying I’m fired? – asked Valdemar after a while.

I cleared my throat and calmed down.

– Yes, Waldemar. This is the only way.

Silence again. Then the inevitable question:

– Does your father know about this?

– Well, yes. In a manner. Yes. He knows. Yes.

“I get it,” Valdemar said. Finally, I saw his reaction: at first he turned slightly pale, and then turned pale as death.I was interested in how I looked. Probably worse.

This text is an introductory fragment.

Continuation for liters

90,000 Maryino Hotels with breakfast on the seashore

Very good

35 reviews

Breakfast included

Very good

35 reviews

More details

Chernomorskoye, Lugovaya street, 19A

The hotel is located in the center of the trade and recreational infrastructure of the resort village of Chernomorskoye – the regional center of the Tarkhankut peninsula.You will have to walk 800 m to the central beach. The central market, a supermarket, a pharmacy are located within a 5-minute walk.
The territory of 1 hectare is fenced, guarded, video surveillance is being conducted. Due to the fact that the recreation center has a spacious and fenced area, tourists do not interfere with each other’s rest, children feel comfortable on summer grounds, can afford outdoor games, feed pets in the bird’s yard, parents are calm for their children. The picnic area is located in a clearing among the trees, which allows you to feel like a real tourist who went out into nature and is removed from the number of rooms, which does not interfere with others even during leisure hours.The attractiveness of the territory, according to our clients, is that most of it is not covered with paving slabs and asphalt, children have the opportunity to run barefoot on the grass and natural paths. The feeling that you are in a summer cottage does not leave the parents who came to us on vacation with their children. We will delight your children with costume animation programs. In the evenings, we organize watching cartoons and films on the territory of our own summer cinema.
Only here during your vacation you have the opportunity to receive lessons and valuable advice from real professionals: – an aerobics instructor will conduct classes and give valuable advice;
-for yoga lovers will be given the opportunity to get a Yoga class and a cleansing breathing technique Sudarshan Kriya;
– if you want to try yourself in Diving, Surfing, Kiteboarding – professional instructors will provide you with this opportunity;
– the location of the base in the immediate vicinity of the central stadium (100 m.) allows sports groups to train on the football field.
We will show you the beautiful Tarkhankut, its endless sandy beaches, grandiose cliffs, landslide shores, ride on boats through rocky tunnels, and visit the dolphinarium. You will enjoy yourself and buy your children in the cleanest sea, the purity of the water reaches a state of crystal transparency. Air of Tarkhankut is free inhalations. sea ​​breezes mixed with steppe herbs have a unique healing effect, the air is in constant motion, which brings coolness on hot summer days and nights.Both adults and children are comfortable with us.
To services of tourists:
Conference hall
Playground
Volleyball Court
Playground
Basketball backboard
mini football field
Table tennis
Frame pool for 65 cubic meters of fresh water
Playroom for children equipped with board games
Library
Bicycle rental, poles for Nordic walking enthusiasts
Parking
Canteen
TV – cable
Wi-Fi Internet
The territory of the base has a picnic area equipped with gazebos, barbecues.