logo
Getting Noticed To Get Ahead: The Power Of Personal Presence

Getting Noticed To Get Ahead: The Power Of Personal Presence

Forbes3 days ago
Stephanie Coughlan, Founder of Image Intelligence.
Standing out and telling your own unique story in today's world is often challenging. With shifting work patterns, hybrid teams and the blur between online and offline interactions, I believe how we present ourselves has never been more important.
The concept of personal branding has gained attention in recent years, with growing recognition of its role in shaping career growth and professional satisfaction. According to the European Research Studies Journal, "over 93% of surveyed managers said personal branding had a 'significant' or 'very significant' influence on achieving professional success." In my own experience, individuals who actively develop and communicate their personal brand can experience greater clarity in their professional direction and be perceived as more competent and confident in their roles.
The Importance Of Presence And Context
A strong personal brand can look different depending on the environment. Whether you work remotely and spend hours on Zoom calls, are presenting at a conference, are pitching an idea to a new client or are stepping onto a stage, your image is always speaking for you. It's conveyed through your body language, your tone of voice, the way you dress and how you show up—virtually or in person.
The key is to make sure it's saying what you want it to, in a way that aligns with your values, goals and personality. If you're in a creative startup, for example, your brand might lean into energy, originality and agility. If you work in a more traditional corporate environment, it may reflect a more polished and professional image. Either way, I've found that what truly matters is authenticity, consistency and confidence.
Here are a few practical details I've learned that are worth considering when it comes to showing up as your best self in professional interactions:
• A professional and uncluttered Zoom background can help reinforce your credibility during virtual meetings.
• A consistent photo and tone across your LinkedIn and professional bios can help others recognize and remember you.
• Wardrobe details, such as tailored clothing, polished shoes and thoughtful grooming, can subtly yet powerfully enhance impressions.
Why It Matters
Author Alison Kluger notes in her book Brand Up 2.0 that "we are saturated with people's judgment of us. So, if we don't control our narrative and present the way we need to, we'll either be neutral or invisible." In this context, personal branding becomes a way to take ownership of how you're perceived—not through reinvention but by sharpening what's already there.
During my 15 years at an iconic fashion magazine, showing up with intention—especially in terms of personal appearance—was essential and often intimidating. I realized my personal branding efforts were resonating when, at a high-profile event attended by fashion leaders and supermodels, a respected editor-in-chief complimented my look. It was a moment that confirmed I had succeeded in projecting a professional and confident image—one that felt authentic and aligned with how I wanted to be perceived.
Here are a few questions you can reflect on to help determine whether you are making space to evolve your brand or letting it take shape by default:
A strong online presence should mirror the same professionalism as your offline presence. Start with the basics: a clean and simple background, proper lighting and a camera positioned at eye level to maintain natural eye contact. It's important to appear clearly on-screen, with your full face visible and wearing a relaxed, approachable expression. Speak in a calm, steady manner to convey confidence and clarity. Keeping the camera on and avoiding distractions like drinking your coffee can further reinforce your professionalism. I've found that small but thoughtful details like these help ensure that digital interactions align with how you want to be perceived professionally.
Visual and verbal communication play a key role in shaping first impressions. Common mistakes include misunderstanding your industry's dress code and its subtleties, wearing clothing that doesn't suit your body shape, or choosing silhouettes and colors that distract rather than support a confident presence. Overlooking the importance of grooming and hygiene can also quietly undermine the image you intend to project.
To make sure your message is coming across the way you intend, both visually and verbally, focus on four key areas: appearance, interactions, grooming and hygiene, and communication. Make sure you dress in a way that suits both you and your role. A neat hairstyle, nails and well-maintained clothes all send a message that you're put-together and intentional. The way you interact with others should reflect the same level of thoughtfulness: being present and respectful and adapting your tone or approach depending on who you're speaking with.
And finally, your communication—whether it's in person, over email or even on social media—should align with how you want to be perceived. When all of these elements work together, you can create a consistent, confident impression that feels authentic and professional.
Final Thoughts
You don't have to reinvent yourself overnight. Creating a personal presence that is authentic to you is an ongoing process, shaped by small, consistent choices over time. What matters is clarity and intention. When these are in place, the impression you leave is more likely to support your goals.
Remember that whether online or in person, your presence is always speaking. Make sure it's saying what you want it to.
Forbes Business Council is the foremost growth and networking organization for business owners and leaders. Do I qualify?
Orange background

Try Our AI Features

Explore what Daily8 AI can do for you:

Comments

No comments yet...

Related Articles

Aegon reports first half year 2025 results
Aegon reports first half year 2025 results

Yahoo

time11 minutes ago

  • Yahoo

Aegon reports first half year 2025 results

Schiphol, August 21, 2025 - Please click here to access all 1H 2025 results related documents. 1H 2025 Financial highlights Net profit of EUR 606 million compared with a net loss of EUR 65 million for the first half of 2024 Operating result of EUR 845 million, up 19% compared with the first half of 2024, reflecting business growth and improved experience variance in the United States Valuation equity – the sum of shareholders' equity and the contractual service margin (CSM) after estimated tax adjustment – per share of EUR 8.47; a reduction of 5% in the reporting period, as the contribution from net profit is offset by unfavorable currency movements and capital returns to shareholders 1H 2025 Capital highlights Operating capital generation (OCG) before holding funding and operating expenses of EUR 576 million, a decrease of 2% compared with the first half of 2024 reflecting unfavorable non-recurring items and more new business Free cash flow of EUR 442 million; up 18% compared with EUR 373 million for the first half of 2024 Capital ratios of Aegon's main units remain above their respective operating levels; Cash Capital at Holding remains above the operating range at EUR 2.0 billion Aegon announces increase in currently ongoing share buyback program by EUR 200 million, taking the total 2H 2025 share buyback to EUR 400 million 2025 interim dividend of EUR 0.19 per common share, an increase of EUR 0.03 compared with 2024 interim dividend On track to meet all 2025 financial targets Strategic developments Review announced on relocating Aegon's legal domicile and head office to the United States Lard Friese, Aegon CEO, commented: 'We generated strong commercial momentum across our key markets in the first half of 2025. In the United States, new life sales increased by 13% to USD 276 million, while World Financial Group (WFG) continued to expand its distribution network. Our UK Workplace business continued to perform well, generating GBP 2.1 billion in net deposits, while our Asset Management business also achieved positive net flows. Our International business saw overall sales growth, driven by Brazil, China, and Spain & Portugal. In the first two quarters, we booked EUR 576 million of Operating Capital Generation (OCG) and we remain on track to meet our OCG guidance of around EUR 1.2 billion for 2025. Our operating result was EUR 845 million, up 19% compared to last year. Our annual assumption updates in the United States led to some strengthening of assumptions to address adverse policyholder behavior experience witnessed over recent quarters. Our capital ratios remain robust, and our cash capital position stands above our operating range. We are therefore announcing an interim dividend of 19 euro cents, which represents a year-on-year increase of 19%, and that we are increasing our currently ongoing share buyback to EUR 400 million from the previously announced EUR 200 million. Today we are announcing an important step for our company, as we will begin a review on a potential relocation of Aegon's head office to the United States. In recent years, Aegon's business in the United States – which accounts for approximately 70% of Aegon's operations – has become Aegon's primary market and central to the company's strategy and long-term growth. A relocation of Aegon's legal domicile and head office to the United States is expected to simplify Aegon's corporate structure as it would align its legal domicile, tax residency, accounting standard and regulatory framework with the geography where it conducts the majority of its business. We aim to share the outcome of this review at our Capital Markets Day on December 10, 2025.' Additional information PresentationThe conference call presentation is available on as of 7.00 CEST. SupplementsAegon's first half 2025 Financial Supplement and other supplementary documents are available on Webcast and conference call including Q&AThe webcast and conference call starts at 9:00 am CET. The audio webcast can be followed on To join the conference call and/or participate in the Q&A, you will need to register via the following registration link. Directly after registration you will see your personal pin on the confirmation screen, and you will also receive an email with the call details and your personal pin to enter the conference call. The link becomes active 15 minutes prior to the scheduled start time. To avoid any unforeseen connection issues, it is recommended to make use of the 'Call me' option. Approximately two hours after the conference call, a replay will be available on Dial-in numbers for conference call:United States: +1 864 991 4103 (local) United Kingdom: +44 808 175 1536 (toll-free) The Netherlands: +31 800 745 8377 (toll-free); or +31 970 102 86838 (toll) Financial calendar 2025Third quarter 2025 trading update – November 13, 2025Capital Markets Day – December 10, 2025 About AegonAegon is an international financial services holding company. Aegon's ambition is to build leading businesses that offer their customers investment, protection, and retirement solutions. Aegon's portfolio of businesses includes fully owned businesses in the United States and United Kingdom, and a global asset manager. Aegon also creates value by combining its international expertise with strong local partners via insurance joint ventures in Spain & Portugal, China, and Brazil, and via asset management partnerships in France and China. In addition, Aegon owns a Bermuda-based life insurer and generates value via a strategic shareholding in a market leading Dutch insurance and pensions company. Aegon's purpose of helping people live their best lives runs through all its activities. As a leading global investor and employer, Aegon seeks to have a positive impact by addressing critical environmental and societal issues. Aegon is headquartered in Schiphol, the Netherlands, domiciled in Bermuda, and listed on Euronext Amsterdam and the New York Stock Exchange. More information can be found at Contacts Media relations Investor relations Richard Mackillican Yves Cormier +31(0) 6 27411546 +44 782 337 1511 Local currenciesThis document contains certain information about Aegon's results, financial condition and revenue generating investments presented in USD for the Americas and in GBP for the United Kingdom, because those businesses operate and are managed primarily in those currencies. None of this information is a substitute for or superior to financial information about Aegon presented in EUR, which is the currency of Aegon's primary financial statements. Cautionary note regarding non-IFRS measuresThis document includes the following non-IFRS financial measures: operating result and valuation equity. Operating result is calculated by consolidating on a proportionate basis Aegon's joint ventures and associated companies, except for its associate a.s.r. Operating result reflects Aegon's profit before tax from underlying business operations and mainly excludes components that relate to accounting mismatches that are dependent on market volatility or relate to events that are considered outside the normal course of business. Valuation equity combines shareholders' equity and the embedded value of unearned profits in insurance contracts. This provides a more comprehensive view of the Group's economic value. Aegon believes that these non-IFRS measures, together with the IFRS information, provide meaningful supplemental information about the operating results of Aegon's business including insight into the financial measures that senior management uses in managing the business.. Forward-looking statementsThe statements contained in this document that are not historical facts are forward-looking statements as defined in the US Private Securities Litigation Reform Act of 1995. The following are words that identify such forward-looking statements: aim, believe, estimate, target, intend, may, expect, anticipate, predict, project, counting on, plan, continue, want, forecast, goal, should, would, could, is confident, will, and similar expressions as they relate to Aegon. These statements may contain information about financial prospects, economic conditions and trends and involve risks and uncertainties. In addition, any statements that refer to sustainability, environmental and social targets, commitments, goals, efforts and expectations and other events or circumstances that are partially dependent on future events are forward-looking statements. These statements are not guarantees of future performance and involve risks, uncertainties and assumptions that are difficult to predict. Aegon undertakes no obligation, and expressly disclaims any duty, to publicly update or revise any forward-looking statements. Readers are cautioned not to place undue reliance on these forward-looking statements, which merely reflect company expectations at the time of writing. Actual results may differ materially and adversely from expectations conveyed in forward-looking statements due to changes caused by various risks and uncertainties. Such risks and uncertainties include but are not limited to the following: Changes in general economic and/or governmental conditions, particularly in Bermuda, the United States, the United Kingdom and in relation to Aegon's shareholding in ASR Nederland N.V. and asset management business, the Netherlands; Civil unrest, (geo-) political tensions, military action or other instability in countries or geographic regions that affect our operations or that affect global markets; Changes in the performance of financial markets, including emerging markets, such as with regard to: The frequency and severity of defaults by issuers in Aegon's fixed income investment portfolios; The effects of corporate bankruptcies and/or accounting restatements on the financial markets and the resulting decline in the value of equity and debt securities Aegon holds; The effects of declining creditworthiness of certain public sector securities and the resulting decline in the value of government exposure that Aegon holds; The impact from volatility in credit, equity, and interest rates; Changes in the performance of Aegon's investment portfolio and decline in ratings of Aegon's counterparties; The effect of tariffs and potential trade wars on trading markets and on economic growth, globally and in the markets where Aegon operates. Lowering of one or more of Aegon's debt ratings issued by recognized rating organizations and the adverse impact such action may have on Aegon's ability to raise capital and on its liquidity and financial condition; Lowering of one or more of insurer financial strength ratings of Aegon's insurance subsidiaries and the adverse impact such action may have on the written premium, policy retention, profitability and liquidity of its insurance subsidiaries; The effect of applicable Bermuda solvency requirements, the European Union's Solvency II requirements, and applicable equivalent solvency requirements and other regulations in other jurisdictions affecting the capital Aegon is required to maintain and our ability to pay dividends; Changes in the European Commissions' or European regulator's position on the equivalence of the supervisory regime for insurance and reinsurance undertakings in force in Bermuda; Changes affecting interest rate levels and low or rapidly changing interest rate levels; Changes affecting currency exchange rates, in particular the EUR/USD and EUR/GBP exchange rates; The effects of global inflation, or inflation in the markets where Aegon operates; Changes in the availability of, and costs associated with, liquidity sources such as bank and capital markets funding, as well as conditions in the credit markets in general such as changes in borrower and counterparty creditworthiness; Increasing levels of competition, particularly in the United States, the United Kingdom, emerging markets and in relation to Aegon's shareholding in ASR Nederland N.V. and asset management business, the Netherlands; Catastrophic events, either manmade or by nature, including by way of example acts of God, acts of terrorism, acts of war and pandemics, could result in material losses and significantly interrupt Aegon's business; The frequency and severity of insured loss events; Changes affecting longevity, mortality, morbidity, persistence and other factors that may impact the profitability of Aegon's insurance products and management of derivatives; Aegon's projected results are highly sensitive to complex mathematical models of financial markets, mortality, longevity, and other dynamic systems subject to shocks and unpredictable volatility. Should assumptions to these models later prove incorrect, or should errors in those models escape the controls in place to detect them, future performance will vary from projected results; Reinsurers to whom Aegon has ceded significant underwriting risks may fail to meet their obligations; Changes in customer behavior and public opinion in general related to, among other things, the type of products Aegon sells, including legal, regulatory or commercial necessity to meet changing customer expectations; Customer responsiveness to both new products and distribution channels; Third-party information used by us may prove to be inaccurate and change over time as methodologies and data availability and quality continue to evolve impacting our results and disclosures; As Aegon's operations support complex transactions and are highly dependent on the proper functioning of information technology, operational risks such as system disruptions or failures, security or data privacy breaches, cyberattacks, human error, failure to safeguard personally identifiable information, changes in operational practices or inadequate controls including with respect to third parties with which Aegon does business, may disrupt Aegon's business, damage its reputation and adversely affect its results of operations, financial condition and cash flows; Aegon's failure to swiftly, effectively, and securely adapt and integrate emerging technologies; The impact of acquisitions and divestitures, restructurings, product withdrawals and other unusual items, including Aegon's ability to complete, or obtain regulatory approval for, acquisitions and divestitures, integrate acquisitions, and realize anticipated results from such transactions, and its ability to separate businesses as part of divestitures; in particular there is no certainty that Aegon's review on a potential relocation of the company's legal domicile and head office to the United States will result in a decision to pursue such a relocation and there is no guarantee that, if pursued, what the manner, timing, and potential impacts of a relocation would be and if such relocation can be completed successfully. Aegon's failure to achieve anticipated levels of earnings or operational efficiencies, as well as other management initiatives related to cost savings, Cash Capital at Holding, gross financial leverage and free cash flow; Changes in the policies of central banks and/or governments; Litigation or regulatory action that could require Aegon to pay significant damages or change the way Aegon does business; Competitive, legal, regulatory, or tax changes that affect profitability, the distribution cost of or demand for Aegon's products; Consequences of an actual or potential break-up of the European Monetary Union in whole or in part, or further consequences of the exit of the United Kingdom from the European Union and potential consequences if other European Union countries leave the European Union; Changes in laws and regulations, or the interpretation thereof by regulators and courts, including as a result of comprehensive reform or shifts away from multilateral approaches to regulation of global or national operations, particularly regarding those laws and regulations related to ESG matters, those affecting Aegon's operations' ability to hire and retain key personnel, taxation of Aegon companies, the products Aegon sells, the attractiveness of certain products to its consumers and Aegon's intellectual property; Regulatory changes relating to the pensions, investment, insurance industries and enforcing adjustments in the jurisdictions in which Aegon operates; Standard setting initiatives of supranational standard setting bodies such as the Financial Stability Board and the International Association of Insurance Supervisors or changes to such standards that may have an impact on regional (such as EU), national (such as Bermuda) or US federal or state level financial regulation or the application thereof to Aegon; Changes in accounting regulations and policies or a change by Aegon in applying such regulations and policies, voluntarily or otherwise, which may affect Aegon's reported results, shareholders' equity or regulatory capital adequacy levels; The rapidly changing landscape for ESG responsibilities, leading to potential challenges by private parties and governmental authorities, and/or changes in ESG standards and requirements, including assumptions, methodology and materiality, or a change by Aegon in applying such standards and requirements, voluntarily or otherwise, may affect Aegon's ability to meet evolving standards and requirements, or Aegon's ability to meet its sustainability and ESG-related goals, or related public expectations, which may also negatively affect Aegon's reputation or the reputation of its board of directors or its management; Unexpected delays, difficulties, and expenses in executing against Aegon's environmental, climate, or other ESG targets, goals and commitments, and changes in laws or regulations affecting us, such as changes in data privacy, environmental, health and safety laws; and Reliance on third-party information in certain of Aegon's disclosures, which may change over time as methodologies and data availability and quality continue to evolve. These factors, as well as any inaccuracies in third-party information used by Aegon, including in estimates or assumptions, may cause results to differ materially and adversely from statements, estimates, and beliefs made by Aegon or third-parties. Moreover, Aegon's disclosures based on any standards may change due to revisions in framework requirements, availability of information, changes in its business or applicable governmental policies, or other factors, some of which may be beyond Aegon's control. Additionally, Aegon's discussion of various ESG and other sustainability issues in this document or in other locations, including on our corporate website, may be informed by the interests of various stakeholders, as well as various ESG standards, frameworks, and regulations (including for the measurement and assessment of underlying data). As such, our disclosures on such issues, including climate-related disclosures, may include information that is not necessarily "material" under US securities laws for SEC reporting purposes, even if we use words such as "material" or "materiality" in relation to those statements. ESG expectations continue to evolve, often quickly, including for matters outside of our control; our disclosures are inherently dependent on the methodology (including any related assumptions or estimates) and data used, and there can be no guarantee that such disclosures will necessarily reflect or be consistent with the preferred practices or interpretations of particular stakeholders, either currently or in future. This document contains information that qualifies, or may qualify, as inside information within the meaning of Article 7(1) of the EU Market Abuse Regulation (596/2014). Further details of potential risks and uncertainties affecting Aegon are described in its filings with the Netherlands Authority for the Financial Markets and the US Securities and Exchange Commission, including the 2024 Integrated Annual Report. These forward-looking statements speak only as of the date of this document. Except as required by any applicable law or regulation, Aegon expressly disclaims any obligation or undertaking to release publicly any updates or revisions to any forward-looking statements contained herein to reflect any change in Aegon's expectations with regard thereto or any change in events, conditions or circumstances on which any such statement is based. WORLD FINANCIAL GROUP (WFG):WFG CONSISTS OF:IN THE UNITED STATES, WORLD FINANCIAL GROUP INSURANCE AGENCY, LLC (IN CALIFORNIA, DOING BUSINESS AS WORLD FINANCIAL INSURANCE AGENCY, LLC), WORLD FINANCIAL GROUP INSURANCE AGENCY OF HAWAII, INC., WORLD FINANCIAL GROUP INSURANCE AGENCY OF MASSACHUSETTS, INC., AND / OR WFG INSURANCE AGENCY OF PUERTO RICO, INC. (COLLECTIVELY WFGIA), WHICH OFFER INSURANCE AND ANNUITY PRODUCTS. IN THE UNITED STATES, TRANSAMERICA FINANCIAL ADVISORS, INC. IS A FULL-SERVICE, FULLY LICENSED, INDEPENDENT BROKER-DEALER AND REGISTERED INVESTMENT ADVISOR. TRANSAMERICA FINANCIAL ADVISORS, INC. (TFA), MEMBER FINRA, MSRB, SIPC, AND REGISTERED INVESTMENT ADVISOR, OFFERS SECURITIES AND INVESTMENT ADVISORY SERVICES. IN CANADA, WORLD FINANCIAL GROUP INSURANCE AGENCY OF CANADA INC. (WFGIAC), WHICH OFFERS LIFE INSURANCE AND SEGREGATED FUNDS. WFG SECURITIES INC. (WFGS), WHICH OFFERS MUTUAL FUNDS. WFGIAC AND WFGS ARE AFFILIATED COMPANIES. Attachment 20250821_PR_Aegon reports first half year 2025 results

From swimming pools and spas to dual kitchens, have property developers gone too far?
From swimming pools and spas to dual kitchens, have property developers gone too far?

Yahoo

time11 minutes ago

  • Yahoo

From swimming pools and spas to dual kitchens, have property developers gone too far?

With luxury developments popping up all over London and desirable destinations around the world, one of the ways developers separate themselves from the competition is through the amenities they offer. No longer is it enough for a development to have a swimming pool, it needs an on-site spa as well, while homes come with latest gadgets and hi-tech security features. 'The ultra-prime market has matured. These clients have seen it all before — IMAX cinemas, private bowling alleys, golf simulators, car lifts etc — and they're no longer dazzled by novelty for novelty's sake. If an amenity doesn't genuinely enhance their daily life, it risks feeling like an expensive gimmick,' says Robin Edwards, partner at Curetons buying agency. Of course, these amenities don't come for free and are factored into a development's annual service charge — something even ultra-high-net-worth individuals (UHNWIs) pay attention to. 'Many of our clients now consider service charges in the context of the overall purchase and whether this is something worth paying for when looking at new luxury builds,' says Camilla Dell, founder of Black Brick. Read more: How you can still make money from flipping property So which facilities and services are the rich willing to pay more for and which are extraneous? We spoke to seven property experts to get their take. Which amenities are UHNWIs looking for? Security The security of their home is regularly something that tops the list of must-haves for UHNWIs. This is not just because they might be high profile and a target for potential thefts but also because their homes are often left unoccupied for large periods of time as they may own several properties around the world. 'Discrete safety and security features are a big priority, private entrances and fixtures like biometric access and advanced surveillance and monitoring equipment,' says Edwards. It's not just break-ins that residents are worried about. They want to know that nothing is going wrong with their home while they are away — whether that's a leaky boiler or a broken fridge — and that everything will be in working order on their return. Jamie Hope, at Maskells, explains: 'We have seen a significant increase in our home management offering, especially to monitor and service key infrastructure systems so that the owners know that when they are away, the property is secure and when they arrive, the (often very high tech) systems are working as they should do.' Concierge Coupled with security is the important role that a concierge plays — in the online era, they aren't just someone from whom you collect your mail. Read more: What are branded residences and who's buying them? 'What nearly all of our high-end buyers do want though is a first-class concierge who will handle Amazon (AMZN) deliveries, dry cleaning, hand their dog over to the walker and can arrange a proper hotel-standard turndown service,' says Jo Eccles, founder of Eccord buying agency. 'Practical 'back of house' facilities have had to evolve and develop significantly with the rise of food deliveries such as Deliveroo (ROO.L) and Ocado (OCDO.L), needing to be able to accommodate and store hot and cold food until the concierge is able to take them up to the apartment, as delivery drivers won't be permitted to roam the building.' Children's services Several of our experts reported that amenities geared towards helping parents with younger or teenage children were becoming increasingly sought-after. 'Our concierge teams are placing increasing emphasis on teen-focused programming that encourages time away from screens,' says Liza Zuravel at Rhodium, a luxury property management company. 'Parents are actively looking for activities that are social: cinema nights, table tennis, pool. Even when teens are reluctant at first, they often end up appreciating the chance to unplug.' Eccles cites one London development, in particular, that has cottoned onto the potential of this valuable service: 'Holland Park Gate caters incredibly well for children and even has a house car with a driver on standby for school runs. That's the kind of service clients really value and are willing to pay for.' Sustainable building materials Many developers are increasingly shouting about their use of sustainable and environmentally friendly materials – and for good reason. 'Developers integrating sustainable building materials and energy efficient tech to environmentally conscious buyers with certifications like LEED or WELL have become key selling points, not just for ethical reasons, but because these credentials protect long-term asset value,' says Kate Donneky of Rhodium. 'As climate concerns escalate, developments with poor environmental performance will struggle to maintain relevance.' Dual kitchens While Boomers preferred to eat in a dining room, wealthy Millennials and Gen-Zers want a luxury kitchen where they can entertain. This means that they often need a second kitchen where either they or their staff can prepare the meal. 'Dual kitchens, one for show and entertaining, another for staff and day-to-day use, are also hugely popular with my clients at the moment,' confirms Edwards. Hybrid spaces As many HNWIs regularly work from home, they need spaces that can be adapted to their business needs — and even those that replicate the social side of being in an office. 'Today's buyer wants rooms that can evolve with their needs, home offices that convert into wellness suites, entertainment spaces that double as work zones,' says Jenny Naylor of Rhodium. 'We're also seeing a rise in co-working lounges and residents' clubs within schemes, supporting hybrid lifestyles without compromising on luxury.' Which amenities are seen as a waste of money? Swimming pools It's well-known that a development with an indoor swimming pool usually comes with a hefty service charge. 'Swimming pools are in our opinion becoming less relevant and important for UHNWIs. In most new builds that we view we rarely ever see the pools being used and of course they cost a fortune to operate,' says Dell. With London square footage at a premium, swimming pools are often found in the basement of a development, making them unwelcoming spaces for residents. Robin Edwards says he's come across 'lots of narrow basement swimming pools barely big enough to swim in' while researching homes for his wealthy clients. Spas While fitness and wellness are growing areas, developers need to carefully consider the benefits of a spa or luxury gym. 'Most high-end developments in prime central London have their own treatment rooms but they're rarely used in my experience,' says Eccles. 'I can't recall a single occasion in my 20-year career when we haven't been able to view the spa rooms because they're occupied. 'And many UHNWs will prefer to join a prestigious gym nearby such as Third Space or KX, as they may be loyal fans of a particular class there and are also going for the social and networking aspect.' Rooms without natural daylight There's the temptation for developers to maximise square footage in expensive cities, which often involves digging down several storeys. Not only is this expensive but there is a ceiling on how usable this extra space becomes. While underground car parking is usually a win, other basement areas, used as wine cellars, cinema rooms, nightclubs and padel courts, are not so popular and are rarely used. Over-complicated tech While technology has made many aspects of life easier, it can also make it more complicated, especially when it breaks down. 'If you need an iPad and a manual to turn the lights on and off, the design has failed,' says Edwards. Read more: The pros and cons of buying property off-plan What is pre-application planning and can you do it yourself? How school fees can affect your mortgage borrowing

Systemair's Interim Report for the firstquarter will be presented on August 28
Systemair's Interim Report for the firstquarter will be presented on August 28

Yahoo

time11 minutes ago

  • Yahoo

Systemair's Interim Report for the firstquarter will be presented on August 28

SKINNSKATTEBERG, Sweden, Aug. 21, 2025 /PRNewswire/ -- Systemair ABs (NASDAQ OMX Stockholm: SYSR) Interim Report Q1 for the financial year 2025/26 will be published at 12:30 CEST on August 28, 2025. Press and analyst meeting will be organised at 13:30 CEST on August 28, 2025. The report will be presented by Roland Kasper, CEO, and Anders Ulff, CFO. To participate in the webcast: If you would like to participate in the webcast, please register via the link below. There will be an opportunity to ask questions at any time during the presentation by submitting a written question via webcast. Q1 Report 2025/2026 If you wish to participate via teleconference, please register on the link below: After registration you will be provided phone numbers and a conference ID to access the conference. You can ask questions verbally via the teleconference in the end of the presentation. Call Access Above information is published at Systemair Group After the event the presentation and webcast will be available on our web: Reports and Presentations For further information contact: Roland Kasper, CEO, + 46 73 094 40 13Anders Ulff, CFO, + 46 70 577 40 09 Systemair AB | SE-739 30 Skinnskatteberg, Sweden | +46 222 440 00 | Systemair in brief Systemair is a leading ventilation company with operations in 51 countries in Europe, North America, the Middle East, Asia, Australia and Africa. The Company had sales of SEK 12.3 billion in the 2024/25 financial year and today employs approximately 6,700 people. Systemair has reported an operating profit every year since 1974, when the Company was founded. Over the past 10 years, growth has averaged 7.9 percent. Systemair helps improve the indoor climate through energy-efficient products that contribute to reduced carbon dioxide emissions. Systemair has well-established operations in growth markets. The Group's products are marketed under the Systemair, Frico, Fantech and Menerga brands. Systemair shares have been quoted on the Nasdaq OMX Nordic Exchange in Stockholm since October 2007 and are today traded on the Large Cap List. The Group comprises about 90 companies. This information was brought to you by Cision The following files are available for download: Pressrelease_Systemair_Q1_2025-26_pre-info Roland Kasper-B0015699-klar Anders Ulff-B0015678-klar View original content: Errore nel recupero dei dati Effettua l'accesso per consultare il tuo portafoglio Errore nel recupero dei dati Errore nel recupero dei dati Errore nel recupero dei dati Errore nel recupero dei dati

DOWNLOAD THE APP

Get Started Now: Download the App

Ready to dive into a world of global content with local flavor? Download Daily8 app today from your preferred app store and start exploring.
app-storeplay-store