Latest news with #Deloitte
Yahoo
3 hours ago
- Business
- Yahoo
Frugal Or Just Embarrassing? Homeowner Admits To Hiding Money-Saving Hacks From Guests
For many budget-conscious homeowners, frugality is a badge of honor. But when guests are on the way, that pride can give way to hesitation — especially if your cost-saving habits are unconventional. One Reddit user recently posted to the r/Frugal forum asking: "Anyone else 'frugal proof' their home before guests come over?" The question sparked hundreds of replies, revealing a surprisingly common dilemma: when does frugality become too much for company? Don't Miss: Deloitte's fastest-growing software company partners with Amazon, Walmart & Target – Many are rushing to grab Named a TIME Best Invention and Backed by 5,000+ Users, Kara's Air-to-Water Pod Cuts Plastic and Costs — Hiding the Hacks for the Sake of Guests The original poster shared that they often hide their most noticeable money-saving tricks before hosting. That includes repurposed containers, DIY heating setups with blankets and space heaters, and a homemade bidet attachment. "I love being frugal," the OP wrote, "but sometimes I don't feel like explaining why I have cut-up old t-shirts instead of paper towels." Several commenters admitted to doing the same thing. One noted they bring out the 'good toilet paper' for guests and stash the hoarded takeout containers they usually use for meal prep. Another said it's just like using fancy china or wine when company comes over — presenting a polished version of your home is normal. Trending: This AI-Powered Trading Platform Has 5,000+ Users, 27 Pending Patents, and a $43.97M Valuation — It's Not About Shame — It's About Hospitality Not all who "frugal-proof" do so out of embarrassment. For many, it's about making guests feel comfortable. One user explained they adjust the thermostat, use paper towels even if they don't normally, and avoid commenting on guests' disposal habits. "I don't expect people to embrace everything I do," they wrote. "I want my guests to be comfortable and feel welcome." This sentiment was echoed by others who said it's not about hiding frugality — just choosing what's appropriate for the occasion. As one commenter put it: "There's a sweet spot between being comfortable with your choices and just making sure guests aren't uncomfortable." Frugality With Style and Purpose Several Redditors chimed in to say frugal doesn't have to mean ugly — or awkward. Some described homes filled with secondhand finds that are actually high-quality and stylish. One said their homemade products look better in glass jars than store-bought plastic containers. Another uses cloth napkins made from an old duvet, which they claim are prettier than paper alternatives."I buy 90% of things used, but I am patient and will go without until I can get a deal on a high-quality item," one user explained. Others were quick to draw a line between thoughtful frugality and habits that could feel off-putting. Using cut-up t-shirts instead of towels, for example, was seen by some as crossing into "odd" territory. The same went for a DIY bidet that might confuse guests or require a demonstration. Embracing a Frugal Lifestyle — Proudly or Quietly Some commenters fully embraced their thrifty ways without apology. One proudly quoted a family motto on their fridge: "Use it up, wear it out, make it do or do without." Another shared a touching story about giving away a restored $200 car to a young teen in a tough situation — proof that frugality, at its best, can empower others and build community. For others, the goal is to make frugality look intentional and elegant. "My frugal things look nice," one user said. "Frugal does not have to equal cheap." Bottom Line Whether you choose to flaunt your frugal habits or tuck them away when guests arrive, you're not alone. There's no one-size-fits-all approach. For many, it's a balancing act between personal values and social norms — and finding that balance is part of the journey. Read Next: Warren Buffett once said, "If you don't find a way to make money while you sleep, you will work until you die." Image: Shutterstock UNLOCKED: 5 NEW TRADES EVERY WEEK. Click now to get top trade ideas daily, plus unlimited access to cutting-edge tools and strategies to gain an edge in the markets. Get the latest stock analysis from Benzinga? APPLE (AAPL): Free Stock Analysis Report TESLA (TSLA): Free Stock Analysis Report This article Frugal Or Just Embarrassing? Homeowner Admits To Hiding Money-Saving Hacks From Guests originally appeared on © 2025 Benzinga does not provide investment advice. All rights reserved. Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
New York Times
13 hours ago
- Business
- New York Times
SailGP attracts ‘about 15' bidders for two new teams ahead of 2026 season
SailGP has attracted more than a dozen bidders as they seek to sell two new teams for the 2026 season. In April, Russell Coutts, the CEO and co-founder of SailGP, announced the global sailing championship's plans to grow from 12 teams to 14. The tender process, which is being structured by Deloitte, got underway earlier this month. Advertisement And ahead of this weekend's Emirates Great Britain Sail Grand Prix in Portsmouth, Andrew Thompson, SailGP's managing director, revealed that it has been extremely competitive. 'I think we're at about 15 (bidders) at the moment,' Thompson told The Athletic. 'The bids close on August 15, and then we will make a decision. 'We've been talking to various parties for the last couple of years and we have kind of funnelled them all into the same place, so I'd be amazed if all of a sudden somebody else just came in now, but you never know. 'I think we've got some really strong groups that are forming.' There has been a recent celebrity investment boom in SailGP, with Hollywood actors Ryan Reynolds and Hugh Jackman taking over the Australian team in June, while Hollywood actress Anne Hathaway is part of a consortium that bought the Italian team in May. This followed Kylian Mbappe, the Real Madrid and France striker, purchasing a stake in the French SailGP team via his Coalition Capital investment firm in March. SailGP still owns the New Zealand and Spain teams and are looking at how they can bring new investment into them. Asked if it is a case of the highest bid wins, Thompson explained how multiple factors are taken into consideration. 'A high bid is attractive, but there's also the market factor, so we look at our high-growth markets in the future; Mexico, China, Asian markets, and there are still some European markets that we want to look at as well,' he added. 'The Middle East is very attractive. 'It's a price market, but also the profile of the group as well. 'We want people to have the same vision as us to grow this sport. We are not looking for people to come in and buy a team, and then flip it in one or two seasons.' Argentina, Mexico and Sweden have been touted as two potential newcomers for the 13th and 14th teams, while China and Saudi Arabia are also yet to have a team. Advertisement The two F50 foiling catamarans are already being built at SailGP's new $10million technologies site in Southampton ahead of the first event of the 2026 season taking place in Perth, Australia. Once the 13th and 14th teams have been added, SailGP plans to expand further to 16 teams, with a cap set at 20 teams. From next season, the starting field is expected to be split into two. 'I think it's really important that we retain a quality racing product,' Thompson added. 'We've developed 12 teams and it's a super-crowded racetrack right now. 'When we go to 14 teams, we will likely split. My view, and I think Russell's view, is that we need to get to 16 teams pretty quickly to have two groups of eight and then see how it develops from there.'
Daily Mirror
14 hours ago
- Business
- Daily Mirror
Top British firms donated to Republicans who denied 2020 US election result
Our investigation reveals that 24 firms with UK HQs have given over £1m to Republicans who questioned the 2020 election that Trump lost - sparking the January 6 insurrection at the Capitol More than 20 of Britain's biggest companies have donated to over 100 Republican politicians in the US who refused to certify the 2020 presidential election, The Mirror can reveal. BAE Systems, Rolls-Royce, Deloitte and British American Tobacco are among 24 UK headquartered-firms that have donated more than $1.7 million (£1.3m) to election-denying candidates since 2021 through in-house bodies which collect donations from staff. The donations come through the firms' Political Action Committees or PACs, which are often run by senior company execs and which channel staff donations to politicians. Under US law, companies are not allowed to donate directly and the companies contacted for comment stressed that their PACs operate independently and comply fully with US campaign finance rules. Employees of companies donate money to a PAC, companies themselves are not allowed to do so, but they do often pay for office costs such as rent, staff and fundraising activities. Employees who contribute to their firm's PAC can specify if they want the money to go to Republicans or Democrats and the PAC generally goes on to bankroll politicians or candidates who are viewed as supportive of their industry. These donations were made despite many of the largest corporations pledging not to donate to election denialists after the Jan 6 insurrection in which supporters of Donald Trump stormed the Capitol. Firms who have PACs supporting Republican candidates we established in our joint investigation with the Democracy for Sale Substack include: Accountancy firm PricewaterhouseCoopers, who announced in January 2021 that it had 'suspended all political contributions to any member of Congress who voted to object to the certification of electoral votes' but its Political Action Committee has given $93k to a string of GOP candidates who refused to certify the election. PwC did not respond to a request for comment. British American Tobacco's US subsidiary's PAC has donated to Andrew Clyde who claimed the Capitol Riots looked more like a 'normal tourist visit' and voted against giving medals to police officers who responded to the riots. A BAT spokesperson said: 'It is a well-established practice in the U.S. political system for individuals, not-for-profits and private sector companies to make financial contributions to major political parties. BAT believes that engaging in the political process is an important way for us to advocate for policies that support our industry and overall economic growth.' The PACS of several firms including Deloitte, BAT, advertising giant WPP contributed to Steve Scalise, who spoke at a white nationalist conference with former KKK head David Duke. The PACs of firms including Deloitte, Rolls Royce and BAE have funded house speaker Mike Johnson, who played a leading role in attempts to overturn the 2020 election result, according to the New York Times. He voted against the Respect for Marriage Act in 2022, which federally protects same-sex marriages and interracial couples, and has said that America can only be saved it it returns to "eighteenth-century values". Defence firm BAE Systems announced in January 2021 that, 'In response to the deeply disturbing violence at the US Capitol on January 6th, our US political action committee has suspended all donations while we assess the path forward'. However, since then BAE Systems's PAC has donated $229,500 to Republicans who have refused to certify the 2020 elections, starting in April 2021. BAE Systems said: 'We do not make corporate contributions or donations to political parties. Eligible employees in the US can choose to contribute to the BAE Systems Political Action Committee, which must operate in full compliance with US federal laws and regulations.' After his re-election, President Trump has pardoned or commuted sentences for every defendant convicted for their roles in January 6, including those convicted of violence against Capitol police and the leaders of extremist groups. In the US, foreign companies are not allowed to donate to politicians but, if they have an American subsidiary, they can donate through so-called PACs. PACs are lobbying organizations that make campaign donations to political candidates. Big companies have PACs that are often headed by a company executive, or someone working for them. The Treasurer of the Deloitte PAC is Patrick Givens, a Deloitte employee for the last 17 years. The Treasurer of the BAT's US subsidiary Reynolds' PAC, is Steve Kottak, a BAT/Reynolds employee for the last 21 years who is currently senior director in state and local government relations. The Treasurer of the PwC PAC is Roz Brooks, A PwC employee for the last 29 years. The amounts that PACs can give to a candidate are limited to no more than $5000 for the primary and another $5000 for the election itself. Some British-listed companies have donated huge sums to Republican causes. British American Tobacco gave more than $25m to conservative causes in 2024, including $10m to Make America Great Again PAC, Open Secrets has previously revealed. Christopher Avery, Director at the campaign group Donations and Democracy, said: "It is exceptionally disappointing that so many major UK companies have subsidiaries whose Political Action Committees have been directly funding the campaigns of politicians after they tried to overturn the results of a democratic election in the United States. Making donations to those politicians raises serious concerns about respect for democracy, human rights and the rule of law."
Gulf Business
17 hours ago
- Business
- Gulf Business
MENA's moment: A region becoming a core pillar across asset classes
Image: Supplied 'The greatest danger in times of turbulence is not the turbulence – it is to act with yesterday's logic.' – Peter Drucker The global investment playbook is being quietly, yet decisively, redrawn. No longer relegated to the margins or regarded merely as a 'must-visit' stop for capital raising, the Middle East is asserting its place on the global stage. What was once viewed as a subset of emerging markets is now standing firmly on its own: a region of rising strategic significance across public and private markets, infrastructure, real assets, and venture capital. Structural reforms driving real economic power The numbers tell a compelling story. Gulf sovereign wealth funds now manage approximately $12tn globally as of 2024, with forecasts pointing to $18tn by 2030 (Deloitte). To put this in perspective, that represents nearly two-thirds of China's entire GDP and over 40 per cent of US GDP. These funds are no longer passive pools of petrodollars; they have become strategic investment vehicles actively shaping global market dynamics. At the heart of MENA's transformation is economic diversification. Nations such as Saudi Arabia and the UAE are pushing well beyond oil dependency, guided by forward-looking visions like These comprehensive strategies emphasise industrial expansion, digital transformation, clean energy, tourism, logistics, financial services, advanced manufacturing, healthcare, education, and knowledge-based sectors. This diversification is supported by institutional reforms, improved regulatory frameworks, and financial infrastructure modernisation that together are driving investor confidence. Market activity and institutional depth MENA's capital markets are gaining in both scale and sophistication. In 2024, the region saw 54 IPOs raise $12.6bn (EY). Meanwhile, the GCC bond market surged, with a 71 per cent year-on-year increase in issuances. The total GCC market capitalisation reached $4.2tn. Momentum continued into 2025. According to EY's These developments are backed by improved institutional infrastructure. Exchanges have adopted global standards, regulatory regimes have become more transparent, and financial free zones offer globally competitive environments. Governance and oversight now match international benchmarks, creating conditions that are attracting long-term institutional capital. Sectoral evolution and strategic growth Diversification is not only occurring at the macro level. MENA's sectoral landscape is expanding rapidly. Fintech is one of the standout sectors, with more than 1,000 firms now active and four unicorns already in existence (McKinsey). Between 2023 and 2024, $1.9bn was invested in 237 fintech deals, driven by progressive regulation and digital penetration. The energy transition is another defining theme. The region is leveraging its natural advantages in solar and wind to become a global leader in renewable energy. Saudi Arabia's renewable capacity is projected to surpass that of many European nations within the decade. Egypt, Morocco, and the UAE are also developing large-scale solar and wind assets, with support from both public and private investment. Technology and innovation remain central to MENA's strategy. The UAE expects artificial intelligence to contribute 14 per cent of its GDP by 2030. It is launching the Stargate AI campus in partnership with OpenAI, Oracle, Nvidia, and Cisco – part of over $2tn in committed regional investments including those from Saudi Arabia and Qatar. Demographics, fiscal discipline, and domestic capital formation The region's young, increasingly educated population is a key growth driver. This demographic dividend is translating into rising demand for housing, healthcare, infrastructure, and digital services. Governments are also fostering retail investor participation through financial literacy programs and accessible investment platforms, which is helping to deepen domestic capital pools and support market liquidity. Underpinning this progress is a remarkably resilient fiscal foundation. Most Gulf economies are currently operating with positive fiscal balances, buoyed by strong commodity prices, particularly in oil, metals, and petrochemicals. Importantly, the commodities supercycle has not triggered a return to past complacency. Austerity measures introduced during the COVID-19 pandemic, including subsidy rationalization and VAT implementation, remain largely in place, demonstrating a discipline that strengthens long-term investment credibility. At the heart of this evolving landscape, asset management firms like ASB Capital are stepping into a pivotal role – bridging investor needs with on-the-ground insights to help unlock value on both sides of the equation: channelling regional growth to the world and directing global capital into the region's most transformative opportunities. MENA as an integral force across asset classes: No longer a theory The next great investment opportunity is rarely found where everyone is looking – it emerges where fundamentals quietly shift before the world catches on. The case for MENA as a core component of global asset class allocations is no longer speculative. Its economic cycles are increasingly uncorrelated with the West. Its reform trajectory is aligned with global capital priorities. And its return profile is no longer just competitive – it is indispensable. The writer is the senior executive officer of ASB Capital.
Time of India
20 hours ago
- Automotive
- Time of India
Why future of customer service is experience-driven, not transactional
I recently witnessed a moment that perfectly encapsulated the evolution happening in luxury customer service. A customer walked into one of our service centres, not for a repair or routine maintenance, but simply because he wanted to show his young son "where his car goes to stay healthy." Our service advisor, rather than turning him away, gave the child a mini tour, complete with a small Mercedes-Benz cap and a simplified explanation of how we care for each vehicle. That child left as excited about cars as his father, and more importantly, that family left with an emotional connection to our brand that transcended any transaction. This interaction illustrates a fundamental shift occurring across the luxury automotive landscape. We're moving from a world where customer service was predominantly transactional—focused on resolving issues, scheduling services, and ensuring timely deliveries—to one where every touchpoint becomes an opportunity to create lasting emotional connections a unique experience. The modern luxury consumer doesn't simply want problem-solving; they seek immersive, personalised experiences that resonate with their lifestyle and values. Recent industry insights underscore just how critical this transformation has become. According to Deloitte's 2024 Global Automotive Consumer Study, 46 per cent of Indian luxury car customers are open to switching brands, highlighting the urgent need for emotional engagement and loyalty-building through service excellence. But here's what's particularly telling: research from InMoment shows that 69 per cent of consumers are more likely to remain loyal to a brand that offers personalised experiences. In the luxury segment, this personalisation often determines whether someone becomes a one-time buyer or a lifelong brand advocate fan of the brand. The shift requires more than just good intentions—it demands a complete reimagining of how we interact with customers. Consider the story of Mrs. Sharma, a successful entrepreneur in Mumbai who purchased her first luxury car last year. Initially, she was intimidated by the service process, worried about being talked down to or overwhelmed with technical jargon. Instead, her service advisor took time to understand her schedule, her driving habits, and even her colour preferences for the service loaner vehicle. Now, she doesn't just service her car with us; she's brought three friends who've since purchased vehicles, and she regularly attends our customer events. That's the power of experience-driven service—it turns customers into advocates. Digital innovation plays a crucial role in enabling these experiences, but technology alone isn't the answer. We've implemented our 'Retail of the Future' initiative, which digitises the entire sales process from quotation to vehicle handover, providing complete transparency and eliminating the traditional haggling that many customers find off-putting. However, the real magic happens when digital tools enhance rather than replace human connections. While artificial intelligence and automated systems are becoming increasingly sophisticated across industries, in luxury automotive, the human element remains irreplaceable. Our most successful service advisors aren't just technically competent; they're emotionally intelligent individuals who can sense when a customer needs reassurance, when they're excited about their vehicle, or when they're frustrated with an unexpected issue. They read between the lines, pick up on subtle cues, and respond with the kind of intuitive care that no algorithm can replicate. The transformation also extends beyond individual interactions to community building. Exclusive experiences—whether it's a behind-the-scenes factory visit or a mini adventure to get a drive experience on a special SUV test track or a curated driving tour through scenic routes—create emotional bonds that transcend the traditional buyer-seller relationship. Bain & Company research demonstrates that emotionally engaged customers are more than twice as valuable as highly satisfied customers because they're more likely to recommend, repurchase, and remain loyal over time. What we're really talking about is a fundamental reimagining of what customer service means in the luxury automotive sector. It's no longer enough to simply meet expectations; brands must anticipate needs, personalise interactions, and create moments that customers will remember for ever and share. This holistic approach doesn't just satisfy evolving consumer expectations—it aims at delighting them, which sets new benchmarks for excellence that benefit the entire industry. The future belongs to brands that understand that in a world where luxury cars are increasingly similar in quality and features, the service experience becomes the true differentiator. Those who master this transformation won't just retain customers; they'll create communities of passionate fans of the brand who become the most powerful marketing force any brand can have. Which then truly proves the hypothesis, 1st car is sold by Sales, the Customer Services sells the subsequent cars.>
