Adam Milstein is a top Real Estate Mogul and a Committed Philanthropist

Adam Milstein has always strived to make an impact on the world through building a real estate empire, managing a charitable entity, offering support to philanthropic initiatives, and serving as a community leader. Born in Israel, Milstein was among the Israeli defense troops that fought the Yom Kippur War. He pursued his degree program at a leading academic center called Technion based in Israel and earned his certificate in 1978. After three years, Milstein joined yet another U.S.-headquartered learning institution called USC to study a postgraduate course in business administration. In 1983, he officially began his real estate profession in Southern California. Today, he owns and runs Hager Pacific Properties, a reputable investment firm that manages successful commercial real estate businesses.

 

Accomplishments as a philanthropist

 

Adam Milstein is one of the managing partners of the Israeli-American Council and serves in the capacity of national chairperson. His primary role is to drive the national expansion agenda of this prominent organization. He leverages his philanthropic experience to offer guidance to organizations like Jewish Funders Network, AIPAC National Council, and Israel on Campus Coalition as a respected board member. Milstein has always worked alongside his lovely wife, Gila when it comes to founding philanthropic organizations. So far, the couple has established the Sifriyat Pijama B’America and Adam and Gila Milstein Family Foundation. The former teaches Jewish value to thousands of Israeli-Jewish-American people living in the U.S. by distributing free Hebraic books each month while the later invests heavily towards supporting charitable entities.

 

What motivated Milstein to launch the Adam and Gila Milstein Family Foundation?

 

Milstein and his wife have always committed their energy, skills, and wealth towards ensuring the State of Israel and its people are strong. They have also strived to cultivate special ties between the U.S. and Israel as well as ensuring Jewish tradition is passed from one generation to the next. The Family Foundation has been on the frontline in helping scholars and young professionals to discover their Jewish culture, take pride in their Jewish origin, nurture and enhance their courage, and enlighten them on how to champion for the Jewish people.

 

https://www.milsteinff.org/who-we-support/

 

https://www.facebook.com/adam.milstein.5

Luiz Carlos Trabuco Continues Transforming Bradesco Into Formidable Competitor

Grupo Bradesco today is hardly recognizable when compared to the company it started out as. In 1943, the firm was founded by Amador Aguiar in the then small town of Marilia, in Central Sao Paolo. Over the first 20 years of its existence, the company barely grew at all. But starting in the 1970s, it began a period of explosive growth, quickly rising to the status of national player in the Brazilian financial industry.

Since 1969, one employee, Luiz Carlos Trabuco, had done more to hasten the rise of the company than, perhaps, anyone else. But Trabuco was no ordinary employee. Having started out working at a local branch as a bank teller in 1969, he had steadily risen through the ranks, putting himself through college at the same time. By 1984, with a masters degree in social psychology, Trabuco was appointed head of marketing for the firm. Over the next few years, the small-town, self-motivated kid, who started out as a bank teller, would transform the way that Bradesco markets itself and interacts with the media. Taking on a wholly modern approach, the firm that had once had a largely antipathetic relationship with the national press began forming cordial relationships with it and carefully shaping its public image.

This trend of modernizing every department he led would become a feature of Trabuco’s tenure in the various departments to which he was appointed executive roles over the coming decades. In 1992, he was selected to head the financial planning division of Bradesco. Holding an advanced degree in psychology, Trabuco approached the problem from a radically different angle than his predecessors. He understood that the banking industry was largely a commodity business, offering a product that was extremely difficult to meaningfully differentiate, even in the best of circumstances.

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For this reason, Trabuco chose to take the firm in the direction of competing on quality of service. In particular, his vision represented a radical split with the old guard at Bradesco. Trabuco envisioned a bank that could not only attract lower-tier, everyday customers to its retail banking products but also one that could attract lucrative business from high-net-worth clients. Through the introduction of products like Bradesco Prime, Trabuco began successfully capturing the business of some of the wealthiest clients in Brazil. This move proved to be opportune. Under Trabuco’s guidance, the financial planning division grew from a relatively insignificant part of the firm’s business into a division that represented more than 25 percent of the group’s total profits. Trabuco’s modern vision was paying off.

His success at expanding the financial planning division brought him the notice and praise of Bradesco’s top brass. In 2003, Trabuco was appointed president of the firm’s insurance division. Again, Trabuco bet that the way to compete was not on solely attempting to undercut the competition in a cutthroat business with tiny margins. Instead, Trabuco overhauled the company’s customer service interface, from television advertisements to online ordering. Trabuco was able to grow the insurance division by more than two times, making Bradesco the largest retail insurer in the country and bringing the insurance division to account for more than 30 percent of the firm’s profits.

By this time, Bradesco was nearing the largest financial services company in the country. Trabuco, having personally played an integral part in the firm’s rise, was appointed to succeed outgoing CEO Mario Cypriano in 2009. But the merger of Itau bank and Unibanco knocked Bradesco out of first place and into a distant second. It became the goal of Trabuco’s tenure to restore his company to the number one spot. And the stakes could not be higher. In an almost totally consolidated banking market, the winner stood to act as a de facto monopoly.

In 2015, Trabuco was able to purchase HSBC Brazil for $5.2 billion, once again taking the lead in many categories of Brazilian finance. In the coming years, the man who turned to gold everything he touched will be fun to watch as he leads Bradesco into the future.

Learn more about Luiz Carlos Trabuco: http://epocanegocios.globo.com/Empresa/noticia/2017/08/trabuco-retomada-do-credito-depende-de-volta-do-pib-e-da-taxa-de-investimento.html

Alfonso de Angoitia Noriega Brings New Opportunity to Grupo Televisa

     For a media company to be successful in Mexico, they either have to be corrupt or have to have an attorney who is helping them deal with the corruption that is ravaging the media companies around the country. Alfonso de Angoitia Noriega knows this and was the attorney for Grupo Televisa before he took over as the VP of the company. He tried to make sure that he was doing a good job and that gave him the chances that he needed to show others what they could get from the media company. It also showed the executives that they needed to hire Alfonso de Angoitia Noriega to help out with the issues that they were having.

Before working with Grupo Televisa, Alfonso de Angoitia Noriega tried to make sure that he was doing things right. He did everything that he could to help other people and to make things easier for them. While Alfonso de Angoitia Noriega was doing what he could, he also had to deal with the issues that came from working with media companies. This meant that he was unable to get all of the help that he needed and that things would sometimes be more difficult for him when he was in different situations.

Despite the fact that Alfonso de Angoitia Noriega had tried to make things better on his own, he had to have the help of other people who were a part of the company so that he could try different things. He was aware of all of the issues that came with working in this area but it was something that he tried to make sure things would be better in different situations. He was always dedicated to being able to help people and to making things easier for them in the situations they were in.