THE HUDSON VALLEY’S BUSINESS WEEKLY MAY 5 , 2014 - MAY 12, 2014 How to Land the ‘Right’ STEM Internship IN THIS ISSUE Orange County Business Accelerator Receives NYS Incubator Certification Page 3 Are Companies Getting What They Want From Their Marketing? Page 4 5 Keys to Personal Power page 6 Mistakes I Made at Work (Book Review) Page 9 By Kevin Purcell Internships are a great way to experience the work environment and explore different options within your discipline of study. Internships provide fantastic on-the-job training and often lead to job offers after graduation. Many students find themselves stuck when it comes to finding and securing an internship. This is likely their first experience with applying for jobs in this type of environment, and it involves more than filling out an application and talking to a manager in charge. Take a look at the following tips to help you find internships that will benefit you and align with your career goals, as well as for some helpful information on best practices for landing the internship you want. To begin your search, you should first look to companies or organizations you are interested in working with. Go to job fairs at your school and see which firms are out there. Are any of the companies that are there recruiting from your campus ideal fits for you? Perhaps you have been reading up on successful groups in your area of specialty and you have decided that Company XYZ is THE place you want to work. continued on page 2 PAGE 1 THE HUDSON VALLEY’S BUSINESS WEEKLY MAY 5 , 2014 - MAY 12, 2014 Landing the ‘Right’ STEM Internship continued !om page 1 However you discovered them, go first to your favored operations and see if they are offering any internship positions. Even if they are not publicly advertising them, there may be opportunities for you. Pick up the phone or visit the office in person and introduce yourself, leave an résumé, and make yourself available to them. If you don’t have a specific internship in mind, there are many resources available to you online to help you narrow down your choices. Search online for information on available internships, deadlines for application, qualifications, and more. Talk to your professors, advisors, and mentor about your search and ask them to point you in the right direction for any resources available on your campus, such as databases or aggregate lists of STEM internships. You probably won’t be offered the first internship you apply for so cast a wide net. You may even find that you get to pick your preferred placement if you’ve lined up plenty of options. Once you get an interview take time to prepare. You want to put your very best foot forward. Show them that you have done your research and understand what they are about. Tell them how an experience with them will align with your future career goals. Don’t leave it up to them to guess; make it explicit. Bring a list of questions about the company or the position that demonstrate you understand the company’s purpose and how you might fit into the equation. Don’t make money the primary conversation piece. If you want to make loads of money over the summer an internship is probably not for you. Remember that you are giving a great deal of your time and energy in exchange for experience, connections, and references that will better serve you in the long run than a higher wage will serve you now. About Karen Purcell: Karen Purcell, P.E. is the founder, owner, and president of PK Electrical, an award-winning electrical engineering, design and consulting firm, which handles public and private sector work ranging from $5000 to $76,000,000. Purcell holds a bachelor of science in electrical engineering from Widener University. She is available for speaking engagements. Websites: www.STEMspire.com, www.pkelectrical.com Unlocking Your Brilliance: Smart Strategies for Women to Thrive in Science, Technology, Engineering, and Math is available for purchase on www.amazon.com, www.barnesandnoble.com and through all major booksellers Hudson Valley Business Digital Publisher/editor.....Debbie Kwiatoski Contributors...Terri Schlichenmeyer, Debbie Kwiatoski, John Graham Ken Mahoney, Kathy Kahn, David John Marotta, Ann Bartgis Copyright 2014 PAGE 2 All Rights Reserved Volume 3, Issue 14 All Inquiries: [email protected] THE HUDSON VALLEY’S BUSINESS WEEKLY MAY 5 , 2014 - MAY 12, 2014 Orange County Business Accelerator Receives NYS Incubator Certification The Orange County Business Accelerator (OCBA), an organization that provides resources and guidance to help small businesses and startups in the region, has received official certification from New York’s Empire State Development (NYSESD) as a New York State Business Incubator. The OCBA was one of just ten incubators to be awarded certification this year, marking it one of the most promising business development organizations in the state. Each designated incubator will receive up to $125,000 annually in state funding to expand their business support services to young firms. To qualify for certification, members were required to display the proven success of their operational models, as well as the future sustainability of their organization’s current rate of success. Certification was only granted to those organizations that proved to be the most promising, and which aligned with the state of New York’s regional developmental and economic goals. "The Orange County Business Accelerator has distinguished itself as a focal point of entrepreneurial activity and support in the mid-Hudson Valley," said David Hochman, of the Business Incubator Association of New York State. "We congratulate OCBA on its designation by New York State, which validates the quality of its incubation program, and I expect continued success over the coming years." Although the OCBA provides incubator services for startups across a wide range of industries, the organization has placed particular emphasis on expanding the region’s technological infrastructure. In an effort to strengthen the Hudson Valley’s burgeoning tech industry, the OCBA is excited to partner with SUNY Orange through the StartUp NY program, which offers small businesses and startups special tax incentives for locating near SUNY campuses. This summer, the OCBA’s Summer Sand Box Program will provide specific business training to young PAGE 3 entrepreneurs enrolled in courses at Orange County Community College and Mount Saint Mary College. “The OCBA is paving the way for the state’s growing tech industry,” said Michael Ridley, Director of Business Development for Empire State Development’s Division of Science, Technology and Innovation (NYSTAR). “The future of New York lies in the tech industry, and this group is proving to be instrumental in bringing about that future. We commend the work they have done and look forward to more success stories as they move forward.” continued on page 7 THE HUDSON VALLEY’S BUSINESS WEEKLY MAY 5 , 2014 - MAY 12, 2014 A question every company should ask “Are We Getting What We Want From Our Marketing?” By John Graham The only way to find out if your marketing is performing the way you want is to doubt everything you’re doing. Instead of guessing, jumping from one initiative to another, hoping for the best, or taking advice without knowing how to evaluate it, start at the beginning by questioning your assumptions, your expectations, your personal preferences, and, particularly, your perceptions of what marketing should do for the company. Just to be clear, question every marketing activity, every plan, every “great idea,” and every recommendation. It’s the only way to move from hoping and assuming to getting marketing right for your company — and here’s how to do it: 1. Clear away customer roadblocks. Seemingly minor missteps drive customers crazy and then away, and the bar goes higher every day. Being put on hold for even a few seconds raises ire — and is never forgotten. Failing to respond promptly to an email (an hour or less) is deadly. There’s little tolerance for excuses. One supermarket chain guarantees no more than three customers in a check out line or the manager hands out $1.00 bills to let customers know they understand what customers expect. Starbucks and Panera have smartphone apps so customers can order and pay ahead so there’s no waiting. Starbucks’ app will also add a tip. When customer loyalty is more fragile that ever, making it easy to do business is a huge part of the solution. 2. Get the messaging right. To their credit, more businesses are working at getting technology right, but they tend to lump the smartphone in with computers and tablets. And that’s a mistake. We use computers and tablets to do things such as performing tasks and accessing entertainment, but the smartphone is qualitatively different: it’s an extension of ourselves. There’s no putting it aside and there’s a profound sense of loss PAGE 4 and stress if it isn’t with us at all times. Lou Paskalis, Bank of America’s enterprise marketing and media chief, describes the smartphone as “the gateway to the consumer mind.” Because the smartphone is personal, messaging should be, too: conversational rather than “ad” like, talking to one person instead of “broadcasting” to many, and always with new messages. With 79 million Millennials checking their smartphones 45 times a day as one study shows, texting may be preferable to emailing. 3. Make engaging customers the goal. And that means not focusing on what you want to sell. “We have just what will be right for you.” Customers once welcomed such words, being almost eager to be told what to buy. Today, the same words only antagonize. No one wants to be told what to buy. Experienced salespeople often have an intuitive sense of what a customer is looking for; even so, keep your mouth shut if you want to make the sale. Get customers involved by asking questions, offer reliable and helpful information, and walk with them through the process at their pace. A tile salesperson questioned the customer about the project until he had a clear understanding of what they wanted to accomplish. Then, he made several suggestions, getting feedback as he went. Before they knew it, the customers were satisfied they had made the right selection. 4. Copying others says we don’t have what it takes. There’s nothing as common as “marketing and sales plagiarism.” Go to a meeting, attend a webinar, read it on a blob and find what someone else is doing and use it. Or, as expressed by songster Tom Lehrer’s satirical lyrics about mathematician Nicolai Lobachevsky, “plagiarize, don’t shade your eyes.” It also applies to many companies when it comes to marketing. On the other hand, Amazon’s success comes from leading, not following and from innovating, not copying. “We’re missionaries continued on page 5 THE HUDSON VALLEY’S BUSINESS WEEKLY MAY 5 , 2014 - MAY 12, 2014 Are We Getting What we Want From Our Marketing? On the other hand, Amazon’s success comes from leading, not following and from innovating, not copying. “We’re missionaries about inventing and simplifying on behalf of customers,” says Amazon Kindle Vice President Peter Larsen in USA Today. When we can buy whatever we want elsewhere and often at a lower price, marketing success is far less about products and prose and more about what companies do to make life easier and more enjoyable for customers. 5. Match marketing and sales messages to your customers. Seems obvious, particularly when so much data is available and customers expect personalized marketing messages. The “Dear John” greeting on a CVS email offering a 50% discount was intriguing until I found it was for women’s skin care and beauty products. The CVS message had unintended consequences: “After all this time, they really don’t know me,” I thought. Whenever this occurs, it creates “messaging dissonance.” When something isn’t quite right, it makes us feel ill at ease and we reject it. Once doubt creeps in, trust erodes. Matching messages to customers is critical. 6. Follow through and keep your promises. The contractor said, “We’ll be back to you in a week with a proposal.” After 10 days or so, there was no response and the homeowner sent an email asking about it. “We got busy and fell behind,” came the response. “Have it to you at the end of the week.” Needless to say, it never came. Broken promises, even seemingly small ones, are killers today. When this happens, customers don’t just feel let down — they feel betrayed. They invest time and effort and put their trust in someone, only to be rejected. When this happens, they react by posting negative comments, make sure others know about their experience and they never forget. continued !om page 4 Following through by keeping customers informed with good news and bad builds trust. 7. Slow down and think it through. “Act now; think later” may be the number one marketing mantra. And it may also be the number one reason why marketing gets a bad rap. It takes time and imagination to think through even the most basic marketing activity. The place to start is by asking the right questions: “How does it fit in our overall marketing strategy?” “What are the implications and possible outcomes if we do this?” “What can go wrong?” “What are the expected results and how will we measure them?” The best way to get what we want from marketing is to start by slowing down and thinking it through. John Graham of GrahamComm is a marketing and sales consultant and business writer. He publishes a free monthly eBulletin, “No Nonsense Marketing & Sales.” Contact him at [email protected], 617-774-9759 or johnrgraham.com. We understand your business needs. BUSINESS CHECKING NIGHT DEPOSIT CREDIT CARDS COMMERCIAL LOANS BUSINESS LINES OF CREDIT 800.451.8373 | MHVFCU.com Federally Insured by NCUA PAGE 5 THE HUDSON VALLEY’S BUSINESS WEEKLY MAY 5 , 2014 - MAY 12, 2014 5 Keys to Developing Personal Power By Lynda Chervil Personal power is a core leadership competency that everyone needs to develop before they can lead others. It has to do with being able to lead yourself. "Personal power is the ability to achieve what you want,” according to Frederick Mann, a successful entrepreneur and author of The Economic Rape of America. “More than anything else, it is personal power that brings you success and happiness. The biggest barrier to success in almost any endeavor is powerlessness, negativity, helplessness, and inertia. They belong together. The problem is not only our own powerlessness, but also the powerlessness of those around us." We can help harness and learn to use our personal power by understanding and working on our Emotional Intelligence (EI) skills. Not long ago, when I worked in a corporate environment, there was a strong push to incorporate EI into the organization's leadership training curriculum as an array of skills and characteristics that drive leadership performance. EI is "the ability to monitor one's own and others' feelings and emotions, to discriminate among them and to use this information to guide one's thinking and actions," according to psychologists John D. Mayer and Peter Salovey, who co-developed the concept and were two of the three authors of the Emotional Intelligence Test. My EI training and its practical applications to my work team environment still resonate in my personal life. They became skills that I now methodically apply to current situations in both personal and entrepreneurial pursuits. There are several EI models, but the one to which I ascribe is the mixed model introduced by Daniel Goldman, a combination of ability and traits. Here are Goldman’s five main EI constructs, and my views on how each of us can develop them: 1. Self-awareness: the ability to know one's emotions, strengths, weaknesses, drives, values and goals and recognize their impact on others while using gut feelings to guide decisions. In order to become self-aware, you need to conduct an honest self-assessment to determine your strengths and weaknesses, such as powerlessness and inertia, and determine the root causes. You then need to create a plan that will help you overcome your fears, which are barriers to courage and stand between you and your successes. While I am a big proponent of using my intuition to guide my decisions, whenever it is appropriate, I need to caution that unless your gut feelings are often more right than wrong, you cannot make decisions solely based upon intuition. You need to use a balanced combination of intuition and logic. 2. Self-regulation: involves controlling or redirecting one's disruptive emotions and impulses and adapting to changing circumstances. Simply put, you need to exercise self-discipline and know how to control your emotions and be flexible in order to adapt to changing situations. You cannot continue on the same trajectory or keep the same plans when the circumstances or facts have changed. Your plans need to be modified accordingly. 3. Social skills: managing relationships to move people in the desired direction. Your social skills refer to your interpersonal skills or your ability to relate and connect with people, which can motivate them to deploy discretionary efforts to help you achieve goals that are best accomplished via partnership and collaboration. Here are some tips for improving your social skills: a. Pay attention to the feedback of friends and coworkers, good and bad. Train yourself to repeat the behaviors that get positive feedback and work on eliminating those that make people react negatively. b. View constructive criticism as just that. When we become defensive, we don’t hear what can be very helpful feedback. c. Learn to handle conflict and confrontation from a perspective of compassion and caring. Personal coaching can be very helpful in learning to be more diplomatic in your interactions with others. 4. Empathy - considering other people's feelings, continued on page 7 PAGE 6 THE HUDSON VALLEY’S BUSINESS WEEKLY MAY 5 , 2014 - MAY 12, 2014 Orange County Business Accelerator Receives NYS Incubator Certification continued !om page 3 For more information, visit http:// ocaccelerator.com About the Orange County Business Accelerator: OCBA is a business incubator program launched by the Orange County Industrial Development Agency. The incubator, 10,000 square feet of Class A high-tech research and development space, is designed to attract new entrepreneurial investment by providing businesses with belowmarket occupancy costs, mentoring programs and a high-tech plug-and-play office environment. For more information, visit http://ocaccelerator.com. Photo: (From Left to Right): Laurie Villasuso, associate executive director of the Orange County Industrial Development Agency; James R. Petro, Jr., executive director of the Orange County Industrial Development Agency; Kelly Reilly, client services specialist of the OCBA; Robert Armistead, chairman of the Orange County Industrial Development Agency Board of Directors; and Brian Gates, vice president of the Hudson Valley Economic Development Corp. with the OCBA’s New York State Business Incubator certificate. 5 Keys to Developing Personal Power continued from page 6 especially when making decisions. Some people believe empathy cannot be learned, but I believe just the opposite. Put yourself in the other person’s shoes and try to see situations from their perspective. Might they be feeling fear? Shame? Guilt? How do those emotions make you feel? Understanding and addressing the concerns of others is essential to EI. Always consider intent versus impact, and how your actions or decisions may affect the individuals or groups involved. 5. Motivation - being driven to achieve for the sake of achievement. Simply put, what motivates you? What are your benchmarks for success? Once you achieve certain levels of success, you need to consistently set new benchmarks to keep chasing personal excellence! Practice your EI skills on yourself first, and you’ll develop greater personal power. That can lead to achievements you may never have dreamed possible. About Lynda Chervil Lynda Chervil is the author of “Fool’s Return,” http://lyndachervil.com/, a new novel that incorporates valuable life lessons in a page-turning tale that touches on technology, the green movement, and other aspects of contemporary society. She graduated from New York University with a master’s degree in Integrated Marketing Communications and has extensive experience in consumer and commercial banking and has held positions in new business development, sales management and executive leadership. Chervil seeks to push the limits of PAGE 7 THE HUDSON VALLEY’S BUSINESS WEEKLY MAY 5 , 2014 - MAY 12, 2014 " Maybe we aren’t perfect… but we come closer than most! BBG&G scores “A” with Clients Just a few of the many services we offer: • Branding • Corporate Identity • Direct Marketing • Print, Radio, TV and Online Advertising • Public Relations • E-Marketing • Mobile Marketing • Social Media • Website Development *indicates our Overall Performance Rating compared to other companies in our industry. PAGE 8 When Dun and Bradstreet interviewed our clients, we earned an average score of 95.5* in customer satisfaction, with stellar performances in critical categories — like reliability, business relations and the professionalism of our staff. Said another way, we’re a pleasure to work with…and we have proved it. BBG&G is a certified women-owned business (MWBE) How does your agency measure up? www.bbggadv.com Middletown | Goshen | Poughkeepsie | 845.695.1880 ADVERTISING PUBLIC RELATIONS THE HUDSON VALLEY’S BUSINESS WEEKLY The Bookworm MAY 5 , 2014 - MAY 12, 2014 OPINION By Terri Schlichenmeyer “Mistakes I Made at Work” edited by Jessica Bacal c.2014, Plume $16.00 / $18.00 Canada 252 pages Everybody knows what you did. It didn’t take long for word to get around, actually; you can tell by the smirks and the lack of eye-contact in the hall. It was a colossal error, one that cost the company more than you care to think about. And it was all your fault. How can you ever bounce back your career? Twenty-five leading in the new book “Mistakes I Bacal. It’s a platitude everybody’s heard Embrace them, we’re told, and wondered how, with a culture and a reluctance to discuss such our errors? from something like this? Will it end women say no – and you’ll find out why Made at Work,” edited by Jessica She contacted influential women them about their mistakes, what from several walks of life, and asked they learned, and how they grew from it. Laurel Touby, founder of that no job was worth ignoring advice is to “pursue work you.” Mediabistro.com, learned the hard way who she really was, down-deep. Her environments that feel like the right fit for For writer Rachel Simmons, accepted a Rhodes scholarship. that being a Rhodes Scholar was embarrassed to quit and her family life. Her advice: “Don’t be afraid to quit.” before: learn from your mistakes. grow from them. But Jessica Bacal that demands perfection from women things, we can ever learn anything from achievement was the only goal until she She realized, once she was at Oxford, a big mistake for her. She was was angry, but it was a turning point in her Lawyer and social activist Reshma Saujani lost a Congressional race in 2009 and “I felt like I had let [supporters] down.” She advises readers to keep trying: “fail fast, fail hard, and fail often.” From economist Carla Harris: if you “don’t know, you need to ask.” From writer Cheryl Strayed: “We’re all rough drafts.” From physician Danielle Ofri: nobody learns through humiliation. Says writer Alina Tugend: master the art of asking for money. And from writer J. Courtney Sullivan: “be a kind and generous coworker. You never know where it might lead you in the future.” As a Champion Goof-Up from way back, I approached “Mistakes I Made at Work” with a little trepidation. When it comes to blunders, there are lots of chestnuts out there that are of little help – and then there’s this book. I was pleased with the candor that editor Jessica Bacal found when interviewing the women she chose. Some of the mistakes in this book might seem minor, while some are pretty good-sized but the meaning behind each brief chapter is the same; to wit: these women messed up, they were embarrassed, and they lived to tell about it. Best of all, things were often better, post-oops. And wow, that’s pretty comforting to anybody who knows she can’t cast that first stone… This is an excellent book to give to a new grad, an old hand, an employee who’s feeling red-faced, or YOU. Reading “Mistakes I Made at Work,” in fact, is something you’ll be glad you did. PAGE 9 THE HUDSON VALLEY’S BUSINESS WEEKLY MAROTTA ON MONEY MAY 5 , 2014 - MAY 12, 2014 OPINION By David John Marotta and Megan Russell Microfinance: Loans That Change Lives Microfinance provides banking services to the poor who would normally not qualify. These services usually involve such small amounts of money that traditional banking considers them inconsequential. But to people struggling to work their way out of poverty, any amount of money is significant. Like everyone else, they need a safe store of value for the savings they do have and access to investment capital that they can put to work. For the world's poor who survive on less than $2 per day, banking services are unavailable. Without access to a safe place to store savings, the poor cannot get a loan to start a business. And without a job or collateral for a loan, no bank is willing to lend. Kiva In the 1970s, economics professor Muhammad Yunus began visiting the poorest women in Jobra, Bangladesh. He found they could not get loans except from moneylenders at exorbitant interest rates. Without loans, the women could not buy the bamboo they needed to make goods for market. But with the loans, after selling their goods and paying the interest on the loan, almost nothing was left. This realization led Yunus to a simple truth: A small loan with moderate interest rates to the village women would have a profound and lasting effect on their ability to improve their lives forever. Yunus created and popularized the modern idea of microfinance. He first began lending to the poor out of his own pocket. Later he founded the Grameen Bank in 1983. In 2006, the Grameen Bank and Yunus won the Nobel Peace Prize for their work in creating the simple yet revolutionary microcredit system. In 2003, Yunus gave a lecture at Stanford Business School. In the audience were Matt Flanner and Jessica Jackley, who cofounded Kiva, which means "unity" in Swahili, two years later. Unlike the Grameen Bank, Kiva has carefully selected 246 field partners in 76 countries to manage the loans. Once Kiva has collected enough money for the loan, the funds are sent to the field partner. Over the course of the loan, entrepreneurs gradually repay the loan from their profits. As repayment are made, the money is deposited back into a user's account. Users can then withdraw the funds or provide the money again to another entrepreneur. The Kiva website provides the online bridge between the savings of donors in the developed world and the needy entrepreneurs in the developing world. And it also puts checks and balances on the process. Kiva holds the rates and practices of field partners accountable. If the partner charges too much or complains about their lending practices, Kiva drops them and finds alternative lending partners. Kiva users hold field partners accountable to make honest loans to worthy borrowers. If users don't find the project commendable, they won't donate to them and the field partner must fund the loan by themselves. Creating an account at Kiva is free. Over 1.1 million users have become Kiva lenders. The average for lenders is less than 20 loans or about $479. But the total value of loans made through Kiva is over $550 million. Small amounts make a significant impact over time. Microfinance cannot solve every cause of world poverty. A loan to buy a calf, raise it and then sell it makes sense in many parts of the world. But if you live in an area where armed bandits will come and continued on page 11 PAGE 10 THE HUDSON VALLEY’S BUSINESS WEEKLY Marotta OPINION continued !om page 10 steal your cow, microfinance doesn't work. It is even worse when those bandits are corrupt government officials. Microfinance is also not a solution for families on the brink of starvation. Given the choice between feeding the calf and feeding her children, no mother is going to preserve the investment in the calf. Microfinance makes the most sense when it is short-term loans for less than two years. Our first Kiva loan was to Jehiner, a 26-year-old living with his parents in Chiclayo, Peru. He drove a taxicab but needed $725 (2,000 Peruvian soles) to repair his cab. Edpyme Alternativa, the field partner, loaned him the money. Kiva was asked to backfill the loan so the field partner could make another loan. It took Kiva about 10 days to find 29 users willing to loan $25 each. Jehiner had 14 months to repay the loan. Because of the loan, he could continue to earn a living rather than being unemployed. The detailed personal stories help the lenders see people who need capital in the developing world as real people with real needs. Microfinance sometimes does wonders, but it is not the solution to every problem. It only makes sense for those who have some way to repay the loan. Kiva's repayment rate is 98.95%. Processing microfinance is just as expensive as big banking, but the profits are smaller. As a result, fees and interest are higher than traditional loans. Kiva helps keep those costs down somewhat. Optional fees and donations help support the cost of running Kiva. Nothing is taken directly out of the loans. As a result, only the in-country operational expenses burden the loans. Microfinance is an interesting field, and you can get involved in several ways. With as little as $25 you can begin loaning money to developing world entrepreneurs. Or you can give a gift certificate to someone you know who might be interested. Kiva's user interface is both intuitive and enjoyable. You can search by multiple criteria to target a very specific type of loan. You can search by gender, country, industry, popularity or timeliness. The University of Virginia has several ties to Kiva. Jessica Jackley, Kiva's cofounder, attributes the time she spent on UVA's semester at sea for sparking her interest in microfinance. UVA also has a student lending team as well as an alumni lending team. Kiva's social networking community helps participants see the aggregate impact of microloans as well as encourage involvement through social media. You can join our firm's lending team at kiva.org/team/ marotta_wealth_management. We loan because we believe the entrepreneurial spirit within a country with economic freedom can raise the world's standard of living. PAGE 11 MAY 5 , 2014 - MAY 12, 2014 Kiva helps alleviate poverty in developing countries as well as alleviate materialism in developed nations. Personalizing stories in the developing countries helps us distinguish between needs and wants. By living a simple lifestyle, your savings can enable others to simply live. Kiva helps foster this generous attitude as well as provide a forum for what to do with the money you are not spending. David John Marotta is President of Marotta Wealth Management, Inc. of Charlottesville providing fee-only financial planning and wealth management at www.emarotta.com. Megan Russell studied Cognitive Science at the University of Virginia. THE HUDSON VALLEY’S BUSINESS WEEKLY MAY 5 , 2014 - MAY 12, 2014 A BUSINESS BANK for every step in your journey Your business doesn’t stay the same. Why would it? You grow. You learn. 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