Meet the Bowen Craggs Team
Senior Consultant, Vice President USA
Alongside her client work, Georgia is responsible for leading the expansion of Bowen Craggs’ US operations. Since joining Bowen Craggs in September 2021, Georgia has co-written research on what the next generation wants from online corporate communications, and has completed consultancy projects for a range of clients including Amazon, Spotify, and Sky. Before joining the company, Georgia worked in global strategic communications, where she advised companies including PayPal, Alibaba and Zoom.
David co-founded Bowen Craggs in 2002, six years after establishing the London-based publishing and consultancy business Net Profit. In 2004 David was named one of the 100 most influential Britons in the internet’s first decade. David was twice named UK national newspaper industrial journalist of the year during his seven years as industrial editor of The Independent on Sunday. He was also energy editor of The Independent and had a long-running twice-monthly column on websites for the Financial Times.
Head of Club Events and Community
Liv is responsible for planning and organising Bowen Craggs Club events, both online and in-person. She also manages the online Club community on Guild, our private networking platform. Liv has previous experience in digital newsletter and content marketing, and as Senior Associate in Client Solutions for a B2B insight network in the financial services sector. She has an MA degree from the University of Basel.
Dan advises the Bowen Craggs board on business strategy. From 2005 to 2023, he was Chief Commercial Officer at the company. Dan joined after 12 years as an internet entrepreneur. In 1993 he founded a software company that developed operational online risk management tools. Eight years later he founded a leading enterprise-class web analytics software company. Both companies had successful exits for Dan and his venture capital investors. At Bowen Craggs he expanded the company’s client base to include more than 50 Fortune Global 500 corporations and added a range of quantitative measurement services to Bowen Craggs’ portfolio.
Corporate Communications Consultant specialising in social media
Margot has an academic background in politics and strategic communications. Before joining Bowen Craggs, she published research on the political use of social media by younger generations (at University College London and the London School of Economics). Margot also has experience in content creation and managing social media channels. She will be applying those areas of interest and knowledge to advising Bowen Craggs’ clients on their corporate digital communications.
Head of Marketing
Inese is responsible for Bowen Craggs marketing activities, with a focus on digital channels. She has over five years of experience, and most recently worked with a global construction and property consultancy, implementing digital marketing and communications strategies. Inese is a Chartered Marketer and has an MSc International Marketing degree.
Director of Sales and Marketing
Tom is leading the Bowen Craggs Sales and Marketing team. His team focuses on client relationships as well as introducing Bowen Craggs to new organizations and markets. He has extensive knowledge and experience in managing the overall quality of digital web estates as well as successfully leading sales, delivery and implementation of a market leading SaaS digital quality management platform. Tom’s commercial mindset, and focus on the bigger picture, has allowed the business to expand its portfolio and consider new and practical ways of working.
Head of Strategic Insights
Jonathan has more than 20 years of experience working across corporate communications, editorial and marketing. Jonathan was managing editor of bp.com from 2004 until 2006. He has also held in-house communications roles at BT and Dow Jones. During the internet boom years of the late 1990s, he was an editor at About.com, the information network that was later bought by The New York Times.
Philip advises the Bowen Craggs board on commercial and financial strategy. He is an angel investor and board advisor to a range of small unquoted businesses in the digital communications, technology and property industries. Philip started his career as an accountant with Ernst and Young, before moving into corporate finance and corporate turnaround roles. Philip led the buy-out of Wheel, the largest digital communications agency in London in the early 2000s. Since selling Wheel to LBi, (and then Publicis), Philip has worked with many digital businesses including, among others, ROEYE; Preloaded; Line; Skyron; The UX Agency; and MTM London. He also chaired the digital transformation specialist, Seren Partners, which was sold to Ernst and Young and renamed EY Seren.
Karen Le Marquand
Director of Brand, Digital Platforms and Information Security
Alongside her work for clients, Karen is responsible for the Bowen Craggs brand and for the development of our digital products and estate. She joined after extensive experience working in digital media in Italy and the UK, including as an account director for agencies such as Deepend, Ogilvy and Syzygy and for clients from industries including automotive, charity and financial services, among many more. She has also worked on projects that include major web builds, e-ticketing and digital marketing campaigns.
Head of Visitor Research Methodology & Delivery
Before joining Bowen Craggs in 2007, Helen had a long and varied career with The BOC Group in the Australian and UK businesses and then corporate roles in strategic planning, global marketing and programme management. These roles gave Helen a voice and a personal network across geographies and lines of business which she leveraged to initiate and lead a relaunch of the corporate website with improved customer focus.
Bowen Craggs played an instrumental role in her achievement by deploying a survey that “busted the corporate myth” that customers were adequately served on business and country sites and provided hard evidence for repositioning the corporate site. This experience underpins Helen’s passion for visitor research to both bring about change and measure its impact.
Head of Finance & Administration
Denise is responsible for the day to day running of the office, managing all accounting activities, client invoicing and HR administration. She has more than 20 years of experience in cash management, reconciliations and customer service at global companies including HSBC, BNY Mellon and Worldpay.
Head of Visitor Research Implementation & Development
Andy has worked in commercial web development and consultancy since 1996. Originally from a production and design background, this has been broadened by technical consultancy in performance management and high availability systems; and then web analytics and usability. He understands the multiple aspects of large-scale corporate websites: business goals; operational implementation and support; and design and development. He uses his experience to help communications and technical teams understand each other and work together effectively.
Chief Executive Officer
As well as working for clients, Scott is responsible for ensuring that Bowen Craggs’ strategy is implemented, and overall financial management. Before joining Bowen Craggs, he was launch editor of pan-European investor relations magazine Real IR and editor of a range of other business and technology magazines. He has been writing about online communications since 1998, and conducting research and consultancy work in the area since 2000. Scott’s business journalism has appeared in publications including the Financial Times, The Spectator and The Independent. His research reports have been published by The Economist Intelligence Unit, KPMG, PwC and Freshfields, among numerous other organizations.
Head of Knowledge Management
Mali is responsible for ensuring that our clients get the knowledge and insight they need from the Bowen Craggs Index. She joined Bowen Craggs & Co as its first analyst and researcher, and is now also our specialist in serving jobseekers and employees online. Before joining Bowen Craggs, Mali was internet manager for the online corporate presence of Arup, a major international engineering and technology services consultancy. She has also worked in IT recruitment, as a multi-media executive for a UK agency.
Head of Client Relations
Natasha works with our clients to understand their goals and objectives, and highlights how their Bowen Craggs membership can support them in hitting them. Natasha has more than five years of experience supporting international clients on a range of software-as-a-service platforms. She has a track record of building and scaling customer success teams in growing businesses. Natasha’s laser focus on customer satisfaction ensures that our clients are in good hands.
Claire has a background in corporate communications and marketing for global technology companies in industries including factory automation, engineering consulting and consumer goods. After working in New Zealand, China, Costa Rica and the UK, Claire brings first-hand experience of the challenges faced by companies communicating with multiple audiences across borders and cultures. She brings particular experience in ensuring consistency of messaging across digital channels including websites, social media and intranets.
Director of Consultancy and Visitor Research
Andrew is responsible for ensuring clients get the best possible insight from Bowen Craggs, leading the development of our consultancy services and managing our client work. He previously worked for the company as an associate analyst and consultant. He has more than 15 years of digital communications experience, the last ten of which were in corporate communications on both sides of the client/agency fence. Andrew has worked with companies of all sizes in a variety of sectors, on all kinds of digital projects from corporate websites to social media to mobile strategy. He has also spent time in the digital sports world.
Corporate Communications Consultant specialising in editorial
Before joining Bowen Craggs, Caterina gained experience in advertising, marketing and journalism while interning for companies including Microsoft. During her time at Microsoft, she worked on a successful Microsoft Band campaign with the Advertising Operations team, producing online content. Now Caterina will be applying her skills and knowledge of online communications to advise Bowen Craggs clients.
Director of Editorial
Alongside his client work, Jason is responsible for the editorial across Bowen Craggs publications. As a member of the management team, he is responsible for ensuring that editorial output supports the company strategy and client needs. Jason manages the Bowen Craggs Index Snapshot and ensures that the underlying methodology is up to date and responsive to new trends. Jason joined Bowen Craggs after eight years at the Economist Group leading editorial and research projects. He has more than 20 years of experience as a consultant, analyst and business journalist in the UK and US, covering corporate communications, corporate social responsibility and knowledge management.
Visitor Research Consultant
Hermione is responsible for data analysis, development and delivery of Bowen Craggs’ visitor research service. With degrees in BSc in Management and MSc Business Analytics, Hermione is passionate about extracting valuable insights from data to help with business strategy and decision making. Before joining Bowen Craggs, Hermione gained experience in quantitative research and consulting at Ipsos. She has lived and worked in Asia and Europe, and has experience communicating on digital channels with audiences with diverse cultural backgrounds.
Summaiya is responsible for running projects across Bowen Craggs. She joined after extensive experience working within the UK National Health Service, Dow University of Health Sciences & the National Centre for Smoking Cessation and Training.. She has over 10 years of experience in community medicine & clinical research, public health management, and project management.


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Please participate in this survey and share it with others.
If there is enough agreement, the team will be formed on this official forum soon.
Benefits of this Issue:
1- Successful internet team experience
2- Improving the skills and knowledge of making game
3- Familiarity with Divide work and do work in a game project
4- If making the game is good, Most likely Amazon and Lumberyard team will welcome it and various applause
Do you agree that we can help each other to create a game according to the existing forum , and start a game development project in this official forum


What’s the carbon cost of consuming 2 billion cups of coffee a day? How can we reduce the carbon impact of coffee?
For many of us, overconsumption is a way of life. This desire to consume is ruining our planet. We need to do more with less, but how?


Torresol Energy takes part at the European Future Energy Forum as a leading company in CSP technology
Torresol Energy Investment SA, owned 60% by the Spanish engineering group SENER and 40% by Masdar (Abu Dhabi Future Energy Company, ADFEC, company for the development of renewable energies launched by the investment company belonging to the Abu Dhabi Emirate, MUBADALA Development Company), will have a 60 sqm booth where it will show its projects in Concentrating Solar Power (CSP). In the same space, SENER will be showing some of its innovations in CSP technology.
Among Torresol Energy’s projects, Gemasolar stands out, the first commercial plant in the world to use central tower receiver technology with a heat storage system. It will enter operation in 2011 and the company is hoping it will become an international reference: a starting point in the strategy to reduce costs in the thermosolar power sector.
The technological significance of Gemasolar, the flagship project of Torresol Energy, has received several international awards. Located in Seville, once built, in 2011, the plant will supply clean and secure energy to 25,000 households and reduce CO2 emissions by more than 30,000 tons a year. Gemasolar’s technology will be represented at EFEF with a big tower in the center of the booth. The CCP technology will also be shown, that is applied in Torresol Energy’s Valle 1 and Valle 2 projects, located in Cadiz (Andalusia, Spain), whose construction works continues to progress as expected.
Besides, SENER will be showing some of its main innovations in CSP, such as the molten salts system, used as heat transfer fluid and as storage system, or the design of the cylindrical-parabolic collectors SENERtrough.


Francesc Segura Fuster
A Law graduate from the University of the Balearic Islands in 1989, the same year he joined the Il.lustre Col.legi d’Advocats of the Balearic Islands.
As one of the founders of the company he is managing the following areas of:
- Administrative Law
- Monetary Proceedings
He has been an associate lecturer in Administrative Law in the faculty of Public Law at the University Illes Baleares (UIB).
He has also been lecturing in the School of Tourism (UIB) and he has a title of a University Specialist in Spatial Planning and Urbanism of the UIB.
He is a co-author of the Codi Tourist legislation, Institut d’Estudis counsellor in the second edition of 2007.
[display-posts author=”fsegura” posts_per_page=”-1″ include_date=”true” date_format=” j F Y” wrapper=”div”]


Gibson Dunn & Crutcher LLP
Published April 2011, last updated June 2011
2011 Vault Ranking: 14
Gibson Dunn & Crutcher stands out among the elite American law firms as being one of the few not originally based in an east coast city. With roots dating back to 1872 in Los Angeles, California, the firm has been a California institution for more than a century. The firm has since expanded on both a national and international scale, with over 1,000 attorneys in seventeen offices on four continents. Though close to half of the firm’s attorneys reside in one of five California offices, the firm’s single largest office is still in New York City, and its reach spans the globe.
Gibson is notable as the single highest Vault-ranked firm not based in New York or Washington, D.C. When one considers that Vault rankings tend to favor New York based firms, this accomplishment is even more impressive. Though Vault ranks the firm #17 in New York, it is ranked #11 or better in Texas, California, and Washington D.C. The firm ranks in the Vault’s top twenty for a whopping twelve different practice areas, a number far exceeding that of numerous higher ranked firms. Gibson’s client list is no less impressive, either. It has or is currently representing Wal-Mart, Chevron, Intel, numerous auto manufacturers and media conglomerates. The only thing missing from its stable of clients are the numerous financial institutions that seem to flock to Manhattan firms.
While the financial downturn spelled disaster for many firms that were heavily reliant on the financial industries sector, Gibson continued to march onward and upward. In 2009, the firm had a 4% increase in gross revenues, setting a new record for the best income in the firm’s history. The firm is proud that it has zero bank debt, and has been maintaining a conservative fiscal strategy that doesn’t expose the firm to the vagaries of harsh market conditions. The firm has claimed no economic layoffs of attorneys, however there are rumors of “stealth layoffs” of underperforming associates or senior associates that have been characterized as performance-based terminations.
Bush v. Gore. Perry v. Schwarzenegger. Many Americans may not be able to name more than a handful of top law firms, but these front-page cases resonate with all ends of the political spectrum. In both cases the victorious attorney was Gibson Supreme Court superstar Ted Olson. Olson is the most recognizable face of the most recognizable department within the firm, the hands down best appellate litigation team in the country, one that has argued more than one hundred cases before the Supreme Court of the United States.
Gibson’s elite litigation department has been consistently recognized as one of the best in the country from top to bottom. American Lawyer recognized Gibson as the “Top Litigation Department of the Year” in 2010. It has represented a litany of notable clients in newsworthy cases: Viacom in its billion dollar suit against Google and YouTube, NBC Universal against Conan O’Brien, and Intel against European Union antitrust allegations, and Wal-Mart against a landmark $11 billion employment discrimination class action.
Though Gibson has a bedrock foundation of litigation, it would be wrong to sell the firm short. Its well-regarded corporate department managed to grab the 5th spot in the country for value of completed M&A deals in 2008. The firm represented a conglomerate of investment firms in the largest UK acquisition in 2009, and is currently advising Kraft and Heineken on their respective multi-billion dollar buyouts of Cadbury and Mexican brewing conglomerate FEMSA.
Vault ranks Gibson number one overall in Appellate Litigation. The firm holds top ten rankings in Antitrust, Antitrust Litigation, General Commercial Litigation, Class Actions, Labor & Employment, and White Collar Defense. It has top twenty rankings in Products Liability, Securities, Securities Litigation, General Corporate Practice, and Private Equity.
Nationally, Gibson has Band 1 or 2 rankings by Chambers and Partners in Antitrust, Appellate Litigation, ERISA, Outsourcing, and Securities Litigation. In New York, it also includes Corporate/M&A and Media & Entertainment Litigation. In Washington D.C. it includes Corporate/M&A, Private Equity, and Labor. Last but most important, in California Gibson has Band 1 or 2 rankings in Banking, Corporate/M&A, Employee Benefits, Environment, General Commercial Litigation, White Collar Defense, Media Litigation, Real Estate, and Tax.
Getting a summer position at most firms usually involves some mix of both grades and personality. At Gibson it is clearly a two-step process. First you must meet the very high threshold for grades. If you don’t have that, you simply will be unable to move on past an initial interview. Only after that does personality come into play.
The firm has a standard ten-week summer program in most of the domestic offices. Summer associates are expected to complete six to ten assignments over the course of the summer. Work is assigned by a coordinator, but summer associates are encouraged to seek out assignments in a variety of practice areas. Unlike many firms, Gibson summers often receive more important, substantive work assignments. However this is combined with the expectation that the work will be done perfectly. Further exacerbating the pressure is that Gibson does not always have as high an offer rate as its peer firms. In 2009, even when setting a firm record for revenue, only 89% of summer associates were given offers.
Weekend work is uncommon, and most summer associates are out of the office by 6:30 PM. The attorney lunch budget is $35 twice a week in New York, and $25 for unlimited days in other offices. The firm hosts as many as three social events per week, with the California offices featuring fare not common in New York, such as sailing events and Catalina Island daytrips.
Though in 2009 only 89% of summer associates received offers, it should be noted that the new 2009 associates started work in fall of 2009 as scheduled, and the firm has had no deferments due to the economic downturn.
Compensation and Benefits
Gibson pays associates on the New York market salary lockstep scale, starting at $160,000 for a first year associate. Salaries have not been frozen during the downturn. The firm does not have an official required number of billable hours, however there is an unofficial expectation of 1,950 hours. Gibson is a follower in terms of bonuses, with associates billing around the target hours typically earning bonuses appropriate to the New York market.
However while the firm maintains lockstep salaries, bonuses are individualized within each class, based on hours, quality of work, pro bono, and overall contribution. Associates billing particularly high numbers of hours can earn higher than standard New York bonuses. Billing under 1,750 hours will likely lead to a reduced bonus, and under 1,600 will mean no bonus at all (and likely be at risk for termination if a consistent issue). There is some complaint about lack of transparency in the bonus system, with reports of some associates reaching the hours goal but not receiving full bonuses, while others woefully undershot their hours but were paid in full.
Face time requirements at the firm vary by office and partner. There is some added pressure during the slowdown to be at the office even when not billing however. The firm has no formal vacation policy, and associates are free to take as much vacation time as they want, subject to meeting client needs and billable hour targets, assuming a partner okays it.
Firm benefits include annual retreats, weekly social gatherings, and occasional catered lunches. All associates receive an annual client development budget of #1,000, an annual book allowance, and backup childcare. Some offices have a subsidized cafeteria on site. New associates receive a starting stipend of $13,333.
Associates are eligible for partnership at Gibson after eight to ten years, with the firm stating the track is eight and a half years. Associates passed over on their first try get an additional chance the following year. Though most associates consider partnership a long shot, a sizable portion for such an elite firm believe it to be an achievable goal, far more than is common in most elite firms.
To outsiders, Gibson Dunn has a reputation as a conservative law firm with ties to the Republican elites. This is almost entirely based on the reputations of star litigators Ted Olson, former Solicitor General for George W. Bush, and Eugene Scalia, son of Justice Antonin Scalia. However this view is very simplistic, and overlooks the fact that the firm is an assembly of over a thousand attorneys spread over more than a dozen separate offices. There is no one unifying culture that can be clearly defined.
Although as with any top firm, the work is difficult and demanding, associates routinely describe the firm atmosphere as respectful and cordial. It is unclear whether it is merely a result of the firm’s west coast origins, but associates in the California, Denver, and Dallas offices all describe the firm as “pretty laid back.”
If you are looking to join one of the best litigation groups in the country, particularly for appellate litigation, or simply want an alternative to the Manhattan lifestyle while still working on high-end corporate work, Gibson Dunn may be the place for you.
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Walker and Weeks. After education at MIT, travel and work elsewhere, Frank Ray Walker (1877-1949) and Harry E. Weeks (1871-1935) came to Cleveland I 1905 to take advantage of the opportunities here especially the building of the Group Plan. Both worked for J. Milton Dyer before opening their own firm in 1911. The firm specialized in banking halls, and completed 60 of them throughout Ohio. Here they became known for their commercial, public, cultural and religious structures. Some of the well-known works include: Severance Hall (1931), Cleveland Municipal Stadium (1931) (now replaced), Allen Memorial Medical Library, (1928), Cleveland Public Library (Main) (1925) Federal Reserve Bank (1923).
Johannesen, Eric. “A Cleveland Legacy: The Architecture of Walker and Weeks.” Cleveland Architecture 1876-1976. Kent, Ohio.The Kent State University Press, 1999
____________Cleveland Architecture 1876-1976, Cleveland: The Western Reserve Historical Society, 1979.


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How to Create an Affiliate Program For Your B2B SaaS Business
Setting up an affiliate program for your B2B SaaS business can be a great way to increase sales and grow your user base. But how do you go about creating an affiliate program that’s right for your company?
In this article, we’ll outline some of the key factors to consider when creating an affiliate program for your B2B SaaS company. Let’s get started.
What is a B2B SaaS Affiliate Program?
A B2B SaaS affiliate program is an arrangement between a software company and its partners whereby the SaaS company pays the partner a commission for referring customers to their software.
The affiliate partner can be an influencer, blogger, media outlet or even another SaaS company. The important thing is that they have an audience that could be interested in the SaaS company’s product.
The benefit of a B2B SaaS affiliate program is that it provides a mutually beneficial way for a SaaS company to market their tool. The SaaS company also gains exposure to new potential customers, and the partner earns a commission for helping to promote their SaaS product.
B2B SaaS affiliate programs are not a new concept. In fact, they have been around for quite some time. However, with the rise of the internet and social media, they have become more popular in recent years. According to Astute Analytica, affiliate marketing will grow to $37 billion by 2030, up from $19 billion in 2021.
This growth is due, in part, to the fact that affiliate programs have become more sophisticated and targeted. In the past, companies would simply pay a set commission for each new customer.
How Does an Affiliate Program Benefit a SaaS Business?
There are several ways in which a B2B SaaS affiliate program can benefit a SaaS company:
First, it can help to increase exposure to the SaaS company’s product. If the affiliate partner has a large audience, then this can lead to a significant increase in awareness of the SaaS tool.
Affiliate programs also help in generating leads for the SaaS company. The affiliate partner will be given a referral link to the SaaS company’s website. If someone clicks on this link and goes on to subscribe to the SaaS, then the affiliate partner will receive a commission.
A good B2B SaaS affiliate program will result in the company being able to target a specific audience, ideally their target customers. This is because the affiliate partner will promote the SaaS products to a large but relevant audience.
A successful B2B SaaS affiliate program will lead to an increase in revenue for the SaaS company. This is because the affiliate partner will only receive a commission if they generate new customers for the SaaS company. Consequently, the SaaS company only pays out commissions when it results in new business.
A B2B SaaS affiliate program can also help to build and strengthen relationships between the SaaS company and its partners. This is because the affiliate program will encourage communication and collaboration between the two parties. If the affiliate partner is a fellow software company, then this can lead to a productive business relationship.
Affiliate marketing is a cost-effective way to market the product. The SaaS company only pays the partner a commission if they are successful in generating a sale, so there is no cost if the marketing campaign is unsuccessful.
Effective Content Marketing Tool
With a B2B SaaS affiliate program, the affiliate partner will often create blog posts, social media posts or even videos about your SaaS product. This can help to improve the search engine ranking of the software company’s website and also generate organic traffic.
Affiliate marketing can be easily scaled up or down depending on the SaaS company’s needs. If the SaaS company wants to increase its marketing budget, then it can simply add more partners to the program. Conversely, if the budget needs to be reduced, then the number of partners can be decreased.
New Traffic Channels
Affiliate marketing can help to open up new traffic channels for the SaaS company. If the affiliate partner has a large audience, then this can lead to a significant increase in traffic to the SaaS company’s website.
This is especially beneficial if the partner has an audience that is not reached by the company’s existing marketing channels.
Free Trial Users
Affiliate marketing can help to increase the number of free trial users. This is because the affiliate partner can offer a free trial of the product to their audience. This can help to increase conversion rates as people are more likely to subscribe to the SaaS if they have already tried it out.
Increased Recurring Revenue
B2B SaaS affiliate programs often result in recurring revenue for the SaaS company. This is because the affiliate partner will receive a commission every time someone they refer subscribes to the SaaS product. Consequently, the affiliate partner has a vested interest in ensuring that the customer remains a paying subscriber.
Ultimately, the goal of any marketing campaign is to increase sales. A B2B SaaS affiliate program can help to achieve this by generating new customers for the SaaS company. As long as the affiliate partner is able to generate new business, then the program will be considered a success.
How is Affiliate Marketing Different For B2B SaaS Businesses?
Affiliate marketing for B2B SaaS businesses is different from other types of affiliate programs in several key ways:
- The products are usually more expensive: The average price of a B2B SaaS product is $100-$200 per month. This is much higher than the average price of a physical product, which is around $30. Consequently, the commissions paid out by B2B SaaS companies are also higher, typically 10-20%.
- The sales cycle is longer: The sales cycle for a B2B SaaS product is usually much longer than other types of products. This is because it can take weeks or even months for a business to make a decision about which software to purchase. Consequently, the affiliate partner needs to be patient and continue marketing the product even if there are no immediate sales.
- There is more competition: The B2B SaaS market is crowded with thousands of companies all vying for attention. This means that the affiliate partner needs to be extra creative in their marketing efforts in order to stand out from the crowd.
- The audience are smarter and more skeptical: The audience for B2B SaaS products is typically composed of business decision-makers who are quite sophisticated and have a lot of experience with software. Consequently, they are often more skeptical about new products and require more convincing before they make a purchase.
- The commission structure is different: Most B2B SaaS affiliate programs use a hybrid commission structure that combines a flat fee with a percentage of the sale. This is because the products are usually more expensive and the sales cycle is longer, so the affiliate partner needs to be compensated for their time and effort.
How to Implement an Affiliate Program for Your SaaS Business
Now that you know the benefits of a B2B SaaS affiliate program, it’s time to learn how to implement one. Here are the steps you need to take:
1) Do a Research To Know Your Target Customers
As a B2B SaaS company, it’s important that you first do your research and know your target customers. This will help you to identify which affiliate programs will be the most beneficial for your business.
For example, if you sell project management software, then your target customer is likely to be a small business owner or a project manager. In this case, you would want to choose an affiliate partner who has a similar target audience.
On the other hand, if you sell enterprise software, then your target customer is likely to be a large corporation. In this case, you would want to choose an affiliate partner who has experience marketing to large businesses.
2) Set up Your Affiliate Program
Once you’ve done your research and know your target customers, it’s time to set up your affiliate program. There are a few things you need to do in order to get started:
Choose the right affiliate marketing platform
The first step is to choose the right platform for your affiliate program. There are many different options available, so it’s important to do your research and choose the one that’s right for you. The right platform will depend on factors such as the size of your business, your budget, and your needs.
Establish Sales Tracking
The next step is to establish sales tracking. This is important because it will allow you to track the performance of your affiliate partners and see which ones are generating the most sales.
There are a number of ways to track sales that come through your affiliate program. The most common method is to use a unique URL for each affiliate partner. This URL can be used to track the number of sales that are generated and attribute them to the correct affiliate partner.
Establish Payment Methods
Once you’ve established sales tracking, the next step is to establish payment methods. There are a few different options available, but the most common is to pay affiliates on a commission basis. This means that you will only pay them when they generate a sale.
Another option is to pay affiliates on a cost-per-action (CPA) basis. This means that you will pay them each time someone takes a specific action, such as filling out a form or subscribing to a newsletter.
The method you choose will depend on your business needs and preferences.
Establish a Solid Commission Structure
Once you have a list of qualified affiliate partners, it’s important to establish a solid commission structure. This will ensure that both you and your affiliate partners are happy with the arrangement.
As mentioned earlier, most B2B SaaS affiliate programs use a hybrid commission structure that combines a flat fee with a percentage of the sale. This is because the products are usually more expensive and the sales cycle is longer, so the affiliate partner needs to be compensated for their time and effort.
You should also consider offering bonuses or commissions for achieving certain milestones. For example, you could offer a higher commission rate for affiliates who generate a certain amount of sales within a certain period of time.
Create Marketing Materials
After you’ve established the basics of your affiliate program, it’s time to start marketing it. This is where you’ll need to create marketing materials, such as banners and landing pages. These materials will be used by your affiliate partners to promote your business.
It’s important that you create high-quality materials that are effective in promoting your SaaS product. If you don’t, then your affiliate partners will likely not generate many sales.
3) Reach Out to Potential Affiliate Partners
One key way to grow your software as a service business is to develop relationships with other businesses that might be interested in promoting your product. This can be done through email outreach. You can also search for affiliates on social media, such as Twitter and LinkedIn.
When reaching out to potential affiliates, it’s important to keep a few things in mind:
First, you want to make sure that your product is a good fit for the affiliate’s audience. There’s no point in trying to promote a product to people who wouldn’t be interested in it.
Second, you need to have a strong offer in place. This could be a commission on sales, or some other type of incentive.
Third, you need to be clear about what you expect from the affiliate. Will you be providing them with creative materials, or will they be responsible for generating their own?
Finally, it’s important to build a relationship with the affiliate. This means being responsive to their questions and concerns, and keeping them updated on your product.
Once you’ve found some potential affiliates, reach out to them and pitch your affiliate program. Make sure to include information about your commission rates, payment structure, and any other important details.
4) Know the Size and Quality of the Affiliate Partner’s Audience
Once you have a list of potential affiliates that you think would be a good fit for your product, the next step is to make sure that their audience is sizable and of good quality.
Ideally, you want to choose an affiliate partner who has a large audience that is relevant to your target customer.
For example, if you are a SaaS company that sells email marketing software, it would make sense to partner with an affiliate who has a large audience of small business owners or entrepreneurs.
Note though that It’s not just about quantity, it’s also about quality. If the partner has a high-quality audience, then they’re more likely to be interested in your SaaS product. In order to check the quality of the audience, you can look at their engagement rates.
5) Check Their Engagement Rate
Engagement rate is a measure of how engaged an audience is with the content that they’re consuming. If someone is subscribed to a list, but never opens or clicks on the emails, then they’re not very engaged.
The best way to determine engagement is to look at the interaction that the affiliate has with their audience. For example, if the partner has a blog, check to see how many comments their posts get. If they have a large following but very little engagement, then it’s likely that their audience is not high quality.
To help you more in deciding, ask: Do they regularly post new content? Do they respond to comments and questions? The more engaged the partner is with their audience, the more likely it is that they’ll be able to generate sales for your SaaS product.
6) Check the Quality of the Affiliate Partner’s Website
When choosing an affiliate partner, it’s important to check the quality of their website. This will give you an indication of how well they will be able to market your SaaS product.
For example, if the affiliate partner’s website is poorly designed and has outdated information, then it’s likely that they won’t be able to effectively market your product.
On the other hand, if the affiliate partner’s website is well-designed and has up-to-date information, then it’s likely that they will be able to effectively market and sell your software tool.
7) Inquire About the Affiliate Partner’s Marketing Strategy
Once you’ve shortlisted a few potential affiliate partners, it’s important to inquire about their marketing strategy. This will give you an idea of how they plan to promote your SaaS product.
For example, if the affiliate partner plans to use pay-per-click (PPC) advertising, then you need to make sure that they are experienced in this area and that they have a good track record.
On the other hand, if the affiliate partner plans to use content marketing, then you need to make sure that they are experienced in creating high-quality content that will appeal to your target customers.
You should also inquire about the affiliate partner’s experience in promoting SaaS products. This will give you an idea of whether they are familiar with the challenges and complexities of selling software tools.
8) Recruit an Affiliate Partner Who Fits Your SaaS Brand
It’s important to choose an affiliate partner who fits your SaaS brand. This means that they should have a similar target audience and be able to promote your product in a way that is consistent with your brand identity.
For example, if you have a business SaaS product, then you should look for an affiliate partner who has a business audience. Similarly, if you have a consumer SaaS product, then you should look for an affiliate partner who has a consumer audience.
You should also make sure that the affiliate partner’s website and marketing materials are consistent with your brand identity. This will ensure that your customers will have a positive experience when they visit the affiliate partner’s website and that they will be more likely to purchase your product.
9) Monitor your results and make changes as needed
Make sure you set up a system where you can track the sales that the affiliate partner generates. This will help you to determine whether the partnership is successful and whether it’s worth continuing.
Some key performance indicators (KPIs) to keep track are as follows:
- Number of sales per affiliate: This is the most important metric to track, as it will tell you how well your product is selling per affiliate.
- Number of clicks: This will tell you how many people are clicking on your affiliate links.
- Number of sign-ups: This will tell you how many people are signing up for your product.
- Number of leads: This will tell you how many people are interested in your product.
- Conversion rate: This will tell you how many people are buying your product.
- Average order value: This will tell you how much people are spending on your product.
- Lifetime value: This will tell you how much revenue you can expect to generate from each customer.
- Return on investment (ROI): This will tell you how much profit you are making from your affiliate program.
- Customer Acquisition Cost: This will tell you how much it costs to acquire each customer.
- Affiliate revenue per quarter or year: This will give you an idea of how much revenue your affiliate program is generating.
- Percentage of active affiliates: This will tell you how many affiliates are actively promoting your product.
- Percentage of inactive affiliates: This will tell you how many affiliates are no longer promoting your product.
You should also have a contract in place that stipulates how long the partnership will last and what will happen if either party is unhappy with the arrangement.
If you find that the partnership is not working out, then don’t be afraid to make changes. For example, you could change the commission structure or the type of marketing that the affiliate partner is doing. You can also try different affiliate partners, adjust your marketing strategy, or make changes to your SaaS product. OR you could also choose to end the partnership altogether.
Affiliate Marketing Software
There are a number of affiliate software programs that can help you manage your affiliate marketing program. Below are some of the most popular ones:
These tools can help you automate tasks, such as tracking sales and affiliate payments, and managing your affiliates. They can also provide detailed reports, so you can see how well your affiliate program is performing.
Choosing the right affiliate marketing software for your business can be a challenge, as there are a lot of options to choose from. Be sure to do your research and compare features to find the one that best meets your needs.
Final Thoughts about B2B SaaS Affiliate Programs
Affiliate marketing can be a great way to grow your SaaS business. By partnering with other businesses and influential individuals, you can reach new customers and generate more sales for your SaaS company. But it’s important to choose the right affiliate partners and to have a solid plan in place.
By following these steps, you can launch a successful affiliate marketing program for your SaaS business. Note though that it’s important to continually monitor and adjust your program as needed in order to keep it running smoothly. Be sure to visit our SaaS marketing blog for more resources on how to grow and market your SaaS product today.


Teaming up with the right business partners can change everything for the better.
Integration partners, in particular, play a crucial role in helping companies grow, expand their services, and reach new markets. But building a relationship that motivates partners to invest their time, energy, and resources is easier said than done. It requires planning and strategy.
In this article, we'll walk you through the steps to create an integration partner program that partners can't resist.
Set Clear Goals
Before seeking integration partners, take a moment to set objectives. What do you want to achieve with this partnership? Do you aim to grow your customer base, improve your product, or tap into new markets?
Having clear goals makes it easier to measure the success of your partnership.
It provides a benchmark against which you can evaluate the impact of the collaboration. Whether it's tracking an increase in customer acquisition, product improvements, or market expansion, these objectives serve as metrics for success.
PartnerStack does an excellent job of defining important OKRs for Partnerships and how they create alignment, transparency, and impact.
Download: Unlock Success: The C-Suite Support Guide for Partnership Leaders
Offer a Tempting Deal
Integration partners need to understand what's in it for them. Your pitch should highlight the benefits of collaborating with your company.
This might mean access to a broader customer base, increased earnings, or an enhanced product.
To make your pitch even more compelling, leverage tools like Crossbeam and Reveal to identify shared customers and assess overlaps in potential customers.
Using this data, you can build a strong value proposition that clearly outlines the benefits partners can anticipate.
If your analysis reveals minimal shared customers or target accounts, it could indicate that pursuing an integration partnership may not be worthwhile for either party, saving you time and money.
Create a Partner Program that Works
To create a successful program, focus on being partner-friendly. Provide clear support, offer training, and make integration easy.
Simplify your partnership terms and use the right tools, like analytics and payment systems, for efficient program management.
Before partners come on board, ensure you have all the necessary resources ready.
When looking for partners, start within your network and expand from there.
Remember, getting partners is just the beginning.
Keep them engaged with a dedicated point person, straightforward onboarding, prompt payments, and marketing support. Showcase your partners on your website to build trust and mutual promotion.
Related Content: The Vital Role of Tech Partnerships in SaaS Business
Keep Communication Lines Open
Communication is the key.
Regular and clear communication is crucial for keeping partners engaged. It makes them feel valued and integral to the partnership's success.
Keeping partners informed about product updates, marketing strategies, and joint campaign opportunities leads to more effective collaboration.
Adapting to market changes is crucial for partnerships. It shows you're not just partners but savvy navigators in the business landscape.
When partners see you adjusting to trends, it boosts their confidence and makes them more invested in our shared success. It's not just about surviving; it's about thriving together.
Encouraging feedback and input creates a constructive loop, strengthening the relationship and driving commitment.
In simple terms, open and honest communication is the foundation of a successful integration partner experience that attracts investment and leads both parties to success.
Incentives are important to create an integration partner experience that draws investment.
Partners are motivated by rewards, like commissions and bonuses. But remember non-monetary incentives like recognition, exclusive resources, and marketing opportunities. These can be just as persuasive in getting partners to commit.
Finding the right balance between these incentives is vital. Different partners will respond best to different types of incentives.
Collaboration among integration partners is critical for crafting a thriving partner experience.
It's not just about routine interactions; it's about partners actively sharing ideas, feedback, and best practices.
This type of collaboration sparks innovation, ongoing improvement, and the sharing of effective integration strategies. It also creates a sense of community where partners feel valued and engaged.
For example, a tech startup could organize webinars and forums where partners openly discuss experiences and ideas.
Partners who feel involved and valued are more invested and enthusiastic—leading to a stronger relationship for everyone.
Measure and Improve
Tracking partner performance is vital for overall success.
With analytics tools like Crossbeam, you can monitor how partnerships are doing and make regular assessments to measure various aspects of partnership effectiveness.
By regularly reviewing and interpreting data, businesses can gain insights into the success of their partnerships, identify areas for improvement, and make informed decisions to optimize and strengthen partnership collaboration.
Related Content: How the Top 10 Private SaaS Companies Handle Integrations, Technology Partnerships, and App Marketplaces
Wrapping Up Successful Partnerships
Partnering with the right allies can make all the difference. Integration partners are the unsung heroes in business growth. To build a partnership that gets partners invested, you need a practical approach.
We've walked you through a strategy to create an integration partner program that partners can't resist.
It starts with clear goals, an appealing deal, and a partner-friendly program. But that's just the beginning.
Keep the lines of communication open, offer incentives, promote collaboration, and constantly measure and improve.
These steps will help you forge partnerships that attract interest and drive mutual growth and profitability.


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By Saleem Sheikh
An effortless to take advantage of consultant to the firms Act 2006 and packed jam-packed with important positive factors, this publication offers unique remark at the new businesses Act.
Offering a bankruptcy through bankruptcy research of the criminal and useful implications of the Act, the writer lines the historical past to the act, contemplating a number of the session files and White Papers issued by way of the govt, the proposals for corporation legislations reform and their end result within the corporation legislation Reform Act.
- helpful checklists for the busy practitioner
- section by means of part commentary
- useful appendices of fabrics and extracts on an accompanying significant other Website.
This is a useful and convenient source for undergraduate scholars and practitioners learning or operating in enterprise and corporate legislation.
Read Online or Download A Guide to The Companies Act 2006 PDF
Best business law books
This publication surveys the best sleek theories of estate ‚Äì Lockean, libertarian, utilitarian/law-and-economics, personhood, Kantian and human flourishing ‚Äì after which applies these theories to concrete contexts during which estate concerns were specially arguable. those comprise redistribution, definitely the right to exclude, regulatory takings, eminent area and highbrow estate.
Diplomarbeit aus dem Jahr 2005 im Fachbereich BWL - Recht, observe: 1,6, Fachhochschule Erfurt, 21 Quellen im Literaturverzeichnis, Sprache: Deutsch, summary: Die neue Insolvenzordnung, welche am 1. 1. 1999 in Kraft trat, löste die Konkursordnung, die Vergleichsordnung und die Gesamtvollstreckungsordnung ab und sorgt so für ein bundeseinheitliches Insolvenzrecht.
Targeting paid paintings that blurs conventional felony limitations and the problem this poses to conventional different types of labour legislation, this selection of unique case reviews illustrates the big variety of other types of rules designed to supply respectable paintings. the unique case reports disguise a range of staff from throughout built and constructing nations, the formal and casual economies and private and non-private paintings areas.
The 1st version demonstrated itself as one of many top books to situate the problem of highbrow estate in the self-discipline of foreign Political economic system (IPE). due to the fact its ebook, highbrow estate has endured to stand up the worldwide time table, reflecting increasing curiosity within the quarter between policy-makers and advocacy teams, associated with the more and more fraught politics of the worldwide governance of IPRs.
- Wege zur Mitarbeitermotivation: Extrinsische versus intrinsische Motivationsinstrumente (German Edition)
- The Legality of Bailouts and Buy Nationals: International Trade Law in a Crisis (Hart Studies in Competition Law)
- The Logic of Financial Nationalism: The Challenges of Cooperation and the Role of International Law
- Abraham's The Forms and Functions of Tort Law, 4th (Concepts and Insights Series)
Extra resources for A Guide to The Companies Act 2006
A Guide to The Companies Act 2006 by Saleem Sheikh


Submitted by Shirley
When you make things like leaves for applique (things with curves or points) and you are not adept at needle turn applique, the suggestion is to put two layers of fabric right sides together, draw your design (leaf) onto the fabric, stitch around your drawn line then cut the leaf out with pinking shears. The pinking shears make indentations into the seam allowance which saves clipping curves after. Cut a small slit in the back of the fabric and turn. I usually fold a large piece of fabric and draw multiple leaves on. They are easier to sew in large form than as individual leaves. Also you can use a lighter weight fabric on the back. I’ve even used old dryer sheets.


ESRI'S SOLUTION FOR EMERGENCY MANAGEMENT OPERATIONS
Manage the Flow of Public Information
In times of crisis, the swift dissemination of accurate information to individuals at risk is crucial to minimize injury and loss of life. Citizens need effective and timely communication of current personal risks:
- where avoidable hazards are located,
- when it is time to evacuate, and
- where to go when evacuation occurs.
The most common past methods of sending out updates and evacuation information has been via standard media outlets and door-to-door interaction; however, this has not been an effective way to ensure individuals are receiving the critical information they need to gain awareness of their personal risk levels and decide how they will proceed.
Information without context is difficult to navigate
It is difficult for citizens to filter through data-packed and text-heavy updates; they need context to figure out which pieces of information are relevant for them based on their location. Esri’s detailed digital maps can help you present your critical updates in the context of location, by showing citizens in an easy-to-grasp format where they can find existing hazards, risk areas, safety zones, and evacuation routes.
After flooding in winter 2019, Sonoma County provided citizens with detailed, contextual information on road closures and openings, existing landslides, and clean-up operations that may cause delays in travel.
Website instability can cause delayed and false information to be publicized
Another typical way for command staff to quickly circulate important updates is to post the information on the organization’s website; however, during an incident, the server may experience such an overwhelming number of individuals accessing the data at the same time, that it is unable to cope with the load. The server becomes slow or entirely unresponsive, and eventually, the website crashes. This leaves at-risk citizens and information-starved media with no source for crucial updates and communication with your staff. Your authoritative voice is lost when it is most needed. In the age of social media, you need to plan on your website going viral during an emergency. Esri’s solution for public information ensures that your maps can scale to the demand that may suddenly occur in a crisis event, keeping your updates accessible to the public at all times.
Public information accessible from anywhere
Esri’s technology applies your approved public information message across all platforms instantly and automatically, cutting down on labor and time needed to get up-to-the-minute updates to the public and media when they need it most. Esri takes the information that you need to share and makes it available to everyone, anytime, no matter where they are. Individuals have the same access to your updates whether they are in their house using a computer or away from home with a phone or tablet. This versatility becomes essential when evacuations become a reality, as citizens are forced to seek up-to-date details in the middle of a disaster.


New research says that language barriers are holding back science around the world. English is widely accepted to be the language of science, but one-third of research is not published in English. This means a lot of important research is not seen or read by scientists and researchers. The research is from the University of Cambridge. Researchers said important science is being missed at the international level. They said science journals should publish basic summaries of a study's key findings in multiple languages. They also said universities around the world should translate their research into different languages, especially Chinese, French, Portuguese and Spanish.
Many international companies are now asking all their staff to communicate only in English. They hope this will reduce language barriers. The German carmaker Volkswagen has just announced that English and not German is its official language. VW executives said the switch to English was to attract employees. The Japanese carmaker Honda has also announced that all its staff must use English by 2020. Researcher Tatsuya Amano said: "I believe the scientific community needs to start seriously tackling this issue." He used the example that important research about avian flu in China initially went unnoticed by the World Health Organization because it was published in journals in Chinese.


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In 1987, a janitor named Andrew Kromelow was working in a fabrication shop that produced furniture for Knoll. Inspired by the angular design of the furniture, Andrew started arranging displaced shop tools at right angles.
Eventually, he began to describe this routine as “knolling”. What Andrew was unaware of was that he had started a global art craze that would be popularised by his fellow employee, American sculptor Tom Sachs, who held as his mantra: “Always be knolling.”
These days, knolling is becoming increasingly popular across various art forms. Many people may be unfamiliar with the term, but would recognise the execution: arranging similar objects at 90-degree angles as a way of organisation.
The purpose of this art form is to grab the attention of the viewer, while at the same time presenting a vast array of subject matter. But knolling is about more than just tidying up a space with precision organisation.
Although neatness plays a huge part in knolling, the space should also be an improvement of functionality – this is why similar objects are grouped together. The overall design of knolling is very 3 dimensional, so it has to be crafted with this in mind.
Knolling photography can be inspiring in its artistic ability, creating portraits and patterns with the use of simple everyday objects. It’s an art form based on precision and the master “knollers” have a superb eye for detail, turning the ordinary into the extraordinary.


Bard Center for Environmental Policy Presents
6:00 pm – 9:00 pm
Are today’s children nature deprived? | What are the consequences of “NDD”? | How do we reengage the screen generation?
This workshop will kick off with short presentations from Bard faculty members and community experts. We will then break into small round table conversations to discuss key topics relating to nature deficit disorder and how to address it among young people.
Free and Open to the Public
Light snacks and great conversation provided.
Download: BardCEP_NDD_Event (1).pdf
For more information, call 845-758-6822,
or visit https://www.eventbrite.com/e/nature-deficit-disorder-a-cep-crash-course-tickets-52829213600?aff=website.
Time: 6:00 pm – 9:00 pm
Location: Kline, Faculty Dining Room


Apr 12 2013
Acts 1 and Genesis 1 have interesting similarities. Both deal with temple creation. In Genesis God creates heaven and earth to be a temple, and in Acts he creates the church to be a temple. In Genesis the building process is all about ordering and empowering. God separates dark from light, the water above from the water below, and the water below from land, and he names each so they can function. He fills the sky with lights, the water with fish, and the land with animals, and finally he creates and empowers people to rule the earth and help him name things. On the seventh day God rests. In ancient times gods rested in temples. The temple was built by worshippers and then the god was invited to rest in it. This did not mean they went to sleep, it meant their presence brought order to the temple and its surrounding community. When a god rested there was no more chaos. Genesis is telling us in the language of the day that Israel’s God built the universe as his temple and then brought his order and rule to it.
In Acts 1 God sets up the church as a temple. Again it is about ordering and empowering. ♦ The cross is the foundation for God’s temple. Proof that Jesus had risen and conquered sin and death brought order to a disillusioned and scattering group of disciples; Peter was reinstated, Thomas encouraged, the Emmaus pair envisioned, and the brothers of Jesus enlightened. Finally they were all commissioned to represent Jesus and take God’s rule to all the earth. Then on the fiftieth day (Pentecost) the Spirit of God rested in his new temple; the church. This rest brings order, rule and power to the church and their surrounding community.
The Ascension is the primary event that takes place in Acts 1. Before ascending Jesus did the necessary for his church on earth and after it he did the necessary for his church in heaven. Let’s look at four essential things Jesus did to get this new temple living and active.
He demonstrated that he was alive
Acts 1:3 says Jesus gave many convincing proofs that he was alive. The God-man couldn’t bring his rule and order if he were dead. These appearances were essential to those who would represent him and extend his rule to all nations. Having seen the risen Jesus appear again and again they were convinced that the he was always with them, ordering and empowering their exploits for him.
He cemented his leadership
Peter denied Jesus at his arrest but before ascending Jesus reinstated him as the primary leader telling him to ‘feed my sheep’ (John 21:17). After the Ascension Peter assumed this leadership; he immediately stood up and called for a completion of the apostolic twelve by finding a replacement for Judas (15). Just as Israel was represented by 12 tribes so the church is represented by 12 apostles. Judas’ replacement had to be someone who was an eye-witness of all Jesus said and did from the time he was baptised by John till he ascended to heaven. Only 2 out of 120 qualified: Joseph and Matthias. The decision between the two equals was made by casting lots. This leadership formed a solid foundation. The world may not be into institutional religion, but it seems that God is.
He commissioned his representatives
Jesus told his followers to go to the ends of the earth (8). They were to take his rule world-wide just as God’s representatives in Genesis were told to rule all the earth. Straight after Jesus gave this command he ascended into heaven. And while the disciples were still looking ‘intently’ into the sky two angels appeared beside them and ask ‘Why are you looking into the sky?’(10) Were these angels dumb, or were they trying to make a veiled point? Definitely the latter; the angels obviously thought the disciples where involved in a fruitless exercise. I imagine the disciples had been staring at the spot where Jesus had disappeared for some time and they may even have been waiting to see if he was going to come down again. These angels were telling them to forget about when Jesus would return and get on with being obedient. Hello! There is a message in this. Much of the church today is focused on Jesus’ return. Believers pour their time and energy into ‘the signs of the times’ and the date of ‘the rapture’; but Jesus told his disciples, “It is not for you to know the times or dates the Father has set by his own authority” (7). The church is empowered to reach the world but it’s looking into the sky. We are empowered spectators! We watch the performance on the platform at church, we watch the performance on Christian TV, but we are empowered to hit the streets and do the stuff Jesus did. The book of Acts is called Acts because it lists the acts of the early church. They laid a good foundation. May the structure we build on top be of the same quality!
He sent the empowering Spirit
Jesus said the disciples would receive power when the Spirit came (8). This happened at Pentecost – the ‘50th day’ after Passover. Jesus was sacrificed at Passover and then he continued to appear for 40 days before ascending to heaven. The church then waited 10 days for the Spirit to be poured out. When the Spirit came all of them began to speak in languages of the known world. Was God trying to make another veiled point? Absolutely! He was giving them vivid confirmation that they now had the power to go to all nations. And they did. We are the proof!
Just as God rested on the seventh day in Genesis so his Spirit rested on the fiftieth day in Acts; his order and rule was coming on earth as it is in heaven; new creation had begun.
Other Illustrations used: Presidential Succession Photo | Dead Leaders & Accountability – Israel thinking Moses was dead.
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Last week I was thinking about how to capture and analyse business rules and data requirements for a current project. I’ve worked on a number of projects where the focus can often be on either rules or data, however focusing on one while leaving the other out can cause issues further on in the project life cycle. I’ve learnt this on previous Business Intelligence/Data Warehousing projects where over analysis of the data can lead analysts to start to ask more questions of the data then the end-users or owners ever wanted to ask, while key rules are not enforced.
While doing some reading around the subject I came across Mary Gorman’s IIBA Spotlight Webinar on Business Rules and Data Requirements.
But firstly, what is a rule?
A declaration of policy or conditions that must be satisfied…. In order to define, stream or enable our system or process behaviour. (Gottesdiener 2005)
Mary discusses 4 types of rules that can aid a BA in categorising rules and their corresponding data dependencies. These 4 rules are:
- Term Rules
- Fact Rules
- Constraint Rules
- Derived or Calculated Rules
I am listing them below more for my own reference benefit, but hopefully others will find them useful.
Defining nouns such as “Customer” or “Gift Card” is important. This task is not just for your glossary but for giving context to your system or process. We’re able to identify actors (Customer) from terms based rules and this helps us define the scope or boundary of the work to be undertaken.
Fact rules are a two way relationship between terms rules. For example:
- A purchase is paid for by a gift card
- A gift card pays for purchases
These can be extended to use cardinalities
- A purchase may be paid for by one or more gift cards
- A gift card may be paid for by one or more purchases
As we identify fact rules we can determine data attributes. For example:
- A customer has an address. An address is made up of address lines, city and location.
Defining these data types allows us to define the scope of the rule. For example we don’t want a second address line.
Constrain rules can be used to constrain the action of a rule. In this example an expiration date is added to the gift card.
- gift card expiration date must be equal to or greater than purchase date.
Derived or Calculated Rule
A calculated rule allows us to derive new attributes from existing ones. For example:
- A gift card date is calculated from the date of activation plus 365 days.
Gottesdiener, Ellen, The Software Requirements Memory Jogger: A Pocket Guide to Help Software and Business Teams Develop and Manage Requirements. Goal/QPC, 2005


When American marathoner Allie Kieffer crossed the finish line at the 2018 New York City Marathon on Nov. 4, securing her second consecutive top-10 finish in the famed road race, she showed that her distinctive training methods — emphasizing strength training in a sport dominated by rail-thin athletes — could pay off against the world’s best distance runners. A timely new study conducted at Ithaca College aims to demonstrate why hitting the weights like Kieffer does can make a difference for endurance athletes.
The study is led by Dave Diggin, an assistant professor in the Department of Exercise and Sport Sciences at the college’s School of Health Sciences and Human Performance. According to Diggin, existing research shows that strength training improves athletes’ running economy, meaning they use energy more efficiently, but little research shows why that occurs. Figuring that out could allow trainers to develop strength-training plans better tailored to the needs of distance runners. It could also help convince more endurance athletes of the benefits of strength training, which some runners still think might slow them down by causing weight gain.
“There are going to be benefits to doing strength work,” said Diggin. “We’re trying to provide the reason why, so that athletes become a little bit clearer on what’s happening behind the scenes and how to go about it.”
A group of 15 runners began participating in the first round of the study in September. After some baseline testing, half of the runners continued their normal training, while the other half began a strength-training regimen in the college’s Robert R. Colbert Sr. Wellness Clinic. The training emphasizes lower limb stability, hip strength and lower body strength, incorporating exercises like split squats and Romanian dead lifts. Participants are guided through the training by exercise science students Maddie McElfresh ’19 and Mark Rotondi, M.S. ’22, a certified strength and conditioning specialist.
After 10 weeks, Diggin and his students administer more testing to see what’s changed. One of the tests measures the spring-like capabilities of runners’ legs to see whether they’re becoming more elastic. Another, known as a GXT test, puts runners on a treadmill to measure how efficiently their bodies use oxygen. Blood samples are also taken to test runners’ lactate thresholds.
In addition to providing data for the study, the testing also gives the athletes themselves valuable information to benefit their running. “A big part of what the athletes want when they come in is their training zones, which are unique and specific to them, so that it takes the guesswork out of their training,” he said.
Many of the athletes completing the strength-training plan have already reported improvements in their running, such as faster times in speed workouts.
“It’s important to show distance athletes that they really should strength train and get rid of the stigma that strength training might hinder their performance,” said McElfresh.
Diggin hopes to work with a second group of runners in the spring before analyzing the data and reporting the results of the study.


When armed conflicts reach a ceasefire, international attention often fades
away. The process of reconstruction and democratisation does not merit the same
interest or coverage. In this piece I want to look at some of the peace
activities which take place — on both micro and macro levels — during and
after violent conflicts, to share some observations, to postulate some theses
and to raise some questions.
Wars have changed
The possibilities for democratisation and
reconstruction in a post-war country depend a lot on the way wars are fought.
The waging of war has changed a lot since the First World War. civilian
causalities have risen from 5 to 90 percent — innocent people with little or
no responsibility for starting the conflict. Most wars today are within
countries rather than between states — the UN system is not made for internal
conflicts and has had problems adapting to these new situations. In most civil
wars the age of the soldiers has gone down and thousands of children — girls
as well as boys — are recruited as soldiers. The distinction between soldiers
and civilians as regulated by international law is not always easy to observe
in internal conflicts. The use of mercenaries has developed enormously since
the end of the Cold War — these troops support either state armies or
different militias, warlords and rebels. We have also seen more and more of
what have been correctly called "sobels" (soldier-rebels) who work as soldiers
in daytime and raiders and rebels by night — looting the local population to
Every post-war country has to deal with its war veterans. In most modem wars
they are younger and have taken part in more brutality than in the
Almost every single citizen is a victim of these wars, and all of them have an
influence on the building of a new and democratic society after the weapons
have been silenced.
Initiatives from above
As mentioned, the UN system is not set
up to deal with civil wars — during the Cold War its negotiating fiction was
often blocked by the Security Council, and since the fall of the Berlin Wall in
1989 it has been neither efficient nor effective inmost internal conflicts.
The EU, OAU, ASEAN and Nato are other international bodies which have taken
initiatives in recent conflicts. Their combination of carrot and stick has
forced some parties to sign peace agreements, but often one or more of the
signatories never took the bulk of the agreement seriously — the ink didn't
have time to dry before the fighting resumed.
At the same time it is obvious that these international bodies have in some
cases been able to create ceasefires -sometimes lasting — and have stopped the
killing of both soldiers and civilians. During the blockade of Sarajevo few
groups other than the US, EU, UN and Nato had the power to force the Serbs to
stop shelling the city.
Initiatives from below
In the last ten years we have seen an
increasing number of peace initiatives from below in war zones. In the Balkan
conflict there were more nonviolent interventions from all sorts of NGOs than
in any other war. At the same time we saw an enormous amount of activity from
domestic groups. The interactions between international and domestic groups
have often changed all involved the degree to which they have supported each
other, and how they have changed each other's agendas have still to be
researched and evaluated. These NGOs work on the micro-level and on a wide
range of act' Minorities. Women's groups, peace organisations, trade unions,
political parties, human rights watchers, religious groups and humanitarian
networks have all had their own agendas and links in the region. Some have
focused on reconciliation at a village level and others on humanitarian aid. In
the early stages we saw a multitude of nonviolent actions like protest marches,
public meetings and leafleting — not all of them well prepared or supported by
anti-war groups in the region. A number of naive actions with no strategic
context created conflicts between international and local organisations.
When the weapons are silenced
In those cases where an
agreement has been forced on the fighting parties, inter-national bodies which
have taken part in the negotiating process have an obvious role in the next
steps to be taken. These steps include injecting finance, preparing for
elections, setting up democratic institutions, and setting up international
military forces to monitor the agreement or to rebuild the infrastructure. Most
of these activities are done on the macro-level and from above.
However, I think that the most important tasks in any reconstruction and
democratisation process have to be done from below. I realise that ceasefires
come from above, but without the active engagement of ordinary people no
agreement in the world can create a just and lasting peace. I believe that the
outcome of that work will depend a lot on what was done during the war. The
number of contacts, the small-scale activities, the building of networks --
international as well as local — are crucial for the emergence of the new,
post-war society. The main fruit — good and bad — of all the work done during
the war will be seen in these reconstruction years.
Reconstruction from above
When international organisations
try to implement peace and democracy in a war-torn country they always lack a
deep under-standing of the country's culture, history and traditions. We saw
such problems when the UNJUS invaded Somalia and we have seen similar
situations in Rwanda and the Balkans. A combination of large resources and a
lack of genuine understanding can create not only confusion and
misunderstandings, but also disastrous results.
The conditions under which financial support is given differ from case to case.
The IMF and World Bank normally give loans in order to reduce local demand and
to devalue local currencies and rates under the terms of a "structural
adjustment policy" they aim to stimulate exports in order to ensure the
repayment of the loan. The long-term effect is to transfer economic power from
local governments to Washington. Little attention has been given to the
distributional effects of the economy of post-war countries, but normally the
already rich get richer and the poor are made even worse off than before.
These strong international institutions need to be balanced with strong
domestic ones. Democracy cannot be based on only a few powerful centres. A
pluralistic society is a necessary prerequisite for a solid democracy.
One enormous task in any reconstruction process is dealing with those who have
committed war crimes. Different countries have dealt with this in different
ways. The Truth Commission in South Africa offered those who carried out the
crimes the possibility of an amnesty if they publicly helped the commission and
confessed their part in the crimes. The commission has been criticised for
dealing only with those at the bottom of the pyramid and not with those with
political responsibilities. Perhaps each area needs to develop its own system
based on traditions and political circumstances.
When a country has been liberated or saved" by military means, the military
structure has tended to infect' the civil administration and new
infrastructures. This is not necessarily the best influence for a democratic
society. How can it be done differently? Can NGOs be helpful at this level? Or
is their knowledge not very helpful to governments in periods of transition?
Reconstruction from below
In cases where money was given to
NGOs the effect has often been to create a dependence on foreign funding. We
have seen many projects trying to satisfy donors' requirements rather than
local needs. Few grant-giving foundations have emphasised the necessity for
self-sufficiency in the long run.
Many NGOs seem to get trapped in their own dependence on the projects they are
running. They are unable to see when it is time to leave or to let local social
institutions take over. Many of the organisations set up during the war years
fear becoming "casualties of peace" — they will always find arguments to
prolong their stay in the area. It is necessary to find ways of "liberating"
projects from external support.
Money provides power. In 1996,3000 development NGOs from OECD countries
controlled and dispersed up to US$5.7 billion. This money influences the
reconstruction process. How is that power used and how are the decisions taken?
We have seen too many examples of new forms of imperialistic politics in these
The peaceful pockets — or perhaps just less violent — created during the
war will be the bases for building a new civil society. All those hundreds, or
thousands, of microlevel activities of reconciliation and peace-building must
be multiplied and become the foundations, bricks and mortar of the new
How to carry on?
I have discussed reconstruction and
democratisation from two main perspectives: from above and from below. From
both perspectives we can see difficulties and possibilities. From below it
seems difficult to establish a ceasefire and from above it seems difficult to
implement a lasting and just peace for the civil society. Can good advice for
the future be extracted from the experiences we have seen over the last two
decades? Is every case so unique that there are no common conclusions to draw?
Or can we find patterns that can help us develop better tools and skills to use
in coming conflicts? How can we act during a war in order to prepare for the
best possibilities when peace arrives? Are there conflicting interests
between the new governments and the grassroots organisations? How can they push in the
same direction and not contradict each other? Can we expect them to do so? Or
even: do we want them to do so?
Jørgen Johansen is a big, cuddly Scandinavian
pacifist with a dry sense of humour. He will be facilitating the theme group on
Reconstruction and Democratisation at the WRI Triennial.