AI News, Space: Investing in the Final Frontier

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Generally, financial planners have great people skills, so building a relationship with your prospects is the easy part—at least if you can get in front of them in person.

Specifically with FPA, take advantage of their brand recognition by using your “FPA member” logo, along with your designations and certifications, on your website and other materials.

Hosting a great financial seminar may be an added value to clients, but it won’t do anything for impressing upon prospects that you’re a financial expert.

It can be difficult to get your name in print for respected news outlets, but your FPA membership offers you the chance to be listed as a source with their FPA MediaSource program after you complete the media training.

If I were a planner, I would know from reading this that when I meet with my client (or produce my own content) that if my client were to convert their IRA to a Roth, they would save on their future investment returns from the Roth IRA “tax-free” asset class as well as enjoy the freedom from RMDs, but they would have to foot an upfront tax bill and it may disqualify them for the lower income QBI deduction for the year in which they convert.

As you learn about the changes in the financial industry with legislation, taxes, etc., use that information in your content to position yourself as an industry expert.

For instance, using the example from above, frame your newfound knowledge by telling your audience how you can help them: “You can convert your IRA to a Roth IRA to avoid paying income on your growth, but with the new tax bill, this may force you into a tax bracket you may otherwise not have been in.

We can help you figure out how much you would really be saving by converting to a Roth IRA.” We know it can be awkward to “toot your own horn,” but there are a few ways to promote your recognition in a tasteful way.

63, Kalli Lipke not only understands the way your clients think, but how the financial industry operates. She helps financial planners bring their business to the next level through marketing and branding.

Developing more effective dialogue with companies enables asset managers to participate in discussions with businesses about their practices, and ultimately translate that into true influence.

To build these capabilities, asset managers must retrain existing portfolio managers and analysts on technical topics such as methodologies for factoring ESG into investment decisions and how to use ESG as a lens for value creation.

Hiring managers will need to increase their efforts to attract new experts, including those capable of developing innovative ESG scoring methodologies, investment strategies, and products, and then training distribution partners on how to market those offerings.

At the same time, leaders within the organization must build an effective change management effort to shift attitudes and norms toward a view of ESG as a central driver of value creation.

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How can I turn this down?’” In the 34 years that followed, he rose to become chief technologist of the Goddard Space Flight Center in Maryland and experienced the giddy thrill of seeing his behind-the-scenes work play a role in successful space missions.

Fifty years after Apollo 11’s lunar landing, the space industry is now in the middle of a stunning renaissance, one so fluid and fertile that analysts predict the industry’s economy could be worth a trillion dollars within the next 20 years.

(Investors have sunk more than $18 billion into commercial space ventures since 2009.) But unlike in the 1980s, NASA is sharing the skies with a wide array of partners and competitors, from visionary billionaires like Elon Musk C97 W97 and Jeff Bezos to a growing number of foreign governments and scrappy startups.

“I realize that this is in some measure an act of faith and vision,” Kennedy told the crowd, “for we do not now know what benefits await us.” In the ensuing decades, it was difficult to envision NASA’s dominion over space travel ever being challenged, as the agency notched one era-defining technological achievement after another, from the rise of the space shuttle program to the launches of the Hubble Space Telescope and Mars Pathfinder.

The California-based company set out to do, well, everything: build rockets, make it cheaper to launch cargo into orbit, and ultimately achieve what Musk would later describe to students at Penn’s College of Arts and Sciences as “the super holy grail situation … that we would play an important role in making life multiplanetary.” He was talking about Mars, of course.

They may not be as powerful, but you get a great value.” Chang, from her perch as a principal with BMNT Partners—it works with national security agencies and startups—has seen investor interest in the space industry grow during the past several years.

The investment giant noted that 2019 would be a pivotal year for key milestones in the public and private sectors and held a summit in New York City for leading companies and investors to discuss hot-button issues like the proposed U.S. Space Force and the evolving capabilities of China and other countries.

NASA selected Reisman as a mission specialist in 1998—the beginning of a 10-year journey that would culminate with him slipping the surly bonds of Earth aboard the space shuttle Endeavor and then spending 95 days living and working on the International Space Station.

And it’s not like his vision is modest.” Reisman now teaches human spaceflight at the University of Southern California but came away from his seven years with the company believing that Musk is as concerned with saving Earth—with environmentally friendly endeavors like Tesla—as he is with reaching Mars: “He does not view Earth as some disposable planet.” Reisman is also unapologetically awestruck by looming missions that seemed uncertain a decade ago.

Since founding SpaceX, Musk has excelled at reigniting public interest in space exploration, generating headlines with his vision of colonizing Mars—with as many as a million people in the next 40 to 100 years—and a vow to fly Japanese billionaire Yusaku Maezawa and a group of artists on a loop around the Moon in 2023.

now, however, he openly discusses his interest in forming a partnership with NASA to build a lunar lander that could carry five tons of cargo to the Moon, and he theorizes that heavy industry and manufacturing could eventually be done in space, leaving Earth as a mostly residential habitat.

“When you are fighting big defense contractors and they don’t think they can win in a fair contest, they will attempt to make the contest unfair by exerting huge amounts of influence on key politicians.” In December, a pair of pilots flew Virgin Galactic’s SpaceShipTwo rocket plane 51.4 miles, to the edge of space, indicating that the company is now close to being able to deliver on the space treks it has promised to an estimated 700 customers, each of whom has plunked down about $250,000 to become a space tourist.

After a historic unmanned demonstration trip in March, the company expects to fly NASA astronauts to the ISS on its Crew Dragon spacecraft later this year, marking the first time that U.S. astronauts have ventured to the station without the aid of Russia since the space shuttle program ended.

(NASA also plans to have astronauts make the same journey on Boeing’s Starliner spacecraft sometime this year.) In February, SpaceX launched an Israeli robotic probe to the Moon—the first privately funded moon launch, just a month after China successfully sent its own probe to the Moon—and planned to use its Falcon Heavy rocket to send a Saudi Arabian communications satellite into orbit.

Langman cited a number of possible uses for satellites that are roughly the size of toasters instead of school buses: Anything can be monitored, from military operations to crop growth, humanitarian crises, and the parking lots of shopping malls to gauge quarterly business.

Our bodies aren’t designed for it.” Peter Hughes, back at NASA’s Goddard Space Flight Center, offers a sobering note of support for Mars missions that reflects the mounting scientific evidence showing climate change may soon pose a real threat to life as we know it.

If NASA built a rocket that failed during a trial run, Hughes muses, “We’d spend months with congressional panels having to explain what happened.” NASA acknowledged as much in a plan it submitted to Congress last year outlining its vision to revitalize and sustain the agency.

The agency is also preparing for the 2021 launch of the $10 billion James Webb Space Telescope, which is 100 times more powerful than the Hubble and is slated to spend a decade studying the universe’s past in hopes of aiding humanity in discerning its future.

“And it will better analyze exoplanets and their atmospheres to see if they have the building blocks of life, to help us answer the question: Are we alone?” Hughes pauses for a moment, letting the weight of that premise—of the awe-inspiring discoveries NASA, SpaceX, and so many others will seek—sink in.

Adam Jonas

“The first time I heard his voicemail, I said, ‘I have to do this.’ And I wanted international experience.” Jonas took a position as a researcher at a competitor in Europe, then returned to Morgan Stanley in 1999, en route to becoming its Lead European Auto Analyst, eventually returning to New York to run the firm’s global auto research team.

Shared Mobility Research, covering the auto industry and leading the firm’s cross-sector efforts on the space industry from his office in Times Square, where the hubcaps that hang over his desk remind him of both where he came from and what’s still left to discover on the road ahead. Jonas shares his insights on The New Space Economy in this Morgan Stanley Minute.

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