Roberto Cioffi Highlights Why Financial Planning Must Adapt as Business Conditions Change

  • Corporate finance professional Roberto Cioffi explains why strong financial planning combines disciplined frameworks with the flexibility to respond when assumptions no longer match business conditions.

CALGARY, Alberta, Sep 11, 2026, ZEX PR WIRE — Every budget and financial forecast begins with a set of assumptions. Companies estimate revenue, expenses, demand, interest rates, operating conditions, and other factors based on the information available at the time. The challenge is that businesses rarely operate in an environment where those assumptions remain unchanged.

Roberto Cioffi, a Calgary-based corporate finance professional with nearly two decades of experience in financial planning, forecasting, budgeting, financial modeling, and business analysis, believes this is why flexibility should be considered an important part of financial discipline.

“A forecast is based on what you know at a particular point in time,” Cioffi said. “When the conditions or assumptions change, the value comes from understanding why they changed and what that means for the business.”

Cioffi currently works as a Director of Corporate Finance, where his responsibilities include corporate financial planning, annual budgeting, forecasting, financial modeling, capital allocation, expenditure reviews, business opportunity analysis, and supporting strategic planning. His experience has given him a close view of how financial plans interact with changing business conditions.

Financial Plans Depend on Assumptions

Budgets and forecasts can provide companies with a framework for allocating resources and measuring performance. However, Cioffi believes leadership teams should also understand the assumptions supporting those plans.

Interest rates may change. Operating costs may rise or fall. Consumer behavior can shift. Revenue may develop differently than expected. Broader economic conditions can also affect the environment in which a company operates.

When those factors change, comparing actual performance against the original plan can help leadership understand what has happened and why.

“The difference between a forecast and the actual result is often where an important conversation begins,” Cioffi said. “Instead of only asking whether the company was above or below the forecast, it can be more useful to understand what caused the difference.”

A variance may reflect a temporary event, an incorrect assumption, a change in operating conditions, or a larger trend. Identifying the reason can give leadership better context when deciding whether the original plan still makes sense.

Flexibility Does Not Mean Constantly Changing Direction

Cioffi cautions against interpreting flexible financial planning as a reason to continually rewrite plans whenever results differ from expectations.

Instead, he sees financial discipline and flexibility as complementary ideas. A clear budget or forecast gives an organization something against which it can measure performance. Flexibility allows leadership to recognize when new information is significant enough to warrant another look at the assumptions behind that plan.

“A strong financial framework creates consistency,” Cioffi said. “The goal is not to change direction every time something moves. The goal is to recognize when the facts have changed enough that the original assumptions need to be reconsidered.”

This approach can be particularly useful when leadership teams conduct regular reviews of financial performance. Rather than treating the annual budget as a document that remains untouched throughout the year, companies can use actual results and updated information to better understand how the business is developing.

Understanding the Story Behind the Numbers

Cioffi’s perspective has developed through years of working at different levels of corporate finance. He began his career as a Financial Analyst before advancing to Senior Financial Analyst and Finance Manager roles. As his responsibilities expanded, he became increasingly involved in annual planning, forecasting, operational analysis, business performance, and discussions with senior leadership.

Those experiences reinforced his belief that financial information is most useful when it is considered alongside the operational context behind it.

“Numbers tell a story about how a business is performing, but you still have to understand the decisions and circumstances behind those numbers,” Cioffi said. “That context is important when you are trying to determine what should happen next.”

For example, an unexpected increase in expenses may appear negative when viewed alone, but the reason for that increase matters. It could reflect an unplanned cost, or it could result from an intentional business decision. Similarly, revenue that falls below a forecast can have several possible causes, each of which may require a different response.

Cioffi believes finance teams can contribute to these discussions by connecting financial results with information from other areas of the organization.

Financial Planning as an Ongoing Business Process

Cioffi views effective financial planning as an ongoing process rather than a one-time annual exercise. That process includes establishing expectations, measuring actual performance, examining meaningful differences, and revisiting assumptions as new information becomes available.

He also believes communication is an important part of that work. Financial models can become complex, but leadership teams still need to understand the key assumptions and implications behind them.

“Financial information is most useful when the people involved in the decision understand what it actually means,” Cioffi said. “The technical work matters, but so does the ability to explain what the information is telling you.”

As business conditions continue to evolve, Cioffi believes the companies that approach planning with both structure and adaptability can be better prepared to understand change. The purpose is not to predict every development correctly. Instead, it is to create a framework that helps leaders recognize when expectations and reality have started to move apart.

About Roberto Cioffi

Roberto Cioffi is a Calgary, Alberta-based corporate finance professional with nearly two decades of experience in financial analysis, budgeting, forecasting, financial modeling, business performance, and strategic planning. He graduated from the University of Alberta in 2007 after studying finance and business and has progressed through Financial Analyst, Senior Financial Analyst, Finance Manager, and Director of Corporate Finance roles. His professional interests include corporate finance, economics, Canadian business, financial planning, business strategy, and the role finance teams can play in supporting informed organizational decision-making.

How Kevin Trudeau Tells If Your Marketing Message Will Actually Sell

Illinois, USA, Sep 11, 2026, ZEX PR WIRE — Every day, businesses invest thousands in advertising that doesn’t convert. The copy sounds impressive. The product looks polished. Yet sales remain flat. The problem isn’t the product or even the budget. It’s that most marketing messages fail a simple test: they don’t speak to what the customer actually wants.

Kevin Trudeau learned this lesson as a teenager writing direct mail pieces. Before he turned 18, he had generated over $1 million in sales by focusing on one question: what problem am I solving in order for the customer say yes? That early experience became the foundation for campaigns that would go on to sell over $450 million of the Mega Memory course between 1989 and 1993, and later drive a health book to outsell Harry Potter in the year it launched.

“People don’t buy features,” Trudeau says. “They buy the feeling they’ll have after the problem is gone.”

Trudeau built multiple businesses across media, publishing, and e-commerce with no college degree and limited formal training. His method for testing whether a message will work comes down to clarity, not creativity.

The Three-Second Gut Check

Before any marketing piece goes live, Trudeau recommends a simple filter. Read the headline out loud. Then ask: does this allow the customer to picture the solution I provide?

Vague claims like “innovative solutions” or “premium quality” don’t pass. The reader can’t see what they’re getting. Compare that to “remember names after hearing them once” or “sleep through the night without waking up.” Both paint a clear picture of the result.

Most marketers bury the result under layers of explanation. They describe the process, the ingredients, the technology. But the customer doesn’t care how it works until they believe it will work. The headline’s job is to make one specific point that the reader wants to be true.

If the point isn’t clear in three seconds, the message is already lost.

What People Really Buy

Trudeau’s experience selling everything from memory courses to nutritional products taught him that customers don’t buy information. They buy the life they think the information will give them.

A memory course isn’t about mnemonics. It’s about confidence in meetings, not forgetting a name at a party, and feeling sharper than you did last year. A health book isn’t about research. It’s about waking up with energy, avoiding the doctor’s office, and taking control when everything felt out of reach.

The product is the vehicle. The transformation is the sale.

This insight applies whether you’re selling software, consulting, or physical goods. Ask what the customer’s day looks like after they buy. Then put that day in the headline.

Testing the Message Before You Spend

Trudeau used direct mail in an era where every piece cost money to print and ship. That forced discipline. If a headline didn’t pull, you knew within days. The feedback loop was immediate.

Today, digital ads offer the same advantage, but most businesses waste it. They test images and colors instead of testing the core benefit. A weak benefit won’t convert no matter how many times you tweak the button color.

Start by writing five different headlines, each making a different point. Show them to people who match your customer profile, but don’t explain anything. Just ask which one they’d click. The one that gets the most genuine interest is your lead.

Then write the rest of the message to support that single promise. Every sentence should either prove the claim or remove a reason to doubt it. Anything else is drag.

The Role of Proof

A bold point without proof sounds like hype. But proof without a point is boring. The sequence matters.

Trudeau’s approach: lead with the result, then immediately answer the objection. If the headline says “remember names after hearing them once,” the next sentence needs to explain why that’s possible. Not with jargon. With a reason that makes sense to someone who knows nothing about memory techniques.

Testimonials work when they describe the same transformation the headline promised. Numbers work when they’re specific. “Over 450 million in sales” is more credible than “widely popular.” The tighter the proof, the less resistance the reader feels.

When the Message Is Right

You know a marketing message works when people repeat it back to you in their own words. They’ll say, “So this helps me remember names?” or “This is the one that helps you sleep better, right?” They’ve internalized the promise.

If they ask what your product does, the message isn’t clear yet. If they ask how it does it, you’re halfway there. If they ask where to buy, you’ve won.

Trudeau built a career on messages that people understood immediately. No confusion. No second-guessing. Just a clear picture of what life looks like on the other side of the sale.

To read more, visit the website here.

Applying This to Your Next Campaign

Before you launch your next ad, email, or landing page, run it through this filter. Can someone who has never heard of you read the headline and know exactly what they’ll get? Does the promise matter to them? Is the proof strong enough to make them believe it?

If the answer to any of those questions is no, rewrite before you spend a dollar. The best marketing doesn’t need a big budget. It needs a message so clear that the right person can’t ignore it.

Most businesses fail at marketing because they try to say everything. The ones that win say one thing well.

Randy Ripkey Reflects on 30 Years of Answering Services

  • Since entering the telephone answering service industry in 1995, Randy Ripkey has watched technology, customer expectations, and business operations change, while the fundamentals of good service remain familiar.

JACKSONVILLE, Fla., Sep 11, 2026, ZEX PR WIRE — When Randall John Ripkey entered the telephone answering service industry in 1995, the technology behind the business looked very different from what operators use today. Over the next three decades, he watched the industry adopt new systems, respond to changing customer expectations, and find new ways to measure and manage operations.

What has interested Ripkey most, however, is not simply how much has changed. It is how many of the industry’s basic challenges have remained the same.

“The tools are different, but operators are still trying to answer many of the same questions,” Ripkey said. “How do you provide reliable service? How do you manage your people well? Are your accounts priced appropriately for the work you’re doing? Those questions don’t disappear just because the technology improves.”

Ripkey owned Accurate Messages from 1995 until January 2026. He is now President of TAS Concepts, Inc., which develops billing and analysis software for the telephone answering service industry, including TASbiller and TASbillerCloud.

Technology Changed How Answering Services Operate

For Ripkey, one of the clearest changes over the past 30 years has been the growing role of software.

His connection to technology actually began before his answering service career. After working at Radio Shack through high school and college, Ripkey began writing custom computer programs. That early experience taught him to look at technology as a way to solve a specific operational problem rather than as an end in itself.

As answering service technology advanced, operators gained access to information and capabilities that would have been difficult to imagine when Ripkey entered the business.

The shift toward cloud-based systems is one example. Information that once depended on local systems and more manual processes can now be collected, organized, and reviewed much more efficiently.

Yet Ripkey believes more information only becomes valuable when an operator knows what questions to ask.

“Having data and understanding data are two different things,” he said. “A report can give you a lot of numbers. The important part is figuring out what those numbers are telling you about the way the business is actually operating.”

Customer Expectations Have Also Changed

Technology has not only changed the operator’s side of the business. It has also influenced what customers expect.

Businesses today operate in an environment where speed, responsiveness, and access to information are often assumed. Answering services must meet those expectations while continuing to provide the personal attention that has long been central to the industry.

Ripkey sees that balance as one of the industry’s ongoing challenges.

“The technology should support the service,” he said. “It shouldn’t make you lose sight of why the customer hired an answering service in the first place. At the end of the day, somebody needs their calls handled correctly and professionally.”

That basic expectation has remained remarkably consistent even as the systems behind the service have evolved.

The Numbers Behind an Account Still Matter

Another issue Ripkey has focused on throughout his career is profitability analysis.

He is frequently asked to speak about the subject at answering service conferences. His interest comes from his experience as an operator and the difficulty of understanding an account based only on how much it is billed each month.

Two accounts can generate similar revenue while placing very different demands on a service. Call volume, operator time, instructions, and other requirements can all affect what it takes to serve a customer.

“Revenue doesn’t tell you everything you need to know about an account,” Ripkey said. “You have to look at the work involved. An account can look good until you start examining how much time and effort it takes to service it.”

For Ripkey, this is one area where modern technology can help operators answer an old business question more clearly.

Better information does not make the decision for an owner. It can, however, make it easier to see where further attention may be needed.

Industry Involvement Offers Another Perspective

Ripkey’s view of the industry has also been shaped by his involvement with professional associations.

He served as President of the Southern Telemessaging Association from 2000 to 2001 and has served on various answering service association boards, including the board of ATSI. In 2023, he received the ATSI President’s Award.

Ripkey has also participated in the annual ATSI Hill Walk in Washington, D.C., representing the organization and its members.

Those experiences allowed him to hear from operators facing different circumstances and reinforced how much answering services can learn from one another.

“No two answering services are exactly alike, but you hear many of the same concerns when you talk with operators,” Ripkey said. “Sharing those experiences is one of the ways the industry gets better.”

What Has Not Changed After 30 Years

After more than three decades, Ripkey believes the industry’s future will continue to involve new technology. Those systems will change, just as they have since 1995.

But he does not expect technology to eliminate the fundamentals of operating an answering service.

Operators will still need to understand their customers. They will still need reliable teams. They will still need to know what their services cost to provide. And they will still need to make decisions based on what is happening inside their businesses rather than simply following the latest technology.

“The industry has changed tremendously since I started,” Ripkey said. “But good service, good information, and knowing your business are still important. I don’t see that changing.”

About Randall John Ripkey

Randall John Ripkey is the President of TAS Concepts, Inc. and a longtime member of the telephone answering service industry. He entered the industry in 1985 as the owner of Accurate Messages and remained with the company until January 2026. Today, his work with TAS Concepts includes TASbiller and TASbillerCloud, billing and analysis software developed for telephone answering services.

Ripkey is a past President of the Southern Telemessaging Association and has served on multiple industry association boards, including ATSI’s board. He received the ATSI President’s Award in 2023 and has participated in the organization’s annual Hill Walk in Washington, D.C. He is also a frequent conference speaker on profitability analysis for telephone answering services.

Oceanic Iron Ore CEO Chris Batalha Delivers Message to Shareholders

The flagship Hopes Advance Project has a NI 43-101 Measured & Indicated resource of about 1.36 billon tonnes at a head grade of 32.1% Fe.

Canada, 11th Sep 2026 – Global Stocks News – Sponsored content disseminated on behalf of Oceanic Iron Ore. On September 9, 2026, Oceanic Iron Ore (TSXV: FEO) issued a message to shareholders entitled “Introduction to Chris Batalha and Oceanic Iron Ore”.

Oceanic is focused on the development of its 100% owned Hopes Advance, Morgan Lake and Roberts Lake iron ore development projects located on the coast in the Labrador Trough in Québec, Canada.

The flagship Hopes Advance Project has a NI 43-101 Measured & Indicated resource of about 1.36 billion tonnes at a head grade of 32.1% Fe. The project is located at tidewater. The PEA highlights that Oceanic will not require a railroad to get its iron ore to market, significantly reducing capital and operating costs.  

Introduction to Chris Batalha and Oceanic Iron Ore
Chris Batalha
CEO of Oceanic Iron Ore

This is the first of ten messages that will be sent to Oceanic Iron Ore (TSX.V: FEO) shareholders, explaining our business objectives, strategies, and the value proposition for investors.

Our primary focus is the development of the Hopes Advance iron ore project, located on the northeast coast of Québec, Canada. We have an NI 43-101 Measured & Indicated mineral resource of 1.36 billion tonnes of high-grade iron ore. We are currently trading at approximately 10% of Net Asset Value (NAV). Because we are located at tidewater, we do not require a railway to get our product to market. 

A brief personal and professional background: I was born and raised in Vancouver, BC. I currently live with my wife and two children in the city of Richmond, 15 kilometres to the south. I am a Chartered Professional Accountant and hold a Bachelor of Commerce from the University of British Columbia.

In 2011, I was recruited onto the Oceanic team by Steven Dean, our current Chairman and Director. Steven has a track record of transforming junior companies into multibillion-dollar enterprises. Throughout my career, Steven has been a valued mentor, champion and collaborator. We worked together at Artemis Gold and Atlantic Gold, where we developed the Moose River Consolidated Mine in Nova Scotia. I learned how to build a mine on time, on budget, with a competitive All-In Sustaining Cost (AISC). Atlantic Gold was sold in 2019 for C$802 million.

When I started working at Oceanic fifteen years ago, I was a junior controller. Later, I became the CFO. In August 2024, I was appointed to the position of CEO. I’ve worked my way up the ladder, tackling a variety of operational challenges in rising positions of responsibility.

The corporate history of Oceanic involves an initial period of active development, strategic hibernation during lower commodity prices, and now the recent resumption amidst a stronger commodity market outlook.

Frank Giustra identified this asset 17 years ago. At that time, it was controlled by Pat Sheridan, a legendary prospector, stock promoter and mine developer. It took a few years to close the deal. After the 2010 acquisition, Steven Dean joined the team as CEO and Chairman. Along with Frank Giustra, Steven Dean acquired a significant personal stake in the project. After 2 years of significant advancement of the Project, the commodity cycle was losing steam. The price of iron ore dropped from $180 per tonne in 2011 to $45 per tonne in 2016.

This led Giustra and Dean to place Oceanic into care and maintenance. Exploration and development halted, but belief in the long-term value of the project did not. Management and the Board continued to fund essential programs and keep the mineral claims active.  As Iron Ore prices recovered, political and trade tensions between Canada and China came to a boil.

At the time, China was the predominant consumer of iron ore. Given that our largest shareholder was Chinese, we were forced to extend our period of hibernation. Management believed that the Canadian Government was unlikely to approve a project with a majority of Chinese shareholders.

On August 13, 2025, the Chinese investment fund sold its Oceanic stake to local investors, including insiders. Iron ore prices have stabilised above $100 per tonne. Our high-grade iron ore is in high demand for use in infrastructure, EVs, wind turbines, and green energy projects.

In the next message, I will introduce you to our Ungava Bay assets.

Click here to visit Oceanic Iron Ore’s website.

Contact: guy.bennett@globalstocksnews.com 

Disclaimer: Oceanic Iron Ore paid Global Stocks News (GSN) $1,750 for the dissemination of this content. 

Full Disclaimer: GSN researches and fact-checks diligently, but we cannot ensure our publications are free from error. Investing in publicly traded stocks is speculative and carries a high degree of risk. GSN publications may contain forward-looking statements such as “project,” “anticipate,” “expect,” which are based on reasonable expectations, but these statements are imperfect predictors of future events. When compensation has been paid to GSN, the amount and nature of the compensation will be disclosed clearly.

Media Contact

Organization: Global Stocks News

Contact Person: guy.bennett@globalstocksnews.com

Website: https://www.globalstocksnews.com

Email: Send Email

Country: Canada

Release id: 48967

The post Oceanic Iron Ore CEO Chris Batalha Delivers Message to Shareholders appeared first on King Newswire. This content is provided by a third-party source.. King Newswire makes no warranties or representations in connection with it. King Newswire is a press release distribution agency and does not endorse or verify the claims made in this release. If you have any complaints or copyright concerns related to this article, please contact the company listed in the ‘Media Contact’ section

file

Tag Markets Names Craig Lund Chief Executive Officer

Dubai, United Arab Emirates, September 10th, 2026, Chainwire

The appointment brings a veteran of regulated digital-asset and brokerage businesses to a firm turning its focus from growth alone to the foundations that sustain it.

Tag Markets today announced the appointment of Craig Lund as Chief Executive Officer. Lund will lead the company’s executive team and its next phase of development, working alongside the firm’s founders and existing stakeholders.

Lund brings more than fifteen years of experience across financial services, regulated digital assets, operations and governance, with senior leadership roles at Merrill Lynch, M2, MidChains, BitOasis, and Property Finder. He has helped take multiple regulated financial businesses from formation to licensing across several jurisdictions, has led teams numbering in the hundreds, and has worked within organisations responsible for several billion dollars in trading volume. His experience spans risk, regulatory engagement, cross-border settlement, product infrastructure and the building of executive teams.

At BitOasis, he was part of the leadership team that scaled the business many times over and contributed to securing one of the first in-principle approvals granted by Abu Dhabi Global Market to a digital asset exchange and custodian. At MidChains, he helped build an over-the-counter desk that reached multi-billion-dollar volume within its first year. At M2, he led the group operational structure that took a globally regulated exchange and custody platform from a standstill to launch within months, under multiple global regulated frameworks.

The appointment comes as Tag Markets turns its attention to the part of a brokerage that clients experience most directly. Spreads and platforms are compared in an afternoon; a client’s view of a firm is formed by how quickly a withdrawal is processed and how promptly a support question is answered. Lund’s brief places those measures at the centre of the firm’s priorities and treats them as standards to be defined, measured and continuously improved.

“A broker earns trust in the moments a client feels, not in the ones it advertises,” Lund said. “The next chapter for Tag Markets is defined less by how fast it grows than by how well it runs. My focus is on the operating discipline, the governance and the client experience that let a firm grow across markets without losing the confidence of the people it serves.”

Three priorities define the agenda. The first is operating discipline: clear operating standards and escalation thresholds across the business, so that decisions are taken at the right level and are visible after the fact. The second is the resilience of execution, from order routing and pricing through to the controls that govern how changes reach live trading environments. The third is client service treated as management information, with feedback recorded, measured and reviewed so that patterns are seen early and acted on.

As Tag Markets grows across markets, the demands on its internal systems, its governance and its regulatory engagement grow with it. Lund’s background at the intersection of regulated finance, operational scale and technology reflects the capabilities that matter most at that stage.

About Tag Markets

Tag Markets is an online trading services provider offering access to foreign exchange, commodities, indices and other markets through leading trading platforms. Tag Markets is the trading name of “T.M. Financials Ltd”, incorporated in Mauritius (Company No. C185265), and regulated by the Financial Services Commission of Mauritius as an Investment Dealer (License No. GB21026474). Further information is available at tagmarkets.com.

Contact

Craig Lund
Tag Markets
Communications@tagmarkets.com

Tag Markets Names Craig Lund Chief Executive Officer

Dubai, United Arab Emirates, September 10th, 2026, Chainwire

The appointment brings a veteran of regulated digital-asset and brokerage businesses to a firm turning its focus from growth alone to the foundations that sustain it.

Tag Markets today announced the appointment of Craig Lund as Chief Executive Officer. Lund will lead the company’s executive team and its next phase of development, working alongside the firm’s founders and existing stakeholders.

Lund brings more than fifteen years of experience across financial services, regulated digital assets, operations and governance, with senior leadership roles at Merrill Lynch, M2, MidChains, BitOasis, and Property Finder. He has helped take multiple regulated financial businesses from formation to licensing across several jurisdictions, has led teams numbering in the hundreds, and has worked within organisations responsible for several billion dollars in trading volume. His experience spans risk, regulatory engagement, cross-border settlement, product infrastructure and the building of executive teams.

At BitOasis, he was part of the leadership team that scaled the business many times over and contributed to securing one of the first in-principle approvals granted by Abu Dhabi Global Market to a digital asset exchange and custodian. At MidChains, he helped build an over-the-counter desk that reached multi-billion-dollar volume within its first year. At M2, he led the group operational structure that took a globally regulated exchange and custody platform from a standstill to launch within months, under multiple global regulated frameworks.

The appointment comes as Tag Markets turns its attention to the part of a brokerage that clients experience most directly. Spreads and platforms are compared in an afternoon; a client’s view of a firm is formed by how quickly a withdrawal is processed and how promptly a support question is answered. Lund’s brief places those measures at the centre of the firm’s priorities and treats them as standards to be defined, measured and continuously improved.

“A broker earns trust in the moments a client feels, not in the ones it advertises,” Lund said. “The next chapter for Tag Markets is defined less by how fast it grows than by how well it runs. My focus is on the operating discipline, the governance and the client experience that let a firm grow across markets without losing the confidence of the people it serves.”

Three priorities define the agenda. The first is operating discipline: clear operating standards and escalation thresholds across the business, so that decisions are taken at the right level and are visible after the fact. The second is the resilience of execution, from order routing and pricing through to the controls that govern how changes reach live trading environments. The third is client service treated as management information, with feedback recorded, measured and reviewed so that patterns are seen early and acted on.

As Tag Markets grows across markets, the demands on its internal systems, its governance and its regulatory engagement grow with it. Lund’s background at the intersection of regulated finance, operational scale and technology reflects the capabilities that matter most at that stage.

About Tag Markets

Tag Markets is an online trading services provider offering access to foreign exchange, commodities, indices and other markets through leading trading platforms. Tag Markets is the trading name of “T.M. Financials Ltd”, incorporated in Mauritius (Company No. C185265), and regulated by the Financial Services Commission of Mauritius as an Investment Dealer (License No. GB21026474). Further information is available at tagmarkets.com.

Contact

Craig Lund
Tag Markets
Communications@tagmarkets.com

Chicago’s De’Elegance Private Car Service Celebrates 28 Years in Business by Rebranding as ChauXure

Oldest Black-owned, veteran-owned, woman-owned business of its kind in Chicago builds on its reputation for delivering exceptional experiences

CHICAGO—Sept. 9, 2026—De’Elegance, Chicago’s oldest Black owned, veteran-owned, woman-owned private car service, is celebrating its 28th year in business by rebranding as ChauXure and expanding its fleet of luxury cars. Founded in 1998 by Marie Guyton, an Air Force veteran, ChauXure is renowned for delivering exceptional experiences. By branding itself as ChauXure (Show Sure), the company is emphasizing its reputation for precision, reliability, and consistency.

“After almost 30 years in business, we felt it was time to update our brand to reflect the values that we have long embodied as a business,” explained Guyton, who was honorably discharged from the Air Force in 1990. “We work in high-demand environments where timing and execution cannot vary. Our goal is always to set the standard for service, and ensure that every experience reflects professionalism, punctuality, and attention to detail.”

ChauXure handles executive, airport, and group travel. Clients run the gamut from individuals to corporate clients and large-scale events such as the Indy 500, PGA, and WBNA. While based in Chicago, ChauXure frequently operates on a national basis, such as in the case of the SuperBowl and the NFL Draft. 

As part of its rebrand and anniversary observance, ChauXure has invested in expanding its fleet of Lincoln Navigators and Mercedes Sprinter vans. The latter can carry up to 14 passengers in luxury style. 

 

To learn more or reserve travel, visit https://chauxure.com/, email info@chauxure.com, or call (708) 765-6255. Service is available 24 hours a day, 365 days a year.

Media Contact

Organization: ChauXure

Contact Person: T. Guyton

Website: https://chauxure.com/

Email: Send Email

Contact Number: +17087656255

City: Chicago

State: IL

Country: United States

Release id: 48943

The post Chicago’s De’Elegance Private Car Service Celebrates 28 Years in Business by Rebranding as ChauXure appeared first on King Newswire. This content is provided by a third-party source.. King Newswire makes no warranties or representations in connection with it. King Newswire is a press release distribution agency and does not endorse or verify the claims made in this release. If you have any complaints or copyright concerns related to this article, please contact the company listed in the ‘Media Contact’ section

file

AI Risks to Enter 60–80% of Liability and Cyber Insurance Underwriting by 2028, ScienceSoft Predicts

McKinney, USA, September 10th, 2026, FinanceWire

ScienceSoft has released proprietary research on how midsize US insurers will address artificial intelligence (AI) risks in coverage and underwriting through 2028. Drawing on insurance market data, perspectives from industry experts, and ScienceSoft’s experience working with insurance organizations, the research examines whether growing AI-related losses will lead to a new class of AI-specific insurance.

The research forecasts that by 2028, 60–80% of new policies and renewals in errors and omissions (E&O), directors and officers (D&O), employment practices liability (EPL), and cyber insurance will factor AI risks into underwriting. However, ScienceSoft expects most midsize US insurers to continue covering AI risks primarily through existing lines of business rather than standalone AI policies. The research team anticipates AI-specific insurance to grow rapidly but remain a small niche in the commercial insurance market.

ScienceSoft finds that demand for clearer AI coverage is rising alongside AI-related incidents. The research points to a 262% rise in publicly documented AI incidents from 2022 to 2025 and highlights businesses are showing strong interest in protection against emerging liabilities associated with AI. Insurers take several approaches to making AI treatment more explicit, including affirmative policy wording, AI exclusions, specialized endorsements, and dedicated AI insurance products.

At the same time, the research reveals that much of today’s AI exposure remains covered through traditional insurance products. ScienceSoft concludes that AI-specific insurance is unlikely to become mainstream by 2028, despite the projected strong market growth (from $40 million in 2024 to $4.8 billion by 2032, at a roughly 80% CAGR). Yet even at that pace, the segment is projected to account for only around 0.34% of commercial P&C premiums by 2032. The research team expects unclear liability attribution, accumulation risk, limited loss history, and regulatory uncertainty to continue slowing the development of dedicated AI coverage.

The research findings suggest that underwriting will adapt considerably faster than coverage. ScienceSoft finds that insurers are beginning to assess not only whether businesses use AI but also how AI systems are governed, what level of autonomy they have, and what controls organizations have in place. The research team expects these factors to increasingly influence premiums, coverage conditions, and risk control requirements through 2028.

Beyond its market forecast, the research examines what these changes mean for insurers, brokers, commercial insurance customers, AI software providers, regulators, and individuals. In particular, it explores how insurers may need to adapt underwriting and claims processes, why insureds may increasingly require broker services as AI-specific insurance develops, and why AI vendors may become one of the main customer groups for AI liability insurance.

Read the full report for more insights.

About ScienceSoft

ScienceSoft is a Texas-headquartered AI transformation and software engineering company with 37 years of experience in artificial intelligence and 14 years in insurance IT. The company holds the 2025 Global Award for Insurance Digital Transformation Excellence and the 2026 AI Leader Award for Best AI Solution for Insurance. With long-standing experience across AI and insurance technology, ScienceSoft’s experts bring a practical perspective on how emerging AI risks may affect insurers’ operations, technology, and the broader market.

Press Inquiries Welcome

ScienceSoft’s consultants and financial researchers are available to provide expert commentary on AI-related commercial risks and emerging, technology-enabled approaches to AI risk coverage and underwriting. For media inquiries, please follow the link.

Contact

Media and Analyst Relations Specialist
Alexa Tsviatkova
ScienceSoft
adtsviatkova@scnsoft.com

AI Risks to Enter 60–80% of Liability and Cyber Insurance Underwriting by 2028, ScienceSoft Predicts

McKinney, USA, September 10th, 2026, FinanceWire

ScienceSoft has released proprietary research on how midsize US insurers will address artificial intelligence (AI) risks in coverage and underwriting through 2028. Drawing on insurance market data, perspectives from industry experts, and ScienceSoft’s experience working with insurance organizations, the research examines whether growing AI-related losses will lead to a new class of AI-specific insurance.

The research forecasts that by 2028, 60–80% of new policies and renewals in errors and omissions (E&O), directors and officers (D&O), employment practices liability (EPL), and cyber insurance will factor AI risks into underwriting. However, ScienceSoft expects most midsize US insurers to continue covering AI risks primarily through existing lines of business rather than standalone AI policies. The research team anticipates AI-specific insurance to grow rapidly but remain a small niche in the commercial insurance market.

ScienceSoft finds that demand for clearer AI coverage is rising alongside AI-related incidents. The research points to a 262% rise in publicly documented AI incidents from 2022 to 2025 and highlights businesses are showing strong interest in protection against emerging liabilities associated with AI. Insurers take several approaches to making AI treatment more explicit, including affirmative policy wording, AI exclusions, specialized endorsements, and dedicated AI insurance products.

At the same time, the research reveals that much of today’s AI exposure remains covered through traditional insurance products. ScienceSoft concludes that AI-specific insurance is unlikely to become mainstream by 2028, despite the projected strong market growth (from $40 million in 2024 to $4.8 billion by 2032, at a roughly 80% CAGR). Yet even at that pace, the segment is projected to account for only around 0.34% of commercial P&C premiums by 2032. The research team expects unclear liability attribution, accumulation risk, limited loss history, and regulatory uncertainty to continue slowing the development of dedicated AI coverage.

The research findings suggest that underwriting will adapt considerably faster than coverage. ScienceSoft finds that insurers are beginning to assess not only whether businesses use AI but also how AI systems are governed, what level of autonomy they have, and what controls organizations have in place. The research team expects these factors to increasingly influence premiums, coverage conditions, and risk control requirements through 2028.

Beyond its market forecast, the research examines what these changes mean for insurers, brokers, commercial insurance customers, AI software providers, regulators, and individuals. In particular, it explores how insurers may need to adapt underwriting and claims processes, why insureds may increasingly require broker services as AI-specific insurance develops, and why AI vendors may become one of the main customer groups for AI liability insurance.

Read the full report for more insights.

About ScienceSoft

ScienceSoft is a Texas-headquartered AI transformation and software engineering company with 37 years of experience in artificial intelligence and 14 years in insurance IT. The company holds the 2025 Global Award for Insurance Digital Transformation Excellence and the 2026 AI Leader Award for Best AI Solution for Insurance. With long-standing experience across AI and insurance technology, ScienceSoft’s experts bring a practical perspective on how emerging AI risks may affect insurers’ operations, technology, and the broader market.

Press Inquiries Welcome

ScienceSoft’s consultants and financial researchers are available to provide expert commentary on AI-related commercial risks and emerging, technology-enabled approaches to AI risk coverage and underwriting. For media inquiries, please follow the link.

Contact

Media and Analyst Relations Specialist
Alexa Tsviatkova
ScienceSoft
adtsviatkova@scnsoft.com

Tribal Launches Campfire, Letting Business and Technical Teams Build on Salesforce Together

NEW YORK, NEW YORK, September 10th, 2026, FinanceWire

Tribal’s Campfire is a shared canvas that lets enterprises build and change their own Salesforce org at the speed of business, with security, permissions and dependencies intact 

Enterprise-native AI platform Tribal today launched Campfire, a shared, production-grounded workspace that brings business users, architects, security teams, admins, reviewers, and testers into one governed process for building applications on Salesforce (NYSE: CRM).

Salesforce’s move toward Headless 360 is expanding how users, agents, and applications can interact with the platform. For large enterprises, that creates a new challenge: how to let more people build without losing control of the org. 

Campfire replaces disconnected handoffs with one shared workspace where business leaders, architects, security teams, and admins build together. Business leaders define the outcome, architects identify dependencies, security sets the guardrails, and admins turn the approved design into a production-ready solution. Requirements, risks, and decisions stay aligned from idea through deployment.

Every participant works from the same context, grounded in the systems already running in production. Tribal’s Metadata Fabric continuously maps the org’s objects, automations, permissions, business rules, and dependencies. This allows teams to move directly into building instead of spending cycles reconciling conflicting context and assumptions across separate AI tools. 

From there, Campfire turns the shared design into an application built on Agentforce and Omni-Channel, with the agreed workflows and guardrails carried through.

“The biggest bottleneck in enterprise software is not a shortage of ideas. It is everything that has to happen between an idea and production,” said Yoav Kolodner, Co-founder and CEO of Tribal. “Campfire addresses what comes next: how enterprises decide what automations, objects, and AI applications to build, bring the right people into that decision, and move safely into production.”

Campfire is designed to help enterprises retain ownership of their mission-critical Salesforce systems rather than route every change through a central development queue or implementation partner. Because applications are built inside Salesforce, teams retain their existing permissions, governance, and audit controls instead of recreating them in external tools. Campfire applies those guardrails throughout the build process, allowing more people to contribute without compromising the org. 

“The best ideas in a Salesforce org rarely come only from the people with permission to build,” said Uri Pintov, CPO of Tribal. “They come from the people closest to the work, who usually have no way to act on them. Campfire lets those people shape the solution without forcing the enterprise to choose between speed and security.”

For global companies, that model also changes how Salesforce programs scale. ADAMA, a global crop protection company, used Tribal to support its Agentforce rollout across 19 countries. Rather than one central team guessing at what every market needed, or 19 local builds drifting apart, the teams closest to each market shaped their own requirements on a shared foundation, with separation maintained between markets where local requirements called for it. 

“With Tribal, we move significantly faster, iterating quickly and deploying to production with confidence. We’re now able to better serve users in 19 countries while streamlining how they work with data across both new and existing markets,” said Nir Rehav, CIO of ADAMA.

The same holds on everyday enterprise needs. One customer used Campfire to build a commission calculator for its sales team, a project that would normally have required an implementation partner, a six-figure budget and months of work. 

As AI expands who can build inside enterprise systems, the challenge is no longer generating solutions. It is coordinating the people, context, and controls required to deploy them safely. Campfire gives CIOs a way to increase development speed without loosening governance or fragmenting the systems their businesses run on. 

Tribal Campfire is rolling out to customers now. Tribal will demonstrate Campfire during Dreamforce 2026, September 15 to 17, at Moscone Center in San Francisco.

About Tribal

Tribal is an enterprise AI platform that lets companies own their mission-critical systems and manage them at the speed of business. Founded by Wix and Salesforce veterans, Tribal’s Metadata Fabric maps the full org and, with a team of AI agents on top, enables teams to build and change these systems 10x faster inside their existing security guardrails. Tribal supports Salesforce, ServiceNow, Snowflake, and other key enterprise systems of record. 

For more information, visit https://gotribal.ai/.

Salesforce, Agentforce and other Salesforce marks are trademarks or registered trademarks of Salesforce, Inc. 

Contact

PR
Orian Tal
Tribal
orian@thepitch.media