#Massy Motors

[decemberhigherpower]

19, 25, 30 ^_^

19: a song that makes you think about life. romeo & joe by fine motor skills. the lyrics chronicle someone who suffers from severe depression and their partner (?) and was really poignant song to transcribe.

25: a song by an artist no longer living. candy girl by frankie valli & the four seasons. nick massi and tommy devito are both dead. (but bob gaudio and frankie valli are both still alive, though only frankie valli still tours). (maybe this is a lame answer lmfao, but whatever, i like the fours seasons so)

30: a song that reminds you of yourself. my life by the forces of evil. "It's my life, i can fuck it up myself". Thankyou aaron barrett for writing my life motto

[boldcompanynews]

Massy Group, 100 years and beyond - Notice Global Web - BLOGGER https://www.merchant-business.com/massy-group-100-years-and-beyond/?feed_id=174396&_unique_id=66c72140ecb50 Digital ProductsBusiness Ryan Hamilton-Davis2 Hrs AgoMassy SuperCentre, La Romain. – File Photo by Lincoln HolderThe Massy Group, distribution, retail, gas products and automobile and machine holdings company, celebrated its 101st year in February.The company, established on February 1, 1923, has grown over the past century to be an international conglomerate and a central figure in TT, and the Caribbean as a whole.Now, with the company facing a new direction for the next century and new leadership in the form of CEO David Affonso, Massy is well on its way to reaching its main goal of expanding to becoming a $25 billion company by the year 2030.Speaking to Affonso and chief financial officer James McLetchie at their office at BHP Building at Invaders Bay last Friday, Business Day was told its focus for the next hundred years is to expand in a responsible manner.Massy Group CFO James McLetchie. – Photo courtesy Massy GroupThe first goal in Massy’s plans for expansion is to pay dividends to shareholders, particularly the 600,000 shareholders who are pensioners.“We are simply the stewards of their money,” McLetchie said. “They invested their shares and a lot of them are institutional investors. That is an important role to play to make sure that those dividends are paid.”From Hi-Lo bags to Massy bagsIn 2014 Massy re-branded from the Neal and Massy Group to Massy, as part of a comprehensive re-branding exercise, with the aim of unifying all subsidiary companies and to create a strong corporate identity. The re-brand included a change in the group’s aesthetics, including the introduction of the now well-known Massy logo, which replaced iconic insignia such as the Hi-Lo logos on its grocery bags.“The Massy re-branding was to make it a little clearer the size and scope of the company, so the people buying shares would understand that Massy is not just Massy Motors or Massy Stores,” Affonso said. “Massy is into a lot of businesses and we have a significant footprint across the Caribbean. I think that, by and large, it worked, because people got a sense that Massy is pretty large.”Massy – which trades as Massy Holdings Ltd – employs more than 13,000 people, operates in eight countries, including the US, Colombia and several countries in the Caribbean and is the holding company for over 75 businesses. In its latest consolidated financial statements for the six months of the year ending June 30, the company boasted of a revenue of over $11 billion revenue, with a profit after tax of $465 million. Affonso said 70 per cent of the company’s business now comes from outside TT.Long ago, the company was considered a conglomerate, with several companies such as Nealco, Neal and Massy and Hi-Lo stores, which were not necessarily connected but operated under one umbrella.Massy Stores head office on Wrightson Road, Port of Spain. – File Photo by Roger Jacob“Each small company on its own doesn’t have strength, but when you say all of them are owned by Massy, then you will be borrowing on Massy’s strength,” Affonso said. “When you are negotiating with a service provider, if you are buying paper for the office, you are buying for 75 companies, so it gave some advantages.“What it doesn’t allow for is when you want to go further afield (internationally, etc) you don’t have the scale or size.”In 2019, Massy concluded that in order to achieve the growth that it wanted, it would have to expand wider regionally and even outside of the region.It also needed to design a business portfolio that would support the company’s plans.Massy divided its business into three portfolios – integrated retail, motors and machines and gas products.Its integrated retail portfolio, which includes Massy Stores and Massy Distribution, accounts for about 60 per cent of its business.“A lot of people see it as

just stores, but the distribution side is the same size, and maybe bigger than the stores side of the business. That is where we represent lines like Colgate, Palmolive, etc. We sell not only to Massy stores, but the competition as well,” Affonso explained.The motors and machines portfolio includes the Caterpillar dealership known as Trac Mac and all Massy Motors, including its motor dealerships in Colombia and Guyana.The gas products includes its gas distribution company IGL (St Lucia) IBC Ltd, which was acquired in 2022 for US$140.3 million.Massy Group CEO David Affonso. – Photo courtesy Massy Group –That same year Massy announced the acquisition of Rowe’s IGA Supermarkets – a chain in Florida – for US$47 million. It also announced the purchase of Air Liquide TT Ltd for US$58 million.With its new goals in mind, it is now refining its portfolios by evolving into an investment holdings company.“When we did the portfolio model, each of those pillars run like its own group – it has its own team, it makes its own decisions and it would feed back into the parent, so the parent would become the sum of its parts.“What we are doing now is refining the structures that support it. We will look for capital for the entire group and decide where they are deploying it to get the best returns,” Affonso said.McLetchie said the company will now look more into investing in the performance of the companies under its portfolios.“We are going to move to get to $25 billion by 2030. That is going to come from core growth, because the business is growing. It is going to come from expansion into markets like Guyana – we are going to put US capital in there and grow there, but in some cases we will find there are specific things we may buy. We know what we want to acquire and what we don’t want to acquire.”He added that the 2030 strategy also surrounds reducing its currency exposure.“That means a lot of our growth will generate hard currency so we can move around the markets.”Affonso said its decision to partner with SuperPharm, handing over its pharmaceutical section to the pharmaceutical distribution company. was also a move to help Massy focus on its core business portfolios while enhancing service and convenience for its customers.“Simply put, we put customers first,” he said. “We want the customer to have the best customer experience when they shop with us.”He compared the relationship to groceries and supermarkets in the US, noting that companies such as Target partners with CVS Pharmacy to provide the best service.“We want to focus on the supermarket business. We put the pharmacies there first of all to give customers convenience – but we are not pharmacy operators.“We always try to bring innovations such as the self-checkout and all these things. We always try to be first to market with first-world innovations and bring that to our customers here to elevate the shopping experience. The alliance with Superpharm gives us the opportunity to have our customers have the convenience of a pharmacy, but one that is run by a pharmacy operator, as opposed to a side business for us.”Massy Group CEO David Affonso and CFO James Mc Letchie, speak to Business Day on August 16. – Photo by Angelo MarcelleHe added that the change from Neal and Massy to Massy did not change its influence, as its branding can still be seen wherever there is a Caribbean person.“The Massy bag is almost as iconic as the Hi-Lo bag. I have seen that bag all over the world,” he said. “If you meet a Trini or someone from the Caribbean, they will have one in the back of their car. You can see it on the beach in some countries – you can’t miss it.”Facing changes and challengesMassy didn’t make it this far without facing a number of challenges and changes. One of its most recent was triggered at its annual general meeting in December 2023, when its then general counsel, Angelique Parisot-Potter, raised an issue over money being spent on a leadership programme. She claimed it trained people to communicate with the dead and heal with “white light.

” She said the programme took up valuable foreign exchange and required frequent travel to Fort Myers, Florida.After an internal investigation, the company’s executive decided that the programme did not pose any danger to Massy’s operations.Investigators concluded that Massy executives were free to select training programmes of their choosing.However, as the matter unfolded, CEO Gervase Warner decided in February to retire a year early, opening the door for Affonso to take up the role in April.Affonso said the situation caused a bit of noise in the public space.Warner chose to put the company first in taking early retirement, he said.“We are a publicly traded company and we were cognisant of that, because shares sometimes move on confidence as much as performance,” he said. “Gervase had one year left, and as he is, he took a hard look and asked himself what would be in the best interest of the company – would it be better to stay and run his time, or step aside and allow the company to move forward and not be at the centre of controversy. What he did, I think, is quite honourable, in that his thinking was that the company was more important than the individual.”Warner’s early retirement seemed to cause a domino effect, as in the following months several other executives decided to step down.Parisot-Potter took administrative leave during the investigation, leading to Wendy Kerry’s being appointed acting general counsel in January, and later on taking on the role permanently, as Parisot-Potter left the company.Vice president of global expansion David O’Brien announced his resignation from the group, effective June 8, in March.Alberto Rojo also retired as senior vice president of strategy and business development in the gas products portfolio effective June 30. His retirement was posted on May 13.On May 23, group executive vice president of people and culture Julie Avey also announced her retirement, effective May 31.Affonso said while the executive has seen several changes, it does not affect the company’s business operations. He said the fact that the company had replacements for all the people who retired was testament to the depth of the company’s executive roster.“I have always been the emergency successor for Gervase,” he said. “If he is out of the country I would normally hold his delegation.”He said when he was appointed CEO, he and Warner, who worked with each other for 14 years, went through a transition period, completing a checklist of tasks that needed to be done to complete the transition.He said while the transition was handled responsibly, changes at the top led to some executives making their own decisions on whether to stay or move on.“As with any change at the top, direction sometimes changes a bit. There may be some course correction, or the person at the top may probably have a different view of how things should happen,” he said. “Other executives will also have decisions to make, as with any inflection point, at any point of change.“Those changes take place and it is pretty normal, there is nothing sinister about it.”Massy, like other businesses, was also affected by crime, with the death of Che Mendez, an employee with Massy Distribution who was shot dead in St Ann’s in April. In June 2023, Allanlane Ramkissoon, employed with Massy Energy Engineered Solutions Ltd also died after suffering burns in an incident at the NiQuan Energy gas-to-liquids plant at the former Petrotrin compound at Pointe-a-PierreThe company’s challenges were not limited to crime and accidents:Massy Stores was also the victim of a cyber attack in 2022 affecting services in TT and Jamaica.Affonso said part of the systems and structures discussed in the development of its new directions included mitigating risks to infrastructure, systems and, most importantly, people.“We have a chief risk officer, and one of the things in his portfolio is to identify the likely risks,” Affonso said. “I like to put it that he handles what keeps you up at night, and what you worry about.

”“One of the risks you have is crime, with our stores. You can put security in place – physical security, that is one piece of mitigation there. You could have cameras, that is another piece of mitigation. You could have your car parks better lit; that is another piece of mitigation.“Even with cybersecurity there is a risk you put as much as you can in place in terms of firewalls and all the rest of it and then you insure against those risks. That is pretty much true across the entire business.”He said immediately after Mendez’ death the group stopped for a couple days to look again at the company’s security policies. He said the company spares no expense in protecting its people.Affonso added that the company also ensures staff have access to employee assistance programmes to help them deal with mental health and the struggle to maintain a proper work/life balance.The power to do more McLetchie said when Massy meets its goal in 2030, it will be able to do more for its employees, its shareholders and the communities in which it operates, and ultimately reach its goal of becoming a force for good.McLatchie and Affonso said Massy already contributes to people through the Massy Foundation which takes one per cent of the company’s profits to support communities and engage in giving back to the people.Affonso added that each Massy store is connected to one or more charities in its community.“Sometimes what gets lost in the performance numbers is the other things – the people, and the things we are able to do for employees and communities. We don’t like to boast about it,” McLetchie said. “I would argue that the more powerful we are financially, the more we get to do these things that we don’t talk about.”“We are not doing it for branding,” Affonso added. “It’s not about that, it’s a part of our culture. It is like when you bring up children you teach them certain values about doing things properly. I think it gives our team the opportunity to help others and give back.”Affonso, in speaking on becoming a $25 billion company said it would only take a ten per cent increase, year-on-year to meet the goal. He said, a major part of meeting the goal is managing the company’s cash flow.For the six months ending June 30, 2023, the company garnered $188.9 million in hard cash, according to its consolidated financial statements. For the same period this year, Massy garnered $640 million in cash.Affonso said the management of the cash flow through simple discipline – ensuring that the company doesn’t buy more than it needs, and that it gets paid on time – freed up over $400 million.Affonso added that the adjustment in cash flow directly affects its goals of ensuring shareholders are paid the dividends they deserve.“You can’t pay dividends with losses,” he said. “You have to pay them with profits.”Source of this programme “I be mad for add-ons, because they are awesome.”“The Massy Group, distribution, retail, gas products and automobile and machine holdings company, celebrated its 101st year in February. The company, established on February 1, 1923, has grown over the…”Source: Read MoreSource Link: https://newsday.co.tt/2024/08/22/massy-group-100-years-and-beyond/#DigitalProducts – BLOGGER – DigitalProducts http://109.70.148.72/~merchant29/6network/wp-content/uploads/2024/08/gaa6662b26da596cb5bad8f090faba63efaa67ea91991f6471ce418de0b1b9edf701cab3042ce8cb777440f9a7fc5419388a.jpeg #GLOBAL - BLOGGER ... BLOGGER - #GLOBAL

[onlinecompanynews]

Massy Group, 100 years and beyond - Notice Global Web https://www.merchant-business.com/massy-group-100-years-and-beyond/?feed_id=174394&_unique_id=66c720234a27b ... BLOGGER - #GLOBAL Digital ProductsBusiness Ryan Hamilton-Davis2 Hrs AgoMassy SuperCentre, La Romain. – File Photo by Lincoln HolderThe Massy Group, distribution, retail, gas products and automobile and machine holdings company, celebrated its 101st year in February.The company, established on February 1, 1923, has grown over the past century to be an international conglomerate and a central figure in TT, and the Caribbean as a whole.Now, with the company facing a new direction for the next century and new leadership in the form of CEO David Affonso, Massy is well on its way to reaching its main goal of expanding to becoming a $25 billion company by the year 2030.Speaking to Affonso and chief financial officer James McLetchie at their office at BHP Building at Invaders Bay last Friday, Business Day was told its focus for the next hundred years is to expand in a responsible manner.Massy Group CFO James McLetchie. – Photo courtesy Massy GroupThe first goal in Massy’s plans for expansion is to pay dividends to shareholders, particularly the 600,000 shareholders who are pensioners.“We are simply the stewards of their money,” McLetchie said. “They invested their shares and a lot of them are institutional investors. That is an important role to play to make sure that those dividends are paid.”From Hi-Lo bags to Massy bagsIn 2014 Massy re-branded from the Neal and Massy Group to Massy, as part of a comprehensive re-branding exercise, with the aim of unifying all subsidiary companies and to create a strong corporate identity. The re-brand included a change in the group’s aesthetics, including the introduction of the now well-known Massy logo, which replaced iconic insignia such as the Hi-Lo logos on its grocery bags.“The Massy re-branding was to make it a little clearer the size and scope of the company, so the people buying shares would understand that Massy is not just Massy Motors or Massy Stores,” Affonso said. “Massy is into a lot of businesses and we have a significant footprint across the Caribbean. I think that, by and large, it worked, because people got a sense that Massy is pretty large.”Massy – which trades as Massy Holdings Ltd – employs more than 13,000 people, operates in eight countries, including the US, Colombia and several countries in the Caribbean and is the holding company for over 75 businesses. In its latest consolidated financial statements for the six months of the year ending June 30, the company boasted of a revenue of over $11 billion revenue, with a profit after tax of $465 million. Affonso said 70 per cent of the company’s business now comes from outside TT.Long ago, the company was considered a conglomerate, with several companies such as Nealco, Neal and Massy and Hi-Lo stores, which were not necessarily connected but operated under one umbrella.Massy Stores head office on Wrightson Road, Port of Spain. – File Photo by Roger Jacob“Each small company on its own doesn’t have strength, but when you say all of them are owned by Massy, then you will be borrowing on Massy’s strength,” Affonso said. “When you are negotiating with a service provider, if you are buying paper for the office, you are buying for 75 companies, so it gave some advantages.“What it doesn’t allow for is when you want to go further afield (internationally, etc) you don’t have the scale or size.”In 2019, Massy concluded that in order to achieve the growth that it wanted, it would have to expand wider regionally and even outside of the region.It also needed to design a business portfolio that would support the company’s plans.Massy divided its business into three portfolios – integrated retail, motors and machines and gas products.Its integrated retail portfolio, which includes Massy Stores and Massy Distribution, accounts for about 60 per cent of its business.“A lot of people

see it as just stores, but the distribution side is the same size, and maybe bigger than the stores side of the business. That is where we represent lines like Colgate, Palmolive, etc. We sell not only to Massy stores, but the competition as well,” Affonso explained.The motors and machines portfolio includes the Caterpillar dealership known as Trac Mac and all Massy Motors, including its motor dealerships in Colombia and Guyana.The gas products includes its gas distribution company IGL (St Lucia) IBC Ltd, which was acquired in 2022 for US$140.3 million.Massy Group CEO David Affonso. – Photo courtesy Massy Group –That same year Massy announced the acquisition of Rowe’s IGA Supermarkets – a chain in Florida – for US$47 million. It also announced the purchase of Air Liquide TT Ltd for US$58 million.With its new goals in mind, it is now refining its portfolios by evolving into an investment holdings company.“When we did the portfolio model, each of those pillars run like its own group – it has its own team, it makes its own decisions and it would feed back into the parent, so the parent would become the sum of its parts.“What we are doing now is refining the structures that support it. We will look for capital for the entire group and decide where they are deploying it to get the best returns,” Affonso said.McLetchie said the company will now look more into investing in the performance of the companies under its portfolios.“We are going to move to get to $25 billion by 2030. That is going to come from core growth, because the business is growing. It is going to come from expansion into markets like Guyana – we are going to put US capital in there and grow there, but in some cases we will find there are specific things we may buy. We know what we want to acquire and what we don’t want to acquire.”He added that the 2030 strategy also surrounds reducing its currency exposure.“That means a lot of our growth will generate hard currency so we can move around the markets.”Affonso said its decision to partner with SuperPharm, handing over its pharmaceutical section to the pharmaceutical distribution company. was also a move to help Massy focus on its core business portfolios while enhancing service and convenience for its customers.“Simply put, we put customers first,” he said. “We want the customer to have the best customer experience when they shop with us.”He compared the relationship to groceries and supermarkets in the US, noting that companies such as Target partners with CVS Pharmacy to provide the best service.“We want to focus on the supermarket business. We put the pharmacies there first of all to give customers convenience – but we are not pharmacy operators.“We always try to bring innovations such as the self-checkout and all these things. We always try to be first to market with first-world innovations and bring that to our customers here to elevate the shopping experience. The alliance with Superpharm gives us the opportunity to have our customers have the convenience of a pharmacy, but one that is run by a pharmacy operator, as opposed to a side business for us.”Massy Group CEO David Affonso and CFO James Mc Letchie, speak to Business Day on August 16. – Photo by Angelo MarcelleHe added that the change from Neal and Massy to Massy did not change its influence, as its branding can still be seen wherever there is a Caribbean person.“The Massy bag is almost as iconic as the Hi-Lo bag. I have seen that bag all over the world,” he said. “If you meet a Trini or someone from the Caribbean, they will have one in the back of their car. You can see it on the beach in some countries – you can’t miss it.”Facing changes and challengesMassy didn’t make it this far without facing a number of challenges and changes. One of its most recent was triggered at its annual general meeting in December 2023, when its then general counsel, Angelique Parisot-Potter, raised an issue over money being spent on a leadership programme. She claimed it trained people to communicate with the dead and heal with “white light.

” She said the programme took up valuable foreign exchange and required frequent travel to Fort Myers, Florida.After an internal investigation, the company’s executive decided that the programme did not pose any danger to Massy’s operations.Investigators concluded that Massy executives were free to select training programmes of their choosing.However, as the matter unfolded, CEO Gervase Warner decided in February to retire a year early, opening the door for Affonso to take up the role in April.Affonso said the situation caused a bit of noise in the public space.Warner chose to put the company first in taking early retirement, he said.“We are a publicly traded company and we were cognisant of that, because shares sometimes move on confidence as much as performance,” he said. “Gervase had one year left, and as he is, he took a hard look and asked himself what would be in the best interest of the company – would it be better to stay and run his time, or step aside and allow the company to move forward and not be at the centre of controversy. What he did, I think, is quite honourable, in that his thinking was that the company was more important than the individual.”Warner’s early retirement seemed to cause a domino effect, as in the following months several other executives decided to step down.Parisot-Potter took administrative leave during the investigation, leading to Wendy Kerry’s being appointed acting general counsel in January, and later on taking on the role permanently, as Parisot-Potter left the company.Vice president of global expansion David O’Brien announced his resignation from the group, effective June 8, in March.Alberto Rojo also retired as senior vice president of strategy and business development in the gas products portfolio effective June 30. His retirement was posted on May 13.On May 23, group executive vice president of people and culture Julie Avey also announced her retirement, effective May 31.Affonso said while the executive has seen several changes, it does not affect the company’s business operations. He said the fact that the company had replacements for all the people who retired was testament to the depth of the company’s executive roster.“I have always been the emergency successor for Gervase,” he said. “If he is out of the country I would normally hold his delegation.”He said when he was appointed CEO, he and Warner, who worked with each other for 14 years, went through a transition period, completing a checklist of tasks that needed to be done to complete the transition.He said while the transition was handled responsibly, changes at the top led to some executives making their own decisions on whether to stay or move on.“As with any change at the top, direction sometimes changes a bit. There may be some course correction, or the person at the top may probably have a different view of how things should happen,” he said. “Other executives will also have decisions to make, as with any inflection point, at any point of change.“Those changes take place and it is pretty normal, there is nothing sinister about it.”Massy, like other businesses, was also affected by crime, with the death of Che Mendez, an employee with Massy Distribution who was shot dead in St Ann’s in April. In June 2023, Allanlane Ramkissoon, employed with Massy Energy Engineered Solutions Ltd also died after suffering burns in an incident at the NiQuan Energy gas-to-liquids plant at the former Petrotrin compound at Pointe-a-PierreThe company’s challenges were not limited to crime and accidents:Massy Stores was also the victim of a cyber attack in 2022 affecting services in TT and Jamaica.Affonso said part of the systems and structures discussed in the development of its new directions included mitigating risks to infrastructure, systems and, most importantly, people.“We have a chief risk officer, and one of the things in his portfolio is to identify the likely risks,” Affonso said. “I like to put it that he handles what keeps you up at night, and what you worry about.

”“One of the risks you have is crime, with our stores. You can put security in place – physical security, that is one piece of mitigation there. You could have cameras, that is another piece of mitigation. You could have your car parks better lit; that is another piece of mitigation.“Even with cybersecurity there is a risk you put as much as you can in place in terms of firewalls and all the rest of it and then you insure against those risks. That is pretty much true across the entire business.”He said immediately after Mendez’ death the group stopped for a couple days to look again at the company’s security policies. He said the company spares no expense in protecting its people.Affonso added that the company also ensures staff have access to employee assistance programmes to help them deal with mental health and the struggle to maintain a proper work/life balance.The power to do more McLetchie said when Massy meets its goal in 2030, it will be able to do more for its employees, its shareholders and the communities in which it operates, and ultimately reach its goal of becoming a force for good.McLatchie and Affonso said Massy already contributes to people through the Massy Foundation which takes one per cent of the company’s profits to support communities and engage in giving back to the people.Affonso added that each Massy store is connected to one or more charities in its community.“Sometimes what gets lost in the performance numbers is the other things – the people, and the things we are able to do for employees and communities. We don’t like to boast about it,” McLetchie said. “I would argue that the more powerful we are financially, the more we get to do these things that we don’t talk about.”“We are not doing it for branding,” Affonso added. “It’s not about that, it’s a part of our culture. It is like when you bring up children you teach them certain values about doing things properly. I think it gives our team the opportunity to help others and give back.”Affonso, in speaking on becoming a $25 billion company said it would only take a ten per cent increase, year-on-year to meet the goal. He said, a major part of meeting the goal is managing the company’s cash flow.For the six months ending June 30, 2023, the company garnered $188.9 million in hard cash, according to its consolidated financial statements. For the same period this year, Massy garnered $640 million in cash.Affonso said the management of the cash flow through simple discipline – ensuring that the company doesn’t buy more than it needs, and that it gets paid on time – freed up over $400 million.Affonso added that the adjustment in cash flow directly affects its goals of ensuring shareholders are paid the dividends they deserve.“You can’t pay dividends with losses,” he said. “You have to pay them with profits.”Source of this programme “I be mad for add-ons, because they are awesome.”“The Massy Group, distribution, retail, gas products and automobile and machine holdings company, celebrated its 101st year in February. The company, established on February 1, 1923, has grown over the…”Source: Read MoreSource Link: https://newsday.co.tt/2024/08/22/massy-group-100-years-and-beyond/#DigitalProducts – BLOGGER – DigitalProducts http://109.70.148.72/~merchant29/6network/wp-content/uploads/2024/08/gaa6662b26da596cb5bad8f090faba63efaa67ea91991f6471ce418de0b1b9edf701cab3042ce8cb777440f9a7fc5419388a.jpeg #GLOBAL - BLOGGER Digital Products Business Ryan Hamilton-Davis 2 Hrs Ago Massy SuperCentre, La Romain. – File Photo by Lincoln Holder The Massy Group, distribution, retail, gas products and automobile and machine holdings company, celebrated its 101st year in February. The company, established on February 1, 1923, has grown over the past century to be an international conglomerate … Read More

[internetcompanynews]

Massy Group, 100 years and beyond - Notice Global Web - BLOGGER https://www.merchant-business.com/massy-group-100-years-and-beyond/?feed_id=174393&_unique_id=66c7202211a84 Digital ProductsBusiness Ryan Hamilton-Davis2 Hrs AgoMassy SuperCentre, La Romain. – File Photo by Lincoln HolderThe Massy Group, distribution, retail, gas products and automobile and machine holdings company, celebrated its 101st year in February.The company, established on February 1, 1923, has grown over the past century to be an international conglomerate and a central figure in TT, and the Caribbean as a whole.Now, with the company facing a new direction for the next century and new leadership in the form of CEO David Affonso, Massy is well on its way to reaching its main goal of expanding to becoming a $25 billion company by the year 2030.Speaking to Affonso and chief financial officer James McLetchie at their office at BHP Building at Invaders Bay last Friday, Business Day was told its focus for the next hundred years is to expand in a responsible manner.Massy Group CFO James McLetchie. – Photo courtesy Massy GroupThe first goal in Massy’s plans for expansion is to pay dividends to shareholders, particularly the 600,000 shareholders who are pensioners.“We are simply the stewards of their money,” McLetchie said. “They invested their shares and a lot of them are institutional investors. That is an important role to play to make sure that those dividends are paid.”From Hi-Lo bags to Massy bagsIn 2014 Massy re-branded from the Neal and Massy Group to Massy, as part of a comprehensive re-branding exercise, with the aim of unifying all subsidiary companies and to create a strong corporate identity. The re-brand included a change in the group’s aesthetics, including the introduction of the now well-known Massy logo, which replaced iconic insignia such as the Hi-Lo logos on its grocery bags.“The Massy re-branding was to make it a little clearer the size and scope of the company, so the people buying shares would understand that Massy is not just Massy Motors or Massy Stores,” Affonso said. “Massy is into a lot of businesses and we have a significant footprint across the Caribbean. I think that, by and large, it worked, because people got a sense that Massy is pretty large.”Massy – which trades as Massy Holdings Ltd – employs more than 13,000 people, operates in eight countries, including the US, Colombia and several countries in the Caribbean and is the holding company for over 75 businesses. In its latest consolidated financial statements for the six months of the year ending June 30, the company boasted of a revenue of over $11 billion revenue, with a profit after tax of $465 million. Affonso said 70 per cent of the company’s business now comes from outside TT.Long ago, the company was considered a conglomerate, with several companies such as Nealco, Neal and Massy and Hi-Lo stores, which were not necessarily connected but operated under one umbrella.Massy Stores head office on Wrightson Road, Port of Spain. – File Photo by Roger Jacob“Each small company on its own doesn’t have strength, but when you say all of them are owned by Massy, then you will be borrowing on Massy’s strength,” Affonso said. “When you are negotiating with a service provider, if you are buying paper for the office, you are buying for 75 companies, so it gave some advantages.“What it doesn’t allow for is when you want to go further afield (internationally, etc) you don’t have the scale or size.”In 2019, Massy concluded that in order to achieve the growth that it wanted, it would have to expand wider regionally and even outside of the region.It also needed to design a business portfolio that would support the company’s plans.Massy divided its business into three portfolios – integrated retail, motors and machines and gas products.Its integrated retail portfolio, which includes Massy Stores and Massy Distribution, accounts for about 60 per cent of its business.“A lot of people see it as

just stores, but the distribution side is the same size, and maybe bigger than the stores side of the business. That is where we represent lines like Colgate, Palmolive, etc. We sell not only to Massy stores, but the competition as well,” Affonso explained.The motors and machines portfolio includes the Caterpillar dealership known as Trac Mac and all Massy Motors, including its motor dealerships in Colombia and Guyana.The gas products includes its gas distribution company IGL (St Lucia) IBC Ltd, which was acquired in 2022 for US$140.3 million.Massy Group CEO David Affonso. – Photo courtesy Massy Group –That same year Massy announced the acquisition of Rowe’s IGA Supermarkets – a chain in Florida – for US$47 million. It also announced the purchase of Air Liquide TT Ltd for US$58 million.With its new goals in mind, it is now refining its portfolios by evolving into an investment holdings company.“When we did the portfolio model, each of those pillars run like its own group – it has its own team, it makes its own decisions and it would feed back into the parent, so the parent would become the sum of its parts.“What we are doing now is refining the structures that support it. We will look for capital for the entire group and decide where they are deploying it to get the best returns,” Affonso said.McLetchie said the company will now look more into investing in the performance of the companies under its portfolios.“We are going to move to get to $25 billion by 2030. That is going to come from core growth, because the business is growing. It is going to come from expansion into markets like Guyana – we are going to put US capital in there and grow there, but in some cases we will find there are specific things we may buy. We know what we want to acquire and what we don’t want to acquire.”He added that the 2030 strategy also surrounds reducing its currency exposure.“That means a lot of our growth will generate hard currency so we can move around the markets.”Affonso said its decision to partner with SuperPharm, handing over its pharmaceutical section to the pharmaceutical distribution company. was also a move to help Massy focus on its core business portfolios while enhancing service and convenience for its customers.“Simply put, we put customers first,” he said. “We want the customer to have the best customer experience when they shop with us.”He compared the relationship to groceries and supermarkets in the US, noting that companies such as Target partners with CVS Pharmacy to provide the best service.“We want to focus on the supermarket business. We put the pharmacies there first of all to give customers convenience – but we are not pharmacy operators.“We always try to bring innovations such as the self-checkout and all these things. We always try to be first to market with first-world innovations and bring that to our customers here to elevate the shopping experience. The alliance with Superpharm gives us the opportunity to have our customers have the convenience of a pharmacy, but one that is run by a pharmacy operator, as opposed to a side business for us.”Massy Group CEO David Affonso and CFO James Mc Letchie, speak to Business Day on August 16. – Photo by Angelo MarcelleHe added that the change from Neal and Massy to Massy did not change its influence, as its branding can still be seen wherever there is a Caribbean person.“The Massy bag is almost as iconic as the Hi-Lo bag. I have seen that bag all over the world,” he said. “If you meet a Trini or someone from the Caribbean, they will have one in the back of their car. You can see it on the beach in some countries – you can’t miss it.”Facing changes and challengesMassy didn’t make it this far without facing a number of challenges and changes. One of its most recent was triggered at its annual general meeting in December 2023, when its then general counsel, Angelique Parisot-Potter, raised an issue over money being spent on a leadership programme. She claimed it trained people to communicate with the dead and heal with “white light.

” She said the programme took up valuable foreign exchange and required frequent travel to Fort Myers, Florida.After an internal investigation, the company’s executive decided that the programme did not pose any danger to Massy’s operations.Investigators concluded that Massy executives were free to select training programmes of their choosing.However, as the matter unfolded, CEO Gervase Warner decided in February to retire a year early, opening the door for Affonso to take up the role in April.Affonso said the situation caused a bit of noise in the public space.Warner chose to put the company first in taking early retirement, he said.“We are a publicly traded company and we were cognisant of that, because shares sometimes move on confidence as much as performance,” he said. “Gervase had one year left, and as he is, he took a hard look and asked himself what would be in the best interest of the company – would it be better to stay and run his time, or step aside and allow the company to move forward and not be at the centre of controversy. What he did, I think, is quite honourable, in that his thinking was that the company was more important than the individual.”Warner’s early retirement seemed to cause a domino effect, as in the following months several other executives decided to step down.Parisot-Potter took administrative leave during the investigation, leading to Wendy Kerry’s being appointed acting general counsel in January, and later on taking on the role permanently, as Parisot-Potter left the company.Vice president of global expansion David O’Brien announced his resignation from the group, effective June 8, in March.Alberto Rojo also retired as senior vice president of strategy and business development in the gas products portfolio effective June 30. His retirement was posted on May 13.On May 23, group executive vice president of people and culture Julie Avey also announced her retirement, effective May 31.Affonso said while the executive has seen several changes, it does not affect the company’s business operations. He said the fact that the company had replacements for all the people who retired was testament to the depth of the company’s executive roster.“I have always been the emergency successor for Gervase,” he said. “If he is out of the country I would normally hold his delegation.”He said when he was appointed CEO, he and Warner, who worked with each other for 14 years, went through a transition period, completing a checklist of tasks that needed to be done to complete the transition.He said while the transition was handled responsibly, changes at the top led to some executives making their own decisions on whether to stay or move on.“As with any change at the top, direction sometimes changes a bit. There may be some course correction, or the person at the top may probably have a different view of how things should happen,” he said. “Other executives will also have decisions to make, as with any inflection point, at any point of change.“Those changes take place and it is pretty normal, there is nothing sinister about it.”Massy, like other businesses, was also affected by crime, with the death of Che Mendez, an employee with Massy Distribution who was shot dead in St Ann’s in April. In June 2023, Allanlane Ramkissoon, employed with Massy Energy Engineered Solutions Ltd also died after suffering burns in an incident at the NiQuan Energy gas-to-liquids plant at the former Petrotrin compound at Pointe-a-PierreThe company’s challenges were not limited to crime and accidents:Massy Stores was also the victim of a cyber attack in 2022 affecting services in TT and Jamaica.Affonso said part of the systems and structures discussed in the development of its new directions included mitigating risks to infrastructure, systems and, most importantly, people.“We have a chief risk officer, and one of the things in his portfolio is to identify the likely risks,” Affonso said. “I like to put it that he handles what keeps you up at night, and what you worry about.

”“One of the risks you have is crime, with our stores. You can put security in place – physical security, that is one piece of mitigation there. You could have cameras, that is another piece of mitigation. You could have your car parks better lit; that is another piece of mitigation.“Even with cybersecurity there is a risk you put as much as you can in place in terms of firewalls and all the rest of it and then you insure against those risks. That is pretty much true across the entire business.”He said immediately after Mendez’ death the group stopped for a couple days to look again at the company’s security policies. He said the company spares no expense in protecting its people.Affonso added that the company also ensures staff have access to employee assistance programmes to help them deal with mental health and the struggle to maintain a proper work/life balance.The power to do more McLetchie said when Massy meets its goal in 2030, it will be able to do more for its employees, its shareholders and the communities in which it operates, and ultimately reach its goal of becoming a force for good.McLatchie and Affonso said Massy already contributes to people through the Massy Foundation which takes one per cent of the company’s profits to support communities and engage in giving back to the people.Affonso added that each Massy store is connected to one or more charities in its community.“Sometimes what gets lost in the performance numbers is the other things – the people, and the things we are able to do for employees and communities. We don’t like to boast about it,” McLetchie said. “I would argue that the more powerful we are financially, the more we get to do these things that we don’t talk about.”“We are not doing it for branding,” Affonso added. “It’s not about that, it’s a part of our culture. It is like when you bring up children you teach them certain values about doing things properly. I think it gives our team the opportunity to help others and give back.”Affonso, in speaking on becoming a $25 billion company said it would only take a ten per cent increase, year-on-year to meet the goal. He said, a major part of meeting the goal is managing the company’s cash flow.For the six months ending June 30, 2023, the company garnered $188.9 million in hard cash, according to its consolidated financial statements. For the same period this year, Massy garnered $640 million in cash.Affonso said the management of the cash flow through simple discipline – ensuring that the company doesn’t buy more than it needs, and that it gets paid on time – freed up over $400 million.Affonso added that the adjustment in cash flow directly affects its goals of ensuring shareholders are paid the dividends they deserve.“You can’t pay dividends with losses,” he said. “You have to pay them with profits.”Source of this programme “I be mad for add-ons, because they are awesome.”“The Massy Group, distribution, retail, gas products and automobile and machine holdings company, celebrated its 101st year in February. The company, established on February 1, 1923, has grown over the…”Source: Read MoreSource Link: https://newsday.co.tt/2024/08/22/massy-group-100-years-and-beyond/#DigitalProducts – BLOGGER – DigitalProducts http://109.70.148.72/~merchant29/6network/wp-content/uploads/2024/08/gaa6662b26da596cb5bad8f090faba63efaa67ea91991f6471ce418de0b1b9edf701cab3042ce8cb777440f9a7fc5419388a.jpeg Massy Group, 100 years and beyond - Notice Global Web - #GLOBAL BLOGGER - #GLOBAL

[if-you-fan-a-fire]

"MUST PAY $714 FINE OR SERVE 15 MONTHS," Toronto Star. May 26, 1934. Page 1. --- Liquor Smuggler Found Asleep in Boat ---- Special to The Star Ridgeway, Ont., May 26. - J. Seld, 21, Woodlawn Beach, N.Y., was fined $714 or fifteen months in jail on charges of smuggling alcohol and boats and having illegal liquor by Magistrate J. C. Massie here today. He was taken to Welland jail.

Constables Hoath, Ridgeway and Wilkinson, Fort Erie, with Corporal Johnson and Constable Crawford of the R.C.M.P. also of Fort Erie, arrested Seld with a motor launch and dinghy loaded with over 300 gallons of alcohol about four miles west of Point Abino late Friday.

Hoath and Crawford rowed a leaky boat some distance and found Seld asleep on the rum-runner. No resistance was offered.

[dawesautomotiveservice]

Car Service in Glenorchy

Whether it's Suspension Bush Replacements, a Basic Service or new Tyres, compare mechanic quotes and prices for all the work you need. It's quick, easy and free.

This business has not yet been claimed by the owner or a representative. Claim it now to update this business profile and respond to reviews, messages and more.

Tassie Automotive

Located in Glenorchy, Tassie Automotive is a family owned and operated business that has been providing automotive repairs since 1910. It offers new & used vehicle sales, car after-market & finance products, spare parts support and operates modern Car Service in Glenorchy facilities at Hobart, Launceston and Devonport. It is Tasmania’s largest motor vehicle establishment. It is the exclusive dealer for Holden, HSV and GMSV vehicles in Tasmania and also sells Nissan and Hyundai vehicles.

Whether you need car service, auto electrical, air conditioning, brake & clutch repair, crash repairs, diesel repairs, EFI reconditioning, LPG installation, mobile repairs, roadworthy inspections or Trojan caravan & trailer services, Tassie Automotive can handle it. They are an Authorised Massy Motors Quikservice Centre and all manufacturer warranties are honoured. The mechanics at Tassie Automotive are highly experienced and skilled and will ensure that your car is repaired correctly. Moreover, they will make sure that you receive first-class customer service. The company also has a mobile service that will come to you at your home or workplace.

Tassie Auto Electrical

Tasman Auto Electrics is a family owned business, operating all across Hobart and surrounding areas. They are experts in all aspects of auto electrical work and have been established for more than 12 years. Their technicians are ready and committed to provide quality service in a trade where integrity is paramount.

They provide auto electrical and air conditioning repairs, installation, maintenance and servicing for boats, cars, trucks and earth moving equipment. They also offer call out services for those unable to bring their vehicle to the workshop. They have a fully equipped workshop and skilled staff and can handle almost any job.

26 Goodford Lane, Orielton, Tasmania 7010. Tel: 0419 337 398. Fax: 0419 337 123. Open Monday to Friday. Closed Saturday & Sunday. Parking Available.

Tassie Mechanics

Tassie Mechanics is a trusted, reputable company beaming with glowing reviews. They offer affordable pricing and great customer service. Their team of highly trained and experienced technicians will take care of your car servicing needs. They are also very flexible and accommodating. They can accommodate your car service needs at any time, even during peak season.

They specialise in providing log book servicing for new vehicles and honour manufacturer warranty. They use the latest computer diagnostics and repair procedures to ensure your vehicle is safe and reliable. They also have an extensive range of spare parts and accessories.

They are a locally owned and operated family business that prides itself on excellent customer service. They offer a wide variety of services, including engine tune-ups, brake repairs, and battery replacements. They also provide free quotes for their services. They are licensed and insured, and their technicians are certified. They also offer financing options for their customers.

Tassie Tyres

Tyres are essential for keeping your car safe on the road. They should be checked and replaced regularly to ensure maximum safety. Luckily, there are many Car Repairs in Glenorchy companies that offer tyres in Glenorchy. These companies have expert technicians and offer competitive prices. They also provide a courtesy car for their customers so they don’t have to worry about transportation while their cars are being worked on.

Tassie Tyres is a family-owned and operated business that offers a full range of tyres for passenger cars, 4WDs, and trucks. The company is part of the Tyrepower Group, which is Australia’s leading independent tyre retailer. They stock quality tyres from top brands and offer a wide variety of wheels.

Getting to Tassie Tyres is easy with Moovit. Simply plug in your destination and Moovit will give you step-by-step directions. You can also see bus or train schedules, costs, and times in real-time. It’s a great way to plan your trip ahead of time.

[neoelysium]

BEHEMOTH

Founded in 2084, BEHEMOTH is a worldwide corporation and the parent entity of many companies, like Massie Armaments, Vigilant Motors, and the EagleEye private military firm. Additionally, it holds a majority of the political power in the city of Neo-Elysium.

In 2131, Baphomet Hexton serves as its CEO and Chairman, making him the single most powerful person in Neo-Elysium; however, a small, mysterious group of rebels from the Owlclaw district aims to change that by any means necessary.

[college-girl199328]

Why B.C. man drives a Tesla but lives in a van

At the end of his day, Lucas Philips drives to his home overlooking Spanish Banks Beach in Vancouver, near some of the most expensive real estates in Canada. He climbs out of his black Tesla and soaks in what he calls his "million-dollar view."

Philips is no wealthy property owner. His home is a Vanguard campervan berthed in a beachside parking lot. He spends most of his life on wheels, working as an Uber driver in his leased Tesla. He’s trying to get ahead and lives in his "sweet motor home" while taking online courses in the hope of getting a job in computer science.

Philips, who immigrated from Turkey five years ago, thinks himself lucky to share the view with mansion owners without draining his savings. He’s a member of a community of Vancouverites living in vans, trailers, and other recreational vehicles parked across the city.

Some, like Philips, use it as an economic strategy to cut costs as they plot a course to prosperity. Others have opted for a nomadic lifestyle and plan to move on. But more people are sleeping in vehicles as a last resort as they try to stave off full-blown homelessness in the notoriously expensive city.

Philips said in an interview in November that he used to pay a monthly rent of $1,600 for a one-bedroom suite in North Vancouver. When his rent went up to $2,300, he decided it didn’t make sense.

"The rent prices are just skyrocketing, and it’s really not that great when you pay for rent with half of your income," he said. So, in October, he bought a van and began living at Spanish Banks. Side benefits to the savings were that it made him feel closer to nature, and he enjoyed the van community’s friendly vibe.

He said he hoped to move back into an apartment this year to better focus on his studies. However, others have embraced life on wheels. Retired California mechanical engineer Alex Mosson, 58, was parked last week at Spanish Banks in a beige recreational vehicle he called his "tiny house."

He offered wine from a rack as he prepared a pot of clam chowder, with bacon and sourdough bread fresh out of the oven. Newly arrived in Canada, he was joined by his girlfriend, Massie McCloud, 52, a retired airline pilot who lives in Kitsilano. They were planning to spend a few more nights in Vancouver, then Whistler, before heading for Mexico, where Mosson used to live. They intend to return to Canada in March, according to McCloud.

"Don’t make other people jealous," interjected Mosson. McCloud likened the RV to "a giant backpack." "You have all your things with you," she said. "Part of the reason we are both excited about doing this trip is that we both had really confined lives for the last several years," said McCloud, who added that she is recovering from long-term COVID.

But not everyone on wheels has a choice. Over several visits to Spanish Banks, many residents appeared to be living out of cars and pickups, ill-equipped for the purpose. Their windows were screened with makeshift curtains for privacy, and their back seats and truck beds were packed with possessions.

The residents who approached these situations were more cautious. November rain dripped off the face of one man as he made repairs to his white box truck, strewn with black graffiti. He declined to give his name for an interview, saying he found his circumstances humiliating.

Dean Kurpjuweit, president of Vancouver’s Union Gospel Mission, said vans and trailers have become a way for some working people to stay in the city amid high conventional housing costs.

But the mission "will never advocate for living in vans as an alternative housing solution," he said. "We buy trailers to go on vacations... but no one wants to live there permanently," he said.

He said there is a difference between the "wilderness experience" of an RV and the cramped, inconvenient long-term life in the city. Living for an extended period in a trailer in Vancouver is mostly due to the "reality of the housing market here," Kurpjuweit said.

Local residents said in the summer and early fall that hundreds of people were living in vehicles at Spanish Banks. Dozens were still there in the fall, even after the City of Vancouver started warning people to move on, although their numbers dwindled with the onset of winter.

There are other campers in less scenic locations, clustered near big-box stores or scattered on quiet side streets. Keith Light, 76, used to own a home on Pender Island, a 40-minute ferry ride from Swarts Bay on Vancouver Island. But he's been living in a recreational vehicle for more than a year, which is now parked outside an east Vancouver Canadian Tire store.

In 2021, Light sold his island home to pay off debts. He said this week that it wasn’t until he’d relocated to Metro Vancouver that he realized housing costs were “ten times higher” than on Pender.

He lived with a friend, who got "a little tired" of his presence after about a year, and he moved out in May. "So, I got online and found this RV." "I got a pretty good deal on it, and it cost me $19,000," said Light, who lives on a monthly pension of $1,900.

He said it was comfortable but not a permanent solution. For one thing, the van has no electricity. Light said two external generators had been stolen, and the vehicle’s built-in generator didn’t work.

There’s also a sense of insecurity faced by most vehicle dwellers. It’s illegal to park a large vehicle on the street or in a park in Vancouver between 10 p.m. and 6 a.m., including at Spanish Banks, although exceptions apply.

Vancouver Board of Parks and Recreation spokeswoman Eva Cook said that illegally parked RVs remain a “challenging issue” in many communities.

Since October, 47 notices reminding owners of parking rules have been issued, and most vehicles parked overnight at Spanish Banks have moved, she said. Cook said it was still working to educate users that overnight parking isn’t allowed in parks.

Paul Kershaw, a policy professor at the University of British Columbia’s school of population, said many people living in vans are “just as smart and as hard-working” as homeowners.

But some have been born too late and are now locked out of Vancouver’s real estate market or are facing prohibitive rent on even a one-bedroom apartment. Vancouver remains the most expensive place to rent in Canada, with the average price of a one-bedroom apartment now going for $2,633 per month, according to the National Rental Report issued last month.

Saving up for a home is also out of reach for many. In the mid-1970s, it took the typical young person five years of full-time work to save a 20 percent down payment on an average-priced home. Now it takes 17 years," said Kershaw.

Jenny Tan, a city councilor in Maple Ridge, east of Vancouver, is all too familiar with the high housing costs. She used to live in the West End in a trailer, an experience that compelled her to get into politics to try to make things "a little more affordable."

"I will be super honest; if I had a choice, I would do it for fun, she said. She lived in her trailer for three years as "cheerfully and optimistically" as she could, equipping it with a projector and hosting board games with friends.

But look, if there was a one-bedroom apartment to rent somewhere, I would have chosen that, said Tan. She said she ended up in a trailer in 2017 after doing all the right things in life" by graduating from university and landing a decent job.

With money tight, living in her trailer was better than paying rent. But the downsides outweighed any sense of fun. "When you live in a trailer, you are constantly afraid, stressed about losing your spot, about bylaw officers," she explained. "For the years I lived in my trailer, I had no hot running water."

Tan eventually moved into her house and considered her trailer life a learning experience. "But it was not the thing I would have chosen," said Tan. In east Vancouver, Light agrees.

Living in an RV is better than sleeping on the street, but it's not a permanent home. He said a renter should have to pay no more than 30 percent of their income to put a roof over their head.

He said a renter should have to pay no more than 30 percent of their income to put a roof over their head. Hoping that I can get a bachelor suite or one-bedroom in one of these subsidized housing units in Vancouver, said Light.

He said he spent a year on the waiting list with BC Housing. But unfortunately, the only way the places come up is when somebody dies, and that’s pretty bad. That’s also a sad thing.

[galleryyuhself]

~Galleryyuhself~ A more robust look at life during Covid-19.

[pribblingg]

I don't even want to think about what this would be looking like if the roles were reversed

[b360news]

5 things to know before the stock market opens March 27, 2020 1. Dow set to drop after best three-day rally in 89 years Dow futures were pointing to…

[eclairfromleclerc]

Max fans accusing team LH for having Massi removed from his job when he literally was the race director in the highest category of motor racing getting payed loads of money. Like bro chill he has the experience to get another job

[blueonwrestling]

So who's side are you on here because you keep flipflopping.

I am on nobodies side in real life, their business in their real life is their business.

The shit between Phil Brooks, Stephen Woltz, Tyson Smith, Chris Guy, Matthew and Nicholas Massie is their own shit they have to deal with in the next coming weeks and months.

I am a fan of all of the, well even my brief/small knowledge of Ace Steel.

I think CM Punk is one of the all time greats of the modern era, his matches with Samoa Joe in ROH got me into indie wrestling and opened a whole new world for me.

Kenny Omega is one of the greatest wrestlers in the ring going today, his passion and emotion for the business is near unmatched.

Hangman Page is a fantastic modern day white meat babyface, a modern day stone cold in terms of how he speaks to the general populus and minds of today, the late 90's was all about the edge and attitude that Stone Cold brought and today is more about feelings and being open like Hangman.

The Young Bucks are one of the best tag teams going today that never have a bad match and are modern day innovators much like how the Motor City Machine Guns, The Hardyz, The Rockers and the Rock 'n' Roll Express were in their previous golden years.

I like all these wrestlers, and I also dislike them, I dislike Hangman's tendency to be sloppy in the ring and hurt people, I dislike the young bucks as babyfaces, I dislike how much Kenny Omega overworked himself, I dislike Punk being a dick sometimes.

They're humans, that's all it is.

[wiseeaglecheesecake]

For anyone who does not believe that there is a God, you need to actually watch the final of F1 Championship at Abudabhi.

MAX VERSTAPPEN becomes Formular F1 World Champion against all odds👏👌😅.

Toto Wolff gets told by Massi (the F1 director) that "this is motor racing" after Toto and Mercedes continue to lobby the F1 director.

[fewwawifwiends]

apparently there's some discourse so here's my two cents

°drivers bitch on radios all the fucking time. we just don't get to listen to all of their moans about every little fucking thing. i have zero evidence for that, but try to convince me otherwise, i dare you.

that said, lh wanting to retire the car after a puncture when he had the car and the entire race to make up for it says a lot in my opinion.

°if we're going to talk about "gifted" wins, let's also talk about the podiums/wins/points the last few years that wouldn't have happened, those drivers (for any number of reasons) wouldn't have seen those places even with binoculars, but they capitalised on the chaos that took out the rest of the grid. and good for fucking them.

and george saying that was the realest thing to be said in an interview. they do need to capitalise on others' misfortune, that's part of the sport.

°checo deserves a win. he was phenomenal today, and i would have cheered for him, as i did for the rest of the race. but no matter the team's instructions, he was still 10+ seconds behind max. so yeah, that 1-2 in that specific order would have happened anyway.

°and on the lh-kmag incident, that's exactly what it was. and to quote the wise (🤢) michael massi (🤮), "it's a motor race".

at first i thought it was kmag's fault, but then i saw that lh didn't exactly leave the space ™️, so it's a 50-50 to say the least.

so i think that toto should focus on not making an idiot of himself and his team, leaving george to pick up the pieces while lewis is thinking of retiring the car, just giving up on the race even though he had the car and the rest of the race to make up for it. and he made an amazing comeback, absolutely. but just because of an early pit thinking of just giving up, i think says a lot about if not who he is, what he's become and the team's climate in general.

[gracie-bird]

Princess Grace, co-pilot in the Jaguar MK2 in 1961. At the wheel, her husband Rainier III of Monaco.

GRACE KELLY, THE PRINCESS WHO BROUGHT MONACO BACK TO GLAMOUR ON THE BACK OF A JAGUAR. 

After six years of courtship, Rainier III of Monaco broke up in 1953 with the French interpreter Gisèle Pascal because neither her family nor the Monegasques wanted her on the throne. To get her out of the way, it was said that the sovereign's sister, Princess Antoinette, Baroness of Massy, ​​took it upon herself to spread rumors of the lady's infertility because she wanted the throne for her son Christian Louis.

Laconic and depressed, the sovereign was urged to find the ideal woman. At that time, Aristotle Onassis was the largest shareholder in the Société des Bains de Mer (SBM) - owner of the Casino, the most important luxury hotels and a myriad of properties that generated incalculable dividends - and as he was obsessed with the big names ( Livanos, Callas ...) influenced Rainier III to look for someone solemn among the society pages.

He found that figure in Grace Kelly, whom he met during the filming of To Catch a Thief (1955). His love was settled when the prince presented him during the filming of High Society (1956) in Hollywood with a Cartier diamond ring of 10.47 carats, which caused the admiration of his colleague Celeste Holm when he saw the glow of the gem: "Oh my gosh, it looks like a skating rink!"

That was the beginning of a time of fantasy that has remained anchored in the Monegasque collective memory and, by extension, that of the rest of the world.

Grace symbolized the elegance, charm and glamor that Monaco needed to export abroad to become the ideal enclave for the international jet set. After their wedding in 1956, everything seemed to be going smoothly. The prince was happy in his heart and had regained control of the SBM.

Princes Rainier and Princess Grace in their Jaguar E-Type.

To perpetuate the image of the film myth, the world's best luxury brands stepped into his feet. Hermès created the Kelly bag and Jaguar made available two of its most exclusive models, the MK2 saloon and the E-Type, considered the most beautiful car ever designed, which in 1996 became a piece of art when it was part of the Museum of Modern Art from New York.

In March, the 60th anniversary of its global launch will be commemorated with an exclusive edition because Jaguar Classic will release six pairs of E-Type models (9600 HP and 77 RW) of this jewel on wheels available to checking accounts with multiple zeros to the right. This vehicle was the insignia of who was who in high society, such as Steve McQueen (great motor enthusiast like Paul Newman), Tony Curtis, Brigitte Bardot or the Duke and Duchess of Sussex (Meghan and Harry), who used a Jaguar at their wedding Electric E-Type Zero Concept inspired by the 1968 gasoline-powered model.

Grace Kelly was a magnet for Monaco. She attracted the big names (Elizabeth Taylor, Maria Callas, the Rothschilds) and generated millionaire profits for a principality that was on the verge of becoming a French protectorate. Every time she had to go to an event at the Casino or the Sporting Club, the sovereign used these English vehicles that have nothing to envy other British firms such as Rolls-Royce or Bentley.

Original Article (in Spanish): https://www.elmundo.es/loc/celebrities/2021/01/27/60102afcfc6c83d2348b45a9.html