How Jeremy Goldstein Used the Wine Dinner to Raise Funds

In May, Jeremy Goldstein hosted a wine dinner’s party at the Fountain House. In attendance included Omar Khan and Jim Finkel who were the chairmen of the organization. Through the event, the management raised 56,000 dollars to support victims of mental health.

 

 

 

Since it is a global epidemic, the non-governmental organization helps individuals to secure employment to avoid being idle. For instance, the wine dinner united the prestigious individuals in society to enact excellent ways in supporting the victims. During the first event, the management decided to conduct it at the famous NoMad hotel.

 

 

 

Through the rooftop, the attendees could view the skyline while accessing the flight vintages of Chateau Latour. Thus, it would attract various individuals who were interested in attending the fundraising event. Since the first event was popular, the company decided to hold its second event to understand the response of several individuals.

 

 

 

The donations

 

 

 

During the first dinner, the Fountain House received gifts worth 33,300 dollars. Moreover, it raised 23,000 dollars during the second dinner. They were later available as an impact on the people with mental illness.

 

 

 

In 2010, the board of directors accepted his membership as a member of the board of directors. While in New York University, he obtained a J.D after completing his law course. Furthermore, got a distinction from Cornell University because of his excellent achievement in his studies.

 

 

 

In the next ten years, he engaged actively in transactions among large corporations in his country. By forming great partnerships with other CEOs, his organization managed to excel in all its ventures. For example, he chairs the association of business owners in America.

 

 

 

The Fountain House established a culture that transforms the lives of people with mental illness by empowering them. Through collaboration with staff members, it prepares food, programs, enhances maintenance, and administers support to them. Moreover, it allows its members to engage in projects that can improve friendship in the community.

 

 

 

In the end, they establish skills that are necessary for fulfilling their purpose in society. Foundation House introduced an employment program in its system that enables the youth to participate in it. Additionally, it provides programs that link the victims to first housing, education, and health and wellness.

 

 

 

Conclusion

 

 

 

Through the organization, the youth can acquire reliable support in their community. In the long run, it promotes development in the city because every individual engages in a meaningful activity.

 

 

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Jeremy Goldstein and the Fight for Pay on Performance

The world of human resources is getting more complicated each year. Ways of motivating employees that had been thought to work for years are being struck down by research. Types of bonuses that were once thought to be the best way to increase the bottom line are now being shown to actually reduce it. One of the biggest arguments that still remains is the performance-based pay programs that give employees and executives bonuses depending on how the company performs.

 

This debate is centered around one fundamental question. “Will giving employees bonuses based on company performance encourage them to help increase the company’s income, or will it only encourage them to cut corners and sacrifice the long-term goals of the company for short-term gains?” More and more people are starting to agree with the latter portion of that statement. While research has shown that companies with performance-based bonuses have higher overall performance, it does not take into account that the higher performance in one year might be affecting the performance of the firm in years to come. Some argue that executives are more inclined to put off large capital expenditures that are needed by the company because it will reduce the amount of income the company receives, thus affecting their bonus. Executives might also be inclined to give false impressions of sales and even make fictitious sales in order to grow the income statement. Learn more: https://www.crunchbase.com/person/jeremy-goldstein#/entity

 

For all of the companies going through this debate, Jeremy Goldstein and his firm Jeremy L. Goldstein & Associates is there to help. Goldstein has worked for several years in compensation and corporate law, and he has seen all different kinds of pay plans and bonuses. He has worked with several executive compensation committees to help find the line between paying employees for their hard work and giving employees money after they have sacrificed the long-term goals of the company. He knows there is a middle ground.

 

For the debate on performance-based pay, Jeremy Goldstein has found a solution that all parties are happy about. He has suggested that employees should be paid well if the company is doing well, but that all of the executives and decision-makers need to be held accountable for their actions. Namely, compensation committees should put provisions in their compensation agreements to make sure that large projects and expenditures are not sacrificed, and that all decisions made by the executives are ones that are for the good of the company, not just their pocketbooks.