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Jeg rakte ud til en højtstående advokat. En stor kanon. "Kunne du tænke dig at teste vores AI? Den skal kunne hente al dansk og europæisk lovgivning, og træffe informerede beslutninger på baggrund af det." "Jo det vil jeg godt, men jeg tror ikke på det." "Hvordan kan det være?" "Lovgivning og jura er utroligt komplekse områder. Jeg tror ikke at AI er der, hvor vi reelt kan tage så store beslutninger på baggrund af få prompts." "Men du vil gerne prøve det af?" "Ja, jeg vender tilbage" Lidt tid gik, og han vendte tilbage. "... Det var lige godt satans. Svarene var helt korrekte og jeg blev overrasket over en hel ny vinkel jeg ikke havde tænkt på." Klip til nu. Advokaten er nu vores CEO. Den bedste feedback, jeg nogensinde har fået. 👉 Lige nu kan du prøve selv uden at oprette en bruger på vores hjemmeside: eulaw.ai

Folk der arbejder med jura bruger alt for mange timer på anonymisering. Lad være med det, jeg har en bedre plan 👇 Det der sker når du giver dine juridiske dokumenter til en AI, det kunne være en kontrakt, er at alt dataen bliver læst, vurderet og behandlet. Og hvis man ikke tager sine forholdsregler, gælder det samme for persondata. Av. Særligt for de helt store virksomheder har det her været et no-go, og jeg forstår det godt. Men. Løsningen er landet med vores nye Redaction Tool. Hver gang du uploader en fil, eller beder eulaw læse en tekst, har du nu mulighed for at skjule og anonymisere alt persondata. Et klik. Done. (prøv det selv her: eulaw.ai) Maskinen fanger det, inden det overhovedet bliver givet videre. Handlingen sker lokalt på din computer og kan på ingen måde spores i eulaw. Og det fede er, at det sker lynhurtigt. Misser maskinen noget, så peger du bare på det, der skal skjules, og så er den klaret. Det kan virke småt, men det her er forskellen på et kæmpestort følsomt datalæk (og en monsterbøde) og en skinnende dataglorie. Store skridt for tiden.

Consumer Health: Consumer segmentation is King & Penetration is Queen. Not loyalty. Penetration, of the right consumers. The number that changes the plan: <20% of consumers account for >70% of your category's RSV. Go further: - Super-high-engagement consumers, ~5% of households: ~30% of RSV, ~35% of profit, ~45% of growth - Add the high-engagement tier: 25% of households drive 65% of RSV, 75% of profit, 90% of growth Now look where the money goes. Mass reach. An average consumer who does not exist. A media plan built to talk to everyone while the growth sits with a few. It is why segmentation comes first in every CHC engagement we run, & why it is engagement-based, not demographic: - Who drives the category? - What do they value? - Where are their barriers? - Which of them are not yet in your brand? & the part that surprises people: the goal is not loyalty. In a category of symptoms & occasions, loyalty programmes chase the wrong thing. The goal is quality penetration: winning more of the consumers who matter most, one purchase at a time. One penetration point among the most engaged is worth ~8x one among the least engaged. Segment first, to know who. Penetrate second, to win them. Everything else follows from those two. Key question for CHC CEOs: what share of your media reaches the 25% who drive 90% of growth? If you want to see how brand teams run that precision with Zero-Based Growth®️, the ZBG®️ Sprint is here: https://lnkd.in/euRV3jhD Exciting times #fmcg #cpg #consumerhealth

My cat has zero interest in adjusted EBITDA (hence why he's looking the wrong way) A lot of the owners I work with feel the same way about their books... "I'm not a numbers guy. I built this company, and the only thing I watch is the money in the bank account." I hear this from business owners. And they always know their product INSIDE OUT. Know how to build and sell like crazy. But the financials are a black box, which doesn't work when you want to exit. You don't need to become a numbers person to sell well. You need someone on your side who already is, before a buyer's diligence team shows up to rip up the books. That's what the Buyer-Ready Earnings System does. We recast the books you already have and document every add-back, so you can go to market confidently with numbers that align to your valuation and strategy. It's built on 200+ SMB M&A deals across multiple industries. Check it out here: https://lnkd.in/gwcJXwZR If you're 1 to 3 years from a sale and doing $1M+ in revenue, DM me the word 'READY' (send a connection request if we're not connected) and I'll reach out

Quick math most owners don't realize until it's way too late: Say you pay yourself $400,000 a year. A buyer could hire a GM to replace you for $175,000. That leaves $225,000 of profit sitting in your expenses. At 4x, that's $900,000 of enterprise value. If nobody normalizes that comp before you list, the buyer will use the more conservative profit numbers. If their team finds the adjustment first, they use it as a reason to question every other add-back you claimed. The Buyer-Ready Earnings System recasts your books and documents every adjustment so your numbers hold strong when a buyer digs into them. A 30 day timeline to get it in place and all you do is give us QBO access. DM me "READY" and I'll send you the full breakdown. Or learn more here: https://lnkd.in/gwcJXwZR

The AI era's winners are defined by speed. I've never seen anything like this moment in my career. It's breakneck. Braintrust is one of those winners. In a matter of months, they became the go-to platform for observability and evals. Today we finally get to share the story of how Crosby partners with Bryan Cox, Sarah Zeng and the rest of their team.

Beste directeur: hoe nemen jullie grote besluiten? Als jullie tijdens een directieoverleg moeten besluiten over bijvoorbeeld: • Wel of niet die nieuwe groeimarkt betreden • Afscheid nemen van ZZP'ers of juist grotere flexibele schil • Herziening van arbeidsvoorwaarden • Of deze overnamekandidaat echt bij ons past • .... (of vul maar in....) Hoe doen jullie dat dan? Hoe komen jullie tot een besluit? Vast een of meer uit deze lijst: • Op basis van een goede analyse • Helder betoog van de betrokken directeur • Zorgen dat iedereen gehoord wordt • Kijken wat de concurrentie doet • Voorzitter besluit als er een impasse is • ...? En daar zitten prima dingen tussen. Maar het is niet genoeg. Krachtige, consistente besluitvorming vraagt om een 𝘨𝘦𝘥𝘦𝘦𝘭𝘥 𝘧𝘶𝘯𝘥𝘢𝘮𝘦𝘯𝘵. En er is geen beter fundament dan de 𝘂𝗻𝗶𝗲𝗸𝗲 𝗶𝗱𝗲𝗻𝘁𝗶𝘁𝗲𝗶𝘁 van jullie organisatie. Doe volgend directieoverleg de test eens. Stel deze vragen: 1️⃣ Wat maakt ons uniek? Wat geloven wij en kunnen wij als geen ander? 2️⃣ Welke invloed heeft die unieke identiteit gehad op onze laatste grote besluiten? Luister goed naar wat er gezegd wordt. Geen duidelijk antwoord op (1)? ➡️ Ga aan de slag met het herontdekken van je identiteit. Hier zit het goud. Wel duidelijk antwoord op (1), maar niet op (2)? ➡️ Kijk nog eens goed naar jullie besluitvormingsproces. Hier zit veel gemist (strategisch) potentieel #strategie #organisatieidentiteit #directieoverleg #besluitvorming

Een goede vraag om over na te denken: Wat drijft jullie als organisatie? Winst voor een bedrijf is als gezondheid voor een lichaam. Het is essentieel maar het moet geen doel op zichzelf worden. Waarom bestaat jullie organisatie? En lukt het om daar in de dagelijkse keuzes steeds naar te handelen? Ben benieuwd!

Cornerstone Research sat down with leading UK litigators to discuss the evolving role of economic evidence in collective competition litigation. The conversations we captured demonstrate just how much the market has developed, as economics moved to the heart of disputes and judicial scrutiny intensifies. In my foreword, I reflect on how the landscape has been transformed for litigators and economists, and how the quality of expert evidence has never mattered more. Read the full report here: https://bit.ly/4d74nF2

GPs are starting to speak up about their finance leaders (and it’s not good). In a recent industry survey, 76% of sponsors agreed on a common frustration*: Portco CFOs haven't made their companies sell-side ready. ❌ Not focused on acquistion integration ❌ Detached from equity performance ❌ Mindset misalignment When LP pressure is high and the market window opens, sponsors don’t have time for CFOs to catch up. Exit readiness isn’t something you can scramble together at the last minute. It’s a learned skill set gained through experience. Interim CFOs bring unique value to the table in private equity. They can come in for a single purpose — getting ready for exit in this case — and lead the process. More and more PE firms are turning to interim CFOs for this purpose. We broke down exactly how they create value during exit prep → https://lnkd.in/gwyRRmkS

Your controller is brilliant at month-end close. But asking them to lead exit prep while managing daily ops? That's like asking your best linebacker to also be the quarterback. Smart PE firms know the difference. Exit readiness involves strategic financial storytelling under intense scrutiny. Your controller didn't sign up to field buyer questions about revenue recognition while trying to close the books. A controller keeps the lights on. Let a specialist get you to the finish line. BluWave has placed interim CFOs who've prepped 15+ exits. They know what buyers dig into, what clean-up takes weeks vs. days, and how to position your story. Here’s how the right operator de-risks the exit. → https://lnkd.in/ewh5sE7f

Pourquoi l’IA ne remplacera jamais l’expertise d’un avocat en négociation de départ ! À l'heure où les outils d'intelligence artificielle se multiplient pour estimer des préjudices ou des montants d'indemnités, se fier aveuglément à des algorithmes comporte un risque financier considérable pour les cadres dirigeants. Un cas concret : 200 000 € de différence sur la table Le piège de l'évaluation algorithmique : Un cadre sur le départ a consulté une IA pour évaluer le montant de son package d'indemnités. L'outil lui suggérait une enveloppe de 200 000 €, qu'il s'apprêtait à accepter. La valeur de l'analyse humaine et stratégique : En confiant son dossier au cabinet, une analyse minutieuse des éléments de fait et du contexte de l'entreprise a permis d'identifier des leviers de négociation invisibles pour une IA. Le résultat : Grâce à cette stratégie sur mesure, les indemnités ont été portées à 400 000 €, doublant ainsi le montant initialement envisagé. L'IA traite des statistiques et des barèmes généraux ; elle ne perçoit ni les faiblesses juridiques de l'employeur, ni le rapport de force politique, ni l'opportunité stratégique d'un dossier. Vous êtes Cadre ou Cadre dirigeant et vous voulez négocier votre départ ? Contactez-nous à titre confidentiel : le plus tôt vous nous consultez, le mieux nous vous conseillons. Cabinet Avi Bitton Avocats Associés : https://avibitton.com #DroitDuTravail #CadresDirigeants #Négociation #IndemnitésDeDépart #RuptureConventionnelle #AviBitton

Relations amoureuses au travail : ce qu'il faut savoir. Un employeur ne peut pas licencier un salarié simplement parce qu’il a une relation amoureuse au travail. Chaque salarié conserve un droit fondamental à la vie privée sur son lieu et pendant son temps de travail. Sanctionner un couple constitue une atteinte grave qui rend le licenciement nul. Les salariés peuvent alors exiger leur réintégration et réclamer le paiement de tous leurs salaires impayés, soit environ 2 ans de rémunération sans plafond lié au barème Macron. Certains secteurs réglementés imposent toutefois de déclarer cette relation pour éviter les conflits d’intérêts ou les risques de confidentialité. De plus, une rupture difficile avec un subordonné peut vite faire naître une présomption d’abus de pouvoir ou de harcèlement s*xuel. Vous êtes Cadre ou Cadre dirigeant et vous voulez négocier votre départ ? Contactez-nous à titre confidentiel : le plus tôt vous nous consultez, le mieux nous vous conseillons. Cabinet Avi Bitton Avocats Associés : https://avibitton.com

Liderlik, kartvizitinizde yazan bir unvan değildir. Liderlik, hayatınızın ve aldığınız kararların sorumluluğunu almaktır. Çünkü liderlik önce kendini yönetmekle başlar. Şimdi bakın… Birçok kişi liderliği; makam, yetki ya da birilerinin peşinden gelmesi olarak görüyor. Ama aslında mesele şu: Siz kendinizi yönetemiyorsanız, ekibinizi nasıl yöneteceksiniz? Kendi hayatınızın direksiyonunda değilseniz, işletmenizi nasıl büyüteceksiniz? Liderlik büyük anlarda ortaya çıkan bir özellik değildir. İşte asıl fark küçük anlarda başlar. Bir problem çıktığında; “Bunu kim çözecek?” diye beklemek yerine sorumluluk almak… Bir eksiklik gördüğünüzde; “Biri halleder” demek yerine harekete geçmek… Yanlış giden bir şeyi görmezden gelmek yerine çözümün parçası olmak… Bunların hepsi liderlik davranışıdır. Çünkü lider olmak; hiç hata yapmamak değildir. > Zorlandığınızda bile öğrenmeye devam etmektir. > Belirsizlik karşısında çözüm üretmektir. > Bahaneler yerine seçeneklere odaklanmaktır. Liderler hayatın başlarına gelmesini beklemez. Kendi hayatlarının, ekiplerinin ve işletmelerinin direksiyonuna geçerler. Bugün kendinize şu soruyu sorun: Ben gerçekten sürücü koltuğunda mıyım, yoksa hayatımın ve işletmemin beni götürdüğü yere mi gidiyorum?

A menos de 90 dias do prazo fixado para o início da cobrança da Contribuição sobre Bens e Serviços (CBS) e da alíquota-teste do Imposto sobre Bens e Serviços (IBS), bem como da exigência do Imposto Seletivo (IS), ainda aguardamos a definição das alíquotas da CBS e do IS, além de normas essenciais para a apuração, o recolhimento e a administração dos novos tributos trazidos pela Reforma Tributária do Consumo. Também nesta reta final da substituição dos tributos sobre o consumo, dúvidas e perplexidades relacionadas à apuração assistida da CBS e do IBS, ao reconhecimento de créditos fiscais e seu ressarcimento mediante compensação ou pagamento em dinheiro, e à antecipação de recolhimentos na sistemática do split payment e do RAD, trazem desafios ainda maiores para a administração das empresas. Uma coisa, no entanto, é certa: a eventual exigência da CBS e do IS em 1º de janeiro de 2027 já não se daria sem agressão ao princípio da anterioridade nonagesimal, pois os tributos seriam cobrados antes de noventa dias da publicação de atos normativos que permitam efetivamente a sua cobrança. Como se já não bastasse, decisões de última hora do Governo Federal trazem pressão ainda maior sobre o Orçamento de 2027 e sobre a capacidade de arrecadação da União, e já se ouvem vozes clamando pela suspensão do cronograma da Reforma Tributária. Esses e outros assuntos serão abordados no café da manhã técnico preparado pelo Ayres Westin Advogados para analisar o atual momento da Reforma Tributária. Junte-se a nós (Marcelo C., Henrique Perlatto Moura e eu) para os debates que se realizarão em São Paulo e Belo Horizonte neste mês de outubro. Inscreva-se pelo link: https://lnkd.in/dpbxkUPu #AyresWestinAdvogados #ReformaTributária #DireitoTributário #CBS #IBS #TransiçãoTributária

Risk insight only creates value when it changes what the organization actually does. Too often, cyber risk is assessed, documented and presented to leadership, but remains disconnected from day-to-day security operations. In our new whitepaper with Palo Alto Networks, we explore how BDO Israel brings those two worlds together, connecting business priorities, governance and risk with practical monitoring, detection and response through. This collaboration with Tal Blaustein and our managed cybersecurity teams is a key part of that approach. Risk expertise helps define what matters most. Security operations translate that understanding into what should be monitored, prioritized and acted on. Because effective cyber risk management should not stop at identifying exposure. It should shape decisions, guide operations and lead to measurable outcomes. Read Transforming Risk Insight Into Security Action: https://lnkd.in/dDEZwxPC #CyberRisk #SecurityOperations #CyberSecurity #BDOCyber

A strong MDR service should do more than detect and respond. It should connect security operations with the wider business context. At BDO Israel, our approach brings managed security together with cyber risk, governance, compliance and resilience. The consulting perspective helps define what matters most to the organization, while our operational teams translate those priorities into day-to-day monitoring, detection and response. We use Palo Alto Networks Cortex as the underlying technology platform, combining its analytics and automation capabilities with BDO’s advisory expertise and managed security operations. This connection between consulting and operations, including the risk expertise led by Adi Roze, helps organizations focus on the exposures that matter most rather than treating every alert equally. Our new whitepaper explains how this integrated approach turns business priorities into measurable security action. Read Transforming Risk Insight Into Security Action: https://lnkd.in/dFvqd7HM #CyberSecurity #ManagedDetectionAndResponse #SecurityOperations #CyberRisk #Cortex

From #UNGA in New York to the #TrumpXi summit in #Washington, this week's headlines served as a reminder that geopolitical developments are increasingly influencing business decisions. Trade, industrial policy, #AI, supply chains, critical minerals and economic security are no longer matters for governments alone. They're shaping investment decisions, growth strategies, and corporate risk assessments. APCO's Geopolitical Radar helps business leaders dig deeper into the trends shaping the global business environment. Read more here: https://lnkd.in/gDRKtxtw

What if you could launch a new medicine globally with the 'precision' of a Rybakina or Alcaraz tennis serve, the 'agility' of a Silicon Valley tech startup, and the 'insight' of my 15-year-old correcting me, once again? #Pharma #AI #LaunchExcellence cc Laura Dix Daniel Outhwaite Baringa

Register to join our webinar on realising value from AI deployments in IP. Moving from pilots to real value! I’m joined by the outstanding Halim Shehadeh https://lnkd.in/e4hwS9EJ

PIS e Cofins antes da CBS: por que revisar agora? A CBS começa em 2027. O histórico de PIS e Cofins, porém, não desaparece com ela, e é exatamente essa continuidade que torna os próximos meses um momento específico para organizar o passado antes que a atenção da empresa esteja inteiramente voltada para o futuro. A transição para o novo sistema tributário vai consumir capacidade operacional significativa: adaptação de sistemas, treinamento de equipes, revisão de processos, adequação contratual. Esse esforço, concentrado nos próximos dois anos, vai ocorrer em paralelo com a manutenção de obrigações sob o sistema atual, e a experiência de transições regulatórias anteriores mostra que o passado tende a ser postergado quando o presente já é suficientemente exigente. O problema é que o passado de PIS e Cofins tem janelas de aproveitamento que obedecem a prazos próprios. Créditos que poderiam ser utilizados, saldos que precisam de conciliação, escriturações que requerem consistência entre o que foi apurado e o que a documentação suporta... Tudo isso precisa ser tratado com tempo e com atenção técnica adequados, não no meio de uma implementação. Revisar agora não é antecipar um problema que ainda não existe, mas organizar um histórico que existirá independentemente da CBS, e que será mais custoso de tratar depois que os recursos estiverem comprometidos com a transição. Dito isso, o momento certo para fazer esse mapeamento é antes de 2027, não durante. https://lnkd.in/dFe_-CwT

A few days ago I shared that the Ambar community was welcoming DACH and Benelux lawyers. Here is the part that matters more: who gets to be in it. We are now choosing the founding members across Germany, Austria, Switzerland, the Netherlands and Belgium. The lawyers who belong in the Ambar community share three things: ✅ A brilliant, reference-backed track record. ✅ Their own independent practice today. ✅ A genuine collaborative mindset: they share, refer, and grow alongside their peers. If you are reading this, a name probably just came to mind. Tag them below. 👊 And if you are that lawyer: there is a seat with your name on it. How to apply is in the first comment. 👇 And a personal ask to my LinkedIn friends: help me out with this one. A like spreads it to the independent lawyers (or with their own boutique firm) across these countries who should see it. 💛 #AmbarCommunity #IndependentPractice #LegalInnovation #LegalCommunity #Germany #Austria #Switzerland #Netherlands #Belgium

Amsterdam. 8 October. Ambar at Soho House. One day. Two intimate gatherings. And the beginning of something big. We’ll start over breakfast with a small group of General Counsel and legal leaders. And that evening, around one table, we’ll bring together a carefully selected group of exceptional independent lawyers - some already part of Ambar, others we believe should be. We’re not interested in “opening a market”. We want to bring together the people who should define it. Lawyers who have built brilliant careers at leading firms or companies, chosen independence, and now want the network, opportunities and international reach to build something bigger on their own terms. That’s what Ambar is about. And that’s who we want around the table on 8 October. If that sounds like you, I’d love to meet you. DM me. And I need my network for this one: Who is the one outstanding independent lawyer in Amsterdam we absolutely need to know? Tag them below. Send me their name. Or share this post with them. Amsterdam. 8 October. Soho House. A small table. The right people. The beginning of something big.

☀️🎓☀️🎓☀️🎓☀️🎓☀️🎓☀️🎓☀️ Vandaag op een prachtige plek om het cursusseizoen af te trappen! Vanmiddag en vanavond verzorg ik de Summercourse Erfrecht. Er is een hoop te vertellen! Advocaten Familie- & Erfrecht