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Exam Code: DES-1241 Practice test 2022 by team
DES-1241 Specialist - Platform Engineer, PowerStore

Exam Code : DES-1241
Exam Name : Specialist - Platform Engineer, PowerStore
Duration : 90 minutes
Questions : 60
Passing Score : 63

Exam Description:
This certification benefits any professional installing and maintaining PowerStore storage arrays in open systems environments. The certification focuses on installation, cabling, maintenance, upgrades and basic troubleshooting.

PowerStore Concepts and Features 6%
o PowerStore system and use cases
o PowerStore system configuration and models
o PowerStore architecture and hardware components
o Accessing PowerStore reference documentation

• PowerStore Installation 7%
o PowerStore installation process
o PowerStore racking considerations
o Power and environmental requirements
o Unpacking and racking tasks

• PowerStore Cabling 10%
o Front-end cabling
o Back-end cabling
o Power cabling

• PowerStore Implementation 20%
o PowerStore networks
o Ethernet switching, network requirements, configuration options
o Ethernet switching configuration process
o Initial configuration steps
o PowerStore licensing

• PowerStore Maintenance 15%
o Power control for maintenance procedures
o ESD handling procedures
o PowerStore CRUs and FRUs
o Replacement procedures

• Software Upgrades 12%
o Types of software upgrades
o Performing software non-disruptive upgrade
o NDU operational steps
o Hardware upgrades

• Troubleshooting 30%
o PowerStore hardware fault LEDs
o Troubleshooting with LEDs
o Troubleshooting with PowerStore Manager alerts
o Troubleshooting with PSTCLI
o Troubleshooting with the PowerStore node service port
o Troubleshooting with PowerStore service scripts
o Performing PowerStore data collection

Specialist - Platform Engineer, PowerStore
DELL Specialist questions
Killexams : DELL Specialist questions - BingNews Search results Killexams : DELL Specialist questions - BingNews Killexams : Is your firewall protecting the business? 7 questions to ask

The term "firewall" can be traced as far back as 1666. Webster's tells us that the term was used to describe a wall that could block fire from spreading between storehouses. 

Motorheads know this term, as well. The firewall is the part of the car that sits between the engine and the passenger compartment. It's designed to isolate the heat in the engine compartment, preventing the potentially flammable materials in the passenger compartment from igniting.

Firewall's first use in computing dates back to the 1990s, but some assert that its first use was actually in the movie WarGames, from 1983. 

Speaking of feeling old, how old is your firewall? That's a question I'll bet you don't ask yourself all that often. But it's the first of our seven questions.

In today's computing environments, firewalls block certain data from transitioning from one part of a network to another. This is particularly important when it comes to isolating the internet from a local area network, since traffic on the open internet is often malicious.

In homes and small businesses, the router has some level of firewall functionality. In more elaborate deployments, the firewall can be a separate device, or even a software-based system that's part of a virtual networking environment.

Since this article is intended for small business owners and managers, we'll stick with the idea of a firewall either as a part of a router or a small, standalone firewall device.

Is your equipment outdated?

This brings us back to the question of firewall (or router) age. How long has it been since you've replaced it? If it's more than three or four years, you're flirting with potential disaster. 

How many news reports about hacks and attacks and ransomware have you seen over the past three years? Cyberattacks are incredibly profitable, which means that cybercriminals are investing in and developing techniques to crack security.

Old firewalls, especially if they're from the Windows 7 or 8 era, are just not up to handling the sorts of attacks we're seeing today. They're not fast enough, and they don't have the latest defense features. So here's the takeaway: If your firewall is more than 3 years old, and definitely if it's 5 years old or older, consider replacing it. The cost of replacement will be a tiny fraction of the cost of what will eventually hit you if you don't.

Have you updated your firewall software recently?

Updating your firewall software is as important as updating your operating system software. Many attacks use older exploits. Every time you update, you prevent the latest waves of attacks. If you haven't checked and updated your firewall or router in the last few months, stop right now and go do it. 

This is another reason why you need to replace older equipment. Updates are crucial to preventing attacks, and if your firewall is older and no longer under support, you are probably not getting those crucial updates. 

Have you backed up your firewall configuration recently?

If your firewall glitches and you have to reset it, it's much easier to restore a configuration backup than to set everything up again. It's usually a 5-10 minute process. Once again, go do it now.

Have you increased broadband speed?

We're now in a highly video-centric world. Zoom meetings mean that upload bandwidth is as important as obtain bandwidth. Even at home, you might have more than one Zoom or video connection happening simultaneously. To handle it, many folks in homes and small businesses have increased broadband bandwidth.

That's great, but can your old router handle it? Routers designed to just feed basic Netflix and let you play games online were never designed for entire families working and schooling all day online at home. If you've increased your network use, it's probably time to upgrade the firewall or router.

Does your firewall inspect large files and zip/compressed files?

Not all routers or firewalls do this, but they should. Your firewall should be able to examine all data coming into your network, whether encrypted or compressed or not. It needs to be able to look inside the packets to make sure nothing malicious is coming into your network.

If your current firewall or router can't protect you adequately, get a new one. (Dell SonicWall offers a host of next-generation firewalls designed for businesses of all sizes.)

Have you added more people? Are people working remotely?

Business routers/firewalls installed prior to the pandemic were probably not intended to support workers connecting into the office from home on a full-time basis. Are more of your people working remotely? If so, all the traffic that used to flow around your internal LAN is now blended with internet traffic. That's a lot more work for a firewall to manage. 

Likewise, if you've increased your network-using workforce, that's a lot more load on the firewall. It's entirely possible that old twenty-teens firewalls will bottleneck or fail. Might be time for an upgrade.

Are all your firewall security features enabled?

Firewalls and routers ship with a lot of capabilities, but they're not all turned on at the factory. That's often because they need to be configured to manage a given network.

If you haven't turned on all the security features available, you're leaving yourself and your company vulnerable. Spend a few minutes logging into your firewall and auditing your security features. If you're not sure how to use those features, feel free to reach out to Dell's support services, who can help you tune everything to best fit your company's needs.

Click here to learn more about network security and Dell SonicWall firewalls, or call 1-877-289-3355 to speak with a small business specialist. 

Wed, 08 Dec 2021 00:16:00 -0600 en text/html
Killexams : CompTIA A+ Certification Training

Prepare for the CompTIA A+ Certification Exam

CompTIA's A+ certification is the top credential for associate-level IT professionals. This 100% online course will prepare you for CompTIA A+ certification exams 220-1001 and 220-1002. You’ll learn how to install and configure operating systems, expand IT security, troubleshoot software and other common operational procedures.

“I would recommend the CompTIA A+ course to someone in my position. If you need to get this type of IT information quickly all in one place and for a good price, the class is great for that,” David P.

Job Outlook for CompTIA A+ Certified IT Professionals

According to, certified IT and computer support specialists can earn around $44,970 per year on average.

Earning CompTIA A+ certification expands job opportunities for computer and IT support specialists because it focuses on knowledge that can be applied across computer systems and networks.

The Bureau of Labor Statistics also lists "Computer Support Specialist" among its most promising career areas, expecting 10 percent annual growth in job opportunities over the coming decade.



The CompTIA A+ certification addresses performance-based courses and questions that prove you can think on your feet and solve systems, software and network problems in real-time.


As the most respected associate-level IT certification in the industry, CompTIA A+ certification verifies that you have passed a standard that is supported by companies like Intel, Dell and HP.


Support specialists install and support hardware, including computers, accessories, mobile devices and network equipment. They also monitor, maintain and troubleshoot hardware, networks, operating systems and applications.


Every organization creates its own job titles. CompTIA A+ certified professionals could work as a service desk analyst, technical support specialist, desktop support administrator, help desk technician or system support specialist.

Course Objectives

Learn the installation, maintenance and troubleshooting processes for most devices.

Be fully prepared to sit for the CompTIA 220-1001 and 220-1002 certification exams.

Prerequisites and Requirements

There are no prerequisites to take this course.

This course can be taken on either a PC or Mac.


COMPTIA A+ (220-1001)

Introduction to the 220-1001 section of the CompTIA A+ exam


Desktop and laptop assembly, motherboards, BIOS and Processors


Troubleshooting cooling and power issues, maintaining and install hard drives and storage


Common approaches to network connections, router setup, TCP/IP and local networking


Mobile device security and virtualization

COMPTIA A+ (220-1002)

Introduction to the 220-1002 section of the CompTIA A+ exam


Tools for installing and maintaining Windows interfaces, command lines and remote desktops


Solving problems with boot process, startup and re-installation


Best practices for securing Windows from malicious software


Troubleshooting and maintaining MacOS and Linux operating systems


David Grimes

David Grimes has more than 10 years of management and leadership experience in the private and non-profit sectors. Grimes is passionate about technology and education, having worked as academic dean, student services director, technology coordinator, teacher, consultant, and technology columnist. He holds a Master of Education and a Bachelor of Science from Ohio State University, both in Technology Education.

Registration and Enrollment

This course is powered by ed2go and 100% online. Start anytime.

Start anytime with 6 months to complete.

Mon, 13 Sep 2021 07:49:00 -0500 en-US text/html
Killexams : Chesapeake Energy (CHK) CEO, Nick Dell'Osso on Q2 2022 Results - Earnings Call Transcript

Chesapeake Energy Corporation (NASDAQ:CHK) Q2 2022 Earnings Conference Call August 3, 2022 9:00 AM ET

Company Participants

Nick Dell’Osso - President, Chief Executive Officer

Mohit Singh - Executive Vice President, Chief Financial Officer

Josh Viets - Executive Vice President, Chief Operating Officer

Brad Sylvester - Vice President, Investor Relations and Communications

Conference Call Participants

Scott Hanold - RBC Capital Markets

Doug Leggate - Bank of America

Zach Parham - JP Morgan

Matt Portillo - TPH

Umang Choudhary - Goldman Sachs

Subash Chandra - The Benchmark Company

Nicholas Pope - Seaport Research

Noel Parks - Tuohy Brothers


Good morning and welcome to the Chesapeake Energy second quarter 2022 earnings teleconference. All participants will be in a listen-only mode. Should you need assistance, please signal a conference specialist by pressing the star key followed by zero. After today’s presentation, there will be an opportunity to ask questions. To ask a question, you may press star then one on a touchtone phone. To withdraw your question, please press star then two. Please note that this event is being recorded.

I would now like to turn the conference over to Brad Sylvester. Please go ahead.

Brad Sylvester

Good morning. Thank you Joe, and thank you everyone for joining us on the call today. This is Chesapeake’s second quarter 2022 financial and operational results call. Hopefully you’ve had a chance to review our press release and the updated investor presentation that we posted to our website yesterday.

During this morning’s call, we will be making forward-looking statements which consist of statements that cannot be confirmed by reference to existing information, including statements regarding our beliefs, goals, expectations, forecasts, projections and future performance, and the assumptions underlying such statements. Please note that there are a number of factors that will cause actual results to differ materially from our forward-looking statements, including the factors identified and discussed in our press release yesterday and in other SEC filings. Please recognize that except as required by applicable law, we undertake no duty to update any forward-looking statements and you should not place any undue reliance on such statements.

We may also refer to some non-GAAP financial measures which help facilitate comparisons across periods and with peers. For any non-GAAP measures we use, a reconciliation to the nearest corresponding GAAP measure can be found on our website.

With me on the call this morning are Nick Dell’Osso, Mohit Singh, and Josh Viets. Nick will deliver a brief overview of our results and then we will open up the teleconference for Q&A.

With that, thank you so much, and I will now turn the teleconference over to Nick.

Nick Dell’Osso

Good morning and thank you for joining our call. We had another great quarter and we’ve announced another important step in improving our business and solidifying our portfolio around our outstanding natural gas assets.

We continued to execute our business in the second quarter, generating very strong cash flows through our capital efficient development. The integration of Vine and Chief into our portfolio has been a success and contributed to the company delivering strong cash flows and returning meaningful capital to our shareholders in the form of dividends and buybacks. In fact, year-to-date we have repurchased shares of our common stock equal to approximately 75% of the shares we issued in the Chief transaction.

The consistency of our quarterly execution is a result of continuing to take steps to make our business better, not just bigger, since emerging from restructuring. We believe today’s decision to reallocate capital from the Eagle Ford to the Haynesville, leading to the Eagle Ford becoming non-core to our future capital allocation strategy, is the next step. Our focus on making Chesapeake better underpinned our strategy to acquire the Vine and Chief assets and has served as the foundation for our strategic pillars, which we believe maximize shareholder value. Those are to generate superior capital returns, maintain a deep and attractive inventory, a premier balance sheet, and pursue excellence from an environmental and overall ESG standpoint.

As the macro environment has evolved and we conclude the successful integration of the Vine and Chief assets into our portfolio, we believe more strongly than ever that we have the premier natural gas portfolio in the U.S. Our Marcellus and Haynesville positions clearly possess the characteristics to finding the best assets. We have industry-leading capital efficiency, deep runway of low breakeven inventory situated next to the premier demand centers, strong operating margins and advantaged emissions profiles.

Additionally, as you will see in Slide 5 in our presentation on our website today, our relative position with capital efficiency, operating efficiency and well performance is peer leading in both basins. Each of these strengths when combined with our balance sheet delivers a truly differentiated capital returns profile which is unmet among the gas names in this space.

While the Eagle Ford is a strong asset, as we look to the future, it simply does not compete today with the exceptional returns, rock and runway of our gas assets. The Eagle Ford has become non-core to our future capital allocation strategy and we believe that we will be a better company if we focus all of our resources, both capital and human, on the Marcellus and Haynesville. By doing so, investors will have a clearer path to investing in our great gas assets and we believe will ultimately Chesapeake more appropriately relative to the quality of our assets, strength of our balance sheet, and magnitude of our capital returns profile.

With respect to the Eagle Ford, we will now turn our attention to accelerating value for our shareholders through a strategic exit from the basin. This is a large asset across a wide geography with several subsets of asset characteristics; therefore, in order to maximize shareholder value during an exit, we expect the process may take some time and could even require multiple transactions.

Our approach will be guided by two principles. First, anything we do must be accretive to our strategy. Our strong financial position and balance sheet and the exceptional cash flow generated out of these assets allow us to be prudent in our approach, so this just will not be a fire sale. Second, the proceeds will go to enhancing our capital returns program. As you’ll see in our slide deck, our capital returns framework already leads the gas names by a significant margin. This will allow us to make it even better.

As I stated at the beginning of this call, we’ll begin reallocating capital away from the Eagle Ford to the Haynesville. Since the Vine transaction, we’ve been consistent with our six rig program aimed at keeping the Haynesville production relatively flat. We’ve also shared that we have some short term constraints, primarily from gathering and treating facilities in the basin. As you’ll see in Slide 12 of our deck, we’ve identified a clear path to increasing Haynesville capacity by the second half of 2023 and intend to increase our rig count from five, where we stood last week, to seven by the end of the year, allowing us to match our production growth to the capacity expansions. Ultimately, we plan to deliver 5% to 7% growth from year end 2022 to year end 2023.

In closing, we believe Chesapeake is the only gas-weighted company who can definitively say it has the returns profile, assets, balance sheet, access to markets in LNG, and ESG performance to deliver across each of these critical areas. We’re excited about or sharpened strategic direction and the opportunity to demonstrate that we are the premier gas investment opportunity in this sector.

Operator, we’ll now open the call for questions.

Question-and-Answer Session


[Operator instructions]

Our first question will come from Scott Hanold with RBC Capital Markets. Please go ahead.

Scott Hanold

Thanks, good morning all.

Nick Dell’Osso

Morning Scott.

Scott Hanold

Good morning. Looking at the Eagle Ford, it’s a pretty big asset. I mean, obviously you guys aren’t probably going to put a marker on it, but we’re talking into the billions. When you think about that kind of cash coming in the door, two questions. One, what are the tax implications generally speaking on it; and number two, how do you think about distributing that or utilizing that cash? You talked about within your shareholder framework, but when you’re talking about getting multiple billions of dollars, is that the right direction, or does it make sense to use some of that to look at strategic bolt-ons and other things in your core areas?

Nick Dell’Osso

Yes, great question, Scott. On the tax side, I’ll answer that first, it’s a little early for us to start talking about what the tax implications could be. We’ll probably stay away from those details today. There’s a lot for us to explore with the buyer universe here and thinking about exactly how an exit here will work. As I noted, I think it’s likely to be more than one transaction, and so it’s probably just a little early to deliver that kind of guidance.

On the proceeds, we’ve talked a lot about power value today and we’ve talked a lot about what that means to us and how we think about capital allocation, so pretty clearly we have devoted a significant amount of our free cash flow to returning cash to shareholders, both through an attractive yield as well as through a very sizeable buyback. We increased our buyback to $2 billion in June and we’ve continued to execute on that. We’re up to $670 million total, which is nearly $200 million higher than our last update to the market on that point, and so we’re continuing to press that.

Given where we’re valued today, the capital allocation analysis that would come from a bunch of proceeds from an asset sale is going to lean pretty hard towards buybacks. You asked about would we buy something. We’ve talked a lot about in the past that we think scale matters, but we just achieved pretty great scale in our Haynesville and Marcellus assets, so we feel no pressure, need, obligation to run out and buy something.

We’ve also been really clear that if we do consider acquisitions, we have our non-negotiables that are designed to be very protective over accretion and shareholder value creation, and they create a really high bar. When you have a stock price that you think is undervalued or attractively valued if you’re a buyer, that raises the bar even higher.

So look, we’ll continue to run our business the way we have been running it. The capital allocation model at Chesapeake is getting simpler with this, so now you have the opportunity to return capital to shareholders or reinvest in the Haynesville and the Marcellus. Those are your three choices, and that’s a pretty straightforward analysis when you think about how we are in a position of modestly growing the Haynesville and maintaining our fantastic position in market share in the Marcellus, which is capacity constrained. So again, that analysis is pretty straightforward. We think we can maximize shareholder value by staying focused on that pretty tight capital allocation model, and that’s what we’ll do.

Scott Hanold

All right, great. Great color. As my follow-up, as you look focus on the Marcellus and the Haynesville, you have a path with the Haynesville through 2023. When you start thinking about beyond that, I think the Marcellus--you know, there’s not a ton of growth opportunities, so when you look at the Haynesville longer term, is the idea post-2023 to maintain relatively flat production, or do you like that modest growth trajectory in that basin and is there capacity to do so beyond 2023?

Nick Dell’Osso

The answer to the second question is yes, we think there will be capacity to continue to grow beyond 2023. Will we grow is something we will determine over time, at what rate we will grow, but it’s really important to have the ability to grow. You referenced and I referenced that the Marcellus is generally constrained, but I would also point out that over the last couple of years, we have managed to grow in the Marcellus and we think that growth is a function of how competitive our assets are.

What that basically came from was during the COVID pandemic shutdown, there was capacity that softly opened up in the basin and we were able to take advantage of that and fill it, and we grew production, so when we have opportunities to grow in the Marcellus, we’ll do that. It’s really hard to predict those opportunities in an environment where gas prices are high - there should be less of those than when gas prices were low. That said, we’ll always pay attention to that opportunity, and then having the ability to grow in the Haynesville is a great lever, and we’ll be really disciplined and prudent about how we approach that over time.

In the current moment, we’ve been able to line out how we’re going to expand takeaway capacity from our gathering and treating facilities, and that gives us confidence to step into from a low single digit growth rate to a higher single digit growth rate on an exit basis from end of ’22 to the end of ’23. How we’ll position ’24 and beyond is something that we’ll look at as we go through 2023.

Scott Hanold

Appreciate it, thanks.


Our next question will come from Doug Leggate with Bank of America. Please go ahead.

Doug Leggate

Thanks, good morning everyone. Nick, I’ve got two questions, I guess I would frame it as consistency of strategy. I think it’s kind of important for us to have some view as to what Chesapeake is going to look like and obviously the five-year plan you laid out is probably not the best guide today, given these changes, so I guess my first question on the Eagle Ford is what changed here? Is this a reaction to [indiscernible]? Last quarter, you talked about outstanding returns and significant free cash flow, so I’m just wondering what the trigger was for this. Was it an unsolicited approach, was it something else about the program that wasn’t as successful as you thought? Maybe if you could frame your expectations to what you think the value would be, not to have you negotiate that against yourself but [indiscernible] turned out to be pretty important, I guess, as part of that discussion as well.

So what changed, and what are your expectations in terms of value?

Nick Dell’Osso

Sure, good morning Doug. I’ll do my best to answer what I think you asked. You were pretty fuzzy in your voice there.

We came out with a presentation in June which I think pretty successfully highlighted a lot of the individual characteristics of each of our assets - Haynesville, Marcellus, and Eagle Ford, and that was intentional. We wanted to start highlighting the asset level quality a bit more on its own as we knew that this decision was potentially coming soon. I think that did a good job - I think investors have a bit of better clarity as to what the Eagle Ford generates on its own.

You asked about the results of this year. We’re actually pretty pleased with what we’re seeing so far this year. The turn-in lines for the Eagle Ford that are coming out of our capital program are pretty heavily weighted to the fourth quarter, and so that’s going to deliver us quite a bit of volume momentum going into 2023, which is a nice time to be thinking about a decision like this. Really, what has changed is the super high quality of the Vine and Chief assets as we complete the integration of those assets and think about how it all fits in a long term capital allocation model.

Yes, we can show a capital allocation model that looks quite attractive with the Eagle Ford in it - there’s no question about that, and we have shown that and we know the Eagle Ford is in a position to generate a tremendous amount of free cash flow. But we think we can make it better over time by being focused on just the Haynesville and the Marcellus, so this is really about the strength of those two assets and how the capital allocation model comes together and how we continue to make it better.

You know, really not a lot has changed other than us clarifying that strategy and beginning to talk about if we’re good with the Eagle Ford, we’re going to be great in a more refined capital allocation model going forward.

Doug Leggate

Sorry to press, Nick, and I apologize for my line, but have you had unsolicited approaches for this?

Nick Dell’Osso

We get calls about all kinds of things all the time, Doug, so we’ll just leave that comment with that. Some of those calls, we don’t know if they’re valuable, and some of them probably are.

Doug Leggate

My follow-up, Nick, and again I hope you can hear me okay, you know we’ve obviously, you and I, have had a thorough debate about variables versus buybacks. Your share price, I was just looking, it was about the same level as it was on the last call, but now you’re talking about the value of your stock and the redeployment of proceeds for share buybacks. Why would that not apply to organic free cash flow, in other words are we now seeing an end to the debate over variables versus buybacks and you’re going to pivot harder into the buybacks in favor over the variable?

I’ll leave it there, thanks.

Nick Dell’Osso

Sure, thanks Doug. You and I have discussed this quite a bit and I’m sure we’ll continue to discuss it. We have an approach here that is all of the above - we’ve continued to talk about that. We know that quite a few of our investors appreciate that approach. We’re going to maintain an open mind about what the best way is to return capital to shareholder, and obviously with an announcement like this today, where we’re talking about leaning towards buybacks with proceeds, given what we see and the valuation of the company today, we think our stock is undervalued and we think that incremental cash beyond what we’ve designed in our returns profile should go to buybacks.

But we like the approach we have, we like the all-of-the-above approach, and so we’re going to keep doing that for the moment. I think the dividends we’re paying out this quarter are fantastic, there’s great opportunity to see those grow over time. Obviously commodity price dependent - that’s the nature of a variable, and we think it’s a pretty attractive stream of cash for investors.

Doug Leggate

Thanks Nick, I appreciate it.


Our next question will come from Zach Parham with JP Morgan. Please go ahead.

Zach Parham

Hey guys, thanks for taking my question. I guess first off, maybe just a follow-up on the buyback, do you have room on the revolver to buy back shares this quarter? You’ve been very aggressive with the buyback thus far. Do you plan to continue to draw on the buyback--or draw on the revolver to buy back shares in the near term? Clearly you’ve got some proceeds planned to come in with the Eagle Ford sale, so just thoughts on kind of the near term outlook for the buyback.

Nick Dell’Osso

Yes, it’s a good question, Zach. We’re expecting a pretty significant amount of free cash flow for the company, so no, it’s a free cash flow driven return strategy.

Zach Parham

Got it, and just a follow-up on the Haynesville. You talked about constraints there in the near term and working with some of your midstream partners to alleviate those. Can you deliver us a little more color on what’s going on there and maybe a timeline for when you could start to grow your Haynesville assets? Just looking at the 3Q guide, it’s pretty flat quarter over quarter.

Nick Dell’Osso

It is flat quarter over quarter, and so what we’ve detailed on the slide in our presentation around the Haynesville is some--you can follow a few steps in capacity additions that will come on. A lot of these things are small projects. As we noted the last time, these are constraints at the gathering and treating level, and so you have either a new offtake agreement to use treating capacity with a neighboring system or you have an expansion of existing treating capacity, or you have a new offtake line for takeaway that will allow you to bypass some treating. There’s a number of different things embedded in this, several different projects, and we’ve modeled it out for you so you can see the steps at which we expect it will come online next year.

Zach Parham

Thanks guys, that’s all for me.

Nick Dell’Osso

Thanks Zach.


Our next question will come from Matt Portillo with TPH. Please go ahead.

Matt Portillo

Good morning all.

Nick Dell’Osso

Morning Matt.

Matt Portillo

Just a follow-up question on the balance sheet. I think the expectations were to possibly start to pay down the revolver heading into 2023 and beyond. I guess with where the stock’s trading today and obviously the ability to continue to redeploy free cash flow towards the buyback, is that view still one that we should be thinking about or are you comfortable with the leverage profile and continuing to recycle more and more excess free cash flow towards the buyback moving forward?

Nick Dell’Osso

Well, we’ve clearly been willing to deploy a lot of free cash flow towards the buyback here in the recent past, and we had an opportunity in the second quarter to do a lot, and so you saw us do that and then you saw us increase the buyback authorization as a result.

Will we always work at that pace? That kind of depends on what happens in the market and our ability to access sellers of stock in larger chunks. We may or may not. We can be opportunistic about that. We have the financial flexibility to do it. I would not expect that to be a straightline trend. When we’re not buying back at that pace, then free cash flow will be applied to the revolver. This is not a signal that our balance sheet is going to bloat up here for buybacks.

In addition, I would just point out that--and I think some of the notes this morning highlighted we did have a working capital draw this quarter. That is purely a function of the timing of hedge settlements relative to when revenue comes in - hedges settle first and revenue comes a month later, so that should normalize in the third quarter. That pulled a bit more on our free cash flow this quarter, and it is purely a short term timing issue, so no, our balance sheet commitments remain as rock solid as they could be. That is something that you will not see us deviate from.

Matt Portillo

Perfect, and then I guess a follow-up question, with the divestiture of the Eagle Ford, you obviously have kind of pure dry gas exposure here. Just curious how you’re thinking about your hedge strategy moving forward, particularly late ’23, heading into 2024, balances might start to loosen a bit. Obviously a bit of a long road between now and then, but as we get into ’25 and beyond with a second wave of LNG, the market looks quite strong, so just curious how you guys are thinking about protecting some of those cash flows, especially given the strength in the curve and how you might approach hedging as you lose some of the oil revenues and become more of a dry gas pure play.

Mohit Singh

Yes Matt, good morning, this is Mohit. I’ll take that.

The hedge strategy stays consistent through the cycles. Our view is that on a rolling eight quarter basis, you want to keep looking at hedging. What we’ve done lately is just be more opportunistic as prices firmed up, and we were seeing significant volatility especially to the upside - that’s the time to monetize that volatility and that’s what we did through some very attractive costless collars that we were able to lock in.

We’ll keep looking for those kind of windows where we can opportunistically go in and layer more hedges, but the view remains consistent that we will look at it on a rolling eight quarter basis. Some of the legacy hedges that we have are beginning to roll off, and I would say what we have going forward are more hedges that we have tactically put in place, so we feel pretty good about that.

Matt Portillo

Perfect, thank you.

Mohit Singh

Thank you.


Our next question will come from Umang Choudhary with Goldman Sachs. Please go ahead.

Umang Choudhary

Hi, good morning, and thank you for taking my questions.

My first question was on Eagle Ford. I believe one of the areas which you were evaluating to decide the future capital allocation in the basin was on the Austin Chalk program. Any update on the program, and how is that influencing your plans for sale?

Josh Viets

Yes, good morning, this is Josh. At this point, it’s still really early. We’ve only brought on seven wells in total in the first half of the year, so we’re still early in the program. Our first Austin Chalk well just came on just in the last couple weeks, so that well is still cleaning up, so we still have quite a bit to learn as we get into the second half of the year from that program specifically.

Umang Choudhary

Great, very helpful. Then on the second question, can you walk us a little bit about your hedge strategy, and specifically your basis hedges in the Haynesville. It looks like because of the gathering and treating facilities and with potential for more growth in the basin, there could be some basis concerns for the Haynesville in the back half. I notice that you are 50% hedged already. Do you plan to add more hedges to protect that differential?

Mohit Singh

Yes Umang, this is Mohit. I’ll take that. The short answer is yes, we are always looking for opportunities to pair our NYMEX hedges with the basis hedges as well. It’s not quite where we’d like to be on a one-to-one basis, but we are trying to whenever the market is there and we are trying to layer those in.

Umang Choudhary

Thank you.


Our next question will come from Subash Chandra with Benchmark. Please go ahead.

Subash Chandra

Yes, thanks. Good morning.

First question is as you sort of shift capital from Eagle Ford to the Haynesville in advance of the sale, what do you think about capital efficiency, because on the one hand I sort of see the Eagle Ford wells are cheaper, the margins are better because of the oil; but on the other hand, your gas wells are so much more prolific, so how do we think that balances out here in the near to intermediate term?

Josh Viets

Well, actually when we look at our returns, and that’s how we choose to allocate capital, the returns today, even at the commodity prices you see and the margins you might expect in oil assets, the returns are still far superior in the Haynesville and in the Marcellus, and that’s really what’s ultimately guiding this decision. We feel really good about this shift in capital and we think it’s going to only enhance our capital efficiency in the near term, in addition to as we look out to the horizon.

Subash Chandra


Nick Dell’Osso

We’ve put a slide in the deck today, Subash, that shows capital efficiency as measured by the amount of capital you spend relative to 36 months of production from all new wells that you bring on, and we’re really proud of our track record there. We did that just for our gas assets this time. You can look at it across our whole portfolio as well. While our Eagle Ford asset has attractive capital efficiency, our gas asset capital efficiency is just off the charts good.

Subash Chandra

Yes, [indiscernible] impressive. I might come back on that afterwards.

The other question I wanted to ask was as you’re looking for these sales-type agreements for LNG, you’re a huge player there in the Haynesville, how much competition is there for the LNG fairway, and do you think--is it sort of a zero sum game and how do some of these privates that are for sale - you know, Athlon and Rockcliff, sort of fit into that? I don’t know if there is a place for someone to consolidate those to enhance their market position for future LNG exports.

Nick Dell’Osso

Yes, those are all good questions. We’re still really excited about the LNG opportunity. You saw we announced our first significant contract in the LNG world with this release - we’ve done a deal to sell some gas to Golden Pass. What’s unique about that contract is that it does deliver credit for us producing responsibly sourced gas, so we think this is a good step towards recognition of what responsibly sourced gas means to the LNG buyer universe.

I can’t go into the details of pricing we received there, other than just to point out that it’s a domestic price - we didn’t do a deal on TTF or something here, and we’re pleased with the price. We think this is a better price than we would get just from putting gas in a pipe and sending it south, and so it’s a great transaction for us. It gives you surety of flow, it gives you surety of differential, and we think we’ve made a good deal on both of those points.

We’ll continue to stay focused on LNG from the standpoint of how do you get the best pricing contracts. We’ve talked a lot about how if you’re going to pursue LNG on an internationally priced basis, you need to think about it as a diversification strategy, and we still very much think about it that way. So what’s the best way to get that? You do need to be large, you need to be responsible, you need to be a great operator, you need to have depth of inventory and a quality of inventory that buyers understand that if they’re buying something from you over a five, 10, 15-year contract, you’ll be there to deliver, so you need to be resilient from a quality of inventory standpoint but also from an environmental standpoint.

When you stack all that together, we think we are a preferred seller of gas into the LNG world. We’re right there on the doorstep of the facilities, we have a tremendous amount of gas, we have good connectivity to market. There’s a lot of projects that are in the works to increase the connectivity to market and increase the connectivity directly to certain facilities, so you can imagine that today it is competitive and those strengths of depth and quality of inventory, the ESG position that we have, our overall operating efficiency play all as strengths into that discussion.

Subash Chandra

Okay, thanks guys. I’ll jump back in the queue. Thanks.

Nick Dell’Osso

Thank Subash.


Our next question comes from Nicholas Pope with Seaport Research. Please go ahead.

Nicholas Pope

Morning everyone.

Nick Dell’Osso


Nicholas Pope

I was hoping you guys could talk a little bit--I mean, now that we’re three, four months in, I guess more than that, into the Chief and Tug Hill acquisition, maybe talk a little bit about the integration, how that’s progressing relative to your plan, where you’re seeing some of the benefits of that larger footprint on operating costs, your transport costs. Just kind of curious how things are progressing there on that acquisition.

Josh Viets

Yes, good morning Nick. This is Josh. I’ll answer that.

You know, we’re really excited about what we’ve seen. We’re only four months into it, but really pleased with how the teams have come together and identifying a number of opportunities.

A couple things maybe to highlight for you. One of them is we’re really just seeing the benefits of seeing a common owner within the gathering system. Of course, our acreage with Chief was really [indiscernible] with one another. To date, we’ve already added about 80 million cubic feet a day of gross gas that we’re able to flow incremental to what the two companies could have done before, and that’s just simply to have a complete overview of that gathering system and then working with the midstream provider to ensure that we’re directing gas flows to where there is available capacity, so that’s already starting to realize itself.

Then also, I look at what was done on the drilling side and just since we’ve taken over operations, as we utilize our remote optimization center here in Oklahoma City, we’ve already realized about a 7% improvement in our footage per day on the drilling side just by sharing common drilling practices.

Just a couple of things to highlight, but again it’s gone really, really well. The integration, I would say is essentially complete. We still have a few back end financial systems to tie together, but things have gone really well so far.

Nicholas Pope

Thanks, that’s appreciated. Moving to the other asset in the Haynesville, you guys provided this chart showing the split of Bossier and Haynesville. Kind of curious what the current level of activity split is between those two formations and what the expectation is here over the near term in terms of that split and where you think we are in understanding the optimal targets there in those two formations.

Josh Viets

We’re still going to be pretty heavily geared towards the Haynesville in the program. There’s about 10 or so wells in the Bossier that we’ll plan. We do like the Bossier; in fact, we brought on earlier in the year a 15,000 foot lateral that Vine had drilled in the Bossier. Over the first three months, we’ll average about 40 million cubic feet a day, and so if you actually were to take that and to place it on Slide 5 of the best gas wells across North America, it’s going to be right there at the top as soon as that hits the public databases.

Again, we’ll be more geared towards the Haynesville just because that’s more prominent across a greater portion of the acreage, but Bossier looks great and we’ll continue to assess and incorporate that into our development plans.

Nicholas Pope

Got it, appreciate it. That’s all I had. Thank you everyone.


Our next question will come from Noel Parks with Tuohy Brothers. Please go ahead.

Noel Parks

Hi, good morning. I just wanted to ask a bit about the service environment and how it maybe plays into your longer term thinking. When you were talking about LNG contracts a few minutes ago, you mentioned giving the LNG operators confidence that you’d be there to deliver five, 10, 15 years out. As you sort of rationalize the portfolio on the one hand and think more about LNG pricing on the other, I’m just wondering, do you have some embedded assumptions or some scenarios in there about what the service cost environment looks like, and particularly just thinking if you see it reaching a sort of peak of costs and then moderating, or do you consider a scenario that we might be in an ever-intensifying cycle of inflation in the gassy basins in particular?

Nick Dell’Osso

Sure, I’ll take that, Noel, and others may have things to chime in with here.

We pay really close attention to inflation, and obviously inflation has been a big theme in 2022. We talk very often and in depth with our service providers about how they think about capacity in the industry, and they’re making very rational decisions not dissimilar to how the upstream has responded to these higher prices here over the last, call it 18 months, so they’re being prudent and disciplined about how and when they decide to bring incremental capacity to market.

But there is incremental capacity showing up. It’s not showing up at the rates that it has in past cycles, and frankly that’s probably healthier. We are seeing inflation but we also are seeing some additions to capacity, albeit at a slower scale than in past cycles.

I think the cycle continues to play out the way it always does. There is significant margin to be had, so therefore people will bring capacity to market, but it seems to be working healthier than it has in the past. We think that will continue.

Overall, we have a great relationship with our service providers. We remain an operator of choice. We push our suppliers on performance, and when we achieve great performance, they make more money and so it’s a very symbiotic and great relationship. That’s the way we structure our contracts, and that works well for us.

Noel Parks

Great. Just following up on that, do you foresee contract structures ahead where, especially when we’re talking about the longer term, where there is some ability to mitigate or maybe share the risk on the production cost side, so that you don’t have a long term top line scenario, pricing scenario for what you’re receiving while you have exposure, maybe, on the cost side?

Josh Viets

Yes, this is Josh. We work obviously pretty closely with our service providers, regularly talking about what the contracts should look like as we look out into the future. Generally, we’re not seeing much appetite at this point for longer term contracts. There’s still quite a bit of movement potentially to be had in the service side. Clearly, I think it’s pretty well documented that the service market is tight, you’re not seeing a ton of capital being injected into the oilfield service sector, and so I think generally we’re looking at month to month to maybe six months out. But getting any further beyond that is just not really what we’re working towards today. It’s just simply too hard to predict in the environment we’re in.

Mohit Singh

Noel, if I may add to what Josh said, I’ll refer you back to Slide 5 because, again, in an inflationary environment, our firm view is if you have a portfolio which is competitive, which is cost efficient, and your operating margins are healthy, then you can absorb the inflationary pressures. Obviously we track it very closely, as Nick said, but at the same time it’s the robustness of the portfolio which allows you to absorb that kind of variability.

Noel Parks

Right, thanks. That’s all for me.


Our next question is a follow-up from Subash Chandra with Benchmark. Please go ahead.

Subash Chandra

Yes, thanks. So Slide 5, just wanted to deliver you guys an opportunity--you know, impressive Marcellus results. What are the drivers here? If you could do some sort of attribution analysis, possible between geology and the things that you can control.

Josh Viets

Well obviously in our business, it starts with rocks, and we are advantaged that we were early movers in the Marcellus and in the Haynesville, and so we really like the acreage positions that we’ve accumulated. We’ve only strengthened that with the Vine and the Chief acquisitions, so clearly that works to our benefit.

But at the same time, we consider ourselves to be a premier operator, and what that really comes down to is our ability to manage capital. Our experience that we have, the technical expertise that we’ve developed, the contracts that we’ve put in place and how we partner with service providers also allows us to be able to manage our cost performance in these basins, and so you put these two together and you end up with that chart that you see in the upper left-hand side of Slide 5, with us providing you the best capital efficiency across our gas basins.

Subash Chandra

What about initiatives to drive IP rates in the--you know, looking at the evidence on the right side of this slide?

Josh Viets

Yes, so we’re not really in the game, I would say, of necessarily creating headline rates. This is just really the nature of having great wells and maximizing a return on an investment. Clearly we want to be efficient with capital, but our goal at the end of the day is to purely maximize the return that we get, not necessarily in IP.

Nick Dell’Osso

Yes, we kind of like the fact that we showed the first 90 days of production, 17 of the top 20 wells are by Chesapeake, but then we also balance that by showing the amount of capital that we have to spend to bring on production over a several year period. We shine in both, and so we bring on wells big in the beginning, we don’t spend a lot of money relative to others to do it, and they’re holding up well, so.

It really--when you think about what this slide highlights and then also operating efficiency, our cost structure is quite competitive. We don’t have any liquids contribution and yet we’re hanging out in a pretty competitive spot from a margin standpoint, and so when you think about all of the pieces here, it really is about rock, returns and runway. We can deliver all of these returns today and we can do it for a very long time, given the depth of inventory we’ve put together as we’ve continued to make this company better through the acquisitions that we’ve done with Vine and Chief.

We’re achieving the synergies that we sought there. We’re pushing for a lot of incremental synergies beyond what we were able to identify day one. When you have the kind of scale and operating capability we have in a basin like this, you’re running the rigs we’re running, you have the history, you have the data, you have the ability to execute and the service provider relationships, you can continue to perform at a high level, and that’s something that we take a lot of pride in, our team works very, very hard on every day and delivers a fantastic result.

This takes every employee at Chesapeake to deliver on this kind of performance. We’re very proud of that, and we expect to continue to do that over the long haul and know that with the quality of rock, as Josh said, but then also the quality of operations, we sit at the top.

Subash Chandra

Thanks guys. It’s a good slide.

Nick Dell’Osso

Okay, I think that’s probably the last question, so in closing, I just want to comment that we recognize that accelerating value for shareholders through a strategic exit of our Eagle Ford will not happen overnight; however, I would like to reiterate our key principles for this process.

We’ll ensure that it’s accretive to our strategy, and with our balance sheet and the cash flow from these assets, we can be prudent in that approach. We’re looking forward to applying the proceeds through our capital allocation philosophy which is going to lean towards our leading capital returns program. We’re very excited about this, and I hope you all can sense that.

The confidence we have in the strategic direction we’re undertaking is very, very high. It’s both firmly grounded in our belief that Chesapeake has the strongest assets, capital returns and balance sheet of any gas name today, and that by focusing all of our attention on the Marcellus and Haynesville, we’ll demonstrate that we’re the premier gas investment opportunity in the sector.

We look forward to updating you on the progress as we move along, and we’ll talk to everybody soon.


The conference has now concluded. Thank you for attending today’s presentation. You may now disconnect your lines.

Wed, 03 Aug 2022 04:21:00 -0500 en text/html
Killexams : Dell Australia

Dell Australia is a private Australian Company, wholly owned by Dell Inc of the United States, operating in Australia for more than 26 years and employing more than 1,000 staff. Its professional services are predominantly delivered or managed by Western Australia based staff, who are supported by a Australia-wide network of Dell specialists and consultants. Dell Australia offers comprehensive IT services and business services portfolios.

Wed, 26 Jul 2017 15:43:00 -0500 en text/html
Killexams : How To Be An Authentic Leader

Edyta Kwiatkowska is an executive coach and owner of Hana Mana Instuyut and Leadit.

We all know that authenticity is key to being respected and sleeping well at night. We don't need to worry about our secrets or what we said behind someone's back because there is consistency in our character—we are always the same, all the time.

Teams and followers alike love authentic people; that's why the ideas of authentic people are spreading like wildfire. On the other hand, we've all seen fallen authority figures who have lost their credibility when we realized that their designed persona was not who they truly are.

Why do we desperately need "real" people right now? Because we are now more aware of what consciousness is. Because we know now what social media can do. Because we know now that almost everyone can hire a public relations specialist to create an image.

As my mentor, John C. Maxwell, said, "A leader is one who knows the way, shows the way and goes the way. [...] Leadership is influence—nothing more, nothing less." Every person has the potential to be a leader because we all impact other people. But do we do it wisely? Do we do it in harmony with who we really are?

What can we do immediately if we need to check our authenticity?

Write down answers to the following questions:

• Do I feel comfortable when I am going to meet offline someone who originally met me online?

• Does my team think that I am always the same person for them?

• Do I have similar values in my private and professional lives?

• Do I speak about things I have no idea about just because they are trends right now?

• Am I building an environment where everyone can have their own way of thinking?

• When I think about the most authentic person I know, what are the differences between us?

We are the people who create who we are. We can change our ways of thinking, talking and being to feel more like who we are.

We have fears. That is why sometimes we don't act as we should. We think about what others will think about us. We are afraid that we will not have enough arguments when we need to defend our opinions.

But even if we have all those fears, it is still worth trying to be ourselves.

Is there any way to practice authenticity?

I think there is.

First of all, you need to be a little bit more mindful to catch the moment when you feel you are going to do or say something that is not yours because you want to be liked or respected. When you begin to behave like you really feel in the moment, that's the first step. (Of course, we need emotional intelligence to not hurt anybody in the process—but that's a competence that we all should work on these days.)

Second of all is working on your self-confidence and ego. If you want to show up, that can be your ego. Ego is not always bad, of course; the thing to consider is what is in your intention. If you suffer from a feeling of really low self-confidence, try to work on it. Write every day about what you did well, and read books or take courses that will help you.

As a coach, I often meet people who present themselves as really confident, but usually, the more we want to show up, the more we suffer inside. Try to find your true self.

If you start to work on your authenticity, you will see great results.

You will find people who think like you; you will find people who follow and adore you. You will see that your team is calmer, more effective and more engaged because they will feel that they know you.

You impact other people, so do it with all the honesty you can, with all the respect you can and with all the truth you have. You are worth it.

Forbes Coaches Council is an invitation-only community for leading business and career coaches. Do I qualify?

Wed, 03 Aug 2022 23:17:00 -0500 Edyta Kwiatkowska en text/html
Killexams : Dell Chromebook 3100 2-in-1 11.6" Chromebook

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Fri, 18 Feb 2022 22:28:00 -0600 en-US text/html
Killexams : Digital Buying Part Three: Are CMOs And CCOs Ready For The Future?

Entrepreneur, 30 years of experience, getting results by using technology in the marketing & sales process, CEO of CRM excellence and Fueld.

Digital sales strategies have undergone many changes due to the growing digital customer journey. Millennials often prefer a digital-first approach and seek knowledge online in a representative-free digital environment. Therefore, sales professionals would be wise to adapt to the upcoming generation of B2B buyers. The first part of my series covered this new sales approach. I discussed hyper-automation, tools and data, which support sales in their new role, in part two. Both these changes entail guidance from CMOs and CCOs.

In this last part of the series, I’ll discuss how the CMO and CCO can best coordinate the use of new technologies and contemporary and coming improvements, which will change the future of the online sales and marketing process.

CMO And CCO Management

The use of marketing technology and artificial intelligence (AI) for the sales department will likely change the trajectory of sales in the upcoming years. These processes must be rearranged to meet the B2B buyer through online channels, because the Millennial buyer is mainly located online, as noted in Gartner's report "The Future of Sales: Transformational Strategies for B2B Sales Organizations." The way the CMO and CCO coordinate these processes is based on dashboards, and data is essential to succeed. This coordination should be based on clear macro and micro KPIs. An important element of this management is that the sales team can differentiate qualitative data from quantitative input collected within the systems used.

Wrong data entries, inadequate systems and lacking possibilities to share relevant data can hold back organizations from using AI within the sales process to support both online and offline means. The CMO and CCO should therefore consider the following two things:

1. Take a coaching role to lead the team in the use of marketing technology and data.

2. Set realistic and SMART (specific, measurable, achievable, relevant, time-bound) goals that are checked regularly—not only at the end of every business year.

This is where the importance of micro and macro KPIs comes in. Micro KPIs can be easily monitored during weekly tasks. For example, consider the difference between click-through rate of a content item (micro) compared to the number of purchases during the year (macro).

Building Your Team Of Experts

The CMO and CCO can choose to build the required digital knowledge in-house with their sales team. When we talk about supporting the digital customer journey with marketing technology, I think the following skills are essential to embed on your team:

• Marketing automation

• IP tracking

• Website

• Design

• Social media marketing

• Content creation

• Advertising


To best adjust your business to these digital changes, I suggest that your team consist of experts in every marketing and sales component described above. Businesses need to provide excellent support to the online customer journey and conversion paths.

As an alternative, some organizations may choose to hire different suppliers within various expertise niches. This provides great benefits as every specialist has knowledge of the specific component. Unfortunately, this strategy also delivers disadvantageous tasks for the role of project managers, who must oversee and guide every single component into an easy workflow supporting the overall goals. Managers and staff must communicate about their projects in detail because every component interrelates with the other. Specific examples include:

• Tracking the use of keywords, which must correspond in content creation, advertising and e-mail marketing.

• Monitoring A/B test results, which clarify specific use of vocabulary within target groups and have to be embedded in the text of website pages.

I could mention more examples in which different areas of expertise interact with each other, though experience has taught me that time management, project management and communication take up a considerable part of the available marketing time.

Outsourcing Marketing

Another option is to outsource these activities. (Disclosure: My company helps with this.) Then, communication becomes part of the collaboration between you and the partner organization. As a result, the external marketing team becomes an extension of your own marketing department. When you need a specific skill, you can easily access the available professionals.

Beneficial to this approach is that you do not need to spend time managing the continuous collaboration of the different components. This task becomes the responsibility of the external marketing team. However, cooperating with an extended marketing team is not a successful effort for every company.

What To Look For In A Partner

1. Online marketing is a broad discipline. What works for one company might be harmful to another. Before talking to a marketing team, start by considering which disciplines will support your business goals.

2. Once you know which disciplines you need most, start looking at your company’s future. What are your long-term goals? Which marketing strategies support these goals? Partnering up with a team that can easily grow with your expanding successes is an important part of your decision-making process.

3. Make sure the partner you chose supports personal deals—don’t buy a one-size-fits-all solution. Depending on the state of your website and the progress your own marketing effort made, you have specific needs for your marketing approach.

4. Look for a partner with one marketing team containing experts from different marketing disciplines. This way, you can benefit from the skills you temporarily need. When you grow or need to focus on a different discipline, you don’t have to switch to another partner.

The biggest challenge you face while outsourcing is a loss of control. You might not feel like giving away your data or leaving important decisions in the hands of others. That is why it's important to find a partner who continuously updates you. Make sure you have built a strong relationship with your partner. This can only work when you work together to make the best out of your budget.

Management through digital platforms, data, tools, micro and macro KPIs demands adjusting roles from the CMO and CCO. I believe these changes are necessary since the pandemic will likely have long-lasting effects on cooperation, and because Millennials, who tend to prefer a rep-free buying process, are here to stay. How well is your organization prepared for these processes?

Forbes Business Council is the foremost growth and networking organization for business owners and leaders. Do I qualify?

Tue, 02 Aug 2022 01:47:00 -0500 Marielle Dellemijn en text/html
Killexams : Disaster Planning Platform Market May see Big Move and Its Key Players With Deep Analysis 2022-2029| IBM, Rubrik, Dell

Disaster Planning Platform

The Disaster Planning Platform Market Report includes a detailed analysis of current market conditions, Key players, regions, types, and applications. The report offers a thorough analysis of growth variables, market definitions, manufacturers, market potential, and significant trends to understand the industry’s outlook and future demand. It assists with upgrading the business procedures and developing business opportunities. The research report covers Prominent key players in the industry, CAGR values, market momentum, constraints, and competitive strategies around the world from the region. The report also includes a thorough survey of the Disaster Planning Platform market, including all factors that influence market growth With a SWOT analysis.The report discusses everything a marketer requires before investing in the global Disaster Planning Platform Market during the forecast period 2022-2029.

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The Top Market Players are Analyzed:

Any market research study should include a discussion of the competition. With the help of the competitive analysis included in this report, important tactics taken by leading competitors in the Disaster Planning Platform market can be simply studied. This will assist players in becoming more familiar with their hardest competitors’ moves in the Disaster Planning Platform industry.

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Tue, 19 Jul 2022 23:07:00 -0500 Coherent Market Insights en-US text/html
Killexams : Storage Software Market [+SWOT Analysis] | Segments And Key Trends 2022-2031

(MENAFN- EIN Presswire)

Storage Software Market Size 2022

Storage Software market size was estimated to reach over USD 17200 Million in 2020 and is projected to grow significantly with a CAGR of 8.3%

NEW YORK CITY, NEW YORK, UNITED STATES, August 4, 2022 / / -- proffer a complete understanding of the Storage Software Market [Snapshot - Global Market Size, Largest Segment, Fastest Growth and Growth Rate in % (CAGR)] in its latest research report. It also offers a detailed analysis of the global Storage Software market that considers market dynamics such as segmentation, geographic expansion, competitive environment, and many other key elements. The Storage Software Market data reports also provide a 5-year pre-historic forecast (up to 2031) for the sector and include data on socio-economic data of global. 

The study's foundation was an observational synthesis of primary and secondary information, along with the viewpoints of important market participants. While preparing the valuable Storage Software market document, quality was the primary concern. This is achieved by a skilled team.

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Report Overview:

It is well-known that 'Storage Software' has been a major trend in the world. According to new business trends worldwide, the Storage Software Market provides Maximum ROI and These industries are the highest-earning worldwide and are expected to grow quickly.

The SMART Objectives present solutions that enable businesses to make smart, fast, and precise business decisions that will help them achieve their goals. The research of various service suppliers uncovers global business trends. The study examines in detail the impact of these key trends and discusses growth opportunities in different segments based on how these trends are shaping the Storage Software market in the future.

The TOP key market players listed in the report with their sales, revenues and strategies are Hewlett-Packard, Oracle Corporation, Symantec, NetApp, IBM, Hitachi, EMC, Dell, Huawei Technologies and CA Technologies.

Buy The Complete Report to read the analyzed strategies adopted by the top vendors either to retain or gain market share: 

Storage Software Market Dynamics:

This section deals with understanding the Storage Software market drivers, advantages, opportunities, restraints, and challenges. All of this is discussed in the following sections:

- Increase in Sales Revenue

- Increased Demand from Developing Regions

- Rise in Popularity

- R&D Efforts

- Product Innovation and Offerings

- Higher Cost

Speak to one of our analysts | custom requirements before the purchase of this report: 

Storage Software market Segmentation: Research Scope

Segmentation 1: Different types of Storage Software market


Segmentation 2: by Application - They are widely used in places including

Telecom and IT

Segmentation 3: Geographic regions

- North America (U.S. and Canada)

- Europe (Germany, United Kingdom, France, Italy, Spain, Russia, and Others)

- Asia Pacific (China, India, South Korea, Indonesia, Australia, and Others)

- Latin America (Brazil, Mexico)

- the Middle East and Africa

Highlights of the Report 

#1. This report provides a comprehensive understanding of customer behavior and growth patterns in the Storage Software market.

#2. The report sheds light on the lucrative business prospects pertaining to the Storage Software market

#3. The readers will gain an insight into the upcoming products and related innovations in the Storage Software market

#4. The report provides details about the key strategic initiatives adopted by the key players functioning in the Storage Software market

#5. The authors of the Storage Software report have scrutinized the segments considering their profitability, market demand, sales revenue, production, and growth potential

#6. In the geographical analysis, the Storage Software report examines the current market developments in various regions and countries

Key questions answered in this report:

1. What Industry Is In High Demand?

2. What is Storage Software?

3. What is the expected market size of the Storage Software market in 2022?

4. What are the applications of Storage Software?

5. What is the share of the top 5 players in the Global Storage Software Market?

6. How much is the Global Storage Software Market worth?

7. What segments does the Storage Software Market cover?

Recent Trends in the Storage Software Market

• In recent years, the United States has seen a significant increase in demand for prototypes. Additive manufacturing has become more popular for high-volume production.

• Market participants participate actively in expanding the range and applications of Storage Software. Technology is rapidly improving. As such, Storage Software is focusing on streamlining pre and post-production.

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Contact our Market Specialist Team:

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Thu, 04 Aug 2022 02:06:00 -0500 Date text/html
Killexams : Environmental Science Degree Online

Register By: August 27 Classes Start: August 29

Online Environmental Science Degree Program

Environmental scientists are stewards of the planet. They analyze environmental issues related to everything from climate change to overpopulation to biodiversity. They are the champions of clean energy, clean air and a thriving, healthy planet.

Southern New Hampshire University’s Bachelor of Science (BS) in Environmental Science degree online program gives you a strong foundation in natural and physical sciences. You can gain the education and hands-on experience you need to pursue your passion for the environment.

The program focuses on real-world environmental issues and scenarios and lab courses are conducted with custom lab kits mailed directly to students. In addition, students have the opportunity to volunteer, participate in internships, and take experiential learning courses to gain relevant and real-world skills. These hands-on experiences are designed to prepare you for your future in the field of environmental science by developing your skill to create sound solutions to the environmental problems of today and tomorrow.

Amy Hunt with the text Amy HuntAmy Hunt '21 was inspired by her passion for the environment to enroll in the online BS Environmental Science program and it has exceeded her expectations. "I gained so much knowledge in all areas of environmental science and why it’s so important for humans to protect, preserve, and acknowledge our role and responsibilities for conserving our planets resources both human and non-human," said Hunt.

Learn how to:

  • Propose practical solutions to complex environmental problems
  • Apply technological and field-based methods to environmental study
  • Design and execute projects that integrate the scientific method
  • Analyze intersections of the human and natural world

As an environmental science major, you have the option of customizing your degree through the 39 free elective credits, or by adding on a data analytics in science or natural resources concentration.

Career Outlook

The future is bright for careers in environmental science. According to the U.S. Bureau of Labor Statistics, the field of environmental scientists and specialists is predicted to grow by 8% through 2030, the national average for all professions1.

A career in environmental science lets you apply your love of natural science in many ways. You will learn to protect the environment and human health.

Kylie Lorenzen with the text Kylie LorenzenKylie Lorenzen ’19, who became SNHU's all-time leading scorer as a four-year standout on the university's woman's basketball team, said she plans to use her degree to make a similar impact in the environmental field.

“The environment is something that is changing, and it affects everyone,” Lorenzen said. “It affects wildlife. It affects humans. It’s a big course nowadays and usually, we just see the policy and government side, but there’s a lot that goes into … protecting and conserving what we have while also utilizing it and being sustainable in the same way.”

Careers in environmental science lend themselves to office, lab or fieldwork. You could work for local, state or federal agencies. You may work for nonprofit organizations to promote healthy environmental practices.

Careers in environmental science include:

  • Environmental scientist: Use your knowledge of the natural sciences to protect the environment and human health
  • Environmental health and safety specialist: Explore environmental health risks
  • Conservation land manager: Work to protect habitat and biodiversity
  • Climate change analyst: Study the effects on ecosystems caused by the changing climate
  • Soil and water conservationist: Work to prevent erosion
  • Park ranger: Protect and manage federal and state parks and forests

SNHU’s environmental science degree online blends analytical skills, communication skills and critical thinking throughout the degree program. These skills can prepare you to succeed in the exciting and challenging career of your choice.

The median annual wage for environmental scientists and specialists was $76,530 in May 2021, which is notably higher than the median annual wage of $45,760 for all occupations, according to the U.S. Bureau of Labor Statistics1.

You may also wish to explore SNHU's online BS in Geoscience, which takes a look at complex environmental issues through a geological lens.

Courses & Curriculum

A degree in environmental science provides a strong foundation to protect the planet. Our program combines the natural and physical sciences, like biology, chemistry and physics, with real-world scientific lab work.

You can also choose to focus your degree even more with our concentration options - natural resources and conservation or data analytics in science.

Or customize your environmental science degree with the general curriculum track. Even without a concentration, you can choose from the geology or general sciences courses that you like best.

Kylie Lorenzen '19 said she has a new outlook on the world thanks to her environmental science courses.

“It’s something that inspires me,” she said. “I’m passionate about traveling … So, I’m really interested in other cultures around the world, and it’s something that’s important to me to protect and keep working at.”

With an environmental science degree, you will have many chances to apply your education to the workforce. Environmental expertise is valuable in all types of businesses. A minor in environmental studies is also offered for non-science students who would like to add another aspect to their learning.

SNHU’s bachelor’s in environmental science curriculum can help you build a number of key skills, including:

  • Oral and written communication
  • Quantitative analysis
  • Applied statistics
  • Ecological principles and field methods
  • Research methods

Due to shipping laws, lab courses requiring lab kits must be completed within the contiguous United States. New students living outside the lower 48 states may be eligible to transfer in lab credits from accredited institutions. If a currently enrolled student moves outside of the contiguous U.S., they may petition to take the labs at another institution for credit.

Our environmental science major boasts 39 free elective credits. That is ideal for transfer students who don’t want to repeat courses. This can also allow you to add a minor that complements your major or help you explore new interests.

Another special feature of the environmental science degree is the opportunity to engage in experiential learning. These classes let you explore special courses related to your major. You will also build key skills to help with career development. The Bachelor of Science in Environmental Science offers 6 experiential learning topics:

  • Field experiences: This course allows you to extend your knowledge even further. You'll conduct research and apply the scientific process. Hands-on research skills and engaging in primary research will help when entering the fields of environmental science or geoscience.
  • Citizen science: This course allows you to engage in, and maybe lead your own citizen science efforts. Hands-on experience with crowd-sourcing scientific projects leads to leadership. That is important to have for a career in environmental or geoscience.
  • Research experiences in science: This course allows you to extend your knowledge of the scientific process. You'll engage in research projects that you design. Having hands-on research skills and participating in research are great skills for working in the fields of environmental science or geoscience.
  • Certifications and licensures: This course allows you to begin or continue studying for a certification or license exam. You will select a certification or license of your choosing, with help from your instructor. It is up to you to choose a certification or license for which you qualify. You will use the course time to work toward studying for the exam.
  • Animal behavior: This course allows you to engage in a research practice that you design. The scientific process and animal behavior are the basis for this work. As with the other learning opportunities, hands-on research skills and engaging in primary research are great skills for the fields of environmental science or geoscience.
  • Grant writing in science: This course provides useful experience in writing grants. This skill is vital for a career in the nonprofit sector. Securing grant funding can be the key to getting a project off the ground. The written communication skills developed in this course will be helpful in any career path.

Dr. Kelly Thrippleton-Hunter with the text Dr. Kelly Thrippleton-HunterOnline learners also benefit through a partnership between the SNHU Arboretum and the online science programs, which recently received an Effective Practice Award through the Online Learning Consortium (OLC). This partnership provides increased access to undergraduate research and learning opportunities with access to 25-acre forested wetland. “Collaborations like this provide our students with great real-world and hands-on experiences that can truly make a difference in the application of their knowledge, their skills and their future successes, wherever their path may take them,” says Dr. Kelly Thrippleton-Hunter, technical program facilitator of science programs at SNHU.

Curriculum Requirements & Resources

  • General education courses: All bachelor's students are required to take general education classes, if not obtained in prior coursework. Through these foundation, exploration and integration courses, students learn to think critically, creatively and collaboratively. This provides the edge employers are seeking.
  • Technology resources: We provide cloud-based virtual environments in some courses to provide access to the technology you need for your degree and your career. Learn more about our virtual environments.
  • Earn credits for what you already know: Did you know certain work and life experiences – like industry-recognized certifications, law enforcement training and math knowledge – could save you time and money at SNHU? Learn how you could get credit for work or life experience.

Tuition & Fees

As a private, nonprofit university, we’re committed to making college more accessible by making it more affordable. That’s why we offer some of the lowest online tuition rates in the nation—and haven't raised our costs in a decade.

We also offer financial aid packages to those who qualify, plus a 30% tuition discount for U.S. service members, both full and part time, and the spouses of those on active duty.

Online Undergraduate Programs Per Course Per Credit Hour Annual Cost for 30 credits 
Degree/Certificates $960 $320 $9,600
Degree/Certificates (U.S. service members, both full and part time, and the spouses of those on active duty)* $675 $225 $6,750

Tuition Rates are subject to change and are reviewed annually. *Note: students receiving this rate are not eligible for additional discounts.

Additional Costs No Application Fee, $150 Graduation Fee, Course Materials ($ varies by course)

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