Mes: agosto 2020

LOVELAND, Colo., Aug. 11, 2020 /PRNewswire/ — The 2020-21 school year will be like no other on record and presents many challenges for educators as they strive to provide high-quality, rigorous science instruction to students in both in-person and distance learning situations. In response, Penda Learning has added 850 new interactive science activities for grades 3­–10 aligned to Next Generation Science Standards (NGSS), Florida NGSSS, and Texas TEKS to their digital, game-based learning platform. Other product updates and integrations will support science instruction for English learners and students with disabilities and streamline access to the platform for both students and their teachers.

«It’s very likely that every school in the country will provide some form of digital learning this school year — whether blended or fully online,» said Brad Baird, President of Learning 2020, parent company of Penda Learning. «Penda Learning was designed to engage and motivate learners as well as facilitate independent learning. Our newest activities and latest updates make Penda an even more valuable resource to ensure continuity of learning with the uncertainty that we’re facing in the 2020-21 school year.»

During spring school closures many districts struggled with how to provide support and services to English learners and students with disabilities. Penda Learning’s integration of Immersive Reader, a Microsoft Learning Tool, into the platform makes all of Penda’s science activities accessible to learners of all abilities. In addition to providing translation of more than 60 languages, Immersive Reader enables text to be read out loud, breaks it into syllables, and increases spacing between lines and letters. It also offers text decoding solutions and other supports for students with word-reading difficulties such as dyslexia.

Whether learning in school or remotely, teachers, students and families juggle dozens of online learning platforms that all require unique usernames and passwords. This spring, many students and their caregivers were frustrated by the number of accounts they had to remember. Single Sign On (SSO) is a simple solution that Penda Learning now supports through integration with ClassLink, Clever, OAuth, and others. Penda Learning also now supports OneRoster for the secure and reliable transfer of student information between a district’s Student Information System (SIS) and the Penda platform. This will simplify and speed up the onboarding of teachers and students into Penda.

Another enhancement to Penda Learning is Learning Tool Interoperability (LTI) 1.3 Advantage support which enables seamless integration between Penda Learning and a district’s Learning Management System (LMS). Teachers can assign Penda activities in the LMS and students can access them directly within the LMS platform rather than having to exit and login to Penda. As students complete assignments, their Penda scores are automatically added to the LMS gradebook. This integration reduces teachers’ workload and helps students stay focused on learning.

According to Mr. Baird, «School districts realized this spring that robust technology solutions are essential to providing effective distance instruction but not every digital learning platform has the built-in tools to make access and use simple and easy for teachers, students and their families. Our world-class developers looked at the issues educators faced this spring and have enhanced Penda Learning so that it is as convenient, easy to use and flexible as possible.»

Learn more about how Penda Learning can support a return to learning and ensure rigorous science instruction wherever students are learning, visit www.pendalearning.com.

About Learning 2020
Learning 2020, parent company to Penda Learning, is dedicated to identifying pressing, unfilled needs within the K-12 education market and developing technology solutions that solve these challenges in innovative and cost-effective ways that will positively impact teaching and learning. Formed in early 2019 by Brad Baird and Bill Tudor, experienced education technology entrepreneurs, Learning 2020’s current focus is on ensuring all students have access to high quality science and math instruction whether learning at home or in school.  www.pendalearning.com

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SOURCE Learning 2020

DUBLIN, Aug. 11, 2020 /PRNewswire/ — The «Weapon Mounts Market Forecast to 2027 – COVID-19 Impact and Global Analysis by Mount Type; Platform; Mode of Operation» report has been added to ResearchAndMarkets.com’s offering.

The Weapon mounts market was valued at US$ 1, 026.0 billion in 2019 and is projected to reach US$ 1, 727.0 billion by 2027; it is expected to grow at a CAGR of 8.8% from 2020 to 2027. The stimulating demand for remote weapon stations and increasing military expenditureare some of the key driving factors for global weapon mounts market. Moreover, accentuating adoption of armored vehiclesis anticipated to drive the growth of weapon mounts market during the forecast period.

However, stability issues and heavy weight of solider portable mountsmay hinder the growth of the market. The growth in asymmetric warfare is propelling the military forces to opt for easy and convenient traversing capability. Owing to this, the demand for armored personnel carriers (APC) and light armored vehicles (LAV) is continuously up surging in the current scenario. The demand for easy maneuverability and increasing military budgets year on year has been reflecting increased attraction for armored vehicles among the military forces.

Another factor gaining attraction of military forces towards armored vehicles is the capability to combat cross-border conflicts. The manufacturers of armored vehicles are integrating their vehicles with advanced technologies, including sensors, countermeasure systems, command and control systems (C2), weapon mounts, and fire control systems. Pertaining to the fact that the armored vehicles are capable of carrying machine guns, rocket launchers, the demand for weapon mounts on armored vehicles is accentuating rapidly, which is supporting the growth of weapon mounts market.

The market for weapon mounts is segmented into mount type, platform, mode of operation, and geography. Based on mount type, the weapon mounts market is segmented into static mount and non-static mount. In 2019, the non-static mount segment held the largest share of global weapon mounts market. Based on platform, the weapon mounts market is segmented into ground, naval, and airborne. Naval based platforms are expected to be the fastest growing segment during the forecast period. Based on mode of operation, the market is segmented into manned and remotely operated.

The manned segment contributed a substantial share in 2019 and remotely operated segment is projected to be the fastest growing mode of operation during the forecast period. Geographically, the market is broadly segmented into North America, Europe, Asia Pacific, the Middle East and Africa (MEA), and South America (SAM). North America held the major share of the market in 2019 and is expected to continue its dominance till 2027.

Reasons to Buy

• Highlights key business priorities in order to assist companies to realign their business strategies.
• The key findings and recommendations highlight crucial progressive industry trends in the weapon mounts market, thereby allowing players to develop effective long term strategies.
• Develop/modify business expansion plans by using substantial growth offering developed and emerging markets.
• Scrutinize in-depth global market trends and outlook coupled with the factors driving the market, as well as those hindering it.
• Enhance the decision-making process by understanding the strategies that underpin commercial interest with respect to mount type, platform and mode of operation

Key Topics Covered:

1. Introduction
1.1 Study Scope
1.2 Report Guidance
1.3 Market Segmentation
1.3.1 Weapon Mounts Market – By Mount Type
1.3.2 Weapon Mounts Market – By Platform
1.3.3 Weapon Mounts Market – By Mode of Operation
1.3.4 Weapon Mounts Market- By Region

2. Key Takeaways

3. Research Methodology
3.1 Coverage
3.2 Secondary Research
3.3 Primary Research

4. Weapon Mounts Market Landscape
4.1 Market Overview
4.2 Porter’s Five Forces Analysis
4.2.1 Bargaining Power of Buyers
4.2.2 Bargaining Power of Suppliers
4.2.3 Threat to New Entrants
4.2.4 Threat to Substitutes
4.2.5 Competitive Rivalry
4.3 Ecosystem Analysis

5. Weapon Mounts Market – Key Market Dynamics
5.1 Key Market Driver
5.1.1 Stimulating Demand for Remote Weapon Stations
5.1.2 Increasing Military Expenditure
5.2 Key Market Restraint
5.2.1 Stability Issues and Heavy Weight of Solider Portable Mounts
5.3 Key Market Opportunity
5.3.1 Accentuating Adoption of Armoured Vehicles
5.4 Future Trends
5.4.1 Continuous Focus on Development of Robust Mounting Solutions
5.5 Impact Analysis of Drivers and Restraints

6. Weapon Mounts – Global Market Analysis
6.1 Overview
6.2 Weapon Mounts Market – Revenue and Forecast to 2027 (US$ Million)

7. Weapon Mounts Market Analysis – By Mount Type
7.1 Overview
7.2 Weapon Mounts Market, By Mount Type (2019 and 2027)
7.3 Static Mount
7.3.1 Overview
7.3.2 Static Mount: Weapon Mounts Market -Revenue and Forecast to 2027 (US$ Million)
7.4 Non-Static Mount
7.4.1 Overview
7.4.2 Non-Static Mount: Weapon Mounts Market -Revenue and Forecast to 2027 (US$ Million)

8. Weapon Mounts Market Analysis – By Platform
8.1 Overview
8.2 Weapon Mounts Market, By Platform (2019 and 2027)
8.3 Ground
8.3.1 Overview
8.3.2 Ground: Weapon Mounts Market -Revenue and Forecast to 2027 (US$ Million)
8.3.3 Vehicle-Mounted
8.3.3.1 Overview
8.3.3.2 Vehicle-Mounted: Weapon Mounts Market -Revenue and Forecast to 2027 (US$ Million)
8.3.4 Fixed Installation
8.3.4.1 Overview
8.3.4.2 Fixed Installation: Weapon Mounts Market -Revenue and Forecast to 2027 (US$ Million)
8.3.5 Dismounted Soldiers
8.3.5.1 Overview
8.3.5.2 Dismounted Soldiers: Weapon Mounts Market -Revenue and Forecast to 2027 (US$ Million)
8.4 Naval
8.4.1 Overview
8.4.2 Naval: Weapon Mounts Market -Revenue and Forecast to 2027 (US$ Million)
8.4.3 Aircraft Carriers
8.4.3.1 Overview
8.4.3.2 Aircraft Carriers: Weapon Mounts Market -Revenue and Forecast to 2027 (US$ Million)
8.4.4 Destroyers
8.4.4.1 Overview
8.4.4.2 Destroyers: Weapon Mounts Market -Revenue and Forecast to 2027 (US$ Million)
8.4.5 Frigates
8.4.5.1 Overview
8.4.5.2 Frigates: Weapon Mounts Market -Revenue and Forecast to 2027 (US$ Million)
8.4.6 Corvettes
8.4.6.1 Overview
8.4.6.2 Corvettes: Weapon Mounts Market -Revenue and Forecast to 2027 (US$ Million)
8.4.7 Offshore Patrol Vessels
8.4.7.1 Overview
8.4.7.2 Offshore Patrol Vessels: Weapon Mounts Market -Revenue and Forecast to 2027 (US$ Million)
8.5 Airborne
8.5.1 Overview
8.5.2 Airborne: Weapon Mounts Market -Revenue and Forecast to 2027 (US$ Million)
8.5.3 Combat Aircraft
8.5.3.1 Overview
8.5.3.2 Combat Aircraft: Weapon Mounts Market -Revenue and Forecast to 2027 (US$ Million)
8.5.4 Attack Helicopters
8.5.4.1 Overview
8.5.4.2 Attack Helicopters: Weapon Mounts Market -Revenue and Forecast to 2027 (US$ Million)
8.5.5 Special Mission Aircraft
8.5.5.1 Overview
8.5.5.2 Special Mission Aircraft: Weapon Mounts Market -Revenue and Forecast to 2027 (US$ Million)

9. Weapon Mounts Market Analysis – By Mode of Operation
9.1 Overview
9.2 Weapon Mounts Market, By Mode of Operation (2019 and 2027)
9.3 Manned
9.3.1 Overview
9.3.2 Manned: Weapon Mounts Market – Revenue and Forecast to 2027 (US$ Million)
9.4 Remotely Operated
9.4.1 Overview
9.4.2 Remotely Operated: Weapon Mounts Market – Revenue and Forecast to 2027 (US$ Million)

10. Weapon Mount Market – Geographic Analysis
10.1 Overview
10.2 North America: Weapon Mount Market
10.3 Europe: Weapon Mount Market
10.4 APAC: Weapon Mount Market
10.5 MEA: Weapon Mount Market
10.6 SAM: Weapon Mounts Market

11. Impact of Coronavirus Outbreak
11.1 Impact of COVID-19 Pandemic on Global Weapon Mounts Market
11.1.1 North America: Impact Assessment of COVID-19 Pandemic
11.1.2 Europe: Impact Assessment of COVID-19 Pandemic
11.1.3 Asia-Pacific: Impact Assessment of COVID-19 Pandemic
11.1.4 Middle East and Africa: Impact Assessment of COVID-19 Pandemic
11.1.5 South America: Impact Assessment of COVID-19 Pandemic

12. Industry Landscape
12.1 Market Initiative

13. Company Profiles
13.1 AEI Systems Ltd
13.1.1 Key Facts
13.1.2 Business Description
13.1.3 Products and Services
13.1.4 Financial Overview
13.1.5 SWOT Analysis
13.1.6 Key Developments
13.2 CRSystems Inc.
13.3 Engine Engineering Company
13.4 FN HERSTAL
13.5 Troy Products
13.6 Leonardo
13.7 ISTEC SERVICES LTD
13.8 Military Systems Group, Inc.
13.9 TMIL-systems
13.10 WE Platt

14. Appendix

For more information about this report visit https://www.researchandmarkets.com/r/fjig5c

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SOURCE Research and Markets

KNOXVILLE, Tenn., Aug. 11, 2020 /PRNewswire/ — TN Fireplace & Chimney, East Tennessee’s leading chimney care company and a proud supporter of Tennessee football, encourages homeowners in the area to maintain healthy indoor air quality (IAQ) by making sure their chimney air circulates properly and isn’t drawing outside dust, pollen, and other outside pollutants inside.

Air drawn in by the chimney can contribute to odors, allergies, mold, and poor performance of the fireplace or stove.

«This is a situation where energy efficiency can work against you,» said Josh Cate, owner of TN Fireplace & Chimney. «When air goes out of the chimney, it has to be replaced. Modern construction has advanced to the point that new homes are airtight, so the only route for replacement air to come in is down the chimney. When that happens, it can bring in particles and contaminants from outside as well as material that accumulates inside the chimney.»

Any accumulation in the chimney can also result in safety and performance issues, including back drafts and the buildup of a flammable material called creosote.

Cate recommends a professional inspection if you suspect your chimney is drawing down air that negatively affects your home’s indoor air quality. For immediate relief, open a window near the fireplace or stove or remove weatherstripping around doors and windows in that room.

«For a permanent solution, adding an exterior vent is one option,» Cate said. «Another is installing an energy recovery ventilator (ERV) to the HVAC system. These are designed to maintain the right balance of air pressure and also filter outside air before it comes in, so most particles and irritants are eliminated. This is one of the most effective methods for improving and maintaining your home’s IAQ.»

For more information about TN Fireplace & Chimney or to schedule an appointment for inspection or cleaning, visit https://tnchimney.com.

About TN Fireplace & Chimney
TN Fireplace & Chimney, the leading chimney care company in East Tennessee and one of the fastest-growing chimney companies in the country, was founded in 2008 by Josh Cate to deliver industry-leading service based on technology, training and a full line of fireplace and chimney maintenance, repair, installation, cleaning and remodeling options. As a Tennessee-licensed contractor and a proud supporter of Tennessee athletics, TN Fireplace & Chimney deploys a team of highly trained technicians and advanced technology to provide the highest level of customer service throughout Knox, Anderson, Claiborne, Campbell, Morgan, Blount, Loudon, Sevier and Jefferson counties. For more information, visit https://tnchimney.com/.

MEDIA CONTACT:
Heather Ripley
Ripley PR
(865) 977-1973
hripley@ripleypr.com

 

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SOURCE TN Fireplace & Chimney

NEW YORK, Aug. 11, 2020 /PRNewswire/ — CEOs from 27 of the largest employers in the New York area are launching the New York Jobs CEO Council. The new CEO-led, results-oriented coalition will collaborate with educational institutions, community organizations and nonprofits to hire skilled workers, meet employer needs and connect New Yorkers — with a focus on low-income and Black, Latinx and Asian communities — with the skills that they need for today’s and tomorrow’s workplace. The member organizations aim to hire 100,000 traditionally underserved New Yorkers by 2030, a goal which includes job opportunities and apprenticeships for 25,000 CUNY students.

The New York Jobs CEO Council will be led by Dr. Gail Mellow, who most recently served as President of LaGuardia Community College.

«Access to quality education and training for in-demand jobs is key to creating economic opportunity for youth and workers in New York,» said Dr. Mellow. «Our mission is to ensure people in New York’s most vulnerable communities can access the skills that they need to pursue promising career pathways and benefit from the city’s economic recovery.»

«The COVID crisis highlighted a sad societal truth: underserved communities too often pay the highest price, and as we work to build back better from this virus, New York is confronting this injustice head on,» Governor Andrew M. Cuomo said. «The new initiative will play an important role connecting underserved communities with career resources and access to New York’s world-class educational institutions, helping ensure economic prosperity is a dream anyone can realize, no matter their zip code.»

New York has the largest gross domestic product (GDP) of any Metropolitan Statistical Area (MSA) in the U.S. However, not all of the area’s residents are positioned to benefit from the city’s economy as it recovers from the impacts of the COVID-19 crisis. Even before the crisis, which has had a disproportionate impact on low-income Black, Latinx and Asian communities, unemployment in the Bronx was 85% higher than in Manhattan. At the same time, jobs in high demand have not been filled, with less than 400,000 unemployed workers but significantly more job openings in New York in 2018-2019.

By joining forces with local educational institutions, community organizations and nonprofits, the New York Jobs CEO Council members will use their collective resources, capital and network to scale proven employer solutions, build on successful models and share best practices to maximize the Jobs Council’s impact in creating pathways to stable careers for New Yorkers in low-income and diverse communities.

«The economic crisis brought on by COVID-19 has had a disproportionate impact on low-income communities of color, and our recovery starts with investing in them,» said Mayor Bill de Blasio. «I’m thankful the New York Jobs CEO Council is joining us to promote economic justice and provide opportunities for our City’s diverse workforce. Together, we will build back our economy fairer and stronger than ever before.»

The New York Jobs CEO Council’s co-chairs include: Jamie Dimon, CEO and Chairman, JPMorgan Chase; Carmine Di Sibio, Global Chairman and CEO, EY; Arvind Krishna, CEO, IBM; Kevin Sneader, Global Managing Partner, McKinsey & Company; and Julie Sweet, CEO, Accenture. Other initial members of the organization include: Ajay Banga, CEO, Mastercard; Jeff Bezos, Founder and CEO, Amazon; Michael Corbat, CEO, Citi; Steven J. Corwin, M.D., CEO, NewYork-Presbyterian; Kenneth Davis, M.D., President and CEO, Mount Sinai Health System; Brian Duperreault, CEO, AIG; Roger Ferguson, President and CEO, TIAA; Larry Fink, CEO and Chairman, BlackRock; Todd Gibbons, CEO, BNY Mellon; Peter Grauer, Chairman, Bloomberg L.P.; Meredith Kopit Levien, incoming President and CEO, The New York Times Company; John McAvoy, CEO, Con Edison; Brian Moynihan, CEO, Bank of America; Satya Nadella, CEO, Microsoft; Philip Ozuah, M.D., Ph.D., CEO, Montefiore Medicine; Sundar Pichai, CEO, Google; Charlie Scharf, CEO, Wells Fargo; David Solomon, Chairman and CEO, Goldman Sachs; Rob Speyer, President and CEO, Tishman Speyer; Stephen Squeri, Chairman and CEO, American Express; Craig Thompson, M.D., President and CEO, Memorial Sloan Kettering Cancer Center; and Hans Vestberg, CEO, Verizon.

The New York Jobs CEO Council will seek opportunities to engage additional CEOs in order to broaden its membership and ensure that companies of all sizes are represented.

Goals and Partners
The initial goal of the New York Jobs CEO Council is to hire early-career New Yorkers from low-income and Black, Latinx and Asian communities into stable jobs that set them on long-term career pathways.

The New York Jobs CEO Council will collaborate with CUNY to support student learning and the development of in-demand career pathways. These efforts will help 25,000 students who face barriers to economic opportunity secure entry-level jobs, apprenticeships and work-based learning opportunities with promising career trajectories at the New York Jobs CEO Council member companies.

«Having lifted generations of low-income New Yorkers into the middle class and beyond, CUNY’s singular academic quality and affordability set it apart as perhaps the most potent engine of social and economic advancement in the United States,» said Félix V. Matos Rodríguez, Chancellor, City University of New York. «Because of our vast reach and unparalleled ability to scale educational opportunities — from short-term certificates to doctoral degrees — CUNY is ideally positioned to prepare large numbers of diverse, adept New Yorkers to take advantage of the extraordinary opportunity that the New York Jobs CEO Council initiative represents. We look forward to working with many of the largest employers in the City in applying theoretical learning to real-world contexts and building on CUNY’s historic mission of high-quality education and service to underserved students and immigrant communities.»

In addition, to help more New Yorkers access modern youth apprenticeship opportunities, the New York Jobs CEO Council will adopt the CareerWise NY model of apprenticeship. CareerWise NY is an initiative that was incubated by nonprofit organization HERE to HERE and will now be established as an independent nonprofit. 

«Our student interns and apprentices are motivated by doing ‘work that matters’ in a real-world setting and as part of a team. For them, this is the ideal way to acquire critical workplace skills and begin building a network. Employers are often surprised by how quickly they learn and are able to contribute. That’s why we are excited about the launch of the New York Jobs CEO Council,» said Abby Jo Sigal, Founding CEO of HERE to HERE. «For HERE to HERE, it is the fruition of an enormous amount of work over the past two years to help establish and help incubate the business council as well as CareerWise New York. The new Jobs Council will bring the opportunities for work-based learning to many more students. It’s a great investment in New York’s future and economic recovery and promises to be life changing for many of the students we work with in the Bronx and throughout the city.»

The New York Jobs CEO Council will also partner with organizations such as HERE to HERE and the New York City Department of Education to help scale relevant programs. Over time, the Jobs Council will seek to foster partnerships with additional educational institutions, community organizations and nonprofits.

In the future, the New York Jobs CEO Council will broaden the scope of its work to further expand its efforts to connect young people with in-demand jobs and support mid-career and transitioning workers.

More information about the Jobs Council’s goals and partners can be found here.

Leadership and Governance
Dr. Gail Mellow will serve as Executive Director of the New York Jobs CEO Council. Dr. Mellow most recently served as President of LaGuardia Community College, where she developed and executed the College’s strategy that increased credit enrollment, graduation rates and dramatically expanded workforce development programs. Stanford University research ranks LaGuardia among the top five community colleges in creating social mobility for its students.  

Dr. Mellow has more than 30 years of experience in higher education. She is a nationally recognized leader on the changing landscape of higher education and strategies for moving low-income students into the middle class. Her leadership catalyzed collaboration between business and education resulting in thousands of new jobs and more profitable companies in New York City. Frequently appointed to national commissions on education and the workplace, she is also an active scholar with more than 20 books and articles.

More information on the Jobs Council’s leadership and governance structure can be found here.

About the New York Jobs CEO Council
The New York Jobs CEO Council is a results-oriented coalition of CEOs whose companies are collaborating to create a new talent pipeline that meets New York employers’ evolving needs, and to provide New Yorkers from low-income and diverse communities with the skills and resources they need for the future of work. The organization supports the development, testing, implementation and scaling of innovative and successful solutions that can prepare residents, especially those in communities that lack access to economic opportunity, for the rapidly     evolving needs and demands of the workplace. The New York Jobs CEO Council companies aim to hire 100,000 New York residents by 2030, including 25,000 CUNY students.

Quotes from the Job Council’s Co-Chairs
«Many New Yorkers are stuck in low-paying jobs that could be lost in the future or are struggling to navigate the labor market as the COVID-19 crisis has further exacerbated the economic inequities in the city. As companies with a long-standing commitment to the New York area and its residents, we are using our collective power to prepare the city’s workforce with the skills of the future and helping New Yorkers who have been left behind get a foot in the door.» –  Jamie Dimon, CEO and Chairman, JPMorgan Chase

«As a life-long New York area resident, I have seen the vast evolution of the job market in our area, but in recent years the changes have been swifter and more detrimental to those in low-income communities. The pandemic has exacerbated this trend. We must do more to make sure that the region is a place for all to thrive. The NY Jobs Council will help all New Yorkers get the training and skills they need to move up the economic ladder.» – Carmine Di Sibio, Global Chairman and CEO, EY

«The Jobs Council will create much-needed economic opportunities for New Yorkers in diverse and underserved communities. With COVID-19 amplifying existing social inequities, we are stepping up to boost social mobility by broadening access to skills, training and jobs. This will not only help companies tap into fresh new talent but also ensure that people of all backgrounds can reap the fruits of the city’s economic recovery and thrive in a fast-changing job market.» – Arvind Krishna, CEO, IBM

«Our research estimates that more jobs in the metro New York area are at risk from COVID-19 than anywhere else in the U.S. The pandemic is accelerating trends that were already reshaping the future of work, particularly for underserved communities and other vulnerable segments of the population. Our analysis also shows that giving people the right training, skills and support can have significant impact on their livelihoods, and we are proud to help the Jobs Council build a more resilient, inclusive workforce for all New Yorkers that can serve as a model for other communities.» –  Kevin Sneader, Global Managing Partner of McKinsey & Company

«We look forward to working with our New York Jobs CEO Council partners to help advance equality and create opportunities for underserved New Yorkers. Now more than ever, professional apprenticeship and work-based learning programs play a critical role in closing the skills gap, helping people become job-ready for the roles of the future, and providing the support they need to realize their full potential.» – Julie Sweet, Chief Executive Officer, Accenture

Find more quotes from member CEOs here.

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SOURCE New York Jobs CEO Council