Thursday, 25 June 2020

Indiana coronavirus updates

The state has announced a rental assistance program that could provide up to $500 per month for up to four months per household.

It will require the landlord's agreement to participate.

The money comes from the CARES Act and will cover 91 counties and about 12,000 households. Indianapolis Cryptocurrency News Marion County received its own funds and is administering its own program.

Eligibility for assistance:

Loss of income due to a layoff, reduced hours or reduced pay connected to the pandemic.
Current household income, including unemployment, must be less than household income on March 6, 2020.

Households must not have already received emergency rental assistance as part of the COVID-19 response.
Must not receive rental assistance, such as through Section 8 vouchers or USDA assistance
Landlords agreeing to take part in the program Indianapolis Press Release Distribution will need to agree to not evict for nonpayment until the renter is more than 45 days delinquent on rent.

The assistance includes a maximum of $2,000 that will be paid directly to the landlord. Any combination of past-due rent from April 1 or later or ongoing payments will be covered at up to $500 per month.

Applications will open on July 13 and you can get more information and apply here.

New York, Connecticut and New Jersey announce quarantine
New York, Connecticut and New Jersey will require visitors from states with high infection rates to quarantine for 14 days, New York Gov. Andrew Cuomo said Wednesday.

Visitors from states over a set infection rate of 10% will have to quarantine, Cuomo said. As of Wednesday, states over the threshold were Alabama, Arkansas, Arizona, Florida, North Carolina, South Carolina, Washington, Utah and Texas. Indianapolis Stock Market ISDH updates daily case count
Indiana reported 281 more COVID-19 cases and nine more deaths due to the virus. That brings the total to 43,140 cases and 2,386 deaths. Another 192 people have likely died from the virus but did not have a positive test on record.

A total of 431,883 Hoosiers have been tested for the virus.

See where confirmed Indiana coronavirus cases are with this interactive map

NYC Marathon canceled
The New York City Marathon scheduled for Nov. 1 has been canceled because of the coronavirus pandemic.

New York Road Runners announced the cancellation of the world’s largest marathon Wednesday after coordinating with the mayor’s office and deciding the race posed Indianapolis Sports News
 too many health and safety concerns for runners, volunteers, spectators and others.

Last year’s marathon included a world record 53,640 finishers. Entrants for the 2020 race will be offered a full refund of their entry fee or a guaranteed entry to either the 2021, 2022 or 2023 marathon.

Arts Council announces $10 million grant program

The Arts Council of Indianapolis has announced a $10 million grant program that will help arts organizations in Marion County to reopen during the coronavirus pandemic. Indianapolis Political News The Indy Arts and Culture Restart & Resilience Fund will give recipients a one-time grant to help offset some of the costs of functioning during COVID-19.

The grant was made possible by a $10.2 million donation from Lilly Endowment Inc.

The grants will range from $5,000 to $500,000. The grant amount is dependent upon annual operating budgets. Applications open July 13.

Eligible organizations must be nonprofits headquartered in Marion County. The grant funds can be used for capital and operating expenses, including new equipment, changes to physical environments, and staffing.

Indiana Latino Expo canceled

The Indiana Latino Expo (ILE) has canceled its annual event due to the coronavirus outbreak. The expo was set to take place Oct. 9-10 at the Indiana State Fairgrounds.

ILE will instead offer a virtual experience, bringing the expo to TV screens. From September to November, ILE will broadcast shows on Telemundo Indianapolis Business News Indy that will highlight important issues in health and wellness, education, workforce issues and entertainment. The shows will also be available on the group's social media pages.


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Thursday, 4 June 2020

A step-by-step guide to writing a compelling and sensitive corporate response to the George Floyd protests

LaToya Evans, PR

  • Companies and leaders of all kinds have been using their visibility to respond to the deaths of George Floyd and others and address the recent protests against police brutality.
  • Business Insider spoke with corporate communications and PR veteran LaToya Evans, who's worked for big-name brands like Cisco, IBM, Philips, Walmart, and Bank of America, for her best advice for businesses looking to send a message to their customers about the current situation.
  • Some brands that have developed thoughtful responses include Tapestry (the parent company of Coach, Kate Spade, and Stuart Weitzman), Nike, and Ben and Jerry's, Evans said.
  • Companies should be creating people-centric messaging that first show empathy, then solidarity, and finally, specific actions they plan to take, she explained.
  • Click here for more BI Prime stories.

From Nike to Peloton, companies of all sizes and business leaders of all levels have been using their platforms to respond to the deaths of George Floyd, Ahmaud Arbery, Breonna Taylor, and other Black lives and address the global outpouring of protests against police brutality. Joining broader conversations about race and racism, many are positioning themselves as allies in support of the black community.

And the world is paying attention.

"Whether it's the global COVID-19 pandemic or the murder of George Floyd, companies need to understand that people — including their employees, consumers, shareholders, and stakeholders — are watching their actions carefully during this time," corporate communications and PR veteran LaToya Evans told Business Insider,  

And whatever steps they take — or don't — "will not go unnoticed" added Evans, who has held roles as a corporate communications leader at IBM, Philips, and Walmart and served as vice president of media relations at Bank of America, vice president of communications at Compass Group, head of corporate public relations at Ally Financial, and head of communications, North and South America, at Cisco.

Now more than ever, it's critical for leaders to take a stand by acknowledging both the killing of George Floyd and the resulting civil unrest, she explained. And timeliness matters. 

"People aren't just watching how you respond, but also how long it takes you to speak out about racial injustice," she noted, explaining that the time it takes is an indicator of how many diverse employees exist — and have a voice — within an organization.

Over the last several days, Evans — who now runs her own public relations and marketing firm with high-profile clients that in the past have included US presidential candidates Andrew Yang and Mike Bloomberg and companies such as Allstate — has received calls from companies who are continuing to focus on their products, services, and financial outlook, without considering the larger global context. These companies, she said, tend to be part of a group that hasn't taken social action against racism in the past or demonstrated their values publicly before. Brands like these are going to fall under the scrutiny of the Black community and its allies and be directly judged for how they handle this crisis, she added.

Evans shared with Business Insider the specific ways brands and businesses can join the current conversation on race and show support for the Black community — without being seen as opportunistic, out of touch, or insensitive.

Recognize that silence isn't an option

As recently as a year ago, many major companies hesitated to use the #BlackLivesMatter hashtag, considering it a taboo, said Evans. "Now, companies are realizing that you can't not use it because your employees and stakeholders who are part of the Black community need to know they matter to you," she explained.

Some companies operating out of "fear and panic," Evans said, from feeling financially strained due to the pandemic may be motivated to focus on rebuilding the business they've lost instead of adding their voice to support the cause. But that can come at a different cost. 

"By not speaking out, it will almost certainly be damaging to their business in some way," she said. "'Opting out' of being vocal during this time simply isn't an option." 

Brands who remain silent, she added, for fear that they may alienate others "risk losing in the long run." She pointed to the premium consumers are willing to pay — and loyalty individuals are willing to offer — to support companies that align with their values. 

"Similarly, they will go out of their way to not spend [money] with companies that have a history of silence or misbehavior," she said.

We have seen this play out in the past, with the backlash Starbucks received after an employee called the police about two black male customers, which resulted in a protest and the closure of its 8,000 stores for racial bias training. In the current climate, there's been a movement to support black-owned businesses

Thanks to social media, there's also a "public feedback loop" where individuals can organize in support of or against company actions and deliver immediate results, Evans explained. The recent #WendysIsOverParty — a trending social media protest that took off on Twitter after a franchisee's donation of $440,000 to President Trump's reelection campaign became public — is a prime example of this.

Not only are individuals more capable of coalescing to mount vocal and effective protests of corporations through social channels, they're also more likely to use these public platforms to demand companies take action when employees' racist actions come to light, Evans said. 

"Over the course of the past two weeks, I've also seen companies who specifically have products that cater to the Black community be called upon via social media and other forums to take a stance," said Evans. "Those organizations who didn't take action until they received the backlash" may have done long-term damage to their brands, she added.

That's why it's more important than ever to be proactive.

Respond with humanity and solidarity

Now's not the time for self-serving, congratulatory corporate messaging. Instead, companies looking to contribute to conversations on race and racism — without being perceived as furthering their own interests — can do so "by being genuine and acknowledging the time we're in, versus making the situation about them," said Evans. 

Specific brands Evans pointed to for getting this approach right include Tapestry (parent company of Coach, Kate Spade, and Stuart Weitzman), Nike, Netflix, and Ben and Jerry's. 


It's not a coincidence that these brands have a track record of stepping up to take action against racism, Evans explained. 

"These are also companies that showcase acknowledgement when there is not a crisis, which is also key in creating a corporate brand that truly values diversity," she said. For example, Ben & Jerry's has regularly shown support for the Black community in recent years and partnered with organizations like Color of Change.

Evans, who highlighted that she's been "particularly impressed" by Tapestry's CEO Jide Zeitlin, recommended that companies take this moment to illuminate the real, authentic stories and experiences of Black CEOs and leaders.


"Many organizations may be tempted to rehash the work they do in the Black community — whether that's partnerships, donations, or even investing in employee resource groups," she said. "And while there is nothing wrong with acknowledging those strides, this moment isn't necessarily about patting yourself on the back as much as it is showing your solidarity for the Black community right now."

And when companies do invest in the Black community, "It's not enough to just donate and write a check to the causes to say you stand in solidarity," said Evans. Businesses need to commit to fostering ongoing partnerships, learning from these partner organizations, and putting those lessons into practice.

The most important thing to recognize is that this conversation should come down to "humanity," Evans said. 

Adopting a "people-first" approach is critical during times of crises, as this has the power to shape how people view companies "for years to come," she added. Specifically, employees will be looking for reassurance that the companies they work for are supportive and shareholders and consumers are looking for confirmation that the companies they support financially are socially responsible.

Acknowledge the company's limitations

Companies that have never taken a stand in the past have the chance to change that.

"No organization is perfect, but you have to start the journey somewhere," said Evans.

Even companies with a history of racist policies or leaders have the opportunity to course correct. 

For instance, in 2018, National Geographic publicly recognized its own racism in its reporting over the company's 100-plus years of history. 

"You are allowed to be a part of this phase of evolution, even if your company's past has you in another chapter of the history books," said Evans. "If anything, this is the time to set a new path."

The way to move forward is to figure out how to address those injustices and actively communicate what's being now and what will yet be done in the future.

It's also OK not to have all the answers yet, she added. The important thing is to start out on the path to discovering them.

In the case of National Geographic, it received mixed feedback after its attempt — that the acknowledgement was "slow in coming," "powerful" but not something to be applauded, and fell short by continuing to perpetuate some of the same problems — something other brands can learn from.

Don't treat this like a one-time issue — put in place an ongoing plan

Evans shared that over the last several days, she's received many calls from companies that haven't prepared for this moment, and because of that lack of strategy, they've experienced delays in delivering messages of support out of fear of "saying the wrong thing or in general not knowing what to say." 

Evans posed a question to companies such as these: "Why didn't you worry prior to this moment?" For companies unable to come up with a response, the likely answer is that they've been out of touch, she said.

Beyond demonstrating support in the moment, Evans said brands need to make their response actionable, and that action should include making diversity in leadership and being part of conversations about race ongoing priorities "when there isn't a crisis, not just when it's in the news."

"Companies should be asking themselves, 'What can I do to truly make inclusion part of my company's fabric and DNA?'" she shared.

The answer should start with diversifying the company's board, C-suite, leadership, and internal and external marketing and public relations teams and agencies, Evans said. In the short term, with many companies lacking Black leaders and PR team members or multicultural agencies, now's the time to elevate Black voices from within other areas of the company.

To do that, companies must first open the door, starting by acknowledging that difficulty of the current moment for the Black community in America, and begin internal conversations about what's going on, recognizing people may not feel comfortable being open about their experiences and honest opinions right away. 

With all this, diversity should be more than a "buzzword" and diversity and inclusion teams should be empowered to "counsel and educate leadership on these matters," she added.

More than having a seat and a voice at the table, Black professionals need to know that they can "share their real thoughts, without the fear of their voices being silenced," Evans explained.

SEE ALSO: We're lawyers offering pro-bono services to protesters in Minneapolis. So far, we've received over 200 calls about arrests — here's what it's like on the ground.

Join the conversation about this story »

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* This article was originally published here Press Release Distribution


The next stimulus plan could include more checks for Americans. Here's what else DC power players want to cram into the bill — and who would benefit most.

Nancy Pelosi
  • Soon after President Donald Trump passed a momentous $2.2 trillion stimulus package, he and House Speaker Nancy Pelosi said another relief bill might be necessary. 
  • Pelosi and House Democrats passed a $3 trillion proposal in mid-May, but Republican leaders including Mitch McConnell and President Trump immediately dismissed its chances of becoming law.
  • The package included another round of direct payments to Americans and nearly $1 trillion of aid to state governments.
  • Here's what might end up in a final bill that actually could become law. 
  • Visit Business Insider's homepage for more stories.
The federal government made history in March when it passed into law a $2.2 trillion stimulus package, including an unprecedented expansion of unemployment benefits and a massive $349 billion small-business-lending program.
The law was the third stimulus package designed as relief for the coronavirus pandemic — but it might not have been enough. In mid-May, House Democrats passed a fourth stimulus package — this time to the tune of $3 trillion. Senate Majority Leader Mitch McConnell said in a floor speech on May 12, the day the House bill was introduced, that it had "no chance of becoming law," Business Insider reported.
The outbreak, which has infected more than 1.8 million Americans, has shuttered nonessential businesses in most states, including many in hospitality and food services, and led to a record amount of jobless claims: more than 42 million over 11 weeks.
House Speaker Nancy Pelosi was an early voice saying that even the massive third stimulus package wasn't big enough. She advocated for another round of direct payments to Americans like the $1,200 checks sent to people as part of the "phase three" package. The phase-four "Heroes Act" would also extend the $600 bonus to unemployment benefits through January, which appears to be something Republicans won't tolerate.
President Donald Trump, who is seeking reelection, had also said in March that he was eyeing more spending, tweeting his support for an infrastructure-focused relief bill to the tune of $2 trillion. By June, reports indicated neither McConnell nor Trump wanted to exceed $1 trillion.
Meanwhile, the states and cities that have shouldered much of the economic impact of the pandemic — from bidding on PPE and ventilators in the absence of a coordinated national effort to administering the exploding number of unemployment claims — are asking for relief that was missing from phase three.
The National Governors Association asked for $500 billion of federal aid on April 11, and the National League of Cities and US Conference of Mayors asked for another $250 billion on April 16. But that's not all: public education systems asked for $200 billion on April 28, and departments of transportation asked for $50 billion on April 6.
Here's where a "phase-four" package stands after passage in the House — and what major stakeholders want it to include.
SEE ALSO: The pandemic is giving the US a chance to fix its embarrassing unemployment benefits. Top economists tell us what the future of this crucial system could look like.

Pelosi wants a retroactive SALT rollback and more money for states and local governments as part of a $3 trillion package.

The House bill, which Democrats are calling the Heroes Act, would provide nearly $1 trillion in additional aid to states and cities who have services essential workers like first responders and healthcare workers during the pandemic.
Other measures include providing $75 billion for coronavirus testing and tracing, doling out more $1,200 direct payments to individuals (up to $6,000 per household), extending weekly $600 federal unemployment benefits through January 2021, and giving renters and homeowners $175 billion in aid.
Pelosi told The New York Times in March that her preference for a phase four would include some kind of retroactive rollback of the limit on the state and local tax deduction.
Part of the tax cut passed in 2017, the SALT policy change especially hurt high earners in states like New York and Pelosi's California. Rolling it back would increase tax rebates for about 13 million households, according to The Times' estimates, nearly all of them earning at least $100,000. This provision apparently made it into the Heroes Act, the Huffington Post's Tara Golshan noted.

Trump has mentioned an infrastructure investment and a 'sanctuary city' trade-off — as well as a size between $1 trillion and $2 trillion.

In a tweet, Trump said infrastructure should be the focal point of the phase-four stimulus package. "With interest rates for the United States being at ZERO, this is the time to do our decades long awaited Infrastructure Bill," the president wrote on March 31. "It should be VERY BIG & BOLD, Two Trillion Dollars, and be focused solely on jobs and rebuilding the once great infrastructure of our Country! Phase 4."
Roughly four weeks later, at a White House event with Florida Gov. Ron DeSantis, Trump suggested he would only support federal aid for beleaguered state and city governments in exchange for a relaxation of "sanctuary city" policies.
Trump has long sought to punish sanctuary cities and states that have policies to limit or refuse cooperation with the federal government's immigration enforcement. He said in March that he would withhold federal funds to them.
On May 5, Trump returned to an idea he had suggested in March: a payroll tax cut. "The elimination of Sanctuary Cities, Payroll Taxes, and perhaps Capital Gains Taxes, must be put on the table," he tweeted.
On May 20, after the Heroes Act passed in the House, Trump reportedly joined the Republican chorus of voices opposing an extension of the $600 bonus unemployment benefit, with potentially large implications for the future of the American safety net. Trump and several senators and congressmen had rejected the idea as a disincentive for workers to return to a reopening economy.
The last week of May, senior White House economic advisor Larry Kudlow, the director of the National Economic Council, proposed "back to work" cash bonuses for unemployed Americans instead of extending the unemployment bonus. And in early June, The Wall Street Journal reported that administration officials were weighing a cut to the $600 bonus down to $250 or $300 per week, or setting the bonus as a share of workers' salaries. One official said it's also considering a tax deduction or credit connected to a family or individual taking a vacation somewhere in the US in the next three to six months.
In early June, Bloomberg reported that administration officials envisioned the next stimulus being as much as $1 trillion, citing people familiar with the matter, who added that a meeting on the matter scheduled for that week had been removed from the calendar. Earlier that week, administration officials had told the Journal that they weren't trying to stall to kill the bill. They did say the size and scope of the bill wouldn't be finalized until July.
According to the Journal, the White House's efforts were being led by Treasury Secretary Steven Mnuchin, National Economic Council Director Larry Kudlow, economic adviser Kevin Hassett and Chief of Staff Mark Meadows as of early June.

McConnell has sent mixed signals, and at one point supported allowing states to declare bankruptcy.

Senate Majority Leader Mitch McConnell was initially cold to the idea of a phase-four package but acknowledged in early April that there would be a "next measure."
McConnell told The Associated Press on April 4 he would prioritize healthcare spending, particularly for finding treatment and vaccines. McConnell also said he'd shy away from passing anything unrelated to the emergency, saying that Democrats were pushing "unrelated pet priorities" in their urging for a phase four.
Another McConnell demand emerged during an appearance on Hugh Hewitt's radio show on April 22, when he said he would "certainly" be in favor of allowing states "to use the bankruptcy route."
States are not currently allowed to file for bankruptcy. As noted by David Frum in The Atlantic, American bankruptcy is "overseen in federal court, by a federal judge, according to federal law," an attractive prospect given that the federal judiciary has "shifted in conservative and Republican directions" during McConnell's tenure, Frum wrote.
Governors from both parties disagreed with McConnell's bankruptcy suggestion, including New York's Democratic Gov. Andrew Cuomo and Maryland's Republican Gov. Larry Hogan.
By April 29, McConnell spoke on a private call about a new must-have, according to The Wall Street Journal: a provision that would shield companies from liability over lawsuits related to the pandemic.
With Republican states leading the partial reopening of the economy, this potential provision would appear to be an admission that companies are endangering their employees by resuming normal business activity.
On May 12, when Pelosi introduced the Democrats' proposal for phase four in the House, McConnell delivered a floor speech indicating it would not likely get passed in the Senate. He called it a "big laundry list of pet priorities" that represented an "extreme makeover of our country," Business Insider's Kimberly Leonard reported.  In early June, The Wall Street Journal reported that McConnell privately told Trump he didn't want the next bill to exceed $1 trillion.

Some congressional Democrats want additional relief for people most affected by the coronavirus pandemic.

Some House Democrats have been advocating stimulus measures separate from a bigger phase four.
On April 14, a group led by Reps. Tim Ryan and Ro Khanna introduced legislation that would provide payments of $2,000 per month for at least six months to Americans 16 and older and making less than $130,000 per year.
Rep. Pramila Jayapal had previously laid out legislation that would have the government cover 100% of employees' wages and benefits up to $100,000 (a similar idea was proposed by Republican Sen. Josh Hawley). The Niskanen Center's Samuel Hammond noted in early May that the Heroes Act includes a payroll rebate that more closely resembles Hawley's proposal than Jayapal's.
Karen Bass, the chairwoman of the Congressional Black Caucus, said she hoped the phase-four stimulus package would address the racial disparity among coronavirus infections. An early May report from the Centers for Disease Control and Prevention said 33% of the US' hospitalized COVID-19 patients are black, even though black people make up 18% of the overall US population.

Some congressional Republicans hope to help low-income families — and some are supporting McConnell's idea of a business liability waiver.

Republican lawmakers — including House Minority Leader Kevin McCarthy — have echoed McConnell's sentiments on not immediately passing another stimulus package. The Hill reported that Senate Republican Policy Committee Chairman Roy Blunt said he would wait until May before deciding what Congress needs to add in subsequent relief bills.
But other Republicans have supported more relief to low-income families and rural families. Some in both the House and Senate joined Democrats in advocating for measures to increase access to broadband internet for low-income families. Sen. Lisa Murkowski told The Hill that she hoped the next package would offer mental-health relief to struggling families. And Sen. Mitt Romney, who pushed for immediate cash assistance in the phase-three stimulus, said he could see phase four targeting local businesses and laid-off workers.
In late April, McConnell's regular interviewer, Hugh Hewitt, outlined a full wishlist for phase four in a Washington Post op-ed. It included longtime Republican goals like recapitalizing the "defense industrial base" and making sure that high-tech companies would be an "open book" to US intelligence regarding Chinese matters. Hewitt did say that states should get additional aid, with "strings" that "might reasonably be attached," such as "possible bankruptcy reorganization solutions for cities and counties."
By early May, The Washington Post reported, Sen. John Cornyn was working on a bill that would shield companies from liability over pandemic-related lawsuits. Colleges, hospitals, and nonprofits want protections, too, Business Insider reported.

Major banks predict at least another $1 trillion is coming — and the Federal Reserve agrees more might be necessary.

On April 22, Bank of America predicted in a research note that Congress will pass another large stimulus worth up to $1.5 trillion that extends on provisions in the "phase three" package and provides aid to state and local governments. Following the introduction of the Heroes Act, BofA said Congress will "more likely than not" pass additional aid before the end of September.
And on May 13, Morgan Stanley said its "base case" expectation was that Congress would extend certain phase-three provisions to the tune of $700 billion to $1.1 trillion, potentially up to $2.4 trillion. June was seen as the likeliest time for the bill to pass, the bank said, adding that it expected no further action before the election.
And Federal Reserve Chairman Jerome Powell agreed in comments dated May 13, although he didn't mention a specific amount. "More fiscal help may be needed," he said, adding that it would be "worth it" if it helped prevent long-term economic damage. The current recession is "significantly worse" than any other since World War II, with a scope and speed that have no modern precedent.
Powell continued to sound similar notes after the Heroes Act passed in the House, testifying remotely before the Senate Banking Committee on May 19 that "we may have to do more and it could also be something that Congress would want to do," The Washington Post reported. Treasury Secretary Steven Mnuchin, who did not make similar comments when he testified before that committee with Powell, subsequently told The Hill that there's a "strong likelihood" more stimulus will be needed.
The Congressional Budget Office's projections as of May found that real GDP wouldn't get back to pre-coronavirus levels until 2029 — absent further stimulus, that is.

* This article was originally published here Press Release Distribution
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Create Your Press Release

If you want your event to shine and be well-attended by your target audience, you want to create a buzz by sending out a press release.
But, with so many people on information overload via social media, texts, and emails, how do you generate excitement? What do you know, if you don't know how to write a press release that will garner interest?

What elements should your press release include or exclude?

How much information is enough?

How much is too little?

Should you send out a traditional press release, or would an online-only press release suffice?

Including the following elements should give you a good outline of how to write a press release for an event, while generating a buzz that will tell your reader that Free Press Release Network yours is not an event to be missed! (View more press release writing tips and examples in another of our blogs.).

The 6 Essential Points of How to Write A Press Release for An Event.

Here's a lowdown of what you need to create in order to correctly know how to write a press release. Remember: for a press release to get noticed today, quality wins! Keep reading and we'll break it all down.

1. The headline of the press release

Grab the reader's attention with a strong, catchy headline with keywords that people will most likely use in their search. This is your opener and what will make your reader want to read on. Include the name of the event and either the location or theme of the event. Free Press Release Website You won't want to give too many details up front. If you're writing an online press release for an event, know that Google will index 60 characters and Yahoo, 120 characters. Use Title Case for your headline. (See what PRWeb says about press release headlines.).

2. Summary of the press release

Next, write a summary of one to four sentences. It may be a good idea to write this section last, after you have written the rest of the Free Press Release Site. It will be easier to summarize after you have the rest of your points down.

3. Dateline & lead paragraph.

These elements range from 25 to 30 words and answer the "who, what, why, when, where and how" questions of your event. Keep the text simple and stick to the critical elements of the information. The format is: City, State, (name of service or publisher of the press release, e.g. GOOGLE), Month, Day, Year-- details.

4. Body of press release

The body of the press release is where you really get to tell the story of the event. This portion of the release will usually have two or three paragraphs. Free Press Release Distribution Use the first paragraph to elaborate on the details of the event. Talk about the target audience, any guests who will be featured and their background, and the benefits of attending. If the venue is historic or ties in with your event in some way or the date coincides with history or a special anniversary with your company, mention this. This part of the press release can be a bit more descriptive than previous sections.

5. A boilerplate statement to follow the body.

The boilerplate is a chunk of text that can be used repeatedly, just as an "About" page is used on a website. This is where the details about your company are listed including; the services you provide, and perhaps names the key executives as well. It can contain your mission and vision for your company. This is the public persona you wish to project for your company.

6. Finally, the press release should include contact information.

This is the company name, telephone number, address (if you wish, it is not necessary in a press release), the company's website address, the name of the key person to contact about the release, and an email address.

Those are the nuts and bolts of writing a press release for an event.

Now, let's look at a basic dos and do n'ts list for writing a press release for an event, so you can make your PR a cut above the rest.

Start out strong and succinct. You need to grab your reader within the first few words.
Use active voice. Vibrant verbs create interesting and fresh copy and draw the reader in.
Identify a point person where readers can direct their inquiries.
Use a professional tone without jargon in your writing. Free Press Release Service Using slang, hype, and too many exclamation points may come across as more of a sales pitch, turning people off your event.

Tell an interesting story with your press release. Remember you want people to be drawn to your event. People are busy. They need to know how they will benefit by attending.
Send the press release out in a timely fashion. Sent too early, people won't remember it; sent too late, they may already be committed to something else. Two to three weeks in advance is a good timeline.
Use a "hook." Tying your event into trends, news, and social issues can add excitement and urgency to a press release for an event. The reader feels they are getting more value by attending than staying away.

Use clichés and common phrases that sound like a sales pitch. Fresh copy keeps your reader reading to the end.
Give away everything. If you want the reader to go to your website for more information, give them the desire to do so. Leave them with questions about the company, and they'll go to the website.
Address your readers directly by "you.".
Refer to your company as "we" or "I.".
Create emphasis by using multiple exclamation points or ALL CAPS. These techniques lessen the credibility of your event.
Use bullet points or long lists. Search engines may reject your press release identifying it as an attempt to overload your document with SEO, and bulleted lists belong in an article, not a press release.

Include an email address if you're writing an online-only release. The email could be picked up by spam bots and flood your email.
Use more than one hyperlink per every 100 words; otherwise, a search engine may view it as spam.
Use dashes, asterisks, and other odd symbols to create breaks between paragraphs. Just a simple line space will suffice. Free Press Release Submission Use HTML. You want your press release for an event to be distributed over a wide range of networks, some of which may not support HTML.

Follow these guidelines to know how to write a press release, and your press release will shine just as much as your event!

Order high-quality press release writing and distribution from our expert team. We have journalists who write our clients PRs, and we partner with the leading service on the web for distribution.

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Google shakes up its Search and Maps leadership as company veterans move into new roles (GOOG)

Prabhakar Raghavan
  • Google head of Search Ben Gomes is transitioning to a different role at the company and will be replaced by Prabhakar Raghavan, according to an internal memo viewed by Business Insider.
  • As part of the shake-up, Jen Fitzpatrick, who heads up Google's Maps business, is also moving to a new role overseeing Google's Core and Corp engine teams.
  • Jerry Dischler will step up as the new head of Google Ads.
  • Visit Business Insider's homepage for more stories.
Ben Gomes, Google's head of Search, is moving to a new role at the company and will be replaced by Prabhakar Raghavan, according to an internal memo seen by Business Insider and confirmed by a Google spokesperson.
Raghavan was previously overseeing Google's advertising and commerce products and will now lead the entire Search and Assistant division, and will report to CEO Sundar Pichai.
Jen Fitzpatrick, who heads up Google's Maps business, is also stepping down from her role to oversee the core and corporate engineering teams, according to the memo. Liz Reid and Dane Glasgow will now lead Geo.
Meanwhile, Jerry Dischler, previously the vice president of product management for Google AdWords, will step up as the new head of Google Ads. Dischler will report to Raghavan.
The changes were announced in a memo circulated to staff by CEO Sundar Pichai and viewed by Business Insider. The news was first reported by Search Engine Land.
"Ben, after two extraordinary decades building Search from the group up, will move to a new role tying our longstanding efforts for learning — across areas like Education and Arts & Culture — more closely to our flagship products and core user experiences," Pichai wrote in the memo.
Gomes is a Google veteran who has run Google's core Search business for most of his time there. In 2018, when then-head of Search John Giannandrea stepped down, Gomes was announced as his replacement to lead the entire team. Gomes will move to focus on areas such as education but remain a product and technical adviser on Search, according to the memo.
Fitzpatrick, who like Gomes has been at the company for more than 20 years, has been leading Google's Maps division since 2014.
Pichai said the new role would give Fitzpatrick "the opportunity to further improve our cross-product and cross-PA systems and user experiences, as well as deliver great experiences to both Googlers and developers."
Pichai's memo opened by acknowledging the timing of the news in regard to the tense political situation in the US right now.
"Given everything that's going on in the world, I recognize this is not a great time to be making changes to how we work," he wrote. "Last week we started to roll out this announcement and held it back out of respect for what our colleagues — most especially Black Googlers — are dealing with. In the source of preparing for these changes, we had to inform a number of people of our plans, and the news naturally began to filter out to more and more people."
He added: "It's important to me that Googlers hear about changes affecting their work in the right way, rather than through rumors or news stories. Since we did not think we could successfully hold back the news any longer, I am sharing this with you today."
SEE ALSO: The untold story of Google's $1.65 billion acquisition of YouTube, from those who lived it
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TECH COMPANIES IN FINANCIAL SERVICES: How Apple, Amazon, and Google are taking financial services by storm (AMZN, AAPL, GOOGL)

Big Tech's Competitive Positioning in Financial Services
  • This is a preview of the TECH COMPANIES IN FINANCIAL SERVICES research report from Business Insider Intelligence.
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Tech giants are set to grab up to 40% of the $1.35 trillion in US financial services revenue from incumbent banks, per McKinsey. Three of the largest US tech companies — Apple, Google, and Amazon — are particularly encroaching on financial services and threatening incumbents with their size and ability to attract massive, loyal user bases.
Apple is deepening its financial services play as a means of invigorating revenue, and its expertise could make it a legitimate threat to legacy players. Google's platform-agnostic approach, wide international penetration, and top talent position it as a hub with unrivaled global reach beyond just consumer payments. And Amazon — which has eaten up market share in every industry it's touched, and now has its sights on financial services — could swiftly undercut legacy players.
In The Tech Companies In Financial Services report, Business Insider Intelligence will examine the moves that Apple, Google, and Amazon are making to gain a larger foothold in the global financial services industry. We will then detail each tech company's threat to incumbents and outline potential next steps based on their existing moves in the financial services sphere.
The companies mentioned in the report include: Apple, Amazon, Google, Goldman Sachs, Mastercard, Barclaycard, Citi, Chase, Capital One, Paytm, and PhonePe.
Here are some key takeaways from the report:
  • Apple's expertise in consumer-facing tech products makes it a legitimate threat to legacy players. Its next move could be a debit card or PFM app, both of which would be cohesive with its existing offerings.
  • Google's money movement and commerce services form a payments hub with unrivaled global reach. Google could pursue global expansion by modifying its offerings in other markets like it did in India, pursuing Europe, and even delving into digital remittances.
  • Amazon is an expert disruptor — and it has its sights set on the financial services industry next. Amazon could develop checking and savings accounts, bring Amazon Pay in-store, and white-label its Amazon Go store technology to deepen its financial services footprint.
In full, the report:
  • Outlines the threat posed by Apple, Amazon, and Google to legacy financial players.
  • Identifies each tech giant's strengths, weaknesses, opportunities, and threats moving further into financial services.
  • Discusses each company's moves in financial services and their anticipated next steps in the space.
Interested in getting the full report? Here are two ways to access it:
  1. Purchase & download the full report from our research store. >> Purchase & Download Now
  2. Subscribe to a Premium pass to Business Insider Intelligence and gain immediate access to this report and more than 250 other expertly researched reports. As an added bonus, you'll also gain access to all future reports and daily newsletters to ensure you stay ahead of the curve and benefit personally and professionally. >> Learn More Now
The choice is yours. But however you decide to acquire this report, you've given yourself a powerful advantage in your understanding of tech companies in financial services.
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YouTube pulls in $15 billion in advertising. Here are the top 9 execs driving its business.

Jerry Dischler, VP of ads platforms and Google properties
  • YouTube made $15 billion from advertising last year, showing its growing ambition to rival TV networks and bring in bigger ad budgets from big TV advertisers.
  • Business Insider recently identified 33 insiders steering YouTube, including nine advertising execs.
  • Their roles span product, ad sales, and marketing and show where YouTube is making big bets, such as TV-like advertising and subscription services like pay-TV service YouTube TV.
  • Click here for more BI Prime stories.
YouTube has quietly become a big moneymaker for Google.
The tech giant recently revealed that YouTube made $15 billion from advertising in 2019, more than the biggest TV networks NBCUniversal, ABC, and Fox combined. And in the first quarter of 2020, YouTube made $4.04 billion, a 33% year-over-year increase.
YouTube has long had big ambitions to chip away at TV budgets and is taking aim at the $70 billion industry with ad formats and features that help marketers target and measure ads.
The video giant's pitch for TV dollars has taken a hit as brand marketers pulled ad spending due to the pandemic, Google parent Alphabet reported in its first-quarter earnings. Direct-response campaigns have been better protected, the company said.
Business Insider recently highlighted 33 executives leading YouTube across policy, engineering, content, and advertising. Here are the nine who specifically oversee advertising and marketing.
SEE ALSO: Facebook and Google got hit hard by the coronavirus, but their massive ad businesses will come out stronger in the end

Cenk Bulbul, director of YouTube ads marketing

Cenk Bulbol oversees YouTube's relationships with agencies — which is growing in importance in getting large advertisers to invest in the platform. His work includes helping both creative and media agencies to make and buy ads and explains trends on the platform to agencies.
Before joining YouTube in 2012, he worked at Ogilvy New York, Telecom Italia Mobile, and McKinsey.

Jerry Dischler, head of advertising

Jerry Dischler was tapped as Google's advertising boss in June, replacing a role that was previously held by Prabhakar Raghavan.
Dischler has risen internally within Google. He previously led product and engineering teams for Google's ad business across YouTube, search, Maps and its other owned properties.
He is a key advertising exec who was picked to spearhead Google's reorganization last fall that broke its advertising business into two parts: A buy-side arm that helps advertisers buy ads and a sell-side arm that helps publishers sell ads. For YouTube, he worked on a machine-learning tool that advertisers use to target ads.
Dischler has worked at Google since 2005 and previously worked on Google's commerce business before moving to the advertising side.

Cheryl Gresham, global head of integrated media

Cheryl Gresham is one of YouTube's top marketers that creates ad campaigns geared at getting people to watch its content.
YouTube has been putting a lot of marketing muscle behind its subscription-based products  like YouTube TV and YouTube Music and Greshman specifically focuses on campaigns that promote entertainment channels and original content. She also works with YouTube's external agencies that make ad campaigns for YouTube.
Gresham is on CMO Danielle Tiedt's team and previously worked in top advertising and media roles at Mattel, Taco Bell and Interpublic Group's agency Initiative.

Galit Ptalis, partner manager

Galit Ptalis is one of advertisers' day-to-day contacts that helps adtech firms like Pixability, Zefr, and Channel Factory vet and measure ad campaigns.
Marketers have asked YouTube for third parties to verify that their ads run and don't appear next to objectionable content. Ptalis helps match up advertisers with adtech firms that help marketers do so.
She joined YouTube four years ago and previously worked in sales roles at adtech firm Turn and the Village Voice.

Vishal Sharma, VP of product management, YouTube ads

Vishal Sharma is one of YouTube's top product executives who are key to its advertising business.
He is a longtime Google veteran who left for a few years to work at Microsoft and now works on YouTube chief product officer Neal Mohan's team. He has worked on ad products that use machine learning for targeting and helped shepherd in ad budgets for direct-response campaigns that are now helping YouTube maintain ad revenue as advertisers pull brand advertising during the coronavirus.

Adam Stewart, VP of sales for Google and YouTube

Adam Stewart is one of YouTube's earliest advertising hires under Google's ownership.
He works with large consumer-goods, entertainment, and government clients across all of Google's ad platforms, helping advertisers set their strategies for YouTube and elsewhere within Google's ad platform.
Stewart comes from a sales background at Discovery Communications for properties like BBC America and Discovery Channel and helped YouTube sign some of its first big advertising deals with entertainment brands like Lionsgate.

Danielle Tiedt, VP of marketing

Danielle Tiedt is YouTube's top marketing exec responsible for getting people to understand and use its properties through advertising.
She is behind several of YouTube's more notable campaigns over the past few years, including a campaign that promoted YouTube's ties with creators like Lilly Singh and Tyler Oakley on billboards and TV ads. Tiedt has also worked on ad campaigns for product launches like YouTube Music and YouTube Kids.
Before joining YouTube in 2012, she was general manager of Microsoft's marketing business.

Tara Walpert Levy, VP of agency solutions

Tara Walpert Levy spearheads YouTube's relationships with big advertising agencies and works with advertisers to create negotiated ad packages that rival TV networks' annual upfront deals.
Walpert Levy also oversees relationships with third parties that YouTube allows to measure and vet ad campaigns. She joined YouTube in 2011 and comes from a TV and media background. She previously was the president of TV targeting firm Visible World, which is now owned by Comcast, and worked at McKinsey.

Debbie Weinstein, VP of global video solutions

Debbie Weinstein helps roll out ad products for YouTube that mimic TV advertising.
Her role is a hybrid of YouTube's product and sales teams and is particularly focused on OTT, which is increasingly becoming how people watch YouTube videos.
Examples of ad products that her team has rolled out includes technology that sequences ads together so that consumers see a series of different messages, and the masthead ad for YouTube's TV app.
Weinstein joined YouTube in 2014 and previously held advertising and sales roles at Unilever and Viacom.

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Apple will reportedly provide optional COVID-19 tests for employees as they return to work (AAPL)

apple campus park night aerial drone SUNNYVALE, CA: OCTOBER 22: Apple Park's spaceship campus is seen from this drone view in Sunnyvale, Calif., on Monday, Oct. 22, 2019. (Jane Tyska/Bay Area News Group) (Photo by Jane Tyska/MediaNews Group/The Mercury News via Getty Images)
  • Apple will offer optional COVID-19 tests for employees as they return to the office, Bloomberg reported Thursday.
  • The company will also require temperature checks and masks, limit the number of people in crowded spaces, and keep many of its break-room kitchens closed, according to Bloomberg.
  • Apple, with its hardware focus and secretive culture around new products, has been more eager than other major tech firms to reopen its offices and began allowing some employees back in May.
  • Other companies, including Amazon, are also looking to test employees as they adapt to a new work environment amid the ongoing pandemic.
  • Visit Business Insider's homepage for more stories.
As Apple employees gradually begin returning to the office, they'll have the option to receive COVID-19 nasal swab tests when they show up for work, Bloomberg reported on Thursday.
The company will also require that employees have their temperature checked upon arrival, wear masks, and limit their numbers in confined places like elevators, according to Bloomberg. Apple will also make modifications to its headquarters in Cupertino, California, like keeping break-room kitchens closed and reconfiguring open-office floor plans.
Apple, which was one of the first major tech companies to halt employee travel and close retail stores as the coronavirus began to spread outside of China earlier this year, has also been one of the first to start bringing employees back into the office.
In mid-May, Bloomberg reported that Apple began a phased return-to-work approach, initially allowing some hardware and software engineers to resume working out of its headquarters several days per week.
Apple, with a focus on building hardware and a secretive culture that has reportedly made it difficult for employees to work remotely, has taken a starkly different approach than rivals like Google and Facebook, which are allowing their employees to work remote until the end of 2020 (or even indefinitely if they choose, in Facebook's case).
Other companies that are charting more aggressive timelines, including Amazon, have also started building up capacity to test employees. CEO Jeff Bezos told shareholders in April that the company is aiming to test all employees, and Business Insider reported in May that the company has begun a pilot program for warehouse workers.
Apple did not immediately respond to a request for comment on this story.
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Meet the 33 insiders who wield the most power at YouTube

YT Exec 1200X600
  • Google's YouTube is the world's biggest online video company, and it's making a bigger push into TV and streaming.
  • YouTube made $15 billion in advertising revenue and another $3 billion in subscriptions in 2019.
  • The video site has also drawn regulators' antitrust and privacy concerns.
  • Business Insider identified the 33 executives there with the most power.
  • Click here for more BI Prime stories.
Google's $1.65 billion acquisition of YouTube in 2006 has turned into the world's biggest and most powerful online video company.
The platform made user-generated content mainstream, reaching more than two billion people each month. It rivals TV networks, streaming giants including Netflix and Amazon. It's gotten big publishers and advertisers to create videos and helped turn content creators like Lilly Singh and PewDiePie into stars, establishing new business models for Hollywood.
After years of pressing from analysts and investors, Google has started revealing just how much money YouTube is making: It raked in $15 billion in advertising revenue in 2019, and in the first quarter of 2020 made the company $4.04 billion, a notable increase of 33% over the same quarter last year.
In fact, YouTube's 2019 advertising revenue was more than TV networks ABC, NBC, and Fox combined. Another $3 billion came from non-ad revenue in products like YouTube Music and YouTube TV, though YouTube pays a portion of that money back to networks and publishers in distribution rights.
YouTube has also drawn regulators' antitrust and privacy questions. In September, YouTube got hit with a $170 million fee for reportedly violating the Child Online Privacy Protection Act. The company has struggled to keep out extremist content and ads that break its rules against misinformation. Advertisers say YouTube is notorious among ad platforms for not allowing third parties to measure and verify their campaigns.
Business Insider identified 33 executives leading all of YouTube's businesses by combing through organization charts and interviewing sources. They span policy, engineering, content, and advertising.
Below are the executives, listed alphabetically by last name.
SEE ALSO: The 15 most powerful women at Google

Kevin Allocca, head of culture and trends

Kevin Allocca leads the global culture and trends team focused on analyzing and tracking trending content at YouTube.
Projects he has overseen or cocreated include: YouTube Rewind, YouTube Nation (with DreamWorks Animation), YouTube Trends, and YouTube Spotlight.
He spends his time tracking popular videos and explaining trending content on the platform  and he has become an expert on viral videos.
Allocca published the book, "Videocracy: How YouTube Is Changing the World . . . with Double Rainbows, Singing Foxes, and Other Trends We Can't Stop Watching," in 2018, which is a behind-the-scenes look at how the internet and video impact culture.

Santiago Baranda, head of gaming creators, Americas

Santiago Baranda leads a team of partner managers who manage top gaming creators at YouTube in North America and Latin America.
He has over 10 years of experience in the gaming industry, from working with top creators to brands in strategic partnerships.
Baranda began his role at YouTube in June 2019, and before his current position, he served as a senior manager for the video game series Overwatch and its global community at game publisher Blizzard Entertainment.

Ariel Bardin, VP of creator products

Ariel Bardin is the VP of creator products at YouTube and he joined Google in 2004.
Bardin is responsible for products that creators rely on to be successful on YouTube, working directly with and advocating for the creator community to ensure that the products YouTube builds are creator-first.
His team is responsible for everything from the way creators manage their channels with YouTube Studio and copyright tools to how they make money through the YouTube Partner Program and how they can diversify their revenue sources outside of ads with merchandise, channel memberships, and the self-service influencer marketing platform FameBit.
Bardin served as VP of Google Payments, prior to moving over to YouTube.
Previously, Ariel spent eight years as a leader in Google AdWords where he helped define, build, and launch many advertiser-facing features.
Ariel earned a bachelor's of science in computer engineering from the University of Southern California and a master's of science in management science and engineering from Stanford University.

Derek Blasberg, fashion and beauty director

Two years ago, YouTube hired Harper's Bazaar and Vanity Fair vet Derek Blasberg to head up the company's fashion and beauty partnerships. He's become a key figure in its goal to cozy up to the fashion world, helping brands and names like Louis Vuitton and Naomi Campbell use the platform more.
Facebook's Instagram has also made a hard push for fashion content, and part of Blasberg's job is to keep ahead of rivals. In September, Blasberg's team launched a fashion vertical to highlight original content.

Cenk Bulbul, director of YouTube ads marketing

Cenk Bulbul works with agencies — a growing important area for YouTube as it makes inroads with advertisers who are spending more on digital video platforms. He helps creative and media agencies make and buy ads that match content that people watch and share. For example, he helps marketers understand trends like creators' coming-out videos.
Bulbul also oversees YouTube's marketing for its business-to-business arm.
He is a former agency and consulting executive. Before joining YouTube in 2012, he held roles at Ogilvy New York, Telecom Italia Mobile, and McKinsey.

Jamie Byrne, director of YouTube creators

Jamie Byrne is the lead exec for issues relating to YouTube creators, working with the product and policy teams on development of commerce and membership features.
Byrne leads creator partnerships at YouTube and he oversees the global strategy, programs, operations, and partner management for some of YouTube's largest partners.
He joined YouTube in June 2006 before the company's acquisition by Google.
Prior to YouTube, Byrne worked for Yahoo in Los Angeles.
He received a bachelor of communications and a bachelor of history from Rutgers University. He lives in Los Angeles.

Lyor Cohen, global head of music

Lyor Cohen is something of a celebrity figure at YouTube. During his tenure as the president of Def Jam Records, Cohen helped turn names like Run DMC, Kanye West, and Jay-Z into stars.
But since 2016, Cohen has served as YouTube's global head of music, where he was brought aboard to patch up YouTube's increasingly frayed relationships with music labels.
Cohen was responsible for Warner Music Group signing a deal with YouTube in 2006, the first major label to do so. At the time, Cohen tried to persuade YouTube to create a paid subscription service, something he would go on to develop when he joined YouTube 10 years later.
Cohen has a rich history in managing artists and wrangling label deals, making him a powerful player on YouTube's executive team and key to YouTube's expanding drive into music.

Lori Conkling, global head of partnerships at YouTube TV

Lori Conkling is a longtime TV exec who joined YouTube from NBCUniversal last year to negotiate deals with broadcasters, cable networks, and regional networks for YouTube TV.
She leads YouTube TV's programming strategy and tries to get big media companies like WarnerMedia to distribute content on its streaming service.
Conkling also previously handled partnerships for Google Fiber TV with networks like HBO and Starz that licensed content over Google's broadband service. In February, YouTube dropped TV packages from Google Fiber to focus on internet services.
She previously worked at A+E Networks and Disney in addition to NBCUniversal.

Susanne Daniels, global head of original content

YouTube has long dreamt of competing against Netflix and other content behemoths, and Susanne Daniels is a force behind YouTube's push into original content.
She is an entertainment exec who has developed hit TV shows like "Dawson's Creek," and "Buffy the Vampire Slayer." She joined YouTube in 2015 from MTV and reports to chief business officer Robert Kyncl.
As more companies like Disney, Apple, and WarnerMedia vie for original content, Daniels is charged with developing high-quality programming for YouTube like "Cobra Kai," which follows characters from the popular film "Karate Kid."
YouTube's original content efforts have changed over the years. After building up a subscription-based, ad-free service called YouTube Premium to house its original content, YouTube said it would drop the paywall for that content this year and run ads alongside the videos.

Jerry Dischler, head of advertising

Jerry Dischler is a longtime product management exec who was tapped to lead Google's ad business in June, replacing the role that Prabhakar Raghavan previously held.
Before being promoted to Google's ad boss, he was VP of ads platforms and Google properties and led product and engineering teams for Google's ad business across its own properties including YouTube, search and Maps.
Google last fall broke up its ad business into a buy-side arm focused on how marketers buy digital ads and a sell-side arm focused on how publishers sell ads. Dischler was tapped to lead the buy-side arm, which is geared toward brands and agencies.
He has worked on products like machine-learning tools that advertisers use to target YouTube ads and measurement features that aim to track in-store sales after someone sees an ad.
Before working on the ad side, Dischler led product management for Google's commerce business.

Malik Ducard, vice president of learning, impact, family, film, and TV

Malik Ducard oversees business development efforts for YouTube's learning, social impact, family, film, and TV partnership areas.
Prior to joining YouTube, he served as SVP of digital distribution for the Americas at Paramount Pictures and oversaw distribution of content to digital platforms.
Before Paramount, Ducard led Lionsgate's Home Entertainment Acquisitions group, executive produced a stand-up comedy series for Showtime, led MGM's Home Entertainment's Acquisitions and Business Development division, and drove new business pitches at Young & Rubicam Advertising in New York.
Ducard earned his bachelor's degree from Columbia University and his MBA from UCLA's Anderson School of Management.

Fred Gilbert, vice president of user experience

As VP of user experience, Fred Gilbert oversees the design and functionality of YouTube on different devices.
Between 2014 and 2019, Gilbert was senior director of UX for YouTube, and before that led design on several of Google's major social products including Hangouts and photos. He was also one of the original designers of Google Maps for mobile.
At YouTube, Gilbert has worked on many of its specialty products including TV, YouTube Kids, YouTube Music, and VR.
He's a veteran Googler, having interned at the company back in 2006 and joining the company full-time in 2007. Fred Gilbert reports to chief product officer Neal Mohan.

Cheryl Gresham, global head of integrated media

Cheryl Gresham works on CMO Danielle Tiedt's team and makes advertising and marketing campaigns to get people to watch YouTube.
She focuses on campaigns for entertainment channels including live, gaming, and original content as well as YouTube's subscription-based services like YouTube Music and YouTube TV. She also works with YouTube's ad agencies.
Gresham joined YouTube in 2018. She previously lead Mattel's global media team and also worked in media roles at Taco Bell and Interpublic Group's agency Initiative.

Matt Halprin, VP, global head of trust and safety

Matt Halprin has a job most people wouldn't envy: He and his team must form policies for what is and isn't allowed on YouTube's platform. That means keeping it safe while allowing creators to express themselves.
Over the past couple of years, Halprin has led an effort inside YouTube to revisit and revise the platform's existing policies to see what makes sense and what needs changing.
Halprin also did a stint at eBay as VP in charge of global trust and safety, protecting users against criminal activity. He joined YouTube in 2017 and reports to chief product officer Neal Mohan.

Martin Kon, VP of strategy

A relative newbie to YouTube's executive ranks, Martin Kon joined the company in 2019 as VP of strategy.
Kon is all about YouTube's long-term play, bringing years of experience as a consultant advising studios and streaming platforms. His job is to help YouTube see beyond near-term revenues and aim for the myriad of ways it can grow in the future.
There's speculation that Kon will be pushing YouTube further into original programming, which is no surprise considering he reports directly to chief business officer Robert Kyncl.
Before joining YouTube, Kon was a senior partner and managing director at Boston Consulting Group.

Matt Kovalakides, creator liaison

Matt Kovalakides started his career in the YouTube space as a content creator and later landed a role as an employee within the company.
He grew his own YouTube comedy channel after shooting and directing indie films in LA. In 2011, he was selected for YouTube's first "NextUp" grant program and was later hired by Google as a full-time YouTube content strategist.
He serves as a consultant inside of YouTube, advising some of the platform's top partners including creators, studios, celebrities, and brands. He's also written best practices for YouTube, including "The 10 Fundamentals," a material explaining the algorithm, and tips for maintaining creator well-being.
After two years of leading strategy and production for YouTube's official creators channel and TeamYouTube channel, he is now YouTube's official creator liaison, helping creators understand the platform, and helping YouTube hear creator feedback.

Robert Kyncl, chief business officer

Robert Kyncl oversees all parts of the YouTube business, and has been instrumental in Google's increasing investment in original content, luring big stars and influencers to the platform.
Before Kyncl joined YouTube, he was president of content acquisitions at Netflix, where he spent several years spearheading the company's efforts to buy up movies and TV shows.
One of Kyncl's primary jobs is ensuring creators have the tools to make and monetize content. In fact, Kyncl is so interested in the rise of YouTube stars that he wrote a book about it, called "Steampunks: YouTube and the Rebels Remaking Media."
He's one of CEO Susan Wojcicki's few direct reports, but also works closely with global head of music Lyor Cohen in deciding how YouTube doles out revenue to artists and labels.

Kelly Merryman, VP of content partnerships

Kelly Merryman is YouTube's key dealmaker behind its push for TV content.
She spearheads programming in YouTube TV, the video giant's subscription-based live service that hit two million subscribers in February and competes with Dish Networks' Sling TV and AT&T's DirecTV.
Merryman is responsible for managing relationships with media companies of all sizes. Her team is broken down into divisions like sports, fashion and news.
She is a former Netflix exec who built out the streaming service's content library in Europe. She joined YouTube in 2014 and reports to YouTube chief business officer Robert Kyncl, who worked with her at Netflix.

Leslie Miller, vice president of government affairs and public policy at YouTube

Leslie Miller leads government affairs and public policy at YouTube to ensure its videos are a reliable source for news and information while still being a place for healthy debate.
YouTube has faced increasing scrutiny in recent years, with mounting pressure on the platform to curb misinformation and other harmful content.
And 2020 is shaping up to being perhaps the biggest year ever for YouTube's policy team, who are tackling misinformation around the pandemic as well as preparing for a looming US election.
As pressure increases for YouTube to stamp out bad content, Miller has worked to set out clearer guidelines on how the platform will tackle things like manipulated videos of politicians or people making false claims.
Before jumping to YouTube, Miller led public policy at Google. Miller worked in the political sphere before she joined Google, working on various campaigns including Barack Obama's presidential campaign in 2008.

Neal Mohan, chief product officer

Neal Mohan is one of CEO Wojcicki's direct reports, and oversees all of the products on both the viewer and creator side of YouTube. His role runs the gamut of YouTube's mobile and browser offerings, YouTube Kids, Music, Premium, and even VR.
This also means Mohan is involved with decisions about what is and isn't allowed on YouTube, and has often spoken publicly about how YouTube moderates its content.
Mohan previously worked as Google's senior VR of Display and Video Ads, where he helped shape YouTube's video ad strategy, putting the wheels in motion for his current job.
He's been described as something of a visionary in predicting how brand advertising would fund the internet, one of many reasons Google has paid a considerable fortune in order to keep hold of him.

Christian Oestlien, vice president of product management

Having left Google in 2013 for a stint at Twitter, Christian Oestlien came back aboard in 2015, this time on the YouTube team to help build a platform for the next generation of video creators.
Oestlien has led teams working on several major products, but YouTube TV may be his most notable launch so far.
He's another of chief product officer Neal Mohan's direct reports, but works very closely with key players like chief business officer Robert Kyncl on building tools for content creators.
Born in Rome, Italy, Oestlien has an MBA in technology, marketing and entrepreneurship from the University of California, Berkeley.

Galit Ptalis, partner manager

Advertisers have criticized YouTube for limiting the measurement data it gives and control over the videos where their ads appear.
Galit Ptalis addresses these concerns by matching third-party companies with advertisers. Those companies include Pixability, Zefr, and Channel Factory that help YouTube advertisers target their ads and keep them away from videos containing objectionable content.
One adtech firm called Ptalis "very helpful in taming the Wild West" for advertisers.
Before joining YouTube four years ago, she worked in sales roles at adtech firm Turn and the Village Voice.

Ben Relles, head of innovation of YouTube Originals

Ben Relles is the head of innovation for YouTube's scripted content and original series.
Prior to his current role, he oversaw films like "This is Everything: featuring Gigi Gorgeous" and "Demi Lovato: Simply Complicated," along with"Mind Field from Michael Stevens," "Katy Perry: Witness World Wide," and "What the Fit? from Kevin Hart." Before joining the YouTube Originals division, Relles served as YouTube's global head of creative strategy.
Prior to joining YouTube, Ben was VP of programming and content development at Next New Networks where he led content strategy. In March 2011, Next New Networks was acquired by YouTube.
Relles started his career in entertainment when he founded the comedy network Barely Political in 2007. He received his MBA in marketing strategy from the Wharton School of Business in 2004, and was a founding partner of MarketVision, and spent several years at Omnicom agencies.

Vishal Sharma, VP of product management, YouTube ads

Vishal Sharma is another Google veteran who left for other pastures and got pulled back in. Reporting to chief product officer Neal Mohan, Sharma is effectively YouTube's money-maker and has worked to develop and advance the various ways advertisers make money off the platform.
In particular, he's helped YouTube shift to contextual advertising, leveraging Google's machine learning to target ads on a more individual level.
Interestingly, his work to boost YouTube's direct response advertising – which compels users to take an immediate action like clicking a website – is paying dividends, with continued growth during the COVID-19 pandemic while brand advertising has suffered.
Now that Google has started revealing just how much money YouTube's ad business is making, Sharma's work to boost the platform's revenue is more under the spotlight than ever.

Scott Silver, VP of engineering

Another of Susan Wojcicki's small handful of direct reports, Scott Silver got to know the now-CEO of Youtube when they were both working on Google's advertising business. Now, Silver leads YouTube's vast fleet of engineers.
Silver plays a central role in YouTube's efforts to stamp out misinformation, inappropriate content, and copyright-offending material – a task that has grown considerably during the COVID-19 pandemic.
Silver has a long history of building and managing engineering teams. Before his tenure at YouTube and Google, he worked as senior manager of ordering experience at Amazon.

Adam Stewart, VP of sales for Google and YouTube

Adam Stewart joined Google shortly after the company acquired YouTube in 2006 and works with large consumer-goods, entertainment and government clients.
He is credited with signing some of YouTube's early deals with entertainment brands like Lionsgate and now has an expanded role across all of Google's ad platforms. Stewart oversees all partnerships and helps advertisers with areas like managing their first-party data and finding influencers to work with.
Before joining YouTube, Stewart worked in sales at Discovery Communications for properties like Discovery Channel and BBC America.

Danielle Tiedt, VP of marketing

Danielle Tiedt is tasked with marketing YouTube as a hot digital property as it tries to get deeper into pop culture in areas like music and original programming by building relationships with creators and influencers.
Tiedt joined YouTube in 2012 to spearhead the video giant's marketing efforts. She's helped launch ad campaigns on billboards and subway cars aimed at making creators like Hannah Hart and DudePerfect into stars while boosting YouTube's reputation with the creator community.
She has also helped launch ad campaigns that build awareness around products like YouTube Music and YouTube Kids.
Before joining YouTube, Tiedt was general manager of Microsoft's marketing business.

Tara Walpert Levy, VP of agency solutions

Tara Walpert Levy joined YouTube in 2011 to help lead YouTube's big advertising ambitions.
She leads YouTube's relationships with agencies that buy ads and third parties that vet measurement and steer ads away from objectionable content. Walpert Levy is a main player in YouTube's goal to rival TV networks, helping negotiate yearly upfront deals with big advertisers.
Walpert Levy comes from a media and TV background and was previously the president of TV ad-targeting firm Visible World, which was acquired by Comcast in 2015. She also worked in McKinsey's media and marketing practice. She is a board member for advertising and marketing companies including Braze and Bloomin' Brands.

Debbie Weinstein, VP of global video solutions

Debbie Weinstein wants big TV advertisers to put more money into YouTube ads.
She sits between the product and sales teams and rolls out OTT ad products that mimic the performance and measurements of TV ads and solve issues like people being served the same ad repeatedly.
For example, her team helped develop ad sequencing technology that stitches a series of different ads together. She also helped roll out a version of YouTube's masthead — a prominent and expensive web ad format — in its TV app. And her team has developed ad-targeting tactics that zero in on people specifically watching YouTube on a TV screen.
Before joining YouTube in 2014, she worked at Unilever as VP of global media and at Viacom.

Christina Wire, VP of global operations

One of chief business officer Robert Kyncl's reports, Christina Wire is YouTube's VP of Global Operations, overseeing all aspects of the business and shaping YouTube's financial strategy.
Wire is responsible for keeping the entire business ecosystem running as smoothly as possible, working with the various business teams that power daily operations, from subscriptions growth to trust and safety operations.
Wire is another key player in making YouTube money, also working to ensure content creators can keep building and monetizing their content.
She's another Google veteran, having joined the search giant in 2007. Before YouTube, Wire worked as the director of sales and business operations for Google Fiber, as well as a few other business units under Alphabet.

Susan Wojcicki, chief executive officer

Susan Wojcicki has served as the CEO of YouTube since 2014, but she's had a starring role in Google's success story from the very start.
It was Wojcicki's garage where Google founders Larry Page and Sergey Brin set up their first office, making her something of a founding figure. When she officially joined the company in 1999, she was just the 13th member.
Not only has she spearheaded YouTube's tremendous growth to two billion monthly users, Wojcicki proposed that Google acquire the video site in 2006 after she saw how much buzz it was generating. She's overseen the launch of all of YouTube's major products since the acquisition, including YouTube Premium, YouTube TV, and YouTube Gaming.
Wojcicki attended Harvard University, where she studied history and literature, and went on to receive a master's degree in economic from the Univerity of California at Santa Cruz.
Wojcicki is married to Dennis Troper, who leads product management for Google's Wear OS platform.

Johanna Wright, vice president of product management

Johanna Wright works in product management for search and discovery, kids, gaming, and VR content.
She works to help the platform enforce guidelines for videos aimed at children by monitoring content and changing community guidelines. By doing so, her team is able to flag and remove inappropriate content or propaganda, and stop running ads on these videos or remove user channels. This is particularly important now with the recent coronavirus pandemic, which has raised concerns over misinformation being spread online.
She joined YouTube in 2015. Prior to that, she was an employee at Google for over a decade, working with Google's search product.
Wright has a bachelor's degree in math from Barnard College and an MBA in marketing and entrepreneurship from UCLA.

Ryan Wyatt, director of gaming, tech, and VR

Ryan Wyatt oversees several entertainment departments at YouTube, including gaming, commerce, brands, and immersive content partnerships.
His teams help connect brands with creators and are focused on working globally with game publishers, top gaming content creators, livestreamers, and esports leagues.
Wyatt joined YouTube in 2014 to create the gaming vertical. He is a former esports commentator and a former executive at the now-defunct multi-channel network Machinima and Major League Gaming.

* This article was originally published here Press Release Distribution

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