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It is estimated that by year 2025, individuals and businesses alike will produce about 463 exabytes of data per day globally and there will be an estimated 175 zettabytes of data in the global datasphereBusinesses use data for a variety of reasons; including but not limited to analyzing customer behavior, providing relevant ads, customer centric product trends and analyzing market value. A DAWN OF DATA REVOLUTION AND WHAT'S AT STAKE? It is estimated that by year 2025, individuals and businesses alike will produce about 463 exabytes of data per day globally and there will be an estimated 175 zettabytes of data in the global data sphere. Businesses use data for a variety of reasons; including but not limited to analyzing customer behavior, providing relevant ads, customer centric product trends and analyzing market value. Thus today data is imperative to a business. As a result most companies are increasingly focusing on their data policies, individuals and businesses are increasingly concerned about ethics surrounding data and privacy laws. But even as these laws emerge, the time taken to comply with these laws officially or unofficially is not very promising. In fact, in a report recently added to the net, it was disclosed that it takes companies about 62 days to discover a high severity data breach and another 71 days to disclose the said breach. Thus, purely relying on a business to do the right thing when it comes to data breaches and data privacy ethics is not enough. Kuber Signal is a company that wants companies to be held accountable/responsible by the individual for their data related decisions. The company quantifies privacy policies for other companies into a standard 4-point metric and a final Goodness score that's comparable across board and then shows these scores to the individual so they can decide what companies keep their data safe. The metrics are: 1. Personal Data Privacy Goodness Score 2.Behavioral Data Privacy Goodness Score 3.Technical Data Privacy Goodness Score 4. Data Sharing Goodness Score Each metric measures how much of an individual data is stored, used and shared by the Company, that individual is a customer of the company then shows what companies in the same industry, selling the same product, rank higher than the individual's company of choice. The company can also track public information around other companies and aims to provide users with the right tools and information so an individual can stay up to date with their specific security concerns, be it companies or other security threats and make better informed choices. Kuber Signal ultimately provides the user with a privacy score that can help them evaluate them online behavior and help mitigate their data related threats. Kuber Signal is founded by a Data Scientist and a cyber-security expert whose expertise lies in investigating brands for their security posture using AI algorithms. The mission of the company is to ensure an individual is aware of their security posture and a know-how into how to improve it. The company also provides individual security assessment, cyber news and information on relevant scams in the individual's playground. In conclusion, data privacy and ethics have never had more value than in recent and coming years. Today a data breach is nothing less than a home invasion of yesterday. This may sound extreme but almost every bit of useful information about a person is somewhere on the internet with some company whose 'terms and conditions' the customer didn't read and if a malicious actor gets access to that data, the consequences for the individuals can be devastating. by P. Observer, 07.12.22 Source : Factiva

Our consulting services address the most critical challenges and opportunities for our customers, covering strategy, market development, operations, technology advisory, financial and tax consulting, and sustainability across diverse industries and global markets. Services Our consulting services address the most critical challenges and opportunities for our customers, covering strategy, market development, operations, technology advisory, financial and tax consulting, and sustainability across diverse industries and global markets. Analytics Feyz International enables you to unlock the full potential of your data, regardless of its source or format. Our analytics specialists collaborate closely with you to address your toughest challenges, delivering rapid, actionable insights while empowering your team to develop lasting data expertise. Marketing Strategy Our team of international experts supports your pursuit of sustainable, organic growth by emphasizing three key elements: a customer-centric external strategy, an exceptional customer experience, and robust internal capabilities to optimize engagement at every interaction point. Cost Transformation True cost transformation involves streamlining, refocusing, and reinforcing your organization to support sustainable growth and enhance the customer experience. Our holistic, tailored approach helps you foster a culture of continuous improvement and effective cost management. Advisory Services Financial & Tax Advisory Restructuring Services * Transaction Services Financial Operations Corporate Tax Strategy International Tax Management *including portfolio strategy, asset optimization, and turnaround planning Risk & Compliance Advisory Regulatory & Compliance Risk management Legal Advisory Dispute Resolution Legal Entity Management Commercial & Corporate Law Digital Law (EU - GDPR) Contract & Claim Management Advisory FDI and FPI in EEA and CIS Feyz International offers strategic advisory services to support international investors in structuring, executing, and optimizing their cross-border investments across EEA and the CIS. Our consultants, backed by region-specific legal expertise, deliver actionable insights and compliance assurance - ensuring that your ventures align with local regulations and market dynamics. Investment Entry Strategy & Regulatory Guidance Advisory on legal frameworks, investment protocols, and strategic considerations for seamless market entry and capital deployment. Business Formation & Structuring Turnkey support for establishing operational entities, subsidiaries, joint ventures, branches, or through M&A - tailored to your sector and goals. Legal Advisory & Transaction Support Comprehensive counsel through each phase of the investment lifecycle, including documentation, due diligence, and risk mitigation. Compliance & Incorporation Services End-to-end assistance with registration, licensing, and regulatory filings with national and regional authorities. * Foreign Direct Investment (FDI) and Foreign Portfolio Investment (FPI) ** European Economic Area (EEA) and the Commonwealth of Independent States (CIS) Consulting Services Management Consulting Business Process Management Supply Chain Management Organisational Operations Digital Strategy Organisational Strategy Business Model Transformation Corporate Strategy Change Management Procurement Strategy Human Capital Strategy Learning & Development Market Development Consulting Digital Marketing Customer Experience Branding Sales & Channel Management Pricing Marketing Return on Investment Insights & Analytics * * including Market research Technology Strategy Consulting ERP & EAM Integration Technology Risk Management Data and Analytics Cybersecurity Trainings IT Strategy Digital Transformation For additional information on our services, please contact our experts on : services@feyzinternational.com For existing customers and partners, please contact a Feyz International professional directly. Consulting

Feyz International has multiple offices worldwide, including locations in France, Switzerland and Russia. This global network enables our teams to collaborate closely with customers and partners for more effective and efficient service. Our Offices Feyz International has multiple offices worldwide, including locations in France, Switzerland and Russia. This global network enables our teams to collaborate closely with customers and partners for more effective and efficient service. Zug Office General-Guisan Strasse 6, Zug, 6303, Switzerland Vaud Office Rue de la Paix, Gland, 1196, Switzerland Paris Office 16 Allée du Puits, 92130, Issy-les-Moulineaux, France View our other locations here Our business hours Monday Tuesday Wednesday Thursday Friday Saturday Sunday 9:00 AM - 7:00 PM 9:00 AM - 7:00 PM 9:00 AM - 7:00 PM 9:00 AM - 7:00 PM 9:00 AM - 6:30 PM Closed Closed View on Google Search View on Google Maps View on Maps

We offer a range of corporate events for C-level executives and business owners, from monthly Tech and Business Leadership Conferences for medium and large enterprises to exclusive annual IT Leadership Summits. Explore our events below to expand your professional network. Events We offer a range of corporate events for C-level executives and business owners, from monthly Tech and Business Leadership Conferences for medium and large enterprises to exclusive annual IT Leadership Summits. Explore our events below to expand your professional network. Upcoming Events Tech Leadership Conference 2025 About the Event Zürich, Switzerland Business Leadership Conference 2025 About the Event Paris, France IT Leadership Summit 2025 About the Event Milan, Italy Business Leadership Conference 2025 About the Event Brussels, Belgium Tech Leadership Conference 2025 About the Event London, UK IT Leadership Summit 2025 About the Event Istanbul, Turkey Upcoming Become our Sponsor! All attendees must submit an application and our corporate events managers will review all requests. If your application is approved, you will receive a confirmation email with more information on the event. Please note that only officially confirmed participants can attend the event. Access to the event is free* and open to individuals that meet at least one of the following criteria: - All C-level executives, SVPs, VPs and Directors from ( $1B+annual turnover ) commercial organizations - CIOs, CDOs, CTOs, CISOs, DPOs, IT Directors, CFOs, CMOs, SVPs and VPs from ( $250M-$1B annual turnover ) c ommercial organizations - CIOs, CDOs, CTOs, CISOs and DPOs from ( $25M-$250M annual turnover ) government, education, nonprofit and commercial organizations Eligible enterprises: - Large enterprises with (5,001+ ) employees - Medium enterprises with (1,001-5,000 ) employees - Small enterprises with (500-1,000 ) employees Event Registration Form To register, please take the time to fill out the information below. Company Size Continue * (some slots are open for an additional fee) There is no media and no presentation elements, it is an open and free flowing roundtable conversation. Form Testimonials " Feyz International IT Leadership Summit in Istanbul is clear and very useful for IT sector leaders. Thank you for all your efforts for this event. I was very happy to attend this event with industry leader executives. " Sait Reçber Data Management Senior Manager & CDO " This was a valuable event for IT leaders which gathered professionals and let them exchange knowledge and build relationships. It was a great experience for me and now I have highly experienced IT professionals in my network thanks to Feyz International. " Kıvanç Kantürk Chief Technology Officer " All the participants were great and I had a great time discussing various topics with different leaders. " Ata İsmet Özçelik Eastern Europe & Turkey Digital Director IT Leadership Summit / Tech Leadership Conference Technology is integral to our daily lives and increasingly central to the professional world. This invitation-only event aims to foster open discussions on what defines success for IT executives, providing practical tools and strategies to support both current and emerging leaders. We encourage participants to share their experiences and plans confidentially while hearing from inspiring, visionary speakers. The conference covers key topics such as artificial intelligence, fintech, cybersecurity, and the metaverse - critical areas shaping the future of technology. Attendees will have the chance to meet leading experts in cloud computing, big data security, customer service, and enterprise technology, expanding their networks and gaining valuable insights into expert services. Beyond the collaborative and open environment, this event promises to be engaging, enlightening, and highly productive. We look forward to your participation! ITLS/TLC Business Leadership Conference Following a challenging period, economies are gradually recovering, presenting a unique opportunity to rebuild stronger, more sustainably, and with greater responsibility. Our Business Leadership Conference is designed to unite leaders in a dynamic setting to explore fresh ideas and share valuable insights. With high anticipation for in-person engagement, Feyz International hosts this event at premier venues, featuring inspiring talks, relevant content, and meaningful networking opportunities. This conference offers a platform to identify practical solutions that drive business value. As emerging trends and innovative technologies reshape industries, companies must adapt to enhance efficiency and competitiveness. Attendees will engage in thoughtful discussions on pressing issues and gain actionable advice from distinguished keynote speakers. Expect an energetic, vibrant conference experience characterized by an open and engaging atmosphere. We look forward to welcoming you to these inspiring events! BLC Discover our Job Offers

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Corporate social responsibility is an increasingly popular topic in the corporate world and beyond, highlighting a need for best practices and a stronger understanding of what it really means to be a sustainable business. For this to occur, we need ways of measuring corporate sustainability: social accounting is one way of doing so. Adrian Zicari, professor at ESSEC, explains its merits, as well as its limitations, in a recent chapter in the Handbook on Ethics in Finance. SOCIAL ACCOUNTING: A TOOL FOR MEASURING CORPORATE SUSTAINABILITY Corporate social responsibility is an increasingly popular topic in the corporate world and beyond, highlighting a need for best practices and a stronger understanding of what it really means to be a sustainable business. For this to occur, we need ways of measuring corporate sustainability: social accounting is one way of doing so. Adrian Zicari, professor at ESSEC, explains its merits, as well as its limitations, in a recent chapter in the Handbook on Ethics in Finance. First, a primer: social accounting refers to the measurement of an organization’s social and environmental performance, recognizing the need to go beyond measuring economic impact only. There are a number of indicators that can be used, for example the disclosure of pollution information or the composition of the company’s workforce, among others. The list of indicators goes on, as assessing social and environmental information is a complex matter. This makes the scope of social accounting quite broad, and also leads to the question of balancing comprehensiveness and comprehension: more information is not necessarily better, as it can make reports hard to understand. Many of these indicators are not measurable in financial terms, so practitioners of social accounting need to go beyond conventional accounting and gather information from different sources. This requires a significant investment. As a result, social reports are more common in bigger companies. Dr. Zicari explored five issues (1): The motivation behind corporate disclosure of social & environmental information The use of social accounting internally for management purposes The link between social accounting and financial performance Whether or not regulation contributes to sustainability The potential that social accounting has for contributing to sustainable practices Disclosure on social and environmental information Today, the disclosure of social and environmental information is usually voluntary, though some European countries have recently implemented regulations. For instance, some companies in France have to present a “déclaration de performance extra-financière”. This means that in many cases, companies can pick and choose what, how, and when they disclose. This makes it difficult to compare companies, as there are many different frameworks in use. If it is not mandatory, why do companies disclose this kind of information? One reason is to show their legitimacy, i.e. living up to social expectations. Others may have a more “defensive” strategy in play, like if they are under fire from environmental agencies. If they do produce social reports, their motivations may impact the content. Researchers have noted that companies with poorer environmental performance tend to talk more about their environmental projects (2) and use more optimistic language (3). In other words, companies tend to be strategic when deciding what they share and how they share it, and their motivation is often based on protecting or enhancing the company’s reputation. This does not necessarily mean that companies are acting in bad faith, but it does mean that they may not disclose all their social and environmental indicators. Dr. Zicari notes that this can lead to tensions between companies and stakeholders: companies may not disclose all information, while stakeholders may seek more transparency. Should disclosure be mandatory? Corporate social responsibility initiatives and social accounting alike are typically voluntary, but there are increasingly calls for more mandatory reporting. This would be beneficial in that it could increase comparability, standardize reporting, boost the scope of information shared, result in better-informed consumers. One way to increase regulation is through “soft-law” initiatives, meaning the use of frameworks that are voluntary, but provide structure, like GRI, SASB, and Integrated Reporting. If a company says that it complies with one of those, then it has to abide by that and provide the according data. This could also boost stakeholder engagement by providing a reference point and also make it easier to compare companies, as currently comparisons are hindered by the many different frameworks out there. Another option is the use of “hard-law”, legally-binding regulations. One example of this is the Directive 2014/95/EU of the European Union, under which companies with over 500 employees disclose non-financial information. Some initial research suggests that this could have a negative impact on information quality, as companies prefer to share good news (4). Increased regulations on social reporting could help, but regulation alone will not ensure disclosure, nor does increased disclosure lead to increased sustainability. This suggests that while regulation could be useful, it does not replace the need for stakeholders to advocate for sustainability. Using social accounting internally Much of the discussion has focused on disclosure to external parties. What about the goings-on inside the company? Internal indicators can help managers make decisions that align with CSR indicators. However, since the indicators can be hard to decipher, managers may struggle to work with them, especially as CSR work can be siloed within the organization. Companies use different approaches when using social accounting internally. An “inside-out” approach highlights the use of internal social accounting information by managers in their decision-making processes; this can be combined with the “outside-in” perspective, wherein external stakeholders use report information to inform their decisions (5). Both of these perspectives are important in striving for sustainability. To facilitate this process and also help managers interpret the information, CSR discussions should be integrated into corporate performance and dealt with across the organization, rather than being the responsibility solely of a specialized team. What is the link between social accounting and financial performance? Social accounting is not interchangeable with conventional accounting: how exactly do they relate? Their scopes are different, but there is a lot of overlap, both in content and in audience. For example, perhaps a firm makes an expenditure to make a process greener: this will be reported in Profit and Loss Statements (the cost) and in social reports (the effect of the green initiative). An investor may read both these statements, as the financial statements help evaluate the company’s potential and social reports show its environmental impact. The research is mixed when it comes to how sustainability actually impacts financial performance; as a result, managers may be unsure about the profitability of sustainable policies, even if they think the ethical rationale is strong. When measuring the situation, managers thus need to carefully consider the framework they use, and whether or not it is appropriate for the situation. Can social accounting lead to organizational change? Even if the link between sustainability and financial performance is unclear, sustainability remains a worthy goal. This means that social accounting, too, is useful, as a tool for achieving sustainability. What can it actually achieve? Some scholars (cf. 6) suggest that social accounting can inform better decision-making and facilitate teamwork. Others are less certain (cf. 7), who argue that it is mainly symbolic and may not lead to significant change. One thing is true: realizing true improvements is difficult, and the mere implementation of social accounting processes will not automatically improve sustainability. Further, over-reliance on social accounting may lead to a focus on the “small picture”, rather than truly revisiting conventional business models. While social accounting is not a silver bullet, it has shown success; the KPMG Survey of Corporate Reporting (2017) (8), studying reporting practices in 50 countries, found that social reporting is widespread, and there is a community dedicated to its improvement and implementation. Social accounting could also help with the “big picture”: while reports may highlight smaller, incremental improvements, these could inform long-term changes to conventional business practices. For example, mining: by definition a polluting activity, but nevertheless one that is necessary for industrial production. Using social accounting could give managers and stakeholders information that could help reduce the environmental impact as a short-term strategy, while preserving the need to look for long-term solutions that are better for the planet. Social accounting is necessary and helpful for improving business models. Increased disclosure illuminates managers how the company can improve and informs the company’s efforts to be socially responsible. More transparency will benefit stakeholders and empower the public. We need to remember that social accounting remains a means to an end, and it will be tested by how effectively it creates measurable change in corporate practices. Key points and takeaways Tension exists between companies and stakeholders, as the former may not share all information and the latter seek greater transparency. Regulation could improve report quality, but will not automatically improve disclosure. Managers may find it challenging to work with social and environmental indicators, leading us back to the first point: some information may not be disclosed because it is not well understood or not readily available. We still do not have a clear picture of the link between sustainability and financial performance. We must be clear-eyed on the promise of social accounting. It can help improve existing business models, but does not create new ones, and managers should be encouraged to use complementary tools. All things considered: social accounting is an increasingly helpful tool for managers and stakeholders, and can help improve corporate sustainability. References Zicari, A. (2020). The many merits and some limits of Social Accounting: Why disclosure Is not enough. Handbook on Ethics in Finance, 541–557. https://doi.org/10.1007/978-3-030-29371-0_14 Cho, C. H., & Patten, D. M. (2007). The role of environmental disclosures as tools of legitimacy: A research note. Accounting, Organizations and Society, 32(7-8), 639-647. Cho, C. H., Roberts, R. W., & Patten, D. M. (2010). The language of US corporate environmental disclosure. Accounting, Organizations and Society, 35(4), 431-443. Costa, E., & Agostini, M. (2016). Mandatory disclosure about environmental and employee matters in the reports of Italian-listed corporate groups. Social and Environmental Accountability Journal, 36(1), 10-33. Burritt, R. L., & Schaltegger, S. (2010). Sustainability accounting and reporting: fad or trend?. Accounting, Auditing & Accountability Journal. Burke, J. J., & Clark, C. E. (2016). The business case for integrated reporting: Insights from leading practitioners, regulators, and academics. Business Horizons, 59(3), 273-283. Rodrigue, M., Magnan, M., & Cho, C. H. (2013). Is environmental governance substantive or symbolic? An empirical investigation. Journal of Business Ethics, 114(1), 107-129. Blasco, J. L., & King, A. (2017). The road ahead: the KPMG survey of corporate responsibility reporting 2017. Zurich: KPMG International. by Adrián Zicari , 08.06.21 Source : Knowledge Lab Essec

Feyz International is a dynamic company providing consulting services, event management, and investment support to customers locally and internationally across Europe and beyond. Founded by a diverse team of global development experts, we have successfully supported numerous development projects in Switzerland, France, Turkey, and neighboring regions since 2018. About Us Feyz International is a dynamic company providing consulting services, event management, and investment support to customers locally and internationally across Europe and beyond. Founded by a diverse team of global development experts, we have successfully supported numerous development projects in Switzerland, France, Turkey, and neighboring regions since 2018. Our Activity Feyz International is a European management consulting firm delivering strategic guidance and customized solutions to businesses worldwide. Founded in 2018, we specialize in legal, financial, and tax advisory services, along with corporate event management. With more than 25 trusted customers , we support large-scale transformation projects across diverse industries. Recognized for analytical depth and technical expertise, our teams operate across Europe, working closely with our customers in financial services, information technology, maritime transportation, education, and fast-moving consumer goods to address complex challenges, enhance operational efficiency, and deliver measurable, lasting results. Our consulting model combines strategic insight with hands-on industry experience. We offer a full range of services, including change management, process optimization, technology advisory, foreign investment consulting (FDI & FPI), and regulatory compliance. Beyond its consulting services, Feyz International organizes tailored summits, conferences, and executive events designed to promote innovation and deliver actionable solutions. These events connect our customers with a network of over 5000 C-level executives from key industries, including automotive, media, agribusiness, aviation, banking, and healthcare. Through these platforms, we facilitate strategic dialogue, in-depth knowledge sharing, and the development of long-term partnerships. Our Mission Connecting driven leaders to shape a better Future At Feyz International, we connect passionate professionals to create insightful solutions to any challenges they may face. Our ability to anticipate, comprehend and provide a deep understanding of our customers' transformation, strategic and planning needs leads to sustainable results and long-term partnerships. Our commitment to individual empowerment and continuous development enables us not only to best serve our customers, but also to better influence our own destiny, shaping the future of society. Our Vision To deliver authentic solutions grounded in commitment and perseverance, fostering sustainable business value. We strive to be known for our ability to find genuine, simple and sustainable solutions to our customers' most compelling opportunities and complex challenges. By earning trust through bold actions, our associates will be recognized for their success in delivering world-class solutions and maximizing customer satisfaction. To realize this vision, we will be at the forefront of staff development and sustainable business transformation. Our Events

Every day brings with it the news of yet another company falling victim to a cyberattack. The costs the affected businesses face are enormous: lost critical data, stolen assets and damaged reputations.  Why cyber risk assessments should be a part of your business strategy Every day brings with it the news of yet another company falling victim to a cyberattack. The costs the affected businesses face are enormous: lost critical data, stolen assets and damaged reputations. But despite these very real threats, company leaders may resist committing the necessary resources to prevent them. After all, no one wants to pay for more than they need. This goes for cybersecurity as much as any other business expense. That’s why it’s vital for C-suites to include cybersecurity as part of their capital planning. And the key to that is determining what “just enough security” is for the organization to meet its business goals. What’s the best way to determine how much security is “just enough”? Most C-level executives are accustomed to making overall business decisions based on risk. An effective risk management program identifies true risks to the business and determines how to reduce those risks to an acceptable level. Including an acceptable level of cyber risks into the organizational risk management program makes cybersecurity a part of the overall business strategy. And the best way to do this is to undergo a cybersecurity-related risk assessment. This helps translate the costs of what it could take to prevent unacceptable levels of cybersecurity risks or to reduce them to an acceptable level. These costs can then be included in budgetary calculations and overall risk management plans. According to the SANS Institute , “the ability to perform risk management is crucial for organizations hoping to defend their systems. There are simply too many threats, too many potential vulnerabilities that could exist, and simply not enough resources to create an impregnable security infrastructure. Therefore every organization, whether they do so in an organized manner or not, will make priority decisions on how best to defend their valuable data assets. Risk management should be the foundational tool used to facilitate thoughtful and purposeful defense strategies.” Many frameworks and industry standards, such as those offered by the National Institute of Standards and Technology (NIST) and ISO, provide guidelines for conducting risk assessments and implementing controls (best practices) to mitigate or prevent security risks. In general, risk assessments help organizations determine their inherent security risks by doing the following: Identifying, estimating, and prioritizing risk to their operations. Determining the possible threats from bad actors that can compromise the confidentiality, integrity, or availability of the information they are processing, storing, or transmitting. Identifying what measures or controls are in place to protect the critical assets and what measures/controls are lacking. Following recommending preventive measures and investing in security upgrades to reduce high levels of risk. What does this mean? It depends on the type of business. Because as these examples show, not all risks are created equal. A bank storing and processing large amounts of financial data or a hospital maintaining extensive patient records would be very concerned with the confidentiality of their data and the damage to their customers and patients if hackers accessed or leaked it. A risk assessment could tell them that they need to prioritize their resources toward protecting the confidentiality of their data with privacy-related controls and other security measures. The risk assessment might also indicate that they are vulnerable to a ransomware attack, so they should implement a recovery plan and perform daily and weekly system backups. But the risk assessment may indicate there is less risk to the availability or integrity of their data, so they would not need to invest as much in these areas. Researchers developing intellectual property may be concerned both about outside actors wanting to steal their discoveries or insiders willing to sell them to competitors. The risk assessment might indicate that they are indeed vulnerable to such attacks. So they might prioritize increasing resources on instituting protective, access and monitoring best practices . They might also invest in awareness training to educate staff on recognizing phishing emails and other social media campaigns as well as internal threats. The risk assessment could suggest they have fewer risks to the confidentiality of this data, so they would not concentrate resources on protecting this area. Once company leaders have identified the critical assets they most want to protect, have an idea of what cyber threat might attack these assets and how vulnerable their assets are to an attack, and understand how severe such an attack would be to their ability to function, they can make informed decisions on how to target their resources toward addressing the risks with the most significant impact to their business. A risk assessment turns intangible concepts such as security, risk, and prevention into tangible realities with actual costs attached. Undetected/unprevented cyberattack equals financial ruin. And that’s an inevitability that every C-suite must face in today’s interconnected world. by Baan Alsinawi , 05.11.21 Source: www.securitymagazine.com

Our team’s dedication and skills are essential to delivering outstanding value to our customers. We prioritize recruiting talented professionals, supporting their growth, and creating a collaborative environment that drives innovation and excellent service. Careers Our team’s dedication and skills are essential to delivering outstanding value to our customers. We prioritize recruiting talented professionals, supporting their growth, and creating a collaborative environment that drives innovation and excellent service. To discover our Job Opportunities, please contact our Talent Acquisition team on : careers@feyzinternational.com Career Management Our career management is based on progression from one level to the next and on trainings provided throughout your professional career. Feyz International has established a skill reference system for associates. It will allow you to identify your opportunities for further evolution. Roles at Feyz International We are looking for both aspiring and experienced candidates with skills such as being demanding, able to work under pressure, being creative and open-minded... Marketing - Brand Management 0 Positions Available Marketing - Digital Marketing 0 Position Available Corporate Compliance - Law 0 Position Available Corporate Compliance - Tax 0 Positions Available Corporate Events - Management 0 Positions Available Corporate Events - Customer Service 0 Positions Available Corporate Events - Coordination 0 Positions Available Partners - Management 0 Position Available Find more job offers on LinkedIn Job Search Talent Development The expertise and commitment of our management teams and employees, both at our headquarters in Paris and our branch in Zug, have been cultivated over time and remain central to our success in generating long-term shareholder value. Our talent development strategy focuses on building leadership capabilities, fostering a culture of responsible management, and recognizing high performance. We see professional training as essential for personal growth. Therefore, our goal is to continuously enhance skills that align with the evolving needs of Feyz International. Developing human resources remains one of our top priorities. Come work with us! Field you're interested in I agree to the terms of use Apply Now Our Talent Acquisition Team will contact you if your profile matches with our offers.

Library CONSUMER FINANCE IN THE DIGITAL AGE: LEVERAGING BIG DATA AND TECHNOLOGY TO PERSONALIZE PROTECTION Have you ever wondered why consumers tend to make suboptimal financial decisions, and why financial firms are often in a position to exploit them? Clearly, this is due in part to consumers’ biases and limited rationality... BIG DATA AND THE LEAN STARTUP APPROACH AS TOOLS FOR INNOVATION IN LARGE FIRMS Can larger firms face and survive the challenge of startups? The one question that comes to mind these days is whether they are still capable of fostering innovation... SOCIAL ACCOUNTING: A TOOL FOR MEASURING CORPORATE SUSTAINABILITY Corporate social responsibility is an increasingly popular topic in the corporate world and beyond, highlighting a need for best practices and a stronger understanding of what it really means to be a sustainable business... DOING GOOD WHILE DOING WELL: THE CASE OF BUSINESS IT INITIATIVES How can organizations do good (help the environment) while doing well (boosting economic growth)? While both worthy goals, they can be at odds with each other, creating a dilemma for organizations... GDPR COMPLIANCE IN LIGHT OF HEAVIER SANCTIONS TO COME - AT LEAST IN THEORY Ridiculously low ceilings on administrative fines hindered the effectiveness of EU data protection law for over twenty years. US tech giants may have seen these fines as a cost of doing business... EU SUSTAINABLE GROWTH REGULATIONS: THE CHALLENGES OF TRANSPARENCY, COMPARABILITY, AND LEADERSHIP With the European Green Deal of December 2019 supporting long-term signals to support green investments, and the proposed European Climate Law as a framework for... HOW TO BUILD A PROACTIVE WORKFORCE: TRAINING PROBLEM SOLVERS OR STRATEGIC CHANGE AGENTS? Employees who take a proactive approach at work – who speak up with suggestions, try to bring about improvements, and take initiative – generally perform better, are more satisfied with their job, and progress more quickly in their career... SUSTAINABLE DEVELOPMENT THANKS TO THE DATA FOOTPRINT From accelerating sales to optimizing operational processes, digital impacts the value chain in every aspect. If the digital revolution generates an inevitable modernization of companies and a hope of value generation, it also provokes a major challenge for organizations: Data... A DAWN OF DATA REVOLUTION AND WHAT'S AT STAKE? It is estimated that by year 2025, individuals and businesses alike will produce about 463 exabytes of data per day globally and there will be an estimated 175 zettabytes of data in the global data sphere. Businesses use data for a variety of reasons; including but not limited to analyzing customer behavior...

Stay informed with timely updates and training on the latest legislative changes and industry trends. Explore the newest resources and developments from Feyz International and our network of partner companies. Insights & News Stay informed with timely updates and training on the latest legislative changes and industry trends. Explore the newest resources and developments from Feyz International and our network of partner companies. What's New THE ROLE OF VENTURE CAPITAL SECURITIES IN ENTREPRENEURSHIP For entrepreneurs to flourish, they need funding: venture capital is financial capital provided to early-stage, high-potential, high-risk, growing entrepreneurial companies. Venture capital is particularly attractive for... CYBERSECURITY 2023: CLOUD SECURITY IS KEY ISSUE FOR COMPANIES What challenges do companies currently face regarding security? What is their cybersecurity strategy for the future? And what role does digital sovereignty play in this?... Load More Latest Publications CONSUMER FINANCE IN THE DIGITAL AGE: LEVERAGING BIG DATA AND TECHNOLOGY TO PERSONALIZE PROTECTION Have you ever wondered why consumers tend to make suboptimal financial decisions, and why financial firms are often in a position to exploit them? Clearly, this is due in part to consumers’ biases and limited rationality... BIG DATA AND THE LEAN STARTUP APPROACH AS TOOLS FOR INNOVATION IN LARGE FIRMS Can larger firms face and survive the challenge of startups? The one question that comes to mind these days is whether they are still capable of fostering innovation... SOCIAL ACCOUNTING: A TOOL FOR MEASURING CORPORATE SUSTAINABILITY Corporate social responsibility is an increasingly popular topic in the corporate world and beyond, highlighting a need for best practices and a stronger understanding of what it really means to be a sustainable business... EU SUSTAINABLE GROWTH REGULATIONS: THE CHALLENGES OF TRANSPARENCY, COMPARABILITY, AND LEADERSHIP With the European Green Deal of December 2019 supporting long-term signals to support green investments, and the proposed European Climate Law as a framework for... Load More

For entrepreneurs to flourish, they need funding: venture capital is financial capital provided to early-stage, high-potential, high-risk, growing entrepreneurial companies. Venture capital is particularly attractive for new companies with a limited operating history that are too small to raise capital in the public markets, and have not reached the point where they are able to secure a bank loan or complete a debt offering The role of venture capital securities in entrepreneurship For entrepreneurs to flourish, they need funding: venture capital is financial capital provided to early-stage, high-potential, high-risk, growing entrepreneurial companies. Venture capital is particularly attractive for new companies with a limited operating history that are too small to raise capital in the public markets, and have not reached the point where they are able to secure a bank loan or complete a debt offering. In exchange for the high risk that venture capitalists (VCs) shoulder by investing in smaller and less mature companies, venture capitalists usually get a significant portion of the company's ownership (and consequently their value). Once a VC decides to invest in a venture, the involved parties need to settle on a deal structure. When negotiating the deal structure, parties need to keep a few considerations in mind: The deal structure needs to protect the VC against losses and should encourage entrepreneurs to work hard to make the venture a success. Most VC investments are illiquid, which means that unlike shares of listed companies, they cannot be sold very easily. Finally, most investments are characterized by asymmetric information. In general, the entrepreneur knows more about the venture than the investor. VCs typically use convertible preferred equity to finance ventures. As the name suggests there are two important features of these securities: conversion and preferred. Investors of convertible preferred equity have the option of either holding a debt-like claim -preferred equity or converting into common equity. Converting into common equity implies sharing ownership in the venture with the entrepreneur. Preferred terms make it similar to a loan (debt), gives holders a right to interest payment (dividends) and additionally gives preference in payments over common equity. In other words, the preferred feature ensures that preferred investors are paid before common equity holders. In a typical deal, VCs would hold preferred equity and the entrepreneur common equity, thus the VC can get paid before the entrepreneur if the venture does not do well. However, if the venture succeeds and its value increases, the VC would convert the preferred equity into common equity and share the fruits of this success with the entrepreneur. AAnother feature of VC investments is that they are done in stages. VCs would never provide all the capital upfront to a venture; instead, they would only provide sufficient capital to reach the next milestone. Once the capital has been used up, the entrepreneur has to raise another round of financing to reach the next milestone. The advantage of staging is that VCs can stop financing if the venture is not doing well. It can also be advantageous for the entrepreneur, as the terms can be made more favorable to them if their venture is successful. Staging also helps reconcile the aforementioned asymmetric information levels between entrepreneurs and VCs, since future investments are only made based on past outcomes. Finally, in addition to providing capital, VCs also monitor and guide the venture. The structure of most deals is designed to ensure the monitoring role of VCs. While VCs do not hold the majority of shares, they would have the right to nominate members to the board of directors. These rights help the VC monitor progress and guide the venture and gives them the power to replace managers if operations are not going smoothly. Having discussed the general features of VC investments, we will now explore details of some specific securities used in VC contracting. It must be noted that convertible preferred securities come in various flavors. Dr. Arcot analyzes one such security called participating convertible preferred security (PCP), used widely in venture capital contracts (Arcot, 2014). Participating convertible preferred stock gives its holders the right to be paid first (before common shareholders generally held by the entrepreneurs) and at the same time, allows them to participate in excess earnings (i.e., the cash flow after all debt and preferred claims have been satisfied) along with the common stockholder. PCP holders thus concurrently hold both a debt-like claim (preferred equity) as well as an equity claim (participation rights). However, PCP holders lose their preferred rights if they convert this PCP stock into common stock. His research explores why venture capitalists are willing to convert their PCP stock into common equity and give up their preferred rights. He proposes a signaling model for PCP stock based on its role in venture capital exits. The two major forms of exits observed in venture capital are the initial public offerings (IPOs) and the trade sale. IPOs are exits where shares of the venture are sold to investors and then listed on the stock market and trade sale is a transaction in which a venture is sold to another company. Typically, a PCP stake is converted into common equity during an IPO exit, but is not converted in a trade sale exit. The model shows that VCs can signal the quality of their venture in an IPO by converting their PCP stake into common equity and giving up some of their cash flow rights. By giving up something during an IPO, VCs are signaling to investors that the venture is of a high quality. Signaling is of particular importance in an IPO, because in an IPO shares are sold to new investors who do not have access to documents to analyze the venture’s performance. Investors in an IPO typically have to rely on a bank to perform the due diligence and hence are thus relatively uninformed about the venture. In contrast, potential trade buyers are given access to documents, which they can analyze to reach conclusions about the venture’s quality. Since trade buyers typically come from the same industry as the venture, they are likely to have industry knowledge and are better equipped to interpret the information provided. When exit is through an IPO, the entrepreneur retains control of the firm. Thus, when the firm value is high, an IPO exit rewards the entrepreneur and should be the preferred exit route. However, the VC may be reluctant to take that route, given that investors in an IPO are less informed and the VC may not get the full value for his stake. When the firm value is high, the VCs may prefer to target investors who are more informed and get a higher value for their stake. In other words, exit through a trade sale. However, the interests of VCs and entrepreneurs are more easily aligned when the VCs convert their PCP stakes into common shares and exit through an IPO. Venture capitalists investing in start-ups use sophisticated financial instruments to structure their investments. This article provides a rationale for the use of one such instrument, PCP stock, based on the venture capitalist’s exit strategy. In doing so, it makes a connection between the exit route and entrepreneurial effort. This highlights factors that have direct implications for the incentives of venture capitalists to invest in ventures and entrepreneurs to exert effort to make them a success. by Sridhar Arcot , 04.01.22 Source: Knowledge Lab