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HD0-200 - HDI Qualified Help Desk Senior Analyst - Dump Information

Vendor : HDI
Exam Code : HD0-200
Exam Name : HDI Qualified Help Desk Senior Analyst
Questions and Answers : 228 Q & A
Updated On : February 21, 2019
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HD0-200 Questions and Answers

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HD0-200 HDI Qualified Help Desk Senior Analyst

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HD0-200 exam Dumps Source : HDI Qualified Help Desk Senior Analyst

Test Code : HD0-200
Test Name : HDI Qualified Help Desk Senior Analyst
Vendor Name : HDI
Q&A : 228 Real Questions

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HDI HDI Qualified Help Desk

UL place of work health & defense Achieves 2014 support Desk Institute crew Certification Award | Real Questions and Pass4sure dumps

FRANKLIN, TN--(Marketwired - Jun 30, 2014) - UL place of work fitness & safeguard, the trade's main company of workplace health and safeguard options, nowadays announced that it has met the necessities and certified for the 2014 assist Desk Institute (HDI) team licensed Award. HDI is a world skilled affiliation and certification body for the technical service and aid industry. The affiliation produces publications and research, hosts movements and certifies and trains lots of authorities each and every year.

"UL office health & protection is committed to proposing superior customer provider to our purchasers," pointed out bill Grana, president of UL workplace health & security. "Our aid personnel continuously works to increase our consumer service operations. they're essential extensions of our consumers' teams, and vital contributors to our capability to help give protection to the well-being of worker's and operations of businesses around the world. we are so comfortable to have their efforts diagnosed by way of the assist Desk Institute."

The HDI 2014 crew certified Award acknowledges a group for its commitment to service excellence through the adoption of ultimate practices and the acquisition of more suitable capabilities and potential. To qualify for the award, at the least 80 p.c of a company's aid crew ought to comprehensive the rigorous HDI certification procedure. These specialists guide leaders in health, safety and compliance throughout industries create more healthy, safer and greater successful workplaces. 

About UL place of work fitness & safeguard UL workplace health & defense empowers businesses to protect the smartly-being of workers, ensure organizational compliance and peace of mind and power measurable business development. greater than 2,000 agencies in over 20 major industries, including manufacturing, healthcare, pharmaceutical and lifestyles sciences, development and energy, have faith UL's office fitness & safeguard tools to satisfy their increasing needs. To study more, seek advice from or name 888.202.3016.

About UL UL is a premier global impartial safeguard science company that has championed progress for one hundred twenty years. Its greater than 10,000 authorities are guided by the UL mission to advertise protected working and living environments for all americans. UL uses research and standards to always improve and meet ever-evolving safeguard wants. We associate with businesses, manufacturers, alternate associations and overseas regulatory authorities to carry options to a greater advanced world give chain. For greater tips about our certification, checking out, inspection, advisory and schooling features, talk over with

Jeff Rumburg of MetricNet Named to HDI's top 25 notion Leaders checklist for 2018 | Real Questions and Pass4sure dumps

MCLEAN, Va., Jan. 28, 2019 /PRNewswire/ -- For the third consecutive 12 months, Jeff Rumburg, Managing associate of MetricNet, LLC, become named one in every of HDI's good 25 idea Leaders for 2018. Mr. Rumburg is amongst an elite group of people chosen for this award which have deep competencies of the trade's most fulfilling challenges and triumphs. each notion leader changed into nominated by means of their friends in the business.

"i am deeply honored and humbled to have once once again been nominated with the aid of the IT provider and assist group." talked about Jeff Rumburg. "To the different 24 thought leaders who have been chosen for this title, as well as to all of those who had been nominated, I present my sincere congratulations. Your contributions to the industry always improvement provider and aid specialists worldwide and i am certainly humbled to share this very extraordinary award with this type of impressive group."

The 25 people chosen for this award are well wide-spread within the technical carrier and guide community as consultants, bloggers, speakers, mentors and practitioners. They lead by way of instance, make contributions constructive insight on an everyday foundation, produce groundbreaking research that shapes the future of the trade, and share skills that helps address the challenges frequently faced by using industry gurus.

Mr. Rumburg is the winner of the Ron Muns Lifetime fulfillment Award, turned into named to HDI's accurate 25 idea Leaders listing for 3 consecutive years, and has served on HDI's Strategic Advisory Board. he's co-founder and Managing companion of MetricNet, LLC, the place he's responsible for international approach, product development, and client engagement birth. As a leading expert in benchmarking and re-engineering, Mr. Rumburg authored a best- promoting e-book on benchmarking, and has been retained as a benchmarking skilled by way of such iconic corporations as American specific, USAA, Coca Cola, and Emory Healthcare.

if you would like more tips about benchmarking your service and guide capabilities, please discuss with or e-mail MetricNet at data(at)metricnet(dot)com.

About MetricNet

MetricNet is the global leader in IT service and aid benchmarking. greater than half of the FORTUNE 500 depend on MetricNet benchmarks to enrich and optimize their efficiency. MetricNet is the first, and still the handiest company to offer downloadable service desk and desktop guide benchmarks from their website. With a worldwide benchmarking database of pretty much four,000 IT provider and aid benchmarks, MetricNet has the most finished database of procedure and efficiency metrics within the trade.

About HDI

For over 30 years, HDI has partnered with lots of companies to increase their customer service and service management performance via instructing their individuals, elevating their methods, and empowering their strategy. From C-level professionals to directors, managers, and frontline body of workers, HDI is the definitive supply of business assistance, leadership and efficiency planning. via routine, certification and practicing, consulting, membership and business supplies, HDI aims to transform service and guide groups and reimagine their strategy to supplying incredible carrier and cost. learn more at HDI is geared up through UBM, which in June 2018 mixed with Informa PLC to become a number one B2B suggestions features community and the largest B2B pursuits organizer on the planet.

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HDI Launches New consumer service representative Certification and Preparatory practicing direction | Real Questions and Pass4sure dumps

New choices are Designed to increase client adventure

COLORADO SPRINGS, Colo., Feb. 23 -- HDI® (, the world's largest membership association for IT carrier and help experts and the premier certification physique for the business, nowadays introduced the launch of the new HDI consumer carrier consultant Certification and preparatory practising course ( the brand new training course and accompanying certification will support consumer carrier representatives enrich their name dealing with optimum practices, communique and listening, documentation, issue-fixing and troubleshooting advantage, conflict negotiation and response to complex consumer behavior.

Designed for customer service representatives, help analysts and assist desk professionals with under one year of journey, this new one-day route and HDI Certification combines curriculum utilizing HDI's internationally-identified open industry necessities and STI competencies most excellent practices. In 2006, HDI turned into granted the exclusive license for all STI capabilities training cloth. HDI's working towards and certification courses are built on requisites determined by an unbiased committee of global industry consultants. STI talents's curriculum reflects years of journey in guiding and working name facilities all through the realm.

Pricing and Availability:

Priced at $795 for HDI participants/$895 for non-individuals, the HDI client provider consultant Certification preparatory course replaces both the HDI client help specialist and STI advantage licensed name center professional lessons and certifications. Onsite/community working towards is purchasable instantly. Public courses will begin in may additionally 2007.

moreover the HDI consumer service consultant Certification preparatory route, HDI has currently launched three different updated HDI Certification lessons: HDI aid center Analyst, HDI help core crew Lead and HDI help center manager. (See: The curriculum became revised to reflect HDI's up to date open business requirements, in addition to incorporating STI skills optimal practices comparable to complete Contact ownership and the alignment of the incident management manner with ITIL and skills-situated help® and Structured issue fixing. HDI also presents field assist Technician, competencies management Foundations, Sarbanes-Oxley, help center Director, ITIL® Foundations approved through EXIN®, and ITIL cognizance lessons.

About HDI

HDI is the area's biggest IT carrier and aid membership affiliation and the trade's premier working towards and certification physique. Guided with the aid of a global panel of industry specialists, HDI is the main resource for assist desk/support core emerging tendencies and most appropriate practices. HDI offers members with a vast repository of materials, networking alternatives and the largest trade event -- the HDI Annual conference and Expo. Headquartered in Colorado Springs, Colo., united states, HDI presents working towards and certification in numerous languages and nations. For more tips, talk over with or name +1 719.268.0174.

source: HDI

CONTACT: Tiffany Keller of HDI, +1-719-785-5350, or

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Sierra Wireless LaunchesIndustry’s Most Compact, Rugged LTE-A Pro Cellular Router for Connecting Critical Assets and Infrastructure | real questions and Pass4sure dumps

Sierra Wireless SWIR, +0.20% (SW), the leading provider of fully integrated device-to-cloud solutions for the Internet of Things (IoT), today announced the AirLink® RV55 LTE-Advanced Pro router to simplify and lower the cost of connecting critical remote assets, infrastructure and mobile workforces in utility, energy, smart city and public safety applications. AirLink RV55 is the industry’s most compact and rugged LTE-A Pro router for SCADA, distribution management systems and service vehicle fleets.

Utilities are deploying cellular IoT solutions like AirLink RV55 to modernize grid operations by connecting aging equipment and infrastructure in order to meet customers’ service expectations and increase adoption of new distributed energy sources. AirLink RV55 combines high-speed, reliable LTE connectivity with Wi-Fi, serial and ethernet interfaces, allowing utilities to gather real-time data from infrastructure and connect mobile workforces to improve operational efficiency, rapidly identify issues and restore service outages.

Carol Johnston, VP Product Marketing, Clevest Solutions, said: “Efficiently connecting mobile workforces, their vehicles and dispatch resources is critical to quickly finding and resolving service outages. Sierra Wireless’ AirLink RV55 provides the secure, reliable, always-on connectivity that utilities need to efficiently dispatch work orders to the closest qualified worker and manage their field service teams leveraging Mobile Workforce Management software to keep critical operations running smoothly.”

Jesus Gonzalez, Senior Analyst, IHS Markit, Critical Communications, said: “As electric utilities modernize with cellular IoT, the cost and complexity of adding connectivity to aging infrastructure equipment is a significant challenge, especially if the equipment doesn’t have connectivity built in or is deployed in a harsh or remote environment. Cellular LTE routers with a compact, rugged form factor, and flexible interfaces make it easy to connect critical distribution automation equipment like cap-bank controllers, sectionalizers and reclosers to help monitor and respond quickly to changes in the utility grid.”

Tom Mueller, VP, Products, Enterprise Solutions, Sierra Wireless, said: “Utility, energy and industrial companies continue to rely on cellular IoT to efficiently connect and operate their infrastructure. The AirLink RV55, with device management and 24/7 direct support included at zero cost for the first year, provides IT teams with peace of mind knowing they can securely connect and manage both their fixed and mobile networks with a single reliable solution.”

AirLink RV55 is part of Sierra Wireless’ AirLink Performance Series of routers and gateways. It is available in an LTE-A Pro variant with dual-serial, ethernet, GNSS and an optional dual-Wi-Fi interface. LTE-A Pro supports 6x faster downlink (up to 600Mbps) and 3x faster upload (up to 150Mbps) speeds compared to previous LTE versions (RV50). RV55 supports CBRS bands that do not require spectrum licenses and allow utilities to build and operate their own LTE networks. An LTE-M/NB-IoT (up to 300kbps downlink) variant is also available for enhanced coverage. RV55 retains the same ultra-low power consumption of the RV50/50X making it ideal for solar- or battery-powered installations.

Pricing & AvailabilityAirLink RV55 models range from $589 for the LTE-M/NB-IoT variant to $789 for the LTE-A Pro variant with Wi-Fi. LTE-A Pro routers will start sampling in March 2019, with commercial availability beginning in April 2019. LTE-M/NB-IoT samples will be available in May, with commercial availability in June 2019. Every AirLink RV55 purchase comes with peace-of-mind protection—the first year of AirLink Complete, including device management, 24/7 direct technical support and 3-year warranty—is included at no additional charge.

Sierra Wireless will demonstrate AirLink cellular routers and gateways at DistribuTECH 2019 in booth #719. For more information about our live demos and educational presentations, visit


  • To learn more about the AirLink RV55, register for this webinar on Thursday, February 21, 2018 at 8am (Pacific Time):
  • Product datasheet:
  • For more information about Sierra Wireless AirLink gateways, routers and management services, visit

    To contact the Sierra Wireless Sales Desk, call +1 877-687-7795 or visit

    About Sierra WirelessSierra Wireless SWIR, +0.20% (SW) is an IoT pioneer, empowering businesses and industries to transform and thrive in the connected economy. Customers Start with Sierra because we offer a device to cloud solution, comprised of embedded and networking solutions seamlessly integrated with our secure cloud and connectivity services. OEMs and enterprises worldwide rely on our expertise in delivering fully integrated solutions to reduce complexity, turn data into intelligence and get their connected products and services to market faster. Sierra Wireless has more than 1,300 employees globally and operates R&D centers in North America, Europe and Asia. For more information, visit

    Connect with Sierra Wireless on the IoT Blog at, on Twitter at @SierraWireless, on LinkedIn at and on YouTube at

    “Sierra Wireless” and "AirLink" are registered trademarks of Sierra Wireless. Other product or service names mentioned herein may be the trademarks of their respective owners.

    Forward Looking Statements

    This press release contains forward-looking statements that involve risks and uncertainties. These forward-looking statements relate to, among other things, plans and timing for the introduction or enhancement of our services and products, statements about future market conditions, supply conditions, channel and end customer demand conditions, revenues, gross margins, operating expenses, profits, and other expectations, intentions, and plans contained in this press release that are not historical fact. Our expectations regarding future revenues and earnings depend in part upon our ability to successfully develop, manufacture, and supply products that we do not produce today and that meet defined specifications. When used in this press release, the words "plan", "expect", "believe", and similar expressions generally identify forward-looking statements. These statements reflect our current expectations. They are subject to a number of risks and uncertainties, including, but not limited to, changes in technology and changes in the wireless data communications market. In light of the many risks and uncertainties surrounding the wireless data communications market, you should understand that we cannot assure you that the forward-looking statements contained in this press release will be realized.

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    Kim HomeniukSierra WirelessMedia Relationsphone: +1 604 233 8028pr@sierrawireless.comDavid ClimieSierra WirelessInvestor Relationsphone: +1 604 321

    Copyright Business Wire 2019

    Policy and You: A Guide for Intelligence Analysts | real questions and Pass4sure dumps

    It’s 3:30 pm in a dimly lit cubicle farm somewhere in Northern Virginia. You are a strategic, all-source intelligence analyst and have been sitting at your computer all day eagerly awaiting feedback from U.S. policymakers on the analytic masterpiece you finally published last night. You spent weeks, if not months, perfecting the piece. Today is the day to soak up all the kudos.

    You crafted a clear and compelling analytic framework and employed sophisticated analytic techniques to identify key drivers and future scenarios for the security and political situation in a critical foreign country. Your document survived multiple attacks from the “good idea fairy” of comment and suggestion during coordination and review and circumnavigated the “happy-to-glad” editorial circuit several times over to emerge almost entirely intact from your original draft. It is well-written, strongly argued, logically flawless, thoroughly sourced, and has shiny graphics. And today it was prominently featured in policymakers’ morning readbook. From the White House to the Pentagon and over to the State Department, your policy consumers are going to love it. As your managers and cubicle mates begin heading out the door (traffic is really picking up on the Beltway), you remain wedded to your achievement award– and challenge coin-adorned desk, waiting for that vital policymaker feedback to come in. But it never does.

    Your office briefer informs you that most of your customers were in meetings all day and took only a quick glance at the book. A few read your piece “with interest,” i.e. scanned the topic sentences to get the gist. Others skipped the brief altogether. And tomorrow’s book is already full with the next round of products. You gave weeks of time and thought to your piece, but policy customers gave it only a minute. Frustrated, demoralized, and facing a 10-mile, two-hour commute home, you log off for the night (4:45 pm). As you begin your 30-minute walk to your car, your mind drifts to the existential: If intelligence analysis is written but nobody reads it, does it exist?

    Sadly, this dramatic scene occurs too frequently in cubicle farms and parking lots across the U.S. intelligence community, and it is one I have reenacted many times in my career. But I have also seen great intelligence officers routinely deliver timely, relevant, and high-impact analysis to policymakers. Based on the insights of former intelligence and policy officials and my own experience, I offer this “how-to” guide for analysts to be more relevant to U.S. national security policy and better serve policymakers. Like episode one of this series, I focus on the working-level of the national security bureaucracy. Starting with frequently asked questions, I seek to provide analysts a better understanding of who these policymakers are, what they do, and what they need from intelligence. I then offer a simple eight-step program for analysts to adopt to do their part in bridging the intelligence-policy divide.

    Frequently Asked Questions

    Question: What is policy?

    Answer: Policy is what your analysis informs. For you, it is both the position the United States adopts on a national security issue and the process that generated the decision.

    Policy is the U.S. objective, guiding principle, or course of action the president and cabinet-level  officials of the National Security Council select toward a foreign country or issue; e.g. should the United States engage and encourage political opposition against an authoritarian regime? What arms do we provide to a partner nation, and how far are we willing to go to support their military operations? It is this senior-most level of policy deliberation that you are accustomed to serving via the intelligence community’s flagship product, the “President’s Daily Brief.”

    But a given policy is just the culminating tip of an iceberg of process leading up to a senior-level decision: yes, the interagency process, orchestrated through the National Security Council system (in most administrations). At the heart of the process is the interagency policy committee, where assistant and deputy assistant secretary-level officials (typically) debate, hone, and tee up policy options for the Deputies Committee, then the Principals Committee, and then the full president-chaired National Security Council meeting to consider for decision. But even before the interagency policy committee comes the sub-committee, where the real grunt work of policymaking is done. Working-level policy directors analyze the state of play, generate potential policy responses, assess their pros and cons, advocate for their department’s equities, and set the table for senior officials to formalize options and recommendations.

    It is here, at the interagency political committee level and sub-level, where analysts can have the most impact and inform policy from the ground up. If policy impact is what ye seek, let the interagency process be your guide. Know the process. Trust the process. Embrace the process. Dare I say, love it.

    Question: Where are the key policymakers in this magical interagency process?

    Answer: The National Security Council, the State Department, and the Defense Department. But it goes much deeper than that.

    While many departments and agencies play key roles for specific issues, such as the Department of Energy for nuclear proliferation and the Treasury Department for counter-terrorism, three policy entities form the core of the interagency policy process: the National Security Council, the State Department, and the Defense Department. But within these broad policy kingdoms are a myriad of policy fiefdoms, and the issue you analyze is likely spread amongst them.

    The National Security Council is divided into senior directorates by region (e.g. Middle East or East Asia) and function (e.g. counter-proliferation or humanitarian assistance). Senior directors serve as special assistants to the president, orchestrate the interagency process, and oversee a staff of directors specializing in specific countries or issues. Senior directors may play the role of policy arbiter, seeking interagency consensus or taking neutral positions on various options to serve up to deputies, or policy advocate, promoting a particular course of action, with many shades in between.

    The State Department is organized into assistant secretary-led “bureaus” reporting to an undersecretary, with Political Affairs at the heart of day-to-day foreign policy. Regional bureaus typically lead the State Department’s interagency team and provide the diplomatic perspective on how various policies would impact bilateral relations and the spectrum of U.S. interests. But for any given policy, the State Department’s functional bureaus will also have a voice, such as for humanitarian aid or weapons sales. As will the bevy of special envoys for cross-cutting issues. And the secretary’s staff.

    The Defense Department is (at least) two entities: the civilians of the Office of the Secretary of Defense and the uniformed military of the Joint Staff. Assistant and deputy assistant secretaries provide the interagency the security perspective on policy options, assessing the impact on defense relationships and regional strategy for their swath of the globe. The Joint Staff provides policymakers military advice, on the services’ ability to operationalize and execute the military aspects of policy. Far from a “Defense” monolith, the Office of the Secretary of Defense and Joint Staff differ not only in what they wear but also, not so infrequently, in what they think about a given policy.

    Yes, with broad competing alliances and a kaleidoscope of shifting factions amongst them, the policy combatants in the Situation Room can sometimes resemble the conflicts they cover. But for intelligence analysts, understanding who the key players and sub-players are for their issue across the interagency is critical in identifying potential policy customers and generating analytic impact.

    Question: But who are the people doing this policymaking?

    Answer: They’re just like you! But with way more to cover.

    Well, senior directors and assistant and deputy assistant secretaries are not really like you. They are (typically) highly qualified political appointees and career civil servants of ambassador, senior executive service, and general officer rank. They also have great parking spaces. But they are like you in that they are (typically) experts in their field, with deep expertise from academia, think tanks, or previous government service. The breadth of their portfolios and endless demands from the interagency and their own principals, however, leaves little bandwidth for any one issue.

    But the sub-interagency policy committee level? They are just like you — in rank, experience, academic training, and area knowledge. At the State Department, desk officers in D.C. are a mix of civil and foreign service officers that help craft foreign policy, while embassy-based foreign service officers implement it in the field. Policy directors in the Office of the Secretary of Defense are primarily civil servants, joined by political appointees and interagency detailees to fill in gaps. Joint Staff J5 are field-grade officers, serving a hardship Pentagon staff tour before heading back to the field or to command. National Security Council directors are mostly the same folks as above as detailees comprise much of the staff. The working-level wonks are also like you in that the essence of the job is the same: to read, write, and brief on their topic.

    Where they differ is the amount they have to cover and the speed at which they have to do it. While you cover the military of one country, your policy peer may be responsible for all military, political, and economic policy for that and maybe several other countries. While you spend two to three weeks crafting a piece of “current” finished intelligence on that army’s battlefield performance, your policy director may have two to three days, or even hours, to draft policy options on all U.S. military and economic support to the country and then drive it through the interagency process for decision and action.

    The mid-level policymaker needs your knowledge and perspective to help them steer through the fast-moving policy churn and put urgent policy choices into the bigger strategic picture. But they need your analysis to be relevant to the policy state of play, and they need it early and often throughout the process. They need you and your expertise in the room. Don’t let it arrive too late.

    Question: Why don’t they read my stuff?

    Answer: Because they have a lot of stuff.

    Your policy peer’s day is a whirling dervish of staffing, representing, writing, and briefing across multiple issue areas and sometimes international codes. They attend or “+1” their boss at interagency meetings, integrate key takeaways into a “readahead” paper before a deputies or principals committee, craft their own position or analytic “white” paper, and brief it all to their principals, who often make the director’s analysis their main argument in the Situation Room. They staff said principals for their ceaseless engagements outside the interagency — writing talking points for meetings with foreign leaders, setting agendas for bilateral negotiations and multilateral forums, and travelling with their boss to provide real-time expertise. They also coordinate with offices across their organization, from public affairs to congressional outreach, legal counsel, and budget. And they write it all up.

    Their inbox is bursting from not only the endless paper trail accompanying the above meetings, but also a firehouse of informational and intelligence “traffic.” Policymakers receive diplomatic cables and military reports from the field, relevant journalist and think-tank pieces, finished intelligence from the alphabet of intelligence agencies, and often the same raw intelligence that feeds into your analysis. They receive all of this daily and across multiple classification levels and systems.

    You, the analyst, are thus competing for the policymaker’s time and bandwidth and need to make clear your analytic value added. Is it a strategic lens to see through a crisis? Critical insight on a foreign leader? While some policymakers will read your analysis regardless, others may start to tune you out after one redundant piece, anodyne bottom line, and lackluster briefing too many or if you provide analysis that is routinely overcome by events, irrelevant to current policy deliberations, or just as easily found in a newspaper.

    Eight Steps to Policy Relevance

    So how can intelligence analysts be more relevant to the U.S. national security policy process? Consider adopting the following eight-step program for analytic impact. Drawn from the insights of former senior intelligence community, White House, State Department, and Defense Department officials, these steps can help you determine what to write, who to write for, how to write it, how to deliver it, and how to forge a fruitful, lasting partnership with policymakers.

  • Take the initiative: Policymakers, as you know, may lack intelligence on intelligence. They may not know who in the intelligence community does what, who does what best, and how to reach those that do. Tell them. Explain who you are, what you cover, what you produce, why it’s unique and relevant, and how to stay connected. Even better, offer up tailored analytic products and deep-dive briefs, particularly for policymakers new to the gig. Yes, you’re an analyst, but you’re an intelligence officer first. Recruit them.
  • Know the policy, know the process: Now that policymakers know who you are, get and stay inside the policy loop. Get on policymakers’ email chains and dissemination listervs. Know when a policy is being reviewed, what options are being considered, and when and where the interagency will be meeting to debate them. Know which offices within the National Security Council, State Department, Office of the Secretary of Defense, Joint Staff, and other departments are the key players, what are their equities, and what type of intelligence and analysis they will find most relevant and helpful.
  • Be strategic, be ready for the tactical: The policymaker lives in a day-to-day, sometimes hour-by-hour world. Help them zoom out from the near-term crisis, put fast-moving events into context, and cut through the tactical fog to the strategic horizon. At the same, while policymakers say they don’t want their intelligence to be a “classified CNN,” they inevitably ask for just that during a crisis. Be on top of the military and diplomatic state of play and have the most up-to-date information to field short-fuse taskings for urgent policy decisions.
  • Provide opportunities, pull no punches: Your over-worked, myopia-riddled policy peer is dying for creative ideas on how to make a policy effective. Don’t be afraid to give them. You are well-equipped to assess partners’ amenability and adversaries’ vulnerability to courses of action without slipping into policy prescription. Yet proximity can breed familiarity and even sycophancy, with policy access inviting policy influence and objective analysis sliding into policy validation. Resist at all costs the urge to soften a bottom line because it is inconvenient for policymakers. The last thing they need to succeed is for the intelligence community to be a bunch of yes-men.
  • Market your material: Do not just wait and hope that your analysis makes it to the policy customer. Reach out to them or their senior staff directly and tell them when a particularly important piece of analysis is coming. “Tee up” the piece, explaining what it is and why it is timely and relevant. To maximize your audience, consider creating multiple versions of your product at different classification levels. Policymakers often complain about intelligence being overclassified, but you know best what is classified and at what level.
  • Hit the road, hold your ground: Reading and writing is fine and good, but for real impact, take your analysis right to the policymaker and brief it. Customers appreciate you making the arduous cross-town journey and may get more out of a one-hour deep dive than from weeks of readbooks. If they disagree with your analysis, lean in and embrace the debate. They may have a different perspective or alternative analysis that is compelling and useful. Alas, some policymakers will dispute your analysis no matter what you say, viewing it as a critique of their policy. Be professional but stand your analytic ground. While they may be an ambassador, assistant secretary, or general officer, you are the expert and know the material better than they do. Besides, the Situation Room can handle a little bureaucratic infighting.
  • Get on the ground: Get outside of Washington and spend some time in the foreign field. Being on the ground will give you a firsthand perspective on how policy is implemented and operations are conducted — and how intelligence analysis is used to help execute them. Field experience will give you credibility back home with policymakers inclined to dismiss your analysis as the work of just another Beltway analyst. It will also help you build connections across the interagency, creating future customers when you are back in Washington.
  • Get in the saddle: Potentially more hazardous than the war zone, consider a policy tour. Serving as a briefer will give you firsthand insight into how customers use (or don’t use) analysis. Even better, a policy rotation as a country or issue director provides a full-on policy and interagency immersion while expanding your breadth of expertise. You will also serve as a critical bridge between policy and the intelligence community and unlock new customers for your teammates back home. Yes, there will be times when the policy churn is disorienting and their ad-hoc-at-best internal processes bewildering. But the policy experience can also be exhilarating and provide critical lessons and vital connections to last an entire career.
  • Conclusion

    Now that you know who policymakers are and how best to serve them, you, the analyst, simply do not have the time to ponder the existential — and certainly not while crying in a parking lot at 5 pm. You are putting the final touches on a paper that provides realistic scenarios for the country you cover, clear-eyed implications of possible courses of action, and actionable opportunities for policymakers. You generated this tailored but objective analysis based on the series of interagency you briefed. You were invited to these meetings because when crisis hit, you reached out, stayed late to walk your policy peer through the intel picture, and wrote a next-day analytic product that was critical in informing the White House’s response. As you head out the door, you grab your passport because you take off the next day to go brief senior U.S. diplomats and military commanders in the country you cover, and who are grateful for the custom intelligence support you routinely provide.

    You have mastered the art of being in the room but not of the room, gaining access and audience to the inner-most sanctums of U.S. foreign policy while maintaining the strictest of analytic integrity and independence. You are no longer just another nameless intelligence monkey churning out generic product. Because you, my analyst friend, are relevant to policy.

    Brian Katz is a Visiting Fellow at the Center for Strategic and International Studies and a Council on Foreign Relations International Affairs Fellow. He is a career civil servant in the national security field, serving in a variety of positions across the policy and intelligence communities over the past decade.

    Disclaimer: The author is an employee of the United States government, currently on leave from his employment. This does not constitute an official release of U.S. Government information. All statements of fact, opinion, or analysis expressed are those of the author and do not reflect the official positions or views of the U.S. Government. Nothing in the contents should be construed as asserting or implying U.S. Government authentication of information or endorsement of the author’s views. This material has been reviewed solely for classification.

    Image: Central Intelligence Agency

    Ryan Williams, 30, Started A Revolutionary $800M Fintech. But Can He Escape His Kushner-Trump Connection? | real questions and Pass4sure dumps


    ust before Christmas, the Associated Press published an article on the ways Ivanka Trump and her husband, Jared Kushner, might personally profit from the generous new “opportunity zone” tax breaks they had championed as advisors to their father/father-in-law, who happens to be the president of the United States. The very first path cited in the widely read story: Kushner’s investment in the real estate startup Cadre, a stake worth up to $50 million, according to his most recent federal financial disclosures.

    The collective groan emanating from Cadre’s headquarters in Manhattan could probably be heard all the way to the White House. “I would be lying if I said the political angle wasn’t frustrating or concerning,” Ryan Williams, the CEO and founder of Cadre, says in as matter-of-fact a manner as possible. “There are people who won’t work with us [because of the Kushner connection], and we get that. But we have over 80 investors in the company. Jared is a passive investor who has no operational control.”

    Driving home the point, he gestures toward the dozens of employees toiling industriously at their desks in Cadre’s wide-open office space, maintaining a website where qualified investors can view detailed information on apartment and office properties, with video walk-throughs, maps, lists of tenants and long memos packed with data points. “It’s a normal day, and everybody is executing,” Williams insists. “It doesn’t distract us.” 

    Cadre founder Ryan Williams. Jamel Toppin

    Yet the issue surrounds him. Literally. The office he points across, in the historic Puck Building in Manhattan’s trendy Nolita district, is owned by the Kushner Cos., run by Jared until he decamped to the White House. Williams developed and incubated the Cadre concept with Jared and his brother, Josh. In today’s startup world, where the term “cofounder” can signify little more than buying coffee for everybody during stealth mode, either of the Kushners could have taken that title with full justification; Williams has even referred to them as such. Many of the big real estate players who adopted the Cadre funding platform came through Jared’s introductions; Josh’s venture fund, Thrive Capital, made the key early investment. Josh sits on Cadre’s board—and works two floors above. In other words, it’s extremely hard to detach the Cadre brand from the Kushner one.

    A lot has been written about the self-enrichment going on with the Trump administration. Ryan Williams, however, suffers from the opposite problem. He’s the American Dream personified. (Mark Cuban, a Cadre investor who emails with Williams weekly, describes him thus: “Smart. Focused. Learns and reiterates continuously.”) He has a product that promotes transparency, liquidity and lower costs: With the click of a mouse, investors can buy stakes in properties without the ridiculous double fees charged by traditional property investment firms and also exit via a new secondary market. Yet Williams pushes his startup forward, dragging along his relationship with the White House like a two-ton anchor.

    Jamel Toppin

    Last April, Williams flew alone to Tokyo to meet Masayoshi Son, the Softbank billionaire who has flooded the startup market with the conglomerate’s tankers full of Saudi government petrodollars. Williams has raised $133 million to date for Cadre, at a valuation, most recently, of $800 million. Over dinner at Son’s palatial Tokyo home, with its indoor golf range, Son demonstrated his knowledge of Cadre’s model and threw out a $500 million investment—a figure, a source familiar with the talks says, that would double Cadre’s current valuation.

    “After we had dinner, he was like, ‘I want to show you around, give you the tour,’ ” Williams recalls. “Basically, as we were walking around, he said, ‘Do we have a deal at these pricing levels?’ ”

    “I am honored and really appreciate the opportunity,” Williams responded, “and would love to figure out a way to partner with you.”

    Williams left Tokyo with concerns about the amount of control Softbank’s Vision Fund wanted—but optimistic they could work something out. Cadre was about to hit the big time, and Williams, already worth some $160 million (Forbes pegs his stake in Cadre at about 20%), was poised to become extremely wealthy. But within a month, Bloomberg News ran an article emphasizing the potential link between Jared Kushner, Cadre, Softbank and Saudi money. Discussions fell apart soon after. 

    “It has been a challenge because of the association,” says Michael Fascitelli, the head of Cadre’s investment committee and the former CEO of real estate giant Vornado Realty—introduced to Williams, yes, by the Kushners. “Jared is not involved, but there is a perception he is, and that is mostly a negative because people want to stay clear of that.”

    "I would be lying if I said the political angle wasn't frustrating or concerning. There are people who won't work with us, and we get that."

    Williams has accumulated a dizzying array of backers with ties to the current Trump era. Besides Cuban, the president’s biggest business-world heckler, there’s Peter Thiel, his biggest Silicon Valley water carrier, and George Soros, the poster boy for right-wing conspiracy theorists. But as a policymaker and presidential whisperer, it’s Jared Kushner who creates Williams’ headaches, refusing to divest, despite sitting in on all sorts of decisions that could affect Cadre. “Ryan has dealt with it by being transparent and honest,” Fascitelli says, “and spending more time than he should explaining it to investors, sponsors and institutions.”

    This article marks the first time Williams has delved deep into the specifics of this unprecedented balancing act. (Jared Kushner declined to comment. Josh Kushner emailed an anodyne statement about Williams and Cadre.) Over the past two years, Trump has busted a lot of norms, many derived from emoluments issues and a family which continues to own wide-ranging business interests while leading the federal government. As Ryan Williams strives for scale, with an otherwise feel-good entrepreneurial story, the 30-year-old also races to ensure that he’s not one of the many brought down because of their proximity to Trump.

    Like many young entrepreneurs on the hunt for capital, Williams knows how to market himself. His personal elevator pitch: a kid from Baton Rouge who went from cutting up worms and selling them as bait to a teen whose wildly successful embroidered wrist- and headband business won him top awards from the Goldman Sachs Foundation, the NAACP and the National Foundation for Teaching Entrepreneurship. Then came Harvard, Goldman and Blackstone, and then the Forbes 30 Under 30, on the back of Cadre.

    Yet there are aspects of his background that Williams isn’t as keen to discuss. His father, a paralegal, and his mother, a social worker, initially separated when he was about 6. Williams and his family lived in rental homes in the northern part of the city, which has long struggled with segregation, crime and persistent poverty. 


    “He grew up in a community where the likelihood was that one in three African-American men would be in the criminal justice system,” says Darren Walker, president of the Ford Foundation, which invested in Cadre, and a native of Louisiana. “Both of us had relatives who were in the prison system.”

    “It was rough” is all Williams will say.

    His big break came right before high school, when his mother moved the family to the more results-oriented New York City suburb of Ossining. Williams threw himself into school and his entrepreneurial ventures. He ignored a guidance counselor who told him not to bother applying to Harvard, and he hooked up with a New York program that mentors poor kids with potential. At Harvard, Williams studied economics. 

    His true major? Networking. “He is fearless in his outreach and pursuit of relationships,” says Raymond McGuire, a vice-chairman of Citigroup and one of the most prominent African-Americans on Wall Street. Williams recruited McGuire to speak at an early meeting of Veritas Financial Group, a group he organized to connect undergrads with Harvard Business School profs. “I always thought,” Williams says, “ ‘What was the worst thing that can happen? People say no.’ ” They usually said yes, though: It now ranks among Harvard’s biggest student groups.

    “You can let being an outsider overwhelm you,” Williams says, “or you can figure it out and reset people’s expectations.”

    It was also at Harvard that Williams met Josh Kushner, two years his senior. The pair became close after Williams’ junior year, when he snagged a summer internship and worked on an NBA team sale at Goldman Sachs, where Josh had already taken his first job. During senior year, Josh’s dad, Charlie Kushner, was trying to buy the Philadelphia 76ers and brought on Williams to help on the bid. The Kushners lost the team, but were won over by Williams.

     “I would check in regularly with Charlie and Josh after that,” Williams says.

    David Paul Morris/Bloomberg

    Around this time, Williams took his first crack at real ­estate. He visited Atlanta in 2009, at the height of the financial crisis, and saw single-family homes marketed at $240,000 selling at auction for as little as $60,000. So he partnered with a classmate who had grown up in Atlanta and bought distressed properties with cash raised from other Harvard students and their parents, including Charlie Kushner, who became one of the biggest investors.

    Upon graduation in 2010, Williams joined Goldman as an analyst in its technology investment banking group. Two years in, he jumped to Blackstone, the world’s biggest real estate investment firm, to work on hotel and apartment deals. Through it all, Williams cultivated contacts and kept his ear to the ground. One thing he heard: Blackstone investors grumbling about how they couldn’t choose which individual real estate deals to buy into and couldn’t sell their holdings if they needed cash. And he couldn’t help but notice the high fees endemic to real estate investing. 

    Meanwhile, in 2012, Congress had passed the Jobs Act, which, among other things, allowed online portals to crowdfund real estate. “I had a feeling there was a massive opportunity in the convergence of real estate and tech,” Williams says. “I made a list of eight or nine people who I was interested in speaking with, and the top of the list was the Kushners.”

    Jared was already toying with the idea of raising money online for Kushner Cos. deals. But Williams had a broader ambition: to create a digital syndication system that could be tapped by numerous real estate operators. “He believed there could be a better way to do things,” Josh Kushner said in an email. “A better way to enable access. A better way to provide transparency and liquidity.”


    A partnership emerged. Williams would run Cadre as CEO and get it licensed as a broker-dealer. The Kushner Cos., run by Jared, would list the initial deals on the Cadre platform. Josh Kushner’s Thrive Capital would help Williams recruit tech talent and make VC introductions. And both brothers would put up money and introduce Williams to rich investors and other real estate operators. 

    Leaving Blackstone “was a hard decision, because I had never made that kind of money in my life—staying at Blackstone was the most straightforward way to becoming a millionaire,” Williams says. “I could just come to work every day and work hard, but instead I took a leap on something.” In the Kushners, though, he had a net.

    Cadre’s first desk was at the Kushner Cos.’ Manhattan headquarters, and its first two deals were for properties the Kushners would operate: four Queens apartment buildings purchased for $55 million, and a multifamily property in Chat­ham, New Jersey, with a $100 million price tag. That allowed Williams to prove real estate could be funded on the Web, and it allowed him to raise $18.5 million in a first venture round in March 2015, with blue-chip investors such as Thiel’s Founders Fund, Boston’s General Catalyst, Vinod Khosla’s Khosla Ventures—and Josh’s Thrive Capital.

    “Jared’s contributions early on were critical,” Williams says. “We would not have accelerated to where we are without that help and support. I didn’t have any [other] operators who believed in this model.”

    It raises the largest question surrounding Cadre. Why hasn't Jared Kushner simply divested and spared his protégé such an incredible hassle?

    Slowly, more players came around. Cadre has already worked with 17 real estate operators, who have tapped a new pool of investors drawn in by the easy interface and attractive fee structure. Cadre charges 1% up front, plus 1.5% annually on the equity value it oversees and also claims a small portion of the 15% cut of profits kept by the real estate operating partners. But unlike many traditional real estate investment managers, it doesn’t grab an additional 20% of profits as a “performance” fee.

    Mitch Haaseth/Getty Images

    In 2015, Williams also struck a key alliance with Soros Fund Management, the investment operation of George Soros (thus making the far-right’s favorite bogeyman partners with the family of the left wing’s favorite bogeyman). Soros took an equity stake in Cadre and provided a $250 million financing backstop: If a real estate operator agrees to do a project with Cadre and Williams can’t raise enough equity online to fund it, Soros will step in. 

    So far Williams hasn’t had to tap the backstop, likely in part because of the lower fees but also because Cadre’s veteran investing team bless each transaction. “Far from being ignorant of the investment-management issues, Williams showed he actually thought about them and came up with solutions,” says Matthew Botein, an alum of BlackRock and Blackstone who has personally invested in Cadre.

    In short order, Williams had Cadre positioned for startup greatness. This, however, was all before November 2016.

    Josh Kushner, who says he did not vote for Trump, has previously told Forbes about how he experienced election night 2016—midair, on a flight to California, realizing that he had a lot of work to do to calm his employees. The next week he met with 100 of them to assure them that Jared Kushner in the White House would not sink the ship.

    Williams, who diplomatically declines to say whom he voted for, followed the same game plan as his board member after watching the results in Cadre’s office, calling an all-hands meeting the following morning. “My message was we have core values irrespective of what is happening in Washington, and I will be transparent about Jared’s plans and role,” Williams says. He then canceled all his meetings for the next day and a half to conduct some 25 one-on-ones with employees, many of whom he had personally recruited from Goldman and other secure jobs. “You don’t think as CEO you will have to be a chief psychologist officer,” Williams says.

    Jamel Toppin

    Still, he felt blindsided. “I realized things were going to change,’’ he says. But “I did not expect the level of scrutiny that would come.”

    As it became clear that Jared Kushner was heading to the White House, Williams came to an arrangement with him: Jared would step down from Cadre’s board of directors and relinquish a substantial portion of his equity—a recognition, Williams explains, that Kushner would no longer be able to advise Cadre as anticipated. But Jared still kept between 3% and 6% of Cadre, his most recent federal asset-disclosure form suggests.

    Jared Kushner’s decision to retain a stake in Cadre would have been problematic regardless. But his failure—inadvertent, he says—to disclose his stake on his initial federal financial forms put the startup under a microscope. Williams found himself repeatedly having to explain the relationship in crucial meetings—for example, when he went out in 2017 to raise a new $68 million venture round led by Andreessen Horowitz.

    Yet the stumbles keep occurring. Last year the Associated Press reported that Kushner Cos. had filed paperwork with New York City falsely stating there had been no rent-regulated tenants living in the Queens apartments listed on Cadre when applying for construction permits in 2015. Bloomberg News followed up with a suggestion that the resale of the improved apartments in 2017—the only exit so far on Cadre’s platform—might have been less profitable had there been proper disclosure. Cadre said it didn’t know about the issue and that administrative filings were the responsibility of its operating partners, in this case Kushner Cos., which said its filings were prepared by third parties.

    Williams has tacked away from the Kushner Cos., claiming he’s now bearish on the New York market. Cadre hasn’t bought assets with Kushner Cos. since those two initial proof-of-concept transactions in 2015. 

    Stephen Yang/Bloomberg

    New deals or not, there are limits to what Williams can do to quiet the noise so long as Jared Kushner retains his stake. For instance, Cadre recently launched an investment program to take advantage of the opportunity-zone tax breaks, which the White House put in motion. And the headaches are just getting bigger: On January 4, the group Citizens for Responsibility & Ethics in Washington formally asked the Justice Department to investigate Ivanka Trump’s involvement with the implementation of opportunity zones as a possible violation of the federal conflict-of-interest laws. In her financial statements, it noted, Trump had promised to recuse herself from issues that “would have a direct and predictable effect on Cadre” because of her husband’s ownership position. One more headline—and an email from Williams to his staff reminding them not to be distracted. 

    Cadre nonetheless keeps moving forward. So far, Williams’ platform has raised more than $500 million in equity to finance the acquisition of $2 billion worth of property from New York to San Diego in 22 separate deals. A drop in the $14 trillion U.S. commercial real estate bucket but enough to confirm the idea of syndicating quality commercial real estate online. New deals are now selling out in weeks. Cadre is shooting for annual returns in the low to mid-teens; its only realized deal netted a 16% internal rate of return.

    In October, it launched a managed portfolio product that lets clients commit as little as $25,000 per deal, across ten projects. In other words, they can get a diversified commercial real estate portfolio with just a quarter-million dollars and no heavy lifting when it comes to screening assets. Goldman Sachs has committed $250 million from its private wealth clients to the managed portfolios.

    Leaving Blackstone "was a hard decision," says Williams. "I could just come to work every day and work hard, but instead I took a leap on something."

    At the same time, Williams’ secondary market finally launched, allowing Cadre clients to sell their stakes in real estate assets with the click of a button—an attempt to end the buy-it-and-you’re-stuck downside of individual real estate transactions. So far there have been 40 secondary trades at an average 3% premium to the last valuation. Buyers and sellers each pay Cadre a 1.5% commission. Right now, only Cadre stakes can be resold, but Williams aspires to turn Cadre into the StubHub for all property stakes. “That’s how we move from digital manager to curated marketplace,” Williams says. For now, though, his biggest practical challenge is getting enough good inventory, since top real estate developers don’t need websites to raise money. Has the Kushner connection perhaps scared some away? “Where this noise has the greatest impact is probably in areas I don’t know,’’ Williams responds.

    It raises the largest question surrounding Cadre. Why hasn’t Jared Kushner simply divested and spared his protégé (and his brother) such an incredible hassle? Especially when provisions of tax law facilitate just such transactions, allowing Kushner to sell and defer taxes on his gain in Cadre’s stock.

    Perhaps it’s because he has lousy role models. By not shedding his assets to take the biggest job in the world, the billionaire president flouts all sorts of clear conflict-of-interest and emoluments norms, down to ticky-tack spending by lobbyists and potentates at Trump’s hotel in D.C. and his Mar-a-Lago club in Florida. The near-billionaire secretary of commerce Wilbur Ross has lied and bumbled his way into insider trading accusations and a reprimand from the federal government’s top ethics officer. Tycoon Carl Icahn took a role as special advisor to the president while remaining in charge of his massive investment firm. And so on.

    Or perhaps it’s ego. Kushner surely helped Cadre get on its way. Maybe it’s too hard to see Cadre become a unicorn and not be part of it. He wouldn’t be the first cofounder who’d rather see his creation founder with him than flourish without him. Or maybe, in the White House bubble, he can’t fully see the problems that occur when a person who helps set national policy will benefit from the governmental decisions he makes. (After this story published, Cadre emphasized that Kushner’s lawyer has said that Kushner’s continuing passive ownership in Cadre “was reviewed and approved by the Office of Government Ethics.”)

    Or maybe it’s just the money. Regardless, while Williams won’t address the question directly, his hands are tied: “We don’t have any real mechanisms unless it’s criminal or gross negligence. I can’t force anybody, really, to sell their equity.”

    As for the political noise, “I try not to take it personally,” Williams says. “But I am a human being, and I think the team would tell you they sometimes feel bad.” The media and the rest of the country may be obsessed with Trump and his family, he adds, “but I live, eat, breathe Cadre.” 

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