News about Freedom Checks started small but spread like bush fire. In fact, those who know the history of Freedom Checks can tell you without fear that when Matt Badiali introduced the idea on a newsletter, nobody wanted to listen to him. At first, several people brushed the idea of saying it is just one of the scams. How wrong they were! Today, hundreds of Americans who bought Matt Badiali’s investment idea are happy. They are visiting respective banks to receive the paycheck. Those who brushed the idea off are now gnashing their teeth especially after learning that throughout the month of June, a staggering $34.6 billio0n was issued to different banks courtesy of Freedom Checks.
Those who think that Freedom Checks is a scam; they are learning a hard lesson. They do not want to accept. A few days ago, Matt Badiali, the founder of Freedom Checks appeared in newspapers and TV advert. The ad went viral. From the ad, it was clear that Matt was holding a check for the amount of $114, 287. Many people who are anti-Freedom Check even said that the check was from the Federal government, a repayment to one of the taxpayers. But that was not the truth. Matt was actually holding a ‘Freedom Check’ possibly belonging to one of the investors into the scheme.
Recession Opens Investment Schemes
The 2008 American Recession had a profound impact on many people who are investment sensitive. One such guy is Matt Badiali, a Ph.D. holder in Earth Sciences who later developed a burning interest in finance after a friend introduced him. Today, Freedom Check is one of the widely spoken financial investment schemes in the world. To start with, Matt bought shares from the collapsing Kaminak Gold Corp. although at that time friends and family said no to the idea because of the state of affairs then, it later turned out that it was one of the best decisions Matt Badiali did.
Badiali once said that his investment scheme is something that many people have tried before in vain. He said that all U.S. Presidents have tried several investment schemes but he was going to emerge successfully. That is what Freedom Check has turned out to be.
What is found below is a translation from an article in Revista Crescer. It is simply an excerpt because the entire article has to do with what was going in in Brazilian finance before and after Luiz Carlos Trabuco took over as CEO of Bradesco, which was formerly the largest bank in Brazil until a merger knocked the bank into second place. The beginning of the article discussed the competition involved in picking the new bank president. It especially highlights the split of the bank in terms of support for younger candidates versus very old ones. Additionally, it sheds light on how Bradesco and even the Bank of Brazil was feeling pressure from the new number one. The whole article is massive and can be read completely by clicking here.
Describing the New President of Bradesco, Luiz Carlos Trabuco
Owner of a fine humor, soft talk and a broad smile, Luiz Carlos Trabuco does not meet the typical profile of his colleagues in banking. Married with three children, he is a simple and calm subject. As Bradesco’s book recommends, he does not cultivate extravagant habits. Unlike the majority of the bank executives who typically graduate from majors in either administration, economics, accounting, engineering or some combination, Luiz Carlos Trabuco graduated in philosophy at the University of São Paulo, and he did postgraduate studies in sociopsychology at the School of Sociology and Politics of São Paulo.
The Early Background of Luiz Carlos Trabuco at Bradesco
He started working at Bradesco in 1969, as a clerk at Marília’s agency, where he was born and where Amador Aguiar opened the bank’s first branch office in 1943. Two years later, he moved to São Paulo to work at the headquarters, and he did not stop learning, growing and moving up in the bank. In 1984, he became director of marketing. He earned the title of executive vice-president in 1999, and in 2003, he became the president of the insurance company, a position he has held until today. Since the insurer’s headquarters are in Rio de Janeiro, Trabuco lived on the air bridge. He was also a member of the bank’s board of directors, which he returned to as chief executive from 1999 to 2005.
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In the mid 1980s, when he was at the helm of the marketing board, Luiz Carlos Trabuco was one of those responsible for modernizing the bank’s publicity, and for opening to the media. Until then, Bradesco was averse to reporters. His work as the group’s insurer through 2003 gave the final stamp for his rise to the bank’s presidency. While serving as the head of management for insuring, Luiz Carlos Trabuco doubled the insurance area in size, consolidated its leadership in the country with a 25% share of the market, became the largest in the sector in Latin America and increased its share in the group’s net income to 35%. This is 10 percentage points more than when Luiz Carlos Trabuco took over in 2003.
Contrary to what Amador Aguiar said, which preached equal attention to all customers, Luiz Carlos Trabuco was one of the biggest proponents of segmentation. Luiz Carlos Trabuco saw the strategy implemented successfully by its main competitors. Today, Bradesco has a special check and there is even a service with differentiated agencies to serve high-income clients called Bradesco Prime. Of course, Luiz Carlos Trabuco has done much more to take Bradesco into the future. In Brazil right now, there is dispute over whether or not he has gotten Bradesco’s title of largest bank in the country back thanks to smart moves and concentrating on offering the best customer service to the banks many municipalities, as well as other mergers and investments. Luiz Carlos Trabuco took over during a trying time, but he has more than proven his worth.
In 2016, Michael Gregory invested in energy stocks, which enabled Highland Small Cap Equity Fund to make a return of 32 percent. Michael serves as the CEO of a division of Highland Capital Management, Highland Alternative Investors. This amount almost tripled the S&P Index returns of 12 percent in 2016. The financial expert said that the small-cap stock fund was in favor of the health-care sector in 2017. Gregory posited that half of the returns generated in 2016 were attributed to the lucrative pipeline partnerships that the company made at the beginning of the year when oil prices were low. None of the partnerships deducted dividends after the fund’s success.
Michael Gregory and James Dondero, the co-founder of Highland Capital Management, oversees the small-cap stock fund, which has close to $55 million AUM. The two visionary leaders focused on MLPs (Master Limited Partnerships) with solid sponsors, who are the major pipeline clients for oil producers. In 2016, Energy Transfer Equity LP and the SemGroup Corporation (SEMG), which gained close to 100 percent for the small-cap stock fund, were the two leading MLP performers. Healthcare was the only sector of the S&P 1500 Composite Index that posted a decline of -2.1 percent. Today, the company expects a tremendous rebound for the health-care sector, which constituted 25 percent of the Highland Small Cap Equity Fund as of December 31.
About Highland Capital Management
Highland Capital Management (HCM) is one of the largest and experienced investment advisors. The corporation is known for its expertise in alternative investment management. James Dondero and his partner, Mark Okada, founded HCM in 1993. The corporation specializes in credit strategies like long-only funds, separate accounts, and hedge funds, Collateralized Loan Obligations (CLOs) and distressed and special-situation private equity. Their alternative investments focus on emerging markets, natural resources, and long/short equities. HCM has a large client base that includes high net-worth individuals, government, financial institutions, foundations, endowments, pension plans, corporations and funds of funds. The Dallas-based company, through its philanthropic arm, the Dallas Foundation, invests the bulk of its donations to local communities with the objective of enhancing their livelihoods.