Monday, 21 November 2016

What Should Everyone Know About Ken Corby?

Kencorby is a servient, achievement oriented operator and strategist leading enterprise growth through  top line sales improvement, process improvement and performance improvement. Performing in multiple locations in the U.S., Europe, UK and Asian markets, he has led in situations ranging from start up to distress to turn around to rapid growth, to wind down.  
What Should Everyone Know About Ken Corby?
Ken Corby


Led by Ken Corby, we provide advise and actionable solutions to improve your company's performance. We work with you and provide operational and financial strength while maintaining a market awareness to develop your business plans, budgets and performance metrics.

With over 30 years experience providing value creation initiatives, programs and insights, we are prepared for virtually any situation and will make sure you are cared for with the best services. Domestic or international, information technology, B2B, B2C, supply chain, lender and capital raise discussions and negotiations are a few examples of where we provide solutions to complex situations.
Visit his website at,  http://www.kencorby.ceo/


Tuesday, 15 November 2016

Interesting Facts About Ken Corby

Ken corby is a servient, achievement oriented operator and strategist leading enterprise growth through  top line sales improvement, process improvement and performance improvement. Performing in multiple locations in the U.S., Europe, UK and Asian markets, he has led in situations ranging from start up to distress to turn around to rapid growth, to wind down. 

What Are Some Interesting Facts about Ken Corby?


I am an achievement oriented operator and strategist leading enterprise growth, with significant domestic and international, multiple location experience ranging from distress to turn around to rapid growth situations. I am particularly adept at establishing and enhancing process, information systems, operations, M&A, lender and contract negotiations and multi-currency international operations. I emphasize clear and on-­going communication supporting transparency with colleagues, board members, lenders and stakeholders. Skilled at leading and directing acquisitions and divestitures on both the buy and sell side. Adept at cross-functional partnerships and team building to deliver outstanding results to operations, sales, marketing, distribution, analysis and business development. 

I am Providing actionable guidance, plans and consultation to Companies, Boards of Directors, CEO's, and Business Owners.

Wednesday, 12 October 2016

Ken Corby Vice Chair of Austin Habitat for Humanity




Ken Corby is the vice chair of Austin Habitat for Humanity’s board and its current interim CEO.


As vice chair of the Austin Habitat for Humanity board, I became familiar with Ikram Nassif’s story. She moved to Austin after fleeing Beirut, Lebanon, in 1998. Shortly after, she moved into government-subsidized housing and began the job she still has to this day, as a housekeeper at the Four Seasons. Despite working long hours for 17 years, Ikram could never afford to move out of subsidized housing, not with three children to feed and clothe and certainly not in a city where housing costs have skyrocketed.

Nassif is one example of a systemic flaw in our American dream: dedication and hard work will get you there as long as your dedication and hard work are in a higher wage bracket. Unfortunately, this is now truer for Austin than any other U.S. metro area. Our city has become a major player in the wealth-gap game, and the issue can be tied directly to housing.
  
According to a recent study by the Austin Board of Realtors, the average home price in Austin is now more than $300,000. In May, prices jumped $20,000 in only 30 days. These numbers have made it impossible for anyone low-income to buy a home. With equity tied directly into home buying, they also make it impossible for such a person to increase their wealth.

The capital city’s job market is one of the healthiest from a federal standpoint, but when you look in the microcosm, you see most of the opportunities are created in low-paying jobs, such as Nassif’s. This has an interesting effect. Unlike the national trend of declining rates, Austin’s homeownership rate has stayed at 45 percent for more than a decade. The increasing prices blocked out new owners and instead created habitual renters. Now, as home prices rise, these renters don’t experience wealth growth. Instead, they get increased rent, which decreases their wealth. For people who are already low-income, this hit is devastating: 69 percent of low-income Austin renters spend almost half their income solely on housing.   

The issue is daunting, but as a city we recognize this. Mayor Adler’s adamancy for more affordable housing is a step forward. As an organization, Austin Habitat does more to combat these affordability issues than many know. Here, I do not refer to breadth, but rather depth. It is understood we build homes. It is not understood that our clients make mortgage payments, physically build the homes alongside volunteers and are required to complete financial and mortgage counseling courses. We also have a home-repair program, which makes critical repairs to existing homes, and we offer free financial services to the public. After 30 years and 395 homes built, we have been fighting. We fight not just for affordability, but for sustainability. To achieve this we must innovate. 

With the landscape of Austin changing so rapidly, land to build on is becoming scarce, especially for a nonprofit that can be easily outbid by private businesses. This means we are faced with the question: “How do we continue to serve people at the same rate?” We have to adapt. We will begin constructing denser, two-story housing rather than the sprawling one-story family homes we do now. Not only will it allow us more flexibility with land, but it also does something much more impactful in a city that desperately needs it: It allows us to serve more deserving, low-income people like Nassif, who work their entire lives toward something which is out of their reach even though they are the very backbone of our community.

Our programs cannot single-handedly solve our city’s affordability crisis, and it will not turn the housing market around or make income levels rise. We are only one organization. We will continue to change the lives of our families as we have been for 30 years, but we cannot do it alone. Austin Habitat needs community support. The city needs to listen to Mayor Adler. In order to drive prices back down, Austin needs to build more housing—but on a reasonable scale that doesn’t include luxury high-rises. We need the American dream back before the wealth gap swallows us whole. 
Visit my website at, http://www.kencorby.ceo/

Saturday, 8 October 2016

Ken Corby Interim CEO Austin Habitat for Humanitys Board


Ken Corby is the vice chair of Austin Habitat for Humanity’s board and its current interim CEO.

Austin Habitat for Humanity brings people together to build homes, communities, and hope. Austin Habitat focuses on the holistic experience of homeownership as a catalyst for community change. Austin Habitat goes beyond the well-known new homeownership program by also offering critical home repairs to low-income homeowners and housing counseling to the general Austin community. Our programs are designed to develop and preserve strong communities by providing comprehensive services that prepare homebuyers for the responsibilities of homeownership, incentivize long-term ownership, and keep existing homeowners in their homes.

As an Austin Habitat for Humanity board Chair, I’m making an impact today by supporting them through Amplify Austin. Join me, and your gift will help them to finish construction on an affordable home for future homeowner Whitney and her son, Aaden. Click the link to give!

Since Austin Habitat for Humanity was founded in 1985, we have built over 400 new homes, repaired 248 existing ones, and educated over 10,000 individuals. As the need for affordable homes grows, we strive to ensure that our mission of building homes, communities, and hope is realized in the greatest capacity possible.

Since 2000, income levels have only risen 25% while housing costs have risen 68%. This leaves many local families in impossible situations. Currently, 53% of low-income Austinites are spending almost half of their income on housing. This leaves little leeway for medical care, groceries, school supplies, insurance, etc. The strain of this stress has negative impacts on physical and psychological health, education, and upward mobility.

Affordable homeownership can put an end to those circumstances. It is the fastest way for a low-income family to accumulate wealth. It is the most viable way to break the cycle of poverty and create brighter, sustainable futures.