Diverse Suppliers Are Good for Business and the Community
Sponsored by JPMorgan Chase & Co. Now more than ever, there’s a focus on prioritizing businesses that are actively addressing diversity, equity and inclusion, which creates opportunities for diverse suppliers. JPMorgan Chase is dedicated to the development and utilization of qualified diverse businesses – defined as companies that are at least 51 percent owned and […]
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Now more than ever, there’s a focus on prioritizing businesses that are actively addressing diversity, equity and inclusion, which creates opportunities for diverse suppliers.
JPMorgan Chase is dedicated to the development and utilization of qualified diverse businesses – defined as companies that are at least 51 percent owned and operated by members of historically underrepresented groups, including minorities, women, military veterans, disabled veterans, service-disabled veterans, people with disabilities and members of the LGBT+ community.
Ted Archer, Global Head of Business Partner Diversity for JPMorgan Chase.
Ted Archer, Global Head of Business Partner Diversity for JPMorgan Chase, recently spoke about why diverse suppliers are good for business and the community.
Tell us about how you came to lead supplier diversity at JPMorgan Chase and what inspired you to get involved in this work?
I’ve been at JPMorgan Chase for seven years, and previously served on the firm’s Global Philanthropy team as Head of Small Business. Most of my career has been dedicated to building business programs and partnerships that drive economic growth, and helping underrepresented businesses succeed. Supplier diversity is an exceptional discipline because its impact goes beyond the transactional and advances the fundamental opportunity for businesses to scale. Through its buying activity, the firm is able to make dreams possible for business owners, their employees and their communities.
In what ways does supplier diversity create value for companies?
Supplier diversity provides corporations with access to innovation. Diverse businesses often bring new perspectives and solutions to business problems. They also know how to operate efficiently with limited resources, and are agile enough to tailor their services to suit your business needs. Secondly, supplier diversity contributes to talent acquisition and employee retention. Prospective employees, particularly millennials and members of Gen Z, are very interested in corporate citizenship and will leave a company that isn’t aligned with their values. Third, supplier diversity generates wealth in diverse communities. Diverse suppliers tend to hire within their local areas, providing jobs and incomes, lifting the overall economy. A prosperous and thriving community is good for business.
How are you re-thinking the way to approach supplier diversity, and what about this approach do you think would make supplier diversity more sustainable?
The formal practice of supplier diversity began in the mid-20th century within a manufacturing and government procurement context. Supplier relationships were driven by pricing and product or service delivery.
However, an important component of supplier diversity is supplier development. Small and underrepresented businesses often don’t have access to the same resources, financing and contacts that large majority-owned companies do. Taking the time to build deeper relationships with these businesses enables you to identify other ways to support their growth including creating connections to networks that lead to contract opportunities, capital and other resources. Additionally, you should work closely with them as they navigate your organization. Reducing the complexity of working with a large company goes a long way in enabling the supplier to deliver their services successfully.
By moving away from framing procurement in transactional terms, not only do we grow diverse businesses, but we also drive value for corporations by increasing the number of strong, agile and innovative companies in our supply chains.
It’s also time to consider diverse businesses in a wider range of purchasing categories including technology and professional services. An intentional focus on leveling the playing field in future-facing industries enables us to identify businesses that are positioned for rapid growth, and higher profit margins, which could help close economic disparities in underserved communities, including the racial wealth gap.
How are you amplifying the impact of supplier diversity across the wider business community?
We have mobilized over 100 of our top suppliers, known as “Gold Suppliers,” to mirror the firm’s commitment to supplier diversity by enhancing their own supplier diversity programs and their efforts to include more diverse businesses in their supply chains over a three-year period.
Understanding that different companies have different levels of diversity program maturity, we are meeting them where they are and providing them with mentoring, coaching and education so they are better equipped to run a successful supplier diversity program of their own.
While we’re measuring spend increases, the larger purpose is to have these companies develop sustainable programs that will generate opportunity and growth for decades to come.
Over the last two years, nearly 90% of our Gold Suppliers have committed to spend increases generating more than $6 billion in new spend with underrepresented businesses. Additionally, 85% of the Gold suppliers enrolled in the firm’s supplier diversity mentorship program launched new supplier diversity programs in 2022.
How would a diverse business get started to work with large companies like JPMorgan Chase?
For businesses interested in providing services to companies in the private sector, the best first step is to become certified by a diverse business certifying organization. While many business owners are familiar with government diversity certifications, there are also certifications that are well recognized by private-sector corporations, such as the National Minority Supplier Development Council, which certifies businesses that are at least 51% owned and operated by an ethnic minority (Black, Hispanic, Asian, Native American). Another organization is the Women’s Business Enterprise National Council (WBENC) which certifies woman-owned companies. They each have affiliates across the United States that provide services locally. There are also organizations that certify veterans, such as the National Veterans Business Development Council (NVBDC); businesses owned by people with disabilities (Disability:IN) and members of the LGBTQ+ community (National LGBT Chamber of Commerce). These organizations do more than provide a certificate. They provide a network of corporate executives and other diverse business owners who can help foster business growth.
However, certification alone will not ensure success. Business owners have to begin developing relationships with prospective corporate clients. Two ways to get started are: 1) leverage the certifying organizations. Throughout the year, they host conferences, matchmakers, seminars and webinars – all designed to provide business owners with information and enable them to meet and network with corporate executives. 2) Register with each prospective corporate client. Companies with active supplier diversity programs often have online registration portals through which they invite business owners to share their company history and capabilities. JPMorgan Chase has a Supplier Diversity Network which is a searchable database for our supplier diversity and sourcing teams to find new diverse businesses when contract opportunities come up.
Business owners should be prepared for the time it will take to get from first contact and registration with a corporation to actually executing a new business contract. It may take months, and even a year or two. Corporate purchasing is driven by business need so entrepreneurs should be prepared to develop a long-term strategy and cultivate relationships with procurement teams and supplier diversity leaders who can provide insight into upcoming opportunities.
A Nation in Freefall While the Powerful Feast: Trump Calls Affordability a ‘Con Job’
BLACKPRESSUSA NEWSWIRE — There are seasons in this country when the struggle of ordinary Americans is not merely a condition but a kind of weather that settles over everything.
By Stacy M. Brown
Black Press USA Senior National Correspondent
There are seasons in this country when the struggle of ordinary Americans is not merely a condition but a kind of weather that settles over everything. It enters the grocery aisle, the overdue bill, the rent notice, and the long nights spent calculating how to get through the next week. The latest numbers show that this season has not passed. It has deepened.
Private employers cut 32,000 jobs in November, according to ADP. Because the nation has been hemorrhaging jobs since President Trump took office, the administration has halted publishing the traditional monthly report. The ADP report revealed that small businesses suffered the heaviest losses. Establishments with fewer than 50 workers shed 120,000 positions, including 74,000 from companies with 20 to 49 workers. Larger firms added 90,000 jobs, widening the split between those rising and those falling.
Meanwhile, wealth continues to climb for the few who already possess most of it. Federal Reserve data shows the top 1 percent now holds $52 trillion. The top 10 percent added $5 trillion in the second quarter alone. The bottom half gained only 6 percent over the past year, a number so small it fades beside the towering fortunes above it.
“Less educated and poorer people tend to make worse mistakes,” John Campbell said to CBS News, while noting that the complexity of the system leaves many families lost before they even begin. Campbell, a Harvard University economist and coauthor of a book examining the country’s broken personal finance structure, pointed to a system built to confuse and punish those who lack time, training, or access.
“Creditors are just breathing down their necks,” Carol Fox told Bloomberg News, while noting that rising borrowing costs, shrinking consumer spending, and trade battles under the current administration have left owners desperate. Fox serves as a court-appointed Subchapter V trustee in Southern Florida and has watched the crisis unfold case by case.
During a cabinet meeting on Tuesday, Trump told those present that affordability “doesn’t mean anything to anybody.” He added that Democrats created a “con job” to mislead the public.
However, more than $30 million in taxpayer funds reportedly have supported his golf travel. Reports show Kristi Noem and FBI Director Kash Patel have also made extensive use of private jets through government and political networks. The administration approved a $40 billion bailout of Argentina. The president’s wealthy donors recently gathered for a dinner celebrating his planned $300 million White House ballroom.
During an appearance on CNBC, Mark Zandi, an economist, warned that the country could face serious economic threats. “We have learned that people make many mistakes,” Campbell added. “And particularly, sadly, less educated and poorer people tend to make worse mistakes.”
The Numbers Behind the Myth of the Hundred Million Dollar Contract
BLACKPRESSUSA NEWSWIRE — Odell Beckham Jr. did not spark controversy on purpose. He sat on The Pivot Podcast and tried to explain the math behind a deal that looks limitless from the outside but shrinks fast once the system takes its cut.
By Stacy M. Brown
Black Press USA Senior National Correspondent
Odell Beckham Jr. did not spark controversy on purpose. He sat on The Pivot Podcast and tried to explain the math behind a deal that looks limitless from the outside but shrinks fast once the system takes its cut. He looked into the camera and tried to offer a truth most fans never hear. “You give somebody a five-year $100 million contract, right? What is it really? It is five years for sixty. You are getting taxed. Do the math. That is twelve million a year that you have to spend, use, save, invest, flaunt,” said Beckham. He added that buying a car, buying his mother a house, and covering the costs of life all chip away at what people assume lasts forever.
The reaction was instant. Many heard entitlement. Many heard a millionaire complaining. What they missed was a glimpse into a professional world built on big numbers up front and a quiet erasing of those numbers behind the scenes.
The tax data in Beckham’s world is not speculation. SmartAsset’s research shows that top NFL players often lose close to half their income to federal taxes, state taxes, and local taxes. The analysis explains that athletes in California face a state rate of 13.3 percent and that players are also taxed in every state where they play road games, a structure widely known as the jock tax. For many players, that means filing up to ten separate returns and facing a combined tax burden that reaches or exceeds 50 percent.
A look across the league paints the same picture. The research lists star players in New York, Philadelphia, Chicago, Detroit, and Cleveland, all giving up between 43 and 47 percent of their football income before they ever touch a dollar. Star quarterback Phillip Rivers, at one point, was projected to lose half of his playing income to taxes alone.
A second financial breakdown from MGO CPA shows that the problem does not only affect the highest earners. A $1 million salary falls to about $529,000 after federal taxes, state and city taxes, an agent fee, and a contract deduction. According to that analysis, professional athletes typically take home around half of their contract value, and that is before rent, meals, training, travel, and support obligations are counted.
The structure of professional sports contracts adds another layer. A study of major deals across MLB, the NBA, and the NFL notes that long-term agreements lose value over time because the dollar today has more power than the dollar paid in the future. Even the largest deals shrink once adjusted for time. The study explains that contract size alone does not guarantee financial success and that structure and timing play a crucial role in a player’s long-term outcomes.
Beckham has also faced headlines claiming he is “on the brink of bankruptcy despite earning over one hundred million” in his career. Those reports repeated his statement that “after taxes, it is only sixty million” and captured the disbelief from fans who could not understand how money at that level could ever tighten.
Other reactions lacked nuance. One article wrote that no one could relate to any struggle on eight million dollars a year. Another described his approach as “the definition of a new-money move” and argued that it signaled poor financial choices and inflated spending.
But the underlying truth reaches far beyond Beckham. Professional athletes enter sudden wealth without preparation. They carry the weight of family support. They navigate teams, agents, advisors, and expectations from every direction. Their earning window is brief. Their career can end in a moment. Their income is fragmented, taxed, and carved up before the public ever sees the real number.
The math is unflinching. Twenty million dollars becomes something closer to $8 million after federal taxes, state taxes, jock taxes, agent fees, training costs, and family responsibilities. Over five years, that is about $40 million of real, spendable income. It is transformative money, but not infinite. Not guaranteed. Not protected.
Beckham offered a question at the heart of this entire debate. “Can you make that last forever?”
FBI Report Warns of Fear, Paralysis, And Political Turmoil Under Director Kash Patel
BLACKPRESSUSA NEWSWIRE — Six months into Kash Patel’s tenure as Director of the Federal Bureau of Investigation, a newly compiled internal report from a national alliance of retired and active-duty FBI agents and analysts delivers a stark warning about what the Bureau has become under his leadership.
Six months into Kash Patel’s tenure as Director of the Federal Bureau of Investigation, a newly compiled internal report from a national alliance of retired and active-duty FBI agents and analysts delivers a stark warning about what the Bureau has become under his leadership. The 115-page document, submitted to Congress this month, is built entirely on verified reporting from inside field offices across the country and paints a picture of an agency gripped by fear, divided by ideology, and drifting without direction.
The report’s authors write that they launched their inquiry after receiving troubling accounts from inside the Bureau only four months into Patel’s tenure. They describe their goal as a pulse check on whether the ninth FBI director was reforming the Bureau or destabilizing it. Their conclusion: the preliminary findings were discouraging.
Reports Describe Widespread Internal Distrust and Open Hostility Toward President Trump
Sources across the country told investigators that a large number of FBI employees openly express hostility toward President Donald Trump. One source reported seeing an “increasing number of FBI Special Agents who dislike the President,” adding that these employees were exhibiting what they called “TDS” and had lost “their ability to think critically about an issue and distinguish fact from fiction.” Another source described employees making off-color comments about the administration during office conversations.
The sentiment reportedly extends beyond domestic lines. Law enforcement and intelligence partners in allied countries have privately expressed fear that the Trump administration could damage long-term international cooperation according to a sub-source who reported those concerns directly to investigators.
Pardon Backlash and Fear of Retaliation
The President’s January 20 pardons of individuals convicted for their roles in the January 6 attack ignited what the report calls demoralization inside the Bureau. One FBI employee said they were “demoralized” that individuals “rightfully convicted” were pardoned and feared that some of those individuals or their supporters might target them or their family for carrying out their duties. Another source described widespread anger that lists of personnel who worked on January 6 investigations had been provided to the Justice Department for review, noting that agents “were just following orders” and now worry those lists could leak publicly.
Morale In Decline
Morale among FBI employees appears to be sinking fast. There were a few scattered positive notes, but the weight of the reporting describes morale as low, bad, or terrible. Agents with more than a decade of service told investigators they feel marginalized or ignored. Some are counting the days until they can retire. One even uses a countdown app on their phone.
Culture Of Fear
Layered over that unhappiness is something far more corrosive. A culture of fear. Sources say Patel, though personable, created mistrust from the start because of harsh remarks he made about the FBI before taking office. Agents took those comments personally. They now work in an atmosphere where employees keep their heads down and speak carefully. Managers wait for directions because they are afraid a wrong move could cost them their jobs. One source said agents dread coming to work because nobody knows who will be reassigned or fired next.
Leadership Concerns
The report also paints a picture of leaders unprepared for the jobs they hold. Multiple sources said Patel is in over his head and lacks the breadth of experience required to understand the Bureau’s complex programs. Some said Deputy Director Dan Bongino should never have been appointed because the role requires deep institutional knowledge of FBI operations. A sub-source recounted Bongino telling employees during a field office visit that “the truth is for chumps.” Employees who heard it were stunned and offended.
Social Media and Communication Breakdowns
Communication inside the Bureau has become another source of frustration. Sources said Patel and Bongino spend too much time posting on social media and not enough time communicating with employees in clear and official ways. Several told investigators they learn more about FBI operations from tweets than from internal channels.
ICE Assignments Raise Alarm
Nothing has sparked more frustration inside the FBI than the orders requiring agents to assist Immigration and Customs Enforcement. The reporting shows widespread resentment and fear over these assignments. Agents say they have little training in immigration law and were ordered into operations without proper planning. Some said they were put in tactically unsafe positions. They also warned that being pulled away from counterterrorism and counterintelligence investigations threatens national security. One sub-source asked, “If we’re not working CT and CI, then who is?”
DEI Program Removal
Even the future of diversity programs became a point of division. Some agents praised Patel’s removal of DEI initiatives. Others said the old system left them afraid to speak honestly because they worried about being labeled racist. The reporting shows a deep and unresolved conflict over whether DEI strengthened the organization or weakened it.
Notable Incidents
The document also details several incidents that have become part of FBI lore. Patel ordered all employees to remove pronouns and personal messages from their email signatures yet used the number nine in his own. Agents laughed at what they saw as hypocrisy. In another episode, FBI employees who discussed Patel’s request for an FBI-issued firearm were ordered to take polygraph examinations, which one respected source described as punitive. And in Utah, Patel refused to exit a plane without a medium-sized FBI raid jacket. A team scrambled to find one and finally secured a female agent’s jacket. Patel still refused to step out until patches were added. SWAT members removed patches from their own uniforms to satisfy the demand.
A Bureau at a Crossroad
The Alliance warns that the Bureau stands at a difficult crossroads. They write that the FBI faces some of the most daunting challenges in its history. But even in despair, a few voices say something different. One veteran source said “It is early, but most can see the mission is now the priority. Case work and threats are the focus again. Reform is headed in the right direction.”
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