Hello! I have been working at a small recruiting company for 3 years now, and my official job title is “Administrative Officer”. Because of the size of the company, there are no promotions for my type of role, I have gotten raises but there is no ladder to climb per se, but I thought it would be time to pitch a title change to reflect my duties better. However, I have been struggling to think of one.
I also work alongside another admin, and they are “Office Coordinator” (so I cannot have this title), because they are slightly senior. Ideally the two of us would both change titles.
Besides normal administrative duties (Scheduling, liaising with suppliers, cleaners, keeping the office stocked and equipment working, etc) my role roughly includes the following:

• Accounts management (accounts payable, accounts receivable, creating and sending invoices, chasing money, reviewing expenses, paying bills etc - although we do have an accountant who does the more serious accounting things - payroll, etc)
• Set up of temporary placements (drafting and sending contract agreements out to contractors and clients, problem solving, keeping track of weekly revenue, being the main point of contact about questions about insurances, local laws, etc)
• Compliance checks of permanent and temporary placements
• Drafting new company policies and tenders from scratch (e.g. gender equality policies, tenders for government placements, etc)
• Assisting in event planning
• Sending out various weekly reports
• Keeping track of receipts, matching accounts
• Onboarding and off boarding staff
• I’ve also came up with new initiatives over my time there, such as new sustainability initiatives, review programs, buying vouchers for staff, etc.

Pretty much, everything this 40-person company needs outside of the role of the main accountant, falls under mine and my colleague’s hands. What is a job title that better reflect this?

Ok, so I've come up with two different aus for the owl house that I like, but I don't know how to write because my knowledge of the worlds they take place in is limited. This is the first one.
TLDR: Halo Owl House au up for adoption.
(Halo AU) (Cannon designs and aged-up designs)
Summary: It takes place during and after the war with the Covenant. In the beginning, Luz is living with Eda an old friend of her dead parents. Eda is a Sargent for the UNSC and one of the members of the ORION I project that actually benefitted from the augmentations (Extra strength, speed, and recovery). She has been training and taking care of and teaching Luz how to survive since she was little. Eda is eventually called back to help fight the Covenant leaving Luz home alone. Luz only has her bullies at school (and possibly king depending on who he is in this story). One day Luz discovers what her dad was working on and she learns he was studying ancient technology and culture on this planet from an old alien race called the Forerunners. Just after she learns this alarms go off and the Covenant are invading the planet. Luz downloads all the data to a flash drive and destroys the rest, hoping to make it off the planet alive. However, she is caught by elites and is about to die when suddenly two Spartans save her. Their numbers are 095 and 027. They are here to retrieve the data her father had collected and keep it out of the Covenant's hands. The male spartan (027, who is Hunter) Got a call and a request for backup so he left spartan 095 to escort Luz to the nearest transport off-world and she's not exactly thrilled to be escorting a civilian when she could be doing more. Luz feels nervous around the giant armored soldier as they make their way toward the city. However, to their dismay, they find the city in ruin and all transports destroyed. To escape this doomed world Luz and the Spartan must travel miles across covenant-controlled territory with no communications just to reach the rendevous coordinates. After a few close calls, they have to settle down for the night. The Spartan received damage to their helmet and Luz offers to fix it. 095 takes off her helmet and Luz is surprised that the woman behind the helmet is the same age as her (15). She gets a name from her. Amity is her name. As they continue onward despite the danger Amity comes to enjoy hearing Luz's rambles even if she doesn't respond to them and has to tell her to be quiet when enemies are near. eventually after days they reach the rendevous point where they escape the planet and retreat. Luz gives Amity a Hecate key chain and some copies of her Good Witch Azura books as thanks. After Luz leaves Amity swears she won't read them, but quickly begins reading and rereading the books and keeping the keychain. Luz's experience inspires her to join the fight against their covenant. When she grows older she joins the ODST's and becomes one of the best. She still doesn't have friends though since she now idolizes spartans which makes her unpopular with her squad and other ODSTs. The only reason they don't kick her off the team is because she is the best of all of them in combat (Eda's trained her well) and if their team leader Boscha can't lead at the moment then she's the next best replacement even if outside of combat the team would rather listen to grunts banter then Luz talk about Azura or Spartans. They tell her if she likes the freaks so much she should bother them instead, and that's how she meets Willow and Gus and meets Amity and Hunter again years later.
​
Other character info:
King-I can't decide if I want King to be an AI companion for Luz because that would limit his life span to 7 years, or a grunt that Eda found before the war and raised. (his dad would have been the leader of the grunt rebellion and sent his infant child away in a cryo pod when all hope was lost and Eda found and raised him).
Rain-Captain of the Hexside after Bump (was killed or retired) has a crush on their ex Eda. Broke up because Eda wouldn't talk to them about some of the difficulties she deals with after ORION I.
Eda-One of the best Sargents. A good friend of Sargent Johnson. Is a blushing mess around the captain. Gives dating, flirting, and seduction, advice to Amity when she realizes she has a crush on Luz and explains to her that what she is feeling is love. Eda also threatens everyone on the ship to not tell ONI anything about her and Rain or any other relationships ONI might not like.
Lilith-ship's scientist, sister to Eda, a real nerd, and good friends with Hooty. (I haven't decided what Hooty should be yet). Also helps Amity with her Luz problem more than Eda sometimes.
Willow- a Spartan III that joined at age 11. Leads Gus, Hunter, and Amity (I can't decide if their team should be called Purple team, Gold team, or Titan team) and looks out for them. Before she was team leader she was a head hunter with Gus. They were the best of the best. survived all their suicide missions. Amity's best friend.
Gus- another Spartan III that joined at age 9. He is obsessed with the Forerunners and what is the current state of human pop culture. When he meets Luz, he and Willow are a lot more open and friendlier with her at the start than Hunter and Amity and they become friends fast. Willow and Hunter's best friend.
Amity- unlike the other Spartan II's Amity was given to ONI by her mother without the knowledge of Alador, Edric, or Emira and told she died in an accident. She and Hunter did not survive their augmentations, (similar to red team) but their bodies were kept to be revived and successfully augmented a few years later. After Luz gave her Good Witch Azura it quickly became Amity's favorite book series. If she's not on a mission or training then she's hiding somewhere, reading Good Witch Azura. When she meets Luz as an adult she at first pays her no mind, but as they start seeing each other more often in combat and in the ship Amity starts to feel something she doesn't understand. It takes her months (close to a year maybe) to realize that she is experiencing what people call a crush. (Amity is a lot better at hiding it and her emotions in this au. Her teammates only notice the slight changes in her demeanor that tell them she's crushing on Luz. To everyone else things are normal). She doesn't want to be in love because she perceives that as a distraction and weakness, and that Luz deserves someone better. After a bunch of convincing that she should go for it and that Luz likes her back, they start dating and Amity starts to become happier (even though she still has a hard time showing her emotions), but now she's very protective of Luz and is scared of anything happening to her. If you're an ally she will die for you, if you're a superior she'll obey you, if you're Luz she will love you forever and die for her, if you're a threat God help you, but if she thinks you're a threat to Luz? Don't even bother praying to any God for help. She also listens to Luz talk about Good Witch Azura a lot because she loves listening to her.
Hunter- is another Spartan II and Amity's oldest friend. He was revived for augmentation two years before Amity was so there is a two-year age gap between the two now. Hunter is the last Spartan to be befriended by Luz. Like Amity he believes he must not show weakness and he isn't good with emotions. He also isn't really supportive of Amity dating Luz but keeps quiet because she seems genuinely happy with her. Also unknown to him, his uncle is the head ONI. Also, I am trying to think of a possible way for Huntlow to happen, but it's a lot harder than I thought, if I come up with one I will update, or someone else can come up with Huntlow ideas.
Belos- the head of ONI. He kidnapped his nephew to be used in the Spartan II program. When his brother Caleb and his sister-in-law Evelyn found out he had them killed so as to not reveal the Spartan II program to the public. He will pull any strings to ensure he gets what he wants. (He's not the main villain of this story. That's reserved for the Covenant, the Flood, and possibly the Banished, but he is definitely a devious and dangerous secondary villain).
Luz- is the girlfriend to the most awesome girlfriend Amity and one of the bests ODSTs in the UNSC. She has survived many battles over the years and has grown close to the four Spartans who are now her only friends. They've survived almost everything, from Reach, Alpha Halo, the Flood, the invasion of Earth, to the Ark. However during one battle she sustains an injury and losses everything below her left kneecap. She now has to use crutches everywhere (or have Amity embarrassingly insist on carrying her everywhere because it's "faster and she weighs nothing to her and it's definitely not because Amity loves to carry her and how embarrassed she gets").
From there, I have two options for Luz to go depending on the writer. She can either stay one-legged or she can apply to become a Spartan IV. Also, I have two ways Luz becomes a Spartan IV. 1. She tells her friends what she has chosen to do and that she will get a prosthetic leg if she joins the program, and while they're worried they support her through her training and augmentations. (Amity and Hunter are a bit afraid she will suffer augmentation failure as they did.) 2. An accident happens, leading all of her friends and family to believe she is dead, while she was really saved last minute and is being trained and surprises everyone with her return as a Spartan IV. (This path will lead to trauma and unhealthy coping from Wilow, Gus, Amity, and Hunter though and they will suffer emotionally from the loss, especially Amity). Also, Luz's Spartan helmet will have cat ears it's not up for debate but the cat ears won't be for decoration they will serve a purpose. Luz installed them to her where enemies are, eavesdropped on enemies, and use a sort of echolocation.
I am putting this up for adoption because my knowledge of Halo is only from videos of people playing the game (I have never owned an Xbox or played Halo) and the random Halo lore youtube video. Sorry for the really long post, I hope was understandable and there weren't too many spelling errors. Hopefully, this will be enough for someone who has better knowledge of Halo to make a good Halo x The Owl House fanfic.

As General Mark Duran observed the ongoing military exercise from a vantage point, he couldn't help but feel a mix of frustration and concern. He turned to his trusted subordinate, Colonel Reynolds, who stood beside him, taking in the scene as well.
"Colonel, look at those conscripted troops!" Mark said, his voice tinged with anger and disappointment. "Their coordination is lacking, and their execution is far from satisfactory. We can't afford such mediocrity, especially in times like these!"
Colonel Reynolds nodded in agreement, his eyes scanning the troops as they carried out their maneuvers. "Indeed, General. The conscripts lack the training and experience that our professional soldiers possess. It's evident in their performance. We must find a way to bridge this gap and raise their standards."
Mark sighed heavily, his gaze fixed on the professionals who demonstrated exceptional discipline and precision. "The difference in effectiveness between our professional soldiers and the conscripts is stark. It's as if we have two separate armies operating under the same banner. This disparity is unacceptable and compromises the overall readiness of our forces."
Colonel Reynolds observed the professionals with a hint of admiration. "They've undergone rigorous training and have years of experience. Their commitment and dedication to their craft are unparalleled. It's no wonder they outshine the conscripts."
Mark's frustration deepened as he considered the implications of this gap in performance. "We cannot solely rely on professionals, Colonel. The conscripts form a significant portion of our military and the Rummish bastards are pumping more troops into their military day by day. Either we need to invest in the training of conscripts and provide them with the necessary resources to improve their skills or we must reduce the conscription time while diverting those funds to gather more professional troops. Success of our Republic depends on their ability to meet the challenges ahead."
Colonel Reynolds nodded, his expression serious. "I agree, General. We must enhance the training programs for conscripts, ensuring they receive comprehensive instruction and practical experience. We can establish mentorship programs where professionals can impart their knowledge to these young recruits. It will help bridge the gap and foster a sense of unity within our ranks. Or we can cut the conscription time which might work better in our case."
Mark looked at Colonel Reynolds, a glimmer of hope, anxiety and anger shining in his eyes. "That's a commendable idea, Colonel. We need to create an environment where both the professionals and the conscripts can learn from each other, fostering a cohesive fighting force. We must foster a culture of continuous improvement and mutual respect. But what about Valken and Iosef? While I respect them both, I must say that they are madly advocating their own opinions on the subject. While one of them supports a huge but very sluggish force which will send the sons of our Republic to a bloodbath in thousands, the other one believes we are Arcasia and thinks we can protect our nation with only volunteers against Rumburg which has 3 times the population!"
Colonel seemed to be troubled by Mark’s remarks on Iosef and Valken. Mark, Valken and Iosef were all very above his paygrade. He didn’t want to get caught in a crossfire against these men and Mark seems to be angry while talking about the topic.
As they continued to observe the exercise, Mark felt a renewed determination. "We cannot let complacency hinder our progress, Colonel. Our nation's security depends on the collective strength of our entire military. It's our responsibility to mold our Armed Forces who can uphold the values of Colonel Soll and protect our people."
Colonel Reynolds nodded firmly. "I will gather a team to research and develop a comprehensive plan, General. We'll address the training needs of the conscripts, ensuring they receive the support and guidance required to elevate their performance. We owe it to them and to our country."
Mark's stern expression softened, a sense of pride in his subordinate's commitment evident in his voice. "Thank you, Colonel. Your dedication and insight are invaluable. Together, we will shape a force that will not only meet the challenges of today but also secure a brighter future for our Republic."
As the military exercise continued in the background, Mark and Colonel Reynolds delved deeper into their conversation, strategizing and outlining the steps needed to bridge the gap and strengthen their forces. Their determination and shared vision echoed through the night, reminding them of the weight of their responsibilities and the unwavering commitment they held to ensure the Republic's defense.
​

Two weeks later,

​
General Mark Duran sat at his desk, engrossed in his work when Colonel Reynolds entered the room with a purposeful stride. Mark looked up and greeted him warmly, motioning for him to take a seat.
"Colonel Reynolds, good to see you. I hope all is well." Mark said, setting aside his paperwork.
Colonel Reynolds took a seat, his expression a mix of determination and anticipation. "Thank you, General. I have prepared a report that I believe will be of great interest to you. It proposes some significant changes to our conscript training program and resource allocation."
Mark leaned forward, eager to hear the details. “Go ahead, Colonel. I'm all ears."
Colonel Reynolds opened the folder and began presenting his proposal. "General, after careful analysis, I suggest reducing the conscript training period from 24 months to 12 months. This will allow us to streamline our resources while still providing essential training to our conscripts. Furthermore, for university students joining the military, we can condense their training to just 6 months, allowing them to balance their education with their military service."
Mark listened attentively, nodding as he absorbed the information. "Reducing the training period for both conscripts and university students seems reasonable, Colonel. It will not only optimize our resources and allocate them more effectively but also increase the overall education in the country."
Colonel Reynolds continued, his voice steady and measured. "Additionally, I have considered the possibility of reducing the training period to 3 months, which will only cover the basic training, for conscripts who choose to contribute one year's worth of minimum wage to the military. However, I believe this option may create issues concerning societal equality and fairness between rich and poor Sords. It is essential that we maintain a balanced approach and avoid creating divisions within our society.”
Mark appreciated Colonel Reynolds' consideration of societal implications. "You're right, Colonel. Equality and fairness among Sords are fundamental to our values. We must ensure that our conscription system does not create inequality or a perception of favoritism. We can explore alternative means to generate additional resources without compromising these principles. But I’ll keep that in mind."
Colonel Reynolds nodded in agreement. "Thank you, General. While the additional funds may be tempting, we must prioritize upholding our values. However, even with these proposed changes, we can maintain a strong reservist force while reducing the active personnel to 300,000 from 400,000. This will allow us to allocate more resources to professional troops, particularly our combat units. Meaning we’ll still have a big force during an event which requires mobilization while also increasing our overall combat capabilities by having more professional troops then before."
Mark's eyes gleamed with satisfaction. "Colonel Reynolds, your report is exceptional. I commend your dedication and thorough analysis. These proposals align with our goals of resource optimization and ensuring a capable and highly trained military force."
Colonel Reynolds smiled, relieved and gratified by Mark's response. "Thank you, General. I have worked tirelessly to present recommendations that will benefit our military and the nation as a whole. It's an honor to have your satisfaction and support."
Mark rose from his seat, "*You have earned it, Colonel. Your dedication and insight are invaluable to our mission. I’ll move forward with these proposals and present it to the higher ups in order to continue building a force that is both efficient and formidable."
After Mark stopped talking, a shared sense of accomplishment filled the room. Mark knew that with officers like Colonel Reynolds by his side, they would navigate the complexities of resource allocation, maintain societal harmony, and forge a military force that would be a source of pride for their nation.

==> https://bazarcom.org/samovens 

SUMMARY

When analysing the new federal budget, there seems to be a nearly universal agreement on the politics that shaped the spending plan. Namely, this budget is big on spending, big on corporate tax reform. Having previously relied on the New Democratic Party to maintain an absolute majority, the Trudeau Government has opted for appeasing their parljlnenatry partners, aiming to buy more time for the this government before the next general election has to be called.
Politically, the Budget can be divided into there main lines. Namely, the Liberals trying to follow through with their promises from the last Federal Election, such as introducing the Canada Disability Benefit, a brand-new advanced research agency, as well as over-delivering on expanded supports for lower-income workers. Economically, introducing a tax-free CDB combined with noticeably more generous and broadly available Canada Workers Benefit also aims to boost Canada's labour force participation, to partially offset traditionally low per capital productivity of Canadian workers.
Then, the issue of the supply and confidence agreement with New Democrats comes into play, finally implementing a national dental care plan being finally brought into the budget, followed by a national prescription drug insurance scheme.
As on the greatest surprises comes in the form of what the Government framed as a "business assistance review" and corporate reform, that is set to be a structural response to US's Inflation Reduction Act, namely by brining programmes as IRAP to a one-stop shop, under an arm-length agency outside of the federal industrial strategy ministry. The Government is also following Europe's lead on development Canadian equity markets, that while incremental, may be a first step to less debt-dependent corporate Canada, while nurturing Canadian innovation, since tech companies tend to be much more reliant on equity financing, rather than traditional bank lending.
Politically, the Liberals continue to emphasise fiscal prudence of the budget, citing stable debt-to-GDP ratios, as well as the fact the budget actually contains a structural surplus, when excusing debt service payments from federal expenditure. Ottawa is also trying to hedge against future attacks when it comes to public subsidies, through introducing an independent oversight body, as well as providing full operational autonomy to a new umbrella organisation, to operate business investment programmes and other agencies.
Notably, however, the Liberals seem to be willing to further undermine their reputation as credible fiscal managers, rather the cause a new election by breaking their agreement with NDP, as the LPC continues to struggle in federal polling.

Strengthening Canada's Safety Net

Canada Workers Benefit (CWB) is set to be radically boosted, aiming to boost labour force participation while easing inflationary pressures for the most vulnerable workers. The budget drastically expands both the generosity and eligibility for the CWB by lowering the income threshold from $3000 of annual earnings to just $1, including income from self-employment. The Government of Canada also expands eligibility for the benefit, by more closely aligning it with Québec's Solidarity Tax Credit, making full- and part-time students eligible to claim CWB. The benefit is also enhanced through expansion of both the maximum amount payable and the introduction of a benefit floor - $3000 per annum for the floor and up to $4000 for maximum benefit - per family.
Additionally, the Canada Revenue Agency - as well as Revenu Québec, following a short negotiation with the province - are now required to administer both the CWB and the STC in real time, delivering automatic bi-weekly payments to all eligible individuals, so long they've filled their tax return for the previous year. Ottawa is also set to strengthen the programme by introducing the so-called "benefit shield provision" that protects benefit recipients from prohibiting benefit clawbacks in their income increases unexpectedly. Thus, annual CWB entitlement is set to be calculated on the basis on average reported earnings in the last 5 years, paid every 2 weeks. Sudden increases in incomes shall also be excused from the current year's calculation of benefit amounts, applied evenly over the next 5-year calculation period.

Same policy is set to be applied to all other federal benefits and credits, including the Canada Child Benefit - an income-based subsidy for parents - as well as the GST/HST Tax Credit, and the Climate Action Incentive Payment - a rebate paid to households to compensate for the cost of federal price on carbon where one applies.

As an interim measure, Ottawa is also set to introduced the "marginal earnings shield" policy that allows the Canada Revenue Agency to issue bi-weekly CWB payments to individuals facing prohibitively high marginal rates of personal taxation, whenever the effective rate exceeds 45 per cent. This includes benefit clawbacks from provincial programmes, as well as increased payroll deductions, such as Employment Insurance Premiums, Canada/Québec Pension Plan Contributions, as well as income tax, union dues, or any other payroll deduction from the CRA or Revenu Quebec. Notably, the earnings shield only applied to income bellow the median AFNI for the given province or territory.
Canada Disability Benefit (CDB) is to beintroduced to supplement provincial social assistance measures for people with special needs. CDB aims to top-up existing provincial disability support programmes, providing simultaneous supplementation of payment to eligible individuals. The benefit is set to be fully aligned with provincial requirements, but also provide equivalent support to those receiving provincial Workers' Compensation Payments, and CPP/QPP Disability benefits, to bring disable Canadians closer to the national poverty thresholds, with CDB maximum capped at $1000 monthly - that is however subject to inflation indexing.

Expanding Canada's Healthcare

Canadian Dental Care Plan (CDCP) previously announced in the last year's budget is finally being rolled out across the country, following almost a year of bilateral talks with the provinces and territories. The Plan remains open to anyone with a communed household income of bellow $120.000 as well as those without an insurance plan that provides free-at-use dental coverage. In case their income exceeds the eligibility threshold, they'd have to pay an increased premium collected by the CRA as a payroll deduction. Anyone is also free to obtain private dental care insurance, so long they don't have a public one, so long it provides continuous coverage, a fully covers all services provided within a medical facility.
However, even those with private insurance will still have to face the limitations of the Canada Health Act, namely being barred from any preferential treatment for services covered under the CDCP. To further maintain its universality, the Canada Health Act is amended to require every Canadian resident to maintain a valid dental care insurance coverage at all times, with on obligation on both Ottawa and the Provinces to provide access to that coverage to everyone. Private insurance is still allowed, so long it remains equivalent to the public plan, unless covering supplementary services. The respective assessment of a private plan's equivalence and universal coverage is carried out by Heath Canada, through referring the data that every employer is oblige dot provide, linked to each individual's Social Insurance Number.
Notably, the CDCP is administered - as promised - by a neutral agency, comprised of representatives from Health Canada and provincial, as well as territorial heads of ministries of health -- the Canadian Dental Benefit Administrators (CDBA). CDBA is in turn operates under a two-track system, where the CDCP Council within the CDBA, comprised of provincial representation, and Health Canada, sets up broader general standards of care, coverage, and premiums, while CDBA provincial offices administer the plan within the framework of general provincial health plans. Principal batches of CDBA are free to diverge from national guidelines on coverage and pricing, so long it doesn't change increase expenditure, and preserves free-at-use coverage without significant reduction in quality of care measured in waiting times or increased pressure on the staff, lower efficacy rates.
Funding through the plan altho provided through general taxation, is calculated as a flat income-based insurance premiums, deducted from CDCP's recipient paycheque as part of their Income Tax, with additional levies for those making above the eligibility threshold and choosing to enrol into the Plan. While co-pays are absent for lower income earners completely, everyone enrolled into the Plan is protected an annual limit for out-of-pocket dental care expenditures, capping spending as a share of one's income, that is also revised annually, in line with instigated payroll premiums.
Canadian Pharmaceutical Insurance Plan (CPIP) finally brings a long-awaited universal Pharmacare to Canada, especially territories and provinces other than Quebec. While previously Canada's public health insurance plans would only cover in-hospital medical services, leaving prescription drugs largely to the private market, CPIP is set to change that. The Plan provides compressive coverage for multiple prescription drugs defined in a "national formulary" administrated by the Canada Drug Agency at no cost to every member of the plan, that is tasked with evaluating and authorising the use of new pharmaceuticals to be sold in Canada.
However, CPIP's administration, namely negotiating prices for prescription drugs, is delegated to the Pan-Canadian Pharmaceutical Alliance (pCPA). Originally created as a strictly provincial initiative to join forcing in procuring pharmaceuticals for public drug plans, pCPA is set to be drastically expanded to negotiate prices for prescriptions on behalf of Canada as a whole. Thus, no drug that is deemed by the CDA or Health Canada to require a prescription can be sold, until a procurement deal has been reached with the pCPA.
When conducting negotiations, pCPA largely relies on already existing framework, with the Canada Drug Agency carrying out impact assessment and drug reviews -- a function previously reserved exclusively to Health Canada. pCPA retains it current institutional design, transitioning to completely independent organisation, only contained by appointments from federal, provincial, and territorial governments, with the final procurement deal requiring consent of Health Canada, CDA, federal and provincial ministries of health.

Trying to resist further increases in drug expenditure, pCPA is authorised to conduct joint funding with the Canada Drug Agency for new drugs, especially biologics and generic medications. Most significantly, however, is the "cost-benefit analysis" framework approach when negotiating drug prices or operating joint investment ventures. The assent is mainly focused on estimating long-term savings to the overall healthcare system, as well as possible impact of patients' ability to re-join the labour force. Thus, procurement expenditures are effetely weighted over long-term savings in the healthcare sector as well as future increase in premiums.

For its end the Government of Canada is set absorb absorb initial cost of running both Pharamacare and the national dental care, while avoiding reductions to federal healthcare transfers, with further increases managed through the Canada Health Transfer and bilateral negotiations with the privies. To avoid further deterioration of Canada's long-term fiscal position Ottawa is offsetting increased spending through phasing out all employer tax credits for health expenditures, as well as tightening eligibility for individual medical tax credits, while closing the readings gap through the CDCP and CPIP payroll premiums.

Canada's Quiet Corporate Reform

Canadian Equity & Debt Recovery Allowance (CEDRA) is set to largely emulate European proposals for the Debt-Equity Bias Reduction Allowance (DEBRA)733678) to align tax treatment for equity and debit across the tax system. CEDRA provides for a limited deduction of costs associated with issuing new corporate equity, namely stocks and bonds on Canadian stock exchanges.

The allowance is calculated using the year-on-year difference between total corporate equity multiplied by risk-free return on equity, equal to the rate for 10-year Government of Canada bonds. Notably, the deception is fully refundable, up to a maximum for any given year and can be carried forward indefinitely.

Just like its European equivalent, CEDRA provides for higher risk-free rate of return for smaller companies, as opposed to larger players. Higher rate is set to be the sum of the basic rate or return and the spread between interest rates for smaller and large businesses, calculated every year - CEDRA SMEs. However, unlike DEBRA, the Canadian allowance also provides for even more generous allowance for newer companies, regardless of their size, that is directly proportion to the rate spread between for companies operating for as long as or less 5 years, as opposed to existing incumbents, put on top of the 10-year federal government bonds rate - CEDRA Trailblazers.
b Notably, companies that qualify for both small and new entry rate deductions are allowed to combined both when calculating their entitlement for any given year.
The Government of Canada also brings a "green spin" the to the deduction, with a designated rate calculation for green businesses - CEDRA Net Zero. Thus, the gap in interest rates for low- and zero-emission borrowed and fossil fuel companies is set be compounded with the federal 10-year bonds, and then multiplied by the new year-on-year equity increase. Companies are also allowed to combine the "green rate" deduction with the new entry and small company rates so long the applicant is eligible for each of those individually. Companies operating in mining and processing of critical minerals, battery production, as well production of clean energy equipment and more energy-intensive solutions, including software.
CEDRA provides for special treatment of losses, including those cause by sudden dips in stock prices as a result of monetary tightening or short-selling. While falling short of full refundability, the Government of Canada allows to use deductible equity losses to offset both income and payroll taxes, as well as GST/HST payable for any given year, including carry-back provisions of up to 1 year.
As an additional measure, Canada is limiting debt interest deductibility for all companies operating in the country. Just like DEBRA, the Canadian allowance caps deductibility of net-interest debt payments - interest spent minus interest received - at the level of 85 per cent, with a maximum of $4 million. In line with European proposals, interest deductibility is additionally limited at 30 per cent of the borrower's earnings before interest, taxes, depreciation and amortisation. Companies would only be able to deduct the lowest amount in a tax year, but would be able to carry the difference forward or back, without indexing to inflation.
As an additional measure, the Budget also reforms the deferral dividend tax credit, including the one for Canadian-Controlled Private Corporations. Now, DTC is available to claim for any dividend payments received from a company incorporated in Canada, that has been operational for 5 years or less - DTC Trailblazers - or is actively contributing to the the green economy - DTC Net Zero, including mining and processing of critical minerals, battery production, as well as manufacturing of zero-emission vehicles, suitable materials and clean energy machinery & equipment.
Capital Cost Allowance Green Deduction - allows for full expensing of both machinery & equipment as well business property, for M&E for companies in "green industries", as well as investing in greater energy efficiency of existing industrial structures and equipment, including the cost of full replacement for everyone else. The increased rate also applies to non-mining - with accelerated appreciation maintained for critical minerals - companies of up to 5 years of age.

Canada's New Net Zero Industrial Policy

Investment & Innovation Canada aims to bering several federal crown corporations and business assistance programmes under one roof, operating as a one-stop shop for Canadian businesses. Notably, all entities brought under IIC have their mandrel explicitly promoting competition, namely considering either new market participants or SMEs first, for their investment considerations. Additionally, all participating agencies are set to aim at fulfilling Canada's Net Zero commitment, thrust greater coordination and a more cohesive instrument mix. The agency also aims to provide end-to-end support for Canadian companies across the board, including both setting up, and the scaling up new and existing players, aiming to promote competitive export-oriented companies in critical industries.
Additionally, Investment & Innovation Canada introduces significant restructuring business assistance and subsidy institutions themselves. This mainly involves putting maximum emphasis on the "place economy" aiming to decentralise every member institution to the greater possible extent, tailoring their operations to the needs of a local markets. To avoid further confusion, IIC focuses on setting up highly autonomous local branches, to be combined in one-stop-shop for local businesses, by merging the their branches with Canada's Regional Development Agencies, and providing them with full operational autonomy, including agencies that were previously managed directly by the Government of Canada.
IIC is set to coordinate and facilitate operations between following crown corporations:
Business Development Canada (BDC) - a crown corporation tasked with providing capital for Canadian small & medium sized companies, including lending directly to investors to allocate capital to promising companies. Notably, BDC has the scope of their mandate extended, being allowed to provide direct funding to promising companies, as well as new entrants in highly concentrated markets, such as telecommunications, transportation, and banking. Just like EDC, Business Development Canada prioritises support to export-oriented companies.
Export Development Canada (EDC) provides a wide range of export support services and financing, such as risk insurance and direct business guidance, as well access to adorable capital to conduct export operations outside of Canada. Notably, however, under its renewed mandate, EDC is set to also encourage intraprovinical exports to an extent comparable with the support provided to those seeking to enter foreign markets. Equally, EDC has their competences extended to also facilitate overall trade-intensity of Canadian industries, including through increased exposure to imports, both between the provinces and foreign markets. While previously focusing exclusively on promoting overseas sales, the bank of set to roll out equal access to its services to those willing to export into Canada, especially when it comes to components, unfinished products, and intangibles.
Canadian Infrastructure Development Corporation (CIDC) is set to bring together the Canada Infrastructure Bank, the housing accelerator and developments funds, and other related projects, facilitating the supply of funding to national and local infrastructure projects, including affordable housing and public transit, signifying the first time housing is being considered part of Canada's infrastructure. CIDC also brings the Canada Housing & Mortgage Corporation to the table, as an independent body within the CIDC, largely focused on monitoring the market and providing independent impact assessment. Notably, CIDC is set to be allowed to fund projects that are yet to obtain private commitment, giving a first move advantage, so long the project has received an approved for respective regulatory authorities and indigenous groups affected, or if a project aims at reducing carbon emissions.
Labour Development Canada (LDC) is focused on creating more coherent space for federal labour market policy and workforce development, being tasked with development and screening of both businesses and applications in need additional training, as well as matching businesses struggling to recruit with those seeking a job. LDC is also responsible for administrating the Canadian Job Bank, as well as developing the curriculum and training standards for designated sectors. Notably, the Bank also being grated an explicit rights to enter into commercial agreements with provinces, municipalities, and legal entities providing funding for the private sector to re- and up-skill the local workforce, as well as integrate as many people as possible into the labour market.
As its unique feature, each LDC branch is legally required to maintain employee and business representation, with the need for unanimous consent when developing and implementing new measures. Notably, this includes local unions, business associations, and advocacy organisations in the region.
Initial funding the bank is set to be maintained under the Labour Market Development Agreements as well Workforce Development Agreements between Ottawa and the provinces, however the LDC is expected run a "structural surplus" for its existing programmes through employee and employer payroll deductions negotiated under each programme respectively. Therefore only using discretionary federal and provincial spending when operating federal or provincial programmes and launching new initiatives.
Labour Development Canada is also allowed to compete directly with employment agencies and directly administer federal programmes such as the Canada Summer Jobs, while pursuing it mandate: to maximise labour force participation and increase Canada's labour productivity, while increasing access to suitable permanent jobs above the federal poverty line.
Advanced Research & Innovation Canada (ARIC) provides all-in-support for research and development projects aiming at achieving a Net Zero Economy. ARIC brings together the Canadian Foundation for Innovation, and the National Research Council, and the Canada Research Chambers and Canada Growth Fund itself to provide end-to-end support for new green technology. While the Canada Foundation for Innovation provides funding for university research, the Canada Research Chairs brings the human expertise to ARIC, with the National Research Council supporting industrial and company-based business R&D. The Canada Growth Fund, on the other hand aims to provide funding for scale-ups in the green space and innovative sectors, mainly through comprehensive risk sharing and direct lending to existing projects. Unlike other agencies, CGF also has an explicit mandate to support funding for Net Zero and facilitate the acquisition of intellectual property by Canadian enterprises as well as support the creation of new IP by Canadians and in Canada. However, CGF is also being allowed to directly fund industrial research and development to expand accessibility of existing green technology, even where private sector funding has not yet been committed.
Aerospace Development Canada (ADC) delivers direct funding, for R&D and skills in the aerospace sector, as well as providing assistance with training, talent attraction, retention, and initial funding for the aerospace industry. ADC is allowed to also directly fund university research and eduction for those working in the aerospace industry.
Automation & Robotics Canada (ARC) focuses on supporting wider use of automaton and robotics across the Canadian economy. ARC specifically allows companies to obtain a rebate for their M&E expenses, as well as receive a loan or a grant to modernise existing equipment, or replace, expand existing industrial assets. SMEs can recuperate up to 110 per cent of their M&E expenses with ARC, and over 125 per cent when it comes to automating their processes and installing newer software. Notably, ARC is set to operate in parallel with the Canada Digital Adoption Program.
Agri-Foods Canada (AFC) administers programs when it comes to agricultural and foods production, focusing on providing funding for agricultural research, and development of new products, chemicals, processing methods, and crops that utilise that are more environmentally suitable.
While major business assistance programmes remain within the realm of the federal ISED, IIC is allowed to administer those directly and change their structure, so long associate costs are borne by the IIC institutions themselves. Programmes immediately transferred under the responsibility of IIC include the Canada Digital Adoption Program (CDAP), the Industrial Research Assistance Program (IRAP). Notably, however, IIC uses several other finical instruments to carry out its mandate:

• Income-Contingent Grants - grants funded directly by the CIB, with a subsequent return of funds. Unlike standard loans, ISGs are paid by the borrower as a share of their future income, until the debt is fully repaid - or written off by mutual agreement of both parties.
• Investment Supplementary Funding - provides financing provided by an IIC institution in proportion to investments from the private sector. Thus, for every $2 of private investment in a particular project or company, ISF guarantees at least $1 of investment from the CIB, subject to an appropriate agreement with the recipient company.
• Comprehensive Liabilities Guarantee - allow IIC to insure the assets of external investors - and the company itself - in a specific project or company in exchange for risk premiums from potential recipients. So, if the project will lead to losses for investors, IIC will return the funds spent.
• Outcome-Oriented Financing is the broadest possible definition of bank financial guarantees, which are fulfilled when certain conditions are met by the recipient. OOF may involve the direct financing, creation, write-off or investment, deferment, freezing - and so on - of the financial obligations of the borrower, in exchange for the achievement of certain indicators. First of all, we are talking about achieving predetermined growth rates of productivity - both labor and multifactorial - or such indicators as reducing the levels of debt burden, higher capital and science intensity, as well as interaction with external markets.
• Bridging Finance - bridge financing provided either in crisis situations or at an early stage of the project, when existing agreements with investors already exist, it is not possible to access short-term financing or funds necessary for the implementation of the initial stage of the project.
• Pooled Securitisation - financing of joint projects carried out by several small companies at once, with the accompanying distribution of risks. PS also covers the placement of assets on public markets.

Following the re-structuring the Government of Canada also expands funding for the Competition Bureau, and the Competition & Markets Commission of Canada. Namely, both are receiving additional functions, of overseeing the federal business assistance regime through the Canadian Business Assistance Office (CBAO) -- an independent standalone parliamentary institution. CBAO is tasked with evaluating the performance of business assistance programmes and institutions, including IIC and its member bodies, as well as any business investment made by the Government of Canada, though annual programme reviews and recommendations. Notably, the Office can order the Competition Bureau and the CMCC to investigate specific cases, as well as conduct joined programme reviews.

As on overriding set of criteria, the Office is set to evaluate how existing government programmes measure against increasing competition in a marketplace - being required to prioritise companies of 5 years of younger, as well as SMES - and foster finically independent enterprise - defined a profitability over the 5 year period excusing government assistance -, as well as help to achieve the Net Zero goal.

The Office is set to also maidan regional representation, aimed at scrutinising Regional Development Agencies, each branched aimed at a respective RDA, with a representative from CBAO and a respective provincial or territorial legislative assembly.
To further strengthen the accountability regime, the Budget amends respective acts relating to the Business Development Canada, Export Development Canada, National Research Council, Regional Development Agencies, and the Canada Infrastructure Development Canada's constituent units, as well as an additional overarching mandate for the Investment & Innovation Canada.
Thus, all the parties affected now have to comply with a "dual" mandate oversseen by the CBAO. Apart from fulfilling their original duty, such as infrastructure development, export promotion, or investment in green tech, all the agencies ought to remain finically profitable indecent of public support, defined all persistent surplus over the 5-year horizon.
In turn, the agencies are allowed to earn income through repayable grants, equity stakes, as well as acquisition of assets, such as intellectual property, and issuance of Canada Development & Innovation Bonds. CDIBs are set to be equated to the Government of Canada bills, with Ottawa directly guaranteeing the ability of an issuer to service their debts. Notably, each issuance has to be authorised by the IIC, before a respective institution can act on its own.

Additional Readings

https://taxpolicy.crawford.anu.edu.au/sites/default/files/publication/taxstudies_crawford_anu_edu_au/2022-03/complete_ace_wp_2022.pdf
https://mowatcentre.munkschool.utoronto.ca/wp-content/uploads/publications/88_corporate_tax_reform.pdf
https://taxfoundation.org/benefits-of-full-immediate-expensing/
https://irpp.org/research-studies/cracking-canadas-productivity-conundrum/
https://irpp.org/wp-content/uploads/2018/10/Facing-the-Facts-Reconsidering-Business-Innovation-Policy-in-Canada.pdf
https://politics.utoronto.ca/publication/innovation-in-real-places-strategies-for-prosperity-in-an-unforgiving-world/
https://www.ncbi.nlm.nih.gov/pmc/articles/PMC6246044/
https://www.linkedin.com/pulse/case-national-investment-authority-henry-kopesky
https://maytree.com/wp-content/uploads/canada-working-age-supplement-report.pdf
https://capx.co/subsidies-are-no-way-to-support-business-but-there-is-a-better-alternative/
https://www.politico.com/news/2023/03/29/canada-u-s-clean-energy-ira-00089284
https://civitas.org.uk/pdf/SavingsBanks2010.pdf
https://maytree.com/wp-content/uploads/canada-working-age-supplement-report.pdf
https://www.economist.com/finance-and-economics/2022/01/22/why-the-bias-for-debt-over-equity-is-hard-to-dislodge

Demographics: White male at non-competitive inner city public school
Intended Major(s): Political Science/Public Policy and Classics
ACT/SAT/SAT II: 790RW, 720M (1510) . Good tester, so will retake for better math
UW/W GPA and Rank: 4.0/4.62 top 5%
Coursework: 14 APs, took everyone available to me minus 1. Scored 5 or 4 on all.
Awards:
National Latin Exam Medalist (Gold twice, Silver twice)
Runner-up (2nd) at States in Latin quizbowl
Semi-finalist in largest national tournament
Yale Young Global Scholars PLE
Seal of Biliteracy (in latin LOL)
Various state/national latin quizbowl, MUN, and YAG awards
Extracurriculars: (first two contain multiple related activities)
1) Youth and Government: Delegation leader, expanded club at school, my bill passed all the way thru states. Elected to top state level office: spearheaded new position, large impact. Founded Mock Trial Program at schools delegation and expanded into state conference (150+ attendees), helped delegations adopt program thru curriculum.
2) Health Non-Profit Employment: Student advisory councilmember (peer-to-peer side), as well as Policy researcher + advocate. Between the two, I gave testimony to city council + school policy makers, authored reform, oversaw and advised on school health systems, hosted health workshops + clinics.
3) Policy Research: through internship at state gov office I conducted health related policy research on implications of electronic waste disposal and disparities in accessibility. Presented findings + resolutions to relevant government /NGO committees.
4) Certamen (Latin quiz bowl): Co-Captain of nationally competing certamen team, played 4 years at highest level of competition. Coach to novice players.
5) Latin tutoring: Created free weekly Latin tutoring program for middle schoolers taking Latin. Also led Latin/Certamen summer school program with money from federal grant several times.
6) Service Event Coordinator for community service program
7) Model UN
8) Varsity Hockey
Essays/LORs/Other: One of mine is from my Latin teacher of 8 years whos widely regarded for experience in classics. Sure to be outstanding, and a familiar name to top collegiate classics departments.
Schools: Ivys, uMich, Villanova, Tufts, UNC, Georgetown, uWisconsin, W&M, uChicago.
(THIS IS NOT MY FULL LIST, IM JUST INTERESTED IN BEING CHANCED FOR REACHES ATM)

I am 30F.
I have a BA in Communications from 2020.
From 2016-2020, I worked as a Customer Service Assistant and then Customer Service Representative in the automotive industry.
In 2021 I took a role that was supposed to be a Sales Support Specialist role, that they hired too many people for it, so they offered me a Global Planning Support Specialist role (supply chain stock order entry role). I did that until a week ago. I was only making 43k. It was fully remote but after 3 years being remote I felt unhealthy socially and physically being isolated at home all the time.
I really needed more money and was in sort of financial crisis and unsure of what I wanted for my career, I had previously thought about marketing in 2020 but couldn’t land interviews and didn’t try hard enough.
I interviewed for a role Customer Operations Coordinator at a dye company that promised many supply chain career opportunities after 6 months to a year. It pays $52k or $25/hr. I accepted. I started a week ago, and I am liking it just fine, but it is really similar to my last CSR job (I already know how to do orders and everything that goes along with it isn’t new to me) just with better systems (JDE vs AS400, they use salesforce, and much more). The company is very well organized and huge, they have the biggest market share in the world. My coworkers, some of them seem kinda mean and the company does have higher turnover and some poor reviews.
I realized how underpaid I am compared to my peers especially since I have a degree. I am honestly not sure what I want to get into, I’m trying to figure it out, I was thinking supply chain when I took this role, but I honestly just like learning about different businesses and industries, and am not so sure about the constant putting out of fires in supply chain, just like customer service has, and I feel that this company is tired of hiring people who keep leaving and they really want me to stay and say they’re big on internal promotions and retaining talent. I’ve been researching things along the lines of Business Analyst and Salesforce Administrator. I have 22k in student loans and barely make ends meet at 43k, at 52k that should be like $500 extra a month but still not much money for a 30 year old living alone with $945 in rent.
I had a contracting company recruiter reach out to me about an Account Coordinator position that is contract for 6 months but they really want to hire someone on after that. The pay is $30/hr. Here’s the breakdown:
Current job I started a week ago: -Customer Operations Coordinator -chemical manufacturing industry -they make dyes for foods, pharmacy, cosmetics, and more -52k/yr, 25/hr -on site every day -business professional dress code -lots of exposure to supply chain -latest and greatest systems -organized, public company -possibly toxic coworkers -benefits aren’t expensive ($160 a month) -15 days PTO a year but cannot take off last three days of the month since they want orders to invoice by EOM -4% 401k match -tuition reimbursement for MBA possibly if they decide it would be good for them -promise of promotions, especially in supply chain -seems everyone normally stays late, possibly understaffed -17 minutes away in a bad neighborhood but with good campus security -largest color manufacturer in the world
Job recruiter contacted me about today: -Account Coordinator -packaging manufacturing industry -they make plastic food containers which is more boring to me -62k/yr, 30/hr -on site four days a week, wfh one day a week -6 months contract to hire role -more in line with my degree and experience -25 minutes away in a much nicer area -8th largest plastic packaging manufacture in North America
Should I tell him I’d like to interview? The salary is really what’s pulling me, plus my ambivalence about supply chain career. I just don’t know what I want to do. My boyfriend and I are trying to focus on paying off our student debts so we can start a life together. I also wonder if I should tell him I just started a new role but would still like to check that one out. He asked if I was still on the market.

Recently took a job to be closer to home, pay was a bit less than I was making before, but I was travelling routinely before and away from home for long stretches of time so the compensation change was worth it for me, as life on the road wasn’t easy on my mental health.
Since starting, I’ve received next to no training, formal direction or even basic things like access to the internal computer programs or files. Anything I’ve needed, I’ve basically had to find myself. Which is fine, I’m a “self-starter” normally but just recently have been informed I’ll be taking over a whole business unit starting next week and it’s got me worried about underperforming and obviously termination (still on probationary period). Feels like I’m being set up for failure. The role is heavily dependent on usage of the computer systems, as well as an intrinsic knowledge of how the company operates in that you need to know who’s who to coordinate with other departments. They typically hire for this role from internal sources so I think the assumption is that people coming into the role already know most of what I mentioned before starting.
Also to add, I’m salaried on straight time and in the interview process they said occasional weekend work was a possibility, but it seems the expectation is that you work 6-7 days a week, every week. That’s obviously a turn off, as I’m feeling slightly deceived, as well as it’s being held over my head now because I’m still on probation. I left my last job because of lack of work-life balance, and feels like I’m back in the same trap again
Looking for some external viewpoints, thoughts, or experiences

Hello all,
I hope you are all doing well! I have recently completed my GRE after a year off of school and am looking into beginning applications for receiving my master's in psychology. I would be getting an online degree (for various reasons off topic), and have been doing loads of research on programs so far.
I am very aware that it is essential to contact graduate coordinators. I have a couple of questions for my own means, but I was wondering if anybody had any advice regarding contacting these people, or possible other questions you have asked that I haven't thought of? I'm also curious about whether it is more important to contact them before or after submitting applications.
Thank you in advance!

Wanted to ask what you all think about my current employment status and whether I have grounds to ask for a raise and/or whether I should opt for only an inflation raise or both inflation and performance.
A little over two years ago I started working for a family with one special needs child (7yo at the time). I was hired with the original intention of working roughly 30 hours/week during the days and supervising online schooling as well as additional enrichment activities from home and in the community. However, because the mom knew some weeks the schedule would be more demanding (and plenty would be less), they agreed to pay me a salaried 40 hours guaranteed with time and half for anything over or on weekends/holidays. This includes PTO, holidays, etc. However, after only two weeks of working NK's IEP solidified and he was switched to an in-person special needs school that he as attended since. Therefore, my hours are now usually afternoons exclusively. During the school year I work between 15 and 21 hours and during summers it varies considerably, but do usually work at least 30 hours. They travel roughly 5 weeks of the year and those are all PTO too.
When I was hired they initially offered me a very generous salary (a solid $5-$7 more per hour than any other gigs I was interviewing for). I soon learned that this was due in large part to having a string of bad experiences with former nannies. Without giving too much details for anonymity, I will say that a big part of the issue had to do with the mom's mental health struggles and the nannies feeling emotionally drained in the home. I have a longstanding background in Psychology, MB has a therapist, and a number of other changes were made in the beginning stages so things have been noticeably better in my time.
Another relevant detail is that I was originally only hired temporarily until NK was to return to in-person public school in the fall. Therefore, my contract was written with that in mind and, when we decided to continue the employment, I made the mistake of not writing up a new one.
Fast forward and it's not summer 2023. The job, while still fairly easy and always flexible with my own needs for hours (I am a student and in the fertility process with my wife), now involves some more hands-on academic work and tutoring. I spend time daily working with NK on literacy work and have always been hands-on with helping him develop proper socioemotional skills. I am seeing enormous growth and maturity in his development, but change is slow due to zero reinforcement when I am not home. Additionally, MB's mental health has suffered again this last year and the home has become harder to be in for both NK and myself.
I have never received a raise, but I do have my gas mileage reimbursed to whatever the federal numbers are. I recently was chatting with NK about inflation and he wanted to look up an inflation calculator. This made me curious so I went ahead and looked up (on my own time when NK was not around) what my salary should be if it kept with inflation. What I found is that I should be making $145 more weekly to keep with inflation. This is $7,450 annually.
So now I am wondering if I would be in the right to ask for a raise. I would love to suggest a $3.50 raise for inflation (which actually would be $3.62 if keeping up exactly) and an additional $2.50 for performance; this would total a $6/hour raise. However, I also feel like maybe this is too much because I get so many perks to the job (tons of time off, flexible hours, free shit they don't want anymore, professional references for my Psychology program, etc). Therefore, a part of me feels I should only ask for inflation.
So, Reddit, what do you think? Should I ask for inflation, inflation + performance, or something different entirely?

I am 30F.
I have a BA in Communications from 2020.
From 2016-2020, I worked as a Customer Service Assistant and then Customer Service Representative in the automotive industry.
In 2021 I took a role that was supposed to be a Sales Support Specialist role, that they hired too many people for it, so they offered me a Global Planning Support Specialist role (supply chain stock order entry role). I did that until a week ago. I was only making 43k. It was fully remote but after 3 years being remote I felt unhealthy socially and physically being isolated at home all the time.
I really needed more money and was in sort of financial crisis and unsure of what I wanted for my career, I had previously thought about marketing in 2020 but couldn’t land interviews and didn’t try hard enough.
I interviewed for a role Customer Operations Coordinator at a dye company that promised many supply chain career opportunities after 6 months to a year. It pays $52k or $25/hr. I accepted. I started a week ago, and I am liking it just fine, but it is really similar to my last CSR job (I already know how to do orders and everything that goes along with it isn’t new to me) just with better systems (JDE vs AS400, they use salesforce, and much more). The company is very well organized and huge, they have the biggest market share in the world. My coworkers, some of them seem kinda mean and the company does have higher turnover and some poor reviews.
I realized how underpaid I am compared to my peers especially since I have a degree. I am honestly not sure what I want to get into, I’m trying to figure it out, I was thinking supply chain when I took this role, but I honestly just like learning about different businesses and industries, and am not so sure about the constant putting out of fires in supply chain, just like customer service has, and I feel that this company is tired of hiring people who keep leaving and they really want me to stay and say they’re big on internal promotions and retaining talent. I’ve been researching things along the lines of Business Analyst and Salesforce Administrator. I have 22k in student loans and barely make ends meet at 43k, at 52k that should be like $500 extra a month but still not much money for a 30 year old living alone with $945 in rent.
I had a contracting company recruiter reach out to me about an Account Coordinator position that is contract for 6 months but they really want to hire someone on after that. The pay is $30/hr. Here’s the breakdown:
Current job I started a week ago: -Customer Operations Coordinator -chemical manufacturing industry -they make dyes for foods, pharmacy, cosmetics, and more -52k/yr, 25/hr -on site every day -business professional dress code -lots of exposure to supply chain -latest and greatest systems -organized, public company -possibly toxic coworkers -benefits aren’t expensive ($160 a month) -15 days PTO a year but cannot take off last three days of the month since they want orders to invoice by EOM -4% 401k match -tuition reimbursement for MBA possibly if they decide it would be good for them -promise of promotions, especially in supply chain -seems everyone normally stays late, possibly understaffed -17 minutes away in a bad neighborhood but with good campus security -largest color manufacturer in the world
Job recruiter contacted me about today: -Account Coordinator -packaging manufacturing industry -they make plastic food containers which is more boring to me -62k/yr, 30/hr -on site four days a week, wfh one day a week -6 months contract to hire role -more in line with my degree and experience -25 minutes away in a much nicer area -8th largest plastic packaging manufacture in North America
Should I tell him I’d like to interview? The salary is really what’s pulling me, plus my ambivalence about supply chain career. I just don’t know what I want to do. My boyfriend and I are trying to focus on paying off our student debts so we can start a life together. I also wonder if I should tell him I just started a new role but would still like to check that one out. He asked if I was still on the market.

1. PERSONALIA

• Age: 36
• Education: PhD in STEM
• Work Experience : 3 PhD + 8 industry
• Civil status: single
• Dependent children (Kinderen ten laste/enfants à charge): none

2. TYPE OF CONTRACT

• Current job title/description: Program Manager
• (Ancienniteit/Anciennité): in my rank: 2yrs, total: 8 yrs in industry + 3 yrs PhD
• Official hours/week: 38h
• Real hours/week (excluding transport): 40h
• SectoIndustry: Microelectronics

3. WAGE CONDITIONS)

• Gross wage (brut): 6400
• Net wage (incl. net fees): 3450
• 13th month (full? partial?): 13.92 full
• Mobile phone? Laptop?: laptop / phone
• Meal vouchers: 7€ for each day worked
• Ecocheques: no
• Group Insurance (% part employer): yes - fully employer
• Hospitalisation Insurance: yes.
• Other advantages: phone contract, home internet fee and some other stuff, yearly bonus around 10% of gross salary, + 1.5k€ net if company meet some cash flow criteria, no stocks for now.

4. MOBILITY

• City/region of work: Antwerp
• Distance home-work (km's): 20
• Distance home-work (time): 25/30’
• Do you need your own car?: no
• How is the travel home-work compensated: car km not compensated / train and bikes are 20cents/km but i rarely use them due to logistic.
• Company cabike (what's the budget, do you have a fuel card?): Audi Q3 Company car + fuel card for belgium

5. OTHER CONDITIONS

• Amount of official holidays: 22+12days holidays
• (ADV, RTT): none
• Other extra holidays: none
• How easy can you plan a day off: very easily
• Shiftwork or daytime job? Daytime
• Flexible working hours: yes
• Amount of stress: Intense job, somewhat stressy at time, but I like
• How often does overtime happens: rarely
• Education possibilities: ok internally
• Teleworking (besides corona-period): can do full week from home, we are encouraged to go 2 days per week into office (not mandatory)
• Responsible for personnel (reports): no, i manage several projects, personell come associated with them but I am not the direct manager

I think overall OKish package - can prob get more by changing company, mostly due to stocks. I like where I work (colleagues, upper management and work/life balance) so reluctant to change. Thoughts?

Current cards: (list cards, limits, opening date) Amazon Prime, 8k limit, ~2017
Southwest, 13k limit, ~2021 (I intend to close this or back off on using-- recommendations welcome on which to do)
Wells Fargo, 6k limit, 2013
FICO Score: e.g. 792 Oldest account age: e.g. 9 years, 11 months Chase 5/24 status: 1/24 Income: Current salary is around ~40k, but starting new job in August, anticipated annual salary to be $90-100k.
Average monthly spend and categories: dining: $308 groceries: $392 gas: $59 travel: $983 (This includes Lyfts + flights) other: $1151 (this is "shopping" according to chase, which includes all amazon purchases and will continue to be put on the 5% amazon card, and some shared/reimbursable expenses that could be moved onto other card).
Open to Business Cards: Potentially. I do not have an LLC but make about ~$20 a year on Etsy selling digital printables.
What's the purpose of your next card?
TLDR: Maximizing rewards between everyday expenses and a mild/moderate amount of travel.
I am thankfully moving in with my (now long distance) significant other, rendering my Southwest card fairly useless. I anticipate my travel to go WAY down-- we have all of our Southwest travel booked through October, and have a few flights remaining to book that I hope to use this new card for. I expect to travel in the future 5-6x per year (most likely a combo of Delta, American). Only a handful of those trips will we need hotels. We are expecting a large international trip to visit his family possibly next year, travel advisories allowing. Lounge access would only be a bonus but I have been "roughing it" for almost two years flying 2-3x a month without it and been doing just fine.
I spend a lot of money on groceries and dining out and anticipate this to increase living with SO. This points me to Amex gold, but I have some reservations since Chase points seem to be an on-the-cent better value, and I am uncertain how smooth the renewal process is for either.
I also am someone who will spend time gaming the system and researching accordingly-- I have been intrigued about the ability to transfer gold points to other rewards programs.
Do you have any cards you've been looking at? Amex Gold, Chase Sapphire (Preferred or Reserve) -- I am okay with the heavier AF if a flight credit is accompanied.
Are you OK with category spending or do you want a general spending card? I think I will get better bang for my buck on category, but open to suggestions!

Hi! I'm a high school junior currently considering SCAD for UX Design. I'm wondering if the program is worth the high cost and large amount of loans that would result. Although I haven't actually applied and received an aid package, I think my loans would total to around 80-100k based on my family's income and the fact that the tuition will increase every year, even with factoring in scholarships.
I'm comparing SCAD with my state school which offers a graphic design BFA and a HCI minor, and I would most likely graduate without debt or with a couple thousand.
I've noticed that SCAD offers the SCADpro courses with top companies which are incredible opportunities to network and look great on a resume. My state school does not seem to have those types of connections with companies and has less of the specific UX curriculum that SCAD offers, meaning that I would have to self-start many of my UX projects. Based on my research, it seems like many/a majority of UX grads get jobs at top-paying companies and are able to make valuable connections at the school. (And seem to have really exceptional portfolios!) I've seen economists recommend that students borrow less than their expected starting salary, and I know that this field can pay very well, especially at big companies that SCAD grads seem to be able to get into through the program.
At my state school, I would most likely have to teach myself many of the UX concepts and self-start a lot of my UX projects. I would also have to try to make the connections in the industry on my own and would be have less assistance in finding and applying to jobs compared to the advisors and career fairs offered at SCAD.
TLDR: Is SCAD worth the much heftier price compared to my state school in exchange for the connections with the industry and lessened need to seek out my own learning in UX?