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Meet Devin, Frank and Katie: The Trio Making a Positive Impact for Generations

Meet Devin, Frank and Katie: The Trio Making a Positive Impact for Generations

Tapping into different voices, perspectives, and experiences helps businesses solve problems, reveals new opportunities to grow, and encourages contributions that better support people and communities. At Henkel North America, diversity is a path to progress, innovation, and impact. Our employees and partners are united by our purpose: Pioneers at heart for the good of generations. They collaborate to tackle challenges, find solutions and open new perspectives – allowing us to deliver products, services, and innovations that enrich and improve everyday life.
We invite you to 'meet' our pioneers in our series, 'Pioneers for Good.'
Introducing Devin, Frank, and Katie
Devin Cathcart, Creative Manager; Frank Ziegler, Brand Marketing Director; and Katie Schulze, Brand Manager, are each deeply committed to their professional roles and to making a positive impact in their community. They first connected as many colleagues do – collaborating on projects both within and beyond Henkel—while working at the Westlake, Ohio office, supporting Henkel's Adhesive Technologies Consumer & Craftsman Division. What they didn't anticipate was the powerful synergy of their partnership and shared drive to create lasting change.
As residents of the Greater Cleveland area, Devin, Frank, and Katie share a desire to build up their local community. They identified an opportunity to combine their passion, individual strengths, and Henkel resources to serve the greater good.
Devin, Frank, and Katie share what it means to be a pioneer for good - watch the video above.
Building Initiatives through Purpose
Together, they ideated and brought to life the Loctite® 2nd Chance House Project, a corporate sponsorship that enabled Loctite to support the work of the Greater Cleveland Habitat for Humanity in revitalizing a condemned house in Cleveland and transforming it into a welcoming home for a deserving family.
This project came about through the ultimate goal of understanding how we can leverage our market-leading brands [Loctite] to support Henkel's sustainability initiatives. In this case, we were especially driven by community impact.
Frank Ziegler
Inspired by that impact – rooted in a shared mission to uplift and support thriving communities – Devin, Frank and Katie saw a natural alignment with Habitat for Humanity and its commitment to empowering families through long-term housing stability. The team also aimed to minimize landfill waste and looked for creative ways to repurpose items like furniture and building materials. They rallied a team of 60 motivated Henkel employees to volunteer their time and energy along with industry professionals and DIY experts. For everyone involved, it became a meaningful, multi-dimensional opportunity to bring a shared vision to life.
Utilizing Partnerships to Create Impact
Devin, Frank, and Katie's roles at Henkel bring unique perspectives to the Loctite 2nd Chance House Project, both from the Loctite brand and their collaboration with Habitat for Humanity.
Devin, the creative lead, is responsible for visualizing and executing the project's storytelling elements. Frank, the strategist, is focused on team coordination and direction. Katie, the logistical expert, ensures seamless execution throughout the project. Together, they form a dynamic team, amplifying Loctite's purpose and addressing a gap in the community through the power of multimedia storytelling. It is a feat made possible by the meaningful partnerships they fostered along the way.
Habitat for Humanity's dedicated team proved to be the perfect complement to this remarkable program. Henkel and Habitat have a long-standing global partnership, and this alliance not only strengthened their relationship but also delivered tangible change, hope and stability to families across Greater Cleveland.
Henkel and Habitat for Humanity
Since 2012, Henkel has supported Habitat for Humanity through donations of funds and building materials and employee volunteers around the world. In North America, employees have volunteered at over a dozen build sites from California to Connecticut to Toronto, Canada and more.
It's really impactful and exciting to be able to see something that you've not only been able to help work on physically, but also something you've helped promote and raise awareness around.
Katie Schulze
Leaving a Mark that Lasts
From the beginning, creating a lasting impact was always the goal for these three pioneers.
This project is not just dollars spent on building a set and tearing it down; it's a legacy. At the end of the day, there's a house that someone gets to live in because of a project we took on at work. We found a way to make it work for our brand, for our goals, and directly impact our community.
Devin Cathcart
The Loctite 2nd Chance House Project is just getting started! The team has already launched a second project—once again led by Devin, Frank, and Katie. Learn about the venture and stay tuned for what's next in this exciting partnership at Loctite 2nd Chance House.
Visit 3BL Media to see more multimedia and stories from Henkel
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Yacht trips, equity, Apple TV income and sunbeds: How clubs convince players to sign for them
Yacht trips, equity, Apple TV income and sunbeds: How clubs convince players to sign for them

New York Times

time19 minutes ago

  • New York Times

Yacht trips, equity, Apple TV income and sunbeds: How clubs convince players to sign for them

It's not just about a few quid and a nice car anymore. Inter Miami had to get creative two years ago when trying to sign Lionel Messi as his Paris Saint-Germain contract was running down, with them unable to compete on a straight financial basis with his suitors from Saudi Arabia. Miami's courtship of the Argentinian lasted months, and part of their solution to overcome the financial disparity was to offer him equity in the MLS club, which will activate after he leaves them. Advertisement In an unprecedented move, the deal also included extra income through some of the North American league's commercial partners, specifically money from MLS Season Pass subscriptions on Apple TV, plus agreements for compensation from Adidas and Fanatics. This summer, we are shaping up to have the most lucrative English transfer window ever. More than £1billion has been spent on 218 new players already, according to and the deadline isn't until September 1. Transfers are bigger business and more competitive than ever, but what methods do clubs employ to ensure that the player they want comes to them? And how have those processes changed over time? 'The higher up the chain you go, the more outlandish the demands get,' an agent with Premier League players on his client roster, speaking on the condition of anonymity to protect relationships, told The Athletic. 'It can be something very specific — like helping to bring their pet into the country if they're moving from overseas to England — or something fairly normal, like a corporate box for their family and friends in the stadium, which is a pretty common stipulation. 'The vast majority of the time, it's the player instigating these perks, and it's always better to bring them up early in my experience, especially if it's really important to them. You don't want to be throwing extras at a club when negotiations are close to being finalised because that can risk annoying the buying club when a deal might be in the balance.' Building relationships with prospective signings over time can be crucial to getting a deal over the line. It's not uncommon for sporting directors to check in with players they hope to sign, or have tried to get, sending 'well done' messages if they have performed well in a particular game, for example, and striking up rapport and familiarity. That effort in laying the foundations can provide an advantage over rival clubs who might drop in at the last minute during a transfer window with an opportunistic bid. Advertisement An ownership stake, or profiting from a club's success, is becoming more common among the football superrich. It hasn't always been this way. The late 1980s were a simpler, less extravagant time, when a humble sunbed was a key aspect of transfer negotiations. At least that's according to Paul Gascoigne, who said that Tottenham Hotspur buying one for his sister, and a house for his parents, led him to turn down Alex Ferguson and Manchester United to join the London club from Newcastle United. This was in 1988, when England's version of Diego Maradona had just been voted young player of the year by his fellow professionals in the English league. He was two years away from becoming one of the best players in the world, via his performance at the 1990 World Cup (Gascoigne was also fourth in the Ballon d'Or voting in the latter year). United were still a few seasons away from starting their two-decades-plus dominance of English football, but Gascoigne had agreed to join them… until the intervention of Tottenham's then chairman, Irving Scholar. 'When Spurs offered my family a house and they (United) wouldn't match it, I wanted to look after my mum and dad,' Gascoigne later said. 'They offered my sister a sunbed — a sunbed in the contract — which she got. 'It was probably my sister's sunbed they (United) couldn't afford. She should have got a spray tan and I would have a few more medals.' It was one of English football's Sliding Doors moments. Gascoigne would surely not only have won multiple medals at Old Trafford, but under Ferguson, or even just away from the bright lights of London, his career and personal health may not have waned so dramatically. Ferguson said Gascoigne was the one player in his long managerial career he wished he had been able to sign. 'I think he was the best English player since Bobby Charlton,' Ferguson said in 2021. 'Unfortunately, we didn't get him. I think, looking back now, he made a big mistake. He recognised it himself years later, but we had (other) Geordies in the camp; Bobby Charlton, Bryan Robson, Steve Bruce, even Gary Pallister from Middlesbrough, we had people there who would have taken care of him. Advertisement 'He had agreed to sign, and then Tottenham changed his mind by buying his mother and father a house. Martin Edwards (United's chairman at the time) was not that type.' Persuading a player to join your club almost always involves financial matters, but from time to time, the odd football connoisseur will be blown away by good old-fashioned research. Brentford defender Kristoffer Ajer had multiple options when leaving Scotland's Celtic in 2021, but he picked the west London side partly because they'd watched him play more than 100 times, partly because they told him he needed to improve his game. 'They said that they had been to 123 games of Celtic's and provided feedback on which ones (his performances) were green and approved, and which ones were red and unacceptable,' Ajer told TV 2 from his Norwegian homeland. 'They analyse everything. 'What I liked about this club compared to the others was that they said there were a lot of exciting things about me they were interested in, but also that I had to improve a lot.' There are some contract clauses that clubs would never dream of coming up with were they not instigated by the player. Arsenal, for example, agreed that Dennis Bergkamp wouldn't have to fly to away European matches when he joined them from Italy's Inter due to his fear of flying, even if it cost him plenty of money during negotiations, as the Dutch forward later revealed in his autobiography. 'In talks with Arsenal, if I said 'a million', they automatically deducted a hundred grand 'because you don't fly', and I accepted that,' Bergkamp said. If all else fails, roll out the super-yacht, which is exactly what Chelsea's then-owner, Roman Abramovich, did when trying to lure Luka Modric across London from Spurs in 2011. Modric was open to the idea of leaving Tottenham and Abramovich pulled out all the stops, as the player recalled in his autobiography: 'First, Vanja (Modric's wife) and I took a private jet from Zadar (Modric's hometown in Croatia) to Cannes (a resort in the south of France), where my management team were waiting. Then, a van with tinted-glass windows took us to Nice, some 30km (18 miles) away. There, we were picked up by Roman Abramovich's security, who put us on a speedboat and took us to the Chelsea owner's yacht. 'It was quick and well organised; just as we made ourselves comfortable on one of the luxury decks, Abramovich showed up. 'During our meeting, he left an impression of a relaxed, somewhat mysterious person. He wasn't beating around the bush and said, 'We know you are a quality player. I'd like you to sign for Chelsea'. I had come to his yacht to talk, so it was evident I wished the same. We finished our drinks and, after 20 minutes or so, Abramovich and his wife discreetly retreated to their quarters. As he said goodbye, he suggested we relax and have a swim, but we thanked him and left. Within 90 minutes, we were back on the coast of Nice.' Advertisement Some decent target courting, but Abramovich hadn't reckoned on a curveball — Spurs chairman Daniel Levy, who staunchly rebuffed Chelsea's subsequent attempts to buy Modric, who instead moved to Real Madrid a year later. Chelsea did get one deal over the line around five years before that didn't involve a super-yacht, namely Mikel John Obi, after a tug-of-war with Manchester United and Norwegian selling club Lyn that involved lawsuits, forged signatures, allegations of kidnapping, FIFA and police enquiries, and, ultimately, a suspended prison sentence handed down by an Oslo court to a senior official at Lyn. Oh, and Roy Keane acting as a bodyguard in training. Revisited by The Athletic's Dominic Fifield and Simon Johnson in 2021, it has to be read to be believed. The advent of Google Maps (or whatever your digital mapping service of choice is) may have helped prevent some far-fetched transfers from going through. In the 1990s, mercurial Colombian striker Faustino Asprilla was supposedly hoodwinked that Newcastle was near London when the Premier League side, managed by Kevin Keegan, were trying to sign him from Parma in Italy. (It's actually over 250 miles/400km away — a five-hour drive.) Newcastle's then chairman Freddy Shepherd said some years later: 'We went over to Parma and Keegan got there before us, he was sat there persuading him to come. When we got there, myself, (and fellow directors) Freddie Fletcher and Douglas Hall were there and the deal was done. We shook hands. Then Asprilla's agent said, 'He just wants to know which part of London Newcastle is in?'. 'We said, 'What?'. We said, 'Just tell him it isn't far!'. Tino couldn't speak good English at the time, but every transfer had a story behind it. There was always something.' Like Asprilla, signing Netherlands international Bryan Roy from Italy's Foggia was a real coup for Nottingham Forest in 1994. Again, some scratchy geography may have played a part in getting the deal done, as Forest's manager at the time, Frank Clark, later recalled. 'Bryan was playing in the 1994 World Cup (in the United States). I got there and was told I couldn't see him as the manager wouldn't let him out of the camp,' Clark told the Forest-themed Garibaldi Red podcast. 'I was told I could watch him play and travel on the coach with all the officials because his agent's father was chairman of the Dutch FA. Advertisement 'I got on this coach and was told to get to the back and sit with the players' wives. I ended up sitting next to Bryan's wife, which was handy. She was a budding actress, so she wanted to know how far London was from Nottingham. I thought this could be a key question, so I told her it wasn't far — 40 minutes on a train (it's actually more than twice that) or 30 minutes flying. 'Bryan was hopeless on the night, but we went through with the deal.' The sport may have irrevocably changed in the years since, but that doesn't mean a few old-fashioned tactics don't remain key to encouraging a player to sign for your club. A simple but compelling phone call seems to do the trick for Ange Postecoglou, whose powers of persuasion have been cited by a number of players as an important reason why they joined the Australian manager's teams. As The Athletic's Charlie Eccleshare wrote last year: 'At Celtic, new signings waxing lyrical about their conversations with Postecoglou became so commonplace that there was a running joke that the head coach could have an alternative career in recruitment if he ever had enough of football.' 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Cleveland-Cliffs (CLF) Beats Stock Market Upswing: What Investors Need to Know
Cleveland-Cliffs (CLF) Beats Stock Market Upswing: What Investors Need to Know

Yahoo

time31 minutes ago

  • Yahoo

Cleveland-Cliffs (CLF) Beats Stock Market Upswing: What Investors Need to Know

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Anduril, the company behind Ohio's new megaproject, favored in ‘Big Beautiful Bill'
Anduril, the company behind Ohio's new megaproject, favored in ‘Big Beautiful Bill'

Yahoo

time44 minutes ago

  • Yahoo

Anduril, the company behind Ohio's new megaproject, favored in ‘Big Beautiful Bill'

COLUMBUS, Ohio (WCMH) — Ohio's new megaproject got quite a boost from President Donald Trump's 'Big Beautiful Bill.' As Anduril Industries ambitiously hopes to open its central Ohio-based drone and vehicular weapons manufacturing plant by July 2026, the defense systems manufacturer is already securing business. Trump's new government spending bill allocates several billion dollars to border security and includes favorable policies for Anduril. Although Anduril's Ohio plant, 'Arsenal 1,' is not expected to make the technology favored in the bill, the new regulations will likely indirectly help Anduril build drones in Ohio. The national budget bill allocates $6.1 billion to border security screening, including new technological investments along the border. The bill also includes a restriction on which technologies can be purchased. It says the funds can only be used for surveillance towers that have been 'tested and accepted by U.S. Customs and Border Protection to deliver autonomous capabilities.' Why Ohio's state tree may not be the buckeye The bill goes on to define autonomous as a system designed to apply AI, machine learning or other algorithms to 'detect, identify, classify and track items of interest in real time' without needing active human participation. These stipulations heavily favor Anduril, which had 300 autonomous surveillance towers along U.S. borders as of September 2024. Anduril appears to be the only defense company that is tested and accepted by Customs and Border Protection (CBP). Anduril's Sentry Towers are also specifically equipped to meet those demands by using AI and a bird's eye view to track movement on the ground, including people crossing the border. The Intercept, the left-leaning journalism nonprofit that broke the story, reportedly got confirmation from CBP that Anduril was the only company approved to provide towers under the 'Big Beautiful Bill.' NBC4 reached out to CBP and Anduril for comment and confirmation, but neither replied. Ohio's Anduril plant will build drones and autonomous airborne vehicles, not surveillance towers. According to Anduril founder Palmer Luckey, weapons and defense systems built at Arsenal 1 are more likely to be sent to allies in Ukraine or used for military defense rather than border patrol. See previous coverage of Ohio's Arsenal 1 in the video player above. Ohio law to require age verification for adult websites However, the bill's rules will likely bring more capital to Anduril, helping it fund operations in Ohio. Unlike Intel, the company behind another central Ohio megaproject, Anduril is in very good financial standing, which will help it avoid delays like the ones Ohioans have seen with Intel. The U.S. has used Remote Video Surveillance Systems along its borders since 2011, according to NBC News. As surveillance shifts to favor artificial intelligence, Anduril leads the pack. Both CBP and Congress have said over the past few years that they want more autonomous towers along the border. Anduril founders created the company to seek government contracts, so it's understandable that they would cater their technology to what the government is seeking. The U.S. also uses Virginia-based General Dynamics Information Technology (GDIT) and Israeli company Elbit Systems for border patrol towers. In January 2024, GDIT was investing in autonomous tower technology with the government's backing, but is not confirmed to have formally developed a tower that fits the bill's new requirements. Elbit Systems' American branch said it offers autonomous tower surveillance options, and it has 'limited artificial intelligence capabilities' that track and alert border patrol agents. However, Elbit Systems does not currently appear to be certified by CBP. The bill does not limit new companies from developing compliant technology, so Anduril's advantage could be temporary. How 'no tax on tips' could help, hurt Ohio workers The bill's preference toward Anduril is not going unnoticed, especially because the company is well-connected to the current presidential administration. Luckey is a long-standing Trump supporter, as is Anduril financer Peter Thiel. Thiel claims he was fired from Facebook for a donation to a pro-Trump organization, making him a political outlier in Silicon Valley in 2016. Around the same time, Thiel began mentoring Vice President J.D. Vance. Thiel is often at least partially credited with Trump's selection of Vance for vice president, and Vance is largely considered Thiel's protégé. Trump also nominated Senior Director of Anduril Industries Michael Obadal for Army undersecretary. The undersecretary oversees management and oversight within the army, including input on how it spends its budget. His nomination was accompanied by concerns over his continued ties to Anduril. Copyright 2025 Nexstar Media, Inc. All rights reserved. This material may not be published, broadcast, rewritten, or redistributed.

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