How Market America Compares to Being a Freelancer

While making passive income from Market America in most cases will beat a regular hourly paying job, it may face some stiff competition from freelancing. There are a ton of similarities between earning passive income and being a freelancer. One thing that Market America and freelancing share in common is that they allow people to work at any time. People can also take a lot of time off from their work and not worry about losing their jobs. This is where the similarities tend to end in most cases. When it comes to the differences, it is up to the individual to decide what type of advantage he wants.

When it comes to being a freelancer, the main difference is that the individual is paid based on the type of work he gets done. If he gets a lot of work done, then he is going to get paid a lot. This is a huge advantage over hourly wage jobs. For one thing, he is not going to be milked for his hours. This means that if he does a lot more work, he is going to be paid more than when he does sparing amounts of work. However, one disadvantage is that if the person stops working, the money stops coming in.

When it comes to earning passive income from Market America, the individual will be able to build his income. After he stops working, he is likely to keep gaining money because he is promoting a product and is paid based on the sales his link makes. The only disadvantage is that the freelancer will start making money right away while it could take time for a user to build passive income. Even a penny can take a while to make with passive income. Fortunately, Market America knows how to train people so that they will be able to cut down on the time it takes to make money.

Louis Chenevert Is a Proven Top Leader

IdeaMensch recently conducted an interview with Louis Chenevert, the former Chief Executive Officer of United Technologies Corporation (UTC). This interview focused on Louis Chenevert’s career prior to and during his time with United Technologies. The questions touched on subjects such as Louis Chenevert’s philosophy of leadership principles, what changes at UTC during Louis Chenevert’s tenure drove their continuing successes and how some facets of his leadership would be different if he was starting anew.

While at UTC, Louis Chenevert instituted new strategies for production efforts. Instead of outsourcing most of the company’s work to overseas factories, UTC and Louis Chenevert moved production into the United States, believing that cheap labor overseas would result in cheaply made products. Subsequent production was concentrated in Connecticut where the top talent could work with the plant workforce to eliminate problems and produce their best results efficiently. Common wisdom at the time was opposed to this type of approach, but UTC was able to survive during the recession and ultimately see its share prices increase from $37 a share to $117 a share under Louis Chenevert’s leadership.

One of the most profound impacts that Louis Chenevert had on UTC while CEO was in engineering the acquisition of the Goodrich Corporation, an aerospace manufacturing company that had been the largest rubber manufacturer in the world prior to becoming an aerospace company. The purpose of acquiring Goodrich was to have an internal producer of aircraft components, which would reduce production costs. The acquisition process took a year to negotiate and plan, and in 2011, UTC bought Goodrich Corporation for $18.4 billion and merged it with another division to ultimately become UTC aerospace systems. This placed UTC in a position to become a multinational conglomerate with a greater influence in the world market.

The last question IdeaMensch asked Louis Chenevert was what was one important strategy that helped him increase the business footprint of UTC. Louis Chenevert answered that a relentless focus, eliminating roadblocks, keeping an open mind and keeping personal contact with the workforce was always his goal. Louis Chenevert also said that surrounding oneself with winners was important, as a leader can only be as good as his or her team. Currently, Louis Chenevert is semi-retired and serves as a Exclusive Advisor with Goldman Sachs, and his proven expertise continues to be valuable.