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Augmented reality could revolutionise financial advice

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The Pokemon Go craze may have subsided, but the mobile game has cemented augmented reality in the public’s consciousness. With the UK release of Oculus Rift yesterday, the more immersive virtual reality is also set to grip the nation. With these new states of reality engaging us, it begs the question: how long it will take for sectors outside the games industry to wake up to the possibilities of using this kind of technology to enhance consumer engagement?

One industry which is ripe for a shake-up is the financial services. Financial providers have long struggled with how to engage consumers, often falling at the first hurdle when it comes to introducing people to the concept of long-term saving early on in life.

*Robo-advice*

Access to financial advice is an obvious starting point. When discussion about how to initially engage more consumers, robo-advice often comes up. In theory, robo-advice should close the advice gap, offering a solution to the 95 per cent of people who cannot afford, or do not need to seek, counsel from a professional (human) adviser.

*Read more*: Robo-advice can democratise finance by making investing easy and convenient

We are still some way off from this being a reality. There are compliance costs involved, and for every piece of advice generated there needs to be a person monitoring it to ensure every possible scenario is approved. Big data will go a long way to solving this. If enough data can be collected, then almost every scenario can be categorised, solved and bespoke solutions created by robo-advice software.

But robo-advice only solves the access to advice gap. Ensuring consumers pay proper consideration to their financial wellbeing is a different matter, and should be next on the horizon for financial services. If it becomes possible to integrate financial management better into our daily lives and to engage with our finances over coffee or on the Tube, then building pension pots and reaching other financial goals will become far easier.

*Augmented and virtual reality*

It seems clear that an overlay of reality is the future of engagement, and Pokemon Go’s success underscored this. One of the reasons for its success was that augmented reality, or even virtual reality, is a natural next step for human interaction in today’s world. You are adding to an existing reality, instead of teaching consumers to learn and understand a completely new one. Based on this, it would be far more effective if we could engage with a virtual human through our smartphone, rather than interacting with a robo-adviser via a messaging platform on our computer.

Not only could this combined reality revolutionise the pension industry, but the entire financial services industry. Consider health insurance. You could get a bespoke health quote just by being able to have a conversation in virtual reality. Everyday banking, from your current account, savings and overdraft, could update you on demand. You could even monitor and get advice on your investments or assets whenever you wanted. People are seeking quick satisfaction and availability, and a combined reality is the obvious solution.

*Read more*: Virtual reality has arrived – Vive must be seen to be believed

Gamification is something the industry could use to enhance engagement even further. Rewarding customers when they take simple engagement steps will allow the financial services industry to mimic how games give consumers immediate satisfaction by doing simple steps.

All of this could be a reality in 10 years, possibly even sooner. Remember, it was only six years ago that smartphones were starting to become widely used. Now we are on the cusp of being able to manage our entire lives through them. Technology moves quickly, and can be impossible to predict. But if the financial services sector can keep up, it can harness online reality and thrive on a boom in engagement. Reported by City A.M. 13 hours ago.

Would You Like Some Insurance With Your Insurance?

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For the first time in her life, 26-year-old freelance designer Susannah Lohr had to shop for health insurance this year. Reported by ajc.com 8 hours ago.

United States: Marketplace Notice For Premium Tax Credit - Brown Smith Wallace

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Even if you haven't yet received a notice from a Health Insurance Marketplace (often referred to as an "exchange"), it could still happen. Reported by Mondaq 8 hours ago.

United States: Can Self-Insured Plans Charge Tobacco Users More For Coverage? - Brown Smith Wallace

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We're concerned about our self-insured plan's compliance with the nondiscrimination rules under the Health Insurance Portability and Accountability Act (HIPAA). Reported by Mondaq 8 hours ago.

WNY health plans rate well in national quality ratings

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In a repeat performance, an annual national rating for health insurers has recognized the Western New York region’s insurers with high scores. The 2016-2017 Health Insurance Plan Ratings are issued by the National Commission for Quality Assurance, a private, non-profit organization dedicated to improving health care quality. The ratings are based on clinical quality, member satisfaction and NCQA accreditation standards. For commercial plans, Independent Health’s products were rated 4.5 out… Reported by bizjournals 7 hours ago.

Eventus Solutions Group Completes Siebel Modernization Project for State Health Benefits Exchange

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DENVER, CO--(Marketwired - September 21, 2016) - Some states have chosen to offer state-based official health insurance marketplaces to meet the requirements of the federal Affordable Care Act. As with all health insurance marketplaces, the goal is to help residents lower their healthcare costs, promote health and eliminate health inequalities. After completing the second open enrollment, a state health benefit exchange identified the need to update their CRM platform and improve their operations to serve customers better, gain insightful information and enhance their overall operations. To help facilitate this, an RFP was issued in 2016 identifying the needs and Eventus Solutions Group was chosen as part of a larger team to help implement overall contact center changes. This is Eventus's third Oracle Service Cloud platform installation for a state-based Health Benefit Exchange. Reported by Marketwired 6 hours ago.

CrowdStrike Falcon Platform Achieves Independent Validation for HIPAA Compliance

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CrowdStrike Falcon Platform Achieves Independent Validation for HIPAA Compliance IRVINE, Calif.--(BUSINESS WIRE)--CrowdStrike, the leader in cloud-delivered next-generation endpoint protection, today announced that the CrowdStrike Falcon™ Platform has been independently validated to assist healthcare organizations with compliance with the Health Insurance Portability and Accountability Act (HIPAA). The validation was provided in a report by Coalfire, a leading assessor for HIPAA, HITRUST, PCI, FedRAMP and other compliance standards across the financial, government, industry Reported by Business Wire 5 hours ago.

Tufts Health Plan Receives a ‘5 out of 5’ Rating from the National Committee for Quality Assurance

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Tufts Health Plan Receives a ‘5 out of 5’ Rating from the National Committee for Quality Assurance WATERTOWN, Mass.--(BUSINESS WIRE)--Tufts Health Plan today announced it is rated 5 out of 5 by the National Committee for Quality Assurance (NCQA) on its annual rating of private health insurance plans.* Tufts Health Plan is the only health plan in the nation to receive the rating for both its HMO and PPO products. Tufts Health Plan PPO is the only PPO plan in America to receive the 5 out of 5 rating. Tufts Health Plan’s Medicaid plan achieved a 4.5 rating by NCQA.** “We strive to deliver super Reported by Business Wire 4 hours ago.

Increased Administrative Burden, Reduced Reimbursement Continue to Be Top Concerns among New Jersey Physicians

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Brach Eichler’s 2016 New Jersey Health Care Monitor reveals nearly half of all New Jersey physicians had decreased income in the last year. Many plan to merge or modify practice to improve cash flow and operational efficiencies.

Roseland, NJ (PRWEB) September 21, 2016

An overwhelming majority of New Jersey physicians stated that the changing health care environment negatively affected their medical practices within the last year, according to a recent survey of New Jersey physicians; nearly 81% of those surveyed cited increased administrative burden in their practices having a negative effect (up from 39% in 2015), while 65% cited reduced insurance reimbursements (up from 26.5% in 2015). The results were reported in the newly-released 2016 New Jersey Health Care Monitor, the fifth annual survey of New Jersey physicians conducted by Brach Eichler. In July 2016, 126 physicians comprising solo practitioners, members of a group practice and employees of a health care facility were surveyed.

In line with reports of reduced reimbursements, approximately 47% of respondents stated their income decreased within the last year. However, this figure actually reflects a nearly 10% change from the prior year, when more than half of all respondents (56.2%) said their income from their practice decreased, signaling a possible slowdown in a trend that has been occurring for some time. According to the 2013 survey, 63.4% of physicians reported reduced reimbursements.

“In the face of reduced reimbursements, physicians continue to look for ways to remain competitive and sustain their practices. For example, nearly 13.5% took purposeful steps to reduce expenses by changing their practice structure,” noted Brach Eichler Health Law Practice Chair John D. Fanburg. “This is really testimony to the challenging environment for practitioners who must balance the practice of medicine and their desire to treat patients with the growing demands of the business and regulatory aspects of their practice.”

While “administrative burden” (regulatory and compliance issues) was the strongest reported factor affecting their practices, physicians also cited technology expenditures (53.17%), reduced time with patients (also 53.17%, more than triple the 2015 figure of 15.6%) and increased scrutiny (53.97%). In addition, 48.41% of those surveyed said government intervention was among the underlying factors causing the current healthcare crisis.

Health insurance also was a large concern for physicians; 47.62% said more time spent negotiating or dealing with insurance companies or healthcare payors affected their roles as physicians. In fact, 53.9% of respondents said insurance costs were the primary source for the current healthcare crisis. Respondents noted that other primary sources fueling the healthcare crisis included escalating costs associated with the practice of medicine (50%) and too much government intervention (61%).

According to the 2016 New Jersey Health Care Monitor, these pressures led to nearly 44% of New Jersey physicians changing the structure of their practice last year:· 24% of those who did so integrated with another healthcare organization.
· 10.4% contracted with a healthcare facility.
· 10.4% reduced staff.

Among those that did alter their practice structure, 23.6% said the change resulted in increased cash flow and 28.09% said it reduced operational inefficiencies. Also worth noting is that in spite of so many physicians merging with other practices or cutting staff, 23.2% of those who changed their practice structure last year did so by hiring other practitioners. About the same number (23.02%) plan to do the same in 2017.

Outlook for 2017 Mirrors Current Concerns

When asked about their outlook for their medical practice in 2017, approximately 49% held an unfavorable or very unfavorable outlook; this is a slight improvement over last year’s survey, when more than half of the respondents (51.6%) stated they had a similar outlook. The key concerns reported over the past year are mirrored in those going into 2017:· Heightened administrative burdens, 64.29%
· Keeping up with regulatory/compliance issues, 51.59%
· Escalating costs associated with the practice of medicine, 50%
· Reduced reimbursements, 49.21%
· Government intervention, 48.41%

About 46% of physicians said they plan to change the structure of their practice in the near future; nearly 27% plan to integrate with another practice (nearly three percent more than the prior year), and nearly 12% plan to contract with a healthcare facility. Another 13.49% plan to retire (slightly less than last year), while nearly 8% plan to practice medicine outside of New Jersey (slightly more than in 2015).

Among the New Jersey Health Care Monitor’s other key findings:· Regarding the OMNIA Tier insurance program, the majority of respondents (approximately 55%) said it has had no effect at all on their practice; just over 30% said it has had a .negative effect on their practice, and about 13% reported a positive effect.
· More than one-quarter of physicians have been subjected to an audit from a healthcare payor, most often by a managed care plan or Medicare.
· The vast majority of physicians bill in network (81%).
· Besides government intervention, physicians cited insurance companies (nearly 54%) and escalating costs associated with the practice of medicine (50%) as the primary sources for the nation’s healthcare crisis.

“The healthcare market will continue to evolve as we’ll see further consolidation of medical practices and more physicians becoming employees of hospitals and large multi specialty groups,” noted Joseph Gorrell, a member in the health law practice at Brach Eichler. “Whether this consolidation will result in greater efficiencies and a higher quality of care will be the focus of great interest as this evolution continues.”

Full results of the survey can be found at http://www.bracheichler.com

About Brach Eichler LLC
Brach Eichler’s health law practice offers an array of services to clients across the healthcare field in such areas as physician and hospital contracts; corporate governance and compliance; health care mergers and acquisitions, administrative and judicial litigation; and state and federal regulatory advice. Clients reflect a cross-section of the healthcare industry, including large physician groups, individual practitioners, hospitals and hospital systems, medical staff organizations, physician specialty societies, health care trade associations, from long-term care facilities, home health agencies, and patients and providers seeking insurance coverage and proper reimbursement. The Chambers USA Guide to America's Leading Lawyers for Business included Brach Eichler as having among the five leading healthcare law practices in New Jersey.

Brach Eichler LLC is a full-service law firm based in Roseland, N.J. With over 70 attorneys, the firm is focused in the following practice areas: Business Transactions & Financial Services, Criminal Defense and Government Investigations, Employment Services, Environmental & Land Use, Family Law, Health Law, Litigation, Patent, Intellectual Property & Information Technology, Real Estate, Real Estate Tax Appeals, Tax, and Trusts & Estates. Brach Eichler attorneys have been recognized by clients and peers alike in Best Lawyers in America, Chambers USA, and New Jersey Super Lawyers. Visit http://www.bracheichler.com. Reported by PRWeb 3 hours ago.

Nearly One Third of Americans Now Comparison Shop for Health Care, but Few People Have a Full Understanding of Basic Insurance Concepts

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Nearly One Third of Americans Now Comparison Shop for Health Care, but Few People Have a Full Understanding of Basic Insurance Concepts MINNETONKA, Minn.--(BUSINESS WIRE)--More people are using technology to improve access to care and make more informed decisions, even as most have a limited understanding of health insurance terms or costs of specific medical services. Reported by Business Wire 3 hours ago.

Medica and Briva Health Launch Health Insurance 101 to Help Public Program Enrollees Understand Health Insurance

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Medica and Briva Health Launch Health Insurance 101 to Help Public Program Enrollees Understand Health Insurance MINNEAPOLIS--(BUSINESS WIRE)--Medica and Briva Health have joined forces to educate members of Medical Assistance and MinnesotaCare health plans about the complex world of health insurance through a program: Health Insurance 101. Reported by Business Wire 3 hours ago.

Tagetik's Progressive CFO Webinar Highlights How Solvency II Compliance Lessons Can Benefit Finance Leaders In All Industry Sectors

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STAMFORD, Connecticut and LUCCA, Italy, September 21, 2016 /PRNewswire/ -- Ronald van Hees, Finance Director of CZ Health Insurance, Will Discuss how a Solvency II Compliance Solution is Paving th... Reported by FinanzNachrichten.de 2 hours ago.

New AMA Analyses Support Blocking the Anthem-Cigna and Aetna-Humana Mergers

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Competition and Choice Hang in Balance as the Health Insurance Industry Slides Toward Corporate Monopolies Reported by Marketwired 1 hour ago.

Once a Nurse, Always a Nurse...

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This week, the U.S. House of Representatives Energy and Commerce Committee unanimously passed the Title VIII Nursing Workforce Reauthorization Act (H.R. 2713), bipartisan legislation I authored with Representative David Joyce (OH-14) to strengthen the nursing workforce and improve access to health care. While this is an important step forward for the millions of nurses and aspiring nurses in our country, it is particularly poignant as my 18 years in Congress draw to a close.

When my late husband, Congressman Walter Capps, passed away in office, I was not a politician. I was a public health nurse working in our local schools. And while some said that I couldn't be a Member of Congress because I was "just a nurse," it quickly became clear to me that the work I did every day was exactly what Washington needed.

As nurses, we often wear many hats. We spend much of our time listening to our patients and their families to find the root cause of their ailments and truly understand their needs. We are advocates, navigating a complex system to ensure that our patients receive the best care possible, while gaining valuable insight to our health care system's strengths and weaknesses as a whole. And we are consensus builders, rolling up our sleeves to do whatever is needed to help our patients stay healthy. Simply put: nurses have a critical voice that must be heard.

So when I came to Congress, it was clear to me what I had to do. And I never stopped being a nurse.

That is why one of the first pieces of legislation I championed was the Nurse Reinvestment Act, a bipartisan effort signed into law by George W. Bush in 2002 to expand our nation's federal nursing workforce training programs. I also founded and continue to co-chair the bipartisan House Nursing Caucus, the first caucus established to highlight the critical role nurses play in our health care system. And for the past nine years, I have led efforts to improve nurse staffing numbers in hospitals to help ensure better care for patients and protect against nurse burnout.

Nursing issues were also a key component of the Affordable Care Act. When it became law in 2010, our nation took its first steps toward moving our health care system from one that only focused on those who were sick to one that also emphasizes wellness and prevention. In this law I spearheaded efforts to continue nursing workforce programs, as well as expand access to care through school-based health centers for students, nurse-managed health clinics for primary care in underserved areas, and nurse home visiting programs to support new moms and babies. It also included a Graduate Nurse Education demonstration program to explore ways to give more clinical experience to Advanced Practice Registered Nurses, like nurse practitioners. More broadly, the law highlighted the importance of our health care system working in collaboration as a team while helping patients be more active participants in their care.

Thanks to the Affordable Care Act, more Americans than ever have health insurance. That has made the need for nurses at all levels of care even clearer. Our country has an increasingly dire shortage of primary care physicians. This shortage is especially problematic among rural and vulnerable populations. But nurses, especially graduate-level prepared Advanced Practice Registered Nurses, have the training and expertise to help fill this gap.

And that is why getting the Title VIII Nursing Workforce Reauthorization Act into law is so important. First enacted 50 years ago, Title VIII programs have helped make it possible for more nurses to deliver high-quality care as demand has increased. The bill bolsters nursing education at all levels, from entry-level preparation through graduate study, and supports institutions that educate nurses to help open spaces in nursing school programs. It helps nurses repay student loans in exchange for working in underserved areas or for going into academia to teach the nurses of tomorrow. And it places a special focus on ensuring nurses are ready and able to care for our nation's aging population.

As anyone who has received medical care can attest, nurses have a powerful presence in medicine. They are caring, attentive, and integral members of the health care team. As we look ahead to looming nursing shortages, reauthorization of these critical programs is more important than ever to help bring more nurses into the field, better educate them for the needs in our communities, and keep them in the profession, providing high-quality care to communities across the country.

We know that the important work of strengthening our health care system is not yet done -- it's far from it. But legislation like this will help get us there.

-- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website. Reported by Huffington Post 1 hour ago.

How Humana sparked a health insurance merger 'frenzy'

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Much like a Southern debutante, there was a time last year when Humana Inc. made it known it was looking for a suitor. And plenty of them lined up. That's according to new court filings in the U.S. Department of Justice's pending anti-merger case against Humana competitor Cigna Corp., cited here by The Hartford Courant. Cigna says in its filing that there was a "bidding frenzy" in the two months after Louisville-based Humana offered its hand, with all the big-name insurers courting each other. Indianapolis-based… Reported by bizjournals 20 minutes ago.

Roundup: Exploding health insurance costs, super-tasty apple recipes and more

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Catch up on a whole day's worth of news in about five minutes. Reported by Denver Post 21 minutes ago.

Healthcare2U Expands in Texas; Clinics in Tyler, Waco Join Network of 60 Primary Care Clinics for Acute Care, Chronic Disease Management

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Clinics in Tyler, Waco Join Network of 60 Primary Care Clinics for Acute Care, Chronic Disease Management

Austin, Texas (PRWEB) September 21, 2016

Healthcare2U is expanding its network of direct primary care clinics for businesses and consumers with the addition of new clinics in Waco and Tyler.

Dr. Sharlet Slough of Slough Medical Clinic of Tyler and Dr. Karl Trippe of Waco Primary Care have joined Healthcare2U’s fast-growing Private Physician Network (PPN) of 60 clinics providing medical care, wellness and chronic disease management.

“Texas ranks near the bottom of all 50 states in the ratio of physicians to population and these new clinics will enable us to serve the growing demand for healthcare. Through our advanced delivery model, Healthcare2U provides an alternative to traditional health insurance with affordable, convenient, personalized primary care,’’ said Andy Bonner, president and CEO of Healthcare2U. “As Healthcare2U grows, we will continue to remain focused on combating disease with an emphasis on prevention and promoting healthy living.’’

Healthcare2U works with healthcare brokers and employer clients to provide a comprehensive suite of customized group health plans to deliver direct primary care to keep healthcare costs low while promoting healthy workforces. Through the company’s membership-based model, no claims are filed for members’ doctor visits against the company’s health plan. Employee members can access same-day or next-day appointments with a $10 visit fee for each clinic visit. In addition, members have round-the-clock access to telemedicine practitioners.

Through the Tyler and Waco clinics, Healthcare2U members will be able to access primary care, wellness coaching and chronic disease management. In addition to a network of more than 60 affiliated clinics, Healthcare2U delivers primary care through dedicated on-site employer based clinics and employer shared clinics.

Healthcare2U is redefining how healthcare is delivered to improve the overall consumer medical experience while holding the line on employer costs. A complete list of clinics can be found at https://healthc2u.com/locations/.
About Healthcare2U

Healthcare2U, headquartered in Austin, Texas, is a leader in delivering direct primary care, wellness and chronic disease management to employers of all sizes. Through a network of 60 clinics across the nation, Healthcare2U, is breaking down barriers to convenient access to quality medical care with a focus on promoting healthy living while preventing disease. For more information, visit http://www.healthc2u.com/. Reported by PRWeb 23 hours ago.

Ohio’s largest health insurance firm names Cincinnati chief

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Medical Mutual of Ohio has hired Chad Francis as regional vice president for the Cincinnati and Dayton region. He is the Cleveland-based company’s first vice president to be stationed in Greater Cincinnati in 15 years. The move follows a reorganization of the sales division of Medical Mutual, which claims to be the oldest and largest health insurance firm in Ohio. Clients include the Cincinnati Bengals and the FC Cincinnati soccer club. Francis, 35, is responsible for retaining and growing business… Reported by bizjournals 23 hours ago.

Poll: Nearly 60% of Voters Oppose Obamacare for Illegal Immigrants

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While California Democrats pushed for a waiver on Obamacare health insurance for illegal immigrants, most voters opposed the idea, according to a Rasmussen Reports survey. Reported by Newsmax 22 hours ago.

Inside the catastrophe at Mode Media, the billion-dollar juggernaut that suddenly went bust

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Inside the catastrophe at Mode Media, the billion-dollar juggernaut that suddenly went bust From the winding freeway that links Silicon Valley with San Francisco, the giant Mode Media sign gracing the company’s headquarters was a hard-to-miss proclamation alerting passing drivers to an internet success story with a rich, $1 billion valuation.

But on the 11th floor of the gleaming building last week, the mood among employees was sour.

Those gathered in the office and patched in through a crackly teleconference suddenly learned that they had no more jobs, no more health insurance coverage, and no more access to the company email system. Mode Media, founded in 2003 and once known as Glam Media, was shutting down. Oh, and please hand in your laptops on the way out.

People were stunned and shocked, and the management team’s final Q&A session with the troops didn’t help.

Someone asked about severance, one former Mode employee recounted. John Small, the COO, simply responded: “There is no severance. There is no Cobra. There is no company.”

“They didn’t give us sh--,” says another Mode employee.

The end of Mode, which raised over $200 million in funding and was once on track for an IPO, stands as one of the biggest implosions of the current tech boom and a reminder of how swiftly the good times can come to an end. 

“There is no severance. There is no Cobra. There is no company.”

Even now as the company's assets are being liquidated by a restructuring firm, many company insiders, including numerous executives, say they are in the dark about what is happening. The company has not filed for bankruptcy protection and calls to HR by staffers are not being returned.

According to more than a dozen people interviewed by Business Insider, the story of Mode's demise is less of an out-of-the-blue collapse than the culmination of a long-running struggle against a changing market and bitter infighting that pitted a flashy, smooth-talking founder against increasingly wary overseas investors.

Hubert Burda Media, the German firm that poured $45 million into Mode as recently as last year, was very influential in convincing the board to shutter the company, according to multiple former Mode executives. In the months leading up to that point though, questions about seemingly inappropriate spending by cofounder and longtime CEO Samir Arora plagued the company, while layoffs and management changes left the organization in disarray. 

*Lavish lifestyle*

Arora started the company in 2003 with a list of accomplishments already under his belt. The India-born entrepreneur had worked at Apple in the early 1990s and founded NetObjects during the first dotcom boom, creating a seminal web development company that IBM acquired for $150 million.

The idea behind Mode Media, which first gained attention as Glam, was to create an online hub for editorial content produced by freelance bloggers at minimal cost. Glam’s content was targeted at women. And Glam combined the content with an ad serving network that reached a constellation of partner websites, allowing Glam to claim massive reach. In 2015, the company said in a press release that it had "over 400 million monthly users worldwide."

But as the market shifted to programmatic ad serving, in which online ads are bought and sold on automated exchanges, Mode’s business began to suffer.

So Mode began trying to reinvent itself as company that made its own "advertorial" content, especially videos and native ads. And Arora was leading the charge, with expensive initiatives including launching a printed restaurant guide and videos featuring famous chefs.

Mode's revenue had reached about $100 million annually by 2015, but growth had stopped and the company was losing about $10 million a year, according to one former executive.

All the former employees we spoke to described Arora as having a smooth, salesman-like personality. He could charm a room and make you believe in whatever his vision was. A penchant for fancy suits and a seemingly lavish lifestyle left an impression on the rank-and-file as well, and rumors circulated about Arora’s extravagant personal expenses and his use of company property like houses in the Hamptons and in LA. 

When Arora and Burda Media began to clash over the direction of the company in 2015, Arora’s lavish lifestyle became a focal point. Mode’s board of directors, at Burda’s urging, initiated an audit that included the expenses Arora billed to the company, according to two former executives. The audit covered things like the company houses in the Hamptons and LA.

"Any reasonable person would think it was unreasonable," one former exec said. "Homes in the Hamptons and LA, I don't see how you would use it for business use, it's impossible."

The audit ultimately cleared Arora of any improprieties, a person familiar with its outcome told us. But the episode underscores the atmosphere of mistrust pervading the company and the power struggle between Arora and Burda.

Even though Burda Media was a minority investor who did not technically control the company, the firm gained enough influence on the board to throw its weight around, according to several sources. In April, Arora was ousted as CEO by the board of directors — a move that many sources said was orchestrated by Burda.

In an emailed statement, Burda said that Arora left the company "by Board Resolution in April 2016." Arora declined to comment.

Marc Andreessen, the internet pioneer who created the web browser, and joined Mode's board in 2011 after selling social network Ning to the company, also left the board in March. Andreessen declined to comment.

*Meet the new CEO*

Jack Rotolo, a longtime Mode exec, was tapped to be Arora’s replacement as CEO in April 2016. He had Burda's backing. But that didn't make his job any easier.

“Jack was put into a really difficult position,” a former exec admitted. Every time the team turned around they uncovered another problem regarding the finances and the future.

But still: “No one had any confidence in Jack’s leadership ability.” He wasn’t right for the job, another said.

A wave of layoffs in June, in which 30 people lost their jobs, caused more turmoil.

There was barely any communication. “Senior, senior people in the company were just called into the room with HR and given a packet,” a former employee said. “I didn't even see Jack.” HR contractors rather than full-time people did the actual firing, the employee said.

Rotolo did not respond to requests for comment.

Despite the layoffs and several high-level departures following Rotolo’s promotion, no one in leadership gave any hints that the company's very future was in question.

True, a plan to file for an IPO that began in 2013 had quietly been put on the back burner. But some explained it away as a reflection of a difficult IPO market, or a view that the cost of building the financial infrastructure necessary to go public was better better spent elsewhere.

Another former executive told us that the view inside the company was that the IPO was more of an attempt by Arora to get attention for the company, which was not ready to go public.

Then all of a sudden, in the third week of September, it all came crashing down.

*What went wrong*

“The general consensus of the employee base is that there was mismanagement of finances,” says one former company executive.

But the most simple explanation in the eyes of many is that Burda had lost faith. The firm refused to invest any more money into Mode and ultimately orchestrated the shutdown, according to several insiders.

Burda said in a statement that Mode was shut down "due to its lack of economic prospects" and "drastic changes" in the US advertising market that made it "impossible" to find new investors. 

"Mode Media’s most serious challenge was the rapidly declining relevance of display advertising in the US. The management didn’t succeed in developing further the original business model or to create a promising perspective for the company. Burda and the other investors continuously supported the company. However, the ruptures of the US advertising market were not likely to allow for an improvement of the situation."

Burda noted that Mode had been seeking new investors since the Fall of 2015 with the help of Goldman Sachs. "The request for more capital could not be satisfied," the firm said. As a result, Burda continued, "the management of Mode asked for an ABC – an assignment for the benefit of creditors- in September 2016," referring to an out of court alternative to bankruptcy in which a company’s assets are sold quickly.

Mode retained Sherwood Partners, a Mountain View, California-based restructuring firm whose website lists specialties such as ABC shutdowns which it says can be done with "less notoriety than with a bankruptcy.”

But there are already questions about one of Mode's main assets — Ning, the social network founded by Marc Andreessen, which Mode acquired for $150 million in 2011. A post on Ning's site last week said that Cyndx, a company led by Mode board member Jim McVeigh has "entered into an agreement with Mode Media to take over the operations of Ning."

According to one person with direct knowledge of the matter, Cyndx is one of several companies that have put in bids to acquire Ning, but no deal has closed yet. It's expected to close by the end of the week.

*Frantic emails*

The shutdown decision appears to have happened with almost no notice, even to senior management.

The day after the shut down announcement, one Mode manager of an overseas office described receiving frantic emails from headquarters requesting immediate transfer of all funds and assets back to the US.

“It was the most unprofessional, unethical experience imaginable, [a] confirmed catastrophe,” another exec raged about the shutdown. “It’s so catastrophically unethical. No one can believe it.”

It’s so catastrophically unethical. No one can believe it.

Bloggers who relied on Mode’s ad network quickly took to Twitter to complain that they were unable to access their dashboards and that they were still owed significant fees for past work. 

How a company that raised more than $200 million suddenly went bust is a question that many are still trying to answer. It's possible that during Mode's previous years of operations the company burned through a lot more money than the $10 million it lost in 2015. The extent of creditors to which Mode owes money is also not clear yet.

Angelica Malin, a blogger who runs About Time Magazine, said her Mode login portal, where she could normally track things like how much revenue she was meant to receive for her work, gently mocked her with this message: “Try again in 5 minutes,” any time she tried.

She’s not hopeful that she’ll recover any money. “I don’t think we’ll go out chasing it. Would spend more on the lawyer than I’d make probably,” she said.

*SEE ALSO: The meltdown at one of Silicon Valley's hottest young VCs could lead to more investigations, source says*

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