all 4 my team inc.

4023 avenue t
brooklyn, new york 11234

NYS Entity Status
ACTIVE

NYS Filing Date
OCTOBER 31, 2013

NYS DOS ID#
4480445

County
KINGS

Jurisdiction
NEW YORK

Registered Agent
NONE

NYS Entity Type
DOMESTIC BUSINESS CORPORATION

Name History
2013 - ALL 4 MY TEAM INC.









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  • AROUND THE WEB

  • Neighborhood Joint: Staubitz Market in Brooklyn: 100 Years of Sawdust, Steaks and Chops
    By ANDREW COTTO - Wednesday Jun 14, 2017

    A display contains frozen items, and the shelves are stocked with jars and cans. But there’s just one reason to visit this Boerum Hill business: meat.

    Source: NYT > Home Page
  • A Former Navy SEAL On The Hidden Influencers In Every Team
    By Chris Fussell - Tuesday Jun 13, 2017

    To spot who they are, have every new hire follow this rule for 90 days.

    In 2010, I was an executive officer in the Navy, splitting my time between U.S. headquarters and being deployed to an international location. This arrangement proved tricky as my responsibilities at headquarters grew, so I was authorized to hire a civilian to handle budget management, equipment maintenance, travel, and training coordination, among other functions.

    Read Full Story

    Source: Fast Company
  • 3 Ways to Hire and Retain the Best Nonprofit Communicators
    Wednesday Feb 15, 2017

    Savvy communications directors with deep expertise and track records of success in larger nonprofits are, in my experience, a bit like the Painted Bunting who unexpectedly took up residence here in Brooklyn recently; rare birds that can be difficult to attract, spot, and head south for the winter too soon. When the right person applies to work for you and stays, spearheading game-changing communications projects year after year, you’ve hit the jackpot.

    Here are three ways you can hire and retain the best nonprofit communicators:

    Want a pro? Hire a pro.
    It sounds funny to say, but if you want an expert communications director, you need to actually hire one. That often means resisting the urge to promote that programs person who you think is a good communicator just because they’ve worked at your org for awhile and “get it.” Try to avoid hiring that great person from the corporate world who comes without nonprofit experience too. Instead, recruit people with solid backgrounds working in nonprofit communications already so they can bring their knowledge of the sector, strategy, and skills with them.

    Kivi Leroux-Miller and I recently collaborated on a study of successful in-house communications teams that revealed that hiring expert nonprofit communications professionals was a critical factor. (Download our ebook “What it Takes to Be Great: The top five factors of successful nonprofit communications teams” here).

    Big team? Invest in a strong second-in-command.
    I recently invited a handful of senior communicators at nonprofit organizations with operating budgets of 100 million dollars or more to meet each other over breakfast at Big Duck and share how their teams are structured. While each nonprofit’s communications team varied in size (from 1.5 to 14 full-time employees!) the directors in the room who seemed the happiest (and calmest) all had one thing in common: a strong second-in-command.

    Senior-level communications pros don’t want want to do it all themselves, and they know it’s not a good use of donor dollars if they do. A strong Number Two gives your communications director the ability to step out of the weeds of managing every project, focus on setting priorities, and work more on the high-value projects. This generates greater value for the nonprofit, who’s likely paying that director a six-figure salary, and pushes down the day-to-day communications work to people who are less expensive, just starting their careers, and need to build these skills. It also provides your organization with a working succession plan if your director leaves.
    ?These Number Two spots are great opportunities to develop rising stars—and a more appropriate place for someone who’s entering your organization from the corporate sector or another department. They can be mentored by the Director while getting hands-on experience assuming management responsibilities.

    Lots to do? Set priorities and be ruthless.
    Communications teams have important strategic work to do: raising awareness, changing hearts and minds, engaging donors or members, recruiting participants to programs, strengthening the brand experience, and more. This work can take years to do successfully and well; it requires planning, budgeting, buy-in,methodical oversight, and execution.

    At the same time, many communications teams also function as an internal agency. They are asked to create flyers for events at the last minute, help a department finesse and send an email out, and more to accommodate projects on short notice. This work is important too, but it’s often reactive and more tactical. It’s the sort of urgent (but not always important) work that eats up time from the important (but not always urgent) work of proactive, strategic communications.

    That seasoned director you hope will build a nest for years to come will fly away fast if she’s burdened with an unreasonably long list of tasks, murky priorities, no resources for managing more production-based assignments, and left without time to advance the projects where she and her team might add the most value.

    In our ebook, “What it Takes to Be Great: The top five factors of successful nonprofit communications teams,” we confirmed that successful communications teams rely not only on a clear set of priorities, but also the support of leadership who empowers them to be able to say no. At my roundtable of communications pros at large nonprofits there was consensus about this, too.

    If priorities aren’t clear, consider labeling every project your department works on in one of these three ways:

    Fire-extinguishing: these projects and tasks are typically urgent, time-sensitive, and often crisis-driven. They tend to be tactical and often have little or no long-term ROI. For example, fixing your board chair’s misspelled name on that big mailing you’re about to do.

    Optimizing: these projects and tasks usually involve making processes, systems, and tools better. For instance, upgrading Constant Contact to something more state-of-the-art and powerful like Salesforce, or building a better website.

    Seed-planting: these projects and tasks are the essence of important/not urgent work. They won’t bear fruit for some time, but when they do, you’ll feel great. For instance, researching and preparing a 3-year plan for your communications team that builds off of your organization’s strategic plan, includes a budget, and culminates by tackling a big project (such as a rebranding you know you should do but can’t happen soon).

    Labeling these projects and tracking them in a project management system like Basecamp (or even on post-its on your wall) will help you get a clearer sense where your team’s time actually goes. Better yet, consider reviewing how many and what sort of fire-extinguishing, optimizing, and seed-planting projects you’re working on regularly with your boss so you can make sure you’re aligned.

    Looking for more? Just reach out.
    If you’re a CEO searching for your own Painted Bunting at a mid-size or larger organization, contact us. We might be able to help.

    Source: BigDuck smart communications for nonprofits
  • Rinse raises $14M in Series B funding to bring its laundry pick-up nationwide
    By Fitz Tepper - Wednesday Jun 21, 2017

     Rinse, the San Francisco-based dry cleaning and laundry delivery service, has closed a $14M Series B round of funding. This comes after a $6M Series A last year, meaning the startup has now raised about $23.5M in three rounds. The round is being led by Partech Ventures, with participation from existing investors including Javelin Ventures, Arena Ventures, Accelerator Ventures, and… Read More

    Source: TechCrunch
  • Cyclist Killed by Bus in New York’s First Citi Bike Fatality
    By MATTHEW HAAG and HANNAH ALANI - Tuesday Jun 13, 2017

    Dan Hanegby of Brooklyn fell under a bus’s tires in Chelsea. He worked for Credit Suisse and was once the top-ranked tennis player in Israel.

    Source: NYT > Home Page
  • Pride 2017: New York’s L.G.B.T.Q. Story Began Well Before Stonewall
    By LIAM STACK - Monday Jun 19, 2017

    The gay bar’s 1969 patron-police battle, hailed as a starting point, actually followed many events in the city, now mapped in a sites project.

    Source: NYT > Home Page
  • Brand Building at the Prospect Park Alliance
    Wednesday Jan 18, 2017

    When I became the head of marketing at the Prospect Park Alliance, the non-profit organization that manages Brooklyn's flagship park in partnership with the City, I was given a marketing professional's dream situation and perhaps biggest challenge: creating a new website for the organization starting on day one—and adding to that, by my own initiative, the freshening of the brand identity.

    The Alliance had just completed the Samuel J. and Ethel LeFrak Center at Lakeside, an award-winning recreation center designed by Tod Williams Billie Tsien Architect, and an infusion of good will and heightened fundraising had provided the resources to take on this project, and in short time and with an ambitious timeline, we kicked off work.

    The project went smoothly and was overall a success, and I attribute this to several steps that were taken along the way:

    Set a strategy

    About a year before I came to the Alliance, the organization hired Big Duck to undertake a brandraising intensive  with leadership and key stakeholders. This valuable process, which identified the Alliance's key audiences, its brand "personality" and the start of key messaging for the organization, served as a valuable strategic road map for our brand refresh and website redesign.

    Consider the Brand History and equity

    For every organization, its history and focus for the future will dictate what direction to take with its brand identity. For the Alliance, we felt that its most recent brand identity, designed by Chermayeff & Geismar in 2002, had resonance with our audiences, so rather than start from scratch, our designers built on that brand equity by streamlining and modernizing our existing mark, and introducing full brand system that played to our key brand characteristics.

    Build Consensus

    I am lucky to work in an environment with colleagues and leadership that were fully supportive of this project – this is not always the case. But even in the best situations, building consensus goes a long way toward ensuring the success of the project. From day one, I assembled a leadership team that was charged with making final decisions on the project, which met a key milestones in the project's development. In each phase of the project, the consultants met with key departments at the Alliance to gather their input and perspective. This not only ensured that the project went smoothly, but in my opinion also improved upon the design work.

    Create a Full Brand System

    Rather than just creating a logo and calling it a new brand identity, our designers fleshed out a full brand system, with our website as the first significant project. At the end of the project, we were provided with a font family, color palette, photography style guide, templates for creating the various types of print materials produced by the organization, letterhead, electronic newsletters, and even a system for branding all the work we do in Prospect Park. Consistency is incredibly important in establishing a brand and raising its profile, and this system was essential for our achieving these goals. Rather than restricting our designers, the new system has provided them with creative approaches for working within the system to produce strong and beautiful materials for our organization.

    The results can be seen in the success of our marketing and fundraising activities – since the launch of our brand identity and website in late 2014, we have grown our email audience by nearly 200 percent, and have additional gains in our fundraising efforts with key audiences.


    Deborah Kirschner is a marketing and communications professional with more than 20 years experience in the non-profit cultural sector. She oversees a full range of marketing and communications activities as the Assistant Vice President of Marketing and Communications at the Prospect Park Alliance, the non-profit organization that sustains, restores and advances Brooklyn's flagship park in partnership with the City. Deborah was responsible for the development and implementation of a new brand identity for the organization, as well as the launch of a new website, and is currently spearheading the marketing and promotional activities around the Park's 150th anniversary celebration.

    Source: BigDuck smart communications for nonprofits
  • It might be time to kill your newsletter
    Thursday May 11, 2017

    Ah - the nonprofit newsletter. That communications tactic that’s so ubiquitous that you probably can’t imagine life without it. Like sliced bread. Or kale in Brooklyn. From the days of twenty page printed quarterlies (mailed the old fashioned way), to 2017 when our subscribers spend a few seconds thumbing through our content on their mobile devices, if we’re lucky. The nonprofit newsletter is destined to stand the test of time. Right?

    I’m here today to make a potentially controversial statement: It’s time to say goodbye to the newsletter as we know it. Chances are your investment in it is simply just not worth the time and energy as it used to be.

    As you are well aware, developing a newsletter takes a lot: content sourcing, writing, designing, formatting, testing. It can take hours, days, weeks to assemble—with touches, input, and approval from countless people throughout the organization—inside and outside the communications team.

    Why do so many nonprofits take on the burden of producing the equivalent of a magazine a month that gets an average 1.5 percent click through rate and 14 percent open rate? Those figures are down from 2015, according to M+R's 11th Benchmarks Study of nonprofit digital advocacy, fundraising, social, and advertising. If your organization is in this predicament, it’s time for a new approach. This doesn't mean you should scrap the operation entirely (though it could)—but I bet there are some adjustments that you could make to get a better return. So, hold your horses, I’m not saying that the goal of your nonprofit newsletter isn’t important, I’m just saying that there are probably better [i.e. more efficient, leaner, and high-value] ways to achieve that goal.

    Before you pull the plug (or press pause on that enews that’s about to blast in an hour) here are some questions to help you think this through.

    What’s your enewsletter costing you?

    How much total time is your entire team spending on your enews? Don’t know? Add it up. Track it honestly (There are lots of free time-tracking tools you can use if Excel is not your friend). Once you have a rough figure, take a hard look at it and ask yourself “Is it worth it?”

    The time has come to approach nonprofit marketing with ruthless rigor. If you’re not already, you should ask yourself with every project—is the time and investment spent here a smart use of my limited resources? If you can look at that time calculation and make the case that it’s worth it, keep on trucking. If not, take steps to be more efficient.

    What’s the point?

    Every communications piece should be connected to a goal—the more specific the better. And the newsletter is no exception. You probably have several important goals for your newsletter—keeping your donors up-to-date, communicating impact, telling stories, putting a face to volunteers, showcasing exciting new programs, etc. And you 100% should keep in touch with your supporters, especially before fundraising asks. But take a step back and ask yourself, “is this newsletter in its current form the best way to achieve these goals?”

    Who do we want to read this piece?

    Knowing your audience is key. Ask yourself, who is our primary audience for our newsletter and what are they looking for? If you’re not sure, ask them. A simple survey to newsletter subscribers can go a long way. When it comes to communication, personalization matters. A recent study by Abila about donor loyalty reports that approximately 71 percent of donors feel more engaged with a nonprofit when they receive content that’s personalized to them. Investing all of your efforts on one-size-fits all newsletter may not be the right approach.

    What content do we need to deliver?

    We live in an age where good content matters. In that same study cited above, nearly 75 percent of donors say they might stop donating to an organization based on poor content, including vague, dull, or irrelevant content, and inconvenient formatting. With that in mind, your communications team should be in the habit of regularly developing content that will resonate with your audiences and assessing what channel is best for that content to be delivered. Maybe that one-size-fits-all monthly enews that takes weeks to assemble could be scrapped in place of shorter, more regular email updates or Facebook posts. Or perhaps you can build up your blog and treat your enews as a simple round-up of what you’ve already developed, segmented by audience type and emailing content to people in more targeted ways.

    Think through first what content you really need to deliver, and then put pressure on whether your newsletter is the best format to deliver it. (Need help? Check our Sarah Durham’s content planning and management workshop coming up this summer.)

    What does the data say?

    If you aren’t already, you should be keeping a close eye on how your enewsletter is performing. Try comparing your open rates and click-through rates to industry averages using M&R’s 2017 e-benchmarks. If your enewsletter is performing at or below average, there’s probably a good case to be made to approach it with fresh eyes.

    Source: BigDuck smart communications for nonprofits