Margaret Parker, MD, FCCM, speaks with Andrew Argent, MD, Medical Director of the Pediatric Intensive Care Unit (PICU) at the Red Cross War Memorial Childrens Hospital.

Margaret Parker, MD, MCCM, speaks with Kyle Rehder, MD, assistant professor of pediatrics in the division of pediatric critical care medicine at Duke Children Hospital.

Margaret Parker, MD, MCCM, speaks with Jacques R. Lacroix, MD.

Margaret Parker, MD, MCCM, speaks with Traci A. Wolbrink, MD, MPH

Margaret Parker, MD, MCCM, speaks with Claudia Delgado-Corcoran, MD, MPH

Margaret Parker, MD, MCCM, speaks with Fran Balamuth, MD, PhD

Margaret Parker, MD, MCCM, speaks with James Thomas, MD

Margaret Parker, MD, MCCM, speaks with Jason W. Custer, MD

Margaret Parker, MD, MCCM, speaks with Chani Traube, MD.

Margaret Parker, MD, MCCM, speaks with Guillaume Emeriaud, MD, PhD.

Margaret Parker, MD, MCCM, speaks with Neal J. Thomas, MD

Margaret Parker, MD, MCCM, speaks with Nnenna O. Chime, MD, MPH

Margaret Parker, MD, MCCM, speaks with Robert T. Mansfield, MD

Margaret Parker, MD, MCCM, speaks with Donald D. Vernon, MD, FAAP. Dr. Vernon is a Professor of Pediatrics at the University of Utah in Salt Lake City, Utah.

Margaret Parker, MD, MCCM, speaks with Michael Gaies, MD. Dr. Gaies is an Assistant Professor and works as a Cardiac Intensivist in the Division of Cardiology, Department of Pediatrics and Communicable Diseases at C.S. Mott Childrens Hospital and University of Michigan Medical School in Ann Arbor, MI.

Margaret Parker, MD, MCCM, speaks with Philip Toltzis, MD. Dr. Toltzis is Professor of Pediatrics at Case Western Reserve University School of Medicine.

Margaret Parker, MD, MCCM, speaks with Steven L. Shein, MD, about the article, Effectiveness of Pharmacological Therapies for Intracranial Hypertension in Children With Severe Traumatic Brain Injury.

Margaret Parker, MD, MCCM, speaks with Mark C. Dugan, MD, about the article: Does Simulation Improve Recognition and Management of Pediatric Septic Shock, and If One Simulation Is Good, Is More Simulation Better?

Margaret Parker, MD, MCCM, speaks with Aaron C. Spicer, MD, MAS. Dr. Spicer completed a pediatric residency and critical care fellowship and now is a resident in the Department of Anesthesia, Critical Care, and Pain Medicine at the Massachusetts General Hospital in Boston, Massachusetts.

Margaret Parker, MD, MCCM, speaks Mark Duffett, PhD, about the article, High-Quality Randomized Controlled Trials in Pediatric Critical Care: A Survey of Barriers and Facilitators, published in the May 2017 issue of Pediatric Critical Care Medicine.

Margaret Parker, MD, MCCM, speaks with Scott L. Weiss, MD, MSCE, about the article, The Epidemiology of Hospital Death Following Pediatric Severe Sepsis: When, Why, and How Children With Sepsis Die, published in the September 2017 issue of Pediatric Critical Care Medicine.

Margaret Parker, MD, MCCM, speaks with Dana E. Niles, MS, about the article Characterization of Pediatric In-Hospital Cardiopulmonary Resuscitation Quality Metrics Across an International Resuscitation Collaborative, published in the May 2018 issue of Pediatric Critical Care Medicine.

Margaret Parker, MD, MCCM, speaks with Thomas V. Brogan, MD, about the article Variability in Antibiotic Use Across PICUs, published in the June 2018 issue of Pediatric Critical Care Medicine. Dr.

Margaret Parker, MD, MCCM, speaks with Stefanie G. Ames, MD, about the article Hospital Variation in Risk-Adjusted Pediatric Sepsis Mortality, published in the May 2018 issue of Pediatric Critical Care Medicine.

Margaret Parker, MD, MCCM, speaks with Nilesh M. Mehta, MD, about the article, Guidelines for the Provision and Assessment of Nutrition Support Therapy in the Pediatric Critically Ill Patient: Society of Critical Care Medicine and American Society for Parenteral and Enteral Nutrition, published in the July 2017 issue of Pediatric Critical Care Medicine

Margaret M. Parker, MD, MCCM, and Patrick M. Kochanek, MD, MCCM, discuss the updated pediatric severe traumatic brain injury guidelines

Margaret M. Parker, MD, MCCM, and Elizabeth Emrath, MD, discuss Dr. Emrath's talk on the new pediatric nutritional guidelines from the 48th Critical Care Congress precourse Current Concepts in Pediatric Critical Care

Margaret M. Parker, MD, MCCM, and Lorry R. Frankel, MD, FCCM, discuss the updated pediatric critical care admission, discharge, and triage criteria and levels of care guidance published in the September issue of Pediatric Critical Care Medicine

As per the new Budget, the profit-linked income tax exemption for promoters of affordable housing with a 30 sq m limit will apply only to the four metropolitan cities.

This is not about making a value judgment. Whether the decision is good or bad can only be known at the end of the 10th season of the IPL.

Trumpnomics will probably kick-start the decline of the US as we know it. Getting back our best brains, trained in the best institutes, will be the biggest capital we can have to climb to the pinnacle.

This week's "Poke Me" invited your comments on "H-1B issue in US provides the right push – and opportunity – for India".

In trying to answer this question, the first thing that needs to be done is to define what the BCCI does. What are its primary tasks and objectives?

India is currently in a sweet spot, with its working-age population expected to grow by a third over the next three decades, at a time when China and Russia will see a fall of over 20% .

In its Global Economic Outlook 2020, Fitch said the number of people affected by coronavirus will keep rising in the coming weeks but that the outbreak will remain contained. However, there are downside risks to this scenario.

India cannot — and need not — let its economy be sacrificed at the altar of COVID-19 mitigation.

Barclays specified the cost of the three-week nationwide lockdown to be alone at USD 90 billion, which is over and above the lockdowns announced by various states like Maharashtra earlier. They also said that the RBI is most likely to go for a 0.65 per cent rate cut in the April review and will slash interest rates further by 1 per cent during the course of the year.

It’s the lack of clarity that makes one wonder if the note was a knee-jerk reaction, or a well-thought-out strategy.

Paradoxically and fatally, just when risk of a downturn is at its highest, optimism also ends up peaking! So be careful with your forecasts; and even more careful with the forecasts of others.

Preparation is the key to winning. Having adequate information, ability to influence, and the resources can work as the power to turn the negotiation in one's favor.

There will be up to 70% on from small businesses that includes up to 50% off artisan handloom and handicrafts. Up to 75% on 'interesting finds' from startups, 40% off on women-made products, up to 80% off on fashion, accessories and home products.

When the Covid-19 pandemic caused a sudden shortage of hand sanitisers, alcoholic beverage major Pernod Ricard was among the companies in the US that stepped up to ensure there was no dearth of the product in the market. Leading the initiative was Ann Mukherjee, who took over as chairman & CEO of Pernod Ricard North America in December 2019. Mukherjee has spent almost 30 years in sales, marketing and brands, including with Frito-Lay North America and SC Johnson. The Kolkata-born Mukherjee was last month chosen by US President Donald Trump to be part of a high-profile group to advise the American government on how to kick-start US manufacturing in the post-pandemic era. Trump has formed several such groups to focus on various sectors of the economy. In an interview with Ishani Duttagupta, Mukherjee says that re-entering life and enabling safe travel will be the biggest challenges that all nations face in a post-lockdown world. Edited excerpts...You took over the reins at Pernod Ricard North America only last December; how are you dealing with the crisis caused by the pandemic?My first priority was the health and safety of our employees. That meant creating an infrastructure and agile ways of working to enable working from home through confinement. It also meant creating and maintaining safety protocols for our essential frontline workers, especially our teams in production facilities and distilleries. Second, we focused on our ability to give back to the communities we serve and partner with. Given our entrepreneurial culture, many teams went into action creating opportunities with speed. Working closely with the White House COVID taskforce, we were able to get clearance to produce and supply hand sanitiser for the US government. We provided this free of cost to help first responders across the country. Our Jameson team --- realizing that many bartenders that partner to make the brand great would be out of work – donated $600,000, and generated another $700,000 in matching funds, to the US Bartenders Guild charity fund. Also, our on-premise team worked with multiple charities to provide free meals for hospitality workers affected by the crisis.Finally, we dealt with the crisis by closely collaborating with our distributor partners to keep our business open in the short term, while working together to create a roadmap for recovery. We leveraged our resilience and our culture of conviviality to keep spirits high -- and work with optimism -- during difficult times.As the head of the American operations of an European giant, what are the challenges? Are there any cultural issues?Honestly, cultural issues never even enter the conversation. The culture is centred around conviviality…..bringing people together. That is true for what we sell and how we interact together as business units. Our CEO Alex Ricard sets the tone and walks the walk. He is a very expansive thinker and an inclusive leader who unites us and our different experiences to make for a more powerful whole. Take me for example. He hired an Indian American with very strong roots in India, with North American commercial experience and global marketing experience. He looks for people with broad perspectives and experiences. 75649631Is the American market for scotch whisky growing?Scotch is the best-selling imported whiskey in the US by revenue. Blended scotch has been somewhat flat, with some growth during the crisis, and we see that with our iconic Chivas brand. Single malt is where we see the growth; sales increased almost 10% last year. Our Glenlivet brand has been a huge driver of that growth, bringing new drinkers into both the brand and the category. The brand is positioned to challenge the more traditional conventions of scotch drinkers and celebrates the young unconventional drinker, especially appealing to women who are now open to enjoying single malt as their drink of choice.You are part of the team of top CEOs advising President Trump on reviving the US economy. What are some of the key issues that you think the US government needs to address at this point? It’s an honour to serve the country in this capacity. Our number 1 objective is to help the administration bring back and rebuild confidence. It is a very difficult balance between managing public health and insuring a sustainable economy. We must protect the population from this virus but we need to ensure there is an economy to come back to post the recovery. If we open too quickly, we might be back in confinement; if we don’t re-open with smart speed, we might create a bigger crisis. So we need to ensure that there are the right protocols in place for recovery, ensure there is adequate supply and access to protective accessories needed, and the right partnerships in place with private enterprise, local government and federal oversight. What should the Indian government do?As the world’s largest democracy, India has a very strong state-driven government system with strong central government oversight, not unlike the US. It is critical to get that balance right and work together to strengthen and unite the mosaic that is India. India defines entrepreneurship. It is vital to tap into that cultural advantage and unite business leaders, scholars and government to create out of the box solutions. Private enterprise will need to understand that we as CEOs have not only a fiscal responsibility to our companies, but also a societal responsibility. One feeds the other; without a vibrant market, our businesses cannot thrive, so working together as a collective across business and government is key.The alcobeverages sector traditionally didn’t have women in top roles. Do you see that changing? What are the challenges?I absolutely see it changing, though I wish progress was faster. Companies need to reflect their consumer base, and a majority of everyday purchase decisions globally are made by women. That fact is only accelerating as women become more educated, empowered as single parents or heads of households across many countries. In beverage alcohol in the US, a majority of decisions are actually made by women. The challenge is that we need corporate boards and top management teams to get more rigorous about achieving this objective. Companies must put shorter term and longer term 5-10 year succession plans in place to achieve ambitious targets for women in top management roles; they need to be identified early, developed, and given aggressive career plans to groom them for these positions. This is a passion point for Pernod Ricard driven by our Chairman, Alex Ricard. It’s about achieving better balance…and I personally like this approach. It isn’t about favouring one gender over the other, it’s about getting the right balance reflective of the marketplace and in creating tomorrow’s workforce now. Going forward, what do you think are the biggest challenges that your company and sector will have to grapple with as lockdown gradually lifts across the US and the world?Re-entering life safely is the biggest challenge the world faces. Whether it’s re-entering your neighbourhood, your town, travelling within your own country, or beginning to travel the world again. It also will be parents letting go of their children after they kept them from harm in confinement, and trusting school systems to keep them safe. And family members trusting each other to maintain safety protocols as they come back home from work. We all will lose control when we come out of confinement. In our industry, our biggest challenge will be restaurants, hotels, bars and pubs. How can you enjoy and connect, but safely from a distance? Can smaller establishments have viable businesses when there need to be fewer patrons? It will be a new normal, and we need to work together to make it viable and enjoyable.What do you think are the major differences between the liquor market in the US and Europe?I believe the liquor market is very similar in the two continents. During this crisis, we have seen the market stay strong through in-home consumption, with some of the bar and restaurant consumption shifting to home consumption. People are drinking brands they know and trust. They are also looking for premium experiences to help overcome the difficulty of confinement. For us at Pernod Ricard, we have the world’s largest premium portfolio with a large stable of familiar and trusted brands. So we have seen positive performance from our portfolio in both continents. What has your experience been as a woman in a typically male-dominated industry?Joining Pernod Ricard was a great fit for me. My husband and I love entertaining, bringing friends and family together because we believe creating special moments together makes life worth living. That is exactly the spirit and culture of conviviality. So when I joined the company, I invited my leadership team to my home for a night to meet the Mukherjees as part of a bigger leadership summit. My husband, who is very proud of his bar, rebuilt all the shelves so he could light up and showcase all of the incredible Pernod Ricard brands. I show my compassion through food. So I made samosas, mutton biriyani, raita, chicken cutlet and chapali kababs, and for my vegetarian team members, I made dal makhani, matter paneer, aloo dum. As a parting gift I gave everyone a small Ganesh so our paths moving forward would have no obstacles. I believe that if you are to be a meaningful leader, you must bring your whole and authentic self to work. As a woman, I don’t shy away from sharing my personal stories as a wife, mother and daughter, or from sharing my vulnerabilities as a woman leader in how I manage, try to instil trust and inspire others. After all, we are in the human being business. Do you see a timeline for recovery of firms such as yours in the wake of the COVID-19 crisis?The only thing that is certain about this crisis is that it is uncertain. Until we have viable testing and treatment and eventually vaccines, we cannot fully recover. So the key right now is to be agile. Adjust as the marketplace adjusts. That means new ways of working, helping your workforce to be in a mode of agile planning and execution. We can help people through the stops and starts this will cause by helping them see the bigger long-term goal of recovery and viability.Do you have any connections with India?I have very strong connections with India. 98% of my family is still in India, in my native hometown of Kolkata, New Delhi where I went to high school, as well as Mumbai and Bengaluru. We talk to them daily/weekly to keep in touch and stay connected through this crisis. We speak Bengali at home as a family. I am very proud of my sari collection and dress Indian any chance I get. We have a very strong Indian community here. I am as Indian as I am American and am a better person for it. I hope and pray that everyone stays safe and recovers with prosperity.

As the country is staying at home to fight against the coronavirus, investors are adapting themselves to the online way of working with their finances.

Others run eateries, work as tourist guides or practice medicine, law, etc, doing all the stuff we usually do to make a living, but chilled out. What’s the secret?

The stock market, bond market and other financial markets are feeling the negative effect of coronavirus. ET wealth presents a quiz to help you assess your risk appetite in the current market scenario.

Do not deny the possibility of losing the job, or being furloughed briefly.

Applying this to financial markets helps investors to determine their chances of success in a fixed number of attempts (or trials). Another application of binomial distribution is to find out the probability of a company reporting positive growth in the EPS.

The looming uncertainty caused by coronavirus without a doubt requires cutting down on expenses. You need to start exercising monetary prudence and caution. However, don’t try to cut corners in these five expenses even at such a time.

Stores of value are worthwhile only if they can step up and be useful when we need them. Not if they also lose value, freeze up, or get locked when you must access them. In other words, you should be able to liquidate your assets without difficulty should the need arise.

His goals include building an emergency corpus, saving for his spouse’s business, child’s education and wedding, taking a vacation, and retirement.