rayana beydoun

ou hear that all the top models have great agencies, and you think, "If I can only sign with a modeling agency I will be set." But what exactly is a modeling agency and what does it do? This is not an easy question to answer. Modeling agencies operate as small independent business with no two agencies working the same. A lot depends on the market in which an agency operates and the owner(s) and agency's personnel. The other problem with describing a modeling agency is that there are a lot of rip-off and scam agencies out there. Because most wannabe models know little about how the modeling business works, they are easy prey for these vultures. We can look at what an agency might be at its best and worst and what they can do for your career as a model.ou hear that all the top models have great agencies, and you think, "If I can only sign with a modeling agency I will be set." But what exactly is a modeling agency and what does it do? This is not an easy question to answer. Modeling agencies operate as small independent business with no two agencies working the same. A lot depends on the market in which an agency operates and the owner(s) and agency's personnel. The other problem with describing a modeling agency is that there are a lot of rip-off and scam agencies out there. Because most wannabe models know little about how the modeling business works, they are easy prey for these vultures. We can look at what an agency might be at its best and worst and what they can do for your career as a model.

ver the last decade, a number of the world's largest banks have developed sophisticated systems in an attempt to model the credit risk arising from important aspects of their business lines. Such models are intended to aid banks in quantifying, aggregating and managing risk across geographical and product lines. The outputs of these models also play increasingly important roles in banks' risk management and performance measurement processes, including performance-based compensation, customer profitability analysis, risk-based pricing and, to a lesser (but growing) degree, active portfolio management and capital structure decisions. The Task Force recognises that credit risk modelling may indeed prove to result in better internal risk management, and may have the potential to be used in the supervisory oversight of banking organisations. However, before a portfolio modelling approach could be used in the formal process of setting regulatory capital requirements for credit risk, regulators would have to be confident not only that models are being used to actively manage risk, but also that they are conceptually sound, empirically validated, and produce capital requirements that are comparable across institutions. At this time, significant hurdles, principally concerning data availability and model validation, still need to be cleared before these objectives can be met, and the Committee sees difficulties in overcoming these hurdles in the timescale envisaged for amending the Capital Accord.