 Awards on June 3. On June 7, Los Angeles County Sheriff Lee Baca signed an order resentencing Hilton to 40 days of home confinement with an electronic monitoring device due to an unspecified medical condition. Baca said, "My message to those who don't like celebrities is that punishing celebrities more than the average American is not justice." He added, "The special treatment, in a sense, appears to be because of her celebrity status... She got more time in jail." Judge Michael Sauer summoned her to reappear in court the following morning (June 8), since her original sentence specified imprisonment: "No work furlough. No work release. No electronic monitoring." At the hearing, Sauer declined a briefing in chambers by Hilton's attorney on her medical condition and sent her back to jail to serve the original 45-day sentence. When she heard the decision, Hilton shouted "It's not right!" Screaming, she asked to hug her mother. Hilton was moved to the medical wing of the Twin Towers Correctional Facility in Los Angeles, and returned to the Century Regional Detention Facility in Lynwood on June 13. Paris Hilton was released from jail on Tuesday, June 26, 2007.
In August 2010, Hilton was arrested on suspicion of cocaine possession in Las Vegas and her boyfriend, Cy Waits, was charged with driving under the influence. She later claimed personal items (including cash and credit cards) from the bag, acknowledging that it was hers. To avoid a felony conviction, Hilton pleaded guilty to two misdemeanors on September 17, 2010. Under the terms of the plea bargain she was sentenced to one year of probation, 200 hours of community service, a US$2,000 fine and the completion of a drug-abuse treatment program. Clark County District Attorney David Roger said, "If she was arrested for anything besides a minor traffic violation she will spend a year in jail. There will be no discussion. The court will have no discretion."
In August 2015, Hilton raised US$100,000 for children with disabilities in Ibiza. In February 2017, Hilton donated 50 of her personal items to the Children's Hospital Los Angeles and the Starlight Children's Foundation, and in November that year, she visited San Gregorio Atlapulco, Mexico, where she handed out food and clothes to the damnified families following the 2017 Central Mexico earthquake; she donated her merchandises (perfume and cushion) and also US$350,000 to help rebuild seven different homes that were affected.
In October 2018, Hilton hosted Rock The Runway, an event benefitting Children's Miracle Network Hospitals and The Sasha Project LA. The same month, she partnered with Nail and Bone to create five nail polishes named after her dogs and 20 percent of the proceeds going to Animal Haven, a New York-based non-profit rescue group.
In December 2007, Hilton's grandfather Barron Hilton pledged 97 percent of his estate (the Hilton family fortune) to a charitable organization founded by her great-grandfather Conrad N. Hilton: the Conrad N. Hilton Foundation. As a result, his grandchildren's inheritance was reduced. An immediate pledge of US$1.2 billion (proceeds from the sale of Hilton Hotels Corporation) was made, with a further US$1.1 billion due after his death. Barron cited the actions of his father, Conrad N. Hilton, as the motivation for his pledge. Conrad (Barron's father) had also left 97 percent of his estate to the foundation, and Barron contested his father's will to regain a sizable amount of the family fortune in a settlement.
While Hilton has commanded up to US$750,000 and US$1 million for appearances in parties and promotional events, her regular fee is around US$250,000–US$300,000. Much of her income —over US$10 million a year— comes from her retail businesses, which include 50 stores and 19 product lines, and have generated sales of over US$3 billion. Since debuting as a DJ in 2012, she has been paid as much as US$1 million for a single set, and in 2014, she earned US$2.7 million for four nights work—US$347,000 an hour—as part of her two-month residence in Ibiza.
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As the saying goes, the journey of a thousand miles begins with a single step. However, that first step is often the most important. Start off on the wrong foot, or in the wrong direction, and the thousand mile journey can take longer, cover unnecessary ground, and in the worst case, never see completion.
The company I work for, CSAA Insurance Group, partners with AAA automobile clubs to provide property and casualty insurance in 23 states and the District of Columbia. We are one of the largest property and casualty insurers in the country and have a unique distribution model that enables us to reach our policyholders through the ubiquitous network of AAA clubs.
Insurance is a particularly complex business, with faint sympathy and little forgiveness for business disruptions and delays. Many insurers have relied upon legacy systems for decades, but as anyone in tech understands, transitioning from legacy is best accomplished with a gentle feathering of the accelerator, not with the pedal to the metal.
All of which is to say, if you are going to undertake a digital transformation at a 100-year-old, multi-billion dollar company, with millions of customers and alignment with one of the most recognized brands in the world, planning exactly when, where and how you will plant your foot is generally considered a good idea.
In 2012, we took a look at our footing– where we were and where we wanted to be. While we found ourselves on a firm foundation, it was clear that the digital impact of the past two decades had finally rippled out to the insurance industry. The ground was shifting, rapidly, and the time to start about a transformational path was upon us. The decision was made to initiate a digital investment that would help us evolve into a future-proof online platform.
When we began planning our first steps, it was obvious that we needed to create a seamless experience that would please and satisfy our customers. This informed our decision to embrace agile methodologies, and institutionalize a designer-led user research (DLUR) practice. We were also acutely aware of the need to build our own platform and focus on the product presentation layer. These technology decisions would allow us to continuously improve the digital experience and give members and insurance agents, the solutions they were asking for.
At CSAA Insurance Group, we are fortunate that our mission is to make insurance simple, proactive and personal. From a digital design standpoint, this is a dream come true. Today’s consumers want to do business where, when and how they choose, so we quickly realized that we could close the competitive gap by providing a DLUR-centric approach that anticipated and eliminated insurance pain points, differentiating us in the marketplace.
At the insightful behest of the CEO and executive leadership team, and with the board of directors’ approval for a transformational investment, we stood up our Digital Services group in 2012 to identify and deliver the digital experience expected by consumers, agents and employees and committed to key deliverables for internal and external stakeholders.
After much user-driven research and testing, we launched “MyPolicy,” enabling policyholders to make payments, access insurance ID cards, and perform a number of other key actions online.
In complement, “Insurance Portal” is now the primary digital application for thousands of insurance agents, providing essential capabilities for reporting, conversions, billing preferences and payments. As with the customer design analysis, DLUR provided a solution that worked for our agent users. Understanding their reality helped us create an SSO “cockpit” that enables agents to safely abandon legacy systems, dramatically improving their efficiency, satisfaction, and results.
We’re also adapting DLUR to make changes to our online insurance quoter. While one of the first to market, we will soon deliver a more modernized, comprehensive experience. This will allow consumers to better understand the advantages of our product, select appropriate discounts, and engage in scenario planning. This is the foundational work that will allow us to expand to a more robust online quote while supporting new online products.
Understanding that no digital solution is complete without a fully articulated mobile approach, the Digital Scorecard committed to our Board, pledged that everything we created online would be duplicated via mobile. Since the AAA-branded app already exists in the marketplace, we deviated from the native approach in favor of a mobile web distribution approach, which creates a UI/UX competitive advantage.
By applying responsive design and embedding essential insurance services like policy quotes, quoting, ID cards, and payments within the existing app, we ensured we would be accessible from any device, while fully supporting the national brand and experience.
Now that we have migrated our products to a centralized platform with a modernized digital experience, we have also safely retired the entirety of our portal technology stack. Armed with a platform of lightweight, cost-effective components, we no longer require expensive licensing and specialized operational support.
Our day-to-day challenges remain aligned with our distribution model