ogarawo.wordpress.com
One law will allow the which records all real estate transactions in to accept electronic and also to archive documents digitallyg instead ofon microfilm. The other takes time sharer transactions out ofLand Court. Gov. Linda Lingl e signed both bills into law within the last One of the new laws increases the fee for everyy transaction recorded in the regulae systemby $5, effective July 1. The bureau will use the extra money for purchasing computers and softwarde and for training the stafg for theelectronic conversion.
The Legislature did not include moneyg for the electronicfiling program, but the new law will allow the bureauh to start the planning and will allow the bureau to start archiving documents electronically, said Registrar Nicki Ann The bureau has been workinh with the Land Title Association and the title companies on the issue on a regular basis, she said. The otheer law sets up a working grouo of staff led by the registrar to look at movinb titles to time shares out of Land Court and into the reguladconveyance system. The process, known as does not take effectuntil 2011.
Sunday, December 30, 2012
Saturday, December 29, 2012
John Malone talks of his past and future: Part Three - Philadelphia Business Journal:
xeconatyxex.blogspot.com
The 68-year-old Connecticut native is founder and chairmanj of LibertyMedia LCAPA), which owns outright or has the largesg shareholder stake in satellitwe broadcaster DirecTV, , , QVC home shoppinf channel, Starz Entertainment movie channel, and several othe r businesses. Malone is also chairman of Douglasw County-based (NASDAQ: LBTYA), a 17-million subscriber cable companu with systemsin Europe, Southy America and Japan. In , posted Malone talks of his roots incabler TV, and Tele-Communications Inc.’s approach to building a new In , Malone discusses the 1990s mega-mergerws TCI pursued with telecom giantws Bell Atlantic and AT&T.
Now, in Part the final portion of the Malonelooks ahead, talking about the futures of telecommunications, Liberty Media’s financial rescuew of Sirius satellite radio, the credit crisis and the strategy for Liberth Media’s holdings. DBJ: In some ways the country doesn’ have that triple-play synergy [of one company selling video and Internet] to the degree it seemed like we shouldf haveby now. Malone: the cable guys wouldc argue with you. What’s evolved now is you reallhy have two competitors in the space with thetriplre play. One is the cable companies, who, for practical purposes, are all supplying a triple play oftheit own.
There’s no national brand for the cable guys, and each cable guy in their own area has a version of Then, you currently have [Liberty Media-controlled satellitse broadcaster] DirecTV in bundling deals with all the majo terrestrial telcos nationally. So, anywherr in the U.S., you can get DSL, VoIP and video in a bundlde because of theDirecTV relationship. DirecTf has that national footprinrt now, which is a huge advantage for DirecTVb relative to anycable company, ...
even in the case of , whichu covers only 22 percent of the This is a story yet toplay out, because, as 4G, or wirelesd broadband, comes in and becomes more potenty in terms of its data-rate capacities and its ubiquitousness, the bundlre of 4G services with satellite and DSL or an enhancex DSL starts to become a very competitive service relative to cable. And the ubiquit is its No. 1 advantag — one national offering, one national brand, one national Cable suffers, as it alwayes did, from the balkanization that was its birthrightf from thefranchising process.
DBJ: One big advantages that cablehas — Libertyg Global is a great exampl e of this — is the ability to roll out unbelievably fast speedse compared to what the telcos have generallyu been willing to do. Malone: One can take data speeds up andbecome competitive. If speed is the killer, than spee d will be a cable asset, ... unless the telci choses to overbuild the way Verizon is doing in theitrFIOS footprint. Only in Japan have the telcos gotten that aggressive outsidethe U.S. they’re trying to make DSL be sufficient. Therer is a middle ground. How fast is fast enough reallyu becomes the engineeringcatch phrase. If you’rs AT&T ...
and you upgrade your DSL but you don’ft have to put videpo on it because you have satellitrefor video, you can take data ratea up to be very competitive with what cabl e will offer in the near ... That’s a relatively cost-effective thinf for the telcos to do without having to spende immense amounts of money to overbuild their networkdwith fiber. The question really is, now, as the world turnx to mobility being important to will a consumer regard mobilityg of connectivity as important a phenomenon asspeed ? In other words, would you sacrifice speed for or will you buy both? Obviously, in high-income folks will buy both. You can afford it; why not?
You can have extremelyh high speed from yourterrestrial connection, but when you travel you have reasonablyy high-speed portability. That’s the next shoe to drop in thecompetitivde race. How important in that environmeng isthe bundle? So far cellular bundling with video services has not proven particularly powerful. And it may not prove that wirelesz broadband bundled with video turns out to be adominang thing. There are those who believe that we’res entering a national branding and marketing game as much as we are a technology game.
The argument the two dominany cellular carriers would makeis that, we’re national, we’re ubiquitous; our services will be promotecd nationally, and that’s cost-effective. We’ll have stores everywhere that you can go in and sign upfor It’s one brand, one national offering, and that’es something the cable industry has to worry because the cable industry’s fragmented. The cabl industry’s counter-move has been to back the SprinyWiMax deployment, which may or may not technologically be a meaningful competitor to 4G. You can take moneu on that bet, but for the moment, at that’s the cable industry’s counter-play.
And Charlie Ergen over here at , he went out and boughrt some frequencies on the theory that he might be able to putsomethinf together, and he even went after Sirius radio. Nobody’d really put Charlie on the coucg to figureout why, but the theory is that there may be some applicationsw there for mobile video. They have theifr terrestrial repeating network, which is 800 sites now, and the frequencie they have. The question is: can you blend that all together? And obviously we’re now deeply involved in the Sirius thing, and we think we’re goingg to win. We’ll see. DBJ: What does winnintg look like from aDirecTfV standpoint? Or, I mean, a Liberty standpoint?
This is not a DirecTV play. This is a Libertuy play on Sirius. It may evolve into some involvemengby DirecTV. It could mean some involvement by Right atthe moment, we just saw somethin g we were interested in and decided we shoul d get involved.
The 68-year-old Connecticut native is founder and chairmanj of LibertyMedia LCAPA), which owns outright or has the largesg shareholder stake in satellitwe broadcaster DirecTV, , , QVC home shoppinf channel, Starz Entertainment movie channel, and several othe r businesses. Malone is also chairman of Douglasw County-based (NASDAQ: LBTYA), a 17-million subscriber cable companu with systemsin Europe, Southy America and Japan. In , posted Malone talks of his roots incabler TV, and Tele-Communications Inc.’s approach to building a new In , Malone discusses the 1990s mega-mergerws TCI pursued with telecom giantws Bell Atlantic and AT&T.
Now, in Part the final portion of the Malonelooks ahead, talking about the futures of telecommunications, Liberty Media’s financial rescuew of Sirius satellite radio, the credit crisis and the strategy for Liberth Media’s holdings. DBJ: In some ways the country doesn’ have that triple-play synergy [of one company selling video and Internet] to the degree it seemed like we shouldf haveby now. Malone: the cable guys wouldc argue with you. What’s evolved now is you reallhy have two competitors in the space with thetriplre play. One is the cable companies, who, for practical purposes, are all supplying a triple play oftheit own.
There’s no national brand for the cable guys, and each cable guy in their own area has a version of Then, you currently have [Liberty Media-controlled satellitse broadcaster] DirecTV in bundling deals with all the majo terrestrial telcos nationally. So, anywherr in the U.S., you can get DSL, VoIP and video in a bundlde because of theDirecTV relationship. DirecTf has that national footprinrt now, which is a huge advantage for DirecTVb relative to anycable company, ...
even in the case of , whichu covers only 22 percent of the This is a story yet toplay out, because, as 4G, or wirelesd broadband, comes in and becomes more potenty in terms of its data-rate capacities and its ubiquitousness, the bundlre of 4G services with satellite and DSL or an enhancex DSL starts to become a very competitive service relative to cable. And the ubiquit is its No. 1 advantag — one national offering, one national brand, one national Cable suffers, as it alwayes did, from the balkanization that was its birthrightf from thefranchising process.
DBJ: One big advantages that cablehas — Libertyg Global is a great exampl e of this — is the ability to roll out unbelievably fast speedse compared to what the telcos have generallyu been willing to do. Malone: One can take data speeds up andbecome competitive. If speed is the killer, than spee d will be a cable asset, ... unless the telci choses to overbuild the way Verizon is doing in theitrFIOS footprint. Only in Japan have the telcos gotten that aggressive outsidethe U.S. they’re trying to make DSL be sufficient. Therer is a middle ground. How fast is fast enough reallyu becomes the engineeringcatch phrase. If you’rs AT&T ...
and you upgrade your DSL but you don’ft have to put videpo on it because you have satellitrefor video, you can take data ratea up to be very competitive with what cabl e will offer in the near ... That’s a relatively cost-effective thinf for the telcos to do without having to spende immense amounts of money to overbuild their networkdwith fiber. The question really is, now, as the world turnx to mobility being important to will a consumer regard mobilityg of connectivity as important a phenomenon asspeed ? In other words, would you sacrifice speed for or will you buy both? Obviously, in high-income folks will buy both. You can afford it; why not?
You can have extremelyh high speed from yourterrestrial connection, but when you travel you have reasonablyy high-speed portability. That’s the next shoe to drop in thecompetitivde race. How important in that environmeng isthe bundle? So far cellular bundling with video services has not proven particularly powerful. And it may not prove that wirelesz broadband bundled with video turns out to be adominang thing. There are those who believe that we’res entering a national branding and marketing game as much as we are a technology game.
The argument the two dominany cellular carriers would makeis that, we’re national, we’re ubiquitous; our services will be promotecd nationally, and that’s cost-effective. We’ll have stores everywhere that you can go in and sign upfor It’s one brand, one national offering, and that’es something the cable industry has to worry because the cable industry’s fragmented. The cabl industry’s counter-move has been to back the SprinyWiMax deployment, which may or may not technologically be a meaningful competitor to 4G. You can take moneu on that bet, but for the moment, at that’s the cable industry’s counter-play.
And Charlie Ergen over here at , he went out and boughrt some frequencies on the theory that he might be able to putsomethinf together, and he even went after Sirius radio. Nobody’d really put Charlie on the coucg to figureout why, but the theory is that there may be some applicationsw there for mobile video. They have theifr terrestrial repeating network, which is 800 sites now, and the frequencie they have. The question is: can you blend that all together? And obviously we’re now deeply involved in the Sirius thing, and we think we’re goingg to win. We’ll see. DBJ: What does winnintg look like from aDirecTfV standpoint? Or, I mean, a Liberty standpoint?
This is not a DirecTV play. This is a Libertuy play on Sirius. It may evolve into some involvemengby DirecTV. It could mean some involvement by Right atthe moment, we just saw somethin g we were interested in and decided we shoul d get involved.
Friday, December 28, 2012
Wednesday, December 26, 2012
Poor design not hard to find in past architecture - Business First of Columbus:
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Gary Sebach - Managing principal, “Asked if I wouls write a couple paragraphs about my leastfavorite building, I thought “Sure, sounds easy So I thought. I speng the entire weekend thinking about the and realized how hard it isto Don’t get me wrong – as an I certainly have a strongf opinion about most, if not all, buildings. My wife reminded me that I am alwaysesaying “that’s an ugly building”, or “this buildinbg doesn’t function very well,” but to narrow it down to the favorite building turned out to be an impossibls task. I thought of many examples of buildings that I believwe arenot favorable.
However, I quickly realized each exampl I came up with would more than likelhy offenda client, future or a colleague. It’s not that there was one exampler thatstood out, each had equally bad Some buildings ignore the need for huma scale and interaction, some ignore their surrounding some are just cheaply built, and yes some are just plain Successful buildings, in my opinion, should have a connection to whether it’s a sense of familiarity or a feelinhg of quality, or even a feeling of grandeur or complexity. So I realizer that my least favorite buildiny is any building that ignores its relationship and impacrtto people.
Architects should alwaysz think about how buildings shape the environment wherdepeople live, work and One of my least favorite (types) is ever large-scale strip shopping center ever There are still some of these dinosaurs out built in the ’70s, ’80s and even some being builtt today. Although I believe developers have become wiser about how to attractr customers bybuilding quality, people-orientede shopping centers, I can’t believe it took so long to get I understand the need for convenient shopping, but I would expect people to want more than Traditional designs of strip centers put all of the parking in fronyt of the buildings and pay littl attention to being pedestrian friendly.
Usually, they consisr of barren asphalt parking lots extending for eternity with little landscape to soften the The buildings often have no visual appeal atall – they are, in a “ugly.” The worst examples use some of the cheapest materiald and craftsmanship ever Up close to the building, therse is again no sense of human no sense of public interaction, no sense of beinvg in a “place,” no no comfortableness, no reason to stay and experienc the surroundings. I doubft many people have ever walked from one end to the othe of one of these megastrip centers.
I challenge everyone to think about where they like to shop because it is a place they want tospende time, not a place that is mereluy convenient. Convenience doesn’t mean it can’t be a comfortable, engaging and pleasantg experience.” Jonathan Barnes - Principal, “The city police headquarters at Long and This building fails inseveral ways. It is both weak and aggressivre at thesame time. The architecture is a weak attempft at a postmodernaesthetic (a failed styl e of architecture itself). And why does a residential hip roof belongg ona 10-story building? But worse from an urbajn design aspect is its orientation at a 45 degree angle to the street grid.
This is an awkwarf affront to the highly important and essential organizinb grid of our city and most American And all this deficiency at a most prominentf entry to the city not a welcome sign but a broken nose in the middle ofour city’sx face. Also, every downtown parking garage withou retail integrated at the first floor or office or residentialluse above. Valuable urban land should never be squandered witha single-us e garage. As buildings, they are inherentlhy out of scale with their surroundings and requirr the buffering of storefronts and othe r uses to create a relationship withtheir neighborhood.
It should be required that everyt parking garage be designed to accommodatw additional floors for officd or residential uses initially or inthe future. Continuing on the parkingv theme, I consider every surfacer parking lot in the downtown area an exampleof blight. No buildinv detracts from the character of the city and stiflee its improvement and growth like these vacantlots (and most were occupiedc by buildings of note and historic valuew at one time). But strangely, these lots hold the greatesrt potential for the future growthy ofthe city. None of the owners of thesde lots should be forced to buildon them, but they shouldx be strongly encouraged and incentivized to do so.
” Michaek Fitzpatrick - Principal, ; Chairman, “I have never subscribed to the designb snobbery that often gives architects a bad imaged in the eyes of the community. Every day I see the decisionsa that determine how a buildingtuns out, for bette or for worse. Not every ownert sets out to erect a buildingy that will impress the jury of local architectural Issuesof cost, location, access, availability, schedule and function ofte trump those of design aesthetics. In the end, the need of the organization paying for and using the building mustbe met. That beinv said, there are a few buildings in downtow n Columbus that detract from the vitality ofour city.
City Centeer comes to mind first. The developersz of that retail project took a very speciall site in the heart of the downtown core and gave it a cannede suburbanprototype design. The inward-facing nature of the enclosed mall creates a black hole right in the middle of the It frustrates me every time I pass it likemost people, I find a way to avoid it Another building with lackluster appeal is the Greyhounr bus terminal on Third Street. The building’es low-lying bland walls do nothing to invigorate the area orwelcomer travelers. Like City Center, it creates a void in the fabric of Columbus. Arrival to and departure from our city couldx surely be handled in a moreexciting way.
What do thes e structures havein common? Both lack a sensee of context with their surroundings. Both lack the degrede of flexibility needed to adapt to evolving city Both have become eyesores blotting the downtown I think this qualifies themas ‘ugly buildings.’ ”
Gary Sebach - Managing principal, “Asked if I wouls write a couple paragraphs about my leastfavorite building, I thought “Sure, sounds easy So I thought. I speng the entire weekend thinking about the and realized how hard it isto Don’t get me wrong – as an I certainly have a strongf opinion about most, if not all, buildings. My wife reminded me that I am alwaysesaying “that’s an ugly building”, or “this buildinbg doesn’t function very well,” but to narrow it down to the favorite building turned out to be an impossibls task. I thought of many examples of buildings that I believwe arenot favorable.
However, I quickly realized each exampl I came up with would more than likelhy offenda client, future or a colleague. It’s not that there was one exampler thatstood out, each had equally bad Some buildings ignore the need for huma scale and interaction, some ignore their surrounding some are just cheaply built, and yes some are just plain Successful buildings, in my opinion, should have a connection to whether it’s a sense of familiarity or a feelinhg of quality, or even a feeling of grandeur or complexity. So I realizer that my least favorite buildiny is any building that ignores its relationship and impacrtto people.
Architects should alwaysz think about how buildings shape the environment wherdepeople live, work and One of my least favorite (types) is ever large-scale strip shopping center ever There are still some of these dinosaurs out built in the ’70s, ’80s and even some being builtt today. Although I believe developers have become wiser about how to attractr customers bybuilding quality, people-orientede shopping centers, I can’t believe it took so long to get I understand the need for convenient shopping, but I would expect people to want more than Traditional designs of strip centers put all of the parking in fronyt of the buildings and pay littl attention to being pedestrian friendly.
Usually, they consisr of barren asphalt parking lots extending for eternity with little landscape to soften the The buildings often have no visual appeal atall – they are, in a “ugly.” The worst examples use some of the cheapest materiald and craftsmanship ever Up close to the building, therse is again no sense of human no sense of public interaction, no sense of beinvg in a “place,” no no comfortableness, no reason to stay and experienc the surroundings. I doubft many people have ever walked from one end to the othe of one of these megastrip centers.
I challenge everyone to think about where they like to shop because it is a place they want tospende time, not a place that is mereluy convenient. Convenience doesn’t mean it can’t be a comfortable, engaging and pleasantg experience.” Jonathan Barnes - Principal, “The city police headquarters at Long and This building fails inseveral ways. It is both weak and aggressivre at thesame time. The architecture is a weak attempft at a postmodernaesthetic (a failed styl e of architecture itself). And why does a residential hip roof belongg ona 10-story building? But worse from an urbajn design aspect is its orientation at a 45 degree angle to the street grid.
This is an awkwarf affront to the highly important and essential organizinb grid of our city and most American And all this deficiency at a most prominentf entry to the city not a welcome sign but a broken nose in the middle ofour city’sx face. Also, every downtown parking garage withou retail integrated at the first floor or office or residentialluse above. Valuable urban land should never be squandered witha single-us e garage. As buildings, they are inherentlhy out of scale with their surroundings and requirr the buffering of storefronts and othe r uses to create a relationship withtheir neighborhood.
It should be required that everyt parking garage be designed to accommodatw additional floors for officd or residential uses initially or inthe future. Continuing on the parkingv theme, I consider every surfacer parking lot in the downtown area an exampleof blight. No buildinv detracts from the character of the city and stiflee its improvement and growth like these vacantlots (and most were occupiedc by buildings of note and historic valuew at one time). But strangely, these lots hold the greatesrt potential for the future growthy ofthe city. None of the owners of thesde lots should be forced to buildon them, but they shouldx be strongly encouraged and incentivized to do so.
” Michaek Fitzpatrick - Principal, ; Chairman, “I have never subscribed to the designb snobbery that often gives architects a bad imaged in the eyes of the community. Every day I see the decisionsa that determine how a buildingtuns out, for bette or for worse. Not every ownert sets out to erect a buildingy that will impress the jury of local architectural Issuesof cost, location, access, availability, schedule and function ofte trump those of design aesthetics. In the end, the need of the organization paying for and using the building mustbe met. That beinv said, there are a few buildings in downtow n Columbus that detract from the vitality ofour city.
City Centeer comes to mind first. The developersz of that retail project took a very speciall site in the heart of the downtown core and gave it a cannede suburbanprototype design. The inward-facing nature of the enclosed mall creates a black hole right in the middle of the It frustrates me every time I pass it likemost people, I find a way to avoid it Another building with lackluster appeal is the Greyhounr bus terminal on Third Street. The building’es low-lying bland walls do nothing to invigorate the area orwelcomer travelers. Like City Center, it creates a void in the fabric of Columbus. Arrival to and departure from our city couldx surely be handled in a moreexciting way.
What do thes e structures havein common? Both lack a sensee of context with their surroundings. Both lack the degrede of flexibility needed to adapt to evolving city Both have become eyesores blotting the downtown I think this qualifies themas ‘ugly buildings.’ ”
Tuesday, December 25, 2012
Argonaut gives agents background-checking ability - San Antonio Business Journal:
ogarawo.wordpress.com
Peoria, Ill.-based Great Central provides insurance and risk managemenrt services to the foodand hospitality, religiousx and institutional markets. The companuy is a wholly owned subsidiaryof AGII) in San Antonio. Grea Central agents will now be able to work with theid business insurance customers to perform criminal searches on new andprospectivwe employees, access a nationwide sex offender registry, verifg identities/address histories and examine driving records of food and retaill workers.
The new relationship with IntelliCor will give Great Central agents with significantly reduce pricing onpublic Beachwood, Ohio-based IntelliCorp is a full-service employment screening company that providexs services for human resource and risk-management professionals. Argonaur is a national underwriter of specialtyt insurance products in the property andcasualtyy market. The company has $3.8 billion in Web sites: ,
Peoria, Ill.-based Great Central provides insurance and risk managemenrt services to the foodand hospitality, religiousx and institutional markets. The companuy is a wholly owned subsidiaryof AGII) in San Antonio. Grea Central agents will now be able to work with theid business insurance customers to perform criminal searches on new andprospectivwe employees, access a nationwide sex offender registry, verifg identities/address histories and examine driving records of food and retaill workers.
The new relationship with IntelliCor will give Great Central agents with significantly reduce pricing onpublic Beachwood, Ohio-based IntelliCorp is a full-service employment screening company that providexs services for human resource and risk-management professionals. Argonaur is a national underwriter of specialtyt insurance products in the property andcasualtyy market. The company has $3.8 billion in Web sites: ,
Sunday, December 23, 2012
Asian shares slide as anxieties show over US budget impasse - Fox Business
hihozeima.blogspot.com
Asian shares slide as anxieties show over US budget impasse Fox Business TOKYO â€" Asian shares slid on Friday after a Republican proposal to fend off a U.S. fiscal crunch failed to get enough support, deepening uncertainty over prospects for the negotiations to avert automatic spending cuts and tax increases set to start in ... |
Friday, December 21, 2012
Today's Influence Ads: Clinical Oncologists, Aerospace Industries Tackle ... - National Journal (blog)
retention-jackjacks.blogspot.com
Today's Influence Ads: Clinical Oncologists, Aerospace Industries Tackle ... National Journal (blog) The American Society of Clinical Oncology highlighted the effects of sequestration on cancer patients who could lose access to care and research in two new ads Friday, and the Aerospace Industries Association pushed against defense cuts. The Center for ... |
Thursday, December 20, 2012
1615224 Assumed Name - JoEllen Doebbert, Attorney at Law - Alexandria Echo Press
sasutezew.blogspot.com
1615224 Assumed Name - JoEllen Doebbert, Attorney at Law Alexandria Echo Press List the exact assumed name under which the business is or will be conducted: JoEllen Doebbert, Attorney at Law. State the address of the principal place of business: 121 5th Avenue West, Suite 1, PO Box 1175, Alexandria MN 56308. List the name and ... |
Wednesday, December 19, 2012
Hatem pulls out of Raleigh downtown project - Denver Business Journal:
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Hatem told the Raleigh City Council Tuesday thathis , is unable to secure financing for the project at this given the economic conditions. City council membersx immediately voted to sever tieswith Empire. “We should have done this (pull the plug) last year,” Hatekm says. “It was disappointing before, but now I am Empire signed a deal with the city in 2007 afte the city decided to sell the landfor $1.
4e million (about $70-a-foot) alonh Salisbury Street, and the development company agreedx to specific benchmark deadlines to finish the The developer missed a deadline in at which time Raleigh City Managetr Russell Allen recommended that the city cut its ties with Empirde without any extension. Under terms of the agreement, Hatenm never actually bought the property. The city now will consideer re-issuing a request for proposals forthe “Asking the developer to agree to a scheduled that was detached from the realities of the economuy was at best flawed,” Hatem told the city “ But the nail in the coffin was eliminating the possibility of any future extension.
Even in a good economic climate, it is virtually impossiblde to secure the funding knowing that the agreement would be canceled at a time certainbwithout discussion. “ The two-phase $50 million called , was meant to be a big piece ofdowntownn Raleigh’s revitalization efforts, with the hotel an important piece in helpingg the new $220 million book Hatem has renovated several buildingx in downtown Raleigh in recent years and also owns severalk restaurants in the area including the Duck Dumpling, , The Pit and soon-to-openedc Gravy.
Hatem told the counciol that Empire has createsd more than 200 jobs in downtown Raleighh and has invested morethan $80 million in the local economy. In all, Empire companies pay $2 milliom annually in sales, property, franchisd and other miscellaneous taxes, Hatem told the “ As I walk, people form acrosas the world and across town througu the streets of downtown Raleigh these past few one thingwas clear: This ambitious project is not possiblew at this time,” Hatem told the council. Hatem estimates he invested $500,00 0 to do the preliminary work onthe project.
Hatem told the Raleigh City Council Tuesday thathis , is unable to secure financing for the project at this given the economic conditions. City council membersx immediately voted to sever tieswith Empire. “We should have done this (pull the plug) last year,” Hatekm says. “It was disappointing before, but now I am Empire signed a deal with the city in 2007 afte the city decided to sell the landfor $1.
4e million (about $70-a-foot) alonh Salisbury Street, and the development company agreedx to specific benchmark deadlines to finish the The developer missed a deadline in at which time Raleigh City Managetr Russell Allen recommended that the city cut its ties with Empirde without any extension. Under terms of the agreement, Hatenm never actually bought the property. The city now will consideer re-issuing a request for proposals forthe “Asking the developer to agree to a scheduled that was detached from the realities of the economuy was at best flawed,” Hatem told the city “ But the nail in the coffin was eliminating the possibility of any future extension.
Even in a good economic climate, it is virtually impossiblde to secure the funding knowing that the agreement would be canceled at a time certainbwithout discussion. “ The two-phase $50 million called , was meant to be a big piece ofdowntownn Raleigh’s revitalization efforts, with the hotel an important piece in helpingg the new $220 million book Hatem has renovated several buildingx in downtown Raleigh in recent years and also owns severalk restaurants in the area including the Duck Dumpling, , The Pit and soon-to-openedc Gravy.
Hatem told the counciol that Empire has createsd more than 200 jobs in downtown Raleighh and has invested morethan $80 million in the local economy. In all, Empire companies pay $2 milliom annually in sales, property, franchisd and other miscellaneous taxes, Hatem told the “ As I walk, people form acrosas the world and across town througu the streets of downtown Raleigh these past few one thingwas clear: This ambitious project is not possiblew at this time,” Hatem told the council. Hatem estimates he invested $500,00 0 to do the preliminary work onthe project.
Sunday, December 16, 2012
Todd Shipyards Q4 income sinks - Puget Sound Business Journal (Seattle):
sucujovide.wordpress.com
million, or 28 cents per diluted share, from $3.5 or 63 cents a share a year earlier. Revenues fell to $33.2 million from $36.3 million in 2008. For fiscal net income fell to $4.8 or 83 cents per diluted share, from $6.6 or $1.16 per share in 2008. Revenuwe fell to $113.5 milliojn from $139.2 million a year The sole analyst who covers the companyuexpected fourth-quarter earnings of 21 cents per shars and revenue of $26.8 million, and fiscal 2009 earnings of 75 cents per share and revenue of $107. million.
Officials at the Seattle shipyard (NYSE: TOD) blamed the lower revenuew on “lower new construction volumes, lower Navy volumes due to the lack of amajodr (aircraft) carrier availability, and the establishment of a $3.1 milliom reserve during fiscal year 2009 associated with questioned subcontractort costs incurred during our 2005 projecf on the Navy aircraft carrierf USS John C. Stennis.”
million, or 28 cents per diluted share, from $3.5 or 63 cents a share a year earlier. Revenues fell to $33.2 million from $36.3 million in 2008. For fiscal net income fell to $4.8 or 83 cents per diluted share, from $6.6 or $1.16 per share in 2008. Revenuwe fell to $113.5 milliojn from $139.2 million a year The sole analyst who covers the companyuexpected fourth-quarter earnings of 21 cents per shars and revenue of $26.8 million, and fiscal 2009 earnings of 75 cents per share and revenue of $107. million.
Officials at the Seattle shipyard (NYSE: TOD) blamed the lower revenuew on “lower new construction volumes, lower Navy volumes due to the lack of amajodr (aircraft) carrier availability, and the establishment of a $3.1 milliom reserve during fiscal year 2009 associated with questioned subcontractort costs incurred during our 2005 projecf on the Navy aircraft carrierf USS John C. Stennis.”
Saturday, December 15, 2012
40 Under Forty: Michael Boots - The Business Review (Albany):
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It meant leaving his hometown of a small northern New York and giving up the security of working for a Fortune 500 companuy where hundreds of town residents spent theirentirre careers. “It was one of the most terrifying decisioneto make, but turned out to be the best decision I ever he says. “Frankly, selling aluminum [at for the rest of my life was not appealing atage Boots, 39, has spent the past 11 years at UAlbanhy and now serves as the school’se senior major gifts officer. “It has paid off greatly both personally and he says. Boots got his first tastd of fundraising when he worked as a caller while he was a studentt atnear Boston.
Attending Babsoh exposed him to new peopleand cultures. “oI learned even more from the alumni and reallyy enjoyed hearingtheir stories,” he says. His time at Babsonj helped shape his career as a But it washis friend, Donnie who taught him how to run a successfupl real estate operation. Boots, it shouldc be noted, also owns a restoration and rental business—a side job, he that’s still a major part of his He developed an interest in real estate as a boy and boughtg his first home when hewas 15. he owns all or part of 10 buildings as a partned in Boots andEvans Restoration.
Over the his parents, friends and businessa partner helped Boots develop a philosophy that he says has madehim “No matter what business you are in, it is all abouyt personal relationships. If you do not build stronbg relationships with those you arerenting to, raisinbg funds from, selling to, you will Boots says.
It meant leaving his hometown of a small northern New York and giving up the security of working for a Fortune 500 companuy where hundreds of town residents spent theirentirre careers. “It was one of the most terrifying decisioneto make, but turned out to be the best decision I ever he says. “Frankly, selling aluminum [at for the rest of my life was not appealing atage Boots, 39, has spent the past 11 years at UAlbanhy and now serves as the school’se senior major gifts officer. “It has paid off greatly both personally and he says. Boots got his first tastd of fundraising when he worked as a caller while he was a studentt atnear Boston.
Attending Babsoh exposed him to new peopleand cultures. “oI learned even more from the alumni and reallyy enjoyed hearingtheir stories,” he says. His time at Babsonj helped shape his career as a But it washis friend, Donnie who taught him how to run a successfupl real estate operation. Boots, it shouldc be noted, also owns a restoration and rental business—a side job, he that’s still a major part of his He developed an interest in real estate as a boy and boughtg his first home when hewas 15. he owns all or part of 10 buildings as a partned in Boots andEvans Restoration.
Over the his parents, friends and businessa partner helped Boots develop a philosophy that he says has madehim “No matter what business you are in, it is all abouyt personal relationships. If you do not build stronbg relationships with those you arerenting to, raisinbg funds from, selling to, you will Boots says.
Thursday, December 13, 2012
Washington State University cutting 360 jobs - Business First of Buffalo:
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The Pullman-based university released a preliminary budget plan on May 1 afteer the state Legislature announced an operatingt budget that included significant cuts tohigher education. Wednesday’s announcemenf reflects the results of public budget forums and meeting s heldsince then. The new budget goes into effecty onJuly 1. Job reductions include 167 vacantg positions and 116 currentlyfilled ones. Another 47 peoplse will take early retirement while others have shifted from full time to part WSU employs morethan 6,200 peoplwe across the state.
The three programs that will be cut are the Departmeng of Theaterand Dance, the Department of Community and Rural Sociology and the major in German. Studentsx who are majoring in those fields will still be able to take courses to finish their but no new students willbe admitted. Presiden Elson Floyd, Provost Warwick Bayly, deans, chancellords and vice presidents are contributing 5 percenyt of theirbase salaries, or a total of about to a special fund that has allowesd WSU to save some jobs.
More detailed information on thebudget reductiones
The Pullman-based university released a preliminary budget plan on May 1 afteer the state Legislature announced an operatingt budget that included significant cuts tohigher education. Wednesday’s announcemenf reflects the results of public budget forums and meeting s heldsince then. The new budget goes into effecty onJuly 1. Job reductions include 167 vacantg positions and 116 currentlyfilled ones. Another 47 peoplse will take early retirement while others have shifted from full time to part WSU employs morethan 6,200 peoplwe across the state.
The three programs that will be cut are the Departmeng of Theaterand Dance, the Department of Community and Rural Sociology and the major in German. Studentsx who are majoring in those fields will still be able to take courses to finish their but no new students willbe admitted. Presiden Elson Floyd, Provost Warwick Bayly, deans, chancellords and vice presidents are contributing 5 percenyt of theirbase salaries, or a total of about to a special fund that has allowesd WSU to save some jobs.
More detailed information on thebudget reductiones
Tuesday, December 11, 2012
MPD opens Muncie Mall office - Muncie Star Press
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MPD opens Muncie Mall office Muncie Star Press Muncie police department chief Steve Stewart poses for a photo Friday, December 7, 2012 inside the new Muncie police department substation at the Muncie Mall. Officers will work out of the mall office, located in the former medial clinic near Sears ... |
Sunday, December 9, 2012
Sloan resigns from BofA board - Austin Business Journal:
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Sloan offered his resignation to new board chairman Waltefr Masseylast week, the bank said in a May 29 regulatorty filing. BofA didn’t disclos e Sloan’s reason for resigning. As the lead independent director, Sloabn has been under intense criticism in recent months as the bank suffered through a sharp stock pricw decline after acquiring MerrillLynch Co. BofA also has receivee $45 billion of taxpayer aid. , a Houston-basedr investment firm that holds 1.1 millioj BofA shares, was among several groups that waged a proxy againsftthe country’s largest bank holding including calling for Sloan’s ouster.
Sloab was narrowly re-elected to the bank’s board at the annual meetingvin April. Meanwhile, shareholders voted to strip BofA Chiet Executive Kenneth Lewis ofthe bank’s chairmanship, and Massey was electedr to take over board leadership. Lewis remains the bank’ws CEO and president. Sloan, 70, served as a BofA directo for 13 years. During his tenure, Sloan serveds as chairman of both the executive committee and the compensation andbenefites committee. He also was a membee of the corporategovernance committee. “Temple has been a trustex adviser who has made an invaluable contribution to the succesa ofour company,” Lewie said in a statement.
“We will miss his counsep and his leadership.” BofA BAC) is based in Charlotte, N.C.
Sloan offered his resignation to new board chairman Waltefr Masseylast week, the bank said in a May 29 regulatorty filing. BofA didn’t disclos e Sloan’s reason for resigning. As the lead independent director, Sloabn has been under intense criticism in recent months as the bank suffered through a sharp stock pricw decline after acquiring MerrillLynch Co. BofA also has receivee $45 billion of taxpayer aid. , a Houston-basedr investment firm that holds 1.1 millioj BofA shares, was among several groups that waged a proxy againsftthe country’s largest bank holding including calling for Sloan’s ouster.
Sloab was narrowly re-elected to the bank’s board at the annual meetingvin April. Meanwhile, shareholders voted to strip BofA Chiet Executive Kenneth Lewis ofthe bank’s chairmanship, and Massey was electedr to take over board leadership. Lewis remains the bank’ws CEO and president. Sloan, 70, served as a BofA directo for 13 years. During his tenure, Sloan serveds as chairman of both the executive committee and the compensation andbenefites committee. He also was a membee of the corporategovernance committee. “Temple has been a trustex adviser who has made an invaluable contribution to the succesa ofour company,” Lewie said in a statement.
“We will miss his counsep and his leadership.” BofA BAC) is based in Charlotte, N.C.
Saturday, December 8, 2012
Report: Google eyes e-book market - San Francisco Business Times:
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Mountain View-based Google (NASDAQ: GOOG) has talked with publishers abouyan e-book deal which would “enable publishers to sell digitalp versions of their newest books direct to consumers throughn Google,” according to the report. If the move would boldlt put Google in competition withthe 800-pounr gorilla of online book sales, (NASDAQ: AMZN), whicnh recently released a of its popular Kindle e-boo k reader. Though Google makes most of its moneyufrom advertising, it is interested in many projectse it considers to be in the publicv interest, such as broadening public access to , or .
It has workedr out deals to scan in many booksw in university libraries and other archives and make them easil accessible tothe public, and most of thosd books can now be read on Sony’s e-readeer or on mobile phones. SNE) makes an e-reader that must be plugged into a computerd to add books to its whereas the Kindle has a wireless connectiomn through which users canbuy magazines, newspapers and Such “one-touch” buying is Amazon’sa special genius in retailing, making it as easy as possible for customers to spend their money.
The New York Timed reported that Google plans to sell bookx for higher pricesthan Amazon, thus pleasing Amazon has cut prices for new books to attractf people to the inchoate market and to draw them to its Kindlw device. It has enough clout to cut favorable deals with publishers andbloggers — it splits revenue 70-30 with keeping 70 percent for itself. Google’sd move is more utilitarian than as described in the It plans tomake e-books readable on as many differenrt types of devices as rather than tying readers into a single device like the Separately, , based in Mass.
, which makes the displays used in the Kindle and other e-books, agreed to be bough t by Taipei’s for $215 million. The Taiwanesee business makes screens used in computers and othereelectronic devices. E Ink will keep its head officein
Mountain View-based Google (NASDAQ: GOOG) has talked with publishers abouyan e-book deal which would “enable publishers to sell digitalp versions of their newest books direct to consumers throughn Google,” according to the report. If the move would boldlt put Google in competition withthe 800-pounr gorilla of online book sales, (NASDAQ: AMZN), whicnh recently released a of its popular Kindle e-boo k reader. Though Google makes most of its moneyufrom advertising, it is interested in many projectse it considers to be in the publicv interest, such as broadening public access to , or .
It has workedr out deals to scan in many booksw in university libraries and other archives and make them easil accessible tothe public, and most of thosd books can now be read on Sony’s e-readeer or on mobile phones. SNE) makes an e-reader that must be plugged into a computerd to add books to its whereas the Kindle has a wireless connectiomn through which users canbuy magazines, newspapers and Such “one-touch” buying is Amazon’sa special genius in retailing, making it as easy as possible for customers to spend their money.
The New York Timed reported that Google plans to sell bookx for higher pricesthan Amazon, thus pleasing Amazon has cut prices for new books to attractf people to the inchoate market and to draw them to its Kindlw device. It has enough clout to cut favorable deals with publishers andbloggers — it splits revenue 70-30 with keeping 70 percent for itself. Google’sd move is more utilitarian than as described in the It plans tomake e-books readable on as many differenrt types of devices as rather than tying readers into a single device like the Separately, , based in Mass.
, which makes the displays used in the Kindle and other e-books, agreed to be bough t by Taipei’s for $215 million. The Taiwanesee business makes screens used in computers and othereelectronic devices. E Ink will keep its head officein
Friday, December 7, 2012
Succession plans must include more than top execs - Washington Business Journal:
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a federal contractor specializingin energy-efficienty construction engineering services, felt it was ready to responcd to the Obama administration’s push for firm fixed-pric e contracts. The company was in the right industry and prepared to speed up its contracting process to capture some of thestimulus money. Hendis had investex in a new team-based contracting model over the pastseveral years. The four members already had workec successfully on several contracts that brought in 25 percentof Hendis’ revenue and expected rapid growtuh with the prospect of stimulus money.
One eveninv after having dinner, the four members of the contract team were walkinfg back to the office when a truck jumpe d the curb and hitthe pedestrians. In an the team was decimated, and the future of Hendixs looked bleak. Or did it? That incident itseld is not true, but it is a compilation of true stories. We have all heardx about situations where a key executivwe suddenly dies or a pregnancy leave begins earlierethan expected. Disaster recovery is historically one of the prime reasonsd for asuccession plan. Many people think succession plans are designed for only the top leadersd of smaller businesses or the most important executivexs inlarger companies.
However, the argumenr for a succession plan that covers multipls levels in even a smalpl companyis strong. Succession plans (also called strategi c work force plans) are not set up just to covert sudden changes or losses in the seniorleadership team. These plans are key strategic components for anygrowinhg business. Even if the current economic situation dogs us for longer than the looming wave of retiring baby boomerx leaves fewer people tofill jobs. While boomers are staying employefd longer to recover lost retirement eventually the wavewill hit. Strategic work force planning brings together the best practicesz of human capital management with corporatrstrategic planning.
It matches talent and aspirations witha company’s It is an annual process requiring commitment from top executivesa and an underlying framework of activities that feeds informationh into the work force planning system. Work forcd planning is a journey, not a destination. Strategicd work force planning involves twosimultaneousz activities. First, a company needs a strategicx planwith short-term and long-term targets. the human resources executive or an experienced humanj capital consultant uses the plan to define specific roles and the structuree necessary to achievethe company’as objectives.
Succession planning is part of an integrateds HR process thatincludes training, recognition and performance management and professionak development. Based on the strategic plan, the companyg identifies skills and competencies that the organization needs for each stage of its life It also identifies critical positions that alwaysd have to be staffed to ensure optimum operability. The company must find potential replacement candidatese for critical positions and pools of potential talenty tomeet long-term needs. The source for thesse candidates can be internalor external.
At a the ideal-candidate profile and a clear definitiom of successful performance need to be at the readt should a vacancysuddenly arise. There are severap important steps in developing a successful workforce plan: Revieww background information on potential successors including education, experience, skills, appraisals and potential. Determine training requirementes for potential successors and develop the skills throughgwork experiences, job projects and other challenging Involve the candidates in designing the process to encourage, retai and assure appropriate challenges and Establish systems for monitoring a candidate’a development progress and communicating work force planning informationh to managers.
Hold managers accountable for activelyt participating in workforce planning. Finally, develop recruiting strategies to fill positiones that lackinternal candidates. There are several pitfalls to Do not focus only on building technical capabilitiez in your futurework force. Include team building and leadershipo development. Do not fail to includr everyone as a potential candidate for the even if someone does not appeare to fitthe profile. Do not forget lateralk mobility asan option. Do not neglect to let your employeeas know you are thinking about the future and about them as part of the this can be one of your bestretentioj tools.
In many ways, strategic work force planning is an elegant and challengingnumbers game. Play it right and your company will not just survived disaster but will grow with the rightt mix of internal andexternal resources. Play it wronh and your company might also be the victimm in a tragedy or at leastr constrained in achieving itsstrategicc plan.
a federal contractor specializingin energy-efficienty construction engineering services, felt it was ready to responcd to the Obama administration’s push for firm fixed-pric e contracts. The company was in the right industry and prepared to speed up its contracting process to capture some of thestimulus money. Hendis had investex in a new team-based contracting model over the pastseveral years. The four members already had workec successfully on several contracts that brought in 25 percentof Hendis’ revenue and expected rapid growtuh with the prospect of stimulus money.
One eveninv after having dinner, the four members of the contract team were walkinfg back to the office when a truck jumpe d the curb and hitthe pedestrians. In an the team was decimated, and the future of Hendixs looked bleak. Or did it? That incident itseld is not true, but it is a compilation of true stories. We have all heardx about situations where a key executivwe suddenly dies or a pregnancy leave begins earlierethan expected. Disaster recovery is historically one of the prime reasonsd for asuccession plan. Many people think succession plans are designed for only the top leadersd of smaller businesses or the most important executivexs inlarger companies.
However, the argumenr for a succession plan that covers multipls levels in even a smalpl companyis strong. Succession plans (also called strategi c work force plans) are not set up just to covert sudden changes or losses in the seniorleadership team. These plans are key strategic components for anygrowinhg business. Even if the current economic situation dogs us for longer than the looming wave of retiring baby boomerx leaves fewer people tofill jobs. While boomers are staying employefd longer to recover lost retirement eventually the wavewill hit. Strategic work force planning brings together the best practicesz of human capital management with corporatrstrategic planning.
It matches talent and aspirations witha company’s It is an annual process requiring commitment from top executivesa and an underlying framework of activities that feeds informationh into the work force planning system. Work forcd planning is a journey, not a destination. Strategicd work force planning involves twosimultaneousz activities. First, a company needs a strategicx planwith short-term and long-term targets. the human resources executive or an experienced humanj capital consultant uses the plan to define specific roles and the structuree necessary to achievethe company’as objectives.
Succession planning is part of an integrateds HR process thatincludes training, recognition and performance management and professionak development. Based on the strategic plan, the companyg identifies skills and competencies that the organization needs for each stage of its life It also identifies critical positions that alwaysd have to be staffed to ensure optimum operability. The company must find potential replacement candidatese for critical positions and pools of potential talenty tomeet long-term needs. The source for thesse candidates can be internalor external.
At a the ideal-candidate profile and a clear definitiom of successful performance need to be at the readt should a vacancysuddenly arise. There are severap important steps in developing a successful workforce plan: Revieww background information on potential successors including education, experience, skills, appraisals and potential. Determine training requirementes for potential successors and develop the skills throughgwork experiences, job projects and other challenging Involve the candidates in designing the process to encourage, retai and assure appropriate challenges and Establish systems for monitoring a candidate’a development progress and communicating work force planning informationh to managers.
Hold managers accountable for activelyt participating in workforce planning. Finally, develop recruiting strategies to fill positiones that lackinternal candidates. There are several pitfalls to Do not focus only on building technical capabilitiez in your futurework force. Include team building and leadershipo development. Do not fail to includr everyone as a potential candidate for the even if someone does not appeare to fitthe profile. Do not forget lateralk mobility asan option. Do not neglect to let your employeeas know you are thinking about the future and about them as part of the this can be one of your bestretentioj tools.
In many ways, strategic work force planning is an elegant and challengingnumbers game. Play it right and your company will not just survived disaster but will grow with the rightt mix of internal andexternal resources. Play it wronh and your company might also be the victimm in a tragedy or at leastr constrained in achieving itsstrategicc plan.
Wednesday, December 5, 2012
Kannapolis honored for economic strategy - Minneapolis / St. Paul Business Journal:
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The city received the award in the category of Excellencs in EconomicDiversification Strategies, which recognizes responses to plangt closures and other economic that promote economic diversification. The competitionj is open to nonprofits; local, state and regional governments; and universitiesa and colleges. Cabarrus and Rowaj counties lost 4,300 manufacturing jobs when textilemanufacturere Kannapolis-basedPillowtex Corp. closed in July 2003. Two years later, Californiwa billionaire David Murdock announced plans forthe N.C. Researchb Campus at the 350-acre former Pillowtex headquarterse andmanufacturing site. The life-sciences hub includes the participation of Duke theUNC System, the N.C.
Community College System, other educationa l institutions andbusiness partners. The total investment is expected toreacn $1.8 billion. Residential and commerciao developments are rising around the campu s with hopes ofturning Kannapolis, a formefr textile town, into a biotech center.
The city received the award in the category of Excellencs in EconomicDiversification Strategies, which recognizes responses to plangt closures and other economic that promote economic diversification. The competitionj is open to nonprofits; local, state and regional governments; and universitiesa and colleges. Cabarrus and Rowaj counties lost 4,300 manufacturing jobs when textilemanufacturere Kannapolis-basedPillowtex Corp. closed in July 2003. Two years later, Californiwa billionaire David Murdock announced plans forthe N.C. Researchb Campus at the 350-acre former Pillowtex headquarterse andmanufacturing site. The life-sciences hub includes the participation of Duke theUNC System, the N.C.
Community College System, other educationa l institutions andbusiness partners. The total investment is expected toreacn $1.8 billion. Residential and commerciao developments are rising around the campu s with hopes ofturning Kannapolis, a formefr textile town, into a biotech center.
Tuesday, December 4, 2012
Poor Kate - I know how she feels - Yahoo! Lifestyle UK
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Yahoo! Lifestyle UK | Poor Kate - I know how she feels Yahoo! Lifestyle UK 'Oh poor Kate', was my first thought on hearing that the Duchess of Cambridge is pregnant. Not because motherhood isn't the wonderful, heart-swelling trip that other mums up-sell to first-timers like her (it is all this and more) but because she ... |
Monday, December 3, 2012
Israel Plays Down Importance of UN Bid by Palestinians - New York Times
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Haaretz | Israel Plays Down Importance of UN Bid by Palestinians New York Times Israeli officials began to play down the significance of a draft resolution that c » |
Saturday, December 1, 2012
Aerojet, Solar Power to build massive solar-panel system - Dayton Business Journal:
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Roseville-based Solar Power SOPW) should complete the installation of the solafr power systemin November, with Sacramento Municipaol Utility District interconnecting the system to the powerr grid the same month. All of the powere generated will be used by aGenCorp (NYSE: GY) “The electricity created by this solar facility providese over 20 percent of the power required to operate our extensive groundwater remediation program,” Aerojet presiden t Scott Neish said in a news release.
“This initiative is a majodr step in our efforts to helpthe environment, reducew our carbon footprint and return approximately 20 acresa of our significant land holdings in the Sacramentp area to beneficial The 18,000 solar panels will includ a sun-tracking array, greatly increasing production as it followds the sun during the day. The Aeroje t project will cover about20 acres. “Thre Aerojet installation will be one of thelargest single-sit e industrial installations” in the Solar Power CEO Steve Kircher
Roseville-based Solar Power SOPW) should complete the installation of the solafr power systemin November, with Sacramento Municipaol Utility District interconnecting the system to the powerr grid the same month. All of the powere generated will be used by aGenCorp (NYSE: GY) “The electricity created by this solar facility providese over 20 percent of the power required to operate our extensive groundwater remediation program,” Aerojet presiden t Scott Neish said in a news release.
“This initiative is a majodr step in our efforts to helpthe environment, reducew our carbon footprint and return approximately 20 acresa of our significant land holdings in the Sacramentp area to beneficial The 18,000 solar panels will includ a sun-tracking array, greatly increasing production as it followds the sun during the day. The Aeroje t project will cover about20 acres. “Thre Aerojet installation will be one of thelargest single-sit e industrial installations” in the Solar Power CEO Steve Kircher
Friday, November 30, 2012
Burgess: Property tax losses
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The Miami-Dade County property appraised released its preliminary tax roll information with all four taxingjurisdictions – fire library, the unincorporated area and Miami-Dadr overall – seeing a decline. The countywide decrease comparinb preliminary tax numbers from year to year shows a 9percentr decrease, or a total of $22.55 billion.” “These losses would have been worswe if not for new constructionb that was added to the property tax roll as of Jan. County Manager George Burgess said in a memo sent tocountgy commissioners. North Bay Village took the biggesf hit, down 20.2 percent from 2008 Homestead sawan 18.2 percent followed by Normandy Shores, down 17.
5 and Aventura which was down 17.3 Golden Beach and the tiny city of Islandia saw no change. Medleyy saw a 1.5 percent drop while Biscayne Park saw a 4perceny decline. Click for the full list. Staffers reviewedf property tax rolls going back to 1985 and found that 1993 saw taxablde value shrinkby 2.9 percent, or $1.9 billion. “Evejn in 2008, when we absorbed the impac t of doubling the homestead exemptionfrom $25,000 to the property tax roll was relatively flat,” Burgesw explained in the memo. “These losses in property tax roll valuesware unprecedented.” Burgess warned of a lot more pain on the using the last two years as a baromete r of what is coming.
For the seconsd consecutive year, Miami-Dade faced a $200 million budgegt gap in the last fiscal Core services were kept intact by tightening but assuming the same tax rate adoptecfor 2008-09, the estimated ad valorem revenuesa for fiscal year 2009-10 would shrink by $174.1 million, according to the Taking into account the impac t of normal inflationary growth and the economic combined with the non ad valorem revenues sources, results in property tax subsidizefd operations facing a budget gap of $350 millionb to $400 million, Burgess said.
“Ws are working diligently to preparde a proposed budget forFY [fiscal year] 2009-10 that to the extentg possible, preserves essential services and minimizes service impacts to our he wrote in the memo. “However, closing a budgetaru gap of this size will require some verydifficulgt decisions.”
The Miami-Dade County property appraised released its preliminary tax roll information with all four taxingjurisdictions – fire library, the unincorporated area and Miami-Dadr overall – seeing a decline. The countywide decrease comparinb preliminary tax numbers from year to year shows a 9percentr decrease, or a total of $22.55 billion.” “These losses would have been worswe if not for new constructionb that was added to the property tax roll as of Jan. County Manager George Burgess said in a memo sent tocountgy commissioners. North Bay Village took the biggesf hit, down 20.2 percent from 2008 Homestead sawan 18.2 percent followed by Normandy Shores, down 17.
5 and Aventura which was down 17.3 Golden Beach and the tiny city of Islandia saw no change. Medleyy saw a 1.5 percent drop while Biscayne Park saw a 4perceny decline. Click for the full list. Staffers reviewedf property tax rolls going back to 1985 and found that 1993 saw taxablde value shrinkby 2.9 percent, or $1.9 billion. “Evejn in 2008, when we absorbed the impac t of doubling the homestead exemptionfrom $25,000 to the property tax roll was relatively flat,” Burgesw explained in the memo. “These losses in property tax roll valuesware unprecedented.” Burgess warned of a lot more pain on the using the last two years as a baromete r of what is coming.
For the seconsd consecutive year, Miami-Dade faced a $200 million budgegt gap in the last fiscal Core services were kept intact by tightening but assuming the same tax rate adoptecfor 2008-09, the estimated ad valorem revenuesa for fiscal year 2009-10 would shrink by $174.1 million, according to the Taking into account the impac t of normal inflationary growth and the economic combined with the non ad valorem revenues sources, results in property tax subsidizefd operations facing a budget gap of $350 millionb to $400 million, Burgess said.
“Ws are working diligently to preparde a proposed budget forFY [fiscal year] 2009-10 that to the extentg possible, preserves essential services and minimizes service impacts to our he wrote in the memo. “However, closing a budgetaru gap of this size will require some verydifficulgt decisions.”
Thursday, November 29, 2012
Recession-proof business strategies for the upturn - Houston Business Journal:
bertayfybuqutyp.blogspot.com
It’s funny: Whenever there is a threat inthe economy, businesses tighten their belts. They cut back on lavish expenses, they keep only the best and mostprofitabls employees, and they concentrate on only the most profitables products or services they offer. Is there any reasonm we’re not doing this all of the time? Companies that have the most successful profit growthj are the ones that act as if they alwaysa have to tightentheir belts. By focusing on the good of the customer/clienr base, we naturally focus on the good of ourindividuakl businesses.
In order to become a recession-proogf business, careful, strategic planning; human asset investment; and more effectivse systems and procedures must be put into play in ordee to notjust survive, but Marketing: Is the money you are spending resultin g in dollars in your company’z pocket? Take a serious look at your currentf marketing campaign and make sure you are focusedc on the “call-to-action” type of advertising.
‘because we care’: Promote, “becaus e we care” specials, sales and Show the community that has supported you over the yearzs that you understand money istight and, out of appreciation for theirr support, you are willing to make less per item so they may continur to live the lifestyle they desire. ‘word-of-mouth’: Develop a strong word-of-mouth marketing campaigmn so you may increase businessthrough referrals. This will dramatically increase sales without costing youany “hardx dollars.” The “soft dollar” cost will be the time spent networking. If you are not a memberf of the chamberof commerce, join it.
If you are a get more active in committees and It is these locap business professionals that will support you andhelp you. If you are not a membefr of a BNI chapter inyour area, join one. These chapters are made up of business professionals in your area who have the same mindsert of growing their business through referrals by helpingf others dothe same. Sales: What you did to closr sales during the last 12 months may notwork now, or in the next few Invest in a sales developmen course for you and your This short-term investment will bringh both short- and long-term resultsd for your business.
Trying to increase your saleswperformance – especially during tryinhg times – is like athletes trying to increase their physicalo performance. They don’t keep trying the same thingv overand over. They focusw on increasing their skills and attitude so they may break their current barriers andplateauws – and perform at that next level. You and your salespeoplwe must dothe same. Your salexs department must bethe top-performing departmeny in your company. Your sales department is the plac e to trimthe fat.
Keep only top performers and allowno “The economy is tough” and “we need to lowerd prices” are unacceptable excuses coming from the mouths of your salespeople. They need to have a “whatever it attitude. You know the “When the going gets tough ….” During downswingas in the business marketplace, nothing is more important for your business than Without it, no money is made and companie don’t survive.
Please see my next articlee for the rest of the eight areas on which to focus and invesg your business so you may come out on the othet end of this downturn riding the waveof
It’s funny: Whenever there is a threat inthe economy, businesses tighten their belts. They cut back on lavish expenses, they keep only the best and mostprofitabls employees, and they concentrate on only the most profitables products or services they offer. Is there any reasonm we’re not doing this all of the time? Companies that have the most successful profit growthj are the ones that act as if they alwaysa have to tightentheir belts. By focusing on the good of the customer/clienr base, we naturally focus on the good of ourindividuakl businesses.
In order to become a recession-proogf business, careful, strategic planning; human asset investment; and more effectivse systems and procedures must be put into play in ordee to notjust survive, but Marketing: Is the money you are spending resultin g in dollars in your company’z pocket? Take a serious look at your currentf marketing campaign and make sure you are focusedc on the “call-to-action” type of advertising.
‘because we care’: Promote, “becaus e we care” specials, sales and Show the community that has supported you over the yearzs that you understand money istight and, out of appreciation for theirr support, you are willing to make less per item so they may continur to live the lifestyle they desire. ‘word-of-mouth’: Develop a strong word-of-mouth marketing campaigmn so you may increase businessthrough referrals. This will dramatically increase sales without costing youany “hardx dollars.” The “soft dollar” cost will be the time spent networking. If you are not a memberf of the chamberof commerce, join it.
If you are a get more active in committees and It is these locap business professionals that will support you andhelp you. If you are not a membefr of a BNI chapter inyour area, join one. These chapters are made up of business professionals in your area who have the same mindsert of growing their business through referrals by helpingf others dothe same. Sales: What you did to closr sales during the last 12 months may notwork now, or in the next few Invest in a sales developmen course for you and your This short-term investment will bringh both short- and long-term resultsd for your business.
Trying to increase your saleswperformance – especially during tryinhg times – is like athletes trying to increase their physicalo performance. They don’t keep trying the same thingv overand over. They focusw on increasing their skills and attitude so they may break their current barriers andplateauws – and perform at that next level. You and your salespeoplwe must dothe same. Your salexs department must bethe top-performing departmeny in your company. Your sales department is the plac e to trimthe fat.
Keep only top performers and allowno “The economy is tough” and “we need to lowerd prices” are unacceptable excuses coming from the mouths of your salespeople. They need to have a “whatever it attitude. You know the “When the going gets tough ….” During downswingas in the business marketplace, nothing is more important for your business than Without it, no money is made and companie don’t survive.
Please see my next articlee for the rest of the eight areas on which to focus and invesg your business so you may come out on the othet end of this downturn riding the waveof
Tuesday, November 27, 2012
Dark matter is running out of places to hide from scientists - NBCNews.com
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NBCNews.com | Dark matter is running out of places to hide from scientists NBCNews.com Dark matter is an elusive substance that is invisible and almost never detected, except by its gravitational pull. Yet astronomers say it likely makes up a quarter of the entire universe and dwarfs the amount of normal matter (galaxies, stars and ... |
Monday, November 26, 2012
Dean Foods to relocate corporate office - Austin Business Journal:
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Dallas-based Dean (NYSE: DF) will relocatee from its current location at 2515McKinney Ave. into 240,009 square feet of space inside Cityplace. The move is expectecd to take place in the first quartedrof 2010. "We are pleased to be able to relocatee our offices within Dallascity limits. Many factors worked in our including the realestate market, space availability and other economid elements," said Gregg chairman of the board and chie f executive officer of Dean Foods. "The City of Dallaxs is our home, and we are pleasee to remain here and continue our many civic andcommunitgy partnerships.
" Dean said in a statemeng it is moving because the companty has outgrown its current workspace, and new space is needee to address the company’s changing needs. The lease will take occupanchy at Cityplace to about 80 percent from about 60percent now, said Sarah vice president at Stream Realty Partners, whichy handles leasing in the building. Employees will begin movinyg in December and the move will be phasexd inthrough March, Payne said. "This was a huge win for the City of Dallasz to keep them inthe city, because they looke all over," Payne said.
She said Dean Foods considered existing spaceand build-to-suits in the Legacy/Frisco as well as other buildingsx downtown. Brokers familiar with the search said Dean Foods consideref Fountain Place and Bank of America Plaza among other downtown buildings with significant squarefootage available. The asking lease rate for space in Cityplaceis $24 per squaree foot, plus electricity. Dean Fooda will occupy floors 34 through 40 inthe 1.2-million-square-foot building. Dean Foods occupies about 150,000 square feet at its current location.
Dallas-based Dean (NYSE: DF) will relocatee from its current location at 2515McKinney Ave. into 240,009 square feet of space inside Cityplace. The move is expectecd to take place in the first quartedrof 2010. "We are pleased to be able to relocatee our offices within Dallascity limits. Many factors worked in our including the realestate market, space availability and other economid elements," said Gregg chairman of the board and chie f executive officer of Dean Foods. "The City of Dallaxs is our home, and we are pleasee to remain here and continue our many civic andcommunitgy partnerships.
" Dean said in a statemeng it is moving because the companty has outgrown its current workspace, and new space is needee to address the company’s changing needs. The lease will take occupanchy at Cityplace to about 80 percent from about 60percent now, said Sarah vice president at Stream Realty Partners, whichy handles leasing in the building. Employees will begin movinyg in December and the move will be phasexd inthrough March, Payne said. "This was a huge win for the City of Dallasz to keep them inthe city, because they looke all over," Payne said.
She said Dean Foods considered existing spaceand build-to-suits in the Legacy/Frisco as well as other buildingsx downtown. Brokers familiar with the search said Dean Foods consideref Fountain Place and Bank of America Plaza among other downtown buildings with significant squarefootage available. The asking lease rate for space in Cityplaceis $24 per squaree foot, plus electricity. Dean Fooda will occupy floors 34 through 40 inthe 1.2-million-square-foot building. Dean Foods occupies about 150,000 square feet at its current location.
Friday, November 23, 2012
Boatmaker Genmar files Chapter 11 - Minneapolis / St. Paul Business Journal:
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The petition to reorganize its debts was filed Monday afternoobin U.S. Bankruptcy Court in Minneapolies along with more than 20related subsidiaries. Genmaer has between 100 and 199 creditors. It listd its assets in the rageof $10 million to $50 milliob and its liabilities betwee $100 million and $500 million, according to couryt documents. The largest unsecured creditorsare Maslon, Borman, Brand, a Minneapolis-basesd law firm which is owed $186,700. , a law firm in is owed $155,800. Law firm in Minneapolis, is representiny Genmar in thebankruptcy case. The only securef creditors areand , according to a storh in the Minneapolis Star Tribune .
Genmar said it has received commitmen fora debtor-in-possession (DIP) financing proposal from both banks. In a Genmar Chairman, CEO and largest shareholdert Irwin Jacobs said sales ofthe company’s fishing luxury yachts and other products startex to decline in but worsened in recent months. The company’s sales in fiscal which ends in June, are likely to be aboutr $460 million, off by more than 50 percenf fromfiscal 2008. “If someone wouldr have said to me as recently as even one montyh ago that Genmar would someday be filing forChaptet 11, I would have said it was not even a remotd possibility,” Jacobs said.
Genmar had been makingg some strategy changes inrecent months, . A spinofvf company, Greenville, Pa.-based , and othed Jacobs-related companies aren’t included in the VEC for energy-generating windmills.
The petition to reorganize its debts was filed Monday afternoobin U.S. Bankruptcy Court in Minneapolies along with more than 20related subsidiaries. Genmaer has between 100 and 199 creditors. It listd its assets in the rageof $10 million to $50 milliob and its liabilities betwee $100 million and $500 million, according to couryt documents. The largest unsecured creditorsare Maslon, Borman, Brand, a Minneapolis-basesd law firm which is owed $186,700. , a law firm in is owed $155,800. Law firm in Minneapolis, is representiny Genmar in thebankruptcy case. The only securef creditors areand , according to a storh in the Minneapolis Star Tribune .
Genmar said it has received commitmen fora debtor-in-possession (DIP) financing proposal from both banks. In a Genmar Chairman, CEO and largest shareholdert Irwin Jacobs said sales ofthe company’s fishing luxury yachts and other products startex to decline in but worsened in recent months. The company’s sales in fiscal which ends in June, are likely to be aboutr $460 million, off by more than 50 percenf fromfiscal 2008. “If someone wouldr have said to me as recently as even one montyh ago that Genmar would someday be filing forChaptet 11, I would have said it was not even a remotd possibility,” Jacobs said.
Genmar had been makingg some strategy changes inrecent months, . A spinofvf company, Greenville, Pa.-based , and othed Jacobs-related companies aren’t included in the VEC for energy-generating windmills.
Thursday, November 22, 2012
Furious fans hurl objects after Tracy McGrady doesn't play in China - USA TODAY
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13WMAZ | Furious fans hurl objects after Tracy McGrady doesn't play in China USA TODAY According to NIUBb » |
Tuesday, November 20, 2012
Lobbyists capitalize on two-party warfare - Triangle Business Journal:
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The 's rise to prominencee in the early 1990s, endingy decades of dominance at the General has sparked tremendous expansion in the lobbying Doors are swinging openfor Republican-affiliated as organizations trying to curry favor with legislatores are forced to work both sides of the In the 1993-94 legislative session, 530 lobbyists were registeredx with the Secretary of State's Office. Followingb the 1994 election in which the GOP took control of the statr Houseof Representatives, the number of registered lobbyistzs jumped almost 15 percent, to 607, in the 1995-96 About 550 lobbyists alreadyu are signed up with the state in the curreny legislative session, and Chip Futrell, who oversees lobbyists for the Secretaryh of State, said the numbef will easily top 607 by the end of 1998.
"The landscapee has shifted dramatically from what itwas 10, even years ago," said Roger a longtime lobbyist with Democratid ties. "People are succeeding today (at lobbying) who wouldn'g have gotten a secondr look from some legislators back And those lookscost money. State filingxs show companies and associations spent morethan $6 millionb on lobbyists last year. That totalo is likely to explode this year becausde so many contentious issues are being debates at theGeneral Assembly. Law a traditional haven for and government relations firms are addinbg people with extensiveGOP ties.
Many have hirer lobbyists in the past year specifically to court Republicanh lawmakers so thattheir clients' agendas don' get lost in the House. For example, Ann a former director of the state Employment Security Commission and the GOP candidat e for state treasurerlast fall, joined Womblwe Carlyle Sandridge & Rice in January as a The statewide law firm already had former Democratif Sen.
Alexander "Sandy" Sandsa and former state Democratic Party chie f Lawrence Davis on staff as lobbyistx for clientsincluding AT&T, Philip Morris and "More firms are getting a bipartisan flavor to Duncan said, adding that she probably helps Wombled Carlyle cut across gender lines in the legislature as "We work very well together," she said of her Democrat "I think we're more mainstream Northb Carolina than off to one side or the Bone, whose Bone & Associates lobbyingt firm counts the Tobacco Institute and the Nortu Carolina Pork Council among its clients, solicitee advice from legislators before hiring a Republica n associate -- first Joyce Peters, then Suzanns Williams after Peters started her own firm.
The Sanford Holshouseer Law Firm, led by former Democratic Gov. Terrh Sanford and former Republican Gov. Jim covered its bets when it created its first formal lobbying groupin January. The unit is heade by Theresa Kostrzewa, a former aide to Hous Majority LeaderLeo Daughtry, and includes Lori Ann a former policy and research assistant to formee House Speaker Dan Blue, a Raleighy Democrat. Harris was also an executive directore of the Legislative BlacikCaucus Foundation. One exception to the trend is the Democratic-leaninyg Poyner & Spruill law firm, where Gov. Jim Hunt worke d during his eight-year hiatus from the governor's mansion.
The firm's best-knowh lobbyist, Marvin Musselwhite, said he and his colleaguee can work both sides in the legislature without adding Republican members. "People look at me as an not my relationship withthe governor," Musselwhite "I haven't burned any bridges, and I respect the relationshipzs I have with legislators." Some observeres say it would be pointless for organizations closely affiliatesd with the Democrats to attempt to cover their roots by loading up on GOP "You can't hide who you are; it just doesn't Republican lobbyist Don Beason Daughtry, a Smithfield Republican, saying lawmakers "have long memories.
We know who's So, apparently, do corporations, which have begun to form ad hoc teamsdof Democratic- and Republican-affiliated The lobbyists blanket the legislature, working designated areads so they don't overlap and get as much coveragr as possible. "Companies want armies of peopled forquick action," Bone said. "They match up lobbyistz with legislatorsas needed. ... I'll take a handful of and someone else will takeanother group." This matching game allowd team lobbyists to specialize, focusing on the House, Senat or specific committees much as baseball pitchers have evolved into long relievers, set-up men and closers.
"We've gottenm to the point where some lobbyistz work only the Republicans onthe (House) appropriationsx committee," Blue said. "You have this proliferation in the business because people are specializing andforming CP&L, for instance, has six registere d lobbyists now, up from four threr years ago. Glaxo Wellcome also has movex from four to six lobbyists inthat time, whilde Blue Cross and Blue Shield of North Carolina has gone from six to
The 's rise to prominencee in the early 1990s, endingy decades of dominance at the General has sparked tremendous expansion in the lobbying Doors are swinging openfor Republican-affiliated as organizations trying to curry favor with legislatores are forced to work both sides of the In the 1993-94 legislative session, 530 lobbyists were registeredx with the Secretary of State's Office. Followingb the 1994 election in which the GOP took control of the statr Houseof Representatives, the number of registered lobbyistzs jumped almost 15 percent, to 607, in the 1995-96 About 550 lobbyists alreadyu are signed up with the state in the curreny legislative session, and Chip Futrell, who oversees lobbyists for the Secretaryh of State, said the numbef will easily top 607 by the end of 1998.
"The landscapee has shifted dramatically from what itwas 10, even years ago," said Roger a longtime lobbyist with Democratid ties. "People are succeeding today (at lobbying) who wouldn'g have gotten a secondr look from some legislators back And those lookscost money. State filingxs show companies and associations spent morethan $6 millionb on lobbyists last year. That totalo is likely to explode this year becausde so many contentious issues are being debates at theGeneral Assembly. Law a traditional haven for and government relations firms are addinbg people with extensiveGOP ties.
Many have hirer lobbyists in the past year specifically to court Republicanh lawmakers so thattheir clients' agendas don' get lost in the House. For example, Ann a former director of the state Employment Security Commission and the GOP candidat e for state treasurerlast fall, joined Womblwe Carlyle Sandridge & Rice in January as a The statewide law firm already had former Democratif Sen.
Alexander "Sandy" Sandsa and former state Democratic Party chie f Lawrence Davis on staff as lobbyistx for clientsincluding AT&T, Philip Morris and "More firms are getting a bipartisan flavor to Duncan said, adding that she probably helps Wombled Carlyle cut across gender lines in the legislature as "We work very well together," she said of her Democrat "I think we're more mainstream Northb Carolina than off to one side or the Bone, whose Bone & Associates lobbyingt firm counts the Tobacco Institute and the Nortu Carolina Pork Council among its clients, solicitee advice from legislators before hiring a Republica n associate -- first Joyce Peters, then Suzanns Williams after Peters started her own firm.
The Sanford Holshouseer Law Firm, led by former Democratic Gov. Terrh Sanford and former Republican Gov. Jim covered its bets when it created its first formal lobbying groupin January. The unit is heade by Theresa Kostrzewa, a former aide to Hous Majority LeaderLeo Daughtry, and includes Lori Ann a former policy and research assistant to formee House Speaker Dan Blue, a Raleighy Democrat. Harris was also an executive directore of the Legislative BlacikCaucus Foundation. One exception to the trend is the Democratic-leaninyg Poyner & Spruill law firm, where Gov. Jim Hunt worke d during his eight-year hiatus from the governor's mansion.
The firm's best-knowh lobbyist, Marvin Musselwhite, said he and his colleaguee can work both sides in the legislature without adding Republican members. "People look at me as an not my relationship withthe governor," Musselwhite "I haven't burned any bridges, and I respect the relationshipzs I have with legislators." Some observeres say it would be pointless for organizations closely affiliatesd with the Democrats to attempt to cover their roots by loading up on GOP "You can't hide who you are; it just doesn't Republican lobbyist Don Beason Daughtry, a Smithfield Republican, saying lawmakers "have long memories.
We know who's So, apparently, do corporations, which have begun to form ad hoc teamsdof Democratic- and Republican-affiliated The lobbyists blanket the legislature, working designated areads so they don't overlap and get as much coveragr as possible. "Companies want armies of peopled forquick action," Bone said. "They match up lobbyistz with legislatorsas needed. ... I'll take a handful of and someone else will takeanother group." This matching game allowd team lobbyists to specialize, focusing on the House, Senat or specific committees much as baseball pitchers have evolved into long relievers, set-up men and closers.
"We've gottenm to the point where some lobbyistz work only the Republicans onthe (House) appropriationsx committee," Blue said. "You have this proliferation in the business because people are specializing andforming CP&L, for instance, has six registere d lobbyists now, up from four threr years ago. Glaxo Wellcome also has movex from four to six lobbyists inthat time, whilde Blue Cross and Blue Shield of North Carolina has gone from six to
Monday, November 19, 2012
Active Implants to market in Europe - Memphis Business Journal:
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and is also taken into consideration when applicatiobn is madeto FDA. The Hip Buffer is a flexibles polycarbonate polyurethane cap that fits snugly over the top of the femufr after the cartilage is assuming the role of cartilage in cushioningy theinner joint. "Al the other products go in and remover a lotof bone, and then look for fixation," said Stephem Bradshaw, president and CEO of Active Implants. "This is a lot thinner and allows for a much largerfemorapl head." The larger the femoral the closer it replicatesx the natural anatomy.
The material was first designed for the Israelii Navy to be usedon high-speed boat The material is so toughb that in England couldn'gt find any wear after 5 million cycles; they developedc a new way of testing it at the molecular level and it was still virtuallu unaffected. Active Implants' target marke t is younger people who've been injurefd and want to restorw theirlife activity. The same materia l is being explored as a meniscus replacement in the knee and possiblyu aspinal disk. The company is exploring both a cooperativd agreement in which another company will sell the Hip as well as building a dedicatedsales force. Bradshaw is aiming for full commercializatiojin 2007.
Active Implants is a privately held companu founded in Memphis last year by a group of locaoorthopedic veterans.
and is also taken into consideration when applicatiobn is madeto FDA. The Hip Buffer is a flexibles polycarbonate polyurethane cap that fits snugly over the top of the femufr after the cartilage is assuming the role of cartilage in cushioningy theinner joint. "Al the other products go in and remover a lotof bone, and then look for fixation," said Stephem Bradshaw, president and CEO of Active Implants. "This is a lot thinner and allows for a much largerfemorapl head." The larger the femoral the closer it replicatesx the natural anatomy.
The material was first designed for the Israelii Navy to be usedon high-speed boat The material is so toughb that in England couldn'gt find any wear after 5 million cycles; they developedc a new way of testing it at the molecular level and it was still virtuallu unaffected. Active Implants' target marke t is younger people who've been injurefd and want to restorw theirlife activity. The same materia l is being explored as a meniscus replacement in the knee and possiblyu aspinal disk. The company is exploring both a cooperativd agreement in which another company will sell the Hip as well as building a dedicatedsales force. Bradshaw is aiming for full commercializatiojin 2007.
Active Implants is a privately held companu founded in Memphis last year by a group of locaoorthopedic veterans.
Saturday, November 17, 2012
Despite woes, Harlem Quartet still plays on - Boston Globe
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Despite woes, Harlem Quartet still plays on Boston Globe It's an honor just to be chosen for the program, which selects one talented young quartet every two years and polishes it for the big time. NEC's quartets have taken top prizes at international competitions, signed coveted recording contracts, and even ... |
Friday, November 16, 2012
TiVo wins $103M round in EchoStar fight - Triangle Business Journal:
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EchoStar lost an appeal in district court in The courtawarded Alviso-based TiVo (NASDAQ: TIVO) 068,836 plus interest, which covers the perio from Sept. 8, 2006 to April 18, 2008. But EchoStar SATS), of Englewood, Colo., will appeal the matterd to the U.S Coury of Appeals for the Federal Circuit. Even if TiVo which observers think likely, the award won’t wipe away its large accumulated deficit. In the fiscal yeares 2008 and 2007, befor it won damages, TiVo lost $31.65 million and $49.1 million, respectively. TiVo has already been awarde $105 million in this patenr fightwith EchoStar. Thougu that earlier EchoStar payment contributed to a profitof $103.
6 millioj for TiVo in the quarter ended the company’s accumulated deficit (how much it has lost or writte n off since it started) at that time was $672.2w million. “We will need to generate significant additional revenuee to achievesustained profitability,” the companty said in its most recent quarterlhy filing. TiVo’s president and CEO, Tom 54, was paid a salary of $800,0009 in the latest fiscal His total compensation for the yearwas $5.9 million, includingg $54,824 for housing, housint related and living expenses, $42,796 in insurance related expenses, and $20,0909 in family travel related expenses, accordinhg to TiVo’s proxy card.
Rogers also sits on the board at , a Texaws telephone book publisher that filedf Chapter 11in March. He’sw been a director there sinceNovember 2006. based at the Dallas-Fort Worth Airport, paid a cash retainedr of $60,000 to directors in 2007, the latestg year it’s reported in a proxg statement. Former TiVo board member Charles Fruit, a marketing executive who saton TiVo’s audit committee, died May 27. TiVo had 463 workerd as of March 23, more than half of them in research anddevelopmenft jobs.
EchoStar lost an appeal in district court in The courtawarded Alviso-based TiVo (NASDAQ: TIVO) 068,836 plus interest, which covers the perio from Sept. 8, 2006 to April 18, 2008. But EchoStar SATS), of Englewood, Colo., will appeal the matterd to the U.S Coury of Appeals for the Federal Circuit. Even if TiVo which observers think likely, the award won’t wipe away its large accumulated deficit. In the fiscal yeares 2008 and 2007, befor it won damages, TiVo lost $31.65 million and $49.1 million, respectively. TiVo has already been awarde $105 million in this patenr fightwith EchoStar. Thougu that earlier EchoStar payment contributed to a profitof $103.
6 millioj for TiVo in the quarter ended the company’s accumulated deficit (how much it has lost or writte n off since it started) at that time was $672.2w million. “We will need to generate significant additional revenuee to achievesustained profitability,” the companty said in its most recent quarterlhy filing. TiVo’s president and CEO, Tom 54, was paid a salary of $800,0009 in the latest fiscal His total compensation for the yearwas $5.9 million, includingg $54,824 for housing, housint related and living expenses, $42,796 in insurance related expenses, and $20,0909 in family travel related expenses, accordinhg to TiVo’s proxy card.
Rogers also sits on the board at , a Texaws telephone book publisher that filedf Chapter 11in March. He’sw been a director there sinceNovember 2006. based at the Dallas-Fort Worth Airport, paid a cash retainedr of $60,000 to directors in 2007, the latestg year it’s reported in a proxg statement. Former TiVo board member Charles Fruit, a marketing executive who saton TiVo’s audit committee, died May 27. TiVo had 463 workerd as of March 23, more than half of them in research anddevelopmenft jobs.
Thursday, November 15, 2012
Bankruptcy filings soar in Florida
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percent increase in filings in the for the Middlew District of Florida in the 12 months endedMarcuh 31, compared to the same period a year earlier. The increasre in bankruptcy filings in the Middle District of Floridaw outpaced the national increase inbankruptcy Nationally, bankruptcy filings for the 12-montnh period ending March 31, 2009, were up 33.3 percent over bankruptcyg filings for the 12-month period endinbg March 31, 2008, according to statisticsx released by the administrative officre of the U.S. Courts. In the Middlee District of Florida, there were 47,04 bankruptcty filings in the 12 months endedMarch 31, compared to 30,031 in the year endedf March 31, 2008.
There had been 18,017 bankruptcyt filings in the year endexdMarch 31, 2007. During the quarter ended Marcgh 31, there were 13,332 total filings in the Middle Districftof Florida, including 9,687 Chapter 7 filings, 127 Chapter 11 and 3,513 Chapter 13 filings. There were 683 business bankruptcie s filed in the quarter endedMarch 31, includinb 507 businesses that sought to liquidate throughu Chapter 7, and 116 that sought to reorganized their debts through Chapter 11. There also were a total of 12,649o non-business bankruptcies filed in the three monthsx endedMarch 31.
percent increase in filings in the for the Middlew District of Florida in the 12 months endedMarcuh 31, compared to the same period a year earlier. The increasre in bankruptcy filings in the Middle District of Floridaw outpaced the national increase inbankruptcy Nationally, bankruptcy filings for the 12-montnh period ending March 31, 2009, were up 33.3 percent over bankruptcyg filings for the 12-month period endinbg March 31, 2008, according to statisticsx released by the administrative officre of the U.S. Courts. In the Middlee District of Florida, there were 47,04 bankruptcty filings in the 12 months endedMarch 31, compared to 30,031 in the year endedf March 31, 2008.
There had been 18,017 bankruptcyt filings in the year endexdMarch 31, 2007. During the quarter ended Marcgh 31, there were 13,332 total filings in the Middle Districftof Florida, including 9,687 Chapter 7 filings, 127 Chapter 11 and 3,513 Chapter 13 filings. There were 683 business bankruptcie s filed in the quarter endedMarch 31, includinb 507 businesses that sought to liquidate throughu Chapter 7, and 116 that sought to reorganized their debts through Chapter 11. There also were a total of 12,649o non-business bankruptcies filed in the three monthsx endedMarch 31.
Tuesday, November 13, 2012
Chelsea details race claim; Police probe dropped - San Francisco Chronicle
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San Francisco Chronicle | Chelsea details race claim; Police probe dropped San Francisco Chronicle LONDON (AP) â€" Chelsea went public for the first time Tuesday with detailed racial abuse » |
Monday, November 12, 2012
AMD signs lease for office space in Luther Forest - The Business Review (Albany):
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billion computer chip fabrication plant. AMD Fab Technologieds US Inc. will join a growing list of tenantse ina 105,000-square-foot flex-space building at the which is located next to the wherd the chip fab will be STEP is a 280-acre park owned by the . The buildinvg where AMD and the other companies are located is owned by The of Companiedsin Troy. The lease with AMD begins Dec. 1. Twelve peopld will work in theoffice initially, a numbe that will grow to 40. “Any time you get a 10,000-square-footr tenant in this economyt and thismarket it’s United Group President and CEO Michael J. Uccellinoi said. “In the Albany marketplace that’s a big tenant.
For that tenantr to also be AMD, that’s very big.” Travi s Bullard, an AMD spokesman, said the companh has a two-year lease. Other tenants in the buildinbginclude , , , , and Once AMD movesa in there will be abouft 18,000 square feet of manufacturing space and about 10,000 square feet of officde space remaining, Uccellini said. Construction of the chip fab is expectex to begin next year at the Luthee ForestTechnology Campus. When completed in 18 months the plant will employ morethan 1,400 people and is expected to createe thousands of spin-off jobs. The plant will be a jointg venture between AMD and ofAbu Dhabi.
billion computer chip fabrication plant. AMD Fab Technologieds US Inc. will join a growing list of tenantse ina 105,000-square-foot flex-space building at the which is located next to the wherd the chip fab will be STEP is a 280-acre park owned by the . The buildinvg where AMD and the other companies are located is owned by The of Companiedsin Troy. The lease with AMD begins Dec. 1. Twelve peopld will work in theoffice initially, a numbe that will grow to 40. “Any time you get a 10,000-square-footr tenant in this economyt and thismarket it’s United Group President and CEO Michael J. Uccellinoi said. “In the Albany marketplace that’s a big tenant.
For that tenantr to also be AMD, that’s very big.” Travi s Bullard, an AMD spokesman, said the companh has a two-year lease. Other tenants in the buildinbginclude , , , , and Once AMD movesa in there will be abouft 18,000 square feet of manufacturing space and about 10,000 square feet of officde space remaining, Uccellini said. Construction of the chip fab is expectex to begin next year at the Luthee ForestTechnology Campus. When completed in 18 months the plant will employ morethan 1,400 people and is expected to createe thousands of spin-off jobs. The plant will be a jointg venture between AMD and ofAbu Dhabi.
Sunday, November 11, 2012
Friday, November 9, 2012
Acclaimed years in Iraq marked highlight of Petraeus' legendary Army career - Washington Post
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ABC News | Acclaimed years in Iraq marked highlight of Petraeus' legendary Army career Washington Post WASHINGTON â€" At the close of his time commanding U.S. forces in Iraq, at the height of a legendary military career, Gen. David Petraeus was lauded by his boss, then-Defense Secretary Robert Gates, as “one of our nation's great battle captains.†The ... CIA Director Petraeus Quits Over Extramarital Affair |
Thursday, November 8, 2012
Parsinen Law sold to Indianapolis firm - Phoenix Business Journal:
hihozeima.blogspot.com
Minneapolis-based Parsinen, founded in 1981, will officiallt become part of Indianapolis-based Barnes & Thornburg on July 1. The firm has 22 including 14 partners. Parsinen’s practice areas include business litigation, commercial real estate, corporate law, employmeny law, employee and executive personal legal planning andrenewable energy. In a statement, Parsineh Managing Partner Howard Rubin said the firmremainedd profitable, but increasingly has had to turn away business that doesn’tt fall into its core practice Barnes & Thornburg will help fill gaps in areae such as intellectual property, he said.
“We were lookingg for more breadth to offerour clients, and Barnes Thornburg provided an ideal fit for us as a Midwest-basedx firm with a national presence,” Rubin said. “Barnes & Thornburfg maintains quality practices at a pricw point consistentwith ours, addintg immediate value to our The Minneapolis office will be Barnes Thornburg’s 10th office The firm has roughlh 540 attorneys and other legal professionals.
Minneapolis-based Parsinen, founded in 1981, will officiallt become part of Indianapolis-based Barnes & Thornburg on July 1. The firm has 22 including 14 partners. Parsinen’s practice areas include business litigation, commercial real estate, corporate law, employmeny law, employee and executive personal legal planning andrenewable energy. In a statement, Parsineh Managing Partner Howard Rubin said the firmremainedd profitable, but increasingly has had to turn away business that doesn’tt fall into its core practice Barnes & Thornburg will help fill gaps in areae such as intellectual property, he said.
“We were lookingg for more breadth to offerour clients, and Barnes Thornburg provided an ideal fit for us as a Midwest-basedx firm with a national presence,” Rubin said. “Barnes & Thornburfg maintains quality practices at a pricw point consistentwith ours, addintg immediate value to our The Minneapolis office will be Barnes Thornburg’s 10th office The firm has roughlh 540 attorneys and other legal professionals.
Tuesday, November 6, 2012
Building business harmony - Baltimore Business Journal:
vuwodu.wordpress.com
Alsop, who became the first female to lead a majof orchestra when accepting the rolein 2005, entererd at a time when the BSO was faced with a $19 millio n deficit. Her due diligence forced her tothink "lony and hard" about taking the gig -- attendance had been lagginvg at the Joseph Meyerhoff Symphony the orchestra hadn't produced a labe l recording in nearly a decade, and possible labof unrest with musicians loomed. The BSO' s business struggles resulted in management turnover that eventuallyg saw the hiring of anew CEO. "It was such a difficul and odd circumstance," said who was previously principal conductoe of the Bournemouth Symphony in theUnited Kingdom.
"o don't run blindly into situations." But for 51, she knew the obstacles woulrd put her in a perfect positiobn to createa stir. And so far, the risk has paid off. The BSO celebratecd more than its 25th anniversary last season at the It marked a new beginning forthe 92-year-oled orchestra. The symphony entered the 2007-2008 seasom free of the debt -- incurredd in part by the construction of a new concertvenu -- thanks to a one-timew draw from its endowment. New managemenr and board leadership also secureda $1 milliom grant that helped cut nearly in half the average cost of ticketsd for subscribers.
It's a move one industry expery describes as a strategyto "build a new audience base" -- albeit a riskg one in the short Now the BSO's brassz is looking to build on the momentum, with several new community fresh musical performances, recordings and a new laborf agreement with its musicians. And, executiveas are in the early stages of sketching a plan for the futurw of the Baltimoreinstitution -- looking to grow its endowment by as much as $70 millionm and refurbishing the aging CEO Paul Meecham took over in October 2006 "withy a huge job" on his hands, but today says the BSO is now "ver much operating as a business.
" As Also p leads the musical side, Meecham and the BSO's board are outlinin a plan of their own for the The BSO has reserved around $13 million from its $63 million endowmenf for potential refurbishments at the Meyerhoff. Plans includd replacing the roof, upgrading the building'as lobby and recovering the hall's seats. Meecham also wants to build the BSO's connection with the corporatr community, where the organization's largest partners already include , , , and T. Rowe He's hoping for 15 percent increases in revenue from both the corporatse side andindividual donors.
Jesse Rosen, CEO of the New York-basedr League of American Orchestras, said corporate sponsors play a big role in the growthof symphonies. "It sends a messagre that the community is involver inthe organization," he "It's a critical piece for any orchestra." Private contributions make up arounds 40 percent of an orchestra's revenue, according to data from the League of American Orchestras. The BSO had revenur of $25.6 million in fiscal year 2007. Meecha m said the BSO plans to hire a consultant to pen a strategyg for raising its endowmentby $50 millioh to $70 million.
That initiative won't be rollesd for at least anothertwo years, he And one of the biggest actions will be avoiding another deficit. The prior dip into the red stemmeed from a decline in revenue afterthe 11, 2001, terrorist attacks and subsequent a lack of control over expenses after the revenuse drop, and startup expenses for the BSO's Musi Center at Strathmore in North Bethesda. The BSO saw attendancd grow atthe 2,443-seat Meyerhoff by about 13 percent during the 2007-2008 season. That was in largd part thanks to the grant receivedfrom PNC. The award came at the rightg time forsymphony leaders, who were in searcj of a way to boost crowds.
Capacituy climbed to 72 percenlast season, which ran from September to June, up from 59 percen t in prior years. Subscription revenue is already up 20 percentin 2008-2009 to nearly leaders say.
Alsop, who became the first female to lead a majof orchestra when accepting the rolein 2005, entererd at a time when the BSO was faced with a $19 millio n deficit. Her due diligence forced her tothink "lony and hard" about taking the gig -- attendance had been lagginvg at the Joseph Meyerhoff Symphony the orchestra hadn't produced a labe l recording in nearly a decade, and possible labof unrest with musicians loomed. The BSO' s business struggles resulted in management turnover that eventuallyg saw the hiring of anew CEO. "It was such a difficul and odd circumstance," said who was previously principal conductoe of the Bournemouth Symphony in theUnited Kingdom.
"o don't run blindly into situations." But for 51, she knew the obstacles woulrd put her in a perfect positiobn to createa stir. And so far, the risk has paid off. The BSO celebratecd more than its 25th anniversary last season at the It marked a new beginning forthe 92-year-oled orchestra. The symphony entered the 2007-2008 seasom free of the debt -- incurredd in part by the construction of a new concertvenu -- thanks to a one-timew draw from its endowment. New managemenr and board leadership also secureda $1 milliom grant that helped cut nearly in half the average cost of ticketsd for subscribers.
It's a move one industry expery describes as a strategyto "build a new audience base" -- albeit a riskg one in the short Now the BSO's brassz is looking to build on the momentum, with several new community fresh musical performances, recordings and a new laborf agreement with its musicians. And, executiveas are in the early stages of sketching a plan for the futurw of the Baltimoreinstitution -- looking to grow its endowment by as much as $70 millionm and refurbishing the aging CEO Paul Meecham took over in October 2006 "withy a huge job" on his hands, but today says the BSO is now "ver much operating as a business.
" As Also p leads the musical side, Meecham and the BSO's board are outlinin a plan of their own for the The BSO has reserved around $13 million from its $63 million endowmenf for potential refurbishments at the Meyerhoff. Plans includd replacing the roof, upgrading the building'as lobby and recovering the hall's seats. Meecham also wants to build the BSO's connection with the corporatr community, where the organization's largest partners already include , , , and T. Rowe He's hoping for 15 percent increases in revenue from both the corporatse side andindividual donors.
Jesse Rosen, CEO of the New York-basedr League of American Orchestras, said corporate sponsors play a big role in the growthof symphonies. "It sends a messagre that the community is involver inthe organization," he "It's a critical piece for any orchestra." Private contributions make up arounds 40 percent of an orchestra's revenue, according to data from the League of American Orchestras. The BSO had revenur of $25.6 million in fiscal year 2007. Meecha m said the BSO plans to hire a consultant to pen a strategyg for raising its endowmentby $50 millioh to $70 million.
That initiative won't be rollesd for at least anothertwo years, he And one of the biggest actions will be avoiding another deficit. The prior dip into the red stemmeed from a decline in revenue afterthe 11, 2001, terrorist attacks and subsequent a lack of control over expenses after the revenuse drop, and startup expenses for the BSO's Musi Center at Strathmore in North Bethesda. The BSO saw attendancd grow atthe 2,443-seat Meyerhoff by about 13 percent during the 2007-2008 season. That was in largd part thanks to the grant receivedfrom PNC. The award came at the rightg time forsymphony leaders, who were in searcj of a way to boost crowds.
Capacituy climbed to 72 percenlast season, which ran from September to June, up from 59 percen t in prior years. Subscription revenue is already up 20 percentin 2008-2009 to nearly leaders say.
Monday, November 5, 2012
Source: NCR to move headquarters, 1,300 jobs to Georgia - Birmingham Business Journal:
viktorevaikubuwo.blogspot.com
The (NYSE: NCR) will move its headquartere and 1,250 jobs to Duluth, Ga., as well as opening a 550,000-square-foor manufacturing operation in Macon, Ga., that will emplot up to 880 people. Officials for NCR, which has 1,30o workers in Dayton, could not be immediately reached for commenftMonday night. An official from Ohio Gov. Ted Strickland's office, who spoke to the Dayton Businesxs JournalMonday night, said NCR’s CEO Bill Nuti told Stricklaned that the company has been eyeing Georgia for some time now. The , with locapl officials expressing frustration that the company was not respondinb totheir requests. Georgia Gov.
Sonny Perdue is expectede to make the official announcement Tuesday with NCR receivinh tax incentives from the local officialsin “They (NCR) can’t recruity talent to move to Dayton, Ohio,” a source told the Montgomery County Commissioner Dan Foley, sounding stunned when reacheds Monday night, declined comment. In the letter Stricklandr sent to NCR daterd Monday and obtained by the DaytonBusinesa Journal, the governor said he was trying “tpo take one last opportunithy to urge you to continue your operationds in Ohio.” In the Ohio offers NCR $31.1 million worth of incentives to keep the operation s here.
Strickland's spokesperson declined official comment until the announcementfis made. NCR's departure would leave a vacant 1.3 five-story office building near Dayton'ss downtown that is already hurting from high vacancuy rates and jobs that have been leaving the city durinf the pastseveral years. The loss of 1,300o high-paying jobs from the city will have a negativde impacton Dayton's income tax receipts at a time when the city has faced multi-million dollar budget deficits that have caused it to reduce its workforce and cut services.
Rashad Young, Dayton city said the city reached out to NCR multiple timex inrecent months, and that the city did all it coule to engage the company. Ohio State Sen. Jon R-Kettering, said he will retain hope until the compangy makes anofficial announcement. “We have on multipl occasions reached out to NCR in an attempy to identify ways to secure theid jobs and grow and be successfuoin Ohio,” Husted said Monday evening. “oI am not willing to give up hope.” Phil president and CEO, left a voice message after businessd hours for a reporter Mondayu saying he hadno information.
Toni Bankston, directodr of marketing and communications for theDayton Chamber, did not returjn calls seeking comment. The Dayton Chamber is one of the lead privat groups in the city responsible for retentioj ofexisting companies. In October, NCR said it woulde move its Worldwide Customer Services headquarterws to an Atlanta investing $15 million and creatinyg more than 900 jobs in the suburbs of Peachtreer City and Deluth. The state of Georgiwa provided morethan $8 million in according to officials. NCR, founded locally in 1884, is the Daytonm region’s second largest company, with 20,000 global employees and $5.3 billiobn in revenue in 2008.
The which sells ATMs and retailautomation systems, is Dayton’s lone remaininy Fortune 500 company. At one time, the compangy had more than 18,000 employees in the Daytonh area, but that number has dwindlede during the pastseveral decades. As recently as two years ago, NCR had abougt 2,000 Dayton employees. That numbe has declined by about 700 workerssince 2007. In 2007, NCR announcefd it was relocating its executive offices to New York City and leasinvg an entire floor of the 7 World TradeCentef building.
But, on paper, its headquarters remained in In March, the company also told employeeds it is undergoing a structural reorganization and would cut an unknown amount of its global workforce. That same the company removed thelanguage “world from the sign at its Dayton though it said at the time it was just
The (NYSE: NCR) will move its headquartere and 1,250 jobs to Duluth, Ga., as well as opening a 550,000-square-foor manufacturing operation in Macon, Ga., that will emplot up to 880 people. Officials for NCR, which has 1,30o workers in Dayton, could not be immediately reached for commenftMonday night. An official from Ohio Gov. Ted Strickland's office, who spoke to the Dayton Businesxs JournalMonday night, said NCR’s CEO Bill Nuti told Stricklaned that the company has been eyeing Georgia for some time now. The , with locapl officials expressing frustration that the company was not respondinb totheir requests. Georgia Gov.
Sonny Perdue is expectede to make the official announcement Tuesday with NCR receivinh tax incentives from the local officialsin “They (NCR) can’t recruity talent to move to Dayton, Ohio,” a source told the Montgomery County Commissioner Dan Foley, sounding stunned when reacheds Monday night, declined comment. In the letter Stricklandr sent to NCR daterd Monday and obtained by the DaytonBusinesa Journal, the governor said he was trying “tpo take one last opportunithy to urge you to continue your operationds in Ohio.” In the Ohio offers NCR $31.1 million worth of incentives to keep the operation s here.
Strickland's spokesperson declined official comment until the announcementfis made. NCR's departure would leave a vacant 1.3 five-story office building near Dayton'ss downtown that is already hurting from high vacancuy rates and jobs that have been leaving the city durinf the pastseveral years. The loss of 1,300o high-paying jobs from the city will have a negativde impacton Dayton's income tax receipts at a time when the city has faced multi-million dollar budget deficits that have caused it to reduce its workforce and cut services.
Rashad Young, Dayton city said the city reached out to NCR multiple timex inrecent months, and that the city did all it coule to engage the company. Ohio State Sen. Jon R-Kettering, said he will retain hope until the compangy makes anofficial announcement. “We have on multipl occasions reached out to NCR in an attempy to identify ways to secure theid jobs and grow and be successfuoin Ohio,” Husted said Monday evening. “oI am not willing to give up hope.” Phil president and CEO, left a voice message after businessd hours for a reporter Mondayu saying he hadno information.
Toni Bankston, directodr of marketing and communications for theDayton Chamber, did not returjn calls seeking comment. The Dayton Chamber is one of the lead privat groups in the city responsible for retentioj ofexisting companies. In October, NCR said it woulde move its Worldwide Customer Services headquarterws to an Atlanta investing $15 million and creatinyg more than 900 jobs in the suburbs of Peachtreer City and Deluth. The state of Georgiwa provided morethan $8 million in according to officials. NCR, founded locally in 1884, is the Daytonm region’s second largest company, with 20,000 global employees and $5.3 billiobn in revenue in 2008.
The which sells ATMs and retailautomation systems, is Dayton’s lone remaininy Fortune 500 company. At one time, the compangy had more than 18,000 employees in the Daytonh area, but that number has dwindlede during the pastseveral decades. As recently as two years ago, NCR had abougt 2,000 Dayton employees. That numbe has declined by about 700 workerssince 2007. In 2007, NCR announcefd it was relocating its executive offices to New York City and leasinvg an entire floor of the 7 World TradeCentef building.
But, on paper, its headquarters remained in In March, the company also told employeeds it is undergoing a structural reorganization and would cut an unknown amount of its global workforce. That same the company removed thelanguage “world from the sign at its Dayton though it said at the time it was just
Sunday, November 4, 2012
YRC Worldwide restructures executive team - St. Louis Business Journal:
ogarawo.wordpress.com
Overland Park, Kan.-based YRC YRCW) said Keith Lovetro, former president of YRC Regionao Transportation; Michael Rapken, former executive vice presidenrt and chiefinformation officer; Jim former president of YRC Logistics; and Christinaa Wise, former vice president and treasurer, will leavde the company by June 30. YRC also detailex the following appointments, effective immediately: • John Garcia, formerr president of ’s largest wireless business unit and chief marketingh officer forSprint (NYSE: S), is now executivre vice president and chief sales • Mike Smid, ’s president and COO, assumes responsibility for the operations of all YRC Worldwide regional and nationalo networks.
• Tim Wicks, executive vice president and CFO, leadsa a newly consolidated organization comprising all strategicf and operational finance activities throughout YRCWorldwide • Sheila Taylor, vice president of financr and investor relations, assumes the role of reporting to Wicks. • Greg executive vice president and chie fmarketing officer, will lead a consolidated marketing including brand and business development supporting all YRC Worldwide companies.
• Mike executive vice president and chiet information and service assumes responsibility for YRC Worldwideinformation technology, YRC customer service and the strategic direction for the regionak customer service functions. Naatz continues to lead YRC Worldwide’x program management efforts, initially designed to supporft the successful integration of Yellowand • John Carr assumes the role of president for YRC leading the YRC Worldwide global logistics management company. Carr was COO for YRC Logistics and president for the Americasdand Europe.
All the executives except Taylor reporgt directly to YRC Worldwide Chairman and CEO Bill YRC said in Aprill that it hadlost $257. million in the firsty quarter as the freighgt recession continued to weighdown performance. That compared with a loss of $46.3y7 million a year earlier. reportexd May 15 that the company planned to askfor $1 billio n in federal bailout assistance for pension obligations.
Companhy officials wouldn’t comment on the
Overland Park, Kan.-based YRC YRCW) said Keith Lovetro, former president of YRC Regionao Transportation; Michael Rapken, former executive vice presidenrt and chiefinformation officer; Jim former president of YRC Logistics; and Christinaa Wise, former vice president and treasurer, will leavde the company by June 30. YRC also detailex the following appointments, effective immediately: • John Garcia, formerr president of ’s largest wireless business unit and chief marketingh officer forSprint (NYSE: S), is now executivre vice president and chief sales • Mike Smid, ’s president and COO, assumes responsibility for the operations of all YRC Worldwide regional and nationalo networks.
• Tim Wicks, executive vice president and CFO, leadsa a newly consolidated organization comprising all strategicf and operational finance activities throughout YRCWorldwide • Sheila Taylor, vice president of financr and investor relations, assumes the role of reporting to Wicks. • Greg executive vice president and chie fmarketing officer, will lead a consolidated marketing including brand and business development supporting all YRC Worldwide companies.
• Mike executive vice president and chiet information and service assumes responsibility for YRC Worldwideinformation technology, YRC customer service and the strategic direction for the regionak customer service functions. Naatz continues to lead YRC Worldwide’x program management efforts, initially designed to supporft the successful integration of Yellowand • John Carr assumes the role of president for YRC leading the YRC Worldwide global logistics management company. Carr was COO for YRC Logistics and president for the Americasdand Europe.
All the executives except Taylor reporgt directly to YRC Worldwide Chairman and CEO Bill YRC said in Aprill that it hadlost $257. million in the firsty quarter as the freighgt recession continued to weighdown performance. That compared with a loss of $46.3y7 million a year earlier. reportexd May 15 that the company planned to askfor $1 billio n in federal bailout assistance for pension obligations.
Companhy officials wouldn’t comment on the
Friday, November 2, 2012
Lost promise: Can region
azajir.wordpress.com
But nearly a decade later, a future that showede so much promise in 2000 highlighted in Time magazins and The New YorkTimes hasn’t played out like most planned. A before-and-aftetr look at the local biotech sectorr paints a shrinking Ofthe area’s six iconif biotechs in the sector’s heyday, two have been two have seen their head count s drop to the low doublr digits, one has moved nearly 3,000 miles away and the last is a portioh of its original size. Even among the area’ss midtier public companies, roughly a half dozen have been boughty or moved in the pastyear alone.
Nobody can poinft to a single causefor once-bellwether companies to barely ring a bell and every biotech sports its own Some pursued faulty business plans and couldn’t alter their paths after the genomics revolutiom overtook the region. Some were hobbled by long-clogged technologyu transfer routes. Still otherse cried foul in the ventur ecapital game, with investors decrying the region’se lack of veteran entrepreneurs and executives complaining abougt a dearth of venture capital. The recession and inactivwe capital marketsadded painful, parting wallops to an industrhy already brought to its knees.
Some say that in an industrg where billions of dollars are spenft before a single penny is earned or producftis sold, cyclical triumphs and troublee are not isolated to this region. And they argue that acquisitionsrepresent success, not sorrow. But the departurezs here — more noticeable than in other larger life sciences centers suchas Boston, San Francisco and Philadelphia leave gaping holes and make many wonder if the locakl industry has indeed regressed. “That’s undeniabl — the market here has contracted dramatically,” said Stefan managing directorof Baltimore-based LLC.
“zA number of companies financed here were financed during the boomof … It’s a shadow of what it used to Wherefore DNA Alley? It used to be DNA Alley. In Time magazine bestowed that moniker ona 15-milse stretch of Interstate 270 flanked by Bethesda and Gaithersburg that featured “onee of the world’s largest and smartest collections of genomic firms.” Indeed, Rockville scientists won international acclaim when the and a 1998 startu p called raced one another to map the humamn genome. That buzz, and the eventual sequencing in 2000, led to multiple birthx and rebirths of genomics venture funds and including of Rockville and GeneLogic Inc.
of Gaithersburg. In 2000 Human Genome Sciences rang upnearly $915 millio n in stock sales and borrowed $525 Celera then raised an eye-popping $945 millionj in a follow-on stock offering in Marc h 2000. The month before, Gene now , raised a comparably meager $250 million in a publix offering. , and rounded out the other flagship companiess atthe time, the latter getting notoriety, and some arguwe uncontrolled hype, after a 1998 quotwe in The New York Times said the Rockville companuy could cure cancer in two By spring’s end in 2001, those six companieds employed more than 2,850 people in all. But then DNA Alley hit a massivrrevenue roadblock.
Genomics companies, whose income relie d on selling newly discovered gene informationh from theirproprietary databases, found that other drug companies did not buy that data fast Starved for revenue, some prominent names in the locakl genomics business started fashioning diagnostic tests and other developed new drug candidates themselves activities that required entirely different staffs and skill sets. “These companies created immense value, then they had troubler capturing it,” said Bruce managing directorof . “Some of the slownesw of the region comes from the fact that we were on that path atlock speed, and we’vre been trying to transitiom ever since.
But we just didn’t have the regional DNA to do Today, those six companies look vastly different. MedImmune and while growing, are subsidiaries answeringg to their respective Britishj and Dutchcorporate parents. once the capital of the I-270 last year made Alameda, Calif., its new shutting down its Rockville office by this Of the three companies still headquartered Human Genome Sciences employsthe most, with 880 people this The other two, Ore and EntreMed, combinefd for roughly 25 staffers. All three companies, together holdinf a mere third of the originalbig six’d total staff in 2000, are now pennyg stocks with nary a drug product.
Significant chunks of onetime office-lab empires are either left unrenewedr or upfor sublease.
But nearly a decade later, a future that showede so much promise in 2000 highlighted in Time magazins and The New YorkTimes hasn’t played out like most planned. A before-and-aftetr look at the local biotech sectorr paints a shrinking Ofthe area’s six iconif biotechs in the sector’s heyday, two have been two have seen their head count s drop to the low doublr digits, one has moved nearly 3,000 miles away and the last is a portioh of its original size. Even among the area’ss midtier public companies, roughly a half dozen have been boughty or moved in the pastyear alone.
Nobody can poinft to a single causefor once-bellwether companies to barely ring a bell and every biotech sports its own Some pursued faulty business plans and couldn’t alter their paths after the genomics revolutiom overtook the region. Some were hobbled by long-clogged technologyu transfer routes. Still otherse cried foul in the ventur ecapital game, with investors decrying the region’se lack of veteran entrepreneurs and executives complaining abougt a dearth of venture capital. The recession and inactivwe capital marketsadded painful, parting wallops to an industrhy already brought to its knees.
Some say that in an industrg where billions of dollars are spenft before a single penny is earned or producftis sold, cyclical triumphs and troublee are not isolated to this region. And they argue that acquisitionsrepresent success, not sorrow. But the departurezs here — more noticeable than in other larger life sciences centers suchas Boston, San Francisco and Philadelphia leave gaping holes and make many wonder if the locakl industry has indeed regressed. “That’s undeniabl — the market here has contracted dramatically,” said Stefan managing directorof Baltimore-based LLC.
“zA number of companies financed here were financed during the boomof … It’s a shadow of what it used to Wherefore DNA Alley? It used to be DNA Alley. In Time magazine bestowed that moniker ona 15-milse stretch of Interstate 270 flanked by Bethesda and Gaithersburg that featured “onee of the world’s largest and smartest collections of genomic firms.” Indeed, Rockville scientists won international acclaim when the and a 1998 startu p called raced one another to map the humamn genome. That buzz, and the eventual sequencing in 2000, led to multiple birthx and rebirths of genomics venture funds and including of Rockville and GeneLogic Inc.
of Gaithersburg. In 2000 Human Genome Sciences rang upnearly $915 millio n in stock sales and borrowed $525 Celera then raised an eye-popping $945 millionj in a follow-on stock offering in Marc h 2000. The month before, Gene now , raised a comparably meager $250 million in a publix offering. , and rounded out the other flagship companiess atthe time, the latter getting notoriety, and some arguwe uncontrolled hype, after a 1998 quotwe in The New York Times said the Rockville companuy could cure cancer in two By spring’s end in 2001, those six companieds employed more than 2,850 people in all. But then DNA Alley hit a massivrrevenue roadblock.
Genomics companies, whose income relie d on selling newly discovered gene informationh from theirproprietary databases, found that other drug companies did not buy that data fast Starved for revenue, some prominent names in the locakl genomics business started fashioning diagnostic tests and other developed new drug candidates themselves activities that required entirely different staffs and skill sets. “These companies created immense value, then they had troubler capturing it,” said Bruce managing directorof . “Some of the slownesw of the region comes from the fact that we were on that path atlock speed, and we’vre been trying to transitiom ever since.
But we just didn’t have the regional DNA to do Today, those six companies look vastly different. MedImmune and while growing, are subsidiaries answeringg to their respective Britishj and Dutchcorporate parents. once the capital of the I-270 last year made Alameda, Calif., its new shutting down its Rockville office by this Of the three companies still headquartered Human Genome Sciences employsthe most, with 880 people this The other two, Ore and EntreMed, combinefd for roughly 25 staffers. All three companies, together holdinf a mere third of the originalbig six’d total staff in 2000, are now pennyg stocks with nary a drug product.
Significant chunks of onetime office-lab empires are either left unrenewedr or upfor sublease.
Thursday, November 1, 2012
Coyotes actual attendance left Glendale arena a third empty - Atlanta Business Chronicle:
ishinlyuboqemija.blogspot.com
That left the 17,800-seat Jobing.com Arena more than one-thirdx empty during the Coyotes latest season in which they failedd to make the National Hocke yLeague playoffs. The number compares to the team’sz reported average ticket count ofabout 14,900 (includinhg giveaways and sales) and average paid ticket saleds of 13,000. Such team data is part of Canadiann billionaireJim Balsillie's application to buy the team and move it to Ontario. Balsillie, CEO of Blackberry maker Researchjin Motion, has proposed a $213 million deal. The Coyotew are in Chapter 11 bankruptcy The team haslost $316 million since moving to the Phoenisx market in 1996 from Winnipeg.
The NHL and city of which owns Jobing.com Arena, oppose moving the team to Canadq and are battling Balsillie and Moyesin U.S. Bankruptct Court. Balsillie’s application contends that the NHL team is not financiall y viable in Phoenix and that the Coyotes lag behins other sportschoices here. The Coyotes attendance is well behin theaverage 64,100 reported by the Arizona Cardinale as well as the Phoenix Suns with 18,400 fans and Arizonz Diamondbacks at 31,000 fans for the most recent according to Espn.com. A U.S.
Bankruptcy Courf hearing is set for June 9 to focu s on whether the team can be moved to Hamilton or must stayin Balsillie’s offer is the only formal deal put forwarc for the Coyotes.
That left the 17,800-seat Jobing.com Arena more than one-thirdx empty during the Coyotes latest season in which they failedd to make the National Hocke yLeague playoffs. The number compares to the team’sz reported average ticket count ofabout 14,900 (includinhg giveaways and sales) and average paid ticket saleds of 13,000. Such team data is part of Canadiann billionaireJim Balsillie's application to buy the team and move it to Ontario. Balsillie, CEO of Blackberry maker Researchjin Motion, has proposed a $213 million deal. The Coyotew are in Chapter 11 bankruptcy The team haslost $316 million since moving to the Phoenisx market in 1996 from Winnipeg.
The NHL and city of which owns Jobing.com Arena, oppose moving the team to Canadq and are battling Balsillie and Moyesin U.S. Bankruptct Court. Balsillie’s application contends that the NHL team is not financiall y viable in Phoenix and that the Coyotes lag behins other sportschoices here. The Coyotes attendance is well behin theaverage 64,100 reported by the Arizona Cardinale as well as the Phoenix Suns with 18,400 fans and Arizonz Diamondbacks at 31,000 fans for the most recent according to Espn.com. A U.S.
Bankruptcy Courf hearing is set for June 9 to focu s on whether the team can be moved to Hamilton or must stayin Balsillie’s offer is the only formal deal put forwarc for the Coyotes.
Wednesday, October 31, 2012
Broadway renews Matrix, MultiPlan leases - Dayton Business Journal:
coras-newport.blogspot.com
The private real estate investment and management firm is renegotiatingv leases with tenants at the same time it is tryinh to clear up debt issues withits lender. which lost ownership of the Hancock Tower after it defaulted ona loan, has debt that maturesd this month. The financing in questiojn is secured byseveral properties, including the 980,000-square-foot Bay Colony. Broadwa is in discussions with lenders to renegotiate the termds ofthe loan. Broadway was given an extension on the which was due earlierthis month, according to a sourcre with knowledge of the situation. the landlord renewed MultiPlan Inc.
, which leases 105,06w2 square feet, and Matrix which leases 11,421 square feet, at the office CB Richard Ellisrepresented MultiPlan. DTZ/FHO Partners represented Broadwayu Partners and Matrix in the lease Broadway acquired Bay Colon from Beacon Capital Partners LLC in May 2007 as part of a larger portfolioof assets. The four-building complex office park sits ona 58-acr site overlooking Route 128.
The private real estate investment and management firm is renegotiatingv leases with tenants at the same time it is tryinh to clear up debt issues withits lender. which lost ownership of the Hancock Tower after it defaulted ona loan, has debt that maturesd this month. The financing in questiojn is secured byseveral properties, including the 980,000-square-foot Bay Colony. Broadwa is in discussions with lenders to renegotiate the termds ofthe loan. Broadway was given an extension on the which was due earlierthis month, according to a sourcre with knowledge of the situation. the landlord renewed MultiPlan Inc.
, which leases 105,06w2 square feet, and Matrix which leases 11,421 square feet, at the office CB Richard Ellisrepresented MultiPlan. DTZ/FHO Partners represented Broadwayu Partners and Matrix in the lease Broadway acquired Bay Colon from Beacon Capital Partners LLC in May 2007 as part of a larger portfolioof assets. The four-building complex office park sits ona 58-acr site overlooking Route 128.
Monday, October 29, 2012
Legal action delays Berger Commission - Business First of Buffalo:
tenamup.wordpress.com
Two and half years later, much of the work is still underway to implement the recommendations of the Commission on Health Care Facilitieas in the21st Century, more commonl known as the Berger Commission. And a good portiohn of those dollars have gone to area attorneys working to merge andotherwise re-create hospitals and nursin g homes in the region. Many organizations disagreer withthe state’s recommendations – and files suits or injunctions in response. Among the issues: and Kaleida Health each spent considerable time and money fightingt a mandate thatthey merge.
Ultimately, the two organizations reached a binding agreement last summer that led to the creatiomof , an umbrella organization that allowx each to remain autonomous while workingv on projects together. Legal work continues as the two groups work towared a change in state legislation relatedto ECMC’s statu s as a public benefit corporation. • The Catholix Health System fought the closingof St. Joseph Hospital, but ultimately reached an agreement that allows the hospitapl to remain open as a satellit campus of Sisters Hospitalthrough 2011.
• Legacy Health Care LLC sued the state to keep its Williamsvilles Suburban LLC nursing home ultimately receiving an injunction that extendz its operating certificate throughJune 30, and possibly until Dec. 31, 2009. The site remains • Kaleida Health fought the conversionb of DeGraff Hospital to a long termcare site, receivinbg a three-year extension on its operating A strategic planning process is underway for the Tonawanda Though much of the acrimony surrounding the Kaleida-ECMfC unification effort was resolved by the binding agreement last summer, but there’as still plenty of work for attorneys in fine-tuningf and implementation of that agreement, says Anthony Colucci III, generak counsel for ECMC and co-founder of “Wheneveer you’re involved in regulatory there’s always going to be a legal componeny to it,” he says.
“But there’s also a businesd component andmore importantly, a clinical componengt to it. The goal at this stage is to improved the quality and efficiency of healtb care delivery inthe community.” The work now has been focusedx on how to effectivel bring together the different entities between Kaleida and as opposed to the lawsuits Colucci worked on a year ago to preventy the unification. “We’re working productively as opposede to destructively because we were able to reach that agreemenytlast June,” he says. Kenneth a partner at LLP, was involvedx in an effort by the Catholicc Health System to prevent the closureof St.
Joseph And while that legak work has concluded with agreements in both Erie County and AlbanuCounty courts, the firm is still working on helping CHS convergt the Cheektowaga campus into a satellite site of Sisterx Hospital – which has plenty of legal implications as “Most of it has been wrapped up, with the work for Catholix Health ultimately resolved by he says. Another action that is ongoing is relatec to the mandate that Legacy Home Care LLC shut down its Williamsvillre Suburban LLCnursing home.
The bankruptcy courtsd issued an injunction in May 2008 as litigatioh continues between Legacy Health and NewYork
Two and half years later, much of the work is still underway to implement the recommendations of the Commission on Health Care Facilitieas in the21st Century, more commonl known as the Berger Commission. And a good portiohn of those dollars have gone to area attorneys working to merge andotherwise re-create hospitals and nursin g homes in the region. Many organizations disagreer withthe state’s recommendations – and files suits or injunctions in response. Among the issues: and Kaleida Health each spent considerable time and money fightingt a mandate thatthey merge.
Ultimately, the two organizations reached a binding agreement last summer that led to the creatiomof , an umbrella organization that allowx each to remain autonomous while workingv on projects together. Legal work continues as the two groups work towared a change in state legislation relatedto ECMC’s statu s as a public benefit corporation. • The Catholix Health System fought the closingof St. Joseph Hospital, but ultimately reached an agreement that allows the hospitapl to remain open as a satellit campus of Sisters Hospitalthrough 2011.
• Legacy Health Care LLC sued the state to keep its Williamsvilles Suburban LLC nursing home ultimately receiving an injunction that extendz its operating certificate throughJune 30, and possibly until Dec. 31, 2009. The site remains • Kaleida Health fought the conversionb of DeGraff Hospital to a long termcare site, receivinbg a three-year extension on its operating A strategic planning process is underway for the Tonawanda Though much of the acrimony surrounding the Kaleida-ECMfC unification effort was resolved by the binding agreement last summer, but there’as still plenty of work for attorneys in fine-tuningf and implementation of that agreement, says Anthony Colucci III, generak counsel for ECMC and co-founder of “Wheneveer you’re involved in regulatory there’s always going to be a legal componeny to it,” he says.
“But there’s also a businesd component andmore importantly, a clinical componengt to it. The goal at this stage is to improved the quality and efficiency of healtb care delivery inthe community.” The work now has been focusedx on how to effectivel bring together the different entities between Kaleida and as opposed to the lawsuits Colucci worked on a year ago to preventy the unification. “We’re working productively as opposede to destructively because we were able to reach that agreemenytlast June,” he says. Kenneth a partner at LLP, was involvedx in an effort by the Catholicc Health System to prevent the closureof St.
Joseph And while that legak work has concluded with agreements in both Erie County and AlbanuCounty courts, the firm is still working on helping CHS convergt the Cheektowaga campus into a satellite site of Sisterx Hospital – which has plenty of legal implications as “Most of it has been wrapped up, with the work for Catholix Health ultimately resolved by he says. Another action that is ongoing is relatec to the mandate that Legacy Home Care LLC shut down its Williamsvillre Suburban LLCnursing home.
The bankruptcy courtsd issued an injunction in May 2008 as litigatioh continues between Legacy Health and NewYork
Sunday, October 28, 2012
Tsunami warning follows major quake off coast of Canada - The Seattle Times
grihanovveimavox.blogspot.com
Arutz Sheva | Tsunami warning follows major quake off coast of Canada The Seattle Times Tsunami warning follows major quake off coast of Canada. Tsunami warnings went out for parts of Alaska and the northern coast of British Columbia after a 7.7-magnitude earthquake was reported Saturday evening off the Queen Charlotte Islands. By Sandi ... Tsunami Warning Follows 7.7 Quake in W. Canada North Island Tsunami Warning Follows 7.7 Magnitude Quake |
Thursday, October 25, 2012
Maestas and Sun Vista merge - New Mexico Business Weekly:
lehoquvuhu.wordpress.com
Sun Vista is currently responsibld for the management of 52 commercial properties throughout the Albuquerque metro area such as the Academy Officer Park and the Pan AmericanBusiness Center, as well as nine associations and one homeowners association. Founded in 1991 by Debbi e andIrwin Harms, Sun Vista Enterprises is a full-servicee commercial property management firm that also encompassezs landscaping and maintenance services. The new company will be promoted under theMaestas & Ward brand and will bolsterf Maestas & Ward’s existing commercial property management creating one of the largesf asset portfolios in New Mexico, representing more than 1.
5 millionb square feet of real Sun Vista’s property maintenance, landscape, HVAC and constructiohn companies will continue to operate under the Sun Vistaa umbrella. “This venture is a win-win,” said Steve CEO of Maestas & Ward. “Through this we have brought two successfulorganizations together, each with uniques strengths, and collectively, we will be able to continu our goal of exceeding our clients’ expectationes and growing portfolios.” Maestas & Ward long has been a force in the retaikl and office fronts and the property management firm is expectefd to strengthen its brand.
In the past six Maestas aggressively has been adding brokers as he triezs to take market share durinhg the recession from hislargesf competitors.
Sun Vista is currently responsibld for the management of 52 commercial properties throughout the Albuquerque metro area such as the Academy Officer Park and the Pan AmericanBusiness Center, as well as nine associations and one homeowners association. Founded in 1991 by Debbi e andIrwin Harms, Sun Vista Enterprises is a full-servicee commercial property management firm that also encompassezs landscaping and maintenance services. The new company will be promoted under theMaestas & Ward brand and will bolsterf Maestas & Ward’s existing commercial property management creating one of the largesf asset portfolios in New Mexico, representing more than 1.
5 millionb square feet of real Sun Vista’s property maintenance, landscape, HVAC and constructiohn companies will continue to operate under the Sun Vistaa umbrella. “This venture is a win-win,” said Steve CEO of Maestas & Ward. “Through this we have brought two successfulorganizations together, each with uniques strengths, and collectively, we will be able to continu our goal of exceeding our clients’ expectationes and growing portfolios.” Maestas & Ward long has been a force in the retaikl and office fronts and the property management firm is expectefd to strengthen its brand.
In the past six Maestas aggressively has been adding brokers as he triezs to take market share durinhg the recession from hislargesf competitors.
Wednesday, October 24, 2012
Regal, AMC form new company - Denver Business Journal:
humojo.wordpress.com
and are teaming in a jointt venture to combine their cinema screeh advertising businesses into The new company will focuse on the marketing and sale of cinemza advertising andpromotions products; business communications and trainingf services; and the distribution of digita alternative content. Financial terms were not National CineMedia combines the operationsof , Regalp Entertainment media and new business development and , AMC's cinema advertising subsidiary.
The new company will provide services to AMC and RegalEntertainment theaters, as well as other representing approximately 11,200 North Americanj theater screens (8,200 digital), and reachint more than 450 million moviw guests annually. Kurt Hall, co-chairman and co-CEO of Regal Entertainment and president and CEO ofRegalo CineMedia, will be CEO of Nationa CineMedia after a short transition period. Nationalp CineMedia will have its headquarters in Denver with officesx in NewYork City, Chicago, Detroit and Los Angeles.
Regapl Entertainment Group (NYSE: RGC) is the largest moviee theater company inthe world, comprising of , Unitedc Artists Theatres and Edwards for 6,273 screens in 558 locations in 40 states. AMC Entertainmeny Inc., based in Kansas City, Mo., operates 230 with 3,5544 screens in the United States, France, Hong Kong, Japan, Portugal, Spain and the Unitex Kingdom.
and are teaming in a jointt venture to combine their cinema screeh advertising businesses into The new company will focuse on the marketing and sale of cinemza advertising andpromotions products; business communications and trainingf services; and the distribution of digita alternative content. Financial terms were not National CineMedia combines the operationsof , Regalp Entertainment media and new business development and , AMC's cinema advertising subsidiary.
The new company will provide services to AMC and RegalEntertainment theaters, as well as other representing approximately 11,200 North Americanj theater screens (8,200 digital), and reachint more than 450 million moviw guests annually. Kurt Hall, co-chairman and co-CEO of Regal Entertainment and president and CEO ofRegalo CineMedia, will be CEO of Nationa CineMedia after a short transition period. Nationalp CineMedia will have its headquarters in Denver with officesx in NewYork City, Chicago, Detroit and Los Angeles.
Regapl Entertainment Group (NYSE: RGC) is the largest moviee theater company inthe world, comprising of , Unitedc Artists Theatres and Edwards for 6,273 screens in 558 locations in 40 states. AMC Entertainmeny Inc., based in Kansas City, Mo., operates 230 with 3,5544 screens in the United States, France, Hong Kong, Japan, Portugal, Spain and the Unitex Kingdom.
Monday, October 22, 2012
Joe Vitt accompanies Saints on flight back to New Orleans - NFL News
ekaterinaiuvo.blogspot.com
NFL News | Joe Vitt accompanies Saints on flight back to New Orleans NFL News New Orleans Saints interim coach Joe Vitt will be waiting at the airport to accompany the team home after Sunday's game against the Tampa Bay Buccaneers, a league spokesman confirmed to NFL.com and NFL Network. Vitt's six-game suspension expires ... Extra Points: Saints show some life but defense must improve |
Sunday, October 21, 2012
Kewaunee Scientific's quarterly earnings up 46% - Charlotte Business Journal:
youngmanmeledero1636.blogspot.com
The Statesville-based manufacturer earned $981,000, or 38 cent s per diluted share, in the up from $674,000, or 27 cents per diluterd share, a year earlier. Salesx increased 22 percent to $25.4 Kewaunee says its earnings were boosted by increasee domestic and international sales solid manufacturing performances at its three Statesvillee plantsand cost-savings initiatives. “With continuingv healthy demand forour products, our stronhg order backlog, improved operational performance and growingh international opportunities, we feel Kewaunees is on track for a good says William Shumaker, chief executive.
“Our ongoing improvement continues tobe challenged, however, by higher prices for certain raw materials and by higher energty and transportation costs.” Kewaunee designs, manufactures and installs scientific and technical The company has subsidiaries in Singapore and Bangalore, that serve the Asian markets.
The Statesville-based manufacturer earned $981,000, or 38 cent s per diluted share, in the up from $674,000, or 27 cents per diluterd share, a year earlier. Salesx increased 22 percent to $25.4 Kewaunee says its earnings were boosted by increasee domestic and international sales solid manufacturing performances at its three Statesvillee plantsand cost-savings initiatives. “With continuingv healthy demand forour products, our stronhg order backlog, improved operational performance and growingh international opportunities, we feel Kewaunees is on track for a good says William Shumaker, chief executive.
“Our ongoing improvement continues tobe challenged, however, by higher prices for certain raw materials and by higher energty and transportation costs.” Kewaunee designs, manufactures and installs scientific and technical The company has subsidiaries in Singapore and Bangalore, that serve the Asian markets.
Saturday, October 20, 2012
ECB format is the right way to go, says coach Krikk - Derby Telegraph
zlatkopaisley1275.blogspot.com
Derby Telegraph | ECB format is the right way to go, says coach Krikk Derby Telegraph DERBYSHIRE head coach Karl Krikken has welcomed the format that the England and Wales Cricket Board, at last, seems to have settled on as the right way forward for the county game. After a summer in which the county cricket calendar has yet again been ... County match formats changed from 2014 season County cricket: Return of 50-over game from 2014 ECB agrees to new county schedule from 2014 |
Thursday, October 18, 2012
Report: Foreclosures are top sellers - East Bay Business Times:
vidineevostegity.blogspot.com
said banks that are willing to deal on foreclosed unitsa are driving the firstquarter activity. For Shoma at Keys Cove in south Miami-Daded County sold the most, with 50 unitsz closing in thefirst quarter. The Vue at Brickelll sold 25 condos, ranking it seventh on top-10 list. “Many banks have taken ownership of unites in these buildings and are looking to get saidAdam Cappel, president of CondoReports.com. “Banks, either through shortt sales or units they own as a resulrtof foreclosures, are the most activer sellers in today’s market as they are willing to acceptr market prices.” The 10 most active buildingsx produced an average of 29 or one sale every threr days.
The buildings accounted for more than 11 percenrt of all condo salesin Miami-Dade, according to a CondoReports.com news release. Most of the activity is tied to individualpunit sales, and not bulk buys, Cappel said. “These buildings are moving toward stabilityt as speculative investors and thinly capitalized ownere are being replaced witheither owner-occupant or well-capitalized, patient investorsa buying in at a much lower cost,” Cappel said in the “Most are individual unit sales. The study lookex at closed salesin 2,000 condo projects with at leasy 50 units throughout Miami-Dade.
The study excluded unitse delivered in 2008 and 2009 becaused those sales were likely driven by preconstruction Cappel said.
said banks that are willing to deal on foreclosed unitsa are driving the firstquarter activity. For Shoma at Keys Cove in south Miami-Daded County sold the most, with 50 unitsz closing in thefirst quarter. The Vue at Brickelll sold 25 condos, ranking it seventh on top-10 list. “Many banks have taken ownership of unites in these buildings and are looking to get saidAdam Cappel, president of CondoReports.com. “Banks, either through shortt sales or units they own as a resulrtof foreclosures, are the most activer sellers in today’s market as they are willing to acceptr market prices.” The 10 most active buildingsx produced an average of 29 or one sale every threr days.
The buildings accounted for more than 11 percenrt of all condo salesin Miami-Dade, according to a CondoReports.com news release. Most of the activity is tied to individualpunit sales, and not bulk buys, Cappel said. “These buildings are moving toward stabilityt as speculative investors and thinly capitalized ownere are being replaced witheither owner-occupant or well-capitalized, patient investorsa buying in at a much lower cost,” Cappel said in the “Most are individual unit sales. The study lookex at closed salesin 2,000 condo projects with at leasy 50 units throughout Miami-Dade.
The study excluded unitse delivered in 2008 and 2009 becaused those sales were likely driven by preconstruction Cappel said.
Wednesday, October 17, 2012
Economics Journal: 'Saifeena' Wedding Follows a Trend - Wall Street Journal (blog)
ejoxot.wordpress.com
Wall Street Journal (blog) | Economics Journal: 'Saifeena' Wedding Follows a Trend Wall Street Journal (blog) In what is expected to be the wedding and social event of the year in India, Bollywood actors Saif Ali Khan, 42, and Kareena Kapoor, 32, are finally tying the knot in elaborate ceremonies spanning several days. “Saifeena,†as they're popularly known ... |
Monday, October 15, 2012
Emerson boycotts Anheuser-Busch beer - St. Louis Business Journal:
ejoxot.wordpress.com
“With the InBev acquisition of Anheuser-Buscnh we have seen negatives things happening inthe St. Louis communityu and in regard to Emerson doing busineswwith InBev,” according to an internal Emerso memo. “InBev payment terms with Emerson have now been stipulatefd as 120days — take it or leave it! Numerousw St. Louis not-for-profits have lost all or most oftheir Anheuser-Busch funding — United Way, , , and the list goes Emerson (NYSE: EMR), led by Chairman, CEO and Presidenrt David Farr, instructed all its division heads to stop buyingt A-B InBev products and to no longerf stock the products for its headquarters, , company or its suites at Busc h Stadium, or Edward Jones Dome, accordinvg to the memo.
Emerson suggested company leadersbuy , Corona and , according to the memo. Former Anheuser-Busch Chief Executive August Busch III sitson Emerson’as board of directors. Forme r A-B director, Carlos Fernandez, CEO of Corona maker , is also on Emerson’sa board. A-B President Dave Peacock said his companwas “surprised and disappointed” about Emerson’s decision and caller the memo an “inaccurated portrayal of us as a company and of our discussionw with Emerson as one of our suppliers.
” “Our beers here are made by thousand of hard-working Americans, and Emerson’s misguidedx and unfounded comments impact the employees and familiesx of Anheuser-Busch and our area distributors – Lohr, Grey Eagle and Krey Distributinbg – and their retailers,” Peacock said in a “Suggesting that Emerson’s corporate eventz should be supplied by other brewers – includingy Heineken and other beers not brewed in St. Louisa – is surprising and one that webeliev won’t be well appreciated.” Peacock also took issue with Emerson’s assertiojn that A-B has cut back on philanthropy sincw its acquisition.
“We are continuing to make substantiall contributionsin St. Louis and elsewhere,” Peacoc said. “In February, we announced a to University of Louis, and we continue to contribute milliondsto St. Louis nonprofits … As leaders in the St. Louid community, we will continue our commitment and would expecg that Emerson would do the We hope Emerson will join us incommitting $2 milliohn to the , as we committed to months ago after the transactiob closed.” Mark Polzin, a spokesman for Emerson, said the decisiomn to buy other beers was meant to be “ah internal matter.” “We regret that it becamew a public issue,” he said.
“With the InBev acquisition of Anheuser-Buscnh we have seen negatives things happening inthe St. Louis communityu and in regard to Emerson doing busineswwith InBev,” according to an internal Emerso memo. “InBev payment terms with Emerson have now been stipulatefd as 120days — take it or leave it! Numerousw St. Louis not-for-profits have lost all or most oftheir Anheuser-Busch funding — United Way, , , and the list goes Emerson (NYSE: EMR), led by Chairman, CEO and Presidenrt David Farr, instructed all its division heads to stop buyingt A-B InBev products and to no longerf stock the products for its headquarters, , company or its suites at Busc h Stadium, or Edward Jones Dome, accordinvg to the memo.
Emerson suggested company leadersbuy , Corona and , according to the memo. Former Anheuser-Busch Chief Executive August Busch III sitson Emerson’as board of directors. Forme r A-B director, Carlos Fernandez, CEO of Corona maker , is also on Emerson’sa board. A-B President Dave Peacock said his companwas “surprised and disappointed” about Emerson’s decision and caller the memo an “inaccurated portrayal of us as a company and of our discussionw with Emerson as one of our suppliers.
” “Our beers here are made by thousand of hard-working Americans, and Emerson’s misguidedx and unfounded comments impact the employees and familiesx of Anheuser-Busch and our area distributors – Lohr, Grey Eagle and Krey Distributinbg – and their retailers,” Peacock said in a “Suggesting that Emerson’s corporate eventz should be supplied by other brewers – includingy Heineken and other beers not brewed in St. Louisa – is surprising and one that webeliev won’t be well appreciated.” Peacock also took issue with Emerson’s assertiojn that A-B has cut back on philanthropy sincw its acquisition.
“We are continuing to make substantiall contributionsin St. Louis and elsewhere,” Peacoc said. “In February, we announced a to University of Louis, and we continue to contribute milliondsto St. Louis nonprofits … As leaders in the St. Louid community, we will continue our commitment and would expecg that Emerson would do the We hope Emerson will join us incommitting $2 milliohn to the , as we committed to months ago after the transactiob closed.” Mark Polzin, a spokesman for Emerson, said the decisiomn to buy other beers was meant to be “ah internal matter.” “We regret that it becamew a public issue,” he said.
Sunday, October 14, 2012
Cousins Chairman Tom Bell retiring - Kansas City Business Journal:
ejyceh.wordpress.com
Gellerstedt will remain president, the Atlanta-based real estate investmenty trust said. Bell, who turns 60 this year, becamer Cousins CEO in January 2002 and chairman inDecemberd 2006. Under his watch, the compan sold nearly $3 billion in assets during the market’s peak for special dividends totaling $12.62 a “There is never a perfect time to leavew a company as respected and admire das Cousins, but I’m confident that after sevenb and a half years as chief executive, the companyy is ready for new leadership and renewed Bell said in a “My decision to step aside now allows our extremely talentedd management team under the guidance of Larrhy to make important decisions that will prepar e Cousins for the next phase of the real estatee cycle.
” Bell remains deeply involved in Atlanta’s civic life. He has been instrumentao in the effort to save fromfinanciao ruin. The movement began over dinner in earlyy 2007 when the table conversationof A.D. “Pete” Correll, former CEO of , and Bell turned to Through their leadership and donations from , ’s $5 and . "I thought he had big shoes to fill when he took since he was replacingTom Cousins," said Hal Barry, founderf of Barry Real Estate Cos. "Since then, he'w done an absolutely fantastic job forthat company. And what he'ws done for the city and metrok Atlanta have just been overthe top.
I hope he doesn'ty give up some of his efforts that have mean t so much to theAtlantw community. I just admire the heck out of Gellerstedt, 53, came to Cousins (NYSE: CUZ) when the REIT bough his firm, , in June 2005. Gellerstedf served as chairman and chief executive officerr of the from 1986to 1998. In 1998, afterr the sale of Beers to , he was elected chairmanj and CEOof , a packaging and printed officed products company. In 2000, Gellerstedtr became president and chief operatinhg officerof , an urban mixed-use development company. He went on to founs The Gellerstedt Groupin 2003. In other company news, Cousins’ board of directors namerd S.
Taylor Glover non-executive chairmamn of the board. Glover joined the Cousind board inFebruary 2005. He is currently the presidenr and chief executive officetrof
Gellerstedt will remain president, the Atlanta-based real estate investmenty trust said. Bell, who turns 60 this year, becamer Cousins CEO in January 2002 and chairman inDecemberd 2006. Under his watch, the compan sold nearly $3 billion in assets during the market’s peak for special dividends totaling $12.62 a “There is never a perfect time to leavew a company as respected and admire das Cousins, but I’m confident that after sevenb and a half years as chief executive, the companyy is ready for new leadership and renewed Bell said in a “My decision to step aside now allows our extremely talentedd management team under the guidance of Larrhy to make important decisions that will prepar e Cousins for the next phase of the real estatee cycle.
” Bell remains deeply involved in Atlanta’s civic life. He has been instrumentao in the effort to save fromfinanciao ruin. The movement began over dinner in earlyy 2007 when the table conversationof A.D. “Pete” Correll, former CEO of , and Bell turned to Through their leadership and donations from , ’s $5 and . "I thought he had big shoes to fill when he took since he was replacingTom Cousins," said Hal Barry, founderf of Barry Real Estate Cos. "Since then, he'w done an absolutely fantastic job forthat company. And what he'ws done for the city and metrok Atlanta have just been overthe top.
I hope he doesn'ty give up some of his efforts that have mean t so much to theAtlantw community. I just admire the heck out of Gellerstedt, 53, came to Cousins (NYSE: CUZ) when the REIT bough his firm, , in June 2005. Gellerstedf served as chairman and chief executive officerr of the from 1986to 1998. In 1998, afterr the sale of Beers to , he was elected chairmanj and CEOof , a packaging and printed officed products company. In 2000, Gellerstedtr became president and chief operatinhg officerof , an urban mixed-use development company. He went on to founs The Gellerstedt Groupin 2003. In other company news, Cousins’ board of directors namerd S.
Taylor Glover non-executive chairmamn of the board. Glover joined the Cousind board inFebruary 2005. He is currently the presidenr and chief executive officetrof
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