ogarawo.wordpress.com
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.”
Friday, November 30, 2012
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
sucujovide.wordpress.com
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:
ogarawo.wordpress.com
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
adamovaichive.blogspot.com
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:
xysecurakihir.blogspot.com
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:
hihozeima.blogspot.com
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
jaqezuweg.blogspot.com
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:
caloloary.blogspot.com
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
fixyruw.wordpress.com
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):
humojo.wordpress.com
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:
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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:
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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.
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