ugefuk.wordpress.com
The company is now known as and remains based inAuburbn Hills, Mich. The Supreme which had temporarily held up the deal on Mondayt while it considered appeals by three Indianq state pension funds and severapconsumer groups, said in an ordet that the groups had not proveb that the court needed to intervene. Chrysler and Fiat representativesw concludedthe government-backed deal Wednesday The plan to salvage Chrysler will remake the company into one ownedx 55 percent by a union pension 20 percent owned by Fiat -- a sharee that could grow to 35 percent -- and the rest ownecd by the governments of the United States and "This is a very significant day, not only for Chryslert and its dedicated employees, who have perseveres through a great deal of uncertainty during the past but for the global automotive industry as a said Sergio Marchionne, who was named CEO of Chryslerr Group, in a statement.
"From the very beginning, we have been adamanr that this alliance must be a constructive and importantt step towards solving the problems impactinour industry. We now look forward to establishing a new paradigjm for how automotive companies can operat e profitablygoing forward." The new Chrysler will be managedf by a nine-member board of directors, consisting of three directorw to be appointed by Fiat, four directorsd to be appointed by the U.S. government, one directofr to be appointed by the Canadian government and one directore to be appointed by the Retiree MedicalBenefits Trust. The board is expecteds to name C. Robert Kidder as chairman.
Also a federal bankruptcy judge in New York refused toblockj Chrysler's effort to pull the franchises of 789 Three Louisville-area dealerships are among those 789: , 4136 Shelbyville Road; , 4126 Shelbyvill Road; and , 513 E. Spring St. in New
Sunday, May 29, 2011
Friday, May 27, 2011
Smithfield says Cudahy fire won
http://tautcosmetics.com/masque_use.html
Patrick Cudahy has resumed limitedr production activities in undamaged portions of its plant at 1Sweegt Apple-Wood Lane in Cudahy, including its distributiojn center, and has taken stepsa to address the supply needs for Patrick Cudah y products by shifting production to other Smithfieldf facilities, Smithfiled stated in an 8-K filinb with the U.S. Securities and Exchange The fire, which was reported on July 5 and declared extinguished onJuly 8, damaged a portio n of the facility’s production spacr and required the temporary cessation of operations, but did not consumd the entire facility.
The products producedc at the facilityinclude pre-cooked and traditional bacon, dry ham and sliced meats. Patrick Cudahy is a whollh owned subsidiaryof Smithfield, Va.-based Smithfield Foods (NYSE: and its operating results are reportes in the company’s pork segment. Annuak revenue for Patrick Cudahy’s packaged meats business has exceeded $450 million in recent according tothe filing. Smithfield's totalp sales for fiscal 2009, which ended May 3, were $12.54 billion.
Smithfield maintains comprehensive general liability andpropertuy insurance, including business interruptiomn insurance, with loss limits that companuy management believes will provide “substantial and broadr coverage for the currently foreseeable losses” arising from the fire, according to the Smithfield anticipates that it will incur “modesty costs” related to deductibles under availabl insurance policies, as well as other one-timr costs that are not currentlgy expected to be material, the filing Smithfield is currently evaluating the damager resulting from the fire and continues to analyze the expected impactss of the blaze and will shard additional details in connection with its fiscal 2010 first-quarter earnings which is scheduled for Sept.
8. “Based on management’s currenrt assessment of production options, the expected levelsa of insurance proceeds, and the estimated potential amount of lossew and impact on the PatrickCudahy brands, which continude to be reviewed, the company does not believe that the fire will have a materialk adverse effect on its resultz of operations, financial condition or liquidity in fiscalk 2010,” the filing stated.
Investigators continu e to try to determine a cause ofthe
Patrick Cudahy has resumed limitedr production activities in undamaged portions of its plant at 1Sweegt Apple-Wood Lane in Cudahy, including its distributiojn center, and has taken stepsa to address the supply needs for Patrick Cudah y products by shifting production to other Smithfieldf facilities, Smithfiled stated in an 8-K filinb with the U.S. Securities and Exchange The fire, which was reported on July 5 and declared extinguished onJuly 8, damaged a portio n of the facility’s production spacr and required the temporary cessation of operations, but did not consumd the entire facility.
The products producedc at the facilityinclude pre-cooked and traditional bacon, dry ham and sliced meats. Patrick Cudahy is a whollh owned subsidiaryof Smithfield, Va.-based Smithfield Foods (NYSE: and its operating results are reportes in the company’s pork segment. Annuak revenue for Patrick Cudahy’s packaged meats business has exceeded $450 million in recent according tothe filing. Smithfield's totalp sales for fiscal 2009, which ended May 3, were $12.54 billion.
Smithfield maintains comprehensive general liability andpropertuy insurance, including business interruptiomn insurance, with loss limits that companuy management believes will provide “substantial and broadr coverage for the currently foreseeable losses” arising from the fire, according to the Smithfield anticipates that it will incur “modesty costs” related to deductibles under availabl insurance policies, as well as other one-timr costs that are not currentlgy expected to be material, the filing Smithfield is currently evaluating the damager resulting from the fire and continues to analyze the expected impactss of the blaze and will shard additional details in connection with its fiscal 2010 first-quarter earnings which is scheduled for Sept.
8. “Based on management’s currenrt assessment of production options, the expected levelsa of insurance proceeds, and the estimated potential amount of lossew and impact on the PatrickCudahy brands, which continude to be reviewed, the company does not believe that the fire will have a materialk adverse effect on its resultz of operations, financial condition or liquidity in fiscalk 2010,” the filing stated.
Investigators continu e to try to determine a cause ofthe
Wednesday, May 25, 2011
Clark County mustard maker to add facility - Business First of Columbus:
aluminum siding
, a fourth-generation, family ownede company, plans to build at least 60,00p0 square feet of new warehouse and distribution space inMorefieldd Township, north of Springfield, said Shane Farnsworth, Clark Countyu planning director. Woeber makes different types of "fancy" mustardd and horseradish sauce for consumersa and the foodservice industry. The companyt is investing about $5.3 million to build the according to an application it filee for a localtax abatement. Springfield-basec Kapp Construction Inc. is building the facility and already hasbroken ground.
Farnsworth said the company is expanding, not relocating out of Springfield, whicn is a misconception that he said hascrept up. Woeber occupies more than 100,000 square feet of office and production spacrin Springfield, employing about 140 workers. The new jobs createxd for the distribution facility will paybetweehn $25,000 and $35,000 a year, according to the Woeber officials did not return calls seekingy comment.
The Clark County Commission is expectedx to vote soonon $350,000 in tax abatements to facilitate the Morefield Township trustees already have approvefd the abatement, provided the company use part of the money it saveds from the abatement to provide local academic scholarships, Farnsworth Clark County Commissioner John Detrick said Woeber Mustard is a good example of the patchworok of companies in his count y that are thriving despite a general economic downturm nationwide.
He said he is particularly happty to see Woeber doing well because the famil is deeply rooted in the Detrick said many companies thrive near Springfieldx because of itsinterstate access, which can place distributors to half of the country'es population, plus Canada, within a day's In recent years, other food makers and distributors, such and have expanded their Clark County operations. Bob Evans announced last year it woulsd expand its Springfield facilityby 65,000 squarw feet, adding 20 jobs to the 43 there.
, a fourth-generation, family ownede company, plans to build at least 60,00p0 square feet of new warehouse and distribution space inMorefieldd Township, north of Springfield, said Shane Farnsworth, Clark Countyu planning director. Woeber makes different types of "fancy" mustardd and horseradish sauce for consumersa and the foodservice industry. The companyt is investing about $5.3 million to build the according to an application it filee for a localtax abatement. Springfield-basec Kapp Construction Inc. is building the facility and already hasbroken ground.
Farnsworth said the company is expanding, not relocating out of Springfield, whicn is a misconception that he said hascrept up. Woeber occupies more than 100,000 square feet of office and production spacrin Springfield, employing about 140 workers. The new jobs createxd for the distribution facility will paybetweehn $25,000 and $35,000 a year, according to the Woeber officials did not return calls seekingy comment.
The Clark County Commission is expectedx to vote soonon $350,000 in tax abatements to facilitate the Morefield Township trustees already have approvefd the abatement, provided the company use part of the money it saveds from the abatement to provide local academic scholarships, Farnsworth Clark County Commissioner John Detrick said Woeber Mustard is a good example of the patchworok of companies in his count y that are thriving despite a general economic downturm nationwide.
He said he is particularly happty to see Woeber doing well because the famil is deeply rooted in the Detrick said many companies thrive near Springfieldx because of itsinterstate access, which can place distributors to half of the country'es population, plus Canada, within a day's In recent years, other food makers and distributors, such and have expanded their Clark County operations. Bob Evans announced last year it woulsd expand its Springfield facilityby 65,000 squarw feet, adding 20 jobs to the 43 there.
Monday, May 23, 2011
Mayor Delivers Ceasefire Sabbath Message - Today's TMJ4
barn wood siding
Mayor Delivers Ceasefire Sabbath Message Today's TMJ4 The timing of the mayor's Ceasefire Sabbath message is no mistake. "We purposefully do this between Mothers Day and Memorial Day," Barrett said. "Because, we think that's when you're going to see an uptick in activity outside, which means potentially ... |
Friday, May 20, 2011
At your service: Piedmont Facilities Services shifts focus in down economy - The Business Journal of the Greater Triad Area:
ralawizewy.wordpress.com
A contractor had agreed to replace the sidewalj directly in front of Lorillard headquartera on Green Valley Road in Greensborolbut “he walked off the job becauss he couldn’t get anyone to deliver sufficientt concrete with a holiday two days away,” Wrightt says. “A call to broughyt four men who completed the repair on July she recalls. “One of those four was Scott himself. I have chastisecd myself many times for not callinvg him tobegin with.” Scott McCormick has been getting calls like that for more than 16 yearss from the Triad’s top employers.
As a contracgt project manager, his company will do just abougt anything thatneeds doing, “from maintenance to sprinkler says Wright. “He truly caresa about a job well done.” But Winston-Salem-basefd Piedmont Facilities Services’ specialty is somethinv that’s been in almostg constant demand over the past twodecadee — moving people and reconfiguring officed cubes A.S.A.P. as work forces contract, expand and are realigned. It was McCormickk who landed the contract to move practically every first in the RJR Plaza buildiny and then in the old 1929 Reynolds Building indowntown Winston-Salem.
At aboutt the same time, Piedmonr Facilities Services also secured a contract with which did its share of playinb musical chairs withoffice furniture. “Goc blessed me,” McCormick says with his characteristivc modesty, “because there’s no otherf way someone can have two contractds like that for theirfirst clients.” Lookinv back 10 years ago, McCormick recalls fondly, “Thingd were really rolling then, with 80- or 90-houer weeks, and it was great.” Name a companu in the Triad that’s realigned its work forcew and, chances are, McCormick’s been involvedc — , , Sara Lee Direct, , Sealy Corp. and Nabiscol Foods.
Not bad for someone who, at the age of 5, was assigneds his own row of tobacco to tend onhis father’ farm near Yadkinville and workexd his way through college runninbg a garbage service. “I’m an old tobacco farmet from Yadkinville,” McCormick slipping into his aw-shucks guise. “I ran out of thingds to do, so I had to go to school and go out and get areal job.” Schoo l was and his first job was “sellingb doorknobs” as a contract hardware salesman at Pleasant Hardwaree Co.
He says he quickly discovereed he was not cut out to be a But he did make a numbef of excellent contacts that opened door s for him when he switched over to doiny facilitiescontract work. “He has a good boy mentality,” says Robyn Puckett, facility servicees manager atRMIC (Republicx Mortgage Insurance Co.) in “but fully believes in respect, honesty, hard work and disciplinwe — and expects that from his employees.” Pucketft recalls a recent 10-week move of 350 RMIC employees from Stanleyvillwe to the Park Building in downtowb Winston-Salem.
“The time constraints were unbelievable,” she “but having worked with Scottt formany years, I knew if anyone coulrd pull it off that he could.” Installing cubes durinfg the week and moving people on the weekends, McCormick’s crew did it and did it on deadline. “Wd needed to expand our payroll departmentf twoyears ago,” recalls Jack Marable, maintenance supervisoe for Pepsi Bottling Group in Winston-Salem. McCormick’s crew came in Fridayt night and by Monday morning at8 a.m., “they had everything up and running computers, phones, furniture, lights, everything worked.
” Companies use contractord like McCormick instead of their own workerzs because maintenance, moving and construction are often one-of-a-kin d projects and are mostly done after-hours. Up untikl last November, McCormick says, business was extremely good, with more 80- and 90-hou r weeks. Then, he started seeing “leszs phone calls, less jobs that you had quoted being puton hold.” As the montha went by, “I had to lay off five installerzs and I put my designer on the road to sell McCormick’s strategy is to make the companuy more sales-oriented, something, he says, “we nevee had to do before.
” Yes, he still has contracte with a number of big but now when the phone rings, it’s mostly “punch items.” And with the currenft economy, instead of reconfiguring officer space, desks just sit empty. “When corporate puts on the there’s not much for us to do,” McCormick says. Time was, “8o0 percent of revenues came from billable time doingconstruction management, just managinv projects — moving, up-fits, relocationse and furniture instillation. Today, it’s less than 10 Why not just sit back and ride outthe downturn?? “You can’t do For some reason, people want to get paid ever y week.
” McCormick, however, has certainly had the opportunitg to learn from others: “I’ve seen it happen and know what to he says. “You’ve got to maintain cut your overhead, and we’re pushin g hard in commercialfurniture That’s because his company generally also gets the contract for installing the furniturw and building the cubes. And there’s somethinhg else he’s doing that he’s seen othera do a lot of. He’s relocatingv — from his currenty office near the old RJR worldheadquarters (now the University Corporatw Center) to a smaller facility, downsizing from the 10,000o square feet to 3,500 square feet.
And, says McCormick, “we’re not doing any up-fit over (just) some carpet and a littl e paint.” Still, he’s optimistic. Over the years, he’d seen a lot of companies come and go and other companies come roaring back. “It ain’t gone yet, and I’mj still kicking. I have no intention of throwing in the he says.
A contractor had agreed to replace the sidewalj directly in front of Lorillard headquartera on Green Valley Road in Greensborolbut “he walked off the job becauss he couldn’t get anyone to deliver sufficientt concrete with a holiday two days away,” Wrightt says. “A call to broughyt four men who completed the repair on July she recalls. “One of those four was Scott himself. I have chastisecd myself many times for not callinvg him tobegin with.” Scott McCormick has been getting calls like that for more than 16 yearss from the Triad’s top employers.
As a contracgt project manager, his company will do just abougt anything thatneeds doing, “from maintenance to sprinkler says Wright. “He truly caresa about a job well done.” But Winston-Salem-basefd Piedmont Facilities Services’ specialty is somethinv that’s been in almostg constant demand over the past twodecadee — moving people and reconfiguring officed cubes A.S.A.P. as work forces contract, expand and are realigned. It was McCormickk who landed the contract to move practically every first in the RJR Plaza buildiny and then in the old 1929 Reynolds Building indowntown Winston-Salem.
At aboutt the same time, Piedmonr Facilities Services also secured a contract with which did its share of playinb musical chairs withoffice furniture. “Goc blessed me,” McCormick says with his characteristivc modesty, “because there’s no otherf way someone can have two contractds like that for theirfirst clients.” Lookinv back 10 years ago, McCormick recalls fondly, “Thingd were really rolling then, with 80- or 90-houer weeks, and it was great.” Name a companu in the Triad that’s realigned its work forcew and, chances are, McCormick’s been involvedc — , , Sara Lee Direct, , Sealy Corp. and Nabiscol Foods.
Not bad for someone who, at the age of 5, was assigneds his own row of tobacco to tend onhis father’ farm near Yadkinville and workexd his way through college runninbg a garbage service. “I’m an old tobacco farmet from Yadkinville,” McCormick slipping into his aw-shucks guise. “I ran out of thingds to do, so I had to go to school and go out and get areal job.” Schoo l was and his first job was “sellingb doorknobs” as a contract hardware salesman at Pleasant Hardwaree Co.
He says he quickly discovereed he was not cut out to be a But he did make a numbef of excellent contacts that opened door s for him when he switched over to doiny facilitiescontract work. “He has a good boy mentality,” says Robyn Puckett, facility servicees manager atRMIC (Republicx Mortgage Insurance Co.) in “but fully believes in respect, honesty, hard work and disciplinwe — and expects that from his employees.” Pucketft recalls a recent 10-week move of 350 RMIC employees from Stanleyvillwe to the Park Building in downtowb Winston-Salem.
“The time constraints were unbelievable,” she “but having worked with Scottt formany years, I knew if anyone coulrd pull it off that he could.” Installing cubes durinfg the week and moving people on the weekends, McCormick’s crew did it and did it on deadline. “Wd needed to expand our payroll departmentf twoyears ago,” recalls Jack Marable, maintenance supervisoe for Pepsi Bottling Group in Winston-Salem. McCormick’s crew came in Fridayt night and by Monday morning at8 a.m., “they had everything up and running computers, phones, furniture, lights, everything worked.
” Companies use contractord like McCormick instead of their own workerzs because maintenance, moving and construction are often one-of-a-kin d projects and are mostly done after-hours. Up untikl last November, McCormick says, business was extremely good, with more 80- and 90-hou r weeks. Then, he started seeing “leszs phone calls, less jobs that you had quoted being puton hold.” As the montha went by, “I had to lay off five installerzs and I put my designer on the road to sell McCormick’s strategy is to make the companuy more sales-oriented, something, he says, “we nevee had to do before.
” Yes, he still has contracte with a number of big but now when the phone rings, it’s mostly “punch items.” And with the currenft economy, instead of reconfiguring officer space, desks just sit empty. “When corporate puts on the there’s not much for us to do,” McCormick says. Time was, “8o0 percent of revenues came from billable time doingconstruction management, just managinv projects — moving, up-fits, relocationse and furniture instillation. Today, it’s less than 10 Why not just sit back and ride outthe downturn?? “You can’t do For some reason, people want to get paid ever y week.
” McCormick, however, has certainly had the opportunitg to learn from others: “I’ve seen it happen and know what to he says. “You’ve got to maintain cut your overhead, and we’re pushin g hard in commercialfurniture That’s because his company generally also gets the contract for installing the furniturw and building the cubes. And there’s somethinhg else he’s doing that he’s seen othera do a lot of. He’s relocatingv — from his currenty office near the old RJR worldheadquarters (now the University Corporatw Center) to a smaller facility, downsizing from the 10,000o square feet to 3,500 square feet.
And, says McCormick, “we’re not doing any up-fit over (just) some carpet and a littl e paint.” Still, he’s optimistic. Over the years, he’d seen a lot of companies come and go and other companies come roaring back. “It ain’t gone yet, and I’mj still kicking. I have no intention of throwing in the he says.
Wednesday, May 18, 2011
Former big leaguer Price applies team approach as Huff COO - Business Courier of Cincinnati:
Frigidaire FRA156MT1
Being hired to run a real estate compant in the middle of a recession is a little like being called in from the bullpe n inbad weather. “It’s 45 degreea and drizzling, and there’sa 4,000 people in the stands,” he said, “buyt there’s still going to be a winner and a losefthat day, so you might as well win.” The formef pitcher was named chief operating officer of in early May, followingh a two-year run in which he tripled the size of Huff’s mortgagse division. Huff generated $804 million in home sales volume in with 777 agents and about 70administrativre staffers.
It was founded by Jim Huff in 1975 and sold by the founderrto , a company, in 2006. Huff remains chairman and CEO of thelocakl operation. He promoted Price because he liked how he developed as a manager after joining as a loan originatorin 2002. In Price took charge of Huff’s mortgagwe operation, which rose from the bottom of the rankdof HomeServices’ 20 lending operations to sixthy in total lending volume and secondd in “per-unit profitability,” or profit earnedc on each loan. “He has that same perseverance that drover him to become a MajoeLeague ballplayer,” said Huff.
“He’s the kind of person who works for the entire not just the area he was hired in to Price is the first person to hold the COO post sincerOctober 2007, when Huff’s son-in-law, Scott Schilling, was fired by He filed suit againstg the company, alleging it fire him without cause and owes him one-and-a-half times his salaryt for two years. HomeServices asked for the case to be dismissedr and denied Schilling was firedwithout cause. Schilling did not returnm a phone call. Huff declined to comment. The case is pendingy before U.S. District Judge David Bunningf in Covington.
For Price, the role caps a businesds career that has lasted longer than his 13 year s in thebig leagues, which startedr when the Reds drafted him in 1977 and endefd with a 1990 game as a Baltimore Oriole. He earnerd 45 wins in 372 appearances and recorded alifetime earned-run averager of 3.65. But he didn’t like to tell anyone abouty those stats when he began his business careeein California. He invested in 1990 with his fathet ina bottled-water company, In he sold it to , a health care information technology firm whose water division was the nation’s third-largesy when it was sold for $1.1 billionn in 2000.
That was transformativse because McKesson put Price throughaptitude tests. It turnede out that years of reading box scores made him goodwith “I must have done well, becauser they put me in management training,” said who attended Oklahoma State and the University of Oklahomas but never got a degree. “I realized there was a lot more to me than just the There was a want and need to challenge After relocating to Texasfor McKesson, Price returnexd to Cincinnati when his father-in-law was diagnosesd with cancer.
He spent a few years workingf on a startup thathe didn’t want to name becausr “it didn’t end Then, he was recruited to Huff by his real estatee agent, Jim Huff’s daughter. “Susan Huff had sold us two housex since wecame back,” Price said. “I’c see her at the gym a couple days a She said, ‘You should talk to my dad abou t our mortgage company.’ I was in my nintn home. I’d always felt like I was taken advantager of in every mortgageI had. If nothing I thought, I could learn the mortgage businesxso I’m not takenn advantage of.
” After a few yearws originating loans in Huff’s Western Hills and Montgomery offices, Price started rising through the managemen ranks. By the time he was promoted to COO, he had assumed leadership of the title andinsurancre divisions. His approach to managemeng was influenced by the coaching of Pete Rose andFrani Robinson. “If I have one skill that standsa outabove others, it’s that I know how to build Price said. “One of the ways you do that is make sure everybodu has roomto grow.” In evaluating talent, Price used to look for peopls who shared the company vision. But that, he learned, can be difficulf to judge.
“What I look for now is somebodu that gets excited about the said Price, “because there’s thousands of opportunitiees out there. I’m livingh proof of that.”
Being hired to run a real estate compant in the middle of a recession is a little like being called in from the bullpe n inbad weather. “It’s 45 degreea and drizzling, and there’sa 4,000 people in the stands,” he said, “buyt there’s still going to be a winner and a losefthat day, so you might as well win.” The formef pitcher was named chief operating officer of in early May, followingh a two-year run in which he tripled the size of Huff’s mortgagse division. Huff generated $804 million in home sales volume in with 777 agents and about 70administrativre staffers.
It was founded by Jim Huff in 1975 and sold by the founderrto , a company, in 2006. Huff remains chairman and CEO of thelocakl operation. He promoted Price because he liked how he developed as a manager after joining as a loan originatorin 2002. In Price took charge of Huff’s mortgagwe operation, which rose from the bottom of the rankdof HomeServices’ 20 lending operations to sixthy in total lending volume and secondd in “per-unit profitability,” or profit earnedc on each loan. “He has that same perseverance that drover him to become a MajoeLeague ballplayer,” said Huff.
“He’s the kind of person who works for the entire not just the area he was hired in to Price is the first person to hold the COO post sincerOctober 2007, when Huff’s son-in-law, Scott Schilling, was fired by He filed suit againstg the company, alleging it fire him without cause and owes him one-and-a-half times his salaryt for two years. HomeServices asked for the case to be dismissedr and denied Schilling was firedwithout cause. Schilling did not returnm a phone call. Huff declined to comment. The case is pendingy before U.S. District Judge David Bunningf in Covington.
For Price, the role caps a businesds career that has lasted longer than his 13 year s in thebig leagues, which startedr when the Reds drafted him in 1977 and endefd with a 1990 game as a Baltimore Oriole. He earnerd 45 wins in 372 appearances and recorded alifetime earned-run averager of 3.65. But he didn’t like to tell anyone abouty those stats when he began his business careeein California. He invested in 1990 with his fathet ina bottled-water company, In he sold it to , a health care information technology firm whose water division was the nation’s third-largesy when it was sold for $1.1 billionn in 2000.
That was transformativse because McKesson put Price throughaptitude tests. It turnede out that years of reading box scores made him goodwith “I must have done well, becauser they put me in management training,” said who attended Oklahoma State and the University of Oklahomas but never got a degree. “I realized there was a lot more to me than just the There was a want and need to challenge After relocating to Texasfor McKesson, Price returnexd to Cincinnati when his father-in-law was diagnosesd with cancer.
He spent a few years workingf on a startup thathe didn’t want to name becausr “it didn’t end Then, he was recruited to Huff by his real estatee agent, Jim Huff’s daughter. “Susan Huff had sold us two housex since wecame back,” Price said. “I’c see her at the gym a couple days a She said, ‘You should talk to my dad abou t our mortgage company.’ I was in my nintn home. I’d always felt like I was taken advantager of in every mortgageI had. If nothing I thought, I could learn the mortgage businesxso I’m not takenn advantage of.
” After a few yearws originating loans in Huff’s Western Hills and Montgomery offices, Price started rising through the managemen ranks. By the time he was promoted to COO, he had assumed leadership of the title andinsurancre divisions. His approach to managemeng was influenced by the coaching of Pete Rose andFrani Robinson. “If I have one skill that standsa outabove others, it’s that I know how to build Price said. “One of the ways you do that is make sure everybodu has roomto grow.” In evaluating talent, Price used to look for peopls who shared the company vision. But that, he learned, can be difficulf to judge.
“What I look for now is somebodu that gets excited about the said Price, “because there’s thousands of opportunitiees out there. I’m livingh proof of that.”
Monday, May 16, 2011
A Meditative Retreat: The Cloisters In Manhattan - Hartford Courant
http://marathon-cap.com/company_team_bio_Frank_Grossman.php
Hartford Courant | A Meditative Retreat: The Cloisters In Manhattan Hartford Courant The Cloisters Museum and Gardens at the northern tip of Manhattan can easily be digested and enjoyed in just a few hours. Perched on a hilltop in Fort Tryon Park overlooking the Hudson River, the Cloisters is a quiet, meditative place that transports ... |
Friday, May 13, 2011
Dayton library programs to aid job seekers - Birmingham Business Journal:
yqyqynesara.blogspot.com
The programs are designed to help people in the procesws of finding orchanging jobs. Representatives from the Daytom Job Centerand ’s Career Services will conducy the programs, all free and open to the public. Althoughh the programs are free, reservations are recommended by contactinfg the hostlibraries directly. How to Write a Powerfu Resume: This interactive session conducted by Job Center specialists showinhthe “What, Why, Wherw and How To” of resumes. Programds will be 7 p.m. June 15 at the Belmont 1041 Watervliet Ave. and 6:30 p.m. Tuesdah June 23 at the Kettering-Moraine Branch, 3496 Far Hills Ave.
Resume and Cover Letter Development: Presentetr Sharma Fox, a career services specialisft at SinclairCommunity College, will offer career assessmentf and employment guidance and coaching at 6:30 p.m. June 16 at the Main Librargy Auditorium, 215 E. Third St. and at 6 p.m. July 13, at the Miami Township Branch, 2718 Lyons • Interviewing Skills: Make an outstanding first impressionh by building successfulinterviewing skills. Find out how to prepares for interviews, what to do in the and how to follow up afterthe interview. The program will take places at2 p.m. Saturday, June 20, at the Vandalia 500 S. Dixie Drive, 7 p.m. June 22, at the Belmontr Branch, 1041 Watervliet Ave.
and 6:30 p.m. July 7, at the Kettering-Moraine Branch, 3496 Far Hillxs Ave. • Techniques for Successful Sharma Fox will offercareer assessment, employment guidances and coaching at 6:30 p.m. Tuesday, June 30, at the Main Libraryy Auditorium, 215 E. Third St. and at 6 p.m. July 20, at the Miami Township 2718 Lyons Road.
The programs are designed to help people in the procesws of finding orchanging jobs. Representatives from the Daytom Job Centerand ’s Career Services will conducy the programs, all free and open to the public. Althoughh the programs are free, reservations are recommended by contactinfg the hostlibraries directly. How to Write a Powerfu Resume: This interactive session conducted by Job Center specialists showinhthe “What, Why, Wherw and How To” of resumes. Programds will be 7 p.m. June 15 at the Belmont 1041 Watervliet Ave. and 6:30 p.m. Tuesdah June 23 at the Kettering-Moraine Branch, 3496 Far Hills Ave.
Resume and Cover Letter Development: Presentetr Sharma Fox, a career services specialisft at SinclairCommunity College, will offer career assessmentf and employment guidance and coaching at 6:30 p.m. June 16 at the Main Librargy Auditorium, 215 E. Third St. and at 6 p.m. July 13, at the Miami Township Branch, 2718 Lyons • Interviewing Skills: Make an outstanding first impressionh by building successfulinterviewing skills. Find out how to prepares for interviews, what to do in the and how to follow up afterthe interview. The program will take places at2 p.m. Saturday, June 20, at the Vandalia 500 S. Dixie Drive, 7 p.m. June 22, at the Belmontr Branch, 1041 Watervliet Ave.
and 6:30 p.m. July 7, at the Kettering-Moraine Branch, 3496 Far Hillxs Ave. • Techniques for Successful Sharma Fox will offercareer assessment, employment guidances and coaching at 6:30 p.m. Tuesday, June 30, at the Main Libraryy Auditorium, 215 E. Third St. and at 6 p.m. July 20, at the Miami Township 2718 Lyons Road.
Wednesday, May 11, 2011
New chancellor makes initial WNY visit - Business First of Buffalo:
geqopimozaqyxyh.blogspot.com
Zimpher spoke to a crowd of aboug 100 people duringa meet-and-greet session at ’s city Earlier in the morning, she visitesd ECC’s Amherst campus. The trip is part of Zimpher’ss 100-day tour of each of SUNY’s 64 campuses. ECC markecd her 14th campus tour, she said. “It’s just workintg magically,” she said about her “I’m getting a chance to have communication with the to build that relationship which is just so Zimpher is also scheduled to spend time next week at andthe .
Besidews serving as introductions to each of the campusesshe oversees, the tour is also mean to generate ideas for a new SUNY-wides strategic plan, which could emerge next spring, Zimpher said. She stressed that it would be an “inclusive” plan that is meanty to betterdefine SUNY’s role in New York state’a economy. “It’s very important to me that we havea well-articulateed vision of our future,” Zimpherf said.
“We need an audacious goal for that so that we can be partners with the state of New She said the strategic plan willbe “It’s all about what you can get done,” she “We are going to get things done and we will hold ourselvesd accountable.” Zimpher takes the helm at a precarious time in New York state. The 2009-10 budgeg crisis cut state funding at severaoSUNY institutions, state Senate lawmakerds are locked in a partisan battle and UB wants to pass a bill that will essentiallyu reduce SUNY’s role in determining tuition rates and new constructioj plans. Tours of other Westerm New York-area SUNY campuses have not yetbeen announced.
Abouf 440,000 students are currently enrolled in the SUNY the largest public collegs and university system inthe country.
Zimpher spoke to a crowd of aboug 100 people duringa meet-and-greet session at ’s city Earlier in the morning, she visitesd ECC’s Amherst campus. The trip is part of Zimpher’ss 100-day tour of each of SUNY’s 64 campuses. ECC markecd her 14th campus tour, she said. “It’s just workintg magically,” she said about her “I’m getting a chance to have communication with the to build that relationship which is just so Zimpher is also scheduled to spend time next week at andthe .
Besidews serving as introductions to each of the campusesshe oversees, the tour is also mean to generate ideas for a new SUNY-wides strategic plan, which could emerge next spring, Zimpher said. She stressed that it would be an “inclusive” plan that is meanty to betterdefine SUNY’s role in New York state’a economy. “It’s very important to me that we havea well-articulateed vision of our future,” Zimpherf said.
“We need an audacious goal for that so that we can be partners with the state of New She said the strategic plan willbe “It’s all about what you can get done,” she “We are going to get things done and we will hold ourselvesd accountable.” Zimpher takes the helm at a precarious time in New York state. The 2009-10 budgeg crisis cut state funding at severaoSUNY institutions, state Senate lawmakerds are locked in a partisan battle and UB wants to pass a bill that will essentiallyu reduce SUNY’s role in determining tuition rates and new constructioj plans. Tours of other Westerm New York-area SUNY campuses have not yetbeen announced.
Abouf 440,000 students are currently enrolled in the SUNY the largest public collegs and university system inthe country.
Monday, May 9, 2011
Phoenix Business Journal: Starting a Business : Business Advice
http://www.good.is/community/orivyxumeqir
Opportunity No. 1: Professionalize your business structure and I frequently harangue the owners of growingg family owned companies about the need to converty from aMom ‘n Pop business styl e to a fully professional with a mission statement, a strategic plan to guidd decisions, an organizational chart and job written policies and procedures, affordable and agreement on how to change ownership and managemeny without undue confusion or The process can get a bit thorn y sometimes, but with strong commitment, a family can professionalizee successfully. This should be the year for your business. Challenge No. 1: Respon d to unforeseen business and familtyfinancial demands.
The 2008 economy had the finances of many family companies flapping like bed sheets in a Lots of people can be leaders when times are but it takes a speciaol person to lead when times are Cash shortages, eroding markets and a near collapse of faitbh in the future are challenginf many business owners to keep theif heads on straight, to cut costs without cutting theitr throats, and to remain optimistic when it’es tempting to turn company resourcexs into personal safety nets. Opportunity No.
2: Make crucial succession decisions and act on John Davis of Harvard Business School urgeds family companies to plan when the times are But planning often has to be done even when timeeare bad. Leadership and ownershio succession always profits from a freshu look at what the family business needs forcontinuede success. When conditions are callin g for reviews and revisions inmany companies, successioh planning can benefit from the analysis that’s being done for other reasons. Challenge No. 2: Make cruciao succession decisions and acton them.
On the othet hand, thoughtful planning for family ownership continuit y can be warped by a sensed of crisis brought on by tougheconomiv conditions. If temporary conditiona make you wonder if the business really is a it might be hard to see the characteristics that have made it successfukl in years past and that shoulde be maintained intothe future. Keep a cool Opportunity No. 3: Buy low. What’d Warren Buffet’s current advice to stock investors?? Buy!
That perspective can be translatefd into golden opportunities for family owned companiee that have a comfortable reservwe and can afford the risk of expanding at the bottom of the If you have the meansto buy, the prices are not likelhy to get much better. Challenge No. 3: Avoi selling low. But if you’re an acquisition target and prefer to stay put up every ounce of fight you have to avoid sellingt at the bottom ofthe Actually, family owned business often have greatet ability to withstand tough times becaus they can hunker down and live off the land withou being harassed by outside shareholders. Grit your teeth and lean intothe wind. Opportunity No.
4: Watc h for the opening of newbusiness doors. President-electr Obama has promised to stimulate the economyt outside of bloated corporationsd and flounderingfinancial institutions. That can mean new business opportunities for family companies in such areas as infrastructur e rebuildingand defense. If you don’t know how to pursue governmenf contracts, this would be a good time to learn. Challengre No. 4: Grow your business in a tightcredit environment. The bankeres are likely to keep wearingtheir “Just Say No†T-shirts for much of 2009.
That meanas owners of family businessed of all types and sizesa should grab their bootstraps and find ways to grow and diversifyuthat don’t rely on the formal financial Look for family members and friends who have the meane and the confidence to lend or buy in. Considerr turning some unproductive assets into needed But don’t go to your credit cards. Opportunity No. 5: Make even the greates challenge intoan opportunity. OK, maybe every cloud doesn’t come with a built-inh silver lining.
But the business-owning family that has self-confidence, sounde core values, and its eyes on the horizon can convertr even the uncertainties of 2008 into a pathwayy upwardin 2009. Try it and see. And when you look back on all this and remember you read ithere
Opportunity No. 1: Professionalize your business structure and I frequently harangue the owners of growingg family owned companies about the need to converty from aMom ‘n Pop business styl e to a fully professional with a mission statement, a strategic plan to guidd decisions, an organizational chart and job written policies and procedures, affordable and agreement on how to change ownership and managemeny without undue confusion or The process can get a bit thorn y sometimes, but with strong commitment, a family can professionalizee successfully. This should be the year for your business. Challenge No. 1: Respon d to unforeseen business and familtyfinancial demands.
The 2008 economy had the finances of many family companies flapping like bed sheets in a Lots of people can be leaders when times are but it takes a speciaol person to lead when times are Cash shortages, eroding markets and a near collapse of faitbh in the future are challenginf many business owners to keep theif heads on straight, to cut costs without cutting theitr throats, and to remain optimistic when it’es tempting to turn company resourcexs into personal safety nets. Opportunity No.
2: Make crucial succession decisions and act on John Davis of Harvard Business School urgeds family companies to plan when the times are But planning often has to be done even when timeeare bad. Leadership and ownershio succession always profits from a freshu look at what the family business needs forcontinuede success. When conditions are callin g for reviews and revisions inmany companies, successioh planning can benefit from the analysis that’s being done for other reasons. Challenge No. 2: Make cruciao succession decisions and acton them.
On the othet hand, thoughtful planning for family ownership continuit y can be warped by a sensed of crisis brought on by tougheconomiv conditions. If temporary conditiona make you wonder if the business really is a it might be hard to see the characteristics that have made it successfukl in years past and that shoulde be maintained intothe future. Keep a cool Opportunity No. 3: Buy low. What’d Warren Buffet’s current advice to stock investors?? Buy!
That perspective can be translatefd into golden opportunities for family owned companiee that have a comfortable reservwe and can afford the risk of expanding at the bottom of the If you have the meansto buy, the prices are not likelhy to get much better. Challenge No. 3: Avoi selling low. But if you’re an acquisition target and prefer to stay put up every ounce of fight you have to avoid sellingt at the bottom ofthe Actually, family owned business often have greatet ability to withstand tough times becaus they can hunker down and live off the land withou being harassed by outside shareholders. Grit your teeth and lean intothe wind. Opportunity No.
4: Watc h for the opening of newbusiness doors. President-electr Obama has promised to stimulate the economyt outside of bloated corporationsd and flounderingfinancial institutions. That can mean new business opportunities for family companies in such areas as infrastructur e rebuildingand defense. If you don’t know how to pursue governmenf contracts, this would be a good time to learn. Challengre No. 4: Grow your business in a tightcredit environment. The bankeres are likely to keep wearingtheir “Just Say No†T-shirts for much of 2009.
That meanas owners of family businessed of all types and sizesa should grab their bootstraps and find ways to grow and diversifyuthat don’t rely on the formal financial Look for family members and friends who have the meane and the confidence to lend or buy in. Considerr turning some unproductive assets into needed But don’t go to your credit cards. Opportunity No. 5: Make even the greates challenge intoan opportunity. OK, maybe every cloud doesn’t come with a built-inh silver lining.
But the business-owning family that has self-confidence, sounde core values, and its eyes on the horizon can convertr even the uncertainties of 2008 into a pathwayy upwardin 2009. Try it and see. And when you look back on all this and remember you read ithere
Friday, May 6, 2011
Tesla co-founder Eberhard sues CEO Musk - San Francisco Business Times:
buluhofuce.wordpress.com
Eberhard sued Musk on May 26 in San Matel CountySuperior Court, claiming libel, slanderr and breach of contract in connectionj with his ouster from the company in 2007. Eberhard in the lawsuift claims he was forced out of the company he helped to startr and was then denied the severance his contracycalled for. He further claims that Musk disparaged him publiclg and accuses the CEO of tryingto "rewritr history" by taking credit for the company's electric Roadster. Among other claimds made in the lawsuit, Eberhard accuses the company of the Tesla Roadster that was to be delivereddto him.
Tesla said its momentumk and business strategy are unaffected by the lawsuit and it will likel file counterclaimsin court. "Thisx lawsuit is an unfaitr personalattack and, more importantly, paints an inaccuratew picture of Tesla's history. It's a fictionalized accoungt of Tesla's early years — it's twisted and and we welcome the opportunity to set the record the company said ina statement. "As the media have alreadhy covered exhaustively, Tesla's full board of directors unanimously fired Martin shortly after discovering that the cost of the car was more than twicre what Martin portrayed it to be atthe time.
" A copy of the lawsuig can be found
Eberhard sued Musk on May 26 in San Matel CountySuperior Court, claiming libel, slanderr and breach of contract in connectionj with his ouster from the company in 2007. Eberhard in the lawsuift claims he was forced out of the company he helped to startr and was then denied the severance his contracycalled for. He further claims that Musk disparaged him publiclg and accuses the CEO of tryingto "rewritr history" by taking credit for the company's electric Roadster. Among other claimds made in the lawsuit, Eberhard accuses the company of the Tesla Roadster that was to be delivereddto him.
Tesla said its momentumk and business strategy are unaffected by the lawsuit and it will likel file counterclaimsin court. "Thisx lawsuit is an unfaitr personalattack and, more importantly, paints an inaccuratew picture of Tesla's history. It's a fictionalized accoungt of Tesla's early years — it's twisted and and we welcome the opportunity to set the record the company said ina statement. "As the media have alreadhy covered exhaustively, Tesla's full board of directors unanimously fired Martin shortly after discovering that the cost of the car was more than twicre what Martin portrayed it to be atthe time.
" A copy of the lawsuig can be found
Wednesday, May 4, 2011
Costs of potential deal cut Bemis profit - The Business Journal of Milwaukee:
http://renovation.blogetery.com/2011/05/04/bamboo-flooring/
Bemis (NYSE: BMS) reported net income for the quarterdof $36.7 million, or 36 centas per share, compared with $42.3 or 41 cents per for the same periord a year ago. The company, incurred expenses related to due diligencse of the packaging businessof plc, a United Kingdom-basede firm. Bemis said efforts towared a potential acquisitionare ongoing, but said it woule make no further comment. Costs relatexd to the possible Rio Tinto deal reducedf earnings by 6 cents per share for the which the company is required to expense underr financialaccounting standards.
Excludinv that one-time charge and severance chargesw related to a workforcer reduction, the company's earnings would have been 43 centes per share, compared with 41 cents per share, the year Net sales declined 11 percentf to $843.4 million from $947.3 million. Most of the 8.3 percent, related to currency translation, while the remainder reflected lower sales volume partiallty offset by price increases andmix impact.
Bemis (NYSE: BMS) reported net income for the quarterdof $36.7 million, or 36 centas per share, compared with $42.3 or 41 cents per for the same periord a year ago. The company, incurred expenses related to due diligencse of the packaging businessof plc, a United Kingdom-basede firm. Bemis said efforts towared a potential acquisitionare ongoing, but said it woule make no further comment. Costs relatexd to the possible Rio Tinto deal reducedf earnings by 6 cents per share for the which the company is required to expense underr financialaccounting standards.
Excludinv that one-time charge and severance chargesw related to a workforcer reduction, the company's earnings would have been 43 centes per share, compared with 41 cents per share, the year Net sales declined 11 percentf to $843.4 million from $947.3 million. Most of the 8.3 percent, related to currency translation, while the remainder reflected lower sales volume partiallty offset by price increases andmix impact.
Monday, May 2, 2011
Economy Watch: FNF Construction gets highway stimulus contract - Minneapolis / St. Paul Business Journal:
tarpleypymibujuh1491.blogspot.com
“It is a rehabilitationb project to create asafer roadway,” said Deena Billings, business development officer for Tempe-based FNF which is celebrating 25 years in business. Some areas of U.S. 491 have deteriorated creating a significanft safety issue for those whouse it, she said. The projecft is a good fit forthe company, which also has an officde in Albuquerque, according to Billings. “Paving projects are kind of our In addition to making the roadwaty saferfor travelers, the $8.9 million project givesd FNF Construction’s staff more opportunity for work. “Wre will be able to keep existing employees busy and perhapds hirenew ones,” she said.
The bidding process for a stimulu s contract is very similar to that on any job both for the contractoer and the state department of transportation involved. The New Mexico Department of Transportation advertises the project in typical fashion with the lowesft bidder winningthe contract, said Megan spokeswoman for the New Mexico Department of The federal government does look at the projects in however, Arrendondo added. Construction on the 14-mile stretch, which runs on the southern portionj ofthe highway, broke ground May 20.
FNF Constructionm is hopeful that its portion of the upgradre is complete by the endof “We are excited to keep on goinhg and be part of the Billings said of future
“It is a rehabilitationb project to create asafer roadway,” said Deena Billings, business development officer for Tempe-based FNF which is celebrating 25 years in business. Some areas of U.S. 491 have deteriorated creating a significanft safety issue for those whouse it, she said. The projecft is a good fit forthe company, which also has an officde in Albuquerque, according to Billings. “Paving projects are kind of our In addition to making the roadwaty saferfor travelers, the $8.9 million project givesd FNF Construction’s staff more opportunity for work. “Wre will be able to keep existing employees busy and perhapds hirenew ones,” she said.
The bidding process for a stimulu s contract is very similar to that on any job both for the contractoer and the state department of transportation involved. The New Mexico Department of Transportation advertises the project in typical fashion with the lowesft bidder winningthe contract, said Megan spokeswoman for the New Mexico Department of The federal government does look at the projects in however, Arrendondo added. Construction on the 14-mile stretch, which runs on the southern portionj ofthe highway, broke ground May 20.
FNF Constructionm is hopeful that its portion of the upgradre is complete by the endof “We are excited to keep on goinhg and be part of the Billings said of future
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