http://passionforsound.com/Subwoofers/12-Subwoofer-Infinity/
There’s nothing subtle about the deep hole design professionals findthemselveas in. Wearing the armbands “takes the giant pink elephant out of the room and allow people to jump right intothe conversation” about job prospects, says John Kincheloe, presiden of the ' Charlotte AIA is sponsoring the evening networking sessions. “Thde architects who were there certainlgy saw that they are not the only says Kincheloe, a principal at . That’sw an understatement.
The last eight months have been a nuclear winterfor Charlotte’s About 40% of architects in Charlott have lost their jobs in the recession, says Ken Lambla, dean of the Collegew of Art & Architecture at and an In the Triangle, he says, 50% of architects are out of Even firms with the international cachet of Gehry Partners, designer of the Guggenheim museum in Spain, have laid off Online message board Archinect buzzes with job cuts at high-profiler firms across the nation. In an autumn and winte r of widespread layoffs have led to a sprinfg ofmore uncertainty.
With business delaying construction projectsw and government facing seriousbudget shortfalls, demand for desigj has crumpled. Commercial building permitsa in Mecklenburg Countydropped 55% in April from Apri 2008. The drought of opportunities is forcing design firmas to alter fundamentally the way they do Simply laying off workersz with specific areas ofexpertises — such as highly technical laboratory design could impair a firm’s chances of winning a contract when the economyu recovers. Firms are tryinvg different strategies to keep theemployees they’ve got befor e making more painful cuts.
At Souty End design firm , a round of layoffs in the fall cost six jobs and took the firm to 40 employeesein Charlotte, Los Angeles and Chicago. When it appearer the business wasn’t getting better by March, the firm turneds to a system ofrollint furloughs. Employees rotate in and out of workin four-weekj blocks. Those on furlough receive unemployment benefits while the firm covers the shortfall from thei r salaries to maintain their Firm principal Terry Shook says the furloughsd have allowed the firm to keeployalo employees, but it’s not a permanent arrangement. Employeess reacted positively to furloughs, knowing they are bettee than more layoffs.
And at leasrt for now, their incomes don’gt suffer. “They understand it’s a fungible deal,” Shooj says. “There are no guarantees for the future.” , whicu designs schools, churches and some commerciap projects, has released 17 employees since October. That took the firm to 41 employeesx from a peakof 58. The remaininf employees and four partners tooka 20% pay cut at the end of The staff now works a four-dauy week. The long weekend allows them to get a seconx job if needed and save the cost of commutiny one day a saysTom Carlson-Reddig, a principal at ADW.
“Oue hope is that it’s for a few months, and things are goinvg to be alright,” he says. The problem is that even thougu ADW and other firms have wonnew jobs, design work for publicd education facilities is on hold becaus e tight state and county budgets have stalled construction. “Th e contracts we have look great on but it might be a whiles before it translates topayinb work,” Carlson-Reddig says. Rob Johnsob of says school jobs used to mean the planninh work automatically led to putting a projecgt outfor bid.
The state’s population growth created steady “We’re having to force ourselvee to project further out in time when thingszwill happen,” Johnson says. “Schoole are doing advance planning only.” MBAJ has had layoffzs and trimmed salaries, though Johnson declines to provide specifics. With local work unpredictable, some firms are pondering whethef to pursuefederal work, which is one of the few brigh spots left. ADW has teamed up with a smallert firm that has experience working a largemilitaryt installations.
Monday, February 27, 2012
Saturday, February 25, 2012
True Partners - Kansas City Business Journal:
http://www.fitnessat.com/weight-loss/1730.html
A fat rent checjk had just arrived from a new shopping center tenant. But its lease called for the first two monthes tobe free. The check was "It was hard to do, but it was easy," Sonnenbergv said. "To do that was a character thing." Integrit y remains one of the firm's most valued assets. Durin the ensuing decade, its businesws has grown at annual rate of40 percent. LaSala-Sonnenberg Commercial Realty Co. completed about $50 millionm in leases and saleslast year, roughly double the amount of five years earlier. It ranks 20th on the Kansads CityBusiness Journal's list of the Top 25 Area Commercial Real Estatde Companies with seven brokers.
"Our goal has neverf been to be big," LaSala said. "It'ws to be good at what we Bill Howey, a vice president at Waddell & Reed confirms that goal has been met. He speaks from considerabled experience; LaSala-Sonnenberg is the leasin and managing agent for UniterInvestors Park, where Waddell & Reed is baseed in north Overland LaSala, 53, and Sonnenberg, 49, knew abouty the property long before they got the assignment in late 1990 because they grew up in the area. They knew each othedr while students at Rockhurst High Schoopl and Rockhurst College inKansas City. The association continued through their serviceas U.S.
Navy pilotse and members of a Nava Reserve unitin Olathe. LaSala got into real estatwe first, redeveloping Crown Center and leasing spacew to its first retail After joiningthe once-mighty Kroh Brothers Development Co. in Kansad City, he recruited Sonnenberg, who was workingt at Rockhurst College. Sonnenberg became Kroh's vice president of acquisitions. LaSala was its vice presidentf of developmentin Denver. After the firm went out of a victim of the Tax Reforj Actof 1986, the pair decided to capitalize on their experience to set up theie own shop. "In the early year it was lean," LaSala said.
"But we had good Most of these people saw their relationship beingwith us, not the This personal touch has endured. "Principals' involvement is Sonnenberg said. "When people do businessw with us, we're going to be involved with the transaction." Such involvemengt is easy at United Investors Parkbecause LaSala-Sonnenberg'se offices are based They moved from Penntower in midtown Kansas City shortlyt after Waddell & Reed acquiree the 25-acre property from Trands World Airlines Inc., which had used it to traijn flight attendants at what was known as the Breech Academy.
"We would not have kept them arounfd if we did not have a goodworkingg relationship," Howey said. "Our tenants have stayed around a long That showsthe broker's doing its The three-building complex has been virtuallyy full for about two years. Waddelkl & Reed, a financiak services company, occupies the main building. The othe two are available for lease. Filling the space became a greaterd accomplishment in light ofits design. The multi-tenanrt buildings were built tohouse dormitories, not They're divided into pods, connected by a windiny network of alcoves.
Preparations have begun to construct the firsyt new building in thepark that's designed for officre use. The 67,000-square-foot structure is to be ready in the first quarterof 1998. Plans call for two more buildingss to be added tothe park, one containing about 85,000 square feet, the other aboutr 80,000. No timetable has been set for this development. Bob president and CEO of Great PlainasFinancial Corp. in said LaSala-Sonnenberg's hometown touch explains why the firm has manager property for his company for almosta "By virtue of being they have the ability to provide hands-on and directr contact," Jackson said.
"I prefer to work with the They provide expertise and service that sometimesdyou don't find in larger firms."
A fat rent checjk had just arrived from a new shopping center tenant. But its lease called for the first two monthes tobe free. The check was "It was hard to do, but it was easy," Sonnenbergv said. "To do that was a character thing." Integrit y remains one of the firm's most valued assets. Durin the ensuing decade, its businesws has grown at annual rate of40 percent. LaSala-Sonnenberg Commercial Realty Co. completed about $50 millionm in leases and saleslast year, roughly double the amount of five years earlier. It ranks 20th on the Kansads CityBusiness Journal's list of the Top 25 Area Commercial Real Estatde Companies with seven brokers.
"Our goal has neverf been to be big," LaSala said. "It'ws to be good at what we Bill Howey, a vice president at Waddell & Reed confirms that goal has been met. He speaks from considerabled experience; LaSala-Sonnenberg is the leasin and managing agent for UniterInvestors Park, where Waddell & Reed is baseed in north Overland LaSala, 53, and Sonnenberg, 49, knew abouty the property long before they got the assignment in late 1990 because they grew up in the area. They knew each othedr while students at Rockhurst High Schoopl and Rockhurst College inKansas City. The association continued through their serviceas U.S.
Navy pilotse and members of a Nava Reserve unitin Olathe. LaSala got into real estatwe first, redeveloping Crown Center and leasing spacew to its first retail After joiningthe once-mighty Kroh Brothers Development Co. in Kansad City, he recruited Sonnenberg, who was workingt at Rockhurst College. Sonnenberg became Kroh's vice president of acquisitions. LaSala was its vice presidentf of developmentin Denver. After the firm went out of a victim of the Tax Reforj Actof 1986, the pair decided to capitalize on their experience to set up theie own shop. "In the early year it was lean," LaSala said.
"But we had good Most of these people saw their relationship beingwith us, not the This personal touch has endured. "Principals' involvement is Sonnenberg said. "When people do businessw with us, we're going to be involved with the transaction." Such involvemengt is easy at United Investors Parkbecause LaSala-Sonnenberg'se offices are based They moved from Penntower in midtown Kansas City shortlyt after Waddell & Reed acquiree the 25-acre property from Trands World Airlines Inc., which had used it to traijn flight attendants at what was known as the Breech Academy.
"We would not have kept them arounfd if we did not have a goodworkingg relationship," Howey said. "Our tenants have stayed around a long That showsthe broker's doing its The three-building complex has been virtuallyy full for about two years. Waddelkl & Reed, a financiak services company, occupies the main building. The othe two are available for lease. Filling the space became a greaterd accomplishment in light ofits design. The multi-tenanrt buildings were built tohouse dormitories, not They're divided into pods, connected by a windiny network of alcoves.
Preparations have begun to construct the firsyt new building in thepark that's designed for officre use. The 67,000-square-foot structure is to be ready in the first quarterof 1998. Plans call for two more buildingss to be added tothe park, one containing about 85,000 square feet, the other aboutr 80,000. No timetable has been set for this development. Bob president and CEO of Great PlainasFinancial Corp. in said LaSala-Sonnenberg's hometown touch explains why the firm has manager property for his company for almosta "By virtue of being they have the ability to provide hands-on and directr contact," Jackson said.
"I prefer to work with the They provide expertise and service that sometimesdyou don't find in larger firms."
Thursday, February 23, 2012
San Antonio Business Journal:
1189126qun.blogspot.com
"Virtually any employee who is attractive to a businessz is attractive to other organizationsas well, and health care is the No. 1 thing employees ask about aftefr compensation," Tassey says. But if you've neverf offered a health plan at yourbusinesx before, the research process can plunge you into an unfamiliart world of acronyms - HMO, PPO, HSA- and the optionss can be overwhelming. So if it's your firsty trip into the waters of health insurance you would probably be wise to work with a broker orinsurance adviser.
Health insurance can be a confusing consumetr decisionto make, and havinh a trained professional on your side can make all the notes Tassey, who recommends that peoplre ask trusted friends, or professional contacts what broker they work with to obtaij a good list of potentiak candidates. If you can't get a referra l that way and have to resorfto cold-calling brokers, ask for the names of two or threwe of their clients who you can call to ask how satisfiefd they are with the service they'res receiving. Tassey says it's the leas t you can do when choosingv the individual who will handle one of your most importanty internalbusiness decisions.
"You want to be dealing with an insurance adviser who has experience in your and it's very, very appropriate and very much expectex for you to ask that persoj for a couple of references," he "If you're in a small business, you've got your familt and your business, and probably a pet. But if you'ree going to marry your life to a it pays to take the extra minutee and checkthose references." Once you'vse found a broker, Tassey says he or she will help you conside r what kind of plans to offer.
He says a good broker often can give you a picture of what kind of healtuh care plans are most common in your industry or for businessesd of your size so that you can stay If you're offering a health benefity for the first time, you'llo also need to think about how much of the cost of your employees ' health insurance expenses you're willinb and able to pay, and whether or not you'rew willing to pay for health care for dependents of employees. And will you require new employees to work for your company for a certaim amount of time before qualifying forbenefits ?
If you have a small busines and choose to research insurance plane independently, without a broker, one piece of informatiobn might save you some time. Tassey says the fact of the mattedr is that wherea 500-employee businesz has some bargaining power when it comes to theitr health plan rates, small groups are usualluy quoted a uniform pricwe based on size, and it typically doesn't leave a lot of room for Speaking of price tags, another tip is this: When it comese to choosing a health the bottom line is not always the bottomm line.
That's to say that whil cost is a major concern for almost anyonee shopping for health insurance coveragethesr days, what you get for the mone should be considered along with the pricew tag. Janice Torrez. of Blue Crossw and Blue Shield ofNew Mexico, recommends groupsz and individuals consider the restrictions or optionsx that come with certain For instance, Torrez says, a plan that placesx no restrictions on what physician a member can see mightt come at a higher cost.
Likewise, a plan with a low monthlh premium could sport somewhopping out-of-pockegt expenses should one need a service like home health hospital stays, or medical The LIFE organization advises when shoppingy for a health care plan, businessew and individuals start by considering what health-related services are importan t to them. Included in the list of services to consider are inpatient hospital outpatient surgery, office visits, medicap tests and X-rays, prescription home health care visits, physical therapy, maternity care, preventative care for infants and children, and health screenings. Then compare the cost of plans that offed youthose benefits.
"Virtually any employee who is attractive to a businessz is attractive to other organizationsas well, and health care is the No. 1 thing employees ask about aftefr compensation," Tassey says. But if you've neverf offered a health plan at yourbusinesx before, the research process can plunge you into an unfamiliart world of acronyms - HMO, PPO, HSA- and the optionss can be overwhelming. So if it's your firsty trip into the waters of health insurance you would probably be wise to work with a broker orinsurance adviser.
Health insurance can be a confusing consumetr decisionto make, and havinh a trained professional on your side can make all the notes Tassey, who recommends that peoplre ask trusted friends, or professional contacts what broker they work with to obtaij a good list of potentiak candidates. If you can't get a referra l that way and have to resorfto cold-calling brokers, ask for the names of two or threwe of their clients who you can call to ask how satisfiefd they are with the service they'res receiving. Tassey says it's the leas t you can do when choosingv the individual who will handle one of your most importanty internalbusiness decisions.
"You want to be dealing with an insurance adviser who has experience in your and it's very, very appropriate and very much expectex for you to ask that persoj for a couple of references," he "If you're in a small business, you've got your familt and your business, and probably a pet. But if you'ree going to marry your life to a it pays to take the extra minutee and checkthose references." Once you'vse found a broker, Tassey says he or she will help you conside r what kind of plans to offer.
He says a good broker often can give you a picture of what kind of healtuh care plans are most common in your industry or for businessesd of your size so that you can stay If you're offering a health benefity for the first time, you'llo also need to think about how much of the cost of your employees ' health insurance expenses you're willinb and able to pay, and whether or not you'rew willing to pay for health care for dependents of employees. And will you require new employees to work for your company for a certaim amount of time before qualifying forbenefits ?
If you have a small busines and choose to research insurance plane independently, without a broker, one piece of informatiobn might save you some time. Tassey says the fact of the mattedr is that wherea 500-employee businesz has some bargaining power when it comes to theitr health plan rates, small groups are usualluy quoted a uniform pricwe based on size, and it typically doesn't leave a lot of room for Speaking of price tags, another tip is this: When it comese to choosing a health the bottom line is not always the bottomm line.
That's to say that whil cost is a major concern for almost anyonee shopping for health insurance coveragethesr days, what you get for the mone should be considered along with the pricew tag. Janice Torrez. of Blue Crossw and Blue Shield ofNew Mexico, recommends groupsz and individuals consider the restrictions or optionsx that come with certain For instance, Torrez says, a plan that placesx no restrictions on what physician a member can see mightt come at a higher cost.
Likewise, a plan with a low monthlh premium could sport somewhopping out-of-pockegt expenses should one need a service like home health hospital stays, or medical The LIFE organization advises when shoppingy for a health care plan, businessew and individuals start by considering what health-related services are importan t to them. Included in the list of services to consider are inpatient hospital outpatient surgery, office visits, medicap tests and X-rays, prescription home health care visits, physical therapy, maternity care, preventative care for infants and children, and health screenings. Then compare the cost of plans that offed youthose benefits.
Tuesday, February 21, 2012
Revamp of FKI pays off in new contracts - St. Louis Business Journal:
haga-aa8xuq.blogspot.com
Ackerman, president of FKI Logiste North America, put his restructuringv plan in place 18months ago. The revamp of FKI which makes materialhandling systems, resulted in three significant contract within the last few months. Those contracta include a $22 millionh deal announced Sept. 14 to upgrade the materialk handling system for the Army Air ForceExchange Service, which operatexs military base stores, at a facilitgy in Newport News, Va. In May FKI Logistex announcedr it had wona $14.5 million contracft to integrate American Airlines' baggage screeninv system at O'Hare International Airport in Its parent company, FKI PLC, came into the St.
Louis area in 1999 when it acquiredx PinnacleAutomation Inc., which owned Alvey Systemzs Inc., a manufacturer of conveyer machinery with local roots that date back to 1911. At the time of the FKI PLC owned a number of manufacturinv companies in the Unitede States also involved in the materiaphandling business, including the Buschman Mathews Conveyor and Crisplant Inc. brands names. Ackerman has worked to reorganize and consolidatwe eightof FKI's material handlingt companies in the United States undefr the FKI Logistex business and brand sinces his appointment last year after serving as president of Alvet Systems.
In December, Ackerman reorganized FKI Logistex's businesxs into three main divisions: warehouse and distribution; manufacturing systems operations; and post and parcel operations. The manufacturing operationh is based atFKI Logistex's North America headquarters in Olivette and makes a wide range of machinery, includinh conveyors and palletizers, used to move goods in warehousess and manufacturing plants. As part of the restructuring, FKI Logistex namec Ted Clucas president of FKI Logistex Manufacturing Systemas North Americain St. Louis. The company also hiredf Dick Braatz last month as vice presiden t of manufacturing forNortj America.
FKI Logistex North America employs 650 inthe St. Loui s area. FKI PLC is a Britishj engineering conglomerate. Its North American operation generated revenuewof $1 billion, or 51 percent of the parentt company's revenue of $2.1 billion for the year ended Marchb 31. As part of Ackerman's FKI Logistex sold its White Systems unit in New Jerseyy earlier this month to a group of managers and ManagemengCapital LLC, a Providence, R.I.
, investment
Ackerman, president of FKI Logiste North America, put his restructuringv plan in place 18months ago. The revamp of FKI which makes materialhandling systems, resulted in three significant contract within the last few months. Those contracta include a $22 millionh deal announced Sept. 14 to upgrade the materialk handling system for the Army Air ForceExchange Service, which operatexs military base stores, at a facilitgy in Newport News, Va. In May FKI Logistex announcedr it had wona $14.5 million contracft to integrate American Airlines' baggage screeninv system at O'Hare International Airport in Its parent company, FKI PLC, came into the St.
Louis area in 1999 when it acquiredx PinnacleAutomation Inc., which owned Alvey Systemzs Inc., a manufacturer of conveyer machinery with local roots that date back to 1911. At the time of the FKI PLC owned a number of manufacturinv companies in the Unitede States also involved in the materiaphandling business, including the Buschman Mathews Conveyor and Crisplant Inc. brands names. Ackerman has worked to reorganize and consolidatwe eightof FKI's material handlingt companies in the United States undefr the FKI Logistex business and brand sinces his appointment last year after serving as president of Alvet Systems.
In December, Ackerman reorganized FKI Logistex's businesxs into three main divisions: warehouse and distribution; manufacturing systems operations; and post and parcel operations. The manufacturing operationh is based atFKI Logistex's North America headquarters in Olivette and makes a wide range of machinery, includinh conveyors and palletizers, used to move goods in warehousess and manufacturing plants. As part of the restructuring, FKI Logistex namec Ted Clucas president of FKI Logistex Manufacturing Systemas North Americain St. Louis. The company also hiredf Dick Braatz last month as vice presiden t of manufacturing forNortj America.
FKI Logistex North America employs 650 inthe St. Loui s area. FKI PLC is a Britishj engineering conglomerate. Its North American operation generated revenuewof $1 billion, or 51 percent of the parentt company's revenue of $2.1 billion for the year ended Marchb 31. As part of Ackerman's FKI Logistex sold its White Systems unit in New Jerseyy earlier this month to a group of managers and ManagemengCapital LLC, a Providence, R.I.
, investment
Sunday, February 19, 2012
Meet sets terms for bird flu study publication - The Hindu
ernstiryastrov.blogspot.com
The Hindu | Meet sets terms for bird flu study publication The Hindu Bird flu experts meeting in Geneva have ruled that controversial research on a mutant form of the virus potenti » |
Friday, February 17, 2012
USAA invests in Zag.com - Los Angeles Business from bizjournals:
ogarawo.wordpress.com
Zag, a privately held compan y started in Santa Monica in allows customers to research and comparison shop for the vehicl of their choice from their home or officew and then buy it through a certifiede network dealer atan up-fronrt price. USAA began making Zag’s services available to its military memberxin 2007. USAA integrated the car-buying procesw with its insurance operations to give membersx the opportunity to add coverage on theirnew vehicle. USAA officials say this onlinse car-buying experience routinely helps members save severapl thousand dollarsper car, compared to membersd who do not use the car-buying service.
Last USAA members saved nearly $19 million off the averagw price paidby car-buyers “We started Zag to create a betted way to buy a car, by making the entire transactionh convenient and transparent,” says Scotyt Painter, CEO of Zag. “The relationship with USAA is perfectffor us, because they believe in the importance of up-front pricing and transparency to save their members valuablwe time and money.” David Bohne, president of , says the company’se mission is to provide highly competitive products and services to its members. Taking an equitgy position in Zag helps fulfilplthat mission.
San Antonio-based USAA provides financialp planning, insurance, investments and bankingg products to members ofthe U.S. militart and their families. The company has 6.8 million members.
Zag, a privately held compan y started in Santa Monica in allows customers to research and comparison shop for the vehicl of their choice from their home or officew and then buy it through a certifiede network dealer atan up-fronrt price. USAA began making Zag’s services available to its military memberxin 2007. USAA integrated the car-buying procesw with its insurance operations to give membersx the opportunity to add coverage on theirnew vehicle. USAA officials say this onlinse car-buying experience routinely helps members save severapl thousand dollarsper car, compared to membersd who do not use the car-buying service.
Last USAA members saved nearly $19 million off the averagw price paidby car-buyers “We started Zag to create a betted way to buy a car, by making the entire transactionh convenient and transparent,” says Scotyt Painter, CEO of Zag. “The relationship with USAA is perfectffor us, because they believe in the importance of up-front pricing and transparency to save their members valuablwe time and money.” David Bohne, president of , says the company’se mission is to provide highly competitive products and services to its members. Taking an equitgy position in Zag helps fulfilplthat mission.
San Antonio-based USAA provides financialp planning, insurance, investments and bankingg products to members ofthe U.S. militart and their families. The company has 6.8 million members.
Wednesday, February 15, 2012
Your iPhone's Privacy Sucks Because of Apple—and Even Steve Jobs Agrees - Gizmodo
ivyhofy.wordpress.com
The Guardian | Your iPhone's Privacy Sucks Because of Appleâ€"and Even Steve Jobs Agrees Gizmodo This happened because of Path's greediness, but also because Apple is not protecting your privacy as it should. And » |
Monday, February 13, 2012
Horst Görtz Institute for IT-Security... ETSI Encryption Cracked (SATCOM) - SatNews Publishers
edibin.wordpress.com
SatNews Publishers | Horst Görtz Institute for IT-Security... ETSI Encryption Cracked (SATCOM) SatNews Publishers Researchers at the Horst Görtz Institute for IT-Security (HGI) at the Ruhr University Bochum (RUB) have cracked the encryption algorithms of the European Telecommunications Standards Institute (ETSI), which is used globally for satellite telephones, ... |
Friday, February 10, 2012
Auto bankruptcies watched by lenders - Triangle Business Journal:
youngmanmeledero1636.blogspot.com
Many Republicans, meanwhile, want out of the car at the nearestf exit. Some turnaround specialists are concernedthe government-guidedc bankruptcy reorganizations of Chrysler and GM coul make it harder for companies to obtainm capital in the future. In theses cases, the companies’ labor union, the UAW, received more favorable treatmentg thanthe companies’ secured creditors. This violates well-establishesd bankruptcy law principles, said Peter president of LLC’s restructuring practicse in New York. The United Statee is the most welcoming place in the worlxfor capital, particularly for loans, he because “everyone knows what their downsided is.
” “Now that has all been stood on its he said. “At a time when the country needs capitakl providers morethan ever, you’r going to find institutions with theird hands in their pockets, or they’re going to be charginhg a lot more,” Kaufmahn said. Half of the turnaround experts surveyed by the Turnarounc Management Association thoughtthe government’as decision to elevate unsecured creditors over secured creditors in the Chrysler bankruptcy will make secured loan more expensive. More than one-thirdf thought it would make lenders less inclined to makethese loans.
An online survey conducted by the Americajn Bankruptcy Institute found that 76 percentg ofrespondents “disagreed strongly” with the Obamaz administration’s engineering of the Chrysler bankruptcy. Kaufmanb contends capital providers will be especiallt leery of situations where therew are unions and a conceivable governmentpolicyg interest. That’s “going to be a systemic issuwe ona going-forward basis,” he said. Other bankruptcy experts, contend the government’s decision to intervenee in the automakers’ cases won’t serve as a precedengt for futurecorporate bankruptcies.
In the current economic no politician was going to let Chryslerd andGM fail, said Stephen Lubben, a law professodr at who specializes in corporate debt and financial distress. The cases may make lenderes “gun-shy” in the short run, he said, but “eventuallt people will come around to the that these were special casez like that ofPenn Central, whose 1970 bankruptcy led to the creatiom of .
Mark Indelicato, a partner with in New said the federalgovernment “used its power to broke a settlement for the greater good of the However, if the bankruptcy process is goint to continue to be the basiss for corporate restructurings and liquidations, it must be perceivedr as fair and impartial.” Tom Donohue, the presidenty and CEO of the , said he will watch closely to see if governmengt officials and the UAW intervener in business decisions made by Chrysler and GM.
“Wse will expose and fight any counterproductives influenceby government, unions or politicians over decisions that should be left to management,” Donohuwe said in a statement issued after Presideny Barack Obama announced the U.S. government would own 60 percenrof GM. “And we will continually insisg that government reduce and eliminate its ownership stake as soonas possible,” Donohue said. Obams said his goal “is to get GM back on its takea hands-off approach and get out quickly.” “Thd federal government will refrainm from exercising its rights as a shareholderf in all but the most fundamental corporate decisions,” Obama said.
“When a difficult decision has to be made on matter like where to open a new plant or what type of new car to thenew GM, not the Unites States government, will make that Some Republicans, however, think the Obamw administration and Congress won’t be able to resisgt meddling in the business decisionsz of a government-owned GM. They’ve proposed legislation that wouldr convertthe government’s stake in GM to sharezs of stock that would be distributed to U.S. Sen. Lamar Alexander, R-Tenn., said this is “the only way to get the governmentt out ofthe company’s hair and give it a chancre to succeed.
” Alexander pointed to the June 3 Senate hearing where GM and Chrysler executivees were grilled for nearly four hoursw about their decisions to close “They didn’t have much time yesterday to design, build or sell cars and he said June 4. “Unless we get the stoc k out of the handsof Washington, this scene will be repeated over and over and over he said. Meanwhile, Sen. Mike R-Neb.
, has proposed legislation that would require congressional approval before the federal government coulde use Troubled Asset Relief Program funds to make equit y investments inany “I’m perplexed that we woulxd allow government to take over privatwe industry – with zero check s and balances,” Johanns said. “And I’m profoundly concerned the unprecedented government interference will cause irreversible changese to the capitalistic platform our great economy wasbuilgt upon.
”
Many Republicans, meanwhile, want out of the car at the nearestf exit. Some turnaround specialists are concernedthe government-guidedc bankruptcy reorganizations of Chrysler and GM coul make it harder for companies to obtainm capital in the future. In theses cases, the companies’ labor union, the UAW, received more favorable treatmentg thanthe companies’ secured creditors. This violates well-establishesd bankruptcy law principles, said Peter president of LLC’s restructuring practicse in New York. The United Statee is the most welcoming place in the worlxfor capital, particularly for loans, he because “everyone knows what their downsided is.
” “Now that has all been stood on its he said. “At a time when the country needs capitakl providers morethan ever, you’r going to find institutions with theird hands in their pockets, or they’re going to be charginhg a lot more,” Kaufmahn said. Half of the turnaround experts surveyed by the Turnarounc Management Association thoughtthe government’as decision to elevate unsecured creditors over secured creditors in the Chrysler bankruptcy will make secured loan more expensive. More than one-thirdf thought it would make lenders less inclined to makethese loans.
An online survey conducted by the Americajn Bankruptcy Institute found that 76 percentg ofrespondents “disagreed strongly” with the Obamaz administration’s engineering of the Chrysler bankruptcy. Kaufmanb contends capital providers will be especiallt leery of situations where therew are unions and a conceivable governmentpolicyg interest. That’s “going to be a systemic issuwe ona going-forward basis,” he said. Other bankruptcy experts, contend the government’s decision to intervenee in the automakers’ cases won’t serve as a precedengt for futurecorporate bankruptcies.
In the current economic no politician was going to let Chryslerd andGM fail, said Stephen Lubben, a law professodr at who specializes in corporate debt and financial distress. The cases may make lenderes “gun-shy” in the short run, he said, but “eventuallt people will come around to the that these were special casez like that ofPenn Central, whose 1970 bankruptcy led to the creatiom of .
Mark Indelicato, a partner with in New said the federalgovernment “used its power to broke a settlement for the greater good of the However, if the bankruptcy process is goint to continue to be the basiss for corporate restructurings and liquidations, it must be perceivedr as fair and impartial.” Tom Donohue, the presidenty and CEO of the , said he will watch closely to see if governmengt officials and the UAW intervener in business decisions made by Chrysler and GM.
“Wse will expose and fight any counterproductives influenceby government, unions or politicians over decisions that should be left to management,” Donohuwe said in a statement issued after Presideny Barack Obama announced the U.S. government would own 60 percenrof GM. “And we will continually insisg that government reduce and eliminate its ownership stake as soonas possible,” Donohue said. Obams said his goal “is to get GM back on its takea hands-off approach and get out quickly.” “Thd federal government will refrainm from exercising its rights as a shareholderf in all but the most fundamental corporate decisions,” Obama said.
“When a difficult decision has to be made on matter like where to open a new plant or what type of new car to thenew GM, not the Unites States government, will make that Some Republicans, however, think the Obamw administration and Congress won’t be able to resisgt meddling in the business decisionsz of a government-owned GM. They’ve proposed legislation that wouldr convertthe government’s stake in GM to sharezs of stock that would be distributed to U.S. Sen. Lamar Alexander, R-Tenn., said this is “the only way to get the governmentt out ofthe company’s hair and give it a chancre to succeed.
” Alexander pointed to the June 3 Senate hearing where GM and Chrysler executivees were grilled for nearly four hoursw about their decisions to close “They didn’t have much time yesterday to design, build or sell cars and he said June 4. “Unless we get the stoc k out of the handsof Washington, this scene will be repeated over and over and over he said. Meanwhile, Sen. Mike R-Neb.
, has proposed legislation that would require congressional approval before the federal government coulde use Troubled Asset Relief Program funds to make equit y investments inany “I’m perplexed that we woulxd allow government to take over privatwe industry – with zero check s and balances,” Johanns said. “And I’m profoundly concerned the unprecedented government interference will cause irreversible changese to the capitalistic platform our great economy wasbuilgt upon.
”
Wednesday, February 8, 2012
Tortoise Capital broadens search for financing - Kansas City Business Journal:
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The Overland Park-based company, which manages TYG) and (NYSE: TYY), said the companied experienced failed auctions last week for preferrede shares andsenior notes. They could not find bidders willingg to pay less than the maximumk stated rates forthe securities. This caused the securitie to reset to their maximumrates -- 6.27 percent for TYG Serieas C Notes and 6.23 percent for TYY Series II Preferrecd shares.
"In our view, the failedd auctions for TYY and TYG are relatex to liquidity issues facing the auction market and are not a reflection of the qualitty of theunderlying assets," Terrt Matlack, managing director of Tortoise Capital Advisors, said in a Matlack said the maximum rates resulting from the failecd auctions remain comparable to rates generated by auctions in the past several monthsw because the interest rate used as a references (LIBOR) is lower now. "We employ leverage with a belief that it will create value to shareholders and of courser that occurs whenthe all-in expected returbn from our investments exceeds our cost of Matlack said in the release.
"We believee those conditions continue to exisgt even with the higher cost ofleverage we'r now experiencing." The Tortoise fundsw use short-term credit to take advantage of investmentr opportunities, then repay that short-term debt by sellinhg investment securities or issuing additional shares of stock. Tortoisde Capital said in the releas e that it has been trying to reducw its exposure to the auctionb rate markets since Augusft so it could maintain financial The company said that includes considering institutional placement of extensions for other notes andpreferrer shares, the use of bank lines of credit to redeemk higher-cost auction rate paper and other alternatives.
Those alternatives also include issuing new sharexs ofcommon stock. On Feb. 14, Tortoise Energ Infrastructure Corp. said it would sell 1.5 million sharees of stock at $33.71 a sharde for about $50 million but wouldn'tt say when. The company said it intendedf to use all the proceeds to retire a portionj ofits short-term debt. The Tortoise Capita l Web site shows that onMarch 4, Tortoisse Energy Infrastructure Corp.
intendx to redeem $55 million of Series C notes, the same notese involved in thefailed
The Overland Park-based company, which manages TYG) and (NYSE: TYY), said the companied experienced failed auctions last week for preferrede shares andsenior notes. They could not find bidders willingg to pay less than the maximumk stated rates forthe securities. This caused the securitie to reset to their maximumrates -- 6.27 percent for TYG Serieas C Notes and 6.23 percent for TYY Series II Preferrecd shares.
"In our view, the failedd auctions for TYY and TYG are relatex to liquidity issues facing the auction market and are not a reflection of the qualitty of theunderlying assets," Terrt Matlack, managing director of Tortoise Capital Advisors, said in a Matlack said the maximum rates resulting from the failecd auctions remain comparable to rates generated by auctions in the past several monthsw because the interest rate used as a references (LIBOR) is lower now. "We employ leverage with a belief that it will create value to shareholders and of courser that occurs whenthe all-in expected returbn from our investments exceeds our cost of Matlack said in the release.
"We believee those conditions continue to exisgt even with the higher cost ofleverage we'r now experiencing." The Tortoise fundsw use short-term credit to take advantage of investmentr opportunities, then repay that short-term debt by sellinhg investment securities or issuing additional shares of stock. Tortoisde Capital said in the releas e that it has been trying to reducw its exposure to the auctionb rate markets since Augusft so it could maintain financial The company said that includes considering institutional placement of extensions for other notes andpreferrer shares, the use of bank lines of credit to redeemk higher-cost auction rate paper and other alternatives.
Those alternatives also include issuing new sharexs ofcommon stock. On Feb. 14, Tortoise Energ Infrastructure Corp. said it would sell 1.5 million sharees of stock at $33.71 a sharde for about $50 million but wouldn'tt say when. The company said it intendedf to use all the proceeds to retire a portionj ofits short-term debt. The Tortoise Capita l Web site shows that onMarch 4, Tortoisse Energy Infrastructure Corp.
intendx to redeem $55 million of Series C notes, the same notese involved in thefailed
Monday, February 6, 2012
Tenn. Senator Tossed From Bistro for “Anti-Gay†Views - The New American
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Tenn. Senator Tossed From Bistro for “Anti-Gay†Views The New American The story sounds like something out of 1960s Nashville, when diners were thrown out of restaurants by managers and owners who didn't like the color of their skin. Only in this case it's 2012, the town is Knoxville, Tennessee, and the manager of the ... |
Saturday, February 4, 2012
Dean Foods to relocate corporate office - South Florida Business Journal:
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Dallas-based Dean (NYSE: DF) will relocat from its current location at 2515McKinneyg Ave. into 240,000 square feet of spacde inside Cityplace. The move is expected to take place in the first quarterof 2010. "Wee are pleased to be able to relocat e our offices within Dallascity limits. Many factords worked in our including the realestate market, spacee availability and other economicc elements," said Gregg Engles, chairman of the board and chiefc executive officer of Dean Foods. "The City of Dallas is our home, and we are please to remain here and continue our many civic andcommunit partnerships.
" Dean said in a statement it is movinbg because the company has outgrown its current workspace, and new space is needed to address the company’s changing The lease will take occupancuy at Cityplace to about 80 percent from about 60 perceng now, said Sarah Payne, vice president at Stream Realty Partners, which handles leasing in the building. Employeea will begin moving in Decembetr and the move will be phased inthrough March, Payn e said. "This was a huge win for the City of Dallass to keep them in the because they looked all Payne said. She said Dean Foods considered existint spaceand build-to-suits in the Legacy/Frisco area, as well as othefr buildings downtown.
Brokers familiar with the search said Dean Foodzs considered Fountain Place and Bank of Americaw Plaza among other downtown building with significant square footage The asking lease rate for space in Cityplacedis $24 per square foot, plus Dean Foods will occupy floors 34 through 40 in the 42-floor, 1.2-million-square-foof building. Dean Foods occupies about 150,000 squarwe feet at its current location.
Dallas-based Dean (NYSE: DF) will relocat from its current location at 2515McKinneyg Ave. into 240,000 square feet of spacde inside Cityplace. The move is expected to take place in the first quarterof 2010. "Wee are pleased to be able to relocat e our offices within Dallascity limits. Many factords worked in our including the realestate market, spacee availability and other economicc elements," said Gregg Engles, chairman of the board and chiefc executive officer of Dean Foods. "The City of Dallas is our home, and we are please to remain here and continue our many civic andcommunit partnerships.
" Dean said in a statement it is movinbg because the company has outgrown its current workspace, and new space is needed to address the company’s changing The lease will take occupancuy at Cityplace to about 80 percent from about 60 perceng now, said Sarah Payne, vice president at Stream Realty Partners, which handles leasing in the building. Employeea will begin moving in Decembetr and the move will be phased inthrough March, Payn e said. "This was a huge win for the City of Dallass to keep them in the because they looked all Payne said. She said Dean Foods considered existint spaceand build-to-suits in the Legacy/Frisco area, as well as othefr buildings downtown.
Brokers familiar with the search said Dean Foodzs considered Fountain Place and Bank of Americaw Plaza among other downtown building with significant square footage The asking lease rate for space in Cityplacedis $24 per square foot, plus Dean Foods will occupy floors 34 through 40 in the 42-floor, 1.2-million-square-foof building. Dean Foods occupies about 150,000 squarwe feet at its current location.
Thursday, February 2, 2012
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