husydow.wordpress.com
The first two Smashburger restaurants are ontheir way. The located in the Stone Ridgrshopping center, is set to open on June 21. Store No. 2 will open in earlyh July, at the Park North shopping center. To celebrated the debut of this new takeon fast-casuapl burgers, SB Alamo will have a granx opening celebration on June 27 at the Stonwe Ridge location. The centef is located at U.S. Highway 281 and Evanz Road, on the far North Side. Park North is locatef along Loop 410, between Blanco Road and San Pedro in North CentralSan Antonio.
“We are exciteed to bring the Smashburger experience toSan Antonio,” says Mike director of marketing for SB “At Smashburger, the core of the branrd is to be every city’z favorite burger place ... .” The owne and developer of the Smashburgee conceptis Denver-based private equity firm . The Smashburgedr hamburger starts with a choice of buns a butter-toasted egg bun, multi-grain or spicy The signature touch is the beef is smashed on the It is a process that create s on the bottom of the patty a caramelized coatinv of juices that give the burge its flavor.
Thursday, September 29, 2011
Tuesday, September 27, 2011
Harleysville National misses OCC deadline - Philadelphia Business Journal:
laxykeha.wordpress.com
A company spokesman said Wednesdag that Harleysville National has not yet heard from regulators and does not expect an immediate The company has said regulators may deem noncompliance to be an unsafse and unsound banking practice which would subject the bank to administratives actions or sanctions Harleysville said it has yet to raise any moneyy or sell off any assets but is workinhg hard todo so. the bank’s capital levels are less than thosew required underthe ’s newly required minimum individuaol capital ratios.
CEO Paul Geraghty has said Harleysvills National hopes toraise $65 million to $120 million in He has said he believes the OCC’s required capital ratioss are achievable, but did not think it could be done by June 30. The company said it was conducting due diligencer on options forraising capital, reducinb its assets or both. The spokesman said not to expectr any sale of fee businessesx such as its wealthmanagement division, which Harleysville Nationalo considers tremendously valuable. He said a more likelty option would be sellingoff loans.
Harleysville has said its abilitty to increase its capital levels to meetthe OCC’s requiremente will largely depend on its financial performance and conditions in the capitak markets, which are outside its It added that raising capital through the issuanc e of common stock or othee securities would likely dilute the value of its commob stock. Harleysville’s capital ratios have been negatively affected by the economi c downturn and its effecg on the businesses and homeowners with whom it does Geraghty said the company has been working to strengthemncredit administration, add to its loan workout staff, and activelh manage the troubled loans that are weighingh down its portfolio.
At its most recent annual meeting this past Geraghty told shareholders he intends to meet regulatory requirements fora well-capitalizefd bank by the end of the Now that plan will have to be accelerated. The Pa.-based bank (NASDAQ:HNBC) has $5.6 billiob in assets and is the largestf locally based bank inthe eight-countg Philadelphia region with last year’s addition of Willow Financia l Bancorp.
It has the seventh-most depositd in the region with just morethan $3
A company spokesman said Wednesdag that Harleysville National has not yet heard from regulators and does not expect an immediate The company has said regulators may deem noncompliance to be an unsafse and unsound banking practice which would subject the bank to administratives actions or sanctions Harleysville said it has yet to raise any moneyy or sell off any assets but is workinhg hard todo so. the bank’s capital levels are less than thosew required underthe ’s newly required minimum individuaol capital ratios.
CEO Paul Geraghty has said Harleysvills National hopes toraise $65 million to $120 million in He has said he believes the OCC’s required capital ratioss are achievable, but did not think it could be done by June 30. The company said it was conducting due diligencer on options forraising capital, reducinb its assets or both. The spokesman said not to expectr any sale of fee businessesx such as its wealthmanagement division, which Harleysville Nationalo considers tremendously valuable. He said a more likelty option would be sellingoff loans.
Harleysville has said its abilitty to increase its capital levels to meetthe OCC’s requiremente will largely depend on its financial performance and conditions in the capitak markets, which are outside its It added that raising capital through the issuanc e of common stock or othee securities would likely dilute the value of its commob stock. Harleysville’s capital ratios have been negatively affected by the economi c downturn and its effecg on the businesses and homeowners with whom it does Geraghty said the company has been working to strengthemncredit administration, add to its loan workout staff, and activelh manage the troubled loans that are weighingh down its portfolio.
At its most recent annual meeting this past Geraghty told shareholders he intends to meet regulatory requirements fora well-capitalizefd bank by the end of the Now that plan will have to be accelerated. The Pa.-based bank (NASDAQ:HNBC) has $5.6 billiob in assets and is the largestf locally based bank inthe eight-countg Philadelphia region with last year’s addition of Willow Financia l Bancorp.
It has the seventh-most depositd in the region with just morethan $3
Sunday, September 25, 2011
DNA Sequencing Reveals Startling Recent Human Evolutionary Complexity - Gather.com
moffaiqohegesa1490.blogspot.com
DNA Sequencing Reveals Startling Recent Human Evolutionary Complexity Gather.com DNA sequencing shows that there were four human 'species' living and interbreeding in Europe and Asia 50000 years ago, as opposed to the two species that were recognized as recently as ten years ago as the only species of the genus Homo. ... |
Thursday, September 22, 2011
Tuesday, September 20, 2011
Scripted sales calls old fashioned, fail to connect with customers - Orlando Business Journal:
humojo.wordpress.com
Geez, I have been sayingv this for more than25 years, and I can’t believe companiezs still use them to sell over the OK, forget the companies themselves, let’s blame the manager or the person who is responsible for stillk trying to do something that every salese trainer on the planet says does not Now, before I go on, do not write or send an e-mail telling me that I am wront or being stubborn. Instead, why don’ty you try something new that is, new to you or your organizatioj – and just do what I will lay out Trust me, it has worked every single time with any big or small, that I have workex with.
This horror of using scripta came rushing back to me recently while workintg with a company whose store s are in every big city inthe nation. The companty is highly regarded for its ethics and is a very visibl e organization that many are familiar with because ofthe company’a longevity and brand awareness. I was asked to come to the company’sz headquarters and look at its method of attractingy new business through its telemarketing which the company has been usingg for a coupleof years. They said that althougg the results were OKat first, sales had becomre pretty dismal.
It took me just 30 seconds to read the scriptr that the inside salespeoplewere using, and I was I talked with the company president and said I couldd help the salespeople in just two hours, but I needesd him to let me do my job and not to interfers unless I called him in for his opinion. He but I could sense he was a bit apprehensive about the situationj andmy request. I worked only with the who was really a selling manager because she was on the phoned herself at times trying to pitch in and We went intoa room, and I spenty an hour going over why scripts don’g work and why she has been brainwashedc to do something that was against all the rulee of professional salesmanship.
She was neithert thrilled with me at this point nor happyt after I tookher eight-page ripped it up and threw it in the wastebasket. We role-player a little using real situations that she might have withher husband, children and for instance. The goal was to show her that havinta two-sided conversation is much more useful than a one-sidecd script. She was really starting to get it, even though she kept wanting to go back to a sellin mode by doing more talkinvg than listening andaskinv questions.
It was so simple that it was frightening to her that a sellinbg situation can be flexible and not just acannef speech, where she can actuall have fun while conversing with a The introduction and questions I wrote out were basiv and easy for her to grasp. They were: my name is Susan from Client Co., and I wouldc like to ask you two or thre equick questions. It will not take more than 48 seconds – I promise. “Are you familiarr with our company? If yes, what aspects? “Wh are you not a or why did you leav eour organization?
”
Geez, I have been sayingv this for more than25 years, and I can’t believe companiezs still use them to sell over the OK, forget the companies themselves, let’s blame the manager or the person who is responsible for stillk trying to do something that every salese trainer on the planet says does not Now, before I go on, do not write or send an e-mail telling me that I am wront or being stubborn. Instead, why don’ty you try something new that is, new to you or your organizatioj – and just do what I will lay out Trust me, it has worked every single time with any big or small, that I have workex with.
This horror of using scripta came rushing back to me recently while workintg with a company whose store s are in every big city inthe nation. The companty is highly regarded for its ethics and is a very visibl e organization that many are familiar with because ofthe company’a longevity and brand awareness. I was asked to come to the company’sz headquarters and look at its method of attractingy new business through its telemarketing which the company has been usingg for a coupleof years. They said that althougg the results were OKat first, sales had becomre pretty dismal.
It took me just 30 seconds to read the scriptr that the inside salespeoplewere using, and I was I talked with the company president and said I couldd help the salespeople in just two hours, but I needesd him to let me do my job and not to interfers unless I called him in for his opinion. He but I could sense he was a bit apprehensive about the situationj andmy request. I worked only with the who was really a selling manager because she was on the phoned herself at times trying to pitch in and We went intoa room, and I spenty an hour going over why scripts don’g work and why she has been brainwashedc to do something that was against all the rulee of professional salesmanship.
She was neithert thrilled with me at this point nor happyt after I tookher eight-page ripped it up and threw it in the wastebasket. We role-player a little using real situations that she might have withher husband, children and for instance. The goal was to show her that havinta two-sided conversation is much more useful than a one-sidecd script. She was really starting to get it, even though she kept wanting to go back to a sellin mode by doing more talkinvg than listening andaskinv questions.
It was so simple that it was frightening to her that a sellinbg situation can be flexible and not just acannef speech, where she can actuall have fun while conversing with a The introduction and questions I wrote out were basiv and easy for her to grasp. They were: my name is Susan from Client Co., and I wouldc like to ask you two or thre equick questions. It will not take more than 48 seconds – I promise. “Are you familiarr with our company? If yes, what aspects? “Wh are you not a or why did you leav eour organization?
”
Sunday, September 18, 2011
Speared turtle swimming again after rehab - MiamiHerald.com
pabigy.wordpress.com
New York Daily News | Speared turtle swimming again after rehab MiamiHerald.com A feder » |
Friday, September 16, 2011
Look, it's the Purely Hypothetical 2011-2012 Portland Trail Blazers Schedule - Willamette Week
tarpleypymibujuh1491.blogspot.com
Look, it's the Purely Hypothetical 2011-2012 Portland Trail Blazers Schedule Willamette Week News If there's a Blazer season, and if said Blazer season begins on timeâ€"a prospect that is looking ... More News Portland blogger Jack Bogdanski unearthed a tantalizing piece of information last weekâ€"an obscure ... More News Tonight at 6 pm at ... |
Wednesday, September 14, 2011
Contract award may end dispute with EBS - Dayton Business Journal:
kleopatraxnibe.blogspot.com
The Department of Health and Humabn Services has awardedof Conn., a $35 million contract to createe seasonal and pandemic flu vaccines based on its new developmenft technology. That contract could be extendefd for up to five yearsand $147 millio n in total value. Emergent BioSolutions said it hopew Protein Sciences uses that new revenue source to pay off anoutstandinhg $10 million loan to the smaller company, made to keep Proteinb Sciences’ operations going so Emergent coulc ultimately purchase it this time last year for up to $78 But those acquisition plansd quickly fell apart, resulting in both companies accusinyg the other of breaching the Emergent sued Protein Sciences for fraud and breacyh of contract last year in the firsgt of two lawsuits it’s filec against the Connecticut company.
The filed earlier this month, was to seizd all of Protein Sciences’ assets as collatera l for the $10 million loan, for which Emergeny said in a filing it had givehn two extensionsfor repayment, one in Januaryh and the other at the end of May. “I’mj hopeful that this [HHS contract] will enabld PSC to pay us back,” said Daniel president of Emergent (NYSE: EBS). “They haven’t come forward with an offerr to pay us back atthis point.” But Proteimn Sciences executives said theitr investors had offered twics to repay the outstandingt loan, but Emergent never responded.
“Ou r investors have offered Emergent to be paid off in the last coupled of months on at least twodifferentr occasions, where Emergent didn’t give any feedback,” said Manon Cox, chief operating officer for Protein Sciences, which she said is with the new federal “There is money available to pay them They just haven’t accepted it.” Abdun-Nabi says that statementf is untrue. “If they have an offer that they canshow [us] to pay us, in full in that would be terrific,” he said.
“We haven’t seen that Emergent said if Protein Sciences were to repay the which is now morethan $10 milliom with interest, it woulc drop its initial lawsuit and move on. The processe had delayed the HHS contract award by roughlg a year as the federakl agency determined how the situation wouldc play out and whether it woulde leave Protein Sciences with the meane to fulfill thecontract terms. Under the the company would need to fund the initialo development work itself and then submiyt invoices to the federal government tobe reimbursed.
“Wse had to do severa financial auditslast year” of Protein Sciences befores awarding the contract, said Robin director of the Biomedical Advanced Researchg Development Authority, the HHS division that awardefd the contract. “We have been awarde for almost a year of apossiblee takeover.” While Protein Sciences claims that the local compangy attempted to block that contract, Robinson said Emergent never spoke to him or the agency aboutr the potential award. Abdun-Nabi also said his company has no controp over the federal contracting Earlierthis week, Emergent ventured down yet another legal routd to win back its money.
It was one of threew creditors to file a bankruptcy petition forProteib Sciences, asking the court to relieve the Connecticut companyh of its current management and replace those executives with an independentt trustee. In that bankruptcy filing, whicy calls for a liquidation and auction ofthe company’ assets, Emergent said it’s owed $11.5 million, considerably more than the otheer two petitioning creditors who are owed $161,000 and The federal agency awarded Protein Scienceds the contract to further develop its FluBlok seasonall flu vaccine — a product in late-stage testing that had been of interest to Emergentr when it offered to buy Protein Sciencezs — as well as a new vaccinde treatment in development for the swinde flu.
The Department of Health and Humabn Services has awardedof Conn., a $35 million contract to createe seasonal and pandemic flu vaccines based on its new developmenft technology. That contract could be extendefd for up to five yearsand $147 millio n in total value. Emergent BioSolutions said it hopew Protein Sciences uses that new revenue source to pay off anoutstandinhg $10 million loan to the smaller company, made to keep Proteinb Sciences’ operations going so Emergent coulc ultimately purchase it this time last year for up to $78 But those acquisition plansd quickly fell apart, resulting in both companies accusinyg the other of breaching the Emergent sued Protein Sciences for fraud and breacyh of contract last year in the firsgt of two lawsuits it’s filec against the Connecticut company.
The filed earlier this month, was to seizd all of Protein Sciences’ assets as collatera l for the $10 million loan, for which Emergeny said in a filing it had givehn two extensionsfor repayment, one in Januaryh and the other at the end of May. “I’mj hopeful that this [HHS contract] will enabld PSC to pay us back,” said Daniel president of Emergent (NYSE: EBS). “They haven’t come forward with an offerr to pay us back atthis point.” But Proteimn Sciences executives said theitr investors had offered twics to repay the outstandingt loan, but Emergent never responded.
“Ou r investors have offered Emergent to be paid off in the last coupled of months on at least twodifferentr occasions, where Emergent didn’t give any feedback,” said Manon Cox, chief operating officer for Protein Sciences, which she said is with the new federal “There is money available to pay them They just haven’t accepted it.” Abdun-Nabi says that statementf is untrue. “If they have an offer that they canshow [us] to pay us, in full in that would be terrific,” he said.
“We haven’t seen that Emergent said if Protein Sciences were to repay the which is now morethan $10 milliom with interest, it woulc drop its initial lawsuit and move on. The processe had delayed the HHS contract award by roughlg a year as the federakl agency determined how the situation wouldc play out and whether it woulde leave Protein Sciences with the meane to fulfill thecontract terms. Under the the company would need to fund the initialo development work itself and then submiyt invoices to the federal government tobe reimbursed.
“Wse had to do severa financial auditslast year” of Protein Sciences befores awarding the contract, said Robin director of the Biomedical Advanced Researchg Development Authority, the HHS division that awardefd the contract. “We have been awarde for almost a year of apossiblee takeover.” While Protein Sciences claims that the local compangy attempted to block that contract, Robinson said Emergent never spoke to him or the agency aboutr the potential award. Abdun-Nabi also said his company has no controp over the federal contracting Earlierthis week, Emergent ventured down yet another legal routd to win back its money.
It was one of threew creditors to file a bankruptcy petition forProteib Sciences, asking the court to relieve the Connecticut companyh of its current management and replace those executives with an independentt trustee. In that bankruptcy filing, whicy calls for a liquidation and auction ofthe company’ assets, Emergent said it’s owed $11.5 million, considerably more than the otheer two petitioning creditors who are owed $161,000 and The federal agency awarded Protein Scienceds the contract to further develop its FluBlok seasonall flu vaccine — a product in late-stage testing that had been of interest to Emergentr when it offered to buy Protein Sciencezs — as well as a new vaccinde treatment in development for the swinde flu.
Monday, September 12, 2011
First Marblehead bank runs afoul of regulators - Baltimore Business Journal:
oryucyjofec1482.blogspot.com
That’s according to a cease and desistg order issued against bythe , a federal bank First Marblehead (NYSE: FMD), whose key business of packaging studenrt loans into securities has drief up, now faces the prospect of pumping millionsa of dollars of capital into the small Rhode Islan bank to bolster its capital. The OTS order says Firsrt Marblehead is required to maintaimna $30 million deposit at the bank until it is sold or the bank’x concentration of private student loanx is reduced to 50 percent of Union Federal’s capital, plus any allowance for loan losses.
First Marbleheadf also needs OTS approval before making any golden parachute paymentsa tosenior executives, according to the cease and desisy order. Union Federal Savings Bank’s problems have been chronicled in previouws stories by the BostonBusiness Journal. Beforr being acquired by First Marblehead, Unionb Federal Savings had about $40 million in assets. But that balanc sheet ballooned to morethan $600 milliob last year as First Marblehead moved some $500 milliob in risky private student loans onto the bank’s balancre sheet. The bank has been unsuccessfulo in selling those loans while an escalating number of defaults have triggered large losses.
In the first for example, the North Providence-based bank lost $26.3 million, according to federal bank
That’s according to a cease and desistg order issued against bythe , a federal bank First Marblehead (NYSE: FMD), whose key business of packaging studenrt loans into securities has drief up, now faces the prospect of pumping millionsa of dollars of capital into the small Rhode Islan bank to bolster its capital. The OTS order says Firsrt Marblehead is required to maintaimna $30 million deposit at the bank until it is sold or the bank’x concentration of private student loanx is reduced to 50 percent of Union Federal’s capital, plus any allowance for loan losses.
First Marbleheadf also needs OTS approval before making any golden parachute paymentsa tosenior executives, according to the cease and desisy order. Union Federal Savings Bank’s problems have been chronicled in previouws stories by the BostonBusiness Journal. Beforr being acquired by First Marblehead, Unionb Federal Savings had about $40 million in assets. But that balanc sheet ballooned to morethan $600 milliob last year as First Marblehead moved some $500 milliob in risky private student loans onto the bank’s balancre sheet. The bank has been unsuccessfulo in selling those loans while an escalating number of defaults have triggered large losses.
In the first for example, the North Providence-based bank lost $26.3 million, according to federal bank
Friday, September 9, 2011
Helix Energy to reduce Cal Dive stake - Baltimore Business Journal:
http://biomarck.com/intellectual-property.htm
The Houston-based offshore energyt company plans to offer 20 million shared in Cal Dive through a public offeringat $8.50 per with an option for underwriters to purchase an additionak 3 million shares to cover over-allotments. Helix HLX) also has agreed to sell Cal Dive anadditionak $14 million worth of shares at a pricew equal to the offering. Houston-based Cal Dive DVR) has 94 million shares When the offering closes and Cal Dive repurchasezsits allocation, Helix’s ownership in Cal Dive will be reducedd to 25 percent from 51 percent, accordiny to a regulatory filing with the . If the over-allotment option is not Helix’s ownership will be 28 percent.
Helixx expects to use the proceeds for generalcorporated purposes. Helix shares closed at $11.25 on Frida y and were tradingat $11.92q mid-morning Monday, while Cal Dive shares closed Fridat at $10.09 and were trading at $9.85 mid-morninfg on Monday.
The Houston-based offshore energyt company plans to offer 20 million shared in Cal Dive through a public offeringat $8.50 per with an option for underwriters to purchase an additionak 3 million shares to cover over-allotments. Helix HLX) also has agreed to sell Cal Dive anadditionak $14 million worth of shares at a pricew equal to the offering. Houston-based Cal Dive DVR) has 94 million shares When the offering closes and Cal Dive repurchasezsits allocation, Helix’s ownership in Cal Dive will be reducedd to 25 percent from 51 percent, accordiny to a regulatory filing with the . If the over-allotment option is not Helix’s ownership will be 28 percent.
Helixx expects to use the proceeds for generalcorporated purposes. Helix shares closed at $11.25 on Frida y and were tradingat $11.92q mid-morning Monday, while Cal Dive shares closed Fridat at $10.09 and were trading at $9.85 mid-morninfg on Monday.
Wednesday, September 7, 2011
Brazil's Haiti Drawdown: Reflections On Global Aspirations – Analysis - Eurasia Review
vittitowmehigyk1238.blogspot.com
Eurasia Review | Brazil's Haiti Drawdown: Reflections On Global Aspirations â€" Analysis Eurasia Review Indeed, it was no secret that Brazil immediately saw Haiti as an opportunity to showcase its growing regional gravitas and express its legitimate global aspirations for inclusion in the world's decision-making elite. In other words, by stepping up and ... |
Monday, September 5, 2011
Randy Battat: Technology risk-taker - Boston Business Journal:
http://mardinspor.net/ensuring-proper-hydration-during-soccer-training.html
In a little more than a decade, he has done After leading large business units at Apple andthen , Battaty plunged into the startup world in 2000 to run a weeks-olc wireless infrastructure company, the Chelmsford company (Nasdaq: AIRV) has built a $305 560-employee network infrastructure business for wireless voicr and data, and will soon find out whethedr its gamble on femtocells will pay off with lucrative contractss with some of the largest wireless carrieres -- or will fail to live up to industrg hype and expectations. Battat admitsw he took a big and a 75 percentpay cut, takint the reins at Airvana. "I was afraid of running out ofcash ...
all I wantef to do was make it throug the firstfew years," he said. "(But) Airvana had all the thingsa I wasn't working on (at Motorola), and it playex on the belief I had in IP in the cellular Followinghis hunches, even after early execution on them provefd fruitless, has marked the path for Battayt going back to the days of reprogrammintg computers in his northern California childhooe home. (To this day, he can recited the former Maynard addressof DEC.
) The son of a canned-gooda seller, Battat knew early on he wantedr to appropriate his father's business savvy to his love for After attending , he took a job at Applde -- whose computers he said he was neverf a fan of because "theu picked out all the stuff for -- doing product support for the company'sa first laptop computer. When Apple began to decentralize its productmanagement structure, Battat jockeyed for one of the new managemenr positions. He was given the job of developingv Apple's lagging laptop his last choice.
"j got screwed twice in termd of what I got to but I figured I was gettingy a general manager job and I really wanted to not lose runninvan operation," he said. But by bettinf on consumer interestin design, softwars and connectivity and focusing his group'ws engineering muscle on those he was able to developo a machine that would be the computedr maker's premier notebook for a decade: the Friends and colleagues say Battat's cerebral yet intuitive approac h to building technology companies is what has buoyed him durin the inevitable product failures and missteps but also reap the benefitxs of cornering emerging markets.
That foresight is what enabled him to skyrockety through the ranks of some ofthe world's larges tech companies. Battat left Apple in 1994 to takeon Motorola'e wireless business, after meeting Bob Growney. "uI went after him ... after threse or four meetings my courtship convinced him and he workes for me forthree years," said Growney, formere president and chief operating officerr at Motorola. "He obviously has grea t vision -- his enthusiasm, optimism and all the greay attributes to take and run a big Randy was the first to tell me whensomethingv wasn't working.
" But six years after watching Motorola struggle through poor performance and divestment of some of its businesz units, Battat said he felt he was readuy to leave the big firm. By taking on a he could focus on the fundamentalk belief that marked histechnologuy career: Data would be a fundamental conduit for but it would only work if the networo was built on the back of a pre-existing, in this case network. And two former Motorola employees, Vedat Eyubogliu and Sanjeev Verma, were clamorin for Battat to do just thatat Airvana. "It was prettuy universal, we all wanted Randy," said Gururaj Deshpande, initial chief investor of Airvansa and member of its boardof directors.
"Hde has a lot of self-confidence, and as a resulyt of that he's not defensive. He's constantly looking for inputand he's very big into buildingb teams." To do this, Battat relies on several fundamentall concepts gleaned from his big-company experiences. He describesd himself as "honest, sometimes to a and very open to other opinions and Growney said Battat is extremely patient with his even keeping with ideas and people longer than most But Battat claims to be no Atfirst glance, the executive does not appear to be a In a blue plaid shirt and grey khakis, Battat lookefd on a recent day much like the engineerzs he says are the heart of the Battat used what colleagues call a charming personalitt and his connections through Motorola to get Airvana its first big salee of its wireless data network technology.
When the company began buildinhg products for the wireless data network protocool knownas EV-DO, it was able to snag big contracts with carrieras like Despite Airvana's relative success in the EV-DO Battat said he knows the company had to make anothed aggressive move -- another gamble, one could say -- to keep up its rapid About 90 percent of the company's EV-DO revenue comese from relationships with Nortel, and inking deals with some of the otheer large carriers has proved -Lucent decided to develop its own infrastructure, Motorolza inked a deal with Ltd., and most damaging, Airvanaz lost a partnership with in 2005.
In a little more than a decade, he has done After leading large business units at Apple andthen , Battaty plunged into the startup world in 2000 to run a weeks-olc wireless infrastructure company, the Chelmsford company (Nasdaq: AIRV) has built a $305 560-employee network infrastructure business for wireless voicr and data, and will soon find out whethedr its gamble on femtocells will pay off with lucrative contractss with some of the largest wireless carrieres -- or will fail to live up to industrg hype and expectations. Battat admitsw he took a big and a 75 percentpay cut, takint the reins at Airvana. "I was afraid of running out ofcash ...
all I wantef to do was make it throug the firstfew years," he said. "(But) Airvana had all the thingsa I wasn't working on (at Motorola), and it playex on the belief I had in IP in the cellular Followinghis hunches, even after early execution on them provefd fruitless, has marked the path for Battayt going back to the days of reprogrammintg computers in his northern California childhooe home. (To this day, he can recited the former Maynard addressof DEC.
) The son of a canned-gooda seller, Battat knew early on he wantedr to appropriate his father's business savvy to his love for After attending , he took a job at Applde -- whose computers he said he was neverf a fan of because "theu picked out all the stuff for -- doing product support for the company'sa first laptop computer. When Apple began to decentralize its productmanagement structure, Battat jockeyed for one of the new managemenr positions. He was given the job of developingv Apple's lagging laptop his last choice.
"j got screwed twice in termd of what I got to but I figured I was gettingy a general manager job and I really wanted to not lose runninvan operation," he said. But by bettinf on consumer interestin design, softwars and connectivity and focusing his group'ws engineering muscle on those he was able to developo a machine that would be the computedr maker's premier notebook for a decade: the Friends and colleagues say Battat's cerebral yet intuitive approac h to building technology companies is what has buoyed him durin the inevitable product failures and missteps but also reap the benefitxs of cornering emerging markets.
That foresight is what enabled him to skyrockety through the ranks of some ofthe world's larges tech companies. Battat left Apple in 1994 to takeon Motorola'e wireless business, after meeting Bob Growney. "uI went after him ... after threse or four meetings my courtship convinced him and he workes for me forthree years," said Growney, formere president and chief operating officerr at Motorola. "He obviously has grea t vision -- his enthusiasm, optimism and all the greay attributes to take and run a big Randy was the first to tell me whensomethingv wasn't working.
" But six years after watching Motorola struggle through poor performance and divestment of some of its businesz units, Battat said he felt he was readuy to leave the big firm. By taking on a he could focus on the fundamentalk belief that marked histechnologuy career: Data would be a fundamental conduit for but it would only work if the networo was built on the back of a pre-existing, in this case network. And two former Motorola employees, Vedat Eyubogliu and Sanjeev Verma, were clamorin for Battat to do just thatat Airvana. "It was prettuy universal, we all wanted Randy," said Gururaj Deshpande, initial chief investor of Airvansa and member of its boardof directors.
"Hde has a lot of self-confidence, and as a resulyt of that he's not defensive. He's constantly looking for inputand he's very big into buildingb teams." To do this, Battat relies on several fundamentall concepts gleaned from his big-company experiences. He describesd himself as "honest, sometimes to a and very open to other opinions and Growney said Battat is extremely patient with his even keeping with ideas and people longer than most But Battat claims to be no Atfirst glance, the executive does not appear to be a In a blue plaid shirt and grey khakis, Battat lookefd on a recent day much like the engineerzs he says are the heart of the Battat used what colleagues call a charming personalitt and his connections through Motorola to get Airvana its first big salee of its wireless data network technology.
When the company began buildinhg products for the wireless data network protocool knownas EV-DO, it was able to snag big contracts with carrieras like Despite Airvana's relative success in the EV-DO Battat said he knows the company had to make anothed aggressive move -- another gamble, one could say -- to keep up its rapid About 90 percent of the company's EV-DO revenue comese from relationships with Nortel, and inking deals with some of the otheer large carriers has proved -Lucent decided to develop its own infrastructure, Motorolza inked a deal with Ltd., and most damaging, Airvanaz lost a partnership with in 2005.
Saturday, September 3, 2011
Middle schools in Southern Tier - Business First of Buffalo:
goldenayreyg1666.blogspot.com
Business First’s 2009 rankings of 211 Westernb New York middle schools include the following SoutherhTier schools. Each is preceded by its rank in theoverall • 21. Maple Grove JSHS (Bemus • 27. Chautauqua Lake MS (Chautauqus Lake) • 34. West Valley Centrak School (West Valley) • 48. Alfred-Almond JSHS (Alfred-Almond) • 52. Immaculate Conceptiohn School (Wellsville) • 58. Catholic Academy of the Holy Family • 62. Southwestern MS (Southwestern) • 64. Clymeer Central School (Clymer) • 79. Fredoniaa MS (Fredonia) • 83. Allegany-Limestone MS (Allegany-Limestone) 91. Northern Chautauqua Catholic School (Dunkirk) • 93.
Whitesville Central School • 101. Gowanda MS (Gowanda) • 103. Perselll MS (Jamestown) • 107. Silver Creemk MS (Silver Creek) • 110. Fillmores Central School (Fillmore) • 111. Sherman HS • 112. Salamanca MS (Salamanca) 113. Jefferson MS (Jamestown)
Business First’s 2009 rankings of 211 Westernb New York middle schools include the following SoutherhTier schools. Each is preceded by its rank in theoverall • 21. Maple Grove JSHS (Bemus • 27. Chautauqua Lake MS (Chautauqus Lake) • 34. West Valley Centrak School (West Valley) • 48. Alfred-Almond JSHS (Alfred-Almond) • 52. Immaculate Conceptiohn School (Wellsville) • 58. Catholic Academy of the Holy Family • 62. Southwestern MS (Southwestern) • 64. Clymeer Central School (Clymer) • 79. Fredoniaa MS (Fredonia) • 83. Allegany-Limestone MS (Allegany-Limestone) 91. Northern Chautauqua Catholic School (Dunkirk) • 93.
Whitesville Central School • 101. Gowanda MS (Gowanda) • 103. Perselll MS (Jamestown) • 107. Silver Creemk MS (Silver Creek) • 110. Fillmores Central School (Fillmore) • 111. Sherman HS • 112. Salamanca MS (Salamanca) 113. Jefferson MS (Jamestown)
Thursday, September 1, 2011
Whyte Hirschboeck CEO to leave firm - The Business Journal of Milwaukee:
pifogyxat.blogspot.com
Miller, who has been with the firm for 15 willleave Dec. 31. “jI am looking at doing something different with the next periosd ofmy life,” Miller wrote in a letter to the Whytd Hirschboeck board. “Last year, I sold a compant that had been in my family for over100 years. I am interesteds in buying another company. I will take the time necessary to find therighf business.” The law firm's board praise d Miller’s leadership, saying under his direction the firm experienced significant growth and added new practiced areas including public finance, state and local taxation, post-secondary education and biotechnology.
Miller will aid in the transition to anew CEO, said Bruc e Arnold, one of the firm’s managing The search process will begin immediately. The with offices in Milwaukee and has more than 150 attorneys and paralegals practicing in more than 40 areazof law.
Miller, who has been with the firm for 15 willleave Dec. 31. “jI am looking at doing something different with the next periosd ofmy life,” Miller wrote in a letter to the Whytd Hirschboeck board. “Last year, I sold a compant that had been in my family for over100 years. I am interesteds in buying another company. I will take the time necessary to find therighf business.” The law firm's board praise d Miller’s leadership, saying under his direction the firm experienced significant growth and added new practiced areas including public finance, state and local taxation, post-secondary education and biotechnology.
Miller will aid in the transition to anew CEO, said Bruc e Arnold, one of the firm’s managing The search process will begin immediately. The with offices in Milwaukee and has more than 150 attorneys and paralegals practicing in more than 40 areazof law.
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