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Check. Retirement portfolios taken a beating? Check. Those two facta would seem to make the unveilingg ofThe Bentley, a 168-unitf senior citizen condominium building in Cliftonj Park, a case of nice product, bad Are there enough people 55 and olded who can sell their homes and afford upscale condoxs costing $127,900 to $296,900? The developersa and real estate agents marketing the $20 millionh project are convinced the answer is yes, basedr on the pent-up demand in town and phonee calls over the past 18 months whild the condos were being “We’re very optimistic and confident,” said Mark R. Phoenixx of .
“It fills a niche that has gone Clifton Park has a largeseniore population; the 2000 Censua showed more than 40 percent of town residents were over age 50. Many boughgt homes in the 1960 sand ’70s when the rural town grew into a largre bedroom community. Now that their children are grown, many residents don’t want to maintaihn a 2,400-square-foot home on a half-acre lot but want to continud living near familyand friends. “There is a large and growinvg demand for alternative housing from people who basically areempty nesters,” Planning Board Chairman Stevre Bulger said.
“They’re looking to The Bentley is the largest condo development geared towarde seniorsin town, officials said. Othee condos and townhouses are inthe works, but none matchingy the size of The The units have extra-wide doorways and handicappeed accessible bathrooms, but no outward signzs they are meant for older residents. The and , built the four-storuy condominium complex on Wall Street, a side streey that is near the heart ofthe town’s retai l corridor. The building is a short walk from a Hannafordx and other stores in the Village Plaza shoppingcentef (a sidewalk was built to make the passaged safer) and the Southern Saratog a YMCA.
A trail will eventually be built linking the condozs to theClifton Park-Halfmoon Library. The idea is to give actived seniors the ability to walk to the stored ora restaurant, an option that isn’t commom in suburbia but one that town plannersz thought was important to include. Of course, there’s also room for cars at The Bentley. Each unit comews with a surfaceparking space; condo owners can also buy one of the 137 spotsx in the underground garagde for $17,500. As for the condos themselves, they are insider a sandstone-colored, vinyl and brick-sided buildingg with bright white balcony On asunny day, it lookes like an ocean-side property.
The condos rangr from a 511-square-foot studio for $127,900 to a 1,522-square-foott unit with two two baths and a studygfor $296,900. They are furnished with granitw kitchencounter tops, stainless steel appliances and maple cabinets. Crown moldingb adorns the 9-foot-high ceilings. Monthly condoo association fees, which cover snow plowing and other are $243, but that amount will be reduced as more unite are sold.
During this firstt phase, 48 units are available for Depending on howsales go, the developerz will ask the state attorney general’s office to approve the offerintg plan for all of the remaining unit s at one time, or splitg them into two phases, said Donald MacElroy, vice president of DCG Developmenty Co. The offering plan for the firsft phase was approved inearly June, whicnh means the units can now be sold. One woman pickecd a unit based on how close it was to the elevatord andthe on-site hair said Lynn McGuire of Coldwel l Banker. Other amenities include a large meeting room, fitness center and a lounge.
Friday, April 29, 2011
Tuesday, April 26, 2011
La Madeleine chooses new HQ site in Dallas - Dallas Business Journal:
symowugebeda.blogspot.com
La Madeleine said it will relocateinto 17,00 0 square feet at 12201 Merit Drive in The building that will house the restaurant chain is a Class A buildinbg that just recently underwent renovation. Le Madeleined signed a 10-year lease with Parmenter Two Foresyt LP for the La Madeleine said it was attracted to the spacde because the facility provides the company with the room neededs to grow withthe company. Dallas-based architectural firm Bensojn and Hlavaty will design theinterior space. The facility is schedulerd to be ready for its new tenantsin mid-July. La Madeleine'sz current headquarters is at 6688 N. Central Ste. 700 in Dallas.
La Madeleine was representedc byJosh White, senior vice president with ; and Sharrom Morrison, principal with The landlord was represented by Matt vice president with .
La Madeleine said it will relocateinto 17,00 0 square feet at 12201 Merit Drive in The building that will house the restaurant chain is a Class A buildinbg that just recently underwent renovation. Le Madeleined signed a 10-year lease with Parmenter Two Foresyt LP for the La Madeleine said it was attracted to the spacde because the facility provides the company with the room neededs to grow withthe company. Dallas-based architectural firm Bensojn and Hlavaty will design theinterior space. The facility is schedulerd to be ready for its new tenantsin mid-July. La Madeleine'sz current headquarters is at 6688 N. Central Ste. 700 in Dallas.
La Madeleine was representedc byJosh White, senior vice president with ; and Sharrom Morrison, principal with The landlord was represented by Matt vice president with .
Sunday, April 24, 2011
Wiring circuit boards for success - Kansas City Business Journal:
lihung-associations.blogspot.com
Nick Barbin, co-founder, president and CEO, said that the which designs and makes the boarda on asmall scale, is always searching for new customers to replace those who fold or get “I would have to say we’ver had complete turnover on our customer list maybs two or three times over,” he said. But that’s a game that Pleasanton-basedf Optimum Design has been winning. From 2006 to the company’s revenue grew 138 perceny — to $13.14 million. And it is on pace to grow 20 perceny to 40 percentin 2009. The compang has been profitable every year since its foundingtin 1991. The company’s secret has been its willingnesss to look fornew opportunities.
Barbin and his partnerss at first kept the firmsmall — with about 8 to 15 employees. And they only did layougt and design of the partnering with manufacturers toproduce them. But at the urging of some of the company’es customers, Optimum Design added the manufacturing side in2001 — and that’ s been a catalyst for Today, the company has aboutt 50 employees, and it’s hiring this year, probably four to five peopler for the manufacturing side of the business. Another successful strategy has been choosing theright customers. It mostlyh works with companies doing work for the military or makinfmedical instruments.
Both of thosew have fairly inelastic demand, and both industriew have traditionally contractedwith on-shore companies, rathedr than looking to India and China for cheaper deals. But Barbin says that the company’s ability to identifh strong markets to chase has helpedit “In this industry you go as your customer go,” he said. “There are a lot of companiex that are some of our competitors whered their focus is aparticulafr industry. If they’re reall y focused on telecom, they’re suffering right now, but 10 yearsw ago they were doing great.” The third factorf that sets Optimum Design apart is that itstays small.
The company only buildas high-end boards that are extremely and they only fill orders that range from 100to 10,0009 boards. It’s that last facto that keeps it relativelh safe from much bigger and cheaper saidJim Walker, who covers the industryu for . Walker said that almostf all of the biggest printed circuit board companied arein Asia. The only U.S. companies that survivwe are ones that aremaking high-end or prototyp e boards that eventually get shipped off to overseas foundriew to get mass-produced.
Walker also said that the industry is ripe for consolidation but that companies like Optimuk Design are fairly insulated from the first wave of those because they’re too small to make an impact on larger bottom lines. One of Optimum Design’s customers, an aerospacd company that asked not to be identifiesd for thisarticle (Optimum signs non-disclosure agreements with many of its makes equipment for the military and uses Optimun Design for its printed circui boards. One of the engineerz at the company, Randy, said that the firm used to make its own butin 2000, it contracteed out the work due to budget cuts.
Randyt said he rarely finds problems with the produc and that the company is now starting to work more closely with Optimum Design since it has run three board s through theentire process. “They admitted ... that they actually cost a littl e bit more than the guynext door, but we have experiencedc the high quality from them that’s kept us coming he said. And Barbin says that Randy’s attitud e is what makes the company successful. There are a couple of hundreed printed-circuit-board companies in the Bay Area, he said. But by offeringf the full process, and keepinf quality high, they’ve been able to find success.
“Thw designers we have here are world-class,” he “There’s really no one out there that can competre withour designers.”
Nick Barbin, co-founder, president and CEO, said that the which designs and makes the boarda on asmall scale, is always searching for new customers to replace those who fold or get “I would have to say we’ver had complete turnover on our customer list maybs two or three times over,” he said. But that’s a game that Pleasanton-basedf Optimum Design has been winning. From 2006 to the company’s revenue grew 138 perceny — to $13.14 million. And it is on pace to grow 20 perceny to 40 percentin 2009. The compang has been profitable every year since its foundingtin 1991. The company’s secret has been its willingnesss to look fornew opportunities.
Barbin and his partnerss at first kept the firmsmall — with about 8 to 15 employees. And they only did layougt and design of the partnering with manufacturers toproduce them. But at the urging of some of the company’es customers, Optimum Design added the manufacturing side in2001 — and that’ s been a catalyst for Today, the company has aboutt 50 employees, and it’s hiring this year, probably four to five peopler for the manufacturing side of the business. Another successful strategy has been choosing theright customers. It mostlyh works with companies doing work for the military or makinfmedical instruments.
Both of thosew have fairly inelastic demand, and both industriew have traditionally contractedwith on-shore companies, rathedr than looking to India and China for cheaper deals. But Barbin says that the company’s ability to identifh strong markets to chase has helpedit “In this industry you go as your customer go,” he said. “There are a lot of companiex that are some of our competitors whered their focus is aparticulafr industry. If they’re reall y focused on telecom, they’re suffering right now, but 10 yearsw ago they were doing great.” The third factorf that sets Optimum Design apart is that itstays small.
The company only buildas high-end boards that are extremely and they only fill orders that range from 100to 10,0009 boards. It’s that last facto that keeps it relativelh safe from much bigger and cheaper saidJim Walker, who covers the industryu for . Walker said that almostf all of the biggest printed circuit board companied arein Asia. The only U.S. companies that survivwe are ones that aremaking high-end or prototyp e boards that eventually get shipped off to overseas foundriew to get mass-produced.
Walker also said that the industry is ripe for consolidation but that companies like Optimuk Design are fairly insulated from the first wave of those because they’re too small to make an impact on larger bottom lines. One of Optimum Design’s customers, an aerospacd company that asked not to be identifiesd for thisarticle (Optimum signs non-disclosure agreements with many of its makes equipment for the military and uses Optimun Design for its printed circui boards. One of the engineerz at the company, Randy, said that the firm used to make its own butin 2000, it contracteed out the work due to budget cuts.
Randyt said he rarely finds problems with the produc and that the company is now starting to work more closely with Optimum Design since it has run three board s through theentire process. “They admitted ... that they actually cost a littl e bit more than the guynext door, but we have experiencedc the high quality from them that’s kept us coming he said. And Barbin says that Randy’s attitud e is what makes the company successful. There are a couple of hundreed printed-circuit-board companies in the Bay Area, he said. But by offeringf the full process, and keepinf quality high, they’ve been able to find success.
“Thw designers we have here are world-class,” he “There’s really no one out there that can competre withour designers.”
Friday, April 22, 2011
Loss, sales, shares fall at Toll Brothers - Kansas City Business Journal:
haga-aa8xuq.blogspot.com
million, and has decided to discontinuwe givingearnings guidance. The Horsham, Pa., company’s net loss was 52 cente a share, which included pre-tax write-downds totaling $119.6 million. During the same perio last year, Toll reported a $93.7 million, or 59 cents a loss, which included pre-tax write-downs totalin g $288.1 million. Revenue for the quarter came inat $398.w million, a plunge of 51 percent. The average analysr estimate forthis year’s fiscakl second quarter was a loss of 50 centxs per share and revenue of $395 million, according to Thomsonn Reuters. Toll shares were trading 6 percen lower Wednesdayat $18.35.
Though the housing market continues to be a Toll said it has experienced an uptick in activity and traffidc atits communities. The companty will not provide earnings guidance becausreof “the numerous uncertainties related to our said Joel H. Rassman, chiefd financial officer.
million, and has decided to discontinuwe givingearnings guidance. The Horsham, Pa., company’s net loss was 52 cente a share, which included pre-tax write-downds totaling $119.6 million. During the same perio last year, Toll reported a $93.7 million, or 59 cents a loss, which included pre-tax write-downs totalin g $288.1 million. Revenue for the quarter came inat $398.w million, a plunge of 51 percent. The average analysr estimate forthis year’s fiscakl second quarter was a loss of 50 centxs per share and revenue of $395 million, according to Thomsonn Reuters. Toll shares were trading 6 percen lower Wednesdayat $18.35.
Though the housing market continues to be a Toll said it has experienced an uptick in activity and traffidc atits communities. The companty will not provide earnings guidance becausreof “the numerous uncertainties related to our said Joel H. Rassman, chiefd financial officer.
Tuesday, April 19, 2011
Eustis receives $2500 grant - The Original Irregular
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Eustis receives $2500 grant The Original Irregular BINGHAM â€" The Town of Eustis recently received a $2500 Plum Creek Foundation grant to help fund the renovation of the bathhouse at the Cathedral Pines Campground public beach. You must be an online subscriber to view this story. ... |
Sunday, April 17, 2011
Protest flotilla sails back to basin drilling spot - Stuff.co.nz
http://egajedrez.com/eventos2005.htm
Protest flotilla sails back to basin drilling spot Stuff.co.nz The Greenpeace-organised flotilla sought refuge at Hicks Bay, 54km from Ruatoria, after a storm hit the East Coast on Friday. Skippers have used the time ashore to restock, make crew changes and discuss protest plans. They are now expected to return to ... |
Friday, April 15, 2011
Sebelius
hustbelogehy1857.blogspot.com
So let’s start with her most consequentialpolicy achievement: She helped create a powerful nationap profile for Kansas and this regiom in the life sciences. Sebelius strongly supported the in its questy to win a comprehensive cancer center designation fromthe . She persuadef the Legislature toappropriate $5 million annually for the She also played an important behind-the-scenes role in the formation of the , the consortiuk of area hospitals that supports the cancerd center campaign.
On more than one she helped salvage negotiations when frustratexd participants were ready to throw in the Sebelius added her political weight to the ultimatelyt successful effort of to persuade the to build its newin K-State’s triumph focused national attention on its outstandingy animal health and food safety programs. Sebelius got some help alongg the way. Two Republicanj legislators, former state Sen. Nick Jordan and former state Rep. Kenny Wilk, sponsored imaginative legislation that led to the creatioh ofthe . And voters in Johnson Countu in November overwhelmingly approveca one-eighth-cent sales tax to establisb the .
Two-thirds of the proceeds will be directedr in perpetuity to lifesciences programs. There’s no denying that Sebelius fosterefd a favorable environment for life sciences research and Not all was policy peachesand cream, however, duringv her tenure. She did a breathtakingt post-campaign flip-flop on two proposed coal-fireds power plants, citing reasons I describee last yearas “pure politicall bunk.
” And Sebelius did nothing to improv a public school financing formula that exploitsx urban-rural and class resentments and batters schools in this She said in her 2006 campaign that she’xd work to “lift the lid” on school districts’ local option After she won re-election, she never mentioned it again. But her achievements in advancingv the life sciences were And those advances will benefit this region for yearsto come.
That’s a public policy legacyu that can survive evena stone-cold
So let’s start with her most consequentialpolicy achievement: She helped create a powerful nationap profile for Kansas and this regiom in the life sciences. Sebelius strongly supported the in its questy to win a comprehensive cancer center designation fromthe . She persuadef the Legislature toappropriate $5 million annually for the She also played an important behind-the-scenes role in the formation of the , the consortiuk of area hospitals that supports the cancerd center campaign.
On more than one she helped salvage negotiations when frustratexd participants were ready to throw in the Sebelius added her political weight to the ultimatelyt successful effort of to persuade the to build its newin K-State’s triumph focused national attention on its outstandingy animal health and food safety programs. Sebelius got some help alongg the way. Two Republicanj legislators, former state Sen. Nick Jordan and former state Rep. Kenny Wilk, sponsored imaginative legislation that led to the creatioh ofthe . And voters in Johnson Countu in November overwhelmingly approveca one-eighth-cent sales tax to establisb the .
Two-thirds of the proceeds will be directedr in perpetuity to lifesciences programs. There’s no denying that Sebelius fosterefd a favorable environment for life sciences research and Not all was policy peachesand cream, however, duringv her tenure. She did a breathtakingt post-campaign flip-flop on two proposed coal-fireds power plants, citing reasons I describee last yearas “pure politicall bunk.
” And Sebelius did nothing to improv a public school financing formula that exploitsx urban-rural and class resentments and batters schools in this She said in her 2006 campaign that she’xd work to “lift the lid” on school districts’ local option After she won re-election, she never mentioned it again. But her achievements in advancingv the life sciences were And those advances will benefit this region for yearsto come.
That’s a public policy legacyu that can survive evena stone-cold
Wednesday, April 13, 2011
NCAA And "NCIS" Lead CBS To Second Consecutive Weekly Win In Viewers And Key ... - TVbytheNumbers
http://workguru.wordpress.com/2011/04/07/installation-of-sliding-doors/
HitFix | NCAA And "NCIS" Lead CBS To Second Consecutive Weekly Win In Viewers And Key ... TVbytheNumbers CBS made it back-to-back weekly wins in viewers and key demographics paced by the NCAA Basketb » |
Monday, April 11, 2011
Phoenix Business Journal honors Most Admired CEOs - Silicon Valley / San Jose Business Journal:
http://mtype.pnstate.org/mt/mt-cp.cgi?__mode=view&blog_id=4&id=1319
Post, along with 25 CEOs of Arizon a public and private are being recognized at a dinner Tuesday nighf and in a special supplementto Friday’s printt edition of the Journal. Edito r Ilana Lowery called the localleadera “the epitome of achievement.” “Their companies are they’ve helped to build Valley and they’ve contributed their time and expertis in the community on numerous she said. Post, for example, started his careere with Pinnacle West subsidiary Arizona PublicService Co. as a draftsmaj in 1971, moving up the rankxs to serve as president and CEO of the parent companhy for13 years.
But he also has been a communituy leader serving as chairmanm of Greater PhoenixEconomicf Council, where he helped create a group to study issuezs key to the region’sw economic growth. J. Doug Pruitt, Sundtr Construction Inc. Doug Parker, US Airwayes Group Inc. Jerry Bisgrove, Stardust Cos. Stevs Betts, SunCor Development Co. Rick Metro light rail Sharon Harper, The Plaza Cos. Donald Smitgh Jr., SCF Arizona Robert Phoenix Children’s Hospital Kimberly McWaters, Universal Technicakl InstituteRichard Boals, Blue Cross Blue Shieldd of Arizona Susan Frank, Desert Schools Federalp Credit Union Jonah Shacknai, Medicis Pharmaceutical Jim Tuton, American Traffic Solutions Inc.
Derrick Hall, Arizona Diamondbacks Roy Avnet Inc. Todd Davis, LifeLock Inc. Richard Silverman, Salt River Project Philip Francis, PetSmarg Inc. David McIntyre Jr., TriWest Healthcare Alliance Mike FirstSolar Inc. Neil Bryan Cave LLP Rhonda Forsyth, John C. Lincoln Health Network Brad Henkel ConsumerGoods Inc. Dave Sonora Quest LaboratoriesLinda Hunt, St. Joseph’s Hospital and Medical Centet “It wasn’t easy narrowing down the Valley’ds Most Admired CEOs to just 25,” Lowery “But as we shine the spotlight onthis year’sa winners, keep in mind that a strong busines s community is key to developing futurer leaders.
” Selections were made based on feedback solicitee from the Journal’s peers and others in the business community. To subscribe or orde r a copy of the June 12 issue that includes thespecial publication: jbertolino@bizjournals.com.
Post, along with 25 CEOs of Arizon a public and private are being recognized at a dinner Tuesday nighf and in a special supplementto Friday’s printt edition of the Journal. Edito r Ilana Lowery called the localleadera “the epitome of achievement.” “Their companies are they’ve helped to build Valley and they’ve contributed their time and expertis in the community on numerous she said. Post, for example, started his careere with Pinnacle West subsidiary Arizona PublicService Co. as a draftsmaj in 1971, moving up the rankxs to serve as president and CEO of the parent companhy for13 years.
But he also has been a communituy leader serving as chairmanm of Greater PhoenixEconomicf Council, where he helped create a group to study issuezs key to the region’sw economic growth. J. Doug Pruitt, Sundtr Construction Inc. Doug Parker, US Airwayes Group Inc. Jerry Bisgrove, Stardust Cos. Stevs Betts, SunCor Development Co. Rick Metro light rail Sharon Harper, The Plaza Cos. Donald Smitgh Jr., SCF Arizona Robert Phoenix Children’s Hospital Kimberly McWaters, Universal Technicakl InstituteRichard Boals, Blue Cross Blue Shieldd of Arizona Susan Frank, Desert Schools Federalp Credit Union Jonah Shacknai, Medicis Pharmaceutical Jim Tuton, American Traffic Solutions Inc.
Derrick Hall, Arizona Diamondbacks Roy Avnet Inc. Todd Davis, LifeLock Inc. Richard Silverman, Salt River Project Philip Francis, PetSmarg Inc. David McIntyre Jr., TriWest Healthcare Alliance Mike FirstSolar Inc. Neil Bryan Cave LLP Rhonda Forsyth, John C. Lincoln Health Network Brad Henkel ConsumerGoods Inc. Dave Sonora Quest LaboratoriesLinda Hunt, St. Joseph’s Hospital and Medical Centet “It wasn’t easy narrowing down the Valley’ds Most Admired CEOs to just 25,” Lowery “But as we shine the spotlight onthis year’sa winners, keep in mind that a strong busines s community is key to developing futurer leaders.
” Selections were made based on feedback solicitee from the Journal’s peers and others in the business community. To subscribe or orde r a copy of the June 12 issue that includes thespecial publication: jbertolino@bizjournals.com.
Saturday, April 9, 2011
Former APG business park developer Opus East to liquidate under Ch. 7 - Kansas City Business Journal:
igoeosysata1533.blogspot.com
Unable to refinance millions of dollarsin debts, the companyy plans to liquidate its portfolio of commercial properties throughouf the region. It was unclear how much Opus East expect s to fetch forits properties. Parent companhy , of Minneapolis, made the announcemen t in a news release and said anotherr ofits subsidiaries, Phoenix, Ariz.-based Opus West, expects to seek Chapteer 11 protection in July.
In its bankruptcy filing, the company listed assetsz ofbetween $50 millionn and $100 million and liabilities of betweemn $100 million and $500 “Declining real estate valuea and tight credit markets continue to impeded the refinancing of assets and restructurinfg of lending agreements,” Mark Rauenhort, CEO of Opus said in a statement. In additiom to general market the companycited $35 million in unpaid wages from the federal for a project it was developinfg in College Park for the , compang spokeswoman Winston Hewett said in a telephonse interview.
The company had ceased building speculativee office buildings more than ayear ago, and it trimmerd its workforce from about 100 employeesd last year to about 16 employees as of June 15. The companuy did not include all of its subsidiariea inthe filing. It excluded, for example, Marylan d Enterprise LLC, which was developing the propertyfor NOAA, and Nursery Corne r LLC, which built a 160,000-square-foot office building in Linthicu Heights for defense contractor Opus East has developed more than 13.3 millioj square feet of space since 1994. Opus West has developeds more than 52.7 million squars feet since 1979.
These bankruptcies come on the heels of the Apriol 22 bankruptcy of OpusSouth Corp., an Opus affiliate basef in Atlanta. Opus has said it planas to wind down its operationas in that part of the country as Opus has said it plans to continue to run its remainingoperatingy companies, Opus North Corp., based in Chicago, and Opus based in Minnetonka. Those units are actively pursuing They also have been less affectesd bythe recession, due to their mix of projecf types, healthy balance sheets and stronger markets, according to Opus' press release. Opus said its development activity has fallen tojust 4.
8 milliohn square feet in 2009, down from 34 million square feet in 2007 and 35 millio square feet in 2008.
Unable to refinance millions of dollarsin debts, the companyy plans to liquidate its portfolio of commercial properties throughouf the region. It was unclear how much Opus East expect s to fetch forits properties. Parent companhy , of Minneapolis, made the announcemen t in a news release and said anotherr ofits subsidiaries, Phoenix, Ariz.-based Opus West, expects to seek Chapteer 11 protection in July.
In its bankruptcy filing, the company listed assetsz ofbetween $50 millionn and $100 million and liabilities of betweemn $100 million and $500 “Declining real estate valuea and tight credit markets continue to impeded the refinancing of assets and restructurinfg of lending agreements,” Mark Rauenhort, CEO of Opus said in a statement. In additiom to general market the companycited $35 million in unpaid wages from the federal for a project it was developinfg in College Park for the , compang spokeswoman Winston Hewett said in a telephonse interview.
The company had ceased building speculativee office buildings more than ayear ago, and it trimmerd its workforce from about 100 employeesd last year to about 16 employees as of June 15. The companuy did not include all of its subsidiariea inthe filing. It excluded, for example, Marylan d Enterprise LLC, which was developing the propertyfor NOAA, and Nursery Corne r LLC, which built a 160,000-square-foot office building in Linthicu Heights for defense contractor Opus East has developed more than 13.3 millioj square feet of space since 1994. Opus West has developeds more than 52.7 million squars feet since 1979.
These bankruptcies come on the heels of the Apriol 22 bankruptcy of OpusSouth Corp., an Opus affiliate basef in Atlanta. Opus has said it planas to wind down its operationas in that part of the country as Opus has said it plans to continue to run its remainingoperatingy companies, Opus North Corp., based in Chicago, and Opus based in Minnetonka. Those units are actively pursuing They also have been less affectesd bythe recession, due to their mix of projecf types, healthy balance sheets and stronger markets, according to Opus' press release. Opus said its development activity has fallen tojust 4.
8 milliohn square feet in 2009, down from 34 million square feet in 2007 and 35 millio square feet in 2008.
Thursday, April 7, 2011
Southwestern Carpets grows business from the ground up - Kansas City Business Journal:
http://www.directoryliverpool.com/user_detail.php?u=kadiashestart
Bill McCaddon has stripped Southwesternh Carpets down and recreated it a couple of times since purchasing it from Don Lynchin 2001. When he boughrt the flooring company, it specializesd in removing and replacin carpets in apartments betweejnrental occupation. The Lewisville companh was producing annual revenueof $5 but McCaddon found the business too impersona l because it was driven by producgt sales and not on building relationships with customers.
So he decideds to switch focus to themore relationship-centrif business of providing flooring solutions to new home-construction projects, whichu includes hardwood floors, carpeting, and backsplash and tile The wholesale company saw dramatic growth as a with annual revenue of $22 millio in 2007. But the growth was so rapidx and so intense that managers were losing control of the directiohn the companywas heading. So in 2008, he enlistecd Don Brush, a consultant with The Renova to help bring new energ tohis company.
McCaddon’z sense of direction and leadership abilities come from his experiencew asa manufacturer’s representative for 18 yearxs at companies like Shaw Carpet Manufacturere and Aleta Co. He had learned the importance of building relationshipaswith clients. “My background was in workinv withnew homebuilders. The apartment business was non-relationship said McCaddon. “I didn’t know how to builr a businessthat wasn’t relational.” McCaddon downsized the company to redirect the focus to the home-construction industry. He was met with resistancew fromhis employees. “I realized that using the sameemployeea wasn’t going to work.
I was tryingh to halfway do the change,” he said. “Oncde we made the commitment, we reallhy turned the corner.” He began switchingy out personnel. The company, which had grown annual revenuesto $5 million, saw revenue drop to under $3 million durinvg the transition. But, once the commitment was made, McCaddon noted marked improvement. By 2003, revenude had grown by 35%. Between 2004 and 2008, the compangy went through its biggestgrowth spurt, reachin up to $22 million in sales and employinbg more than 60 workers. But at that time, the storybooi growth came to an end. “It was getting to be chaotic becausee of so manynew staff.
We were an 8-cylinder engines working on six orseven cylinders. We’d lost a sensre of teamwork, and everyone was territorial.” That’d when McCaddon brought in Brush. “For the most I engage them and talk with them in order to buileda relationship. I wanted to find out the strengthws of the company and what was working and whatneeded improvement,” said “They’ve got the dreams; they’ve got the vision. It’a just giving them the opportunity.
” Brush met with employees to figure out areas that needed improvemen and then created an action He showed the company how to create committees to address problems as they come up and then dissolvr the committees after the problem has been The shift has translated intohappier customers. Bill president and co-owner of Darlinf Homes Inc., has worked with McCaddonm since McCaddon purchased Southwestern Carpetzin 2001. “(We started working with Southwestern because of Bill and his relational approach to workingf with homebuilders as opposed to thetraditionao price-only approach,” said Darling.
“Brush has helpedc Bill figure out how to communicate better so that everyones is going in the same direction as the management and will yielde themaximum impact.” For Chris McCoppin, operations manager for Southwesternm Carpets, the change in the corporate culture has been noticeable. “Sometimesd you don’t realize that when one departmen t changes their policiesand procedures, it affects Now everyone talks to each other,” McCoppin said. “We’ve empowereed them to make decisions. We gave them the power to run the Theyfeel accountable.
” With this new sensed of empowerment, as well as an improve d use of digitizing software calledf Measure, Southwestern Carpets has seen a marked improvementy on the accuracy of the 3,000 work orders entered each month — 95% accuracy, up from 77% accuracy and has saved about $160,00p in unnecessary costs for having to fix incorrect work orders. Instead of pursuing potential clients merely for the sake of new McCaddon and his staff focus on getting to knowpotentialp clients, researching them as much as possible and understanding their needs before they even meet. “We’ll only do businesz with people who will sit down and have a relationshilwith us.
Someone is always going to come inlowedr (priced) than you,” said McCaddon. “We were always chasing people who were focusedon price. If they say, fax us (a priced sheet), we say sorry, we can’t work with you. We stay togetherf as a result. If you have the value relationship, they don’t leave.”
Bill McCaddon has stripped Southwesternh Carpets down and recreated it a couple of times since purchasing it from Don Lynchin 2001. When he boughrt the flooring company, it specializesd in removing and replacin carpets in apartments betweejnrental occupation. The Lewisville companh was producing annual revenueof $5 but McCaddon found the business too impersona l because it was driven by producgt sales and not on building relationships with customers.
So he decideds to switch focus to themore relationship-centrif business of providing flooring solutions to new home-construction projects, whichu includes hardwood floors, carpeting, and backsplash and tile The wholesale company saw dramatic growth as a with annual revenue of $22 millio in 2007. But the growth was so rapidx and so intense that managers were losing control of the directiohn the companywas heading. So in 2008, he enlistecd Don Brush, a consultant with The Renova to help bring new energ tohis company.
McCaddon’z sense of direction and leadership abilities come from his experiencew asa manufacturer’s representative for 18 yearxs at companies like Shaw Carpet Manufacturere and Aleta Co. He had learned the importance of building relationshipaswith clients. “My background was in workinv withnew homebuilders. The apartment business was non-relationship said McCaddon. “I didn’t know how to builr a businessthat wasn’t relational.” McCaddon downsized the company to redirect the focus to the home-construction industry. He was met with resistancew fromhis employees. “I realized that using the sameemployeea wasn’t going to work.
I was tryingh to halfway do the change,” he said. “Oncde we made the commitment, we reallhy turned the corner.” He began switchingy out personnel. The company, which had grown annual revenuesto $5 million, saw revenue drop to under $3 million durinvg the transition. But, once the commitment was made, McCaddon noted marked improvement. By 2003, revenude had grown by 35%. Between 2004 and 2008, the compangy went through its biggestgrowth spurt, reachin up to $22 million in sales and employinbg more than 60 workers. But at that time, the storybooi growth came to an end. “It was getting to be chaotic becausee of so manynew staff.
We were an 8-cylinder engines working on six orseven cylinders. We’d lost a sensre of teamwork, and everyone was territorial.” That’d when McCaddon brought in Brush. “For the most I engage them and talk with them in order to buileda relationship. I wanted to find out the strengthws of the company and what was working and whatneeded improvement,” said “They’ve got the dreams; they’ve got the vision. It’a just giving them the opportunity.
” Brush met with employees to figure out areas that needed improvemen and then created an action He showed the company how to create committees to address problems as they come up and then dissolvr the committees after the problem has been The shift has translated intohappier customers. Bill president and co-owner of Darlinf Homes Inc., has worked with McCaddonm since McCaddon purchased Southwestern Carpetzin 2001. “(We started working with Southwestern because of Bill and his relational approach to workingf with homebuilders as opposed to thetraditionao price-only approach,” said Darling.
“Brush has helpedc Bill figure out how to communicate better so that everyones is going in the same direction as the management and will yielde themaximum impact.” For Chris McCoppin, operations manager for Southwesternm Carpets, the change in the corporate culture has been noticeable. “Sometimesd you don’t realize that when one departmen t changes their policiesand procedures, it affects Now everyone talks to each other,” McCoppin said. “We’ve empowereed them to make decisions. We gave them the power to run the Theyfeel accountable.
” With this new sensed of empowerment, as well as an improve d use of digitizing software calledf Measure, Southwestern Carpets has seen a marked improvementy on the accuracy of the 3,000 work orders entered each month — 95% accuracy, up from 77% accuracy and has saved about $160,00p in unnecessary costs for having to fix incorrect work orders. Instead of pursuing potential clients merely for the sake of new McCaddon and his staff focus on getting to knowpotentialp clients, researching them as much as possible and understanding their needs before they even meet. “We’ll only do businesz with people who will sit down and have a relationshilwith us.
Someone is always going to come inlowedr (priced) than you,” said McCaddon. “We were always chasing people who were focusedon price. If they say, fax us (a priced sheet), we say sorry, we can’t work with you. We stay togetherf as a result. If you have the value relationship, they don’t leave.”
Tuesday, April 5, 2011
John Norris On Finding Out Kurt Cobain Died - Gothamist
asafevboriegum.blogspot.com
The Atlantic | John Norris On Finding Out Kurt Cobain Died Gothamist Maybe it's because we just saw Hit So Hard, but the early '90s have washed back over us, and before we check out airfare to Portlandia, we thought we'd talk about Kurt Cobain some more on the 17th anniversary of his death. We asked former MTV veejay ... Remembering Kurt Cobain: Looking back at EW's archived Nirvana reviews Kurt Cobain is remembered 17 years after his death Kirko Bangz Creatively Honors Legend Kurt Cobain |
Sunday, April 3, 2011
Shell Contracts New Diesel Import Terminal At Newcastle - Wall Street Journal
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Shell Contracts New Diesel Import Terminal At Newcastle Wall Street Journal LN) said Monday that it has signed a preliminary agreement with Australian company Marstel Holdings to build a diesel import terminal at Newcastle in New South Wales state. Marstel, owned by Sydney-based private equity group Propel Investments, ... |
Saturday, April 2, 2011
AMC Entertainment sets deadline on debt buyback - Jacksonville Business Journal:
http://www.patenttrademarkattorneysdirectory.com/user_detail.php?u=affiddisela
In a filing with the Securitieds andExchange Commission, the Kansas City-basexd movie theater company said that holderx of $238.1 million of the notes had agreed to proposexd amendments in AMC’s offer. The proposed amendmentz will eliminate almost all the restrictive covenantss onthe notes. AMC a previouslyy announced private offeringto $600 million in senior notes due in 2019 and that it expecteed net proceeds of about $568.1 AMC previously said it would use the proceedsw to buy the company’s outstandinbg $250 million in seniorf notes due in 2012, and for other general corporate purposes. On May 22, AMC , compared with a $43.
4 million profit the prior Revenue for the year that endedd April 2was $2.2y billion, down 2.9 percent from $2.33 billion the priotr year. AMC owns interestse in 307 theaterswith 4,612 screens in five The company is privately held but requirexd to report to the SEC because some of its debt is publiclyg held.
In a filing with the Securitieds andExchange Commission, the Kansas City-basexd movie theater company said that holderx of $238.1 million of the notes had agreed to proposexd amendments in AMC’s offer. The proposed amendmentz will eliminate almost all the restrictive covenantss onthe notes. AMC a previouslyy announced private offeringto $600 million in senior notes due in 2019 and that it expecteed net proceeds of about $568.1 AMC previously said it would use the proceedsw to buy the company’s outstandinbg $250 million in seniorf notes due in 2012, and for other general corporate purposes. On May 22, AMC , compared with a $43.
4 million profit the prior Revenue for the year that endedd April 2was $2.2y billion, down 2.9 percent from $2.33 billion the priotr year. AMC owns interestse in 307 theaterswith 4,612 screens in five The company is privately held but requirexd to report to the SEC because some of its debt is publiclyg held.
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