http://cufurac.comyr.com/
The state posted 58,931 foreclosure filings includingdefault notices, scheduled auctions and bank repossessionsd — in May, down 8.8 percent from April’ss total, but still 50 percent higher than May according to RealtyTrac’s monthly Foreclosure Market Report. Only Californias had a higher total, with 92,249 properties with May 2009 foreclosure filings. The Sunshine State was No. 3 in the nation in foreclosure rates, with one in every 148 households receiving a foreclosure filingin May. Nevadsa led the country with one in everyg 64 homes receivinga filing, while California was secondc highest with one in every 144. The Orlando-Kissimmee market took the No.
8 spot among the nation’s top 10 metrol areas with the highest foreclosure The area recorded a rate of one foreclosurew filing for every101 homes. Floridw had three cities amon g the top 10metro areas, while California had six cities among that mix. Las Vegae topped the list with a rate of one in every 54 householdds getting aforeclosure filing. Nationwide, 321,48p foreclosure filings were reportedin May, which is 6 percent lower than April 2009, but about 18 percent highefr than May 2008. One in every 398 U.S. homes received a foreclosure noticelast month. Vermonyt again recorded the lowest numbefrof foreclosures, with six reported in May, or one for everuy 51,906 households.
The RealtyTrac U.S. Foreclosure Markert Report provides the total number of properties with at leas one foreclosure filing reported during the Data is collected from morethan 2,200 counties that accoun t for more than 90 percenyt of the nation’s population.
Thursday, July 28, 2011
Monday, July 25, 2011
bizjournals: Methodology of quality of life in mid-sized metros
http://marketingcircle.net/3-internet-marketing-secrets-you-cant-ignore.html
Bizjournals set out to find the mid-rangr metropolitan areas that score highest for quality of Here arethe Goal: The study
Bizjournals set out to find the mid-rangr metropolitan areas that score highest for quality of Here arethe Goal: The study
Saturday, July 23, 2011
Report: Anheuser-Busch InBev to sell 11 European breweries - Jacksonville Business Journal:
guslyarovalite.blogspot.com
Le Soir said the world’s largest brewer was selling its central European operations becauswe it is fragmentedand non-strategic and plansd to focus on its north and south Americam operations instead, according to Reuters. The breweriees are in Bulgaria, Romania, Hungary, Croatia, Czech Serbia and Montenegro. , Kohlberg Kravid Roberts and are amonf private equity groups that have expressed interest in the the Financial Times of Londobreported Monday. A-B InBev wants to sell off assets as it tries to raisre money to reduce the debt it took on when itboughtr St.
Louis-based Anheuser-Busch last year for $52 “We are contemplating disposals of certain assetes tohelp re-finance the acquisition of Anheuser-Busch, as previously announced,” Marianne Amssoms, an A-B InBev spokeswoman, wrotr in an e-mail to the Business “However, we cannot commenr at this stage on which businesses specificalluy would be considered. Anheuser-Busch InBev's decisiobn will be based on a diligent review of the strategic and financialp consequences of any with the goal of creating the best opportunities and value for all We will not comment on who has approacher us forwhich assets.
” In April, A-B InBev reached an agreement to to Kohlbergy Kravis Roberts. There has also been wide speculation thatthe company's Busch Entertainment unit will also eventually be sold off. Buscg Entertainment is the family entertainmentr divisionof Anheuser-Busch InBev, is based in Orlando and operates nine theme parks across the country, hosting more than 25 millioj guests per year. Three of Busch Entertainmenf Corp.’s parks — Busch Gardens Tampa, SeaWorld and SeaWorld San Diego — operat year round. The company’s remaining parkes are seasonal with varyingopening dates.
Le Soir said the world’s largest brewer was selling its central European operations becauswe it is fragmentedand non-strategic and plansd to focus on its north and south Americam operations instead, according to Reuters. The breweriees are in Bulgaria, Romania, Hungary, Croatia, Czech Serbia and Montenegro. , Kohlberg Kravid Roberts and are amonf private equity groups that have expressed interest in the the Financial Times of Londobreported Monday. A-B InBev wants to sell off assets as it tries to raisre money to reduce the debt it took on when itboughtr St.
Louis-based Anheuser-Busch last year for $52 “We are contemplating disposals of certain assetes tohelp re-finance the acquisition of Anheuser-Busch, as previously announced,” Marianne Amssoms, an A-B InBev spokeswoman, wrotr in an e-mail to the Business “However, we cannot commenr at this stage on which businesses specificalluy would be considered. Anheuser-Busch InBev's decisiobn will be based on a diligent review of the strategic and financialp consequences of any with the goal of creating the best opportunities and value for all We will not comment on who has approacher us forwhich assets.
” In April, A-B InBev reached an agreement to to Kohlbergy Kravis Roberts. There has also been wide speculation thatthe company's Busch Entertainment unit will also eventually be sold off. Buscg Entertainment is the family entertainmentr divisionof Anheuser-Busch InBev, is based in Orlando and operates nine theme parks across the country, hosting more than 25 millioj guests per year. Three of Busch Entertainmenf Corp.’s parks — Busch Gardens Tampa, SeaWorld and SeaWorld San Diego — operat year round. The company’s remaining parkes are seasonal with varyingopening dates.
Thursday, July 21, 2011
A brand new University City - Charlotte Business Journal:
mastering-input.blogspot.com
That kind of response is what has prompterd to launch a branding effort for the which is home to morethan 150,00o residents, 74,000 jobs and contributes more than $8.4 billion annually to the regionao economy, according to a recent The organization is also earmarkinhg funds for a rebranding of the 2,200-acrre University Research Park and has hired a design firm to creatse an area plan for the which has suffered from above-market vacancy For all its contributiones to the region, University City has long been viewer as an area that hasn’g lived up to its potential.
Part of the area leaders believe, is that University City doesn’ft have a clear identity or In an effort toremedy that, Universitgy City Partners, an organization that advocates for the district, has hiredc a local ad agency to creatr a brand for the area that will put it in a better position to compete with markets such as uptown or Ballantynd for relocating businesses or
That kind of response is what has prompterd to launch a branding effort for the which is home to morethan 150,00o residents, 74,000 jobs and contributes more than $8.4 billion annually to the regionao economy, according to a recent The organization is also earmarkinhg funds for a rebranding of the 2,200-acrre University Research Park and has hired a design firm to creatse an area plan for the which has suffered from above-market vacancy For all its contributiones to the region, University City has long been viewer as an area that hasn’g lived up to its potential.
Part of the area leaders believe, is that University City doesn’ft have a clear identity or In an effort toremedy that, Universitgy City Partners, an organization that advocates for the district, has hiredc a local ad agency to creatr a brand for the area that will put it in a better position to compete with markets such as uptown or Ballantynd for relocating businesses or
Tuesday, July 19, 2011
San Antonio adopts Tyler Technologies
coras-newport.blogspot.com
million contract to to implementthe company’s municipal court case management system. Tyler will furnish all software licenses, professional maintenance and support. This is the Dallas-based company’s largest contract in its history. San Antonio is the seventh-largestf city in the Uniteds States and the second largestin Texas. San Antonio Municipa l Courts previously relied ona mainframe-based document management system and a separate, non-integrated fee collection system. The previous system resultec in massive amounts of paperwork forclerm workers. Dispositions were oftenn hand-written.
The city’s nine judges, 11 associats judges and 250-member staff will use Tyler’s INCODdE municipal court casemanagement system. The first of 11 courtsa will go live with INCODE in the summerrof 2009. Implementation with the system at the othet courts will continue over the next 18months “By deployingt Tyler’s Courts and Justice and Document Management the City of San Antonioi will be able to improve the efficiency of theird municipal courts and enhance the overall management of their critical documents,” says Brett president of Tyler’s INCODE system. Tyler Technologiez (NYSE: TYL) is an information managemen t services company forlocal governments.
million contract to to implementthe company’s municipal court case management system. Tyler will furnish all software licenses, professional maintenance and support. This is the Dallas-based company’s largest contract in its history. San Antonio is the seventh-largestf city in the Uniteds States and the second largestin Texas. San Antonio Municipa l Courts previously relied ona mainframe-based document management system and a separate, non-integrated fee collection system. The previous system resultec in massive amounts of paperwork forclerm workers. Dispositions were oftenn hand-written.
The city’s nine judges, 11 associats judges and 250-member staff will use Tyler’s INCODdE municipal court casemanagement system. The first of 11 courtsa will go live with INCODE in the summerrof 2009. Implementation with the system at the othet courts will continue over the next 18months “By deployingt Tyler’s Courts and Justice and Document Management the City of San Antonioi will be able to improve the efficiency of theird municipal courts and enhance the overall management of their critical documents,” says Brett president of Tyler’s INCODE system. Tyler Technologiez (NYSE: TYL) is an information managemen t services company forlocal governments.
Saturday, July 16, 2011
Major storm could cripple state if insurance rates remain low - Minneapolis / St. Paul Business Journal:
ermolayxitpev.blogspot.com
“You’ve got to get on your kneew and pray thewind doesn’t blow,” said Jeff president and CEO of the . The state’s stance alreadyh has driven away State Farm and eventually could push out more largd insurers ifthey can’y raise rates enough to see profits. State Farm decided earlier this year to discontinue property insurancde in Florida after trying unsuccessfully for yeards to raise rates to boos t reserves in case a bad storm It will phase outits 730,000 policyholdersx during the next three years. like John Ritenour, CEO of in Longwood, believe Gov.
Charlie Crist should sign into law a bill that woulfd let large insurers raise rates withouttstate approval. “Let everybody go shopping. Insuranc e companies want the business, and they’rew going to be competitive.” That’e because State Farm’s imminent departure leaves the state withthe state-runb and smaller insurers that have much slimmer reserves all overburdened with coastal, high-value or older propertiea that pay lower premiums. No one wantse a repeat of the 2004-05 hurricane season when eight stormscaused $33.e3 billion in damage.
This time around, there’x no guarantee there are enough reserves remainingv to coverthe risk, said independenf agent Doug Gomber, commercial line s and sales manager with in Areas like Miami and Tampa — where property values are higher than the premiums policyholders pay Citizens for coverage could mean “pure disaster” if a Categor y 5 storm hits, he said. Stat e regulators have taken some actiojn to remedy the low rateas that result in lowinsurancre reserves.
For example, the state may raiss the extremely low rates paid by Citizens policyholderse by about 10 percent a That could help even the playing fields forprivate insurers, which can’t compete with Citizens’ low rates. But it woulf take up to six years to fill coffers to a level that could handle a large insurers said. Meanwhile, the state-ru reinsurance fund — the Floridaw Hurricane CatastropheFund — provides reinsurancwe to most smaller insureras in the state. But in the event of a Citizens would absorb 40 percent of theCat Fund, leavinf little for other insurers to said Grady.
However, Ed Domansky, spokesman for the , said the statre reviews insurance companyfinancesz quarterly. “The office has faith that companiesw will be able to meettheid obligations.”
“You’ve got to get on your kneew and pray thewind doesn’t blow,” said Jeff president and CEO of the . The state’s stance alreadyh has driven away State Farm and eventually could push out more largd insurers ifthey can’y raise rates enough to see profits. State Farm decided earlier this year to discontinue property insurancde in Florida after trying unsuccessfully for yeards to raise rates to boos t reserves in case a bad storm It will phase outits 730,000 policyholdersx during the next three years. like John Ritenour, CEO of in Longwood, believe Gov.
Charlie Crist should sign into law a bill that woulfd let large insurers raise rates withouttstate approval. “Let everybody go shopping. Insuranc e companies want the business, and they’rew going to be competitive.” That’e because State Farm’s imminent departure leaves the state withthe state-runb and smaller insurers that have much slimmer reserves all overburdened with coastal, high-value or older propertiea that pay lower premiums. No one wantse a repeat of the 2004-05 hurricane season when eight stormscaused $33.e3 billion in damage.
This time around, there’x no guarantee there are enough reserves remainingv to coverthe risk, said independenf agent Doug Gomber, commercial line s and sales manager with in Areas like Miami and Tampa — where property values are higher than the premiums policyholders pay Citizens for coverage could mean “pure disaster” if a Categor y 5 storm hits, he said. Stat e regulators have taken some actiojn to remedy the low rateas that result in lowinsurancre reserves.
For example, the state may raiss the extremely low rates paid by Citizens policyholderse by about 10 percent a That could help even the playing fields forprivate insurers, which can’t compete with Citizens’ low rates. But it woulf take up to six years to fill coffers to a level that could handle a large insurers said. Meanwhile, the state-ru reinsurance fund — the Floridaw Hurricane CatastropheFund — provides reinsurancwe to most smaller insureras in the state. But in the event of a Citizens would absorb 40 percent of theCat Fund, leavinf little for other insurers to said Grady.
However, Ed Domansky, spokesman for the , said the statre reviews insurance companyfinancesz quarterly. “The office has faith that companiesw will be able to meettheid obligations.”
Thursday, July 14, 2011
CareWorks deal for Plannet Group shines amid dull economy - Austin Business Journal:
milicinodijoo1981.blogspot.com
, a homegrown tech company with agrowinh clientele, was acquired May 21 by Dublin-basee , which plans to add high-paying jobs to supporrt the purchase over the coming Terms of the deal between the privatelu held companies weren’t disclosed. The sale also frees Plannet Group founder Jim Mazotas to starf another tech operation that could begib hiring over the coming yearas “This first rush to the finish line endec on a positive note,” Mazotas said. “And it looksd like there is going to be anotherd onepast this.” The 39-year-old Mazotas has been runninbg the race for seven years.
He foundecd Plannet Group in 2002 to develol network security andmanagement software. He startefd the business after becoming unhappy with the directio of the software development company where hadhe worked. Mazotasa decided to focus on developinbg a program that could help computer network managers visually managetheier environment, rather than forcing them to searchg through lines of code for problems. He called the prograk Mission Control and financed Plannetr Groupwith $70,000 from savings and a second mortgage. He focusedr on government clients – including the city of Columbus and CuyahogaCounty – because of the largs computer networks they maintain.
Mazotas also movexd into the gaming industry in March after signing a contracrtwith , owner of the Indiana Live Casinko outside Indianapolis. Mission Control is what attractedCareWorkse Technologies, said President Todd Cameron. Part of the CareWorkz Family of Companies, a workers’ compensatiobn management companyin Dublin, CareWorks Technologies providess information technology services to a broader clientg base than the parent company. Cameron said the additionj of Plannet Group and its services shoulfd increase revenue at CareWorks Technologies by 25 percent this year, although he declined to be specific about eithe r company’s financials.
“We hope it growds exponentiallyafter that,” Cameron said. doesn’t have a sales team at all andwe do. It’sd a diamond in the rough.” Mazotas said the lack of a salez team athis 10-employee company was one of the reasone he decided to sell. He said the firm reached a “tipping in early 2008 after hearing interest from other companies looking to purchase Plannet including one from outof state. “Shouldd we continue as we were or take the next Mazotas said. “We wanted to get (Plannety Group) to the maturity that could be foundd by linking up with a compan ylike CareWorks.
” It’s fortunats for the region and its tech communitty that a local company bought Plannet Group, said Ted CEO of , the industry advocacy groupl that housed Plannet Group at its business incubatotr from 2005 to 2008. “If you define succesws as keeping jobs in the area and continuiny with a foundationfor growth, then this is a success,” Ford “The goal is to grow technology jobs and Columbus is becoming a very good placre to do that sort of thing.” All of Planneyt Group’s Hilliard-based employees have joined CareWork in Dublin and, over the next year, likely will be joined by five to 10 Cameron said.
Those jobs likely will pay between $70,000 and $100,000 a year. While Mazotas is joining CareWorks, he does so as a His primary focus will be on his nextventure . Mazotas is building OnGuard arounds a behavioral analysis securitg tool that flags suspiciouws patterns that could harm acomputerf network. A patent is beingt sought on the technology, Mazotas and CareWorks Technologies has invested in thenew business. By the time the producy is ready for general releasein 2010, Mazotaes hopes to have a 25- to 30-worker payroll. Mazotas hopese he will be tellingb a similar story a yearfrom now. “Itt just goes to show that little guys can have a home he said.
“Even in this
, a homegrown tech company with agrowinh clientele, was acquired May 21 by Dublin-basee , which plans to add high-paying jobs to supporrt the purchase over the coming Terms of the deal between the privatelu held companies weren’t disclosed. The sale also frees Plannet Group founder Jim Mazotas to starf another tech operation that could begib hiring over the coming yearas “This first rush to the finish line endec on a positive note,” Mazotas said. “And it looksd like there is going to be anotherd onepast this.” The 39-year-old Mazotas has been runninbg the race for seven years.
He foundecd Plannet Group in 2002 to develol network security andmanagement software. He startefd the business after becoming unhappy with the directio of the software development company where hadhe worked. Mazotasa decided to focus on developinbg a program that could help computer network managers visually managetheier environment, rather than forcing them to searchg through lines of code for problems. He called the prograk Mission Control and financed Plannetr Groupwith $70,000 from savings and a second mortgage. He focusedr on government clients – including the city of Columbus and CuyahogaCounty – because of the largs computer networks they maintain.
Mazotas also movexd into the gaming industry in March after signing a contracrtwith , owner of the Indiana Live Casinko outside Indianapolis. Mission Control is what attractedCareWorkse Technologies, said President Todd Cameron. Part of the CareWorkz Family of Companies, a workers’ compensatiobn management companyin Dublin, CareWorks Technologies providess information technology services to a broader clientg base than the parent company. Cameron said the additionj of Plannet Group and its services shoulfd increase revenue at CareWorks Technologies by 25 percent this year, although he declined to be specific about eithe r company’s financials.
“We hope it growds exponentiallyafter that,” Cameron said. doesn’t have a sales team at all andwe do. It’sd a diamond in the rough.” Mazotas said the lack of a salez team athis 10-employee company was one of the reasone he decided to sell. He said the firm reached a “tipping in early 2008 after hearing interest from other companies looking to purchase Plannet including one from outof state. “Shouldd we continue as we were or take the next Mazotas said. “We wanted to get (Plannety Group) to the maturity that could be foundd by linking up with a compan ylike CareWorks.
” It’s fortunats for the region and its tech communitty that a local company bought Plannet Group, said Ted CEO of , the industry advocacy groupl that housed Plannet Group at its business incubatotr from 2005 to 2008. “If you define succesws as keeping jobs in the area and continuiny with a foundationfor growth, then this is a success,” Ford “The goal is to grow technology jobs and Columbus is becoming a very good placre to do that sort of thing.” All of Planneyt Group’s Hilliard-based employees have joined CareWork in Dublin and, over the next year, likely will be joined by five to 10 Cameron said.
Those jobs likely will pay between $70,000 and $100,000 a year. While Mazotas is joining CareWorks, he does so as a His primary focus will be on his nextventure . Mazotas is building OnGuard arounds a behavioral analysis securitg tool that flags suspiciouws patterns that could harm acomputerf network. A patent is beingt sought on the technology, Mazotas and CareWorks Technologies has invested in thenew business. By the time the producy is ready for general releasein 2010, Mazotaes hopes to have a 25- to 30-worker payroll. Mazotas hopese he will be tellingb a similar story a yearfrom now. “Itt just goes to show that little guys can have a home he said.
“Even in this
Tuesday, July 12, 2011
Finding reasons, solutions when buying decisions are put on hold - Minneapolis / St. Paul Business Journal:
iwegasely.wordpress.com
The challenge is determininfg if the delay is adisguisedr objection, an unresolved an excuse or real. Most importantly, how can you get to the trutyh and move thesale forward? Buyeres are like Wall Street: Neither likes Understanding risk can help you smooth the progressz toward a decision. Caution is an indication of risk and it’s rampant right now. Sellers become too, not wanting to hear a negative decision. But consider that getting a negative decision now is better than getting one afterdinvesting time, energy and resourcee pursuing a prospect for weeks or even months. Try facilitating a discussionjaround best-case and worst-case scenarios.
What is the worsg case if theydo nothing, and what is the best case if they move forward?? What is the worst-case scenariop if they buy now, and what is the best case if they delau the decision? Having this conversation gives you the opportunityy to influence their thoughf process and provide input into the scenarios. Threde common themes emerge as reasonxs fordelayed decisions, which are incomplete or poor initialo qualification, unanswered concerns and changes in priorities. Where you are, what to do Did you just take the prospect’as word that they could benefit fromwhat you’ree selling? Qualifying the need meands gaining evidence that their situatiobn justifies the purchase.
For everyone wants new office but how does not buying it now affecftthe company? It could rangse from lost productivity to poor marketr image to no effect at all. If there’ds evidence of significant the urgency to make a purchasseis real. It’s also important to acquirr the perspective of all involvesd decision makers toidentify roadblocks. It’s rare for everyonse to agree on needs and priorities withinna company. Without this it’s difficult to implementf a strategy tomove forward.
Opportunitiesx that need funding or that are waiting for funding are less likely to close than thosw that have abudget Risk-adverse sellers avoid havinv the early crucial conversations abour budgets and money. Hoping that traditional benefitsd will carry the decisiob is riskier than having a direct and franik discussion about the investmenf requirements early in thesales process. There is a differencd between not having the budget and being unwillinv to investthe budget. One is a logistical proble m while the other is a perceivefvalue problem. You can’t fix but you can address value. In a cautionary you must run an game andqualify thoroughly.
A presentatiom or proposal that is premature will automatically generat ea stall. Buyers unconsciously go througg three major phasesof buying. First, they evaluatre if they have a need that is severe enoughbto fix. Once a need is clear, the assessmentg of options occurs.
The challenge is determininfg if the delay is adisguisedr objection, an unresolved an excuse or real. Most importantly, how can you get to the trutyh and move thesale forward? Buyeres are like Wall Street: Neither likes Understanding risk can help you smooth the progressz toward a decision. Caution is an indication of risk and it’s rampant right now. Sellers become too, not wanting to hear a negative decision. But consider that getting a negative decision now is better than getting one afterdinvesting time, energy and resourcee pursuing a prospect for weeks or even months. Try facilitating a discussionjaround best-case and worst-case scenarios.
What is the worsg case if theydo nothing, and what is the best case if they move forward?? What is the worst-case scenariop if they buy now, and what is the best case if they delau the decision? Having this conversation gives you the opportunityy to influence their thoughf process and provide input into the scenarios. Threde common themes emerge as reasonxs fordelayed decisions, which are incomplete or poor initialo qualification, unanswered concerns and changes in priorities. Where you are, what to do Did you just take the prospect’as word that they could benefit fromwhat you’ree selling? Qualifying the need meands gaining evidence that their situatiobn justifies the purchase.
For everyone wants new office but how does not buying it now affecftthe company? It could rangse from lost productivity to poor marketr image to no effect at all. If there’ds evidence of significant the urgency to make a purchasseis real. It’s also important to acquirr the perspective of all involvesd decision makers toidentify roadblocks. It’s rare for everyonse to agree on needs and priorities withinna company. Without this it’s difficult to implementf a strategy tomove forward.
Opportunitiesx that need funding or that are waiting for funding are less likely to close than thosw that have abudget Risk-adverse sellers avoid havinv the early crucial conversations abour budgets and money. Hoping that traditional benefitsd will carry the decisiob is riskier than having a direct and franik discussion about the investmenf requirements early in thesales process. There is a differencd between not having the budget and being unwillinv to investthe budget. One is a logistical proble m while the other is a perceivefvalue problem. You can’t fix but you can address value. In a cautionary you must run an game andqualify thoroughly.
A presentatiom or proposal that is premature will automatically generat ea stall. Buyers unconsciously go througg three major phasesof buying. First, they evaluatre if they have a need that is severe enoughbto fix. Once a need is clear, the assessmentg of options occurs.
Saturday, July 9, 2011
49ers coach says Kaepernick has chance to start - San Jose Mercury News
http://www.slimorama.com/content/kid-fitness-the-burden-of-being-a-teenager/
49ers coach says Kaepernick has chance to start San Jose Mercury News San Francisco 49ers coach Jim Harbaugh says rookie quarterback Colin Kaepernick will have a legitimate chance to start this season. Harbaugh and the second-round pick out of Nevada spoke to reporters before the coach addressed the annual Governor's ... 49ers coach says Kaepernick has chance to start |
Thursday, July 7, 2011
Wendy Welsh
fishermen-americachair.blogspot.com
As senior vice president of informationm technologyfor , she manages a staff of aboutg 250 workers, two data centers and the IT operationsa for E.On’s two subsidiaries, Louisville Gas Electric Co. and Kentucky Utilities. It was her team that manned the outage-management system during the ice storm in andunder Welsh’s direction, E.On has made two significant investments in its technologuy within the past year. The first was a $25 milliob data and transmission center that opened in Shelbhy Countylast August. More recently, E.On implementeds a customer-care system that merged LG&E and Kentucky previous systems.
It was an $80 million investment, plus traininbg and operational costs, Welsg said. Ability to merge business, IT goalss Welsh’s training is not in the IT sector but in Alicensed CPA, Welsh joined LG&w as an auditor 25 years ago. She was vice president of administratiohn and then vice president of IT before assuminvg her current rolein 2001. E.On’ws IT operations were just emerging atthe time, and company officials knew they needed to make significang investments in technology. Vic Staffieri, E.
On’ws chairman, CEO and president, said Welsh’s professional background has givej her a unique set of skills needed to oversee this She understands the utility operations and what is needed from atechnicap standpoint, but she also can provid the financial analysis needed, Staffieri said. “Ws get well-thought-out solutions from Wendy,” Staffieri said. “She has developed another leg ofour strategy, givinv us the capabilities to do what we do every Although Welsh has accomplished so much, she does not tout her Staffieri said. She goes about her work in a veryunassuminbg way, he said, describing her as a deep thinkeer and a listener.
Debra Hoffer, presideny of Junior Achievementof Kentuckiana, agreed that Welsh’se personality is more reserved. She might not be the first boarx member to pipe up ina meeting, but behindc her quiet facade, she knows what she wantx to do and how she’s going to do it. “Sh e gets results,” Hoffer said. “She’s a highly effectivse manager while being a really warm persoj at thesame time.” Welsh was JA Kentuckiana’sa board chairwoman in 2002, when the nonprofit groupl was planning to open its James W. Robinsonh Junior Achievement Center for Freedoof Enterprise. The facilityy is a learning center that teaches childrenm basicfinancial principles.
She traveledc with JA staff to revie w similar facilities across the and her involvement and enthusiasm helpexd drive theproject forward, Hoffer said. Not only did she conveyh the concept to other board but she also ledthe $6.5 milliomn capital campaign that funded the project. In she convinced her employer to be one of the firsr donors witha $125,000 “She has a real can-dok attitude and strong desire to help young people be successfukl and thrive,” Hoffer said.
“Her heart is in the right Besides her rolewith JA, Welsh has spokehn to business and management classes at the , and she has becomde a role model for young said husband John Welsh, an author and retire d U of L higher education “She hasn’t become a CEO, but she’s pretth darn high in an organization and an industry that has been John Welsh said. “She’s blazed some trailx for women.
” Wendy Welsh said she never set out to break any glass She simply was raised ina middle-class home by parents who pusherd education and demonstrated a strong work The lessons seemed to have stuck as Welsh and her three siblingsa — an accountant, CFO and a consultanyt — all have found professionao success. But, as a female in the IT Welsh said, she clearly is a minority, and it concernsz her that there are even fewer women entering the So she has met informally with area professors and engineersz to discuss how to encourags young women to pursue IT andengineering careers. “Ad professionals, we need to do a better job of gettinv the word out Welsh said.
Meanwhile, Welsh tries to lead by example. She takews a very hands-on role in the planning of all majofrIT projects, which can be a challenge becausw of the ever-changing natured of technology. Her time also is devoted to the management and supporftof day-to-day operations, including the utility’s network of computers, serversd and BlackBerry devices, and its applications, such as the company’sd payroll and customer-care systems. “It’sz like a different job every day,” Welsh said, addint that the variety keeps her enthusedd abouther position.
She also is proud of the fact that she leveraged her training and brought more of a businessa focus to theIT operations, whethef it’s having budget discussions with her staft or teaching them how to better communicate with About nine years ago, shortly befor Welsh took on her current role, she marrie d John Welsh. Since then, she has learned to balance work responsibilitiesx andpersonal life. The two, who do not have schedule date nights, when they’ll go out for dinnef and a theater performance. And traveling together is one of theirfavoritr pastimes.
At home, Wendhy Welsh said, she always finds somethingb to do, so she doesn’t truly relax unlessz she’s on a plane headed somewhere, typicall y Europe or Santa Fe, N.M., wherse the couple just bought avacation home. For planning a trip is half the fun, and she lovexs to see the sights and experience the locall historyand art. John Welsnh shares those interests, but he also just enjoys the time spenf withhis wife. He said she has the rare combinatiom ofbeing smart, attractive — the “cutestg thing in the world,” in his termz — and modest.
He loves her “even keel” personalitgy and subtle senseof humor, and being with her has helpee him gain a new perspectives on life, John Welshg said. “She made me want to be a better Wendy Welsh spent her childhood daysin Louisville’s Auduboj Park neighborhood. Her father, Herbert Heck, was a linema for the former Soutb Central BellTelephone Co. who worked his way throughy the management ranks and to theengineering department. Her Peggy Heck, was a homemaker who was involvex in the PTA and coordinatedr family camping trips and GirlScout activities.
After graduatingb from DurrettHigh School, Welsh attended the University of Louisville and rootee for the Cardinals basketball team. Welsn remained a big fan after she moved to Illinoizs and then Texas forher career. She remembers drivinv around Dallas for hours in an effort to tune in the U of L games on hercar radio. When her employer at the decided to move her division to Welsh said she wrestled with whethed she should follow her job or return to her Friends and family swayed her in the directiomnof Louisville.
It helped that the city had begun its downtownn revitalization efforts with the addition of the Kentuck Center forthe Arts, and a job offee from Louisville Gas & Electric Co. sealef the deal. At her husband’s urging, Wendyy Welsh enrolled in a self-defense coursr he had taken known askrav maga, whichj is popular among law-enforcement officials. John Welsh said he realizedx how out of place she was when she showed up in pink workoutf clothes and everyone else in the room was dressedrin black.
The experience was one that she enduresd ratherthan enjoyed, but John Welsh was impressed that she was willinhg to push her She is an “extra gentle person,” John Welsh “It’s impossible to imagine her punching but she did.”
As senior vice president of informationm technologyfor , she manages a staff of aboutg 250 workers, two data centers and the IT operationsa for E.On’s two subsidiaries, Louisville Gas Electric Co. and Kentucky Utilities. It was her team that manned the outage-management system during the ice storm in andunder Welsh’s direction, E.On has made two significant investments in its technologuy within the past year. The first was a $25 milliob data and transmission center that opened in Shelbhy Countylast August. More recently, E.On implementeds a customer-care system that merged LG&E and Kentucky previous systems.
It was an $80 million investment, plus traininbg and operational costs, Welsg said. Ability to merge business, IT goalss Welsh’s training is not in the IT sector but in Alicensed CPA, Welsh joined LG&w as an auditor 25 years ago. She was vice president of administratiohn and then vice president of IT before assuminvg her current rolein 2001. E.On’ws IT operations were just emerging atthe time, and company officials knew they needed to make significang investments in technology. Vic Staffieri, E.
On’ws chairman, CEO and president, said Welsh’s professional background has givej her a unique set of skills needed to oversee this She understands the utility operations and what is needed from atechnicap standpoint, but she also can provid the financial analysis needed, Staffieri said. “Ws get well-thought-out solutions from Wendy,” Staffieri said. “She has developed another leg ofour strategy, givinv us the capabilities to do what we do every Although Welsh has accomplished so much, she does not tout her Staffieri said. She goes about her work in a veryunassuminbg way, he said, describing her as a deep thinkeer and a listener.
Debra Hoffer, presideny of Junior Achievementof Kentuckiana, agreed that Welsh’se personality is more reserved. She might not be the first boarx member to pipe up ina meeting, but behindc her quiet facade, she knows what she wantx to do and how she’s going to do it. “Sh e gets results,” Hoffer said. “She’s a highly effectivse manager while being a really warm persoj at thesame time.” Welsh was JA Kentuckiana’sa board chairwoman in 2002, when the nonprofit groupl was planning to open its James W. Robinsonh Junior Achievement Center for Freedoof Enterprise. The facilityy is a learning center that teaches childrenm basicfinancial principles.
She traveledc with JA staff to revie w similar facilities across the and her involvement and enthusiasm helpexd drive theproject forward, Hoffer said. Not only did she conveyh the concept to other board but she also ledthe $6.5 milliomn capital campaign that funded the project. In she convinced her employer to be one of the firsr donors witha $125,000 “She has a real can-dok attitude and strong desire to help young people be successfukl and thrive,” Hoffer said.
“Her heart is in the right Besides her rolewith JA, Welsh has spokehn to business and management classes at the , and she has becomde a role model for young said husband John Welsh, an author and retire d U of L higher education “She hasn’t become a CEO, but she’s pretth darn high in an organization and an industry that has been John Welsh said. “She’s blazed some trailx for women.
” Wendy Welsh said she never set out to break any glass She simply was raised ina middle-class home by parents who pusherd education and demonstrated a strong work The lessons seemed to have stuck as Welsh and her three siblingsa — an accountant, CFO and a consultanyt — all have found professionao success. But, as a female in the IT Welsh said, she clearly is a minority, and it concernsz her that there are even fewer women entering the So she has met informally with area professors and engineersz to discuss how to encourags young women to pursue IT andengineering careers. “Ad professionals, we need to do a better job of gettinv the word out Welsh said.
Meanwhile, Welsh tries to lead by example. She takews a very hands-on role in the planning of all majofrIT projects, which can be a challenge becausw of the ever-changing natured of technology. Her time also is devoted to the management and supporftof day-to-day operations, including the utility’s network of computers, serversd and BlackBerry devices, and its applications, such as the company’sd payroll and customer-care systems. “It’sz like a different job every day,” Welsh said, addint that the variety keeps her enthusedd abouther position.
She also is proud of the fact that she leveraged her training and brought more of a businessa focus to theIT operations, whethef it’s having budget discussions with her staft or teaching them how to better communicate with About nine years ago, shortly befor Welsh took on her current role, she marrie d John Welsh. Since then, she has learned to balance work responsibilitiesx andpersonal life. The two, who do not have schedule date nights, when they’ll go out for dinnef and a theater performance. And traveling together is one of theirfavoritr pastimes.
At home, Wendhy Welsh said, she always finds somethingb to do, so she doesn’t truly relax unlessz she’s on a plane headed somewhere, typicall y Europe or Santa Fe, N.M., wherse the couple just bought avacation home. For planning a trip is half the fun, and she lovexs to see the sights and experience the locall historyand art. John Welsnh shares those interests, but he also just enjoys the time spenf withhis wife. He said she has the rare combinatiom ofbeing smart, attractive — the “cutestg thing in the world,” in his termz — and modest.
He loves her “even keel” personalitgy and subtle senseof humor, and being with her has helpee him gain a new perspectives on life, John Welshg said. “She made me want to be a better Wendy Welsh spent her childhood daysin Louisville’s Auduboj Park neighborhood. Her father, Herbert Heck, was a linema for the former Soutb Central BellTelephone Co. who worked his way throughy the management ranks and to theengineering department. Her Peggy Heck, was a homemaker who was involvex in the PTA and coordinatedr family camping trips and GirlScout activities.
After graduatingb from DurrettHigh School, Welsh attended the University of Louisville and rootee for the Cardinals basketball team. Welsn remained a big fan after she moved to Illinoizs and then Texas forher career. She remembers drivinv around Dallas for hours in an effort to tune in the U of L games on hercar radio. When her employer at the decided to move her division to Welsh said she wrestled with whethed she should follow her job or return to her Friends and family swayed her in the directiomnof Louisville.
It helped that the city had begun its downtownn revitalization efforts with the addition of the Kentuck Center forthe Arts, and a job offee from Louisville Gas & Electric Co. sealef the deal. At her husband’s urging, Wendyy Welsh enrolled in a self-defense coursr he had taken known askrav maga, whichj is popular among law-enforcement officials. John Welsh said he realizedx how out of place she was when she showed up in pink workoutf clothes and everyone else in the room was dressedrin black.
The experience was one that she enduresd ratherthan enjoyed, but John Welsh was impressed that she was willinhg to push her She is an “extra gentle person,” John Welsh “It’s impossible to imagine her punching but she did.”
Tuesday, July 5, 2011
Commerce deal notable for complexity - Atlanta Business Chronicle:
gonyzyf.wordpress.com
The actual sale included only about an eighthy of an acre under theCommercer Building. The price was a small amount compared to many The deal, however, involved 13 separater ownership interests on one side, and , and the Boards of Regents on the other. It took nearlh a year to complete, accordin to Jim Loyd and Ken Ashleyy atCushman & Wakefield, who representexd the owners. To understand the deal's complexity, consider the The property at Mariettaw and Broad streets downtown was purchased by Newna cottonbaron "Cotton" Jones in the late and it remained in his family's hands for 100 In 1957, C&S Bank signed a 40-year grouned lease on the propertyt and built the Commerce Building, whichy served as headquarters for organizations such as the Atlanta and Georgia chambers of commerce and the The top several floorz housed The Commerce Club.
In the C&S attempted to purchase the properth the buildingis on, but was able to buy only a one-eightuh share. In 1996, with the ground lease nearing itsexpiration date, NationsBank, the successor to C&S, decided once again to try to buy the The bank faced a deadline because, undee terms of the ground lease, the building could revert to the propertyg owners or be torn down if a new leas e could not be agreed upon. The bank wantee to donate the buildingto GSU. NationsBankl approached the Jones family with anoffeer "we felt was inadequate," said Loyd, and it took 10 monthxs of negotiations to reach a price that everyonde could agree on.
During those talks, the Cushman Wakefield brokers had to deal with 13 differengt parties representing 18 different people holdinyg stakes rangingfrom one-sixteenth to one-quarterf of the property. Loyd and Ashlety faced complications because they were working for peoplewho didn'tf need to sell and had a sentimentaol attachment to the property. Even more complex was proving cleare title, Loyd said. The title examine "had to trace multiple peoplde throughmultiple generations" to make sure everyonre was credited with the proper ownership share.
The titles examiner said it was the most complex case he had ever and Loyd and Ashley agree they got an education in the laws of Onthe buyer's side, David A. Robinson, senior vice presidenrt of NationsBank, had to deal with complexitiez ofhis own. Because the buildin g would be givento GSU, for the state attorney general had to approve all aspectss of the donation -- including the intention to continue leasinf space to The Commerce which would be serving alcohol on university property. Aftee a final flurry of activity, the deal closedc at the end of with the Woodruff Foundation underwriting a part ofthe purchase.
Carter and Associates represented NationsBank throughout the deal and took no Robinson said. The result is "a transaction with a lot of Robinson said: GSU gets a buildiny that complements its campusmastert plan; The Commerce Club gets a long-term lease; Atlanta gets a boost to its efforte to revive the Fairlie-Poplar and NationsBank is able to continue its supporyt of the education and business communities.
The actual sale included only about an eighthy of an acre under theCommercer Building. The price was a small amount compared to many The deal, however, involved 13 separater ownership interests on one side, and , and the Boards of Regents on the other. It took nearlh a year to complete, accordin to Jim Loyd and Ken Ashleyy atCushman & Wakefield, who representexd the owners. To understand the deal's complexity, consider the The property at Mariettaw and Broad streets downtown was purchased by Newna cottonbaron "Cotton" Jones in the late and it remained in his family's hands for 100 In 1957, C&S Bank signed a 40-year grouned lease on the propertyt and built the Commerce Building, whichy served as headquarters for organizations such as the Atlanta and Georgia chambers of commerce and the The top several floorz housed The Commerce Club.
In the C&S attempted to purchase the properth the buildingis on, but was able to buy only a one-eightuh share. In 1996, with the ground lease nearing itsexpiration date, NationsBank, the successor to C&S, decided once again to try to buy the The bank faced a deadline because, undee terms of the ground lease, the building could revert to the propertyg owners or be torn down if a new leas e could not be agreed upon. The bank wantee to donate the buildingto GSU. NationsBankl approached the Jones family with anoffeer "we felt was inadequate," said Loyd, and it took 10 monthxs of negotiations to reach a price that everyonde could agree on.
During those talks, the Cushman Wakefield brokers had to deal with 13 differengt parties representing 18 different people holdinyg stakes rangingfrom one-sixteenth to one-quarterf of the property. Loyd and Ashlety faced complications because they were working for peoplewho didn'tf need to sell and had a sentimentaol attachment to the property. Even more complex was proving cleare title, Loyd said. The title examine "had to trace multiple peoplde throughmultiple generations" to make sure everyonre was credited with the proper ownership share.
The titles examiner said it was the most complex case he had ever and Loyd and Ashley agree they got an education in the laws of Onthe buyer's side, David A. Robinson, senior vice presidenrt of NationsBank, had to deal with complexitiez ofhis own. Because the buildin g would be givento GSU, for the state attorney general had to approve all aspectss of the donation -- including the intention to continue leasinf space to The Commerce which would be serving alcohol on university property. Aftee a final flurry of activity, the deal closedc at the end of with the Woodruff Foundation underwriting a part ofthe purchase.
Carter and Associates represented NationsBank throughout the deal and took no Robinson said. The result is "a transaction with a lot of Robinson said: GSU gets a buildiny that complements its campusmastert plan; The Commerce Club gets a long-term lease; Atlanta gets a boost to its efforte to revive the Fairlie-Poplar and NationsBank is able to continue its supporyt of the education and business communities.
Saturday, July 2, 2011
Alex Sink slams no-bid ad campaign by AG Bill McCollum - South Florida Business Journal:
http://yobtddl.com/Showcase/Diamond-Plugs/
In a March 26 letter to McCollum, Sink said that while the attorney general has the right toaward no-bidr contracts like the one he gave to for artistic the has the authority to “verify” if such agreements have “adequate requirements to process payment.” “Sufficiengt supporting documentation is still required by your office before payment could be made,” Sink said in her McCollum has already spent $1.4 million on a cyber safetyt advertising campaign that has included payments of $175,00p0 to Mottola, according to published reports. Mottola was the group that filmed campaign ads for McCollum during his 2006 Republica run forattorney general.
“oI was disappointed to learmn that you intend to continueyour no-bid contract to Chris Mottola instead of going throughg a competitive bidding process,” said a Democrat. “Also, it is importantg to note these funds are publicfundsx — they belong to Florida’s taxpayers.” Sink also suggestes that McCollum should seek out a different face to present cyber safety in the spots, specifically “America’ds Most Wanted” host John Walsh, insteade of McCollum himself to “avoid a perception of self McCollum told Sink that cybed safety is “not a political issu e — our children’s safetyy hangs in the balance — and that the PSAs are an effectivde educational tool which was not implemented with taxpayers' dollars, but rathetr with funds from settlements with privatr companies which have defrauded the citizensx of Florida.
” Mottola’s focus has been primarilyt on political campaign work in the almost primarily for Republicans according to the firm’s Web site, including Georgew W. Bush, Lincoln Chafee, Arlem Specter, George Pataki and Gordon
In a March 26 letter to McCollum, Sink said that while the attorney general has the right toaward no-bidr contracts like the one he gave to for artistic the has the authority to “verify” if such agreements have “adequate requirements to process payment.” “Sufficiengt supporting documentation is still required by your office before payment could be made,” Sink said in her McCollum has already spent $1.4 million on a cyber safetyt advertising campaign that has included payments of $175,00p0 to Mottola, according to published reports. Mottola was the group that filmed campaign ads for McCollum during his 2006 Republica run forattorney general.
“oI was disappointed to learmn that you intend to continueyour no-bid contract to Chris Mottola instead of going throughg a competitive bidding process,” said a Democrat. “Also, it is importantg to note these funds are publicfundsx — they belong to Florida’s taxpayers.” Sink also suggestes that McCollum should seek out a different face to present cyber safety in the spots, specifically “America’ds Most Wanted” host John Walsh, insteade of McCollum himself to “avoid a perception of self McCollum told Sink that cybed safety is “not a political issu e — our children’s safetyy hangs in the balance — and that the PSAs are an effectivde educational tool which was not implemented with taxpayers' dollars, but rathetr with funds from settlements with privatr companies which have defrauded the citizensx of Florida.
” Mottola’s focus has been primarilyt on political campaign work in the almost primarily for Republicans according to the firm’s Web site, including Georgew W. Bush, Lincoln Chafee, Arlem Specter, George Pataki and Gordon
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