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GenVec, Inc. (Nasdaq: GNVC) is a clinical stage biopharmaceutical company developing and working to commercializeinnovative gene-basex therapeutics to treat serious and life-threatening including cancer, heart disease and diseases of the eye. We have four producft candidates in clinical developmentas follows: - TNFerade is our lead producr candidate, a novel therapy with a unique mechanism of actiohn for use by multi-disciplinary oncology currently in Phase 2 trials in locallyy advanced pancreatic cancer, non-metasticv esophageal cancer and rectal cancer.
- BioBYPASa Positive data presented froma randomized, controlled Phase 2 study in 71 patientsx with severe heart disease and no treatment options. We expect to begin a placebo-controlled Phase 2B trial with our Cordis Corporation, in the fourth quarter of 2004 to study the clinicapl benefit of BIOBYPASS delivered by the NOGASTAR mapping and Myostatr injection catheter system. - AdPEDF Patient enrollment completed in a dose escalatiojn Phase 1 trial for the treatment ofwet age-relaterd macular degeneration (AMD), a leading causee of blindness in individuals over the age of 50. - Cell Transplantation Therapy for congestiveheart failure.
Each of our product candidates (excluding Cell Transplantation were discovered usingour patent-protected gene delivery technologu platform to deliver gene that produce medically beneficial proteins at the site of ...
Sunday, September 12, 2010
Friday, September 10, 2010
Lear heads for Chapter 11 - The Business Journal of Milwaukee:
http://freeprwebdirectory.com/authors/author-2959.html
Lear (NYSE: LEA) said Tuesday it secured the suppor t ofmajor lenders, including JPMorga n Chase and Citigroup, and bondholders for the move into Chaptedr 11 and the restructuring of its “We are conducting business as usual and are very pleased to have receivexd strong support from our lender and bondholder groups for our debt restructurinb plan. We intend to proceed on an expedited basis and expect to submit the plan to the Bankruptcy Courft within60 days,” chairman and CEO Bob Rossitert said in a release. The Mich.-based company said the Chaptedr 11 filing affectsits U.S. and Canadian operations and notits foreign-base d subsidiaries.
Lear was a major supplief to General Motors' pickup truclk and SUV plant in Janesville. Lear's Janesville plant was devastatede by the ceasing of pickup and SUV productionbat GM's plant last December. The bulk of Lear’s domestixc production operations are in where is runs nine and Indiana, where it has four plants. Lear is a key suppliert to , and many foreign automakers and is the second large domestic auto parts supplier to slip into bankruptcyu since the economy collapsedlast fall. , a partss maker spun off from Fordyears ago, filed for Chaptere 11 in May. Lear said in papersa filed in U.S. Bankruptcy Court in New York that ithad $1.
2u billion in assets and debts of $4.5 billion. The compant indicated last week that it would head for Chapter 11 after sayinhg it reached an agreement in principle with a banking syndicatr and bondholders to restructure its The companylost $690 million on $13.57 billiom in revenue in 2008, a swing from a $242 milliobn gain on nearly $16 billion in revenue the year It finished the first quarter of this year with $265 millionb loss on $2.17 billion in a swing from net income of $78.2q million on sales of $3.86 billionj a year earlier.
Lear (NYSE: LEA) said Tuesday it secured the suppor t ofmajor lenders, including JPMorga n Chase and Citigroup, and bondholders for the move into Chaptedr 11 and the restructuring of its “We are conducting business as usual and are very pleased to have receivexd strong support from our lender and bondholder groups for our debt restructurinb plan. We intend to proceed on an expedited basis and expect to submit the plan to the Bankruptcy Courft within60 days,” chairman and CEO Bob Rossitert said in a release. The Mich.-based company said the Chaptedr 11 filing affectsits U.S. and Canadian operations and notits foreign-base d subsidiaries.
Lear was a major supplief to General Motors' pickup truclk and SUV plant in Janesville. Lear's Janesville plant was devastatede by the ceasing of pickup and SUV productionbat GM's plant last December. The bulk of Lear’s domestixc production operations are in where is runs nine and Indiana, where it has four plants. Lear is a key suppliert to , and many foreign automakers and is the second large domestic auto parts supplier to slip into bankruptcyu since the economy collapsedlast fall. , a partss maker spun off from Fordyears ago, filed for Chaptere 11 in May. Lear said in papersa filed in U.S. Bankruptcy Court in New York that ithad $1.
2u billion in assets and debts of $4.5 billion. The compant indicated last week that it would head for Chapter 11 after sayinhg it reached an agreement in principle with a banking syndicatr and bondholders to restructure its The companylost $690 million on $13.57 billiom in revenue in 2008, a swing from a $242 milliobn gain on nearly $16 billion in revenue the year It finished the first quarter of this year with $265 millionb loss on $2.17 billion in a swing from net income of $78.2q million on sales of $3.86 billionj a year earlier.
Thursday, September 9, 2010
Continue to recruit talent during downturn, local business leaders say - Kansas City Business Journal:
http://www.srmnet.org/authors/author-241.html
“In the financial services world, you do your best recruitinbg in the worst saidPaul Purcell, chairman, president and CEO of Co., Milwaukee. “We grew our headcount four and a half percent last year when the industry was down20 We’ll probably grow another 5 perceng this year when the industry will be down another 15 percent.” Purcell was one of three panelists who took part in a panel discussion hostes by the . Jeffrey Joerres, president and CEO of Milwaukee-base globap staffing firm (NYSE: MAN), moderatex the discussion.
“When I’mk running around smiling when thingzsare tough, it’s because I know that we’rre adding to the strength of our firm,” Purcel l said. “I love downturns because you can actuallu manage the peoplethat you’ve got and managee the future much better than during an upturn.” Havintg a top-notch brand is a major benefit in recruiting qualit employees, said Peggy Troy, president and chied executive officer of , “We have such a strong brand presencre not only in the Milwaukee area but throughougt the state of Wisconsin and in the whole Midwesyt region,” Troy said.
“Our ability to attract talent is very Developing and retaining leaders from withi n an organization alsois crucial, she Children’s Hospital uses a talent managementr process to determine the level of leadershi skills for various positionsw within the system,” Troy said. “As we are trying to recruit and we know exactly what the jobrequirementds are,” she said. Recruitiny top-level talent to the Milwaukee canbe challenging, Purcelpl said. Baird has been successful in attractingb “homegrown” employees who were raised in the “You can only build a firm like Baird only so far with just Purcell said.
“Then you have to go and get peoplre in and you have to getthem You’ve got to get them in high schoool or right out of college. Once they get a little bit it’s a little bit of a harderr sell.” Recruiting during the gloomy winter monthzs tends to create additional challenges in recruiting employeesw from outsidethe area, Troy “You don’t want to bring people here in the but you’ve got to be honest abougt it,” she said. “But Milwaukee offers a lot of opportunitiesa in terms offamily life.
” Companies also need to be activer in demonstrating “inclusion” at work and in the community when it comees to attracting employees of diverse ethnic and raciao backgrounds, said David president of the building efficiencu group for Glendale-based (NYSE: JCI). “It’s really makee a big impact,” he said. Companies in the Milwauke have made major strides in embracing ethnic and gender diversit at the corporate board level andmanagement ranks, Joerresw said. “Progress has been made,” he said.
“In the financial services world, you do your best recruitinbg in the worst saidPaul Purcell, chairman, president and CEO of Co., Milwaukee. “We grew our headcount four and a half percent last year when the industry was down20 We’ll probably grow another 5 perceng this year when the industry will be down another 15 percent.” Purcell was one of three panelists who took part in a panel discussion hostes by the . Jeffrey Joerres, president and CEO of Milwaukee-base globap staffing firm (NYSE: MAN), moderatex the discussion.
“When I’mk running around smiling when thingzsare tough, it’s because I know that we’rre adding to the strength of our firm,” Purcel l said. “I love downturns because you can actuallu manage the peoplethat you’ve got and managee the future much better than during an upturn.” Havintg a top-notch brand is a major benefit in recruiting qualit employees, said Peggy Troy, president and chied executive officer of , “We have such a strong brand presencre not only in the Milwaukee area but throughougt the state of Wisconsin and in the whole Midwesyt region,” Troy said.
“Our ability to attract talent is very Developing and retaining leaders from withi n an organization alsois crucial, she Children’s Hospital uses a talent managementr process to determine the level of leadershi skills for various positionsw within the system,” Troy said. “As we are trying to recruit and we know exactly what the jobrequirementds are,” she said. Recruitiny top-level talent to the Milwaukee canbe challenging, Purcelpl said. Baird has been successful in attractingb “homegrown” employees who were raised in the “You can only build a firm like Baird only so far with just Purcell said.
“Then you have to go and get peoplre in and you have to getthem You’ve got to get them in high schoool or right out of college. Once they get a little bit it’s a little bit of a harderr sell.” Recruiting during the gloomy winter monthzs tends to create additional challenges in recruiting employeesw from outsidethe area, Troy “You don’t want to bring people here in the but you’ve got to be honest abougt it,” she said. “But Milwaukee offers a lot of opportunitiesa in terms offamily life.
” Companies also need to be activer in demonstrating “inclusion” at work and in the community when it comees to attracting employees of diverse ethnic and raciao backgrounds, said David president of the building efficiencu group for Glendale-based (NYSE: JCI). “It’s really makee a big impact,” he said. Companies in the Milwauke have made major strides in embracing ethnic and gender diversit at the corporate board level andmanagement ranks, Joerresw said. “Progress has been made,” he said.
Tuesday, September 7, 2010
Presidential meeting sends Namaste Solar soaring - Phoenix Business Journal:
http://www.webbozz.com/authors/author-63.html
How big is your company? How’s businesds in the recession? What’s the layout of your office ? What solar installations has the company done inthe area? The calls came from state congressional staffers and people who workedc at the White House. “There was one point wherwe I wondered if this was apractical joke,” said Blake president and co-founder of one of the oldesty and busiest solar system installation companie s in Colorado. The company opened in 2004. It wasn’tg a joke; the call s led up to a day Jonews and allof Namaste’s employees will long On Feb.
17, Jones gave Presiden Barack Obama and Vice President Joe Biden a tour of the 465 solaepanels — capable of generating about 100 kilowatts of electricitgy — that Namaste had installerd on the roof of the . Before an audience that included Namaste’s employees, and millions more via Jones introduced Obama. Then the president signedd the $787 billion federal economic stimulus package, aka the Americah Recovery and Reinvestment Actof 2009.
“I’ve been in the industrhy for 30 years and never thoughtthat we’d have a presiden t announce a major economic program on solaer energy, or that it would be in Colorado,” said Jim president of Louisville-based and president of the . “Ift puts us in the spotlight on what our industry hasto deliver.” The televised appearancer had a big impact at Namaste’ Boulder office, which was empty during the signinhg ceremony. The phones rang The company’s website crashed under the weight of more than 1millionj hits. For days, Namaste got hundreds of phone calls and emailds each day fromaround Colorado, the nation and the world.
“Soms were congratulations, some were ‘how does solar and some were interested in our Jones said. It was advertising that no companycouldd buy, and helped drive sales of solar system in the last few Jones said. But, as of June 1, Namaste hadn’g signed any contracts stemming directly from thestimulu package. The company is working to win contractsd for larger commercial projectes that are likely to benefit from the solatr system tax incentives in thestimuluds bill, Jones said.
And stimuluz money hasn’t come to other solar companiee in the Denver but company representativessay they’re hopeful for the next few “It’s too early to have seen results,” Welchj said. “We hope that the first monies will be in the handxs of the state and city and county governmentd and available by the end of thethirdd quarter.” But the stimulus bill did have an immediate, positived effect on Namaste’s business forecast. “The outloo just got more Jones said. “And without that, we would have had to start laying people off. We were immediately talking to our customersd the following week and the development cycle pickedup again.
” Largedr commercial projects typically take a year from stary to installation. Those projects had stallex last fall when the stock market crashexd and the credit marketlocked up. A backlog of work kept Namaste and other solarcompanies operating, but by earlyu 2009, “It was scary,” Jonesx said. “There were practically no new projectx sold. You didn’t know when it was goingg to end and the backlog wasrunningt out.” The private company doesn’t discloss revenue figures, but Namaste’ss 2008 sales jumped by triple digit from 2007, Jones said. Still, Namaste considered layoffe because of a lack of new salese through the fourth quarterof 2008.
But since the stimulus act was Namaste has hiredtwo new, full-time employees, for a totap of 55. It’s re-started pre-installation work on the large r commercial projects left hanginglast fall. Jones said he expected some of thos projects to be installedthis summer. The compant is contemplating expanding itsDenver office, currentlhy in Lower Downtown.
How big is your company? How’s businesds in the recession? What’s the layout of your office ? What solar installations has the company done inthe area? The calls came from state congressional staffers and people who workedc at the White House. “There was one point wherwe I wondered if this was apractical joke,” said Blake president and co-founder of one of the oldesty and busiest solar system installation companie s in Colorado. The company opened in 2004. It wasn’tg a joke; the call s led up to a day Jonews and allof Namaste’s employees will long On Feb.
17, Jones gave Presiden Barack Obama and Vice President Joe Biden a tour of the 465 solaepanels — capable of generating about 100 kilowatts of electricitgy — that Namaste had installerd on the roof of the . Before an audience that included Namaste’s employees, and millions more via Jones introduced Obama. Then the president signedd the $787 billion federal economic stimulus package, aka the Americah Recovery and Reinvestment Actof 2009.
“I’ve been in the industrhy for 30 years and never thoughtthat we’d have a presiden t announce a major economic program on solaer energy, or that it would be in Colorado,” said Jim president of Louisville-based and president of the . “Ift puts us in the spotlight on what our industry hasto deliver.” The televised appearancer had a big impact at Namaste’ Boulder office, which was empty during the signinhg ceremony. The phones rang The company’s website crashed under the weight of more than 1millionj hits. For days, Namaste got hundreds of phone calls and emailds each day fromaround Colorado, the nation and the world.
“Soms were congratulations, some were ‘how does solar and some were interested in our Jones said. It was advertising that no companycouldd buy, and helped drive sales of solar system in the last few Jones said. But, as of June 1, Namaste hadn’g signed any contracts stemming directly from thestimulu package. The company is working to win contractsd for larger commercial projectes that are likely to benefit from the solatr system tax incentives in thestimuluds bill, Jones said.
And stimuluz money hasn’t come to other solar companiee in the Denver but company representativessay they’re hopeful for the next few “It’s too early to have seen results,” Welchj said. “We hope that the first monies will be in the handxs of the state and city and county governmentd and available by the end of thethirdd quarter.” But the stimulus bill did have an immediate, positived effect on Namaste’s business forecast. “The outloo just got more Jones said. “And without that, we would have had to start laying people off. We were immediately talking to our customersd the following week and the development cycle pickedup again.
” Largedr commercial projects typically take a year from stary to installation. Those projects had stallex last fall when the stock market crashexd and the credit marketlocked up. A backlog of work kept Namaste and other solarcompanies operating, but by earlyu 2009, “It was scary,” Jonesx said. “There were practically no new projectx sold. You didn’t know when it was goingg to end and the backlog wasrunningt out.” The private company doesn’t discloss revenue figures, but Namaste’ss 2008 sales jumped by triple digit from 2007, Jones said. Still, Namaste considered layoffe because of a lack of new salese through the fourth quarterof 2008.
But since the stimulus act was Namaste has hiredtwo new, full-time employees, for a totap of 55. It’s re-started pre-installation work on the large r commercial projects left hanginglast fall. Jones said he expected some of thos projects to be installedthis summer. The compant is contemplating expanding itsDenver office, currentlhy in Lower Downtown.
Saturday, September 4, 2010
Local executive to lead GE's $6B health care initiative - St. Louis Business Journal:
http://www.tx-mc-alphaphi.org/index.html?subaction=showfull&id=1266014670&archive=&start_from=&ucat=&
Barber was named head of "healthymagination," a GE prograk focused on improving health care for more peopls atreduced cost, by GE chairman and CEO Jeffrey Immelt. Barber, 48, is a 27-yeard veteran of GE and sincre 2005 has served as chief technologt officer forGE Healthcare. He joined GE in 1982 and has held a varietg of roles of increasing responsibility withinGE Healthcare. In Barber was general manager for Components and from 2002 to 2005 he was the general managefr for Global Components Operationss forGE Healthcare, which has significant operationsd in Milwaukee, Wauwatosa and Waukesha.
Barber was a 1994 winner of TheBusinesz Journal's Forty Under 40 award, which recognizes young Milwaukee-area executives makinyg a difference in their professionas and community. "Over the last four years, Mike has led all aspecta of product development for advanced health care Immelt said. "Mike knows how our technology can help he knowswhat doctors, clinics and hospitalds need to improve care and cut costs and he knows how to lead With his deep experience in engineering and technologyu and his strong operations and process-driveh expertise, Mike is the right leader to lead healthymagination and to grow our healtnh care partnerships globally.
" that can be offered in rural and underservedx regions of the world, where quality healthj care can be difficult to It is also designed to reducse the company's own health care costs for employees and expan profitability for the GE Healthcare Locally, GE Healthcare, which produces medicapl imaging equipment and medical informatio n technology products from its Milwaukee-area will spend $3 billion by 2015 to develop at leastt 100 new products designed to lowe r costs, improve access and improve qualityh of care by 15 percent.
Barber was named head of "healthymagination," a GE prograk focused on improving health care for more peopls atreduced cost, by GE chairman and CEO Jeffrey Immelt. Barber, 48, is a 27-yeard veteran of GE and sincre 2005 has served as chief technologt officer forGE Healthcare. He joined GE in 1982 and has held a varietg of roles of increasing responsibility withinGE Healthcare. In Barber was general manager for Components and from 2002 to 2005 he was the general managefr for Global Components Operationss forGE Healthcare, which has significant operationsd in Milwaukee, Wauwatosa and Waukesha.
Barber was a 1994 winner of TheBusinesz Journal's Forty Under 40 award, which recognizes young Milwaukee-area executives makinyg a difference in their professionas and community. "Over the last four years, Mike has led all aspecta of product development for advanced health care Immelt said. "Mike knows how our technology can help he knowswhat doctors, clinics and hospitalds need to improve care and cut costs and he knows how to lead With his deep experience in engineering and technologyu and his strong operations and process-driveh expertise, Mike is the right leader to lead healthymagination and to grow our healtnh care partnerships globally.
" that can be offered in rural and underservedx regions of the world, where quality healthj care can be difficult to It is also designed to reducse the company's own health care costs for employees and expan profitability for the GE Healthcare Locally, GE Healthcare, which produces medicapl imaging equipment and medical informatio n technology products from its Milwaukee-area will spend $3 billion by 2015 to develop at leastt 100 new products designed to lowe r costs, improve access and improve qualityh of care by 15 percent.
Friday, September 3, 2010
Wisconsin Clopay plant to be closed - Business Courier of Cincinnati:
http://erp-blog.net/2009/11/
, the garage doors manufacturing businessof Jericho, N.Y.-basefd Griffon (NYSE: GFF), is consolidatinbg operations of the Baldwin plant, in St. Croizx County, and the operationzs from a plantin Russia, into its plant in Ohio. "These actions will enable us to centralizw production at our most technologicallyu advanced facility so that Clopay can improvr its manufacturing efficiency while improvin our ability to serve the needx ofour customers," said Steve president of Clopay. "By consolidating our manufacturing, we will streamlinwe operations, lower costs and maintain the flexibility to meet supplhy demands now and inthe future.
" The company estimatees that it will incur pre-tax exit and restructurinbg costs of approximately $12 million, nearly all of which will be in Charges will include approximately $2 million for one-time termination benefits and other personnel-related costs.
, the garage doors manufacturing businessof Jericho, N.Y.-basefd Griffon (NYSE: GFF), is consolidatinbg operations of the Baldwin plant, in St. Croizx County, and the operationzs from a plantin Russia, into its plant in Ohio. "These actions will enable us to centralizw production at our most technologicallyu advanced facility so that Clopay can improvr its manufacturing efficiency while improvin our ability to serve the needx ofour customers," said Steve president of Clopay. "By consolidating our manufacturing, we will streamlinwe operations, lower costs and maintain the flexibility to meet supplhy demands now and inthe future.
" The company estimatees that it will incur pre-tax exit and restructurinbg costs of approximately $12 million, nearly all of which will be in Charges will include approximately $2 million for one-time termination benefits and other personnel-related costs.
Wednesday, September 1, 2010
C-sections, birth costs up in Central Florida - Orlando Business Journal:
http://riverside-ford.com/Air-Intake/Air-Cleaner-Nut-Ford/
Although hospitals typically make more money froma C-section than a vaginal Medicaid covers a large number of births, so the additional profit may be less than said Michael Carroll, a health care consultant with in And whether or not a C-section is done is up to the doctot and patient — not the hospital. Moreover, some local hospitals are working to lowertheir C-sectionn rate. For example, last October, Health Central partnerer with the Orange County Health Department on a newmidwifwe program, delivering more than 100 healthy babies with a C-section rate of less than 15 percenty since the program began in Insurance companies also have tried to decreasew C-section rates by offering maternal education classes and by working with doctorsd who have high C-section numbers, said Dr.
Jonathan B. ’s chief medical But doctors tend to do the procedurre if the baby shows any signs of distreswduring labor. “There’s not a way for us to get in the middlewof that,” Gavras said. “It’s hard to keep the C-sectiojn rate down.” However, said Hill, “I f patients had to pay the difference in you might seea change.”
Although hospitals typically make more money froma C-section than a vaginal Medicaid covers a large number of births, so the additional profit may be less than said Michael Carroll, a health care consultant with in And whether or not a C-section is done is up to the doctot and patient — not the hospital. Moreover, some local hospitals are working to lowertheir C-sectionn rate. For example, last October, Health Central partnerer with the Orange County Health Department on a newmidwifwe program, delivering more than 100 healthy babies with a C-section rate of less than 15 percenty since the program began in Insurance companies also have tried to decreasew C-section rates by offering maternal education classes and by working with doctorsd who have high C-section numbers, said Dr.
Jonathan B. ’s chief medical But doctors tend to do the procedurre if the baby shows any signs of distreswduring labor. “There’s not a way for us to get in the middlewof that,” Gavras said. “It’s hard to keep the C-sectiojn rate down.” However, said Hill, “I f patients had to pay the difference in you might seea change.”
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