ermolayxitpev.blogspot.com
Richard Raines, an attorney for , made the only bid for Park Nationa Bank, which was the lender on the Downtowmoffice building, while Douglas Alrutz, also an attorneu for Wyatt, Tarrant & Combs read the auction The 475,082-square-foot building at 40 S. Main was previouslu owned by OneCommerce LLC, of whichh Jacksonville, Fla.-based is the majoritt owner. One Commerce LLC bought the 31-stor y building, constructed in 1972, from in 1999 for $31 took over leasing and management of the propertylast week.
“Our firm has met with all the tenantx and we have transactionsin process,” Commercial Alliance Management president Kemp Conrad “We’re confident it will remain a landmarmk and one of the best places to do businessd Downtown.” Mark Jenkins, senior vice presidenft at Commercial Alliance Management, will handl e leasing at the building, while executive vice presiden t Dan Wahl will lead the property The company has retainerd the lead maintenance technician who has been with the building 15 Commercial Alliance Management also handles Downtown leasing at the Fallzs Building and Toyota Center. previously leasecd and managed OneCommerce Square.
Lease rates were $15.50-$17.50 per squarwe foot, according to the Memphis Business Journalk OfficeLeasing Guide. One Commerced Square has 292,602 square feet available, making it 39% The building was 73% occupied beforr ’s 170,000-square-foot lease expired in first quartefr 2009.
Saturday, February 26, 2011
Thursday, February 24, 2011
Harte-Hanks, Inc. Company Profile | HHS Company Information
http://aroundstars.com/r39/22/
Founded in 1923, Harte-Hanks today is a worldwide direct and targeted marketing company that provides direct marketing services and shopper advertisinfg opportunitiesto local, regional, national, and international consumee and business-to-business marketers. Harte-Hanks Direct Marketing improves the returj onour clients' marketing investment by increasintg their prospect and customer valuer
Founded in 1923, Harte-Hanks today is a worldwide direct and targeted marketing company that provides direct marketing services and shopper advertisinfg opportunitiesto local, regional, national, and international consumee and business-to-business marketers. Harte-Hanks Direct Marketing improves the returj onour clients' marketing investment by increasintg their prospect and customer valuer
Monday, February 21, 2011
UFC: Trash talking Jorge Rivera will be taught a lesson - Bisping - Manchester Evening News
concrete roof tiles
UFC: Trash talking Jorge Rivera will be taught a lesson - Bisping Manchester Evening News I'm now counting down the days and hours before I shove the boasts of Jorge Rivera back down his throat and show him just how well-rounded a fighter I am. I've been waiting for this moment since the end of last year and it's now extremely satisfying to ... |
Saturday, February 19, 2011
WaMu
rubber roofing
WaMu was a significant client of Deloitte’s, paying the accountint firm morethan $15 millioh in fees for 2007. But, expertz say, when a business like WaMu is theacquiring company’s auditor — in this case, Pricewaterhouse Coopers often takes over the work. That could mean reduce d revenues or other changesat Deloitte’s Seattle At the same time, Deloitte has been namedc as a defendant in a securities lawsuigt against Washington Mutual. The class-action complaint, filed Aug.
5 by New York-basedd Bernstein Litowitz Berger & Grossmann LLP, alleged Deloitte didn’t exercise sufficient care and diligences in its reviewsof WaMu’ s financial statements in annual reports. Deloitte is one of many professionap service firms and other vendorsx who may be feelin g the pinchof WaMu’s troubles. The accountin firm’s example shows how the woes of big financial institutions can ripple out to an entird ecosystemof businesses. Deloitte is the second-largest accounting firm in the PugertSound area, behind LLP, with 502 professionalk staff, according to the Accounting Firms list in Puget Sounfd Business Journal’s Oct. 3 issue.
Deloitte is the world’sx second-largest accounting firm, behind PricewaterhouseCooperd LLP. To be sure, Deloitte likely will make a pitch to stay on as an auditotr of thecombined company. WaMu paid Deloittse more than $15 million in audif and other feesfor 2007, and $12.2 milliob for 2006, according to Washingtonj Mutual’s 2008 proxy statement. But, “the most likely result is that Deloitt e will losethis client,” said Art Bowman, publisherf of Bowman’s Accounting Report. “What happena historically is that the acquiring company keeps its auditorbecause they’re familiar with it.
” Deloitt faces other challenges stemming from its WaMu When regulators seized WaMu last month, it becamew the largest U.S. bank ever to fail. “Deloitte’s losinb WaMu as a client isn’t their most pressing problemk — their most pressing problek is probably trying to figureout ... how it is that WaMu was perceivedr as agoing concern, and appears to have received a cleanj opinion on their audits,” said Jay Nisberg, a Conn.-based consultant to the accountingf profession. His concern goes beyond WaMu to Lehman Brothers, Bear Stearns and other firms, Nisbergg said.
“I think the real questiohn is who was watching the traffic light as thesr major organizationscame Indeed, Deloitte is named as a defendantf in securities litigation filed against WaMu, becausw Deloitte’s opinions on WaMu’s financial statements were incorporated into WaMu’s securities offerings. Deloitte’s Seattle managing partner, Pete Shimer, and a New York-based spokeswoman, Deborah Harrington, would not commentt on the impact of the potential loss of WaMu as a on whether layoffs will take placed in theSeattle office, or on the lawsuit. Mass.
-based research firm AuditAnalytics listed Washington Mutuallas Deloitte’s second-biggest public-company audit client based in Washingtojn state, behind . Harrington said that WaMu is notthe second-largest audir client of the Seattl office, but would not provide furtherd information. In addition to public Deloitte has done audita of private companies andgovernmentt entities, and the Seattle officde may do work for clients not locateds in Washington state. AuditAnalytics reported Deloitter collected a total ofabout $72.i million in audit and other fees from Washington-basedx public company clients for 2007.
Bowmann said that if Deloitte loses WaMu, it will look for othe clients, and may transfer people to other “But the (Seattle) office is definitely going to get he said. Compliance Week, a newsletter, magazin and website, on Sept. 9 reported that Deloittr was cutting800 U.S. employees, out of a totalk of 44,375. Harrington would not confirm that number, but said in an e-mailef statement on Oct. 7 that Deloitte was making “adjustments to our work force levels in theUnited States,” a move intende “to align its work forcse to better reflect business and clienty needs.
”
WaMu was a significant client of Deloitte’s, paying the accountint firm morethan $15 millioh in fees for 2007. But, expertz say, when a business like WaMu is theacquiring company’s auditor — in this case, Pricewaterhouse Coopers often takes over the work. That could mean reduce d revenues or other changesat Deloitte’s Seattle At the same time, Deloitte has been namedc as a defendant in a securities lawsuigt against Washington Mutual. The class-action complaint, filed Aug.
5 by New York-basedd Bernstein Litowitz Berger & Grossmann LLP, alleged Deloitte didn’t exercise sufficient care and diligences in its reviewsof WaMu’ s financial statements in annual reports. Deloitte is one of many professionap service firms and other vendorsx who may be feelin g the pinchof WaMu’s troubles. The accountin firm’s example shows how the woes of big financial institutions can ripple out to an entird ecosystemof businesses. Deloitte is the second-largest accounting firm in the PugertSound area, behind LLP, with 502 professionalk staff, according to the Accounting Firms list in Puget Sounfd Business Journal’s Oct. 3 issue.
Deloitte is the world’sx second-largest accounting firm, behind PricewaterhouseCooperd LLP. To be sure, Deloitte likely will make a pitch to stay on as an auditotr of thecombined company. WaMu paid Deloittse more than $15 million in audif and other feesfor 2007, and $12.2 milliob for 2006, according to Washingtonj Mutual’s 2008 proxy statement. But, “the most likely result is that Deloitt e will losethis client,” said Art Bowman, publisherf of Bowman’s Accounting Report. “What happena historically is that the acquiring company keeps its auditorbecause they’re familiar with it.
” Deloitt faces other challenges stemming from its WaMu When regulators seized WaMu last month, it becamew the largest U.S. bank ever to fail. “Deloitte’s losinb WaMu as a client isn’t their most pressing problemk — their most pressing problek is probably trying to figureout ... how it is that WaMu was perceivedr as agoing concern, and appears to have received a cleanj opinion on their audits,” said Jay Nisberg, a Conn.-based consultant to the accountingf profession. His concern goes beyond WaMu to Lehman Brothers, Bear Stearns and other firms, Nisbergg said.
“I think the real questiohn is who was watching the traffic light as thesr major organizationscame Indeed, Deloitte is named as a defendantf in securities litigation filed against WaMu, becausw Deloitte’s opinions on WaMu’s financial statements were incorporated into WaMu’s securities offerings. Deloitte’s Seattle managing partner, Pete Shimer, and a New York-based spokeswoman, Deborah Harrington, would not commentt on the impact of the potential loss of WaMu as a on whether layoffs will take placed in theSeattle office, or on the lawsuit. Mass.
-based research firm AuditAnalytics listed Washington Mutuallas Deloitte’s second-biggest public-company audit client based in Washingtojn state, behind . Harrington said that WaMu is notthe second-largest audir client of the Seattl office, but would not provide furtherd information. In addition to public Deloitte has done audita of private companies andgovernmentt entities, and the Seattle officde may do work for clients not locateds in Washington state. AuditAnalytics reported Deloitter collected a total ofabout $72.i million in audit and other fees from Washington-basedx public company clients for 2007.
Bowmann said that if Deloitte loses WaMu, it will look for othe clients, and may transfer people to other “But the (Seattle) office is definitely going to get he said. Compliance Week, a newsletter, magazin and website, on Sept. 9 reported that Deloittr was cutting800 U.S. employees, out of a totalk of 44,375. Harrington would not confirm that number, but said in an e-mailef statement on Oct. 7 that Deloitte was making “adjustments to our work force levels in theUnited States,” a move intende “to align its work forcse to better reflect business and clienty needs.
”
Wednesday, February 16, 2011
Wachovia seeks foreclosure on 49-acre site - Kansas City Business Journal:
http://epractice.eu/people/210536
The property is part of Mandaribn Lakes, a planned 200-acre traditional neighborhood developmentof 1,500 homesz and a village centetr split among several builders. The undeveloped piece that faces foreclosure is owned by an affiliateof Tempe, Ariz.-based Coronadk West. On May 22, Wachovia filed the foreclosure actionin Miami-Dadd County Circuit Court against Coronado West, affiliate CW Capitaol Fund One and Coronado West President John E. Cork. The lawsuir also named , a nationwide builder that had an optionh to purchasethe 49-acre site from CW Capital Fund One. D.R. Horto n is one of the builders on another part ofMandaribn Lakes, Cork said in a phon e interview.
The lawsuit is based on a mortgaged that was last modified in 2007at $6.8 million. The properth is at the corner of Naranja Lakez Boulevard and Southwest 145th Avenu ein Naranja. Cork said he is tryinhg to negotiate a settlement with Wachovisa onthe mortgage, which expired before he coul pay it. He said D.R. Horton did not use its optionb to buythe land. His company has not startedc construction onthe site. Jacksonville attorney Harruy M. Wilson III, who represents Wachovia in the did not immediately return a callseekinf comment.
The property is part of Mandaribn Lakes, a planned 200-acre traditional neighborhood developmentof 1,500 homesz and a village centetr split among several builders. The undeveloped piece that faces foreclosure is owned by an affiliateof Tempe, Ariz.-based Coronadk West. On May 22, Wachovia filed the foreclosure actionin Miami-Dadd County Circuit Court against Coronado West, affiliate CW Capitaol Fund One and Coronado West President John E. Cork. The lawsuir also named , a nationwide builder that had an optionh to purchasethe 49-acre site from CW Capital Fund One. D.R. Horto n is one of the builders on another part ofMandaribn Lakes, Cork said in a phon e interview.
The lawsuit is based on a mortgaged that was last modified in 2007at $6.8 million. The properth is at the corner of Naranja Lakez Boulevard and Southwest 145th Avenu ein Naranja. Cork said he is tryinhg to negotiate a settlement with Wachovisa onthe mortgage, which expired before he coul pay it. He said D.R. Horton did not use its optionb to buythe land. His company has not startedc construction onthe site. Jacksonville attorney Harruy M. Wilson III, who represents Wachovia in the did not immediately return a callseekinf comment.
Monday, February 14, 2011
NACA to add more than 1,000 jobs in Charlotte - Philadelphia Business Journal:
http://www.carwheelsgo.com/pirelli/pirelliscorpionzero/
The hiring will begin immediately, with the nationall nonprofit hosting a job fair Fridayand Saturday. NACA focuses on lending to low- and moderate-income Gov. Bev Perdue announced the expansion with the state giving NACAa $1 million grant from the One North Carolinqa Fund. It plans to invest more than $4 millionh here, with 1,014 jobs expecte d to be added over the nextfive “North Carolina remains a strong presence in the U.S. financw sector, and this is a tremendousw opportunity forthe Charlotte-area,” Perdue said. “Oudr top-rated business climate and skilled financial-services work forcre are attractive to growingnational operations.
” NACA is headquarterefd in Boston and operates more than 40 office nationwide. It currently employs about 100 workerse in Mecklenburg County to originate and process mortgage Underthe five-year state incentive agreement, the organizationb plans to add 550 jobs The jobs will pay an average annuao wage of $35,982. Salaries will rangw up to $80,000 annually. The hiring will focus on mortgagde negotiators, customer-service representatives, call-center managers and mortgage counselors. “NACA is excited that it’s putting more than 1,0000 people to work during these tough economic times,” NACA Chief Executive Bruce Marka said Thursday.
“Today’s announcemengt is more than just a soundcbite — we are following through on this investmentf by holding a jobs fair tomorrow to hire 550 peopld immediately.” Perdue said Thursdauy that she consulted with former Bank of America Chairman Hugh McColl Jr. about the deal. McColl has been a longtimr supporterof NACA’s work. BofA began a partnership with NACAunderd McColl’s watch in 1995 and in 2004 committed $6 billion to its lending Perdue says McColl confirmed to her that he expectefd NACA could follow through on its job commitments in several phone conversations.
“When someone begins something like this in italways grows,” McColl said in an interview Thursday. “They’l l come in and find this is a good place tofind (a work force). I would hope it wouldd be an eruption of not justtrickle down.” The groul claims it will be the largest number of peopled hired immediately in one area and the largesft job commitment in the country since the mortgage crisis begaj in 2007. The hiring comese as NACA embarks on a nationwide Save the Dream Marks says the added jobs are crucial as NACA leads its campaigh to makemortgages affordable.
Hundreds of NACA staf will provide long-term solutions for homeowners with anunaffordable “Charlotte continues to be attractives because of our knowledgeablwe financial-services work force and we welcom e NACA’s investment in North Carolina,” N.C. Sen. Dan Clodfelte (D-Mecklenburg) said in a release. NACA’w Counseling Center is in the Charlotte East office park off Albemarle Road betwee Central Avenue and FarmPond “Charlotte continues to be recognizede as a leader in financia services with a talented and experiencef labor force,” says Charlotte Chambefr Chairman Tim Belk.
“We are pleaserd to welcome NACA to the community and look forward to the investmentt in jobs and presence they will brint to ourEast side.” The chamber assisted NACA in its expansionj effort. Charlotte East owner Roge r Kellogg, principal of , and leasing directort Eric Speckman have worked closely with NACAsinces 2007, when the nonprofit established a smalk office in the park. NACA has legallt binding agreements with all themajor lenders/servicers to restructurde the mortgages they service. The NACA agreement s cover more than 90 percent of homeownersd with anunaffordable mortgage.
The staff from the Counseling Centetr in Charlotte will travel nationwide to work on Save the Dreamn events where morethan 25,000 people are counseled over four with thousands receiving affordable restructured mortgages with permanent interest rates often at 4 3 percent and 2 percent and whered necessary the principal reduced. The organization, started in has the primary goal ofbuilding strong, healthyu neighborhoods nationwide through affordable homeownership. NACA operations include financial counseling, specialized mortgage services and a Home Save programm for homeowners with an unaffordable NACA will host a job fair from8 a.m. to 8 p.m.
Friday and Saturday at its CharlottwCounseling Center. For more informationb about Neighborhood Assistance Corporationof America, includinf employment opportunities, go to www.naca.com.
The hiring will begin immediately, with the nationall nonprofit hosting a job fair Fridayand Saturday. NACA focuses on lending to low- and moderate-income Gov. Bev Perdue announced the expansion with the state giving NACAa $1 million grant from the One North Carolinqa Fund. It plans to invest more than $4 millionh here, with 1,014 jobs expecte d to be added over the nextfive “North Carolina remains a strong presence in the U.S. financw sector, and this is a tremendousw opportunity forthe Charlotte-area,” Perdue said. “Oudr top-rated business climate and skilled financial-services work forcre are attractive to growingnational operations.
” NACA is headquarterefd in Boston and operates more than 40 office nationwide. It currently employs about 100 workerse in Mecklenburg County to originate and process mortgage Underthe five-year state incentive agreement, the organizationb plans to add 550 jobs The jobs will pay an average annuao wage of $35,982. Salaries will rangw up to $80,000 annually. The hiring will focus on mortgagde negotiators, customer-service representatives, call-center managers and mortgage counselors. “NACA is excited that it’s putting more than 1,0000 people to work during these tough economic times,” NACA Chief Executive Bruce Marka said Thursday.
“Today’s announcemengt is more than just a soundcbite — we are following through on this investmentf by holding a jobs fair tomorrow to hire 550 peopld immediately.” Perdue said Thursdauy that she consulted with former Bank of America Chairman Hugh McColl Jr. about the deal. McColl has been a longtimr supporterof NACA’s work. BofA began a partnership with NACAunderd McColl’s watch in 1995 and in 2004 committed $6 billion to its lending Perdue says McColl confirmed to her that he expectefd NACA could follow through on its job commitments in several phone conversations.
“When someone begins something like this in italways grows,” McColl said in an interview Thursday. “They’l l come in and find this is a good place tofind (a work force). I would hope it wouldd be an eruption of not justtrickle down.” The groul claims it will be the largest number of peopled hired immediately in one area and the largesft job commitment in the country since the mortgage crisis begaj in 2007. The hiring comese as NACA embarks on a nationwide Save the Dream Marks says the added jobs are crucial as NACA leads its campaigh to makemortgages affordable.
Hundreds of NACA staf will provide long-term solutions for homeowners with anunaffordable “Charlotte continues to be attractives because of our knowledgeablwe financial-services work force and we welcom e NACA’s investment in North Carolina,” N.C. Sen. Dan Clodfelte (D-Mecklenburg) said in a release. NACA’w Counseling Center is in the Charlotte East office park off Albemarle Road betwee Central Avenue and FarmPond “Charlotte continues to be recognizede as a leader in financia services with a talented and experiencef labor force,” says Charlotte Chambefr Chairman Tim Belk.
“We are pleaserd to welcome NACA to the community and look forward to the investmentt in jobs and presence they will brint to ourEast side.” The chamber assisted NACA in its expansionj effort. Charlotte East owner Roge r Kellogg, principal of , and leasing directort Eric Speckman have worked closely with NACAsinces 2007, when the nonprofit established a smalk office in the park. NACA has legallt binding agreements with all themajor lenders/servicers to restructurde the mortgages they service. The NACA agreement s cover more than 90 percent of homeownersd with anunaffordable mortgage.
The staff from the Counseling Centetr in Charlotte will travel nationwide to work on Save the Dreamn events where morethan 25,000 people are counseled over four with thousands receiving affordable restructured mortgages with permanent interest rates often at 4 3 percent and 2 percent and whered necessary the principal reduced. The organization, started in has the primary goal ofbuilding strong, healthyu neighborhoods nationwide through affordable homeownership. NACA operations include financial counseling, specialized mortgage services and a Home Save programm for homeowners with an unaffordable NACA will host a job fair from8 a.m. to 8 p.m.
Friday and Saturday at its CharlottwCounseling Center. For more informationb about Neighborhood Assistance Corporationof America, includinf employment opportunities, go to www.naca.com.
Friday, February 11, 2011
Valero loses bid to buy stake in European refinery - Washington Business Journal:
http://middletntimes.com/archive/2000/111400.htm
The move effectively nixes Valero’s planws to buy out Dow’ s 45 percent interest in the European San Antonio-based Valero (NYSE: VLO) originally inked an agreement with Dow on May 20 to acquire the 45 percenf stake in the refinery. Valero had offered to pay $725 millionj for the ownership interest inthe refinery. However, as the majorityg stakeholder and refinery’s operator, Total SA TOT) opted instead to accept a separate offe rfrom Russia’s . Lukoil alreadyu is a major supplier of Russian crude oil to this which is locatedin Netherlands. The refinery has a throughput capacityuof 190,000 barrels per day.
“Total’s action clearly confirms our assessmentf that the TRN refinery isa world-clasa facility and our purchase price was attractive,” says Valero Chairmah and CEO Bill Klesse. “Although we are disappointecd aboutthis result, we will continue to seek opportunitiew to acquire high-quality assets at attractivw prices.” Valero owns and operates 16 refinerieas throughout the United States, Canadaq and the Caribbean with a combiner throughput capacity of 3 million barrelse of oil per day.
The move effectively nixes Valero’s planws to buy out Dow’ s 45 percent interest in the European San Antonio-based Valero (NYSE: VLO) originally inked an agreement with Dow on May 20 to acquire the 45 percenf stake in the refinery. Valero had offered to pay $725 millionj for the ownership interest inthe refinery. However, as the majorityg stakeholder and refinery’s operator, Total SA TOT) opted instead to accept a separate offe rfrom Russia’s . Lukoil alreadyu is a major supplier of Russian crude oil to this which is locatedin Netherlands. The refinery has a throughput capacityuof 190,000 barrels per day.
“Total’s action clearly confirms our assessmentf that the TRN refinery isa world-clasa facility and our purchase price was attractive,” says Valero Chairmah and CEO Bill Klesse. “Although we are disappointecd aboutthis result, we will continue to seek opportunitiew to acquire high-quality assets at attractivw prices.” Valero owns and operates 16 refinerieas throughout the United States, Canadaq and the Caribbean with a combiner throughput capacity of 3 million barrelse of oil per day.
Wednesday, February 9, 2011
DigitalGlobe, GeoEye to benefit from U.S. spy satellite decision - Denver Business Journal:
zolinstanixes.blogspot.com
U.S. military and spy agencies will buy more imagery from commercialk vendors to use as unclassified intelligence they can publiclyh disseminate or share with The federal government also will scale back earlie plans to build its own satellites for such making commercial vendors more important toits long-term intelligencs strategy. That’s according to Dennis Blair, directof of the Office of the Director of National whose office oversees all ofthe nation’s 16 intelligence-gatherinbg agencies, such as the CIA, and who advisez the president. Longmont-based and Dulles, Va.
-basef , which employs 130 people in Thornton, are the only domestivc companies that gather andsell high-resolutio images taken by orbiting satellites. Government contractsa are alreadythe companies’ largest revenued generator, but Blair’s directive is seen as an unprecedented commitment. “Th federal government appears to have decided to stop dating the industry and marry saidJeff Evanson, a commercial satellite industry analyst with Minneapolis-based Dougherth & Company LLC.
Current government contracts have essentiallgy supported thetwo companies’ though they came from weak presidential mandates and paid to the extent the government’s National Geospatial-Intelligence Agency “could scrape together funding,” he said. Largetr and longer government contracts under the new intelligence and defense program should help ensure thetwo long-term health and spark more Evanson said.
Details of the government’s deeper relationshi p aren’t yet known, but the outlines of the plan suggest a significant scaleof “I believe it’s fair to say that we will be expandinfg the commercial agreements that we already have with GeoEye and and offering them a longer-termj contractual arrangement which will allow them to make the businesws decisions to provide additional satellites in theit infrastructure,” said a senior intelligence official who would only speakl on condition of anonymity. The Officse of the Director of National Intelligence and DOD are expectecd to brief both companiesthis spring.
Spy agencie and the military operatwe powerful surveillance satellites with secret capabilities presumedx to be far greater than what GeoEye and DigitalGlobe are alloweds by lawto deploy. The images produceed by the agencies’ own satellites are typically classified. Images from commercial vendors can be usefuk in a world whereintelligencd -— on everything from disasters, terrorist trainin camps, suspected nuclear weapons programsw and piracy -— needw to be shared more with other The federal government commissioned The Boeing Co.
10 yeara ago to build satellites forthis purpose, but the program ran behin d schedule and billions of dollars over The contract was canceled in 2005 without any satellitese produced. Turning to GeoEyde and DigitalGlobe, which employ 502 and 460 people makes sense because each company operatees three proven satellites and have othersin development. That woulxd prevent intelligence agencies havinga four-plus-years gap that’s norma l between designing, building and launching new satellites, each of which usuallyy costs hundreds of millions of dollars.
“Utilizingy existing high-capacity commercial satellite constellations and futurdecommercial expansion, including WorldView-2 launching later this year, is the fastest path to meetinbg the U.S. government’s imagery requirements, and one that minimizes cost and risk in the saidJill Smith, DigitalGlobe’s CEO and in a written statement. She indicated the company will explord new ways to speedily distribute imageasto U.S. military and intelligence customerzs working aroundthe world. Both companies already are heavilh dependent ongovernment work. About 39 percenrt of the $146.
7 million in 2008 revenude GeoEye (NASDAQ: GEOY) reported came from government Awhopping $220 million, or 80 of the $275 million in revenuee DigitalGlobe reported last year was from government contracts. having the defense and intelligence agencies make the companiex part of their officiak strategy is asignificant change, said Mark GeoEye’s vice president of communications. “That’s an importan t milestone for our industry,” Brender said. “It has been a long culminatiomn in the government fully endorsingbour technology.
”
U.S. military and spy agencies will buy more imagery from commercialk vendors to use as unclassified intelligence they can publiclyh disseminate or share with The federal government also will scale back earlie plans to build its own satellites for such making commercial vendors more important toits long-term intelligencs strategy. That’s according to Dennis Blair, directof of the Office of the Director of National whose office oversees all ofthe nation’s 16 intelligence-gatherinbg agencies, such as the CIA, and who advisez the president. Longmont-based and Dulles, Va.
-basef , which employs 130 people in Thornton, are the only domestivc companies that gather andsell high-resolutio images taken by orbiting satellites. Government contractsa are alreadythe companies’ largest revenued generator, but Blair’s directive is seen as an unprecedented commitment. “Th federal government appears to have decided to stop dating the industry and marry saidJeff Evanson, a commercial satellite industry analyst with Minneapolis-based Dougherth & Company LLC.
Current government contracts have essentiallgy supported thetwo companies’ though they came from weak presidential mandates and paid to the extent the government’s National Geospatial-Intelligence Agency “could scrape together funding,” he said. Largetr and longer government contracts under the new intelligence and defense program should help ensure thetwo long-term health and spark more Evanson said.
Details of the government’s deeper relationshi p aren’t yet known, but the outlines of the plan suggest a significant scaleof “I believe it’s fair to say that we will be expandinfg the commercial agreements that we already have with GeoEye and and offering them a longer-termj contractual arrangement which will allow them to make the businesws decisions to provide additional satellites in theit infrastructure,” said a senior intelligence official who would only speakl on condition of anonymity. The Officse of the Director of National Intelligence and DOD are expectecd to brief both companiesthis spring.
Spy agencie and the military operatwe powerful surveillance satellites with secret capabilities presumedx to be far greater than what GeoEye and DigitalGlobe are alloweds by lawto deploy. The images produceed by the agencies’ own satellites are typically classified. Images from commercial vendors can be usefuk in a world whereintelligencd -— on everything from disasters, terrorist trainin camps, suspected nuclear weapons programsw and piracy -— needw to be shared more with other The federal government commissioned The Boeing Co.
10 yeara ago to build satellites forthis purpose, but the program ran behin d schedule and billions of dollars over The contract was canceled in 2005 without any satellitese produced. Turning to GeoEyde and DigitalGlobe, which employ 502 and 460 people makes sense because each company operatees three proven satellites and have othersin development. That woulxd prevent intelligence agencies havinga four-plus-years gap that’s norma l between designing, building and launching new satellites, each of which usuallyy costs hundreds of millions of dollars.
“Utilizingy existing high-capacity commercial satellite constellations and futurdecommercial expansion, including WorldView-2 launching later this year, is the fastest path to meetinbg the U.S. government’s imagery requirements, and one that minimizes cost and risk in the saidJill Smith, DigitalGlobe’s CEO and in a written statement. She indicated the company will explord new ways to speedily distribute imageasto U.S. military and intelligence customerzs working aroundthe world. Both companies already are heavilh dependent ongovernment work. About 39 percenrt of the $146.
7 million in 2008 revenude GeoEye (NASDAQ: GEOY) reported came from government Awhopping $220 million, or 80 of the $275 million in revenuee DigitalGlobe reported last year was from government contracts. having the defense and intelligence agencies make the companiex part of their officiak strategy is asignificant change, said Mark GeoEye’s vice president of communications. “That’s an importan t milestone for our industry,” Brender said. “It has been a long culminatiomn in the government fully endorsingbour technology.
”
Sunday, February 6, 2011
"Severe Drought" Label Not A Current Concern - WCHL 1360
numbering-regarding.blogspot.com
"Severe Drought" Label Not A Current Concern WCHL 1360 While the USDA has identified Orange County as under severe drought, OWASA is not worried. The North Carolina drought Management Advisory ... |
Friday, February 4, 2011
Delta inks $12B partnership with Air France/KLM - Puget Sound Business Journal (Seattle):
hyperwave-exhausted.blogspot.com
The trans-Atlantic alliance between the world’s largesr carrier (NYSE: DAL) and Europe’d largest airline group will offer moreflighf frequencies, better scheduling and more competitive the carriers said in a jointy announcement from Paris. The $12 billiomn revenue figure is based on flights operatedby KLM, Air France to respective hubs, plus connecting service. The deal bolstersx the strength of the alliance againstg competing joint venturesand . Delta signed a joinrt venture deal with Air Francein 2007. , which Delta acquired last October, has been a partner with KLM sincse 1997.
The new partnership represents a quarter ofall trans-Atlantifc air service, the carriers Delta and Air France/KLM will coordinate as a single carriere on trans-Atlantic service. The pact includes routed between North Americaand Europe, North America and Europe and Latin America (wherw Delta is particularly strong) and the Middlw East and India, the carriers Flights between the U.S. and the Europeann Union will be “mutually code-shared” whers permissible, the carriers said.
"The structurer of this joint in which we operate as a single businesd where we consensually develop our strategiese and share revenuesand costs, providee the incentives for us to collaborate in a way that generatesa benefits for customers, shareholders and employees of our three Delta CEO Richard Anderson said in a "Customers will benefit from the unique scoper and choices we will offer, while shareholderss and employees will benefit from the stronger competitivde and financial position of our respectives airlines.
" The carriers said the ventur e will increase the visibility through coordinated marketing of all threr airlines across 400-plus airports and the respective brands will link at Northj American and European ports. "This strategic partnership puts us in a good positiom compared with othermajor alliances, which are extremelyu active on the world's leading long-haul market. By integratingg our trans-Atlantic operations, we will give our passengers what they more choice, more frequencies, more convenient flighy schedules and superior customer service," Pierre-Henri Gourgeon, presidenr and CEO of Air France KLM, said in a news release.
"Byt optimizing the use of our pooled resources, this joint venturee will help us weatheer the current economic situation and protect our product All three carriers will govern the new alliance with work groups created to manage such aspectxas network, revenue, sales frequent flye programs, advertising, cargo and technology. The new deal does not have a set end but can be terminated witha three-year notic e after the first ten The partnership includes a network of more than 200 daily flights. Flights are structured arouns six main hubsin Atlanta, Detroit, Minneapolis/St.
Paul, New York and Paris, as well as Delta’sz Cincinnati, Memphis and Salt Lake City bases andAir France’z Lyon hub.
The trans-Atlantic alliance between the world’s largesr carrier (NYSE: DAL) and Europe’d largest airline group will offer moreflighf frequencies, better scheduling and more competitive the carriers said in a jointy announcement from Paris. The $12 billiomn revenue figure is based on flights operatedby KLM, Air France to respective hubs, plus connecting service. The deal bolstersx the strength of the alliance againstg competing joint venturesand . Delta signed a joinrt venture deal with Air Francein 2007. , which Delta acquired last October, has been a partner with KLM sincse 1997.
The new partnership represents a quarter ofall trans-Atlantifc air service, the carriers Delta and Air France/KLM will coordinate as a single carriere on trans-Atlantic service. The pact includes routed between North Americaand Europe, North America and Europe and Latin America (wherw Delta is particularly strong) and the Middlw East and India, the carriers Flights between the U.S. and the Europeann Union will be “mutually code-shared” whers permissible, the carriers said.
"The structurer of this joint in which we operate as a single businesd where we consensually develop our strategiese and share revenuesand costs, providee the incentives for us to collaborate in a way that generatesa benefits for customers, shareholders and employees of our three Delta CEO Richard Anderson said in a "Customers will benefit from the unique scoper and choices we will offer, while shareholderss and employees will benefit from the stronger competitivde and financial position of our respectives airlines.
" The carriers said the ventur e will increase the visibility through coordinated marketing of all threr airlines across 400-plus airports and the respective brands will link at Northj American and European ports. "This strategic partnership puts us in a good positiom compared with othermajor alliances, which are extremelyu active on the world's leading long-haul market. By integratingg our trans-Atlantic operations, we will give our passengers what they more choice, more frequencies, more convenient flighy schedules and superior customer service," Pierre-Henri Gourgeon, presidenr and CEO of Air France KLM, said in a news release.
"Byt optimizing the use of our pooled resources, this joint venturee will help us weatheer the current economic situation and protect our product All three carriers will govern the new alliance with work groups created to manage such aspectxas network, revenue, sales frequent flye programs, advertising, cargo and technology. The new deal does not have a set end but can be terminated witha three-year notic e after the first ten The partnership includes a network of more than 200 daily flights. Flights are structured arouns six main hubsin Atlanta, Detroit, Minneapolis/St.
Paul, New York and Paris, as well as Delta’sz Cincinnati, Memphis and Salt Lake City bases andAir France’z Lyon hub.
Tuesday, February 1, 2011
Downtown Sheraton growing its own herbs - The Business Journal of Milwaukee:
http://www.carwheelsgo.com/canadiantire/
The hotel also is working with executives at Philips Electronics to determine possible CFL or LED technologyh for lighting fixtures that currently work only with traditionapincandescent bulbs. Other efforts under way at the new hotel includd a banquetrecycling program; installmentg of a filtration system to purify water and reduce waste; and an internao Green Team to identify ways the hoteol can be more sustainable.
“Inh this day and age, it is crucial for all companies to be good corporate Since well before the hotel we have been identifying ways we can reduce our carbob footprint while also operating asa first-classw hotel,” said Leo Percopo, general manager of the Sheraton Phoenix Downtown. The seasonap garden is growing chilies, okra, mint, peppers and a varietyg of herbs to be used at District Americabn Kitchen andWine Bar, the restaurant locatex on the bottom floor of the District will also return compostable items, such as fruit and vegetable peelings, to Singjh Farms where it buys some of its The compost can then be used by the loca l farm to aid in the growing of new continuing a sustainable cycle, hotel officials said.
The hotel also is working with executives at Philips Electronics to determine possible CFL or LED technologyh for lighting fixtures that currently work only with traditionapincandescent bulbs. Other efforts under way at the new hotel includd a banquetrecycling program; installmentg of a filtration system to purify water and reduce waste; and an internao Green Team to identify ways the hoteol can be more sustainable.
“Inh this day and age, it is crucial for all companies to be good corporate Since well before the hotel we have been identifying ways we can reduce our carbob footprint while also operating asa first-classw hotel,” said Leo Percopo, general manager of the Sheraton Phoenix Downtown. The seasonap garden is growing chilies, okra, mint, peppers and a varietyg of herbs to be used at District Americabn Kitchen andWine Bar, the restaurant locatex on the bottom floor of the District will also return compostable items, such as fruit and vegetable peelings, to Singjh Farms where it buys some of its The compost can then be used by the loca l farm to aid in the growing of new continuing a sustainable cycle, hotel officials said.
Subscribe to:
Posts (Atom)