whereas-htmlcolleges.blogspot.com
The board of Six Flags (OTCBB: SIXF) vote d last week to begin reorganization proceedingsin U.S. Bankruptcuy Court for the District of Delaware. The company listeed assets of $3.03 billion and debts of $2.3t billion in its filing. Cascade Investments, the investment firm for Microsof founderBill Gates, owns 11.1 percent of the voting securitiea in New York-based Six Flags, the largest share, bankruptc documents show. Six Flags has 97.7 million shares of commoh stockand 1.1 million shares of preferredx stock. "The current management team inheriteda $2.
4 billio n debt load that cannot be sustained, particularlyy in these challenging financial markets," said Mark president and CEO of Six in a statement. "As a result, we are cleaning up the past and positioninhg the company for futuregrowth ... Followingf a record year of performancwin 2008, which completed the three-year turnaroundf of our system-wide park this action to clean up the balance sheert paves the way for a full revival of the Shapiro said. Elitch Gardends had operated for more than a century at a northwestgDenver site.
The old Elitchj Gardens shut downin 1994, and a new versiojn of the amusement park opened a year later in downtown The local Gurtler family and its financial partners sold the new park to Premierd Parks Inc. in 1996 for $65 million. It became Six Flags Elitch Gardens two years when Premier acquired SixFlags Inc. and changed its corporate name to Six Six Flags soldoff Elitch's and other propertiess in 2007 in a series of transactions that left the Denvefr attraction in the hands of CNL Income Properties a real estate investment trust baser in Orlando, Fla. CNL reportedl paid $312 million for the properties. CNL arranged for Parc Managementg LLC of Florida tomanage Elitch's.
Six Flags now operatez about 20 North Americanamusement
Monday, January 31, 2011
Saturday, January 29, 2011
bizjournals: Search Results
greatly-genevieve.blogspot.com
on December 20, 2005 ...The says next year'se housing sales won't break 2005...... by on December 12, 2005 ...Thse says next year's housing sales won't breaok 2005...... by on December 12, 2005 ...housingg appreciation rate is 14.7 percent, accordinvg to the . "The downside to this is that Texas homeownersdhave not...... on December 8, 2005 ...housing appreciationm rate is 14.7 according to the . "The downside to this is that Texaz homeownershave not...... on December 8, 2005 ...said. Bases on Internal Revenue Service data from the believes 52 percent of familiez inthe U.S. who...... on Novembeer 3, 2005 ...
of Coldwell Banker Stevens has been electede president ofthe , the first DC area Realtot to head the group in...... by on November 2, 2005 ...continu this ban. Meanwhile, the Department of Justice sued the last contending the group is blockinyg thegrowth of...... by on October 31, 2005 ...nexy year, according to a forecast released Friday at the conferencs inSan Francisco. David NAR's chief economist...... on October 31, 2005 ...nex t year, according to a forecasg released today at the Conference in San David Lereah, NAR's chiet economist...... on October 28, 2005 ...0009 in housing equity, said Al Mansell, presidenrt of the . "Housing is the engine that drive s this economyand to......
on October 28, 2005 ...nexr year, according to a forecast released Friday at the Conference inSan Francisco. Davi d Lereah, NAR's chief economist...... on October 28, 2005 ...to a tax said Al Mansell, president of the at a nationa l conference inSan Francisco. If President Bush...... on October 28, 2005 ...continur this ban. Meanwhile, the Department of Justicwe sued thelast month, contendingt the group is blocking the growth by on October 7, 2005 ...Meanwhile, the U.S. Justicwe Department last month suedthe , contendinbg the group is blocking the growth of by on October 7, 2005 ...price declinr of 5 percent under "extremely unlikely scenarios," the , which conducted the said.
"Solid housing fundamentals are at...... by on Octobetr 3, 2005 ...Many in the residential real estatw industry, including the (NAR) and some large brokerage are upsetby the...... by on September 26, 2005 ...incomes for a in the business for two yearxs or lesswas $12,850, according to the Chicago-basecd of Realtors. Even...... by on September 23, 2005 ...haw filed a complaint with the nationalgoverninhg body, the , against the Santa Clara County Associatiob of Realtors. NAR, the...... by on Septembert 23, 2005 ...the Texas Emergency Resource......
on Septembe r 6, 2005
on December 20, 2005 ...The says next year'se housing sales won't break 2005...... by on December 12, 2005 ...Thse says next year's housing sales won't breaok 2005...... by on December 12, 2005 ...housingg appreciation rate is 14.7 percent, accordinvg to the . "The downside to this is that Texas homeownersdhave not...... on December 8, 2005 ...housing appreciationm rate is 14.7 according to the . "The downside to this is that Texaz homeownershave not...... on December 8, 2005 ...said. Bases on Internal Revenue Service data from the believes 52 percent of familiez inthe U.S. who...... on Novembeer 3, 2005 ...
of Coldwell Banker Stevens has been electede president ofthe , the first DC area Realtot to head the group in...... by on November 2, 2005 ...continu this ban. Meanwhile, the Department of Justice sued the last contending the group is blockinyg thegrowth of...... by on October 31, 2005 ...nexy year, according to a forecast released Friday at the conferencs inSan Francisco. David NAR's chief economist...... on October 31, 2005 ...nex t year, according to a forecasg released today at the Conference in San David Lereah, NAR's chiet economist...... on October 28, 2005 ...0009 in housing equity, said Al Mansell, presidenrt of the . "Housing is the engine that drive s this economyand to......
on October 28, 2005 ...nexr year, according to a forecast released Friday at the Conference inSan Francisco. Davi d Lereah, NAR's chief economist...... on October 28, 2005 ...to a tax said Al Mansell, president of the at a nationa l conference inSan Francisco. If President Bush...... on October 28, 2005 ...continur this ban. Meanwhile, the Department of Justicwe sued thelast month, contendingt the group is blocking the growth by on October 7, 2005 ...Meanwhile, the U.S. Justicwe Department last month suedthe , contendinbg the group is blocking the growth of by on October 7, 2005 ...price declinr of 5 percent under "extremely unlikely scenarios," the , which conducted the said.
"Solid housing fundamentals are at...... by on Octobetr 3, 2005 ...Many in the residential real estatw industry, including the (NAR) and some large brokerage are upsetby the...... by on September 26, 2005 ...incomes for a in the business for two yearxs or lesswas $12,850, according to the Chicago-basecd of Realtors. Even...... by on September 23, 2005 ...haw filed a complaint with the nationalgoverninhg body, the , against the Santa Clara County Associatiob of Realtors. NAR, the...... by on Septembert 23, 2005 ...the Texas Emergency Resource......
on Septembe r 6, 2005
Wednesday, January 26, 2011
United credit card policy could foul corporate travel - Dallas Business Journal:
quarterly-limiting.blogspot.com
San Francisco’s dominant airline informed some travel agencies that as of July 20 it will no longerd let them process credif and debit card purchases for airlinse ticketsusing United’s merchant-processing services. such agencies would have to require travelerse to paywith cash, process card payments with the agency’s own merchant processing service and forward the cash to Uniteed or book the tickets on United’ s web site using the traveler’ds credit or debit card issued by , (NYSE: V) , MA) (NYSE: AXP) and others.
An agent using United’s web bypassing such travel systems as Apollo and would not allow companies to capture the discounts they have negotiatedr with United nor would it allow their travel agent to survey several carriers on a routw to find thelowest price. “Severaol Bay Area companies have deals with Unitexd Airlinesfor discounts,” said Marc Casto, president of Castok Travel, which isn’t amongh the agencies that United has cut off from its merchant-processin g service.
Casto says he’s reached out to some of the firm’ corporate clients to express concernover United’s new card acceptanced policy, but declined to discuss what was said in thosee conversations. United Airlines (NASDAQ: UAUA) did not respond to requestw for comment. United is hopingy to shift the cost of accepting creditr and debit cards onto selectedtravel agencies. Those agencies say the airline’as move shifts to them the risk for payingb out refunds if the carrier goes While it’s also likely to reducer the amount of money that United has to keep in the bank to guar d against charge-backs, it would increase those requirements for the travell agents.
That’s a nonstarter for most agencied — and their banks, whicu would have to honor charge-back requests that could totakl billions of dollars in the evenf of anairline “I don’t think there’x any travel agency, including American Expresx Travel, that could shoulder that Casto said.
San Francisco’s dominant airline informed some travel agencies that as of July 20 it will no longerd let them process credif and debit card purchases for airlinse ticketsusing United’s merchant-processing services. such agencies would have to require travelerse to paywith cash, process card payments with the agency’s own merchant processing service and forward the cash to Uniteed or book the tickets on United’ s web site using the traveler’ds credit or debit card issued by , (NYSE: V) , MA) (NYSE: AXP) and others.
An agent using United’s web bypassing such travel systems as Apollo and would not allow companies to capture the discounts they have negotiatedr with United nor would it allow their travel agent to survey several carriers on a routw to find thelowest price. “Severaol Bay Area companies have deals with Unitexd Airlinesfor discounts,” said Marc Casto, president of Castok Travel, which isn’t amongh the agencies that United has cut off from its merchant-processin g service.
Casto says he’s reached out to some of the firm’ corporate clients to express concernover United’s new card acceptanced policy, but declined to discuss what was said in thosee conversations. United Airlines (NASDAQ: UAUA) did not respond to requestw for comment. United is hopingy to shift the cost of accepting creditr and debit cards onto selectedtravel agencies. Those agencies say the airline’as move shifts to them the risk for payingb out refunds if the carrier goes While it’s also likely to reducer the amount of money that United has to keep in the bank to guar d against charge-backs, it would increase those requirements for the travell agents.
That’s a nonstarter for most agencied — and their banks, whicu would have to honor charge-back requests that could totakl billions of dollars in the evenf of anairline “I don’t think there’x any travel agency, including American Expresx Travel, that could shoulder that Casto said.
Monday, January 24, 2011
Bennet cites Colorado examples in Senate plea for health-care reform - Charlotte Business Journal:
http://mirthkit.com/?p=160
Coloradans, he said, "speako for countless others acrossthe nation. All they ask for is a healty care system that workwfor them, a health care system that doesn’t crushh them with unreasonable cost increases, and a healtj care system that doesn’t deny them coveragee just because they have pre-existing conditions." D- Colo., also touted his own proposals to make patient transition care more cost-effective and "In Colorado, we haven’t waited on Washington," he "We’ve made real progress in showin how to provide high quality healtu care at a lower cost.
" Bennet, formerlg superintendent of the Denver Publid Schools, was appointed to the Senatew by Gov. Bill Ritter to fill the seat vacatesd by Ken Salazar when Salazar was picked by President Barackj Obama as secretary of the Here is the full textof Bennet's Senate-floor speech as prepared for delivery Thursday, providde by his staff. In the speech, he is addressing the presiden ofthe Senate. Mr. President, I rise today to discuss the urgent need for healtgcare reform. The people of Colorado, and the Americanm people, have waited for too long for Washingtonto act. We should begin with a basic principle: if you have coverager and youlike it, you can keep it.
If you have your and you like himor her, you shouls be able to keep them as well. We will not take that choicse awayfrom you. But even as we keep what we must confront the challenges of soaring health care costsd and the lack of accesswto affordable, quality health The status quo is unacceptable. Every day, families in Colorado and across America face rising Their plans offer fewer They are denied coverage becauseof pre-existing And until we fix the healtj care system, we won’t be able to fix the fiscal mess in which we find ourselves. Since 1970, the share of healthcare as a part of the GDP has gone from 7 percentf to17 percent.
The Unitexd States spends over $2 trillion in health care includingover $400 billion on Medicare alone. Presidenft Obama has said that the biggest threat toour nation’a balance sheet is the skyrocketing cost of health And he’s right. In Colorado, we haven’t waited on We’ve made real progress in showing how to provid high quality health care at alowef cost. Last week, the New Yorker magazine published an articleentitled “The Cost Conundrum” that highlightw the important work that’s been done in Mesa Colorado. Over thirty yeara ago this communityserving 120,000 people came nurses, and the non-profi health insurance company.
They agreed upon a system that paid doctors and nurses for seeing patientas and producing betterquality care. They realizeed that problems and costs go down when care is more InMesa County, the city of Grandc Junction implemented an integrated health care systejm that provides follow-up care with patients. This follow-uop care has helped lower hospitalk readmissions rates in Grand Junction to just 3 Compare that to the 20 percentrate nationwide, and it is clear that our community on the Western Slope of Coloradko is onto something High readmission rates are a huge problem for our Nearly one in five Medicare patients who leave a hospital are readmitted withi the following month, and more than three-quartersw of these readmissions are preventable.
Rehospitalizationm costs Medicareover $17 billion a It’s painful for patients and familiew to be caught up in these cycles of treatment. All too care is fragmented – you go from the to the hospital, to a nursingt home, back to the hospitapl and then back to the doctor Patients are given medication instructions as they are leavinvthe hospital, many times afterr coming off of strong medications. They don’t know whom to call, and they are not sure what to ask thei primarycare doctor. The solution, both our Denver and Mesa Counth health communitieshave found, is to provids patients leaving the hospital with a “coach.
” This coachj is a trained health professional connecting home and the This coach teaches patients how to manags their health on their own.
Coloradans, he said, "speako for countless others acrossthe nation. All they ask for is a healty care system that workwfor them, a health care system that doesn’t crushh them with unreasonable cost increases, and a healtj care system that doesn’t deny them coveragee just because they have pre-existing conditions." D- Colo., also touted his own proposals to make patient transition care more cost-effective and "In Colorado, we haven’t waited on Washington," he "We’ve made real progress in showin how to provide high quality healtu care at a lower cost.
" Bennet, formerlg superintendent of the Denver Publid Schools, was appointed to the Senatew by Gov. Bill Ritter to fill the seat vacatesd by Ken Salazar when Salazar was picked by President Barackj Obama as secretary of the Here is the full textof Bennet's Senate-floor speech as prepared for delivery Thursday, providde by his staff. In the speech, he is addressing the presiden ofthe Senate. Mr. President, I rise today to discuss the urgent need for healtgcare reform. The people of Colorado, and the Americanm people, have waited for too long for Washingtonto act. We should begin with a basic principle: if you have coverager and youlike it, you can keep it.
If you have your and you like himor her, you shouls be able to keep them as well. We will not take that choicse awayfrom you. But even as we keep what we must confront the challenges of soaring health care costsd and the lack of accesswto affordable, quality health The status quo is unacceptable. Every day, families in Colorado and across America face rising Their plans offer fewer They are denied coverage becauseof pre-existing And until we fix the healtj care system, we won’t be able to fix the fiscal mess in which we find ourselves. Since 1970, the share of healthcare as a part of the GDP has gone from 7 percentf to17 percent.
The Unitexd States spends over $2 trillion in health care includingover $400 billion on Medicare alone. Presidenft Obama has said that the biggest threat toour nation’a balance sheet is the skyrocketing cost of health And he’s right. In Colorado, we haven’t waited on We’ve made real progress in showing how to provid high quality health care at alowef cost. Last week, the New Yorker magazine published an articleentitled “The Cost Conundrum” that highlightw the important work that’s been done in Mesa Colorado. Over thirty yeara ago this communityserving 120,000 people came nurses, and the non-profi health insurance company.
They agreed upon a system that paid doctors and nurses for seeing patientas and producing betterquality care. They realizeed that problems and costs go down when care is more InMesa County, the city of Grandc Junction implemented an integrated health care systejm that provides follow-up care with patients. This follow-uop care has helped lower hospitalk readmissions rates in Grand Junction to just 3 Compare that to the 20 percentrate nationwide, and it is clear that our community on the Western Slope of Coloradko is onto something High readmission rates are a huge problem for our Nearly one in five Medicare patients who leave a hospital are readmitted withi the following month, and more than three-quartersw of these readmissions are preventable.
Rehospitalizationm costs Medicareover $17 billion a It’s painful for patients and familiew to be caught up in these cycles of treatment. All too care is fragmented – you go from the to the hospital, to a nursingt home, back to the hospitapl and then back to the doctor Patients are given medication instructions as they are leavinvthe hospital, many times afterr coming off of strong medications. They don’t know whom to call, and they are not sure what to ask thei primarycare doctor. The solution, both our Denver and Mesa Counth health communitieshave found, is to provids patients leaving the hospital with a “coach.
” This coachj is a trained health professional connecting home and the This coach teaches patients how to manags their health on their own.
Friday, January 21, 2011
Clippers and their stars are getting worn down - Los Angeles Times
http://www.columbusvacations.com/reviews-details.php?id=220
Los Angeles Times | Clippers and their stars are getting worn down Los Angeles Times Blake Griffin and Eric Gordon have been playing major minutes, and it showed against the Trail Blazers. The resurgent Clippers have been led by third-year ... Fan reaction: Portland Trail Blazers crush LA Clippers at home in Jan. 20 game Game reaction: Trail Blazers 108, Clippers 93 Clippers-Trail Blazers Preview |
Tuesday, January 18, 2011
Apple CEO Steve Jobs' Eventual Exit: 10 Potential Outcomes - eWeek
http://www.asknature.org/user/Tamaro4ka
Globe and Mail | Apple CEO Steve Jobs' Eventual Exit: 10 Potential Outcomes eWeek Below you will find several potential outcomes of Steve Jobs' eventual departure from Apple. Some might be beneficial, while others might be disastrous. ... Apple's Steve Jobs likely stricken with one of two conditions,... |
Sunday, January 16, 2011
NCAA considers academic crackdown in basketball, football - USA Today
http://accenthomestaging.biz/latestupdateonmarket.htm
NCAA considers academic crackdown in basketball, football USA Today By Edward A. Ornelas, AP By Steve Wieberg, USA TODAY SAN ANTONIO รข€" The NCAA will continue weighing an academic crackdown in its two highest-profile sports, ... |
Thursday, January 13, 2011
Snow Brings Responsibilities to Small Businesses - ABC News
http://fbclittleton.org/ministry/mission.html
Snow Brings Responsibilities to Small Businesses ABC News Let's say there's been a storm and you haven't removed the snow from the sidewalk outside your building or store. Or you've done a sloppy job and left ice. ... |
Tuesday, January 11, 2011
Area legal partners jump ship as landscape changes - Boston Business Journal:
aleksanovlsys.blogspot.com
A number of the rovinyg partners are switching to firms with deep levels of expertise, rather than general practice firms that dabblse in dozens of practice areas. “Thde economy is driving partners right now to reallgy look at their existingclient base, theifr potential compensation,” said Judy St. a legal recruiter at Boston-based Hoffman Recruiters LLC. “Partnerx have come off a prett y healthy yearin ’08, but the predictions for ’0i9 are much more grim. That’s why they’r exploring and looking to see if their existing platforms are conduciveeto growth.
” Earlier this month, Michael Gass left his post as chairmahn of the securities, government enforcement and corporatr governance practice group at LLP to chait LLP’s securities litigation group. Edwards Angell has a total of 584 lawyers across12 offices. Choate has a totall of 207 lawyers, exclusivelgy in Boston. Choate focuses on several key areasincludingv litigation, corporate and life sciences. Gass had been with Edwardsw Angell, where he was a summer for 24 years. “Choate approached me, and I was very enamoredr and enthused by their model of being anextremelyy high-quality single office. It’s one firm that has not gone the way ofbeinf big,” said Gass.
“The economy did not play into this This was an opportunity for me to join a firm that I was realluexited about.” Both Choate and Edwards Angelp have held layoffs in recent In January, Choate cut 15 lawyers and 23 non-legal In March, Edwards Angell laid off 25 lawyersd and 35 non-legal staff. In November, Edwards Angelk also cut 50 non-legal staffers. In March Arthur G. Telegen, with an eye towar working from anational platform, joined Seyfarth Shaw LLP as a partner in the firm’x labor and employment department. Telegen joinex from Boston-based Foley Hoag LLP, wherer he had served as chairman of the labor and employmenrt department for more thana decade.
“The fundamental reason I left Foleyg and came to Seyfarth is that Seyfarth has a very stronhgnational practice. Foley is a wonderful but it became harder and harder to expande myclient base. It’s just that simple,” Telegem said. In December, Seyfarth Shaw, which has more than 775 cut 30 attorneys. Foley which has about 227 lawyers, cut 32 lawyerw and staff in January. Telegen’s move “hadx very little to do with the current I expect Seyfarth to thrive and I expecyt Foleyto thrive,” he said. Joshua M.
managing shareholder of the Boston office of the national laboe and employmentfirm Deakins, Nash, Smoak & Stewart PC, left Goulston & Storrs PC, which has about 180 lawyerws in Boston, in January so he could work at a nationapl firm. Davis said the recent partner churn is linkedto what’s going on in the “Lawyers, particularly lawyers with significant are thinking carefully about the fit betweeh what they do and the firm that they are part Davis said.
“Increasingly there are vast differences in the strength of firms inparticular
A number of the rovinyg partners are switching to firms with deep levels of expertise, rather than general practice firms that dabblse in dozens of practice areas. “Thde economy is driving partners right now to reallgy look at their existingclient base, theifr potential compensation,” said Judy St. a legal recruiter at Boston-based Hoffman Recruiters LLC. “Partnerx have come off a prett y healthy yearin ’08, but the predictions for ’0i9 are much more grim. That’s why they’r exploring and looking to see if their existing platforms are conduciveeto growth.
” Earlier this month, Michael Gass left his post as chairmahn of the securities, government enforcement and corporatr governance practice group at LLP to chait LLP’s securities litigation group. Edwards Angell has a total of 584 lawyers across12 offices. Choate has a totall of 207 lawyers, exclusivelgy in Boston. Choate focuses on several key areasincludingv litigation, corporate and life sciences. Gass had been with Edwardsw Angell, where he was a summer for 24 years. “Choate approached me, and I was very enamoredr and enthused by their model of being anextremelyy high-quality single office. It’s one firm that has not gone the way ofbeinf big,” said Gass.
“The economy did not play into this This was an opportunity for me to join a firm that I was realluexited about.” Both Choate and Edwards Angelp have held layoffs in recent In January, Choate cut 15 lawyers and 23 non-legal In March, Edwards Angell laid off 25 lawyersd and 35 non-legal staff. In November, Edwards Angelk also cut 50 non-legal staffers. In March Arthur G. Telegen, with an eye towar working from anational platform, joined Seyfarth Shaw LLP as a partner in the firm’x labor and employment department. Telegen joinex from Boston-based Foley Hoag LLP, wherer he had served as chairman of the labor and employmenrt department for more thana decade.
“The fundamental reason I left Foleyg and came to Seyfarth is that Seyfarth has a very stronhgnational practice. Foley is a wonderful but it became harder and harder to expande myclient base. It’s just that simple,” Telegem said. In December, Seyfarth Shaw, which has more than 775 cut 30 attorneys. Foley which has about 227 lawyers, cut 32 lawyerw and staff in January. Telegen’s move “hadx very little to do with the current I expect Seyfarth to thrive and I expecyt Foleyto thrive,” he said. Joshua M.
managing shareholder of the Boston office of the national laboe and employmentfirm Deakins, Nash, Smoak & Stewart PC, left Goulston & Storrs PC, which has about 180 lawyerws in Boston, in January so he could work at a nationapl firm. Davis said the recent partner churn is linkedto what’s going on in the “Lawyers, particularly lawyers with significant are thinking carefully about the fit betweeh what they do and the firm that they are part Davis said.
“Increasingly there are vast differences in the strength of firms inparticular
Saturday, January 8, 2011
Anthony Crump Executive Profile
bamboo flooring
million square feet over two city blocks, and the renovationb of the state's Central Plant in compliance with California'ss EPA regulations. As project Mr. Crump conducts scoping overseesmedia relations, and preparesx community newsletters to facilitated the Environmental Impact Report (EIR) process. As project managet for CPG clientHoneywell Mr. Crump serves as Honeywell's communityt liaison with homeownersin Newark, CA. In this he informed homeowners ofthe area's soil contamination issuee and regularly advises them on Honeywell' soil remediation plans in coordination with the Bay Area Regionao Water Quality Control Board.
When the Seal Beach-basedf Olson Company hired CPG in 2004 to conducy community outreach for their 175 condominium development in Marinsadel Rey, Mr. Crump navigated community relations for thismixeed use, urban renewal project. This includex organizing scoping meetings for stakeholders to contribute to the EIR and conducting local business and community Successful results on this projec led to managing a subsequent engagement with the OlsonCo -- a mixer use development of 99 town homes and selec retail outlets in San CA.
**All Executive profile data provided byDow
million square feet over two city blocks, and the renovationb of the state's Central Plant in compliance with California'ss EPA regulations. As project Mr. Crump conducts scoping overseesmedia relations, and preparesx community newsletters to facilitated the Environmental Impact Report (EIR) process. As project managet for CPG clientHoneywell Mr. Crump serves as Honeywell's communityt liaison with homeownersin Newark, CA. In this he informed homeowners ofthe area's soil contamination issuee and regularly advises them on Honeywell' soil remediation plans in coordination with the Bay Area Regionao Water Quality Control Board.
When the Seal Beach-basedf Olson Company hired CPG in 2004 to conducy community outreach for their 175 condominium development in Marinsadel Rey, Mr. Crump navigated community relations for thismixeed use, urban renewal project. This includex organizing scoping meetings for stakeholders to contribute to the EIR and conducting local business and community Successful results on this projec led to managing a subsequent engagement with the OlsonCo -- a mixer use development of 99 town homes and selec retail outlets in San CA.
**All Executive profile data provided byDow
Thursday, January 6, 2011
The Top 10 Reasons People Think They Gain Weight (And the One Real Reason That ... - CalorieLab Calorie Counter News
news
The Top 10 Reasons People Think They Gain Weight (And the One Real Reason That ... CalorieLab Calorie Counter News Lack of sleep: I get so tired reading articles that claim that lack of sleep causes weight gain. We all function best when well-rested, and it may be true ... |
Monday, January 3, 2011
Bakers issued
more...
“Although we are disappointed withour auditors’ report that will be filexd in our Form 10-K, we understan that their professional standards limit their abilityh to assume continued positive sales and operatinh trends,” he said in a “We strongly and respectfully disagree with this view of our We foresee positive sales trendss continuing during fiscal 2009. In addition, we believe ’ s decision to amend and extend our crediy agreement demonstrates their confidencre in and continued support for Bakers reported Wednesday that its sales increased in the fourth quartedr but itsprofit dropped. Sales were $55.65 million, up 1.3 percent from $54.
6 million during the same quarter ayear ago. Comparable store salexs increased 3.6 percent, compared to a decrease of 6.8 percengt in the prior-year period. But profig dropped to $500,000, down from $7.3 milliob in the fourth quarterlast year, whicy included a gain of $4.8 million from the earlty termination of an operating For the fiscal year ended Jan. 31, Bakeres posted sales of $183.7 million, down from $186.3 million the previous year, and comparabler store sales increased 0.5 percent, compared to a 12.3 percenty decrease in fiscal 2007. For 2008, the company lost $15 million, comparedc to a loss of $17.7u million in fiscal 2007.
Bakers also announced Wednesda that it has promoted CharlezDaniel III, currently its vice presiden t of finance, to executivw vice president and chief financial officer. St. Louis-based Bakeres Footwear Group (Nasdaq: BKRS) is a mall-based retailer of moderately priced footwear and accessoriesfor women. It operated stores under the Bakers and WildPair names, with 240 storeds open.
“Although we are disappointed withour auditors’ report that will be filexd in our Form 10-K, we understan that their professional standards limit their abilityh to assume continued positive sales and operatinh trends,” he said in a “We strongly and respectfully disagree with this view of our We foresee positive sales trendss continuing during fiscal 2009. In addition, we believe ’ s decision to amend and extend our crediy agreement demonstrates their confidencre in and continued support for Bakers reported Wednesday that its sales increased in the fourth quartedr but itsprofit dropped. Sales were $55.65 million, up 1.3 percent from $54.
6 million during the same quarter ayear ago. Comparable store salexs increased 3.6 percent, compared to a decrease of 6.8 percengt in the prior-year period. But profig dropped to $500,000, down from $7.3 milliob in the fourth quarterlast year, whicy included a gain of $4.8 million from the earlty termination of an operating For the fiscal year ended Jan. 31, Bakeres posted sales of $183.7 million, down from $186.3 million the previous year, and comparabler store sales increased 0.5 percent, compared to a 12.3 percenty decrease in fiscal 2007. For 2008, the company lost $15 million, comparedc to a loss of $17.7u million in fiscal 2007.
Bakers also announced Wednesda that it has promoted CharlezDaniel III, currently its vice presiden t of finance, to executivw vice president and chief financial officer. St. Louis-based Bakeres Footwear Group (Nasdaq: BKRS) is a mall-based retailer of moderately priced footwear and accessoriesfor women. It operated stores under the Bakers and WildPair names, with 240 storeds open.
Saturday, January 1, 2011
Smith & Hawken to shut down - Sacramento Business Journal:
viktorsejbgif.blogspot.com
Storewide sales for the Novato-basedc Smith & Hawken chain will begin Thursday and will be managecd by anoutside firm. Orders on Smith & Hawken’es web site, catalog and call centerf havebeen discontinued. Smith & Hawken has only one locatio n in the Sacramento in Roseville. Jim Hagedorn, CEO of the Ohio-based Scotts, said in a statement that “the combinatiobn of a weak economy and the lack of scalde proved too great to Fora year, Scotts had been explorinv options for the high-end garden brand it boughy in 2004 for $68.
5 million but decided closing the businesz was the “best option available,” Hagedorn The company in its last annual reporrt said the chain has consistentlyt underperfomed since it was acquired. “corporate and other” segment, which consistds of Smith & Hawken and administrative posted a 23 percent decline in saleeat $51.2 million for the six months enderd March 29. That segment’s operating loss for the six-montuh period totaled $75.4 according to filings. Scotts expects to take a $25 million after-ta x hit on the closure of the chain, mainly tied to terminatec leases andseverance costs.
Most of those the company said, will be taken on by the end of the In the yearended Sept. 30, 2008, Scottsx (NYSE:SMG) lost $10.9 million on $2.987 billion in revenue. The company has about 6,400p full-time workers worldwide. In the Bay Smith & Hawken has stores in Mill Valley, Burlingame and Walnut Creek.
Storewide sales for the Novato-basedc Smith & Hawken chain will begin Thursday and will be managecd by anoutside firm. Orders on Smith & Hawken’es web site, catalog and call centerf havebeen discontinued. Smith & Hawken has only one locatio n in the Sacramento in Roseville. Jim Hagedorn, CEO of the Ohio-based Scotts, said in a statement that “the combinatiobn of a weak economy and the lack of scalde proved too great to Fora year, Scotts had been explorinv options for the high-end garden brand it boughy in 2004 for $68.
5 million but decided closing the businesz was the “best option available,” Hagedorn The company in its last annual reporrt said the chain has consistentlyt underperfomed since it was acquired. “corporate and other” segment, which consistds of Smith & Hawken and administrative posted a 23 percent decline in saleeat $51.2 million for the six months enderd March 29. That segment’s operating loss for the six-montuh period totaled $75.4 according to filings. Scotts expects to take a $25 million after-ta x hit on the closure of the chain, mainly tied to terminatec leases andseverance costs.
Most of those the company said, will be taken on by the end of the In the yearended Sept. 30, 2008, Scottsx (NYSE:SMG) lost $10.9 million on $2.987 billion in revenue. The company has about 6,400p full-time workers worldwide. In the Bay Smith & Hawken has stores in Mill Valley, Burlingame and Walnut Creek.
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