manager

Oak Valley Community Bank Announces Hiring

November 9, 2010

OAKDALE, CA–(Marketwire – November 9, 2010) –  Oak Valley Community Bank, a wholly owned subsidiary of Oak Valley Bancorp ( NASDAQ : OVLY ), announced that Dianna Bettencourt has joined the bank as Assistant Vice President Branch Manager of the Bank’s Turlock branch located at 2001 Geer Road.

Read the full article →

Conihasset Capital Partners Announces Changes to Its Board of Directors and Formation of New Subsidiary

October 26, 2010

BOSTON, MA–(Marketwire – October 26, 2010) –  Conihasset Capital Partners, Inc. ( PINKSHEETS : CNHA ) (the “Company”) has announced that Bradley J. Hoecker has been appointed Chairman of the Board of Directors of the Company (the “Board”). Mr. Hoecker succeeds former Chairman Lawrence Lipsher who remains on the Board as an independent member as well as the Chairman of the Compensation Committee. Jerry Julian also remains on the Board as an independent member and the Chairman of the Audit Committee. Paul Sonkin, Manager of the Hummingbird Value Fund, resigned from the Board in February 2010.

Read the full article →

Parsons Appoints Loose as Senior Vice President and Installations & Environment Division Manager

October 25, 2010

PASADENA, CA–(Marketwire – October 25, 2010) –  Parsons announces the appointment of Vice Admiral (VADM) Michael K. “Mike” Loose, United States Navy (ret.), as Senior Vice President and Manager of the Installations & Environment (I&E) Division for its Infrastructure & Technology group. In this role, Mr. Loose will be responsible for overseeing Parsons’ work with federal government clients, including the Department of Defense and all military services, the General Services Administration, and other agencies at cabinet level and below. I&E’s markets and services encompass the full life cycle of natural and built environments.

Read the full article →

Maynard Named New Market Manager at TopLine Federal Credit Union’s Brooklyn Park Location

October 21, 2010

MAPLE GROVE, MN–(Marketwire – October 21, 2010) –  TopLine Federal Credit Union announces it has hired Kara Maynard as the newest member of the credit union’s management team. Maynard joins TopLine from Wells Fargo as market manager for the credit union’s Brooklyn Park, Minn. branch, at 9790 Schreiber Terrace North. Maynard was most recently the manager of the Wells Fargo branch at 3M headquarters in Maplewood, Minn.

Read the full article →

Sonics Opens Design Center in Taiwan

October 13, 2010

Demand for Memory Subsystem Solutions Drives Company’s SoC Development, Growth Strategies in Taiwan; Appoints General Manager for Sonics Taiwan

Read the full article →

Michael Hudson: Boiler Rooms and Foreclosure Mills: A Brief History of America’s Mortgage Industry

October 7, 2010

The news about the nation’s foreclosure scandal has been coming fast and furious, fueled by tales of backdated documents , false affidavits and “rocket dockets” that push families into the street. A former employee with one of the nation’s largest lenders testifies that he signed off on 400 foreclosure documents a day without reading them or verifying the information in them was correct. Ex-employees of a law firm that serves as a “foreclosure mill” for major lenders describe a workplace where speed — not accuracy or justice — trumps all . “Somebody would get a 76-day foreclosure,” one recalled, “and then someone else would say, ‘Oh, I can beat that!’” Shocking stuff. But surprising? Not for anyone who’s been tracking the recent history of the mortgage machine. Just about every corner of America’s mortgage industry has been blemished by significant levels of fraud over the past decade. Forged Signatures, Fake W-2 Forms On the front end of the process, for example, many mortgage pros used “boiler-room” salesmanship to peddle loans to borrowers who didn’t understand what they were getting and couldn’t afford their loans in the long run. To make these deals go through, some workers forged borrowers’ signatures on key disclosure documents, pressured real estate appraisers to inflate home values , and created fake W-2 tax forms that exaggerated loan applicants’ earnings. At Ameriquest Mortgage, one of the companies I focus on in my new book about the subprime mortgage debacle, The Monster , this sort of cut-and-paste document production was so common employees joked that the work was being done in “The Lab” or the “Art Department.” Here’s a snippet from the book, from a passage about Stephen Kuhn, a young Ameriquest salesman who eventually became distraught about the things he had to do to earn his living: The pressure to produce began to get to Kuhn. After he became a branch manager, he saw a bigger picture of how Ameriquest was treating its customers. Many nights, he had to drink a twelve-pack of beer to get to sleep. He asked for a demotion. He wanted to go back to being a salesman. Even that didn’t work for him. He felt trapped. To hang on to his job, he had to put borrowers in deals that sank them deeper into ruin. One of his customers was a veterinarian who was having tax problems. The IRS was threatening to close down his business. Kuhn arranged a loan for the veterinarian that “had no benefit whatsoever. It was a terrible loan.” Another customer was a small businessman, the owner of a Chinese restaurant. Kuhn put the man into a stated-income loan that raised his payments by $200 a month, even though he was struggling to keep up on his existing mortgage. “He was desperate,” Kuhn said. “So I was told to take advantage of him.” Kuhn said a supervisor ordered him to cut and paste documents to make the loan go through, telling him, “It’s a three-hundred-thousand-dollar loan. Get it done.” The borrower was facing foreclosure on his existing mortgage, so Kuhn forged his mortgage history so it looked like he’d never been late on his mortgage. By the summer of 2003 Kuhn couldn’t take it anymore. He told his manager he was having trouble dealing with things, because he thought Ameriquest’s rates, fees, and business ethics were terrible. Soon after, on a day when Kuhn was out sick, his manager left him a cell phone message telling him it would be in everyone’s best interest if Kuhn and Ameriquest parted ways. Kuhn called back and asked why he was being fired. The only answer the manager would give him, Kuhn said, was, “I think you know.” Kuhn was far from alone, at Ameriquest and other lenders around the country. As the Center for Public Integrity documented in its 2009 investigation, ” Economic Meltdown: The Subprime 25 ,” many of the largest financial institutions in America were key players in the subprime market — and many of them had to make payments to settle claims of widespread lending abuses. Little was done to stop the bad practices when they were happening. Former Federal Reserve Chairman Alan Greenspan would later explain to CBS’ 60 Minutes : “While I was aware a lot of these practices were going on, I had no notion of how significant they had become until very late. I didn’t really get it until very late in 2005 and 2006.” The Fed took no action even when it became aware of the problems, he said, because “it’s very difficult for banking regulators to deal with that.” With federal officials pushing a soft approach to policing the mortgage market, it was left to the states to do what they could to try and rein in the worst practices. A coalition of state authorities dug into Ameriquest’s tactics, eventually forcing the company to agree to a $325 million loan-fraud settlement . States Again Take the Lead Now that a fresh scandal has emerged in the mortgage industry, the states are once again taking the lead in confronting the problem. At least seven states are investigating questionable foreclosures. On Wednesday, Ohio Attorney General Richard Cordray sued Ally Financial Inc. and its GMAC Mortgage division , claiming that workers at the company had signed and filed false court documents in an effort to “increase its profits at the expense Ohio consumers and Ohio’s system of justice.” Cordray called the alleged misconduct the ” tip of an iceberg of industrywide abuse of the foreclosure process. ” Now the question becomes: How forcefully will federal officials intervene? Key members of Congress are pushing U.S. Attorney General Eric Holder and current Fed Chair Ben Bernanke to investigate. Holder said at press conference Wednesday that “we are aware of the charges that have surfaced in the newspapers in the last couple of days, and we are looking at them.” The White House announced Thursday afternoon that President Obama would not sign a bill that some consumer advocates worry would make it harder for homeowners to fight fraudulent foreclosures. The legislation would generally require state and federal courts to recognize notarizations made by a notary public in any state — and require courts to recognize electronic notarizations. Congress and other powers in Washington failed to get the facts and act the first time around — when lenders were engaged in a frenzy of predatory lending. The foreclosure scandal is a second chance for lawmakers and bureaucrats to prove that they can ferret out the truth and take action. Michael Hudson is a staff writer with a nonprofit journalism organization, the Center for Public Integrity , and author of The Monster: How a Gang of Predatory Lenders and Wall Street Bankers Fleeced America–and Spawned a Global Crisis (Times Books, October 2010).

Read the full article →

Janet Tavakoli: Goldman Sachs Sued by German Bank Over Davis Square VI, an AIG CDO Bailed Out by Taxpayers

October 5, 2010

Landesbank Baden-Wuerttemberg, a German state-owned bank, is suing Goldman Sachs over a $37 million loss on its investment in its share (a tranche) of a CDO called Davis Square VI. TCW, the manager for all of Goldman Sach’s Davis Square deals, is also being sued: “Goldman knew at the highest levels of its organization that its representations to LBBW Luxemburg that the notes merited triple-A ratings and were high grade were blatantly false,” the Stuttgart-based bank said. “Goldman committed fraud and, or, was negligent in marketing and selling the notes to LBBW Luxemburg.” ” Goldman Sachs Sued Over German Bank’s $37 Million Loss on CDO ,” by Edvard Petterson and Patricia Hurtado, Bloomberg News , October 5, 2010. Separately, French Bank Societe Generale bought protection from AIG on two tranches of the Davis Square VI CDO, which Goldman Sachs created (structured) and underwrote. On November 10, 2009, I uncovered that information, and it was the first time this information was in the public domain. (” Goldman’s Undisclosed Role in AIG’s Distress ,” TSF , November 10, 2009) The German bank makes an excellent point. The portfolio backing Davis Square VI before the September 2008 initial taxpayer bailout of AIG, can be found on my web site via this link: Davis Square VI . In an earlier commentary, I discussed Davis Square IV, another one of the AIG deals: ” Congress Exposes Potential Profiteering in AIG’s Deals: Delay Enabled Further Cover Up ,” January 28, 2010. Taxpayers might again ask why the Federal Reserve was so eager to bail out all of AIG’s deals linked to problematic CDOs at 100 cents on the dollar. The largest beneficiary of that largesse was Goldman Sachs, whose former officers rose to influential positions in the U.S. Treasury and Federal Reserve Bank and were at Goldman’s helm when these deals were created. The taxpayer funded bailout of AIG very likely helped Goldman Sachs to avoid potential lawsuits, among other lucrative benefits. (See ” Goldman Sachs: Bullies on the Block ,” September 13, 2010.

Read the full article →

Jodi R. R. Smith: Back to School, Moving Up

September 30, 2010

September means back to school for many families, but for those of you in the working world I have a quick quiz. Think fast, True or False: _____ Working hard and doing your job are the best ways to get ahead. In our Mannersmith Professional Protocol seminars we always catch participants who believe this statement to be true. But it is not… This statement is completely false. Working hard and doing your job are why you receive your paycheck. To be eligible for promotion, you need to position yourself properly. Not sure what this means? Here are our top ten tips: 1. Create Perception ~ Make sure you look the part. Dress for the job you want. Keep your work area neat and clean. Arrive early, stay late. Respond in a timely manner. Deliver on promises. 2. Behave Better ~ Everything you say and do reflects on your professional persona. Be sure your actions communicate “polished professional.” Imagine your every interaction being captured on video. Act accordingly. 3. Read Cultural Landscapes ~ Understand what is valued in your office. Who are the stars, who is being promoted, who has the VP’s ear? Know the organizational chart as well as those who have personal power in your office. 4. Be the Answer ~ Look for issues at work that need resolution. From the kitchen fridge than needs emptying to the giant software conversion, helping to make things better identifies you as a problem solver. 5. Move Beyond the Safety of Your Desk ~ While you need not be friends with everyone in the office, you should understand the importance of being friendly. Ask about weekends, hobbies, interests. This way, when you do need to work together, the relationship will be there and the interaction will be comfortable. 6. Cross Boundaries ~ Take the time to know people from other departments. Understand how your job impacts them. 7. Follow in Footsteps ~ Look for mentors and ask about their career paths. Know what options you have for promotion based upon your current position. Know your next steps. 8. Replace Yourself ~ Be sure to train a potential replacement. There are times when managers do not promote great employees due to the time, hassle and stress of having to train a replacement. Being “irreplaceable” can hold you back. 9. Next Stop, Knowledge ~ There is always something new to learn in your field. Take the time to take classes and attend conferences so that your skills remain up to date. 10. Build Professional Networks ~ Know others in your field. Look for mentors, make connections, take on leadership roles. Your next stop may be in another organization before returning to your original company. Still not sure what it takes to be promoted? Then you had better ask. From your manager, to human resources, to those in the position you target, to mentors, there is always someone with knowledge and information to share. Lesson One: You are responsible for your own career path, start by playing an active role!

Read the full article →

John Shore: 9 Reasons Angry Bosses Should Hold Their Tongues

September 24, 2010

Being a manager can be one of the most frustrating things in the world. You need your staff to work hard, work smart, and do relatively simple tasks — and so often they simply don’t. Instead, they take much longer to do things than you expect, they make huge and costly mistakes that are easy to avoid, they communicate poorly, and they prioritize ineffectually. They just don’t do what you want them to. And of course that can be terribly frustrating. There isn’t a manager alive who doesn’t sometimes want to scream at a poorly performing employee something like, “Look, you dolt! This task it is so simple you must be purposely messing this up, because even as big of a screw-up as you can’t possibly be this incompetent!” Feeling that kind of frustration at his or her staff is as much a part of the manager’s job as brushing their teeth is a part of their daily routine. Having reason to feel angry a lot of the time is an inescapable component of the management package. Good managers, managers who care that the job they need doing gets done right, can often find themselves so frustrated that they blow-up at their staff. Oftentimes, they blow-up in front of others. But blowing-up at all, much less in front of others, is absolutely the most counter-productive management technique ever. When you regularly, and especially publicly, show anger to your staff, here are nine extremely counter-productive things you’re also doing: 1. You’re training your staff not to think. Managers are often frustrated at their staff for not thinking things through. But by getting angry at them, you are actually training your staff to not think — because thinking requires confidence, and independence of thought. But when a mistake can result in a public dressing down, your staff will lack that confidence, and won’t risk independent action. They’ll stick to the safer, non-thinking way. 2. You’re making your staff less productive. When someone shows anger at you, the natural human response is to show anger back at them. Because you are their boss, however, an employee toward whom you have shown anger cannot respond in kind. They can’t have it out, and get over it. But their natural angry response doesn’t go away. They usually won’t say anything directly to you, but they will remain angry. And that anger will cause them to be unproductive. They will fume; they will stew; they will think about quitting; they will be angry at the company — and, until their anger dissipates, they will be significantly less productive. 3. You’re diminishing your own authority. When you are routinely angry at your staff, your staff will bond together for mutual comfort and solace. They will roll their eyes behind your back; they will give someone to whom you’ve been harsh a comforting hug. They will tell each other that they are right, and you are wrong. They will get into the habit of discounting what you say. They will do this because they are nice, and feel sympathy for the co-worker of theirs whom you, by showing them anger, have treated unfairly. They will do it because they are upset. After a while, now matter what you say or how you say it, your staff will be in the habit of thinking that you are wrong. Your authority, your ability to lead, will dissipate away. 4. You’re causing your staff to lose respect for you. Losing your temper makes you look out of control. And no matter what other great qualities you may possess, no one respects anyone who can’t control themselves. 5. You’re giving your staff the message that it is okay to break company rules. Your staff knows that your behavior is not what is called for in the employee handbook. They see that you do not respect the rules, that you get away with breaking the rules, that, because you are in a supervisory position, you have even been rewarded for breaking the rules. When you blow up at them, the clear message that you send your staff is that in the company for which you all work, it is perfectly okay to break the rules, as long as you have the power to get away with it. 6. You’re guaranteeing you won’t be effective in your own responsibilities. If by blowing up at your staff you’ve made them dislike you, they’ll watch you walk right toward an open manhole cover, and never utter a word of warning. Your staff might respect you; they might even like you; they might know that you are good for the company — but you are making their daily life miserable. Most people won’t purposefully and actively do you wrong, but it is a rare person who will risk the anger you’ve proven yourself all too ready to display by putting their own day-to-day misery aside, and warning you that you are about to make a big mistake. Mostly they won’t care if you make a mistake. If anything, they’ll hope you do, so that maybe someone will yell blow-up at you the way you do to them. 7. You’re undermining your staff’s ability to work as a team. Because no one wants to be the one getting yelled at, your staff will compete with each other to be the one to whom you show the most favor. They will find that the best way to avoid your anger is to have it directed at someone else. This will cause them to start actively working against one another. 8. You’re encouraging your staff to make the same mistakes over and over again. Everyone wants to be right, to not make mistakes. It is hard for people to change, because the first step in changing is to admit that whatever you were doing needs changing, that you’ve been in error. Admitting that you’re wrong is hard enough under the best of circumstances. But when someone is angry at you, or you know is prone to being angry at you and others, then your tendency is to hunker down, dig in your heals, and grow ever more stubborn. It’s a way for people who can’t take flight to fight. 9. You’re destroying morale. Every time you get angry at them, you make your staff hate their jobs. Also, remember that it’s not just about “blowing-up.” Because people need their jobs to live — to actually obtain food, clothing, and shelter — everything you do as their boss becomes emotionally magnified. Every eyebrow you raise at an employee will feel to them like a shout; a sharpness in your tone will register as a major reprimand, a short flash of anger like a rage. It is an inescapable part of your role as a manager or supervisor that any display of anger will become an emotionally significant event to a member of your staff, for the simple fact that you hold their livelihood in the palm of your hand. And that power you have over them means that they cannot respond to your anger in kind. They can’t fight back, because they know doing so could get them fired. So what happens? They take it. And taking it makes them feel humiliated. And humiliated is one of the worst ways any person can feel. If you routinely humiliate your staff by, to any degree, “blowing-up” at them, then their success, your success, and the company’s success is certain to suffer accordingly. **** John also blogs at JohnShore.com. Come hang out with John on his Facebook fan page.

Read the full article →

Data Age Announces New Representative for Western Region

September 22, 2010

LARGO, FL–(Marketwire – September 22, 2010) –  Data Age Business Systems (Data Age), a leading provider of Financial Transaction Software Solutions, announced that it has appointed Mr. TJ Heyns for its West Region operations. TJ will oversee the regional sales process from California. The region also includes Utah, Wyoming, Idaho, Nevada, Oregon, Washington, Montana, Hawaii, and Alaska. He reports to the company’s National Sales Manager, Kristy Bauer.

Read the full article →

Dan Goleman: Performance Reviews: It’s Not Only What You Say, But How You Say It

September 19, 2010

Performance reviews are the HR ritual that everyone dreads. And now brain science shows that positive or negative, the way in which that review gets delivered can be a boon or a curse. If a boss gives even a good review in the wrong way, that message can be a low-grade curse, creating a neural downer. So I learned while reviewing recent scientific findings for an upcoming webinar that has got me rethinking the concept of emotional intelligence . The neuroscientist Richard Davidson at the University of Wisconsin has found that when we’re in an upbeat, optimistic, I-can-handle-anything frame of mind, energized and enthusiastic about our goals, our brains turn up the activity in an area on the left side, just behind the forehead. That’s the brain state where we are at our best. But when we’re feeling down, with low energy and zero motivation, even anxious, our brain has turned up the volume on the right side. That’s the zone where we punt. And performance feedback that focuses on what’s wrong with us also puts this downer brain area on overdrive. We’re so preoccupied with the bad news (and our fantasies of this meaning we’ll lose our job) that we just don’t have the energy or can’t focus on working at our best. Even the boss’s tone of voice can trigger one or another brain area. In one study, when people got positive performance feedback that was delivered in a negative, cold tone of voice, they came out of the session feeling down–despite the good news. Amazingly, when negative feedback came in a warm, positive tone of voice, they felt upbeat and energized. Of course a boss needs to give employees performance feedback. But too many are poor at giving feedback. The problem here takes two forms: being hyper-critical and focusing only on what’s wrong without balancing it with what’s right, or undermining even positive feedback with a negative tone. Either way, the messages the boss sends activate the wrong brain zone. Inept manager feedback makes us inept. The bad news: this is rampant. The really bad news: it hurts business. That’s the verdict of Samuel A. Culbert , a psychologist at the Anderson School of Management at UCLA. He says annual reviews do more than create more stress for workers. They end up making everybody–those who get them and those who give them–less productive. In theory, artful performance feedback improves our performance, setting us on the right track. Such feedback is best given on the spot (not months later in a formal review), and with a sense of trust and openness between the giver and receiver. It might take the general form of “When you do X, it does not help get to Y, because of Z.” The X and Z here should be a clear and specific–that is, actionable information. But what happens when such on-the-spot feedback comes in the heat of the moment, when the manager is steamed and not caring the least about imparting X, Y, or Z? Managers have their emotional hijacks, too. Then there’s the nightmare of the formal performance review. UCLA’s Culbert argues they are largely a sham–a charade carried out to justify decisions on promotion or pay. And even when they do reflect actual performance, the feedback tends to be hollow rather than giving you a healthy balance of what you do well with what need to improve on–and how. So Culbert suggests instead a performance pre view, where a boss outlines how an employee can do even better. But the neuroscience adds a crucial nuance: even positive news should come with a positive tone. So add to that feedback a dollop of emotional intelligence.

Read the full article →

Vicor Technologies Names Christopher Vissman National Sales Manager

September 14, 2010

BOCA RATON, FL–(Marketwire – September 14, 2010) –  David H. Fater, CEO of Vicor Technologies, Inc. ( OTCBB : VCRT ), today announced that the Company has named Christopher Vissman National Sales Manager, a new position. Mr. Vissman will be working from Nashville, TN, and Boca Raton, FL. Vicor Technologies is a biotechnology company focused on the development of innovative, non-invasive medical devices using its patented, proprietary PD2i® nonlinear algorithm and software. Vicor is currently in the process of commercializing diagnostics that accurately risk stratify specific target populations for future pathological events including cardiac death resulting from arrhythmia or pump failure, and autonomic nervous system dysfunction, and trauma victims in need of lifesaving intervention.

Read the full article →

Avanade, an Accenture and Microsoft Venture, to Launch New Brasil Operation

September 10, 2010

Avanade to Support Growing Demand for Microsoft Technologies in Large Organizations; Appoints Country Manager; Aims to Grow Workforce to 250 in 12 Months

Read the full article →

Ron Ashkenas: Leverage Your Top Talent Before You Lose It

September 8, 2010

Do you have an exceptional performer on your team — a person who stands head and shoulders above everyone else? If you do, it can be a wonderful gift for a manager to have an employee whom you can count on to get the right results; who thinks about what else needs to be done without being told; who doesn’t need to be pushed or motivated; who is always asking to do more. Unfortunately many managers don’t know how to deal with such exceptional employees. They often unintentionally dampen their star performance or cause them to find better opportunities elsewhere. I’ve seen many cases where, instead of leveraging top talent, the manager has quietly suggested that the employee “slow down” or “do more research” or “wait for the right time” or “keep those ideas to yourself for now.” I’ve even seen managers allow their teams to ostracize or marginalize the top performer so that other people won’t “feel bad.” What’s behind this kind of counter-productive behavior? Let’s start with two possible reasons for these seemingly irrational actions: The first is lack of self-confidence. Some managers, instead of being grateful for a top-notch employee, feel threatened when a subordinate is more capable, more energetic, or smarter than they are. Particularly for managers whose self-image is to be “in charge,” a high performer triggers tremendous anxiety. How can I be the boss if one of my reports is more capable of getting things done? What will happen to my authority if subordinates go to someone else for help and advice? What will my boss think if one of my team members is the one who knows all the answers? Based on these concerns, the insecure manager might overexert authority, demean the high performer’s contributions, or even take credit for much of the high performer’s work. The second reason for not leveraging a highly talented person is lack of imagination. Sometimes managers simply don’t know what to do with an exceptional performer. When a subordinate finishes a first assignment quickly, the unimaginative manager often is at a loss for a next assignment. So the high performer ends up doing busy work, helping someone else who may not need it, or creating a new project alone. When the high performer is an entrepreneurial self-starter this pattern may be all right. But more often the exceptional person isn’t challenged sufficiently — and the organization doesn’t receive the full benefit of his or her capabilities. Naturally insecure or unimaginative managers don’t attract or keep great talent, which diminishes their team’s ability to get results. So if you think that you might unconsciously be exhibiting these behaviors, and would like to better leverage your best people, here are a few guidelines to keep in mind: * Remember that hiring and developing people who are smarter than you is one of the best decisions a manager can make. The more talent you have on your team, the higher your performance. There is no substitute for an A-team. *Once you have really good people, take advantage of them. Stretch them. Challenge them. Find out what they are good at — and what they need to learn. Craft assignments that will take them to the next level. *Give your best people credit and visibility. Let others know what they are doing. Remember that they are corporate assets and not just members of your team. *Be willing to let your best people go to new opportunities if it makes sense for their development and learning. Don’t push them to leave before they have made a real contribution, but don’t needlessly hold on to them either. By following these guidelines you’ll eventually develop a reputation as a talent developer, which means that you will be multiplying your contribution to the organization many times over. Gifted people will be beating down the doors to work for you — and you’ll always have a team around you that can deliver. What’s your experience with managing exceptional performers?

Read the full article →

Ron Ashkenas: Leverage Your Top Talent Before You Lose It

September 8, 2010

Do you have an exceptional performer on your team — a person who stands head and shoulders above everyone else? If you do, it can be a wonderful gift for a manager to have an employee whom you can count on to get the right results; who thinks about what else needs to be done without being told; who doesn’t need to be pushed or motivated; who is always asking to do more. Unfortunately many managers don’t know how to deal with such exceptional employees. They often unintentionally dampen their star performance or cause them to find better opportunities elsewhere. I’ve seen many cases where, instead of leveraging top talent, the manager has quietly suggested that the employee “slow down” or “do more research” or “wait for the right time” or “keep those ideas to yourself for now.” I’ve even seen managers allow their teams to ostracize or marginalize the top performer so that other people won’t “feel bad.” What’s behind this kind of counter-productive behavior? Let’s start with two possible reasons for these seemingly irrational actions: The first is lack of self-confidence. Some managers, instead of being grateful for a top-notch employee, feel threatened when a subordinate is more capable, more energetic, or smarter than they are. Particularly for managers whose self-image is to be “in charge,” a high performer triggers tremendous anxiety. How can I be the boss if one of my reports is more capable of getting things done? What will happen to my authority if subordinates go to someone else for help and advice? What will my boss think if one of my team members is the one who knows all the answers? Based on these concerns, the insecure manager might overexert authority, demean the high performer’s contributions, or even take credit for much of the high performer’s work. The second reason for not leveraging a highly talented person is lack of imagination. Sometimes managers simply don’t know what to do with an exceptional performer. When a subordinate finishes a first assignment quickly, the unimaginative manager often is at a loss for a next assignment. So the high performer ends up doing busy work, helping someone else who may not need it, or creating a new project alone. When the high performer is an entrepreneurial self-starter this pattern may be all right. But more often the exceptional person isn’t challenged sufficiently — and the organization doesn’t receive the full benefit of his or her capabilities. Naturally insecure or unimaginative managers don’t attract or keep great talent, which diminishes their team’s ability to get results. So if you think that you might unconsciously be exhibiting these behaviors, and would like to better leverage your best people, here are a few guidelines to keep in mind: * Remember that hiring and developing people who are smarter than you is one of the best decisions a manager can make. The more talent you have on your team, the higher your performance. There is no substitute for an A-team. *Once you have really good people, take advantage of them. Stretch them. Challenge them. Find out what they are good at — and what they need to learn. Craft assignments that will take them to the next level. *Give your best people credit and visibility. Let others know what they are doing. Remember that they are corporate assets and not just members of your team. *Be willing to let your best people go to new opportunities if it makes sense for their development and learning. Don’t push them to leave before they have made a real contribution, but don’t needlessly hold on to them either. By following these guidelines you’ll eventually develop a reputation as a talent developer, which means that you will be multiplying your contribution to the organization many times over. Gifted people will be beating down the doors to work for you — and you’ll always have a team around you that can deliver. What’s your experience with managing exceptional performers?

Read the full article →

Joan Blades: Admiring the High Performance Workplace

August 17, 2010

I just got back from a Dr. Pepper plant in Texas where managers told me about people laughing at work a lot more since they began the transition to becoming a High Performance Work Place (HPWP). As a person who has been writing a book about work practices that are good for both business and the individuals working for them, I was impressed. Manufacturing is not known for its fun factor. I visited a plant in which workers feel respected. Workers in the plant are trusted to do what is best for their company as they go about their work and even share responsibility for hiring new people. This is a plant where workers and the company are doing well. I had lunch with a half dozen of the managers and asked them how things have changed since HPWP training began last year. I was told the plant is completely different: Employees are coming in with solutions instead of complaining. There is dramatically less shrinkage (product being taken). More information is being shared with employees. Driver meetings include guests speakers, taste tests, and quarterly reports. “Folks now believe management will fix things when they bring up problems.” Turnover has gone down. They are finding more talent in the company and also have better options when hiring. One manager made an analogy: Lots of people look like limestone and get treated like limestone, tossed aside. Traditional management styles overlook the diamond inside the limestone. HPWP recognizes the diamonds. He used to see his workers as just drivers. He described going to church on a Sunday when one of his drivers was there with his family. The driver was in a suit; he was clearly a respected elder in this community. This manager now sees all his reports differently. HPWPs benefit from valuing workers’ good will and life experiences. Structuring work to empower the 95% of workers who are good people who want to do a good job is crazy smart. The 5% who don’t want to do a good job simply don’t belong there and are responsibly counseled out. It is a huge challenge to transform a manufacturing facility with a 1000 workers. Not everyone will get on board and some people will disappoint. But this transformation of work is worth taking that risk. This group of managers has a vision of a workplace that is good for everyone working in it and good for their company. They say HPWP changes people and they could not go back to the old way of managing. I am inspired by their commitment, their vision and their heart. I too want this to become the new norm for work. This blog is part of the Peaceful Revolution series that explores innovative ideas to strengthen America’s families through public policies, business practices, and cultural change. Done in collaboration with MomsRising.org , read a new post here each week.

Read the full article →

David B. Thomas Joins New Marketing Labs as Executive Director

August 16, 2010

SAS Social Media Manager Will Lead Client Relations and Development of Enterprise Products and Services

Read the full article →

Liz Ryan: They Made Me an Offer but They Don’t Like My Start Date?

August 11, 2010

Dear Liz, I need your advice in a hurry! I got a good job offer at the end of last week. I signed the offer letter over the weekend and dropped it off in person yesterday. I didn’t have an appointment to do that, but I figured I’d check in with the manager in person. My hiring manager came out to the front lobby to talk with me. I handed him the signed letter and said “Shall we look at Monday, August 30 as my first day of work?” He recoiled a bit and said “That’s too late! Can’t you start on the 23rd?” I said, “If I give notice to my manager tomorrow, the 11th, and work for two weeks, my last day will be Wednesday, August 25th. I’ll have Thursday and Friday to take care of things at home and get squared away for the new job, and maybe be able to get away for the weekend. When I come in here on Monday the 30th, I’ll be rarin’ to go.” I wasn’t asking for a week off between jobs to recharge. My manager said, “Why don’t you come in here on that Thursday and Friday, and we’ll give you a couple of days off in two or three weeks.” Maybe I shouldn’t have, but I said reflexively “Would those be paid vacation days?” I figured if the guy is pressuring me, let’s see what he can do in exchange. He turned some color not normally seen in faces and said frostily “Should we revisit this on the phone?” He was standing right in front of me. I said “I have a minute now. Shall we go into your office and talk?” and he said “I have another meeting now.” What the heck Liz?!! Determining whether we have a deal (I’m supposed to be his new hire in what he’s described as an important management position) is a lower priority than whatever meeting is about to start? I was completely taken aback. When I’ve hired people, I have allowed them their two weeks notice at the old job plus at least a couple of days to relax. Then my manager’s reaction to my question, “Would those be vacation days?” really gave me pause. I’m not sure I want the job at this point. What do you think? Thanks, Marion Marion, You are listening to your gut and that is exactly what I recommend. Your new manager will NEVER love you more than he does right now. He will never treat you better than this. If his department is so poorly run that three more days without your presence would be so devastating, what could you possibly learn from him? You haven’t even started the job yet, and he’s foisting off his stress on you. Who would be so insensitive as to tell you to go directly from your going-away party (on a Wednesday?) to your first day at work without even one day off? Forget this guy. This is one of those dodged-a-bullet scenarios. It shocking to realize that we’ve missed some cues from the universe, but then again, when we miss the little cues, the universe tends to start giving us the really big ones! I give you credit Marion, because I don’t think I would have had the presence of mind or the moxie to ask “Will those be paid vacation days?” The manager’s reaction to your question spoke volumes. “Look at this impertinent Marion! Who does she think she is?” (Hey dude, don’t look so shocked — you seem to think I’m the White Knight whose presence in your department is so critical that it trumps my need to take two personal days between jobs. At the same time, I’m not important enough to get you to miss or reschedule your next meeting — even though I’m standing in front of you right now! Here, let me have that offer letter back. It’ll just take me a second to rip it into little pieces and hand it back to you.) Don’t be distraught, Marion. THANK THE UNIVERSE that you saw behind this loser’s polished facade before you starting working for the creep. Onward and upward, right? What other irons do you have in the fire? Cheers, Liz p.s. We have an online commun ity where we talk about this stuff all day long.

Read the full article →

Data I/O Announces the Appointment of Dr. Qinghua (Ching) Ma as General Manager of Data I/O China

August 9, 2010

REDMOND, WA–(Marketwire – August 9, 2010) –  Data I/O Corporation ( NASDAQ : DAIO ), the world leader in programming solutions for semiconductor devices, announces the appointment of Dr. Qinghua (Ching) Ma as General Manager of Data I/O’s China operations effective August 2, 2010.

Read the full article →

John Hope Bryant: Let’s Stop Talking Down the Economy

July 21, 2010

In May, 2006, two years before the subprime mortgage crisis hit the U.S., and by extension (as the U.S. is still the largest economy in the world) globally, my friend Robert Gnaizda, Esq., then general counsel with the Greenlining Institute, and I predicted the coming crisis in an Op-Ed we co-authored in the American Banker newspaper. The subprime mortgage crisis hit with full impact in September, 2008, and the world has not been the same. Well, another crisis is brewing, but this time the crisis may in fact be triggered by a combination of consumer anger and good intentions. These “good intentions” originate from the genuine interest to protect and serve the public by local, state and federal policy makers, and oddly enough, a good number of my friends in the advocacy and activist community, who of course genuinely believe they are doing the right thing in calling for, amongst other things, “the end to subprime lending.” This would be well meaning, but it would also be wrong. Let me explain. The first crisis, which began as a mortgage crisis, and then morphed into a general credit crisis, then a financial crisis, then an economic crisis, and is at present a global crisis of confidence, was not so much the result of the failure of capitalism and free enterprise, but the failure of greed. As I have said before in the Huffington Post, this crisis is today not so much an economic crisis as it is a crisis of virtues and values. We have lost our storyline. The crisis was and is not a crisis of subprime lending. Yes, I said what you think I said. There is absolutely nothing wrong, and in many ways, everything right, with responsible subprime lending. After all, what mutually defines both you and me is that in all likelihood we are both “subprime,” or more bluntly put, “less than prime.” If you have less than an 800 credit score in America, you are “less than prime,” or subprime. There is no indignity in being “less than prime,” no different than there is no indignity in being the receptionist at a company rather than the manager of that receptionist. This category of lending applies to maybe 80% of the mainstream and minority lending market today in America. The problem is not responsible subprime lending, but irresponsible subprime lending, predatory subprime lending, fraud-based subprime lending, greed-based subprime lending, and massive levels of borrower financial illiteracy. People who asked the lender, but more likely the mortgage broker at the time, “what’s the payment,” and not “what’s the interest rate?” We purchased homes like one would purchase a toaster on payments at Sears, by asking “what’s the payment?” It’s not all that bright to do it with a $300 purchase, and respectfully, downright un-intelligent to do it for a $300,000 purchase, compound-financed and amortized over 30 years. The first 10 years plus is nothing but pure interest payments, so it MATTERS what you pay. Today, many are calling for the end to subprime lending, and this would be wrong. Fact: Responsible subprime lending has done more to lift poor people out of poverty than anything else in the last 50 years. Myth: Minorities and Community Reinvestment Act (CRA) lending caused this crisis. Fact: According to Fannie Mae data, middle class, Caucasian white men took out more subprime loans that all minority groups combined. Myth: Subprime mortgage lending is evil and should be stopped. Fact: Responsible mortgage subprime lending was and remains a positive step along the path of the overall democratization of capital for the poor and the under-served. Unintended consequences Wells Fargo has already announced that they have stepped out of the subprime lending space, and there are at least two problems with this; #1, the really bad players in this space were mostly unregulated mortgage and finance companies, and many if not most of those players are now out of business. Most of the folks left on the finance field are on the whole ethical and highly regulated, and WE WANT THEM TO LEND AGAIN. Problem #2 is, when we demonize subprime lending overall we make it unattractive for the responsible lenders to step into this place and space, leaving lending to the poor, the under-served, and I predict even possibly the middle class, to “Luigi-the-loan-merchant” and my cousin Boo-Boo the ghettoized financial services provider. In other words, if we are not careful, loan demand will not go away, just the mainstream loan providers. And then the next shoe to drop, in about a year or so, will be many advocates who demanded that subprime lending cease, will once again be at the door of our government, government regulators, banks and mainstream financial service providers, complaining (rightly so at that point), that “no one is lending” anymore. What we needed was a balanced approach before the crisis, and what we need is a balanced approach now. We treated clients like transactions and not like relationships, and from this all bad things flowed. My friend and Operation HOPE board member, Richard Hartnack, vice chairman of US Bank, one of the premier community-development bankers in the country, and one (working alongside Richard Davis, CEO of US Bank) who did a good job of making responsible subprime loans during the run-up to the crisis, and then when they did screw up, making it right again with consumers and customers almost immediately, said something profound to me about two years ago; “John, we have to do three things in this crisis. We must (1) help those who are in the economic soup to get out of the econonomic soup (trouble), without rewarding fraud, speculation and those who just bought too much house, (2) make sure that lending and the provision of credit continues on some reasonable basis for individuals with less than a 800 credit score, and (3) make sure this crisis never happens again.” I agree with Rick 100%, and at Operation HOPE we are working every day on #3, which is why I travel tirelessly across the country and around the world, positioning financial literacy, which we at Operation HOPE call “the language of money,” as the new civil rights issue, and the first global silver rights empowerment tool. I believe that when people know better, they will do better, and that at the end of the day, there will be no mortgage police at your home when you are making the most important financial decision for you and your family. You are going to have to do that. And making financial literacy a new American priority was helped greatly this week when President Obama formalized financial literacy as a key component of his new consumer regulatory agency. This builds upon the Executive Order that Operation HOPE inspired then President Bush to sign in 2008, establishing financial literacy as U.S. federal policy for the first time in American history. I was proud of that day, in 2008, standing with then President Bush as he established the first ever non-partisan U.S. President’s Advisory Council on Financial Literacy, and I was even prouder of President Barack Obama this week, as he advanced the cause of financial literacy once again, formalizing it as a function of an operating federal agency with budget and Presidential authority. I thank President Obama and the White House for making sure that Operation HOPE was present for the signing of this incredibly important overhall of the financial services space in America. It is a powerful step in the right direction. This said, there is something that every American must now do – stop talking down the economy. Banks (and I am talking about the good guys now, who had no hand in rolling over consumers like toast for breakfast during the subprime crisis) are shaking in their boots, afraid that regulators will write down the value of assets even further today than they did yesterday, as values continue to retreat, and thereafter requiring them to put aside additional capital against those assets, and loans already on their books. The result, are banks that are sitting on mountains of cash, afraid to lend it out to you and me for fear that they may need it themselves. Adding to this perfect storm, are some advocates calling for, in effect, a retreat from lending to the poor, the under-served and the middle class too, by calling for an end to “subprime lending.” We need faith, confidence, entrepreneurship and opportunity to return again to America, as ‘fear is the ultimate prosperity killer,” and “the most dangerous person in the world is the person with no hope.” But this will not happen as long as banks are afraid to lend, and we continue to tell them and policy makers, effectively, “not to.” Bad guys made mistakes, fine. Make the bad guys pay, fine the good guys who got it wrong but still want to do it right, and then let’s all move on. We would be wise to listen once again to the words of Dr. Martin Luther King, Jr, who said in 1968, in the run up to the launch of his Poor People’s Campaign, which was his last great movement and involved the empowerment of all people, and not just black people (there are more poor whites in America still, than poor anyone else), when he said “you cannot legislate goodness, and you cannot pass a law to force people to respect you. The only way to achieve social justice, in a capitalist country, is economic parity.” Let’s get on with completing the work that Dr. King began in 1968, by not calling for something as unhelpful as the end of capitalism, but rather to finally make capitalism and free enterprise relevant to the poor. To make capitalism and free enterprise finally work for the poor. Quoting my personal hero and mentor and HOPE global spokesman Ambassador Andrew Young, a senior aide to Dr. King in the movement, “to live in a system of free enterprise, and yet not to understand the rules of free enterprise, is the very definition of slavery.” I continued, ” to not understand the language of money (financial literacy), and to not have a bank account, in the 21st century, is slavery.” The first rule of civil rights empowerment and financial literacy, should be for us all to stop talking down the economy, figure out what we want the future of capitalism to look like for our children, and our children’s childen, and then to do something about it. Anything less is akin to re-arranging the deck chairs on the Titanic. The band may be playing, but the ship we are all on is sinking. Not good. John Hope Bryant is an entrepreneur, the founder, chairman and CEO of Operation HOPE, former vice chairman, U.S. President’s Advisory Council on Financial Literacy, financial literacy advisor to the World Economic Forum Global Agenda Council, a Young Global Leaders for the World Economic Forum, internationally recognized public speaker and author of LOVE LEADERSHIP; A New Way to Lead in a Fear-Based World (Jossey-Bass) , which debuted in August, 2009, as the Amazon.com #1 Hottest New Book (for Leadership), on the CEO Reads Top 10 Business Best Seller List, and was published in November, 2009 in digital audio book format on Audible.com, iTunes and other audio book retailers . Love Leadership was listed amongst the Top 25 Business Books for Inc. Magazine/CEO Read for 9 month after its release.

Read the full article →

Liz Ryan: How Deep a Salary Markdown for Changing Industries?

July 1, 2010

Dear Liz, I am an inch away from a job offer with a good company but in an industry I haven’t worked in before. My feeling is that they’re going to offer me the job at a pretty big drop in salary from what they were talking about paying the person they selected, with the excuse that it’s a new industry for me. I want to be in a position to counter that argument if I get the offer as I expect to. How do I explain away my zero experience in the industry to negotiate a better salary? Thanks, Geri Dear Geri, Hurrah! I am so happy for you. Here’s the thing: they’re going to hire the best person they can find for the job, right? Why would they hire someone they didn’t believe was qualified? You can open up the salary conversation with some discussion about just who’s getting the job offer: BOSS: So, Geri, we’re very excited to offer you the Procurement job. YOU: That’s outstanding. I’m very eager to get started. Thanks so much, Ron. Can you please fill me in on the details? RON: Sure, the title is Senior Procurement Manager and the salary is $64,000 to start, with three weeks vacation and our other benefits. YOU: Thanks very much, Ron. I’m so pleased that you see me as the right person for the role. RON: Yes, indeed. So you’re accepting? YOU: I’m thrilled to be having this conversation, that’s for sure. The job sounds like a great fit and a really fun challenge. We’re a ways apart on salary. Is this a good time to talk about that? RON: Well — you know, you’ve got so many skills and we are all very impressed with you, but you don’t have any experience at all in our industry. I couldn’t justify the $70K base we talked about when I told the committee you’ve been in banking for almost all of your career. YOU: Thanks for letting me know, Ron. I can see the difficulty. The thing is, I would really wary of taking a job where there seemed to be other candidates who were more qualified. RON: I didn’t say that. We all thought you should get the job. YOU: Oh gosh, thanks for letting me know that, Ron! In that case, I’m a bit confused. Did you say everyone in the selection group thought I was the best candidate? RON: Yes, we did for sure, except you don’t have any experience in our industry. YOU: So I’m thinking that you had other candidates who did have industry experience – you must have had, right? RON: We did, but we all wanted you in the job. YOU: Thanks! You know Ron, I’m so grateful for this conversation, but I am very nervous about taking a job where the hiring managers didn’t feel that I could do the job as well as someone who had all the industry experience in the world. That is, if I can do the job and I’m the person you selected, I’m trying to understand why the offer wouldn’t be at the same level as your, well, dream candidate. I mean it would be hard for me to take the job with the sense that I had a provisional green light – you see what I’m saying? RON: Er — yeah. I’ll talk to Boris, our CFO, tomorrow and get back to you. I’m not saying it will play out exactly this way, Geri! But you see the idea. If you’re the guy (“guy” being a unisex term) for the job, then you’re the guy. You get the salary the guy woulda gotten if they woulda hired the guy. Or da guy. With all the industry experience in the world. You see what I’m sayin? Bada bing, bada boom. Cheers, Liz

Read the full article →

Mark Olmsted: It’s not the Debt, It’s the Distribution

June 30, 2010

(No, I’m not an economist. But I figure I can’t really do much worse than they’ve done) So let me get this right. There used to be a savings crisis. Americans didn’t save enough –unlike those industrious Chinese. In fact, the Chinese were so thrifty compared to us that we ended up in hock to them up to our keesters. But wait a second, where did all the money the Chinese saved come from? It turns out, from us, from our inexhaustible purchases of their exports. Much of that was paid for with illusory housing bubble wealth — but that didn’t stop the Visa from going through at the Best Buy for that flat screen TV. Money that didn’t just go to the Chinese. The TV had to be unloaded in port, and trucked to the store. Then there were the salaries of the store clerk, the manager, and the company execs, not to mention the fees of the advertising agencies who came up with the commercials to sell the TV on the TV, and so on. Now, we’re told, saving is part of the problem. When we save too much, we don’t spend enough. And everybody knows, consumer spending is the engine to full employment. Not that this means we should incur more consumer debt. Debt bad. Spending good. No spending, no jobs. No jobs, no recovery. That leaves the government to do the spending, and by extension, to incur the debt. But since debt is so “bad,” Obama could barely get a wholly inadequate stimulus package through Congress. It was just enough to produce an anemic recovery, while plenty enough to add a lot to the deficit. The big evil deficit. So we’re spending a trillion plus more a year than we’re collecting in taxes, borrowing prodigious amounts to do so. Where is all that borrowed money coming from? Banks. In other words, us. Our deposits. Our tax-funded bailouts. (It also comes from the Chinese, but that’s money we give them too.) So to whom, finally, do we really owe all that money? Ourselves. Banks, incidentally, love the national debt. They never want the principal repaid, because they can live on just the interest forever. And live very well, thank you very much. So what would happen if all the interest that has been paid on the national debt was declared applied to the principal? (I can’t find that calculation anywhere, but I’m pretty damn sure the national debt would no longer be the subject of giant digital clocks in the trillions.) It seems hard to believe I’m the first person to think of this, but I don’t know why it can’t get some serious discussion even if I am. As far as I can tell, the only people who’d lose out are the bankers. Don’t be intimidated by the economists and the deficits hawks. The problem is not debt — not when you owe it to yourself, as depositor and taxpayer and employer of Chinese workers. The problem is distribution. Google “income inequality,” and read for a while. Not one article — even from the right — claims that there hasn’t been a huge increase in the wealth of the top quintile over the past decade, concentrated in the richest one percent. According to Professor Emanuel Saenz at Berkeley, (cited by Professor Richard Wolff in this graph) our income inequality is exactly where it was in 1932. The problem is not that Grandma gets her medical care for free. The problem is not the lack of consumer spending, or even the deficit. The problem is that a few people have a lot more than they need, so a lot of people (including the government, i.e. all of us) have a lot less than they need. It’s not rocket science, it’s simple math. At the very least, we should return to the level of taxation under Clinton–a level that produced surpluses. If Clinton is too liberal for the Republicans, we might propose going back to the way things were under Eisenhower. I was born in 1958, and my Dad not only supported 4 kids and a wife selling encyclopedias, but bought the house I was born in on that salary. There were plenty of rich people in 1958 too — they just had a proportionate sense of wealth. Three houses–not thirteen. First class travel — not private jets. An understanding that a 91% maximum tax bracket was God’s way of saying you had too much money, and that paying it was indeed, one of the most patriotic things an American could do.

Read the full article →

Andrew Winston: Nike’s Open (Green) Innovation

June 29, 2010

One of the hottest concepts in strategy and management today is the idea of ” open innovation .” Gone are the highly secluded R&D departments funded by a single company, carefully guarding secrets from the outside and even from other divisions. In its place, in theory, are hubs of collaboration capturing ideas from customers, academia, or some guys in a garage somewhere. Given the simultaneous growth of the sustainability movement, it’s no surprise that companies are starting to combine the concepts and try to create open green innovation. The general idea of this new collaborative approach to innovation has been kicking around since the 2003 publication of Open Innovation by professor Henry Chesbrough at UC Berkeley (see a recent article he wrote with some key examples here ). But it’s been gaining real currency in recent years as (a) large companies such as Procter & Gamble and IBM have embraced the concept, (b) the platforms for accessing many brains through social media have evolved, and (c) companies have looked for low-cost innovation pathways during tight times. The green shade of open innovation has appeared more recently. Earlier this year, Nike, Best Buy, Yahoo!, and a few others launched the GreenXChange , an organization dedicated to sharing patents and ideas that can help companies reduce their environmental impacts. The core non-corporate partner is Creative Commons , the godfather of modern idea sharing and an organization “dedicated to making it easier for people to share and build upon the work of others.” I met some of the key players in the GreenXChange consortium — and saw Professor Chesbrough speak — at the recent Sustainable Brands Conference . Nike managers described how this fascinating agreement to share patents works in practice. Earlier in the 2000s, Nike had developed a “green rubber” that lowered production costs and slashed toxic emissions by 96 percent. The company offered up this technology and the Canadian outdoor equipment company, Mountain Equipment Co-op, licensed it (for what I sense is a nominal fee) to apply to its products. Members of the GreenXChange contribute patents for new methods of production that reduce energy, water, toxicity, and so on. Each company can learn from and build on what has come before. As the Nike managers put it, companies have latent ideas and technologies sitting on shelves, not being used. Why not let others in? Is open innovation a great thing for sustainability? A couple of major points in its favor: First, it certainly represents heretical innovation of the innovation process itself, and I’m big proponent of asking heretical questions. Second, the energy, toxicity, waste, and water challenges the world faces are so great and pressing, we don’t have time to wait for every organization to discover cleaner ways of operating on its own — we need to share information and speed up adoption of new methods and technologies. We need cooperation across traditional boundaries and open innovation to solve the biggest problems, and that means companies sharing much more than they’re used to. But I’ll admit to having one major reservation about this innovation strategy. One of the core arguments for going green is that it creates competitive advantage, a logic that makes sustainability palatable to many corporate leaders. A skeptical executive would be completely right to ask, “Won’t sharing our ideas level the playing field and give away the keys to the candy store?” Imagine getting your patent attorney on board. Well, Nike execs brought theirs to the conference and he talked about his personal journey to seeing the value — to society and to Nike — in exchanging patents. I asked the manager leading the GreenXChange project my core question about giving up competitive advantage. Her logic was interesting. When the company discovers something like green rubber, “people” (meaning, I think, their employees and other key stakeholders) expect the company to do the right thing and spread the word — and so Nike does just that. But there are certain kinds of innovations the company wouldn’t share. The ideal shoe, this manager imagines, would likely be made from one material (which would greatly reduce its material use and lifecycle footprint and make recycling very easy). If Nike could accomplish this feat, the new geometry and design would be all Nike’s, and thus a source of real advantage. In the end, I come down firmly on the side of supporting open green innovation, especially given the scale and nature of the challenges we face. But for each company, the supporting logic for open green innovation will need to be balanced by a good understanding of where and when to share ideas, and which ideas are unique to the company’s core competencies — such as design and branding, in Nike’s case. Those latter ideas will drive profit and advantage. For now, it seems that Nike has this delicate balancing act down. This post first appeared at Harvard Business Review Online

Read the full article →

Fred Whelan and Gladys Stone: The Best Answers to: How Do You Manage?

June 25, 2010

Companies are always looking for people who have the potential to advance within the organization. One of the keys to progressing is being an effective manager. When we’re interviewing candidates we spend a significant amount of time on the management portion, probing several areas. The answers we get vary depending on someone’s management style, but below are some we thought were particularly good. As you read through these, think about your management style and how it applies to each one of these questions. Describe Your Management Philosophy – What we’re trying to learn here is the person’s view on how a team should be managed. This is their overarching philosophy. A VP at Yahoo! had a great answer to this question. She said, “I automatically believe in my people. If there’s a problem, I look to myself first.” A CEO of a start-up gave this answer, “I like to eliminate fear so that people try new things and are not afraid to make mistakes. But, they shouldn’t make the same mistake twice.” What’s Your Management Style? – One VP articulated what we like to hear: “I set out a clear vision, remove any obstacles they can’t remove and then ‘turn them loose’ to accomplish their goals.” Other things we look for are: giving them stretch assignments and credit (especially publically) , being accessible, creating a collaborative environment while holding people accountable, and mentoring. How Do You Motivate People? The best managers empower their teams so that everyone “owns” a part of the business. It’s a big motivator when people see how their part contributes to the overall success of the brand, division and company. Knowing that their efforts matter on a larger scale, incents them to do their best work. Another way to motivate individuals on your team is to find out what makes them tick. One CFO said, “I determine what motivates each individual and then develop a plan that addresses their needs.” Rewards are also great motivators. Make it a point to celebrate the individual wins, but also focus on the success of the group. What Do You Look for When You Hire? – Beyond the expected skill set, we like managers who look for passion, creativity, leadership potential and problem solvers. One senior executive said, “I look for people who complement my skills. Are enthusiastic, ingenious, passionate, and have a sense of humor. It’s hard to work with people who don’t have one.” Give an Example of How You Turned a Problem Employee Around – What we look for is how patient the manager is and how dedicated they are to helping the person succeed. The best answers are ones where the manager demonstrates how they effectively mentored someone to improve their performance. Someone gave a great answer to this question and then added, “When I can’t turn someone around, I look to see if there’s another role within the organization which might better leverage their skills.” Tell Us About Someone You Developed Who Got Promoted – Developing your team is key to your success, the individuals and the company’s. Good answers include assigning projects that mesh with the needs of the individual and those of the company; increasing someone’s visibility to senior management, either by talking them up or having them attend an executive meeting; and appropriately delegating so they get exposure to new things. Ideally, you were the architect of their development plan and their mentor. The combination of these resulted in their promotion. A sales manager told us, “I take a real interest in their career goals and work with them to achieve what they want.” Give an Example of How You Inspired Others – A President of a Cosmetic company put it best, “I inspire by having a collaborative style. Getting everyone to believe in the mission. Listening to my team and soliciting their ideas. I firmly believe that the best ideas can come from anywhere.” Another executive indicated that one of his keys to success was getting people to see that statements about “what can’t be done” were really just highlighting areas of opportunity. People who have “cracked the code” on managing have propelled their careers forward. It’s a basic fact that you can’t get to the top without the success of the people who work for you. Rate yourself on the above areas and if you fall short, take a page from what these successful executives are doing. Fred & Gladys Whelan Stone Executive Search and Coaching Authors of GOAL! Your 30 Day Career Plan for Business & Career Success

Read the full article →

Cavenagh Hedge Fund Gets Dutch Pension Money, Moves to Amsterdam from Asia

June 13, 2010

By Netty Ismail June 14 (Bloomberg) — Cavenagh Capital, set up last year by former Morgan Stanley and DBS Holdings Ltd. managers in Singapore, will start a new macro hedge fund in July after getting money from the biggest Dutch pension fund. Andrew Gale and Lee Ka Shao moved to Amsterdam this month after getting a three-year seeding commitment from APG, which manages the assets of Heerlen, Netherlands-based Stichting Pensioenfonds ABP , said Gale. The Luxembourg-domiciled Cavenagh Asia Fund, which seeks to profit from broad economic trends, will start with about $40 million, said Gale, who worked with Morgan Stanley in fixed- income sales in London and Singapore for more than 15 years. Asian hedge-fund managers, especially startups and those overseeing smaller amounts, have been finding it tough to raise money as investors remain wary after the financial crisis. About 70 percent of the funds launched in the past two years had $50 million or less as of the end of March, according to Singapore- based GFIA Pte, which advises investors seeking to allocate money to hedge funds. “The capital raising environment is improving, money is still looking for good places to go, but you’d have to have critical mass to attract assets; it’s a chicken and egg situation,” Gale, 48, said in a phone interview from Amsterdam. “Now we can build a meaningful track record based upon a meaningful amount of money.” Cavenagh, which trades derivatives including currency and interest-rate options, plans to raise more assets from institutional investors such as pension funds and family offices in Europe, said Gale, who is chief executive officer. Seeding Capital APG’s investment in Cavenagh was made through IMQubator, which provides seeding capital to new managers. Cavenagh “is a rare combination of highly original thinking, very methodical risk reward analysis with a strong instinct to find cheap option prices,” said Rikard Lundgren, chief investment officer of Amsterdam-based IMQubator. “The Asian macro space is well matched with the manager’s skill and method and he has an excellent track to prove it too.” IMQubator requires the managers it invests in to be in the same office “as part of the close monitoring and transparency that we require,” Lundgren said. IMQubator has made five allocations of 25 million euros each to new managers and may make as many as four more commitments before the end of the year, he said. ABP had invested capital of 208 billion euros ($253 billion) as of Dec. 31, according to the pension fund’s website. ABP is the world’s third-largest pension fund according to data from New York-based Pensions & Investments and Towers Watson. Tail-Risk Events As managing director of DBS’s Central Treasury Unit until 2007, Lee, 40, set up and ran the bank’s principal strategies business and produced returns that averaged 38 percent a year, Gale said. Lee grew the unit’s capital to almost $1 billion, from the $125 million that the Singapore-based bank, Southeast Asia’s biggest, had given him initially, Gale said. Lee, Cavenagh’s chief investment officer, then joined Hong Kong-based Abax Global Capital Ltd., a hedge-fund manager in which Morgan Stanley bought a stake when it was set up in 2007. Prior to joining DBS in 2001, Lee worked at JPMorgan Chase & Co., where he traded currencies, rates and derivatives for the bank’s market-making and proprietary trading business. He served as an army officer leading reconnaissance and intelligence missions in the Singapore Armed Forces from 1987 to 1990. Cavenagh’s fund assesses how market participants position themselves in anticipation of events taking place and focuses on the “changing probability of an outcome,” Gale said. It will protect and potentially profit from unlikely occurrences that may prove disastrous for investors, known as tail-risk events, he said. The fund will target returns of 15 percent to 20 percent, said Gale, who was most recently responsible for product development and asset raising at London-based Dexion Capital Plc. To contact the reporter on this story: Netty Ismail in Singapore nismail3@bloomberg.net .

Read the full article →

Ex-Lehman Traders’ Hedge Fund Had Best Month in May by Shorting Equities

June 11, 2010

By Bei Hu June 11 (Bloomberg) — Omnix Multi-Strategy Fund, run by two former Lehman Brothers Holdings Inc. traders, returned 6 percent in May, when hedge funds globally posted the worst month since 2008, by placing more bearish than bullish bets. The Asia-Pacific-focused fund’s net-short position, the difference between short and long investments, peaked at 50 percent of its almost $25 million assets under management in May, said Paul Penkett , 39, Omnix’s Hong Kong-based co-founder and chief investment officer. The Eurekahedge Asian Hedge Fund Index is estimated to have dropped 4.2 percent during the month. Omnix expected tightening measures in countries like China, the deepening sovereign debt crisis, and regulatory changes to reverse last year’s stimulus-fueled market rally, Penkett said. “We felt that the Hong Kong and China markets, equities specifically, would do poorly,” he said in an interview yesterday. “The key beneficiaries of Chinese demand would do poorly as well, specifically the commodity-related names and the Australian market.” The Omnix fund outperformed in a month when the debt crisis in Europe reduced the appetite for risky assets, pushing the MSCI World Index down 9.9 percent and hurting bonds. The HFRI Fund Weighted Composite Index dropped an estimated 2.3 percent, the worst monthly return since November 2008 when the collapse of Lehman two months earlier led the gauge down 2.7 percent. The Omnix fund shifted from a neutral net position to having a net-short position in mid-April, building up shorts after market moves confirmed the manager’s views, Penkett said. ‘Act II’ Hedge funds increased short positions, or betting against Lehman’s stock, in the week leading up to the Wall Street firm filing for bankruptcy in September 2008. Lehman’s shares on loan surged 82 percent to 128 million shares as of Sept. 11, 2008, from 70.9 million shares on Sept. 2, Data Explorers said at the time. Lehman filed for bankruptcy protection on Sept. 15. The world has just entered “Act II” of a crisis that is “far from over” with Europe’s fiscal woes worsening and governments under pressure to cut budget deficits, billionaire investor George Soros said in Vienna yesterday. Hedge funds managed by Paulson & Co., Viking Global Investors LP and Moore Capital Management LLC, among the best long-term investors in the industry, lost money in May. “May serves as a reminder that managers that maintain a nimble and flexible balance sheet can expect to outperform in certain periods of heightened uncertainty,” said Alexander Kalis , a managing partner of London-based Think Alternative Advisors LLP , which provides research and consultancy services on Asian alternative investment products. Short Positions At the end of April, the fund was devoting 36 percent of its assets to shorting stocks and bonds in Hong Kong and China, compared with 26 percent of long investments, according to its newsletter that month. Shorting typically involves selling borrowed securities expecting their prices to fall. Short positions in commodity-related stocks and bonds, such as those of Australian resources companies, represented 24 percent of the fund’s assets in late April. It was also bearish on Japan, a major exporter to China. It shorted stocks and bonds of financial companies, mostly in Australia, in anticipation that their reduced use of leverage and closer regulatory scrutiny will erode their return on equity, Penkett added. The S&P/ASX 200 Finance Index tracking 39 such stocks ended May down 10 percent. It bought put options on some indexes and single stocks, believing the market underpriced volatility, or price swings, Penkett said. The fund sold some of the options after market volatility increased in May. A put option gives the owner the right to sell a specific amount of a security by a certain date. The Chicago Board Options Exchange Volatility Index , the benchmark gauge of U.S. stock options better known as the VIX, hit 48.20 on May 21, more than tripling its April 12 low. Penkett, Cheng Last month’s best ever gain for the Omnix fund brought its return to 7 percent this year through May. Eurekahedge Asian Hedge Fund Index retreated 1.3 percent in the same period. The fund ended the month with a 12 percent net long position, after closing some short trades to lock in profit as market volatility picked up and securities prices dropped. Omnix Capital Ltd., the fund’s management company, was set up in January 2009 by Penkett and Stephen Cheng , 40. Penkett was until 2008 a Hong Kong-based managing director of Lehman where he led a 15-person team that focused on equity, credit and volatility trading in Asia-Pacific. Cheng ran UBS AG ’s Asia fixed-income research team in Asia- Pacific and led its credit trading team in Asia until 2007. He was a member of Lehman’s Asia equities proprietary trading team before starting Omnix. “In contrast to previous years, many hedge fund managers are now more mentally prepared for the possibility of severe market turmoil and have adapted their portfolio construction accordingly,” said Kalis. To contact the reporter on this story: Bei Hu in Hong Kong at bhu5@bloomberg.net

Read the full article →

SAC’s Cohen Expands Trading Team as Hedge-Fund Founders Groom Successors

June 8, 2010

By Saijel Kishan June 9 (Bloomberg) — Steven A. Cohen , the 53-year-old founder of SAC Capital Advisors LLP, picked four of his best people earlier this year to help select investments for the $2 billion he personally oversees at the hedge-fund firm. Louis Bacon , 53, bolstered the ranks at his Moore Capital Management LP by recruiting four senior managers in the past 20 months, while Thomas Steyer , 52, designated Andrew Spokes as his likely successor in the event he leaves Farallon Capital Management LLC, which he started in 1986. The appointments show how some of the most successful hedge-fund managers are preparing for the time when they scale back their roles or retire. They are surrounding themselves with experienced traders in an effort to keep clients from pulling out after they are no longer running the funds. “There’s an evolution in the hedge-fund industry where the baby boomers are handing over more and more responsibilities to a younger generation,” said Matias Ringel , head of research in New York at CMA North America, which provides research and advice to investors. “They’re in their fifties now and likely thinking more seriously about retirement.” An earlier cohort of hedge-fund entrepreneurs, including Julian Robertson and Michael Steinhardt , shut their firms after deciding they no longer wanted to invest money for clients. Robertson, 77, who returned an average of 25 percent annually over two decades, closed Tiger Management LLC in 2000 after losses and investor withdrawals cut assets to $6 billion from $22 billion two years earlier. Steinhardt, 69, shut his business in 1995 following a 28-year run in which he posted average annual gains of 24 percent. Founder’s Role Hedge funds are built on the reputations of their founders, and persuading investors to stay after they depart will be a challenge, according to Jean Keller , chief executive officer of Geneva-based 3A SA. “Most of them are intrinsically linked to their charismatic and entrepreneurial founders,” said Keller, whose firm has $2.2 billion invested in the private partnerships on behalf of clients. “Few hedge funds will succeed in a management transition.” John Horseman , 51, who started Horseman Capital Management LP in 2000, told clients in November that he would step down this year, leaving fund managers Russell Clark and John-Paul Burke at the helm. Assets in Horseman Global, the London-based firm’s biggest fund, fell to $444 million last month from $3.67 billion in October, mainly on client withdrawals, according to an investor. Carol Brown, a spokeswoman for Horseman Capital, which oversees about $1 billion, declined to comment. Willingness to Change Cohen started SAC Capital — the name is derived from his initials — in 1992 with $25 million, and the Stamford, Connecticut-based firm now oversees $12 billion. Adding the four senior traders will allow him to focus on fewer investments, mentor employees on portfolios and manage risk, according to an April 28 letter sent to investors. “I have always felt that one of the keys to the firm’s success over the years has been our ability and willingness to change the organization,” Cohen, who turns 54 on June 11, said in the letter. The traders selected by Cohen each has responsibility for an industry — energy, technology, media and health care — and for discussing investments with the rest of the firm’s managers and analysts, according to the letter. The sector heads, whom the letter didn’t name, will also continue to run their own portfolios. Concern for Investors “There’s no positive spin on him bringing in people to help on his portfolio,” said Peter Rup , chief investment officer at Artemis Wealth Advisors LLC, a New York-based firm that allocates money to hedge funds for clients. “It suggests that he is stepping back, managing less capital over time, and that’s not exactly in the best interests of his investors.” Cohen, in an interview in next month’s edition of Vanity Fair magazine, said, “I don’t have to sit at the desk. Seriously, I’ve got nothing left to prove.” Jonathan Gasthalter , a spokesman for SAC Capital, declined to comment. Bacon, who started Moore Capital in 1989, hired Greg Coffey in November 2008 as co-chief investment officer of his European business, a new position. Coffey, 39, was a top-performing emerging-markets trader at GLG Partners Inc. whose resignation triggered $2.2 billion in withdrawal requests. In January 2010, Bacon added Jean-Philippe Blochet , 46, a co-founder of London- based Brevan Howard Asset Management LLP, as a senior fund manager. Brevan Howard is Europe’s largest hedge-fund firm. Matthew Carpenter , 43, who ran a unit at Citigroup Inc. that traded U.S. stocks with more than $1 billion of the bank’s own money, joined in May as Bacon’s head of equity trading, a post that had been empty since Stanley Shopkorn gave it up in 2000. Carpenter’s deputy at New York-based Citigroup, Matthew Newton , 40, also joined Moore, which oversees $14 billion. ‘Key Man’ Shawn Pattison , a spokesman for New York-based Moore, declined to comment. At Farallon, co-managing partner Spokes was named the firm’s second so-called key man at the start of the year. That means investors have the right to withdraw their money if either manager leaves the San Francisco-based firm. Its hedge funds would be liquidated if both Spokes, 45, and Steyer stepped down. Mary Beth Grover , a spokeswoman for the $20.7 billion firm, declined to comment. The hedge-fund industry has seen assets rise more than 10- fold to $1.55 trillion since 1994, according to New York-based Credit Suisse Tremont Index LLC. Firms that once employed a couple dozen people now employ hundreds. SAC Capital, which started with nine people, now has about 800 employees. Preserving the DNA “Hedge funds are growing up and have been transitioning from a one-man, talent-based business to something more institutional,” said Jaeson Dubrovay , partner at Aksia LLC, a New York-based firm that advises clients on hedge-fund investments. “If the founder selects and trains four or five lieutenants by steeping them in the culture of the firm, then his DNA will continue. It’s a 5- or 10-year process, but it can work.” Firms that have expanded their senior ranks include Bruce Kovner ’s Caxton Associates LLC and Israel Englander ’s Millennium Management LLC. Kovner, 65, promoted Andrew Law in 2008 to the new post of chief investment officer of the $8.6 billion firm. Law, 43, who is based in London, has worked at New York-based Caxton since 2003. Englander, whose firm manages $7.4 billion, hired Michael Gelband two years ago from Lehman Brothers Holdings Inc. as head of fixed income. Gelband, 51, joins Chief Risk Officer David Nolan , 61, and Jonathan Larkin , 35, head of equities, in helping Englander allocate money and set risk limits for the firm’s 120 trading teams. Difficulty Retaining Talent Englander, 61, started New York-based Millennium in 1989 and stepped away from directly trading money after five years. Kathy Lacey, a spokeswoman for Caxton, and Tripp Kyle , a spokesman for Millennium, declined to comment. Developing senior management is difficult at hedge funds because successful traders often want to build their own firms, reputations and legacies, according to Ellen Schubert , chief adviser to consultant Deloitte LP’s asset-management services practice in New York. “It’s hard to keep good portfolio managers in the stable,” she said. Simons, Shaw James Simons and David Shaw are examples of big-name hedge fund founders who engineered their own exits without shutting their companies. Simons , the 72-year-old mathematician who started Renaissance Technologies Corp. after leaving academia in 1977, retired at the end of last year and turned over responsibility for the firm to former co-presidents Bob Mercer , 63, and Peter Brown , 55. Renaissance, based in East Setauket, New York, oversees $15 billion. Shaw, who started New York-based D.E. Shaw & Co. in 1988, ceded oversight of his firm to a six-person committee in 2002, when client assets were $2.36 billion. The firm has grown to $22 billion, according to its website. Shaw, 59, who has a doctorate from Stanford University, spends most of his time as a chief scientist at D.E. Shaw Research , which conducts research in computational biochemistry. Both Renaissance and D.E. Shaw use computer models to trade, a style known as quantitative investing. Spokesmen for the firms declined to comment. Easier for Quants “It’s easier for the founders of the quant firms to pass on the reins since their businesses are mainly model-driven,” said Guido Bolliger, Paris-based chief investment officer of Olympia Capital Management, which invests $2.7 billion in hedge funds for clients. “But for most of the macro funds and some of the stock-pickers, it will be more difficult.” Macro fund-managers seek to profit from broad economic trends by trading everything from bonds to commodities. “It’s good that veteran managers are thinking about deepening the benches but it’s not going to be easy,” Bolliger said. “While there are a lot of smart people in the hedge-fund world, there are not that many geniuses. The proof will be in the pudding in terms of performance.” To contact the reporter on this story: Saijel Kishan in New York at skishan@bloomberg.net ;

Read the full article →

ABi Selects Industry Veteran Duane Mullins as Agent Manager for the Launch of Its Agent Program

June 8, 2010

LEMONT FURNACE, PA–(Marketwire – June 8, 2010) –  ABi announced today that it has selected Duane Mullins as National Agent Manager for the launch of their channel sales and marketing program. Mr. Mullins was previously employed by Los Angeles based TelePacific Communications, a $500 million CLEC, where he consistently ranked highest in both volume and quality order support while serving as a Sr. Sales Engineer. Duane was also named Top Channel Manager for 2009.

Read the full article →

Fidelity’s Funds Only Winners Among Biggest U.S. Stock Pickers

June 7, 2010

By Sree Vidya Bhaktavatsalam and Christopher Condon June 7 (Bloomberg) — Fidelity Investments’ Contrafund and Growth Company Fund are alone among the 10 largest U.S. stock mutual funds in beating their benchmarks this year, as Vanguard Group Inc. and Capital Group Cos. offerings trailed their indexes. The $63 billion Contrafund, managed by Boston-based Will Danoff , gained 0.3 percent this year through June 3, beating the Standard & Poor’s 500 Index by 56 basis points during that period, according to data compiled by Bloomberg. The $32 billion Fidelity Growth Company Fund rose 2.5 percent, beating its benchmark, the Russell 3000 Growth Index , by 2.6 percentage points. The $37 billion Vanguard Windsor II Fund fell 2.2 percent, trailing its benchmark by the widest margin. U.S. stock pickers have struggled to beat their indexes this year as the debt crisis in Europe spurred volatility and triggered a slump in equities after last year’s rebound. The underperformance by the biggest mutual funds undercuts efforts to reverse three years of withdrawals. Investors pulled $239 billion from domestic stock funds between 2007 and 2009, according to the Investment Company Institute. “It doesn’t help if what you’re selling isn’t working,” James Lowell , chief strategist at Adviser Investments in Watertown, Massachusetts, said in an interview. U.S. stock mutual funds have lost $15.3 billion to withdrawals this year through May, according to preliminary numbers from the ICI, a Washington-based trade group. The S&P 500 Index has fallen 13 percent from its 19-month high in April as credit downgrades in Greece, Spain and Portugal fueled concern the European sovereign debt crisis may spread and undermine the economic recovery. ‘Short Period’ The Chicago Board Options Exchange Volatility Index , or VIX, jumped to 45.79 on May 20, its highest level in 14 months. Mutual-fund managers usually make their stock picks based on the long-term prospects of a company and sometimes hold on to shares for years, said Burton Greenwald , an independent fund consultant near Philadelphia. Most managers don’t sell in a volatile market unless their judgment on a company has changed, which is hurting returns this year, he said. “You can’t draw too much from looking at comparisons for a short period in what has been an extremely choppy market,” Greenwald said. “The market turbulence seems to be emotionally driven.” The funds examined for this article were the 10 largest by assets among actively-managed stock funds domiciled in and investing primarily in the U.S. They collectively hold $558.5 billion in assets, about 15 percent of the total assets held by domestic stock mutual funds. Track Record Eight of the funds list the S&P 500 as their primary benchmark. One uses the Russell 3000 Growth Index and one the Russell 1000 Value Index. Nine of the 10 funds beat their corresponding index last year and eight outperformed over the five years ending June 2. Lowell said active managers that invest part of their assets abroad were hurt by their non-U.S. holdings. The MSCI World Index has tumbled 13 percent since April 23, when the S&P reached its high, while the MSCI EAFE Index of developed countries has declined 14 percent. The euro has dropped 16 percent against the dollar this year, eroding the value of euro-denominated assets. The $63 billion Investment Company of America, managed by Los Angeles-based Capital Group, held 11 percent in non-U.S. stocks as of April 30, according to the firm’s website. Contrafund had 19 percent of its portfolio in international stocks, according to Fidelity’s website. ‘Manager’s Job’ “Most growth managers have been transformed by the global marketplace into global growth managers,” Lowell said. “That said, it’s the manager’s job to outperform their specific benchmark, and six months is a meaningful time period.” Over the past five years, an average of 44 percent of all large-company U.S. stock funds have beaten their respective indexes, according to data from Morningstar Inc. That performance has helped lower-cost passive funds and exchange-traded funds, which track market indexes and trade on exchanges like stocks, attract investor money. Passive domestic equity funds saw inflows of $26.2 billion in 2009, according to data from Morningstar Inc. in Chicago. “There are many reasons for investors to have a preference for ETFs, and one of them is that they have lower costs,” said Russel Kinnel , the director of mutual-fund research at Morningstar. Still, “investors need to understand that index funds have costs too, so the returns after costs will be lower.” Contrafund The average expense ratio for ETFs was 0.57 percent of assets in 2009, compared with 0.99 percent for index funds and 1.41 percent for actively managed U.S. stock mutual funds, data from Morningstar show. Contrafund, the largest stock fund managed by Fidelity, invests in companies expected to grow earnings faster than competitors. The fund was helped this year by its biggest holding, Apple Inc. The Cupertino, California-based maker of the Macintosh computers and iPods, climbed 21 percent this year after the introduction of its iPad device. Berkshire Hathaway Inc., the fund’s third-biggest holding, rose 5.8 percent. Google Inc., the fund’s second-biggest holding, has declined 20 percent this year. The fund has risen at an average annual pace of 4.3 percent over the past five years, beating 93 percent of similar funds, Bloomberg data show. Hurt by BP Sophie Launay , a spokeswoman for Fidelity, said the fund was helped by a bigger proportion of investments in consumer discretionary stocks and fewer investments in utilities and telecommunication stocks. Danoff was not available for comment. The Fidelity Growth Company Fund, run by Steven Wymer , was also helped by Apple, its top holding. The fund’s second-biggest holding is Salesforce.com Inc., the world’s largest seller of Internet-based customer-management software, whose shares have advanced 22 percent this year. Over the past five years, the fund has climbed at an average annual rate of 5.1 percent. Vanguard Windsor II, managed by six independent subadvisory groups, targets companies seen as undervalued when measured against earnings and other financial metrics. It has trailed its benchmark, the Russell Value 1000, by 3.5 percentage points this year and underperformed 80 percent of similar funds. The fund lost an annual average 0.03 percent in the past five years. The fund has been hurt this year by its position in London- based British Petroleum, whose shares have dropped 34 percent since an April 20 rig explosion in the Gulf of Mexico triggered the biggest oil spill in U.S. history. The fund held 1.5 percent of its assets in BP as of March 31. ‘Volatile Period’ “It’s been a very volatile period of time and you can be on the right side or the wrong side of that,” Dan Newhall , of Vanguard’s portfolio review team, said in a telephone interview. “And with volatility you can make some of your more compelling investments.” Fidelity, the world’s largest mutual fund company, manages $1.5 trillion in assets. Vanguard, based in Valley Forge, Pennsylvania, manages about $1.3 trillion. To contact the reporters on this story: Sree Vidya Bhaktavatsalam in Boston at sbhaktavatsa@bloomberg.net . Christopher Condon in Boston at ccondon4@bloomberg.net

Read the full article →

Ellen Sterling: The Way We Watched Movies…Remember?

May 29, 2010

In the May 18 edition of the New York Observer Lee Siegel wrote an article titled Ciao to the Cineplex; I Miss Mass Culture! He noted that “The Federal Communications Commission has just decided to allow the Motion Picture Association of America to send recently released films directly to your television or computer before they are released on DVD or Blu-ray” and went on to explain the potential impact this will have on movie-going. Since I, personally, prefer seeing a film in a theater as a member of an audience, this is sad news, indeed. And, equally sadly, it’s already begun to change. Remember what it used to be like when you went to the movies? Did you ever tell your children what it was like when there were no commercials — only coming attractions — in the theater? Have you ever waxed nostalgic for the days when an film advertised to begin at 8 pm actually did began at 8 or, perhaps, a few minutes later, after the trailers? Well, my dear, those days are gone and are probably never going to be seen again. Now, I’m not talking about the 20 minutes of commercials for various products (lots of soft drinks) and TV shows shown before the advertised movie start time. We’re pretty used to this by now and know that if we get to the theater early we’ll be subjected to this. No, what I am talking about is totally different. First, let me explain that here in Las Vegas, movies open weeks — sometimes months — after they open in New York City or Los Angeles. This is true of many large cities — Chicago, Miami, Seattle among them. For example, Crazy Heart, was released in New York and LA on December 16 and in Las Vegas on February 5. After awhile you get used to that. Foreign films are often difficult to find in Las Vegas. Fortunately, the two theaters closest to my home, the Regal Village Square and the Century Theater in the Suncoast Hotel and Casino (Yes! But that’s another story.) are the only two here that regularly play foreign, independent and small films. It’s nice know that even if they arrive months after they play on a coast, they will play here. Eventually. So, that is the overall film-going picture here in Las Vegas. And that is what we expected when we went to the Regal Village Square Friday night to catch City Island before it leaves on Thursday. The showing was advertised at beginning at 6:30. We took our seats about 10 minutes before the show and got what we expected, the last 10 minutes of the series of commercials called “Regal First Look,” (Most likely it is so called in an attempt to make the audience stuck watching it believe it’s a special privilege to get a “first look.”) You know the drill: the 20 minutes of business, a couple of quick commercials (Fandango/Fathom Events) then the trailers for 10 minutes or so and, finally, the film you came to see. That’s what we know and that’s what we expect. Right? Wrong. When we went to buy the tickets we saw that the price had gone up 50¢. That might be understandable in a bad year for movie attendance but, when I reported on ShoWest, the annual convention of film exhibitors this year, I noted they reported that, despite “the number of US-produced films being down 12 percent, attendance was up 11 percent and the box office worldwide totaled a staggering $300 billion.” But, if Regal needed to raise its prices, I guess 50¢ isn’t too bad. So we paid and went in. The usual First Look ended and then we were treated to 26(!) minutes or so of more commercials for TV shows and products no one really needs to know about. There were even two ads for the same TV series on two different stations. Couldn’t both stations be listed in one ad? This ad marathon ended and there were about five minutes of previews. This included one for Princess Kaiulani . It ended with the words “Coming Soon” written in large white against a black screen. The only thing is, the film was showing in the theater already. In the end, we had to pay 50¢ more to have our time wasted. (And, by the way, we also paid for the privilege of sitting next to a man who loudly munched popcorn out of a huge trough and, that finished, started equally loudly on candy. But that’s another story.) We really enjoyed City Island and I wrote a very positive review for it. But that wasn’t the point. On the way out we asked the manager, who turned out to be a thoroughly dyspeptic, nasty woman, about the length and abundance of the ads. She explained as if she was talking to recalcitrant four year-olds, that we were wrong. “It’s always been like this. There are 15 minutes of ads and 15 minutes of coming attractions.” No, I responded, there are always a couple of minutes of ads after the First Look stuff, then the trailers for a few minutes and, finally, the film. She was insistent (and very rude). “It has always been like this. And blame CineMedia, not us. They place the ads.” she said, raising her voice. She then turned her back, walked into the box office from whence she’d come and slammed the door. It was charming. In researching the issue, I found a terrific website called CaptiveAudience. Browsing it I found Regal is apparently the worst offender. Some theaters do post actual film start times but they’re very difficult to find. I learned that a class action lawsuit had been filed in 2003 against Loew’s Cineplex Entertainment Group for showing ads. It was dismissed. The site quotes Raymond W. Syufy, CEO of Century Theaters. “If we start showing commercials and go that route, then we are blurring the line between the 500 cable channels at home and the experience we want people to have when they leave their homes.” Hooray for Mr. Syufy! So, with more and more time devoted to advertisements in movie theaters, what can we, the people who don’t want to witness the demise of the movie theater culture, do about it? Maybe we should sign the online petitions to end this practice and hope it works. If it doesn’t, I guess I’ll learn to love watching movies at home.

Read the full article →

Paradigm Announces Promotions in Management Team

May 24, 2010

SALT LAKE CITY, UT–(Marketwire – May 24, 2010) – Paradigm Medical Industries, Inc. ( PINKSHEETS : PDMI ) President and Chief Executive Officer Stephen Davis announced today the following promotions to the Company’s management team: Julio Maximo has been named as Vice President of Operations. Mr. Maximo has over 10 years of engineering experience with Paradigm and was formerly the Director of Operations. Songyun You has been promoted to Manager of Finance. Ms. You has served the Company in the accounting department for six years and was formerly the accounting department manager. Jacob Matthews has been promoted to Manager of Marketing. Mr. Matthews has been with the Company for over two and a half years and formerly served as Sales Administrator and, more recently, as Sales and Marketing Coordinator.

Read the full article →

Paradigm Announces Promotions in Management Team

May 24, 2010

SALT LAKE CITY, UT–(Marketwire – May 24, 2010) – Paradigm Medical Industries, Inc. ( PINKSHEETS : PDMI ) President and Chief Executive Officer Stephen Davis announced today the following promotions to the Company’s management team: Julio Maximo has been named as Vice President of Operations. Mr. Maximo has over 10 years of engineering experience with Paradigm and was formerly the Director of Operations. Songyun You has been promoted to Manager of Finance. Ms. You has served the Company in the accounting department for six years and was formerly the accounting department manager. Jacob Matthews has been promoted to Manager of Marketing. Mr. Matthews has been with the Company for over two and a half years and formerly served as Sales Administrator and, more recently, as Sales and Marketing Coordinator.

Read the full article →

U.S. Bond Sales Rise as Contagion Concern Fades: Credit Markets

May 18, 2010

By Tim Catts May 18 (Bloomberg) — Corporate bond issuance in the U.S. is showing signs of a revival as investors speculate companies in the world’s largest economy will be insulated from the worst of Europe’s sovereign debt crisis. Borrowers came to the market with at least $3.2 billion of debt yesterday, after selling $1.15 billion a week earlier and $13.6 billion in the five days ended May 14, according to data compiled by Bloomberg. Franklin Resources Inc., the manager of the Franklin and Templeton mutual funds, sold $900 million of notes in its first offering since 2003. EOG Resources Inc., a Houston-based pipeline operator, issued $1 billion of bonds. The flurry signals improving sentiment that the European plan to provide almost $1 trillion of loans to help indebted nations avoid default will keep the regional crisis from spreading around the globe. Of the 460 companies in the Standard & Poor’s 500 Index that reported first-quarter results, 77 percent said earnings exceeded analysts’ estimates, Bloomberg data show. “Fundamentally, companies are doing great and balance sheets are strong,” said Gregory Nassour , head of investment- grade portfolio management at Valley Forge, Pennsylvania-based Vanguard Group Inc., who helps oversee about $40 billion of assets. “I would expect issuance to continue unless something new comes out of Europe to quiet it down.” Nissan Motor Corp. of Yokohama, Japan, the country’s third- largest carmaker, plans to sell $750 million of bonds backed by auto leases, a person familiar with the offering said. Banco Santander SA, Spain’s largest bank , will issue $1 billion of notes backed by auto loans, the bank said yesterday in a filing with the U.S. Securities and Exchange Commission. The Higher Education Loan Authority of the State of Missouri is marketing $817.7 million of debt backed by student loans, a person said. Europe Lags Europe’s bond market has yet recover, with no benchmark corporate sales, typically for at least 500 million euros ($617 million), since May 5, according to Bloomberg data. Elsewhere in credit markets, the extra yield investors demand to own corporate bonds instead of government debt was unchanged at 171 basis points, or 1.71 percentage point, the Bank of America Merrill Lynch Global Broad Market Corporate Index shows. The spread peaked at 511 on March 30, 2009, and dropped to as low as 142 on April 21. Average yields rose 1.9 basis points to 3.946 percent. Libor Rises The rate banks pay for three-month loans in dollars is set to rise for a sixth day, according to a Credit Agricole CIB forecast. The London interbank offered rate , or Libor, may advance to 0.465 percent, Credit Agricole said, from a nine-month high of 0.46 percent yesterday and 0.445 percent at the end of last week. The spread between the three-month Libor rate and the overnight indexed swap rate, a barometer of the reluctance of banks to lend that’s known as the Libor-OIS spread, increased to 23.5 basis points today, from 24, the most since Aug. 17. The three-month Singapore Interbank Offered Rate rose to 0.46 percent, near a nine-month high, from 0.45083 percent. The cost to protect against defaults on European investment-grade bonds snapped three days of increases, according to traders of credit-default swaps. The Markit iTraxx Europe index of contracts on 125 companies fell 5.75 basis points to 110.25, Markit Group Ltd. prices at 9:37 a.m. in London show. Investors use the index to hedge against losses on corporate debt or speculate on creditworthiness, and a decline signals an improvement in perceptions of credit quality. Greek Default Risk Credit-default swaps tied to Greece’s government debt dropped 14 basis points to 634, according to CMA DataVision. The Markit iTraxx Asia index of swaps on 50 investment- grade borrowers outside Japan fell 4 basis points to 122.5 in Singapore, according to Barclays Plc. The Markit iTraxx Australia index decreased 7 basis points to 107 in Sydney, according to Nomura Holdings Inc. The Markit CDX North America Investment Grade Index Series 14 rose 0.6 basis point to 108.5 basis points yesterday, the highest since May 7, according to Markit Group. In emerging markets, the extra yield investors demand to own bonds instead of Treasuries fell 2 basis points to 293 basis points, according to JPMorgan Chase & Co.’s Emerging Market Bond index. Spreads reached 328 on May 7. ‘Bad Neighborhood’ The European Union said today it transferred to Greece the first 14.5 billion-euro installment of the 750 billion-euro emergency loan package aimed at preventing the region’s sovereign debt crisis from spreading. Still, investors who aren’t convinced European leaders have solved the continent’s fiscal woes may be buying U.S. corporate debt in a bet it won’t suffer as much, said Arthur Tetyevsky , chief fixed-income strategist at Broadpoint Gleacher Securities Inc. in New York. “The result has been investors putting capital to work in the U.S.,” Tetyevsky said. “It’s like buying the best house money can buy in a bad neighborhood.” Corporate bond sales in the U.S. have fallen 59 percent this month to $18.2 billion, compared with $44.6 billion in the same period in April, Bloomberg data show. Companies issued $52.7 billion of investment-grade bonds in all of April and $33.3 billion of high-yield debt, which is rated below Baa3 by Moody’s Investors Service and lower than BBB- by S&P. U.S. investment-grade company debt returned 0.43 percent last week, rebounding from a 0.33 percent loss in the period ended May 7, Bank of America Merrill Lynch index data show. High-yield debt gained 0.69 percent last week and was down 1.8 percent for the month through May 14. Franklin Resources Franklin Resources’ $250 million of 3.125 percent notes due in 2015 priced to yield 95 basis points more than similar- maturity Treasuries, Bloomberg data show. In its April 2003 sale of $420 million of five-year, 3.7 percent notes, the San Mateo, California-based company paid a spread of 88 basis points. EOG Resources’ offering included $500 million of 10-year notes that pay a spread of 95 basis points, Bloomberg data show. The company sold $900 million of debt due in 2019 a year ago at 245 basis points more than Treasuries. High-yield bond sales haven’t recovered, Bloomberg data show. Last week’s $10.5 billion of new investment-grade bonds issued in the U.S. were 37 percent less than the 2010 average of $16.5 billion, while junk issuance of $3.12 billion was 45 percent below the $5.67 billion average. Regal Entertainment Group, the largest U.S. cinema operator, postponed a planned offering of $250 million of senior notes due 2019, citing “unfavorable market conditions,” the Knoxville, Tennessee-based company said in a statement. American Tire Distributors Holdings Inc. of Huntersville, North Carolina, planned to sell $250 million of seven-year notes and Franklin, Tennessee-based Capella Healthcare Inc. is marketing an offering of $500 million of debt due in 2017, according to people familiar with the transactions. To contact the reporter on this story: Tim Catts in New York at tcatts1@bloomberg.net

Read the full article →

U.S. Bond Sales Revive as Europe Contagion Concern Recedes: Credit Markets

May 17, 2010

By Tim Catts May 17 (Bloomberg) — Corporate bond issuance in the U.S. is showing signs of a revival as investors gain confidence that Europe’s sovereign-debt crisis may be contained. Borrowers came to the market with at least $3.2 billion of debt today, after selling $1.15 billion a week earlier and $13.6 billion in the five days ended May 14, according to data compiled by Bloomberg. Franklin Resources Inc., the manager of the Franklin and Templeton mutual funds, sold $900 million of notes in its first offering since 2003. Houston-based pipeline operator EOG Resources Inc. issued $1 billion of debentures. The flurry of issuance in the investment-grade market signals investors are more confident that the contagion in Europe won’t spread across the globe, a week after policy makers released an almost $1 trillion bailout package for the euro region. Of the 460 companies in the Standard & Poor’s 500 Index that reported first-quarter results, 77 percent said earnings exceeded analysts’ estimates, Bloomberg data show. “Fundamentally, companies are doing great and balance sheets are strong,” said Gregory Nassour , the head of investment-grade portfolio management at Valley Forge, Pennsylvania-based Vanguard Group Inc., which manages about $40 billion of assets. “I would expect issuance to continue unless something new comes out of Europe to quiet it down.” The European bond market has yet to show a recovery, with no benchmark corporate sales since May 5 when French supermarket owner Casino Guichard-Perrachon SA and airport operator Aeroports de Paris issued notes, Bloomberg data show. A benchmark offering in Europe is typically at least 500 million euros ($619.5 million). Auto ABS, Libor Elsewhere in credit markets, issuers are marketing $2.57 billion of securities backed by consumer loans. The rate banks pay for three-month loans in dollars climbed to the highest level in more than nine months. A benchmark index tied to risky mortgage securities, the biggest cause of investor losses in 2007 and 2008, is rallying. Nissan Motor Corp. of Yokohama, Japan, the country’s third- largest carmaker, plans to sell $750 million of bonds backed by auto leases, a person familiar with the offering said. Banco Santander SA, Spain’s largest bank , will issue $1 billion of notes backed by auto loans, the bank said today in a filing with the U.S. Securities and Exchange Commission. The Higher Education Loan Authority of the State of Missouri is marketing $817.7 million of debt backed by student loans, a person said. The London interbank offered rate , or Libor, rose for a fifth straight day to 0.46 percent today, from 0.445 percent at the end of last week, according to the British Bankers’ Association. The spread between the three-month Libor rate and the overnight indexed swap rate, a barometer of the reluctance of banks to lend that’s known as the Libor-OIS spread, increased to 24 basis points, the most since Aug. 17, from 22 basis points. Subprime-Mortgage Bonds A Markit ABX index of credit-default swaps tied to 20 subprime-mortgage bonds rated AAA when created in the first half of 2007 has climbed by 14.7 percent this quarter. Increases in that index generally indicate less pessimism about creditworthiness. The cost to protect against defaults on U.S. corporate bonds rose for a third day to the highest since May 7. The Markit CDX North America Investment Grade Index Series 14, which investors use to hedge against losses on corporate debt or to speculate on creditworthiness, increased 0.6 basis point to a mid-price of 108.5 basis points, according to Markit Group Ltd. In London, the Markit iTraxx Europe index of credit swaps on 125 investment-grade companies climbed 7.2 basis points to 116.9, Markit prices show. Both indexes typically rise as investor confidence deteriorates. Emerging-Market Debt Credit swaps pay the buyer face value if a borrower fails to meet its obligations, less the value of the defaulted debt. A basis point equals $1,000 annually on a contract protecting $10 million of debt. In emerging markets, the extra yield investors demand to own bonds instead of Treasuries fell 2 basis points to 293 basis points, according to JPMorgan Chase & Co.’s Emerging Market Bond index. Spreads reached 328 on May 7. Argentine bonds declined for a second day on reduced investor demand for higher-yielding emerging-market assets. The yield on Argentina’s 7 percent dollar bonds due 2015 rose 18 basis points, or 0.18 percentage point, to 12.83 percent as of 5:15 p.m. in New York, according to Bloomberg pricing. The bond’s price slid 0.56 cent to 78.75 cents on the dollar. Investors who aren’t convinced that European leaders have solved the continent’s debt crisis may be buying U.S. corporate debt in a bet that it won’t suffer as much, said Arthur Tetyevsky , chief fixed-income strategist at Broadpoint Gleacher Securities Inc. in New York. “The result has been investors putting capital to work in the U.S.,” Tetyevsky said. “It’s like buying the best house money can buy in a bad neighborhood.” Slower Sales Corporate bond sales have fallen 59 percent this month to $18.2 billion, compared with $44.6 billion in the same period in April, Bloomberg data show. In all of last month, companies issued $52.7 billion of investment-grade bonds and $33.3 billion of high-yield debt, which is rated below Baa3 by Moody’s Investors Service and lower than BBB- by S&P. Investment-grade company debt returned 0.43 percent last week, rebounding from a 0.33 percent loss in the period ended May 7, Bank of America Merrill Lynch index data show. High-yield debt gained 0.69 percent last week and was down 1.8 percent for the month through May 14. Franklin Resources Franklin Resources’ $250 million of 3.125 percent notes due in 2015 priced to yield 95 basis points more than similar- maturity Treasuries, Bloomberg data show. In its April 2003 sale of $420 million of five-year, 3.7 percent notes, the San Mateo, California-based company paid a spread of 88 basis points. EOG Resources’ offering included $500 million of 10-year notes that pay a spread of 95 basis points, Bloomberg data show. The company sold $900 million of debt due in 2019 a year ago at 245 basis points more than Treasuries. High-yield corporate bond sales haven’t recovered as quickly as higher-rated company debt issuance, Bloomberg data show. Last week’s $10.5 billion of new investment-grade bonds were 37 percent below the 2010 average of $16.5 billion, while junk issuance of $3.12 billion was 45 percent below the $5.67 billion average, Bloomberg data show. Regal Entertainment Group, the largest U.S. cinema operator, postponed a planned offering of $250 million of senior notes due 2019, citing “unfavorable market conditions,” the Knoxville, Tennessee-based company said in a statement. American Tire Distributors Holdings Inc. of Huntersville, North Carolina, planned to sell $250 million of seven-year notes and Franklin, Tennessee-based Capella Healthcare Inc. is marketing an offering of $500 million of debt due in 2017, according to people familiar with the transactions. To contact the reporter on this story: Tim Catts in New York at tcatts1@bloomberg.net

Read the full article →

Ron Ashkenas: How to Build an A-Team from Day One

May 17, 2010

Almost every manager begins his or her tenure with the goal of building a top-notch leadership team. Yet as time passes and managers move on to new assignments, they often look back and regret that they didn’t develop their team faster and more aggressively. What’s behind this seeming contradiction — and what can managers do to establish an A-team as quickly as possible? Let’s start by looking at a few of the dynamics facing a new manager, some of which are described by Michael Watkins in his book The First 90 Days: Critical Success Strategies for New Leaders at All Levels . One factor is that most new managers inherit an existing team and, in fairness, want to give incumbents the benefit of the doubt that they are right for the job. At the same time, most new managers realize that they need to learn about their new business or function, and that much of that learning will come from the existing team. So right from the start, the manager is in an awkward position — evaluating the team members while also dependent on them for internal knowledge and expertise. To make it even more complicated, team members, realizing that they are being assessed, may skew their behavior to reflect what they think the new manager is looking for, so that first impressions may be inaccurate. Given these dynamics, many managers are hesitant to move too quickly, wanting to gather more data before making any dramatic changes. Another delaying factor is that many new managers don’t want to risk “breaking” a successful organization, especially when they are not completely knowledgeable about their new business or function, their customers’ expectations, and the capabilities of the extended team as a whole. Unless they are coming in to an urgent turnaround situation or have a specific mandate for improvement, most managers will therefore wait before making significant changes. This hesitancy is reinforced by the fact that most managers don’t like to confront inadequate performance anyway — which means that it’s always easier to let developmental discussions slide. Based on these dynamics, many managers may not focus on upgrading their leadership team until it’s too late — when it becomes clear that they cannot achieve their goals with the existing crew. So what can you as a manager do to overcome this natural hesitancy about building an A-team early on? Let me suggest two simple steps: First you can conduct an “assimilation” session with your team within a week or two of your appointment. This is a process that was pioneered at GE (and is still standard procedure there) and is now used by many premier organizations. The aim is to quickly clarify expectations between you and your team, and get some of the uncomfortable and difficult dynamics out on the table. The session itself works like this: With the help of a facilitator (and without the manager present) team members share first impressions of their new manager, along with their hopes, concerns, fears, and questions. The facilitator organizes these into themes, which are then presented to the manager without attribution to any single person. The manager then engages in a dialogue with the team about the issues; and also shares his or her first impressions, expectations, hopes, and concerns. A session like this can help you quickly get past some of the awkward dynamics described earlier and allow you and the team to assess each other much more openly. To make the early assessment and development even more effective, the second thing you can do is to challenge each of your managers early on with a short-term stretch assignment. Give them thirty or sixty days to get something important done that pushes them outside their comfort zone. Not only will this help you to make a difference with the business in your first few months, it also will give you invaluable data about the capabilities of your team. Who is able to step up? How easily do they collaborate with each other? What are their attitudes about taking on tough challenges? In what areas does each person need some help — or are their team members who probably aren’t right for the job? If building an A-team is one of the critical ingredients for success in a new assignment, why not get started on it right away?

Read the full article →

Liz Ryan: Five LinkedIn Networking Questions

May 17, 2010

Dear Liz, I saw that a friend of mine (who’s a first-degree LinkedIn connection of mine) knows a guy I want to meet. How do I use LinkedIn to reach the guy, since I don’t have his email address? Thanks, Jerome Dear Liz, When you find the “target” person’s LinkedIn profile (by searching on his name, for instance, using the People Search function of Linked that you’ll find in the upper right-hand corner of almost every LinkedIn page), click on the link next to his photo, called Get Introduced Through a Connection. Assuming the fellow is a first-degree connection of your friend, you’ll be one “hop” away from him (your mutual friend is the hop) and you’ll be able to reach out to him, through her. (Her contact settings may prohibit overtures from other LinkedIn users, but that’s your best bet.) The site will prompt you to create two messages – one to the guy, and one to your friend — as you make the friend-of-a-friend outreach. Best, Liz Dear Liz, No one I know is actually connected on LinkedIn to a woman I’m interested in contacting. Am I sunk? Thanks, Carolyn Dear Carolyn, No way! The world of people is getting more porous by the minute. For starters, you can see whether you’re a member of any LinkedIn Groups in common with the woman you want to reach. If you are, you can reach her that way (assuming her contact settings allow overtures from other LinkedIn users). If you don’t have any Groups in common, you can still reach her by upgrading your LinkedIn membership to allow you to blast off InMail messages to other users. Cheers, Liz Dear Liz, I’m job-hunting and not working. I can’t decide whether to leave my LinkedIn headline the way it is now (“Product Manager, Acme Dynamite”) or change it to show that I’m job-hunting. Is that too desperate? Thanks, Jacob Dear Jacob, Desperate? If you don’t use your LinkedIn profile, specifically your headline (the field just under your name) to let people know you’re job-hunting, they’ll assume you’re still over at Acme Dynamite. There are desperate ways to job-hunt (a sandwich board on the entrance ramp to the freeway springs to mind) but an accurate LinkedIn headline isn’t one of them. Change your headline pronto, to “Tech Product Manager ISO Next Startup to Grow” or something that describes you. Headhunters and hiring managers troll LinkedIn all the time looking for available talent, and you want them to find you (and contact you), rather than move on, so make this change now! Also, make sure your LinkedIn profile has all the keywords in it that will help hiring managers and recruiters find you. Regards, Liz Dear Liz, I am on LinkedIn but I don’t have any first-degree contacts. Is that a big drawback for me? Thanks, Lucille Dear Lucille, That’s a big drawback! LinkedIn is an incredible research tool, a connection-and-introduction engine, and a sort of collective Rolodex for professional people. All of these capabilities grow exponentially when you develop a network of first-degree (and simultaneously, second-and-third degree) connections. Start by downloading your Outlook, Gmail or another address book to see which of your friends is already using LinkedIn. These are the first people you’ll invite to join your network, because these guys are already using the site and can join your network (you’ll join theirs in the same instant) with only a click or two. After that, check out the Colleagues tab to see which co-workers from your past jobs is using LinkedIn, and invite them to join your network, too. There’s a ton to say on the topic of inviting people to join your LinkedIn network — get in touch with me to learn more about that. Yours, Liz Dear Liz, I have a LinkedIn profile but it’s not very complete. Will that make a difference in my use of LinkedIn? Thanks, Corey Dear Corey, By all means Corey, build out your LinkedIn profile when you have a chance. Your profile is where people learn about you – not just the bare facts of where you’ve worked and for how long, but how you write ( = how you think), your perspective on your career, your contacts (a credibility-builder if there ever were one), your glowing endorsements from other LinkedIn users, your full-text resume if you like (and other documents that speak to your career cred – let’s say, a Powerpoint presentation and a white paper), your Groups, your education — the possibilities are nearly infinite! Your LinkedIn profile is a wonderful, free professional billboard for you. Don’t give it a cursory once-over. Build that puppy out, Corey! It will take you about an hour to do that thoroughly, and your personal brand will get much stronger from that moment forward. Best, Liz

Read the full article →

Parsons Appoints Bodie as Energy, Systems & Security Division Manager

May 17, 2010

PASADENA, CA–(Marketwire – May 17, 2010) –  Parsons announces the appointment of William Bodie as Manager of the Energy, Systems & Security (ESS) Division for its Infrastructure & Technology group. In this role, Mr. Bodie will lead ESS’s work in the energy, mission-critical systems, homeland security and defense, and intelligence markets — Parsons is one of the largest providers of management, engineering, environmental, and planning services to government agencies.

Read the full article →

Wright Joins Parsons as East Division Proposal Manager Water & Infrastructure

May 17, 2010

PASADENA, CA–(Marketwire – May 17, 2010) –  Parsons is pleased to announce that John D. Wright has joined the company as East Division Proposal Manager for its Water & Infrastructure group. In this capacity, he will lead major proposals, manage the division’s sales and marketing team, assist in training and development, and work closely with business development and division management to promote Parsons’ core values and strategic objectives.

Read the full article →

Marshall Goldsmith: Does What They Think About You Hold You Back?

May 15, 2010

How do you define who you are? If you think about the various components of how you define yourself, where did they originate? If you’re like most people, your identity is formed to a large extent by what you remember from your past and by what other people think about you and tell you about yourself. Where the past and other people’s opinions meet what I call your “reflected” identity. Other people remember events in your past and may remind of you of them, sometimes too often. It’s one thing for the executive above to admit to poor follow up. But if his boss or wife or customers tell him the same thing, it reinforces the picture he already has of himself. You might know this as feedback. Feedback from others is how we shape our reflected identity. As a professional who relies on feedback as a tool for helping people change for the better, I would never disparage the value of it; however, I feel obligated to note that not all feedback is offered in good faith or in the most forgiving spirit! For example, perhaps your spouse constantly reminds you of your one or two failures as a mate. Or perhaps it’s a colleague who never misses an opportunity to remind you of one of your more serious workplace mishaps. It could be the boss whose only impression of you is some less-than-brilliant statement you made in a meeting, which he repeats to anyone who will listen whenever your name comes up. (Year ago, I gave feedback to one manager who repeatedly derided one of his top lieutenant’s work habits, all because the subordinate refused to schedule an early morning phone call with the boss over a holiday weekend. I regarded this as an admirable display of work-life balance, but the manager saw it as evidence of the man’s 9-to-5 mentality and, therefore, a lack of commitment.) The fact is that while some feedback is quite fair, some of it is part of the ribbing and back-slapping that is supposed to be taken as part of a lively corporate environment where quick speech, one-liners, and “humor” are meant to be fun. Sometimes these little jokes and stabs at one another are not fun and in an environment where we tend to become what other people say we are, the wrong kind of feedback can be self-limiting and destructive. People who keep reflecting your worst moments back to you–with the implication that these moments are the real you–are no different than the friend who sees that you’re on a diet trying to lose weight and yet insists, “C’mon, you can loosen up for one day. Have a second helping of this cake.” They’re trying to suck you back to a past self, someone you used to be, not who you are or want to become. It’s likely that we’ve all found some value in paying attention to our reflected identity, but it’s important to keep a healthy skepticism about as well. At its worst, your reflected identity can be based on little more than hearsay and gossip and may tarnish your reputation. At its best it may enhance your reputation–and help you succeed. But either way, it’s not necessarily a true reflection of who you are. So, even if your reflected identity is accurate, remember it doesn’t have to be predictive. We can all change!

Read the full article →

Sokol Praised by Buffett for NetJets Turnaround Amid Talk About Succession

May 1, 2010

By Andrew Frye May 1 (Bloomberg) — Warren Buffett , who hasn’t announced a successor at Berkshire Hathaway Inc. , praised David Sokol , the firm’s most visible lieutenant, for his work in turning around luxury flight operator NetJets Inc. “We are now operating NetJets at a very decent profit,” Buffett, 79, told Berkshire shareholders today in Omaha, Nebraska, at the company’s annual meeting. “I owe David Sokol enormous credit. He turned that thing around like no one could have.” Buffett, now in his fifth decade as Berkshire chief executive officer, often boasts about the collective ability of the scores of managers who report to him. Shareholders pay closer attention when he singles out an executive for praise. Accolades for Sokol, 53, reinsurance chief Ajit Jain and Geico Corp. CEO Tony Nicely have fueled talk in past years about who will be next to lead Berkshire. “Sokol clearly is it today,” Andrew Kilpatrick , who wrote the three-volume “Of Permanent Value: The Story of Warren Buffett,” said before the shareholders meeting. “If Buffett lives for a long time, it could be someone else.” Buffett’s esteem for the executives he oversees rises and falls as the group is tested in good markets and bad. In the last year, 65-year-old Richard Santulli , the NetJets founder, was dropped from shareholders’ lists of CEO contenders, and younger managers like Matthew Rose of railroad Burlington Northern Santa Fe Corp. joined Berkshire. Emerging Stars “New managerial stars may emerge and present ones will age,” Buffett told investors in his 2005 annual letter, laying out Berkshire’s approach to settling on his replacement. At the time, Berkshire had three “reasonably young” candidates who could take over should Buffett die suddenly, the CEO said. Sokol, Berkshire’s energy chief, added responsibility for NetJets in August. He has helped Buffett with an investment in China’s BYD Co. and a rescue package for Constellation Energy Group Inc. Shares in the Shenzhen-based electric-car maker have more than tripled in the last 12 months and Buffett reported a $917 million profit after Constellation reversed course. Berkshire is a “long-term investor” in BYD, Sokol said in an interview today in Omaha. Vice Chairman Charles Munger , 86, said the investment might not have happened without Sokol. “Dave Sokol helped,” Munger said. “I wasn’t sure I could get Warren to do this myself.” Sokol is “a first-class guy, but the other ones are, too,” Berkshire board member Thomas Murphy , 84, said of the CEO candidates in a Bloomberg Television interview on April 22. “And of course, it depends on when the decision is made. If Warren’s around here five years from now, it might not be the same. I hope he’s around five years from now.” ‘Not a Problem’ Buffett said today that the question of who’ll succeed him is “not a problem.” “For right now you want to be prepared,” Buffett said. “I had a physical. I came out fine. My doctor is not here today. It drives him nuts that I eat what I do and he can’t find anything wrong.” Buffett, also Berkshire’s chairman, acquires managerial talent by takeover. He and Munger target well-managed companies and entice CEOs into selling their firms by promising to leave management in place. Sokol sold MidAmerican Energy Holdings to Berkshire in 2000 for $8.3 billion, including assumed debt. Rose, 51, joined the firm in February with the $27 billion sale of Burlington Northern, the biggest takeover of Buffett’s career. Divided Duties Buffett’s responsibilities will be split, upon his death or retirement, among at least three people. A CEO will oversee the collection of more than 70 operating units assembled by Buffett and Munger, and an investment chief will be appointed to allocate capital and manage Berkshire’s portfolio. Buffett’s son Howard will probably assume the position of non-executive chairman to preserve the firm’s culture. Buffett’s eventual replacements will take charge of a $190 billion company whose composition and culture is largely the expression of just one person. The CEOs of each operating unit from Fruit of the Loom to Dairy Queen to Geico were vetted by Buffett in acquisitions and promotions. Shareholders, who turn out in the tens of thousands for the annual meeting, are drawn by Buffett the manager, as much as by the assortment of businesses he’s assembled. Sokol’s energy division accounted for 14 percent of Berkshire’s pretax profit last year, while insurance operations produced 61 percent, according to Bloomberg data. The underwriting businesses, which cover risks from car crashes to earthquakes, are overseen by several managers and provide Buffett with investable funds in addition to earnings. Ajit Jain Jain, 58, oversees about 30 people in a reinsurance division that gave Buffett access to $26 billion of funding for his investments as of Dec. 31. This accumulated premium, or so- called float, is generated from Jain’s bets on large risks like natural disasters. It’s so important to Berkshire that Buffett instructed shareholders on what to do if they’re ever faced with a shipwreck and a choice to save him, Munger or Jain. “Swim to Ajit,” Buffett said in his annual letter. At today’s meeting, Buffett praised Jain for running “a disciplined operation.” “Ajit cannot be replaced,” Buffett said. “When I tell you the value that Ajit has added to Berkshire, believe me, I’ve understated.” Nicely, 66, has reported to Buffett since Berkshire bought Geico in 1996, and has won praise from his boss for delivering profits and signing up new drivers. Nicely “continues to gobble up market share while maintaining disciplined underwriting,” Buffett said last year. Reviving NetJets Santulli, once considered a favorite to succeed Buffett, was caught off guard by the recession and allowed NetJets to slide into losses before leaving the firm. Sokol fired pilots and wrote down the value of airplanes to restore profits. “His leadership has been transforming,” Buffett said in his annual letter of Sokol’s work at NetJets. “After suffering a staggering loss of $711 million in 2009, the company is now solidly profitable.” Buffett also praised Grady Rosier , CEO of the McLane food distributor, in his annual letter, for turning in record profits as other Berkshire manufacturing, service and retailing units suffered in the economic decline. Buffett brought Comcast Corp. Chief Operating Officer Stephen Burke , 51, to Berkshire as a board member in December. To contact the reporter on this story: Andrew Frye in New York at afrye@bloomberg.net

Read the full article →

Janet Tavakoli: President Obama: Bring Back Black

April 25, 2010

William K. Black, a regulator during the dark days of the Savings & Loan Crisis, gave the most sensible testimony about the financial crisis heard in Washington so far .* Fraud thrives and spreads in a regulatory free, highly paid, criminogenic environment. Cheaters prosper driving honesty out of the market. “Firms such as Citigroup and Merrill Lynch [and others] were able to create complex securities backed by recklessly underwritten [often fraudulent] mortgages, knowing that they could pass the risk along to someone else who had less information about the underlying loans. [The] $62 trillion credit derivatives market allowed Wall Street to lend without having confidence in the men and women it lent to. Wall Street hedged away the risk of lending and in the process undermined the entire system.” Confidence Game: How a Hedge Fund Manager Called Wall Street’s Bluff , P. 295, Christine Richard, (Wiley, 2010). It’s time to bring back Black and resolute regulators like him. Our proposed “financial reform” bill is a sham, and the health of our society and our economy is at stake. (” William Black Warns That Financial Reform Bill Won’t Stop the Wall Street Crime Wave ,” Dan Froomkin, HuffPo , April 21, 2010) Failed Regulators Are Still in Charge Our financial “investigations” aim to miss. First, the media writes breathless articles portraying Washington’s financial “investigators” as “tough.” Each new commission is billed as our “Pecora” moment. The “investigators” hire teams of staffers who badger people like me for charity with insightful questions like: “What’s a CDO?” Treasury, Federal Reserve, and Wall Street notables loudly complain about “unfair” and “harsh” investigators. Then everyone marches to the Hill where the committee pelts Wall Street executives with verbal marshmallows. Here are just four examples: The FCIC: Phil Angelides, Chairman of the Financial Crisis Inquiry Commission, had Robert Rubin, Citigroup’s former senior advisor (also former Treasury Secretary under President Bill Clinton, and former Co-Chair of Goldman Sachs), and Chuck Prince, former CEO of Citigroup, in the palm of his hand. He failed to question them about Citigroup’s sales of complex CDOs and a $200 million loan to the failed Bear Stearns hedge funds, even though it was public information and a classic situation for securities fraud. (” Congress’s FCIC Nearly Nailed Citigroup Executives to the Wall–Then Blew It ,” Tavakoli, HuffPo , April 8, 2010) The SEC: The SEC filed a recent complaint of alleged fraud in a civil lawsuit against Goldman Sachs . The complaint did not mention that Goldman may have used the subprime mortgage-linked security at issue to unload other complex bonds it created. The complaint strikes me as an SEC publicity stunt. Wall Street banks had deep ties (and often ownership) with corrupt mortgage lenders and created phony securities that funded loan fraud. Corrupt finance–enabled by the SEC’s multi-year failures–amplified the problem. The SEC (rating agencies, and more) behaved as collaborators, and now they seem to want credit for bringing one seemingly incomplete complaint against a sapling, while the forest fire rages on. (” Abacus Might Have Had Other Benefits for Goldman ,” Matt Goldstein, Reuters , April 23, 2010, ” Goldman Sachs: Spinning Gold ,” Tavakoli, HuffPo , April 7, 2010. Senate’s Permanent Subcommittee on Investigations – “Trial by Email”: The leak of Goldman’s emails suggests that shorting as a hedge is the same thing as betting against clients. (” Blankfein E-Mail Shows Firm Profited Betting Against Mortgages ,” Christine Harper, Bloomberg , April 24, 2010.) It’s not necessarily so.** Even if facts show it is true, there is a much bigger issue. Wall Street banks bet against our entire society when they created and sold phony securities that fueled fraudulent mortgage lending. That activity was profitable for some firms (Goldman) and unprofitable for others (Lehman, Citigroup, Merrill Lynch, and more). Yet in every case, it was control fraud. CEOs and bankers grew rich while the financial institutions that employed them often imploded. The agents of the fraud prospered while American society and the American economy were massively damaged. (” Wall Street’s Fraud and Solutions for Systemic Peril , ” Tavakoli, TSF , September 29, 2009) TARP “Investigations”: Intentionally or otherwise, the TARP Inspector General’s November 17 “SIGTARP” Report appeared to be evasive action or just plain whitewash. Ten days before that particular SIGTARP report was released I disclosed key information that the SIGTARP report didn’t even mention. With better access, a budget, a mandate, greater staff, and more time, the “investigator,” did a poor job, yet is lauded in much of the media and in Washington as “tough.” After damaging facts become public, SIGTARP “catches up.” It’s an embarrassment. (” Goldman’s Undisclosed Role in AIG’s Distress ,” Tavakoli, TSF , November 10, 2010.) I urge the President to play the race card–the human race card. The Founding Fathers sought to protect the Republic from this tyranny of private interests. This was meant to be a place where all members of the human race have a fair opportunity to thrive. These show trials and faux ‘investigations” distract us from the real job of reform and protect Wall Street’s interests. It’s time to bring back Black–or regulators like him–and truly give us our “Pecora” moment. * Statement by William K. Black , Associate Professor of Economics and Law, University of Missouri – Kansas City before the Committee on Financial Services, United States House of Representatives regarding ” Public Policy Issues Raised by the Report of the Lehman Bankruptcy Examiner .” April 20, 2010 ** When banks sell short, it is often to hedge their risks. Sometimes hedges result in a net loss, and sometimes they result in a profit. Some hedge fund ethically sold short shares in companies with sham-based-accounting earnings. Short sellers were often the only people sounding the alarm as Pershing Square head Bill Ackman did with bond insurer MBIA. Christine Richard’s just released book, Confidence Game (Wiley, 2010) is the gripping account of how he tried in vain for years to get regulators to listen. Meanwhile MBIA, at first an apparently healthy company, was a financial mirage and within a few years the “AAA” rated company sank like a stone. Short sellers were not responsible for the death of Lehman Brothers. My book on the meltdown, Dear Mr. Buffett (Wiley, 2009) is exculpatory evidence for anyone who shorted the stock or bought puts on the shares of Bear Stearns, Lehman, Merrill Lynch, Citigroup (and more) prior to the financial crisis. This type of short selling is very different from shorting a healthy company and spreading false rumors. It is also different from selling short while withholding damaging information.

Read the full article →

Goldman Sachs Fraud Suit Hinges on Meaning of `Selected’ in Paulson Abacus

April 19, 2010

By Jody Shenn and Joshua Gallu April 19 (Bloomberg) — The case against Goldman Sachs Group Inc. may turn on the meaning of the word “selected.” The Securities and Exchange Commission must prove that the most profitable company in Wall Street history defrauded investors by failing to disclose that a hedge-fund firm betting against them played a role in creating what they bought. It must also counter Goldman Sachs’s assertion that an independent asset manager, which the SEC said rejected more than half of the securities initially proposed by Paulson & Co. for a collateralized debt obligation, signed off on the selections. “The question is whether Paulson’s undisclosed role in portfolio selection was material,” said Larry Ribstein, a law professor at the University of Illinois in Champaign who has written about 140 articles and 10 books on topics including securities law and professional ethics. “There’s no clear and well-defined definition of what you have to disclose in this type of transaction.” The SEC case signals the regulator could eventually target other banks over how much they told investors about at least $40 billion of CDOs that turned toxic as mortgage defaults soared to the highest level since the 1930s. Robert Khuzami , the SEC enforcement chief, said last week that the agency will aggressively pursue deals “that share similar profiles.” Bank of America Corp.’s Merrill Lynch unit, Citigroup Inc. and UBS AG are among banks that underwrote CDOs involving two other hedge-fund firms that could have profited as homeowners stopped paying. ‘Full Investigation’ “Let’s see a full investigation of all the banks that made material misstatements and omissions in mortgage-backed securities issues during the lead-up to the crisis, because many of them did,” said Josh Rosner , managing director of New York-based advisory firm Graham Fisher & Co. “Hopefully this is the beginning of the SEC looking at dealer practices of putting their own returns ahead of their customers.” The SEC, which filed its complaint against New York-based Goldman Sachs on April 16, is seeking to prove only that the CDO’s investors, including IKB Deutsche Industriebank AG and ABN Amro Bank NV, may have reasonably wanted more information than they got about Paulson’s involvement, said John Coffee , a securities law professor at Columbia University in New York. ‘Materially Misleading’ The tactic reduces the case to whether there was “a false statement or a material omission that made statements materially misleading,” Coffee said. “That frees the SEC of the need to prove there was intent to defraud, which changes the balance considerably in favor of the SEC.” Goldman Sachs, headed by Chief Executive Officer Lloyd Blankfein , said in a statement on April 16 that the SEC allegations were “unfounded” and that it plans to “vigorously contest them and defend the firm and its reputation.” In a marketing document for the CDO, known as Abacus 2007- AC1, Goldman Sachs said it might have access to “non-publicly available information” about the collateral and, because of that, “this presentation may not contain all information that would be material to the evaluation of the merits and risks of purchasing the notes.” The flip book prepared for potential investors said the CDO would be linked to securities “selected” by asset manager ACA Management LLC . Paulson’s Subprime Bets It didn’t mention Paulson, the hedge-fund firm managed by John Paulson , 54, which became the world’s third-largest after betting against subprime mortgages and reaping about $1 billion on the Abacus deal. The SEC complaint said that ACA rejected 68 of 123 positions Paulson initially suggested. After a back-and-forth between the asset manager and the hedge fund intermediated by Goldman Sachs resulted in ACA and Paulson agreeing on 90 securities, one ACA employee said in an e-mail to another that the portfolio “looks good to me,” according to the complaint. Goldman Sachs wasn’t necessarily required to describe the selection process to sophisticated buyers of the CDO, said James Cox , a securities law professor at Duke University in Durham, North Carolina. Instead, he said, the bank may have crossed the line by telling investors half-truths — touting the role of ACA, while omitting Paulson’s. “If you’re creating a dangerous product, you can’t insulate yourself by bringing in an innocent party that dilutes the danger of that product, if you know it’s still dangerous,” Cox said. ‘Notorious Bear’ The key to the SEC’s case will be to prove that investors may have balked if they knew that “a notorious bear” was on the other side of the trade and had a hand in designing the product, said Ribstein, the University of Illinois law professor. The SEC will need to show that the deal was designed to lose and that Goldman Sachs knowingly withheld information because it knew investors wouldn’t like it, he said. “Once you start pulling on this thread, there’s potentially a lot of other people who might have done similar things,” said Thomas Adams , who worked in the CDO groups for two bond insurers and is now a partner at New York-based Paykin Krieg & Adams LLP. “These practices were relatively widespread.” More than half a dozen of the world’s biggest banks underwrote CDOs involving hedge-fund firms with bets against mortgage bonds, including Citigroup, UBS, Bank of America, JPMorgan Chase & Co, Wells Fargo & Co.’s Wachovia Corp. unit, Deutsche Bank AG and Credit Agricole SA, according to data compiled by Bloomberg. The hedge funds, Evanston, Illinois- based Magnetar Capital LLC and Tricadia Capital Management LLC in New York, were involved in at least $42 billion of CDOs. Magnetar Deals Magnetar helped create more than 20 mortgage-bond CDOs named after constellations by agreeing to buy the riskiest slices and paired the purchases with larger bets that pieces of those and other CDOs would fail. That reflected a view that if any low-rated subprime mortgage bonds defaulted, most would. The CDOs totaled at least $32 billion, according to Bloomberg data. Many CDO managers “played along with” the interests of hedge funds when constructing their deals, said Jon Pickhardt , an attorney with Quinn Emanuel Urquhart Oliver & Hedges in New York. His firm, which is representing Utrecht, Netherlands-based Rabobank in a suit against Merrill Lynch over a Magnetar CDO, said in an April 16 letter to the judge in that case that documents filed confidentially to the court show collateral manager NIR Capital Management LLC let Magnetar select assets. Magnetar sometimes told CDO managers and banks that it wanted to bet against certain securities, said a person close to the company. The firm stopped short of insisting that the credit-default swaps used to make those bets be included in its CDOs, and they didn’t make up the majority of a CDO’s holdings, the person said. Tricadia CDOs While Magnetar avoided ordering managers to buy specific securities, it often pushed them to select ones with higher yields, according to a person who participated in some of the transactions and declined to be identified because the deals were private. The firm told banks and asset managers what its strategy was, the people said. Magnetar, in an e-mailed statement, said it didn’t select the assets going into its CDOs, that it didn’t have a particular view on the housing market and that both underwriters and collateral managers understood its strategy of betting against “particular tranches.” Tricadia told investors in prospectuses for the almost $10 billion of CDOs for which it served as asset manager that it might or would bet against the collateral it selected. In April 2007, the firm took it one step further by disclosing in a 399- page prospectus that it took the opposite side of trades that the CDO entered into through UBS, the underwriter. ‘Conflicts of Interest’ “General statements with respect to the possibility of conflicts of interest are not going to inoculate banks or asset managers or hedge funds,” said Pickhardt. Tricadia, which also said it would buy some of the CDOs’ most junior slices, was created in April 2003 as an affiliate of Marnier Investment Group, a hedge-fund firm whose management included Lee Sachs , now a counselor to Treasury Secretary Timothy F. Geithner . Tricadia co-founder Michael Barnes didn’t respond to messages seeking comment. The CDO at the center of the SEC case is one of at least 23 Abacus deals created by Goldman Sachs, and one of the only ones for which the firm hired an outside asset manager, according to prospectuses. The others were managed by Goldman Sachs. Synthetic CDOs CDOs are investment vehicles that repackage pools of assets such as home-loan bonds, buyout loans and bank capital notes into a series of new securities with varying risks. The vehicles come in three varieties: synthetic, meaning filled with credit-default swaps instead of actual securities; cash, which are filled with actual bonds; and hybrids, with a mix of both of debt and default swaps, which are derivatives that offer payments if the securities they reference don’t perform as expected, in return for regular premiums. The Abacus deals were synthetic CDOs tied to mostly subprime home loans and commercial mortgages. Goldman Sachs brought in an outside firm to manage the assets in Abacus 2007-AC1 to reassure investors about the portfolio’s quality as the market began to show signs of distress, according to the SEC complaint. One buyer, Dusseldorf, Germany-based IKB, was no longer purchasing CDOs without independent managers, the SEC said. The CDO and other late 2006 and 2007 Abacus transactions were also unusual because other banks had stopped doing synthetic CDOs, since hybrid CDOs could be used to off-load risk in the same ways, according to the people. Aquarius 2006-1 Hybrid mortgage-bond CDOs boomed as banks sought to balance the bets against home-loan securities they were selling to hedge funds such as Paulson, Hayman Advisors LP in Dallas and Lahde Capital Management LLC in Santa Monica, California. One hybrid CDO was ACA Aquarius 2006-1 Ltd., a $2 billion deal created in September 2006 with ACA as the manager. It was part of the series of CDOs involving Magnetar. The SEC suit says that Goldman Sachs misled ACA into believing that Paulson planned to buy the CDO’s lowest-ranked slices, while in fact the bank knew that the fund planned bets against more senior pieces. “It’s interesting that ACA knew Paulson was involved in the selection process and wasn’t sued for aiding and abetting,” Ribstein, the Illinois law professor said. “It seems to have been common knowledge that Paulson was betting against the market through credit-default swaps.” ‘Further to Fall’ In early March 2007, Paulson said in an investor letter that subprime-mortgage defaults would “skyrocket” and that, “while the bonds have fallen significantly, we think they have much further to fall,” according to a March 15, 2007, Bloomberg News story. ACA completed the portfolio on Feb. 26, 2007, the SEC said. The deal closed on April 26, 2007, according to the complaint, which didn’t say whether ACA, which sold protection against the default of part of the CDO through a sister bond insurance unit that was the first debt guarantor to collapse, had any ability to change the make-up in March or April of that year. “ACA as collateral manager had sole authority over the selection of all collateral in the CDO,” Paulson said in a statement on April 16, adding that the securities were rated AAA by Moody’s Investors Service and Standard & Poor’s. Goldman Sachs Response Goldman Sachs said in a statement the securities were “selected by an independent and experienced portfolio selection agent after a series of discussions, including with Paulson & Co., which were entirely typical of these types of transactions.” Buyers of deals involving default swaps are foolish if they don’t realize someone had picked securities to bet against them, said David Castillo , a senior managing director at San Francisco-based broker Further Lane Securities, a trader of structured securities. “In a synthetic transaction involving any asset, the participants know upfront that there is someone who believes the opposite side of the trade,” Castillo said. “It’s unreasonable to participate in this type of transaction and expect any other scenario.” That may make it harder for the SEC to win its case, said Todd Henderson, a law professor at the University of Chicago. ‘Facial Fishiness’ “One possible defense for Goldman is that the disclosure would have been irrelevant because everybody knew,” said Henderson. “They could argue that these weren’t widows and orphans investing in these products.” Goldman Sachs said in its statement that IKB and ACA Capital Management, two investors in Abacus 2007-AC1 identified in the SEC complaint, were aware of the risk associated with the securities and were “among the most sophisticated mortgage investors in the world.” IKB lost about $150 million and Edinburgh-based Royal Bank of Scotland Plc paid $841 million to Goldman Sachs to unwind its position after taking over ABN Amro, according to the SEC. The insurance provided by ACA to ABN Amro was worth little after the insurer collapsed. “Materiality is a lot like a continuum,” said Jacob Frenkel , a former SEC lawyer now in private practice at Shulman Rogers Gandal Pordy & Ecker in Potomac, Maryland. “The amount of information that needs to be disclosed to institutional investors at the highest level, where they’re doing their own research and analysis, is less. Their criteria for the investment decisions tend to be far more sophisticated than the individual investor’s.” Even on that continuum, Goldman Sachs has a lot of explaining to do, said Ribstein, the University of Illinois law professor. “It looks like the SEC is hoping that the facial fishiness of the transaction is going to be enough here to sink Goldman Sachs” in this case, he said. To contact the reporters on this story: Jody Shenn in New York at jshenn@bloomberg.net ; Joshua Gallu in Washington at jgallu@bloomgerg.net

Read the full article →

JCM Global Expands Sales and Service Teams

April 12, 2010

LAS VEGAS, NV–(Marketwire – April 12, 2010) –  JCM Global has expanded its Sales and Service teams. In Sales, JCM Global has welcomed David Wafle as Territory Sales Manager and Tobin Scott as Sales Executive. In Service, Jerry Pittmon has joined the team as Customer Service Manager.

Read the full article →

Richard Laermer: Sorry, Big Doesn’t Get the Job Done!

April 6, 2010

The CEO of a fast-growing software company recently smacked me with a question: Why should he hire RLM PR , a 13-person firm, instead of a so-called name firm that came to him and promised him the moon and stars and the cover of the Wall Street Journal –and slickly so. Having been CEO of a choose-to-be-small service business for 19 years, I was confused by this query. What’s a name? And, never one to say “no” to a challenge, nor take anything to the next level, I am answering him in a public forum. If you are running a service business and your clients are successful, no one questions how big a name you have. We purposely work against the ginormous model. Many of our Account Executives worked at the sausage factory PR firms, and they came to us excelling at glossy reports with little to no substance (though those fonts are gorgeous). We wrangle that habit out of people by the end of week one. People find out quickly that a smaller firm doesn’t say “yes” to make a client happy. We also have dirty hands. We don’t send Guess What You Rock memos every day. Most name-free companies don’t have the manpower or the patience for that nonsense. Soon after a service business like ours is hired by a solid, innovative, and driven client, the company discovers that the once-beloved habit of sharing fine meals with their PR firm is a waste of good talent. They realize they’d rather the folks at our place work their heart outs–in our case calling, Skype-ing, tweeting, SMSing, emailing, carrier-pigeoning, mailing, and stopping over to see the media and other influential types–instead of composing truckloads of memorandums they’re not going to read anyway. Little guys like us also have the luxury of time to drum up well thought-out counsel that often consists of, you got it, arguments. A client with an itch to Do Something Really Big will be told that no matter how much fun the gimmick seems, if it will not make a dent in sales why bother? Our ideas are large and in charge–but they always make the client money. Small firms are composed of highly respected pros, particularly in a space as crowded as ours, who work hard and don’t look to be hand-held (though they all want iPads to hold). They are media junkies who either know it or will discover it all, because their passion for being in PR (and learning every day) is obvious. So it is absurd for me to compare ourselves to better known anythings. Comically, one of the largest PR firms once asked us to partner with them solely because they liked our out-of-the-bun concepts for getting noticed above the noise and recognized they had none. (Their CMO asked me what outside consultant we paid to come up with our ideas. I’m still shaking my head.) When I asked why they called, the manager said: “We don’t have any horses here.” I think he meant people who do real work: maybe he liked ponies. An independent agency can make its own rules. We are lucky. No committees! A young person working here can wake up one day and say “Let’s…” and by noon it’s in process. Large firms do gobs of hourly billings; spend full days on budgeting; do most everything via commitease ; worry about their own business model a lot more than any client’s; bring slick/flashy production values to the smallest presentations; charge two to three times the small- to mid-size fees of firms like mine; and are near impossible to get on the phone when you feel the need. We spend cash hiring the best PR pros on this and other planets; and on budding technology and research tools so that we are in the know 24 hours a day. Oh, and we spend a small fortune on coffee. But we don’t have fancy anything. In short, we deliver substantiated results for a lower cost than name-brand cretins, I mean competitors. If your service firm has the right number of super-skilled folks, and you take an aggressive approach to doing what you do every darn day, then who really cares what size? The larger firms, unlike us, bill clients by the hour and often take months to formulate plans and market a message before any real work takes place. We can’t afford to do that (and are bored too easily). We have to look good quickly. The non-names like us are strategic partners whose CEOs (ahem) study your business to find holes that need filling; everyone on the team comes up with smart, doable ideas for the future. Your goals to be tattooed on our foreheads. If a budding brand wants a real strategic partner, call the hungry men and women, reach out to the ones who are not famous and talked about. Though to be honest, “unknown” is a misnomer, since to be accused of that someone has to know you! Size is to be a topic in the bedroom to be parked outside the conference room. The above points should suffice (they made me feel better) as an opportunistic demonstration that a name is merely a “moniker” with a mighty good press agent. *** *** *** I am doing a lot of thinking out loud on Twitter… @laermer

Read the full article →

Tesoro Refinery Explosion Near Seattle Kills Three Workers, Injures Four

April 2, 2010

By Fred Pals and Aaron Clark April 2 (Bloomberg) — Tesoro Corp. said three workers were killed and four others hospitalized following an explosion and fire at the company’s refinery in Anacortes, Washington. “Early this morning we did experience a fire in our catalytic reformer hydrotreater unit and emergency response procedures were immediately activated,” Tesoro’s Human Resources Manager John McDarment said in a phone interview. The plant ships out gasoline, diesel and jet fuel for the western Washington and Portland markets. The incident may boost gasoline prices that are already at their highest level in 18 months. Gasoline for May delivery yesterday rose 1.65 cents, or 0.7 percent, to $2.3237 a gallon in New York, the highest settlement for the front-month contract since Oct. 1, 2008. There is no Nymex futures trading today because of the Good Friday holiday. Wholesale gasoline prices on the West Coast have weakened relative to the rest of the U.S., with 87-octane selling in Portland for 6 cents a gallon less than the New York Mercantile Exchange benchmark, according to data compiled by Bloomberg. In the past year, Portland gasoline has sold for an average 5.5 cent-a-gallon premium to New York markets. Naphtha Unit The Tesoro plant, located about 60 miles (95 kilometers) north of Seattle, has a capacity of 120,000 barrels a day, according to data compiled by Bloomberg. It receives Canadian crude through a pipeline from Edmonton, Alberta, and takes Alaskan oil by tankers, according to the San Antonio-based company’s Web site . The fire occurred at 12:30 a.m. at a naphtha unit during maintenance work and was brought under control by the plant’s emergency crews at around 2 a.m. local time, Tesoro, the largest refiner in the western U.S., said in an e-mailed statement. “At this time, there is one confirmed fatality, four employees have been admitted into the local hospital for treatment and three employees remain unaccounted for,” the statement said. The cause of the incident is still unknown, McDarment said. The units that were affected have been shut down and stabilized. To contact the reporters on this story: Fred Pals in Amsterdam at fpals@bloomberg.net ; Aaron Clark in New York at aclark27@bloomberg.net

Read the full article →

Lillian Montoya-Rael Joins Flywheel Ventures

March 26, 2010

Lillian Montoya-Rael has joined Flywheel Ventures as an entrepreneur-in-residence. She previously launched LMR Consulting, while also working as a wealth management advisor with Citi Smith Barney. Here is Montoya-Rael’s bio, from the Flywheel website: Lillian Montoya-Rael has over 20 years of experience in the public, private, and non-profit sectors. She is a seasoned operations professional with extensive experience in strategic planning and implementation, financial planning/budgeting, and communications. She has a solid reputation for innovative and effective initiatives that are sustainable and for creating consensus around tough issues. Prior to joining Flywheel, launched LMR Consulting LLC, helping corporate and non-profit leaders navigate everyday strategic and organizational challenges. Concurrently, she worked as a Wealth Management Advisor with Citi Smith Barney. Previously, she was the Director of the Community Programs Office at Los Alamos National Laboratory where she led strategic planning efforts, and the corresponding investments in regional education, economic development, and community giving. She was also the Executive Director of the Regional Development Corporation where she was one of the first economic development leaders to espouse a “regional approach” to regional diversification and development. Her experience also includes 12 years of state government employment where she was the Deputy Director at the NM Commission on Higher Education and State Cash Manager at the NM State Treasurer’s Office. A native New Mexican, Lillian has distinguished herself as an active participant in many community, business and educational organizations and has been repeatedly featured as a New Mexico top business “Power Broker” by the New Mexico Business Weekly. She is currently a board member of the City of Santa Fe’s Business and Quality of Life Committee, New Mexico First, the Global Center for Cultural Entrepreneurship, and the NM Business Roundtable for Educational Excellence. Lillian received her BA and MBA from the University of New Mexico.

Read the full article →

JTS Launches New Carrier Relations Department

March 17, 2010

Ruiz Promoted to Carrier Relations Manager

Read the full article →