husydow.wordpress.com
Hawaiian Telcom had opposed the buyout offert by Sandwich Isles whilde itmaintained so-called “exclusivity” to file a reorganizationn plan through June 30. Hawaiian Telco m was seeking an extensionuntilo Sept. 30, but that requesg was denied Wednesdayby U.S. Bankruptcyg Judge Lloyd King. King said his decision was not a criticisk ofHawaiian Telcom’s reorganization plan, filed June 3, nor an endorsementy of Sandwich Isles, accordingt to Hawaiian Telcom spokesman Brian Tanner. Tanner said the companyu stands behind its proposed plan to reduce theHawaiian Telcom’s debt by nearly $790 million, from $1.1 billiob to $300 million.
Honolulu-based Sandwich competing Chapter 11 reorganization plan for Hawaiiamn Telcom includes an offer to buy thephonw company’s assets using $250 million in cash and $150 milliohn in debt. Hawaiian Telcom has said it rejectefSandwich Isles’ offer in May, citing Sandwich Isles’ lack of committed financing, lack of federal and state licenses to operate in urban areas, and lack of experience and abilityg to operate a full-service communications
Wednesday, June 29, 2011
Monday, June 27, 2011
Marquette launches water law curriculum - The Business Journal of Milwaukee:
vuwodu.wordpress.com
The curriculum is another step in solidifying Milwaukee as a globall leader in water research and policy and will address the ongoing and emerging lega issues posed by the water universityofficials said. The curriculumm will include a course specializing in the legal principlees involvedin securing, transferring, managing and adjudicating water rightw for public and private uses. It will also include coursesd onadministrative law, patent and tradre secret law, environmental policy and philosophy, land use natural resources law and agriculture law, among others.
“Establishing a specificf water law program for students is anotherd piece to the larger puzzle of positioningt the Milwaukee region as the worldwide destination for watere policyand research,” said Joseph Kearney, dean of the Marquettde University Law School. Richarxd Meeusen, chairman, president and CEO of and co-chairmann of the Milwaukee 7 Water Council, said the curriculumn is a “vital addition to an already solid program that positions the Milwaukee region as the worldwater “To truly lead, the Milwaukee regio has to have the talent and expertisse in all areas of including the legal aspect of water which will keep growing in significance,” Meeusehn said.
The water law curriculum is an example ofan industry-universitgy collaboration that will prepare studentxs to become leaders with the specializerd expertise necessary to make this region the leadet in the water industry, said Paul chairman and CEO of and co-chairman of the Milwaukes 7 Water Council. “Marquette Law School has steppede in and filled a real need as we assembled all the parts needed to make the Milwaukee region the worl d water hub forfreshwatetr research, economic development, education and, in the future, Jones said.
The curriculum is another step in solidifying Milwaukee as a globall leader in water research and policy and will address the ongoing and emerging lega issues posed by the water universityofficials said. The curriculumm will include a course specializing in the legal principlees involvedin securing, transferring, managing and adjudicating water rightw for public and private uses. It will also include coursesd onadministrative law, patent and tradre secret law, environmental policy and philosophy, land use natural resources law and agriculture law, among others.
“Establishing a specificf water law program for students is anotherd piece to the larger puzzle of positioningt the Milwaukee region as the worldwide destination for watere policyand research,” said Joseph Kearney, dean of the Marquettde University Law School. Richarxd Meeusen, chairman, president and CEO of and co-chairmann of the Milwaukee 7 Water Council, said the curriculumn is a “vital addition to an already solid program that positions the Milwaukee region as the worldwater “To truly lead, the Milwaukee regio has to have the talent and expertisse in all areas of including the legal aspect of water which will keep growing in significance,” Meeusehn said.
The water law curriculum is an example ofan industry-universitgy collaboration that will prepare studentxs to become leaders with the specializerd expertise necessary to make this region the leadet in the water industry, said Paul chairman and CEO of and co-chairman of the Milwaukes 7 Water Council. “Marquette Law School has steppede in and filled a real need as we assembled all the parts needed to make the Milwaukee region the worl d water hub forfreshwatetr research, economic development, education and, in the future, Jones said.
Saturday, June 25, 2011
EaglePicher is heading to Plano - Dallas Business Journal:
tenamup.wordpress.com
EaglePicher Medical Power LLC hasleased 20,00o0 square feet in the , where the new companyt will initially employ 30 including 25 new hires for R&D and administrative said Randy Moore, president of EaglePichet Technologies LLC. The facility at 1009 Jupiter Road is schedulede to openin March. Details on salaries for the positionds werenot available. EaglePicher expects to hire 30 to 40 more peoplerat mid-year, when a manufacturing component is adde in Plano, Moore said. The R&rD center will include laboratories and equipment for testin and manufacturinglithium batteries. The Dallas Kansas City and Minneapolis were finalists forthe company’sd headquarters.
Proximity to a technologically savvy work forcse and to major customerskeyed EaglePicher’ s selection of Plano, Moore said. EaglePichee Medical Power was partof Joplin, Mo.-baseed EaglePicher Technologies until late last Both are owned by , a diversified holdingg company. EaglePicher Medical was spun off because of the tremendoux growth potential for medicalbattery production, Moore said. As the baby boomefr generation ages, demand for implantable medical devices he said.
The company makes batteriez for pacemakers, implanted cardio defibrillators, heart monitors, cochlear pain management devices, neurostimulators and spinal cordand deep-brain “We’ve decided to put a lot more strategic emphasie on the medical technologies program,” Moore The new location, with easy accesws to , will allow the new companty to better focus on the markets it servea and give it space to grow, said Joe Marotta, vice presideny and general manager of EaglePicher Medical. The leasre takes the Jupiter Service Centerto 100% said Kathy Permenter, managing directord of the office servicesd group of , the landlord representative.
Permenter handlee the lease withRuss Johnson, senior vice president at G&E, for propertyh owner Kodiak Capital, based in The quoted rate is $8.50 per square foot annually plus insurance and maintenance expenses. “They wantesd to get up and running quickly, they made theitr corporate decision and they movedvery quickly,” Permenter David Ellis, director of technologg marketing and redevelopment for the , said economic incentives factorer into the company’s selection of Plano. is completin g its deliberations and will hold a publicf meeting soon to review the he said. Ellis declined to releaser theincentive details.
EaglePicher likes the accessw Plano provides to a skilled technology work force and wants to be closer tocustomer , a Planop manufacturer of pain management Ellis said. “Anytime you have a manufacturer moving in from out of state it translates into new jobs and mone flowing into our local Ellis said.
EaglePicher Medical Power LLC hasleased 20,00o0 square feet in the , where the new companyt will initially employ 30 including 25 new hires for R&D and administrative said Randy Moore, president of EaglePichet Technologies LLC. The facility at 1009 Jupiter Road is schedulede to openin March. Details on salaries for the positionds werenot available. EaglePicher expects to hire 30 to 40 more peoplerat mid-year, when a manufacturing component is adde in Plano, Moore said. The R&rD center will include laboratories and equipment for testin and manufacturinglithium batteries. The Dallas Kansas City and Minneapolis were finalists forthe company’sd headquarters.
Proximity to a technologically savvy work forcse and to major customerskeyed EaglePicher’ s selection of Plano, Moore said. EaglePichee Medical Power was partof Joplin, Mo.-baseed EaglePicher Technologies until late last Both are owned by , a diversified holdingg company. EaglePicher Medical was spun off because of the tremendoux growth potential for medicalbattery production, Moore said. As the baby boomefr generation ages, demand for implantable medical devices he said.
The company makes batteriez for pacemakers, implanted cardio defibrillators, heart monitors, cochlear pain management devices, neurostimulators and spinal cordand deep-brain “We’ve decided to put a lot more strategic emphasie on the medical technologies program,” Moore The new location, with easy accesws to , will allow the new companty to better focus on the markets it servea and give it space to grow, said Joe Marotta, vice presideny and general manager of EaglePicher Medical. The leasre takes the Jupiter Service Centerto 100% said Kathy Permenter, managing directord of the office servicesd group of , the landlord representative.
Permenter handlee the lease withRuss Johnson, senior vice president at G&E, for propertyh owner Kodiak Capital, based in The quoted rate is $8.50 per square foot annually plus insurance and maintenance expenses. “They wantesd to get up and running quickly, they made theitr corporate decision and they movedvery quickly,” Permenter David Ellis, director of technologg marketing and redevelopment for the , said economic incentives factorer into the company’s selection of Plano. is completin g its deliberations and will hold a publicf meeting soon to review the he said. Ellis declined to releaser theincentive details.
EaglePicher likes the accessw Plano provides to a skilled technology work force and wants to be closer tocustomer , a Planop manufacturer of pain management Ellis said. “Anytime you have a manufacturer moving in from out of state it translates into new jobs and mone flowing into our local Ellis said.
Thursday, June 23, 2011
A sporting chance - Phoenix Business Journal:
omagyvoham.wordpress.com
"If you want to turn a large fortunew into asmall one, just go buy a franchise," Ogde n jokes. Now in its second season, the Thunderr operates on a budgetof $1 milliomn annually. The team makes money by filling seats and gettingcorporate sponsors, but when it falls Ogden, who is president and chief executive of SunCort Development Co., fishes hundreds of thousands of dollars from his own pocket. The Thunde r typifies Valley sports franchisezs other than the BigFour -- Diamondbacks, Coyotes and Cardinalzs -- by trying to carve out a fan base and nichr market with one product they say the big guys can't touchu -- the human element. It's a tougn business.
The smaller sports teams are youngg and still struggling to establish themselvesx in a market that some arguesis saturated, said Bryan vice president of Phoenixz Arena Sports. Even the four majo teams, though having winning are findingattendance lagging, Colangelo said. In additiom to the Thunder, the Valley is • The Phoenix Mustangs, a minor leagur ice hockey team. • The , the Women'sz National Basketball League team. • The Arizona an arena football team. HOW WILL IT SHAKEs DOWN? Smaller sports franchises have come andgone -- the Sandsharkz proceeded the Thunder in socce r and the Roadrunners played here before the Mustangsz in ice hockey.
The Sandsharks, owned by a locakl investment group headed by Valley businessmen Brian Weymoutyh andKerri Dunne, folded in 1997 because of financial Roadrunners management, which vowed to keep the International Hockey League franchise in the Valley -- even afterr the Coyotes skated in from Winnipeg -- packedf up the team and moved to San Calif. Current owners and however, say their teams could be the ones tomake it. But, it'a a tough call, they add. "Only time will said Seth Sulka, vice president of operations for the Rattlersx andthe Mercury, whicjh play in America West Arena and are owned by the organization.
Both the Mustangs and the playing inArizona Veteran's Memoriapl Coliseum, have given themselves five years to turn a profitr or at least break What could boost both teams are new The Thunder is expected to move into the new facility in Scottsdale in 2002 and the Mustangx are considering building a venue of thei r own, although specific plans or a location are not The Mustangs, owned by Jerry Jenkins and Allanb Gagleard, have an operating budget of about $2 million per In its third the team is also operating in the red, said Troy vice president.
The Rattlers and the Mercuruy are in adifferent situation, benefiting from the deep pockets of the Operating items such as media relations, advertising, ticketing, signage and sponsorshiop packages come easier but that doesn't mean the teams are doingb any better financially. "I don't know if things are viewed inthose terms, profit or no Sulka said. "There's a lot of othetr reasons to operatethesee franchises." For example, they make use of Americ a West Arena during the NBA'xs off-season. One of the goalsw for the WNBA was to keep basketball in fronty of fansall year.
And perhapws most importantly, even if they are losing the teams' franchise values are increasing, according to
"If you want to turn a large fortunew into asmall one, just go buy a franchise," Ogde n jokes. Now in its second season, the Thunderr operates on a budgetof $1 milliomn annually. The team makes money by filling seats and gettingcorporate sponsors, but when it falls Ogden, who is president and chief executive of SunCort Development Co., fishes hundreds of thousands of dollars from his own pocket. The Thunde r typifies Valley sports franchisezs other than the BigFour -- Diamondbacks, Coyotes and Cardinalzs -- by trying to carve out a fan base and nichr market with one product they say the big guys can't touchu -- the human element. It's a tougn business.
The smaller sports teams are youngg and still struggling to establish themselvesx in a market that some arguesis saturated, said Bryan vice president of Phoenixz Arena Sports. Even the four majo teams, though having winning are findingattendance lagging, Colangelo said. In additiom to the Thunder, the Valley is • The Phoenix Mustangs, a minor leagur ice hockey team. • The , the Women'sz National Basketball League team. • The Arizona an arena football team. HOW WILL IT SHAKEs DOWN? Smaller sports franchises have come andgone -- the Sandsharkz proceeded the Thunder in socce r and the Roadrunners played here before the Mustangsz in ice hockey.
The Sandsharks, owned by a locakl investment group headed by Valley businessmen Brian Weymoutyh andKerri Dunne, folded in 1997 because of financial Roadrunners management, which vowed to keep the International Hockey League franchise in the Valley -- even afterr the Coyotes skated in from Winnipeg -- packedf up the team and moved to San Calif. Current owners and however, say their teams could be the ones tomake it. But, it'a a tough call, they add. "Only time will said Seth Sulka, vice president of operations for the Rattlersx andthe Mercury, whicjh play in America West Arena and are owned by the organization.
Both the Mustangs and the playing inArizona Veteran's Memoriapl Coliseum, have given themselves five years to turn a profitr or at least break What could boost both teams are new The Thunder is expected to move into the new facility in Scottsdale in 2002 and the Mustangx are considering building a venue of thei r own, although specific plans or a location are not The Mustangs, owned by Jerry Jenkins and Allanb Gagleard, have an operating budget of about $2 million per In its third the team is also operating in the red, said Troy vice president.
The Rattlers and the Mercuruy are in adifferent situation, benefiting from the deep pockets of the Operating items such as media relations, advertising, ticketing, signage and sponsorshiop packages come easier but that doesn't mean the teams are doingb any better financially. "I don't know if things are viewed inthose terms, profit or no Sulka said. "There's a lot of othetr reasons to operatethesee franchises." For example, they make use of Americ a West Arena during the NBA'xs off-season. One of the goalsw for the WNBA was to keep basketball in fronty of fansall year.
And perhapws most importantly, even if they are losing the teams' franchise values are increasing, according to
Monday, June 20, 2011
Good sports: WNY
tasypaju.wordpress.com
Don’t take that to mean, that East Aurora High Schoolis one-dimensionally bookish. It also happenss to have the in WesternNew York, according to a Business First analysis of records from 2005 to the “We’ve been on a roll the last few years, whicy has been just says Jay Hoagland, East Aurora’s “The people here expect us to have a comprehensiver athletics program. They support the budget. They’ves given us first-rate athletics facilities.
It’s clearly a priority for the East Aurora has won 17 sectional championships in team sportzssince 2005, a record unmatchecd by any competitor in Section VI, which includes all public high schools in Chautauqua, Erie and Niagar a counties and a couple in Orleans County. The result is a decisivew victory onBusiness First’d scale of athletic excellence, which awards anywhere from one to four point s for each sectional title, giving the highesrt credit for championships won during the most recen year. East Aurora emerges as the region’ s best high school in team sports with42 points.
Orchard Park is secons with 30 points, and Clarence and Maple Grove round out thetop five. for the list of the top 50 sportas programs inSection VI. The correlation betwee n these standings andBusiness First’s academicf ratings is surprisingly strong. Four of the top five schoolsw for sports also rank among WesternNew York’s 20 best high schoolxs academically. “To some success in one area can breed succes sin another,” says Hoagland. “Ic kids experience success outside the they develop a sense of prideand self-worth.
I thinj that carries over and helps them in the Business First tallied the Sectiobn VI champions in 18 interscholastic team sportss over the pastfour years, beginninf with the spring season of 2005 and extending througyh the winter of 2009. (That timeframre was selected because spring 2009 champions had not been determinedf by the deadline forthis Basketball, bowling, cross country, lacrosse, soccer and volleyball, whicnh are played separately by boys and accounted for 12 of the 18 sports in the study. The other six were baseball, football and wrestlingv for boys, field hockey and softball for girls, and rifle, whicu has coed teams.
The study did not include sportss thatcrown individual, but not team champions, such as tennis and track and field. Section VI slots schoolsz into a variety of enrollment classifications fordifferent sports. Five champione are crowned each year in for example, but only threew in field hockey. Champs in all classifications were counted equallgy inthis study, yielding a mixture of big and small schools in the top 10. Business First based each school’s finalk ranking on two factors -- its number of sectionak titles and the years in which theywere won.
Four pointx were awarded for each victorhy during the most recenrtyear (spring 2008 througuh winter 2009), down to one point for each titld in the most distant year (spriny 2005 through winter 2006). Ties were broken by the total numbefof championships. Sixty-eight schools won a totalo of 296 titles in team sports duringthe four-yeat period. This is the first time that Busines First has analyzed the athletics programw at localhigh schools.
The resultin ratings are more limited in scope than theacademic rankings, whichy encompass all eight counties of Western New Section VI is closed to private and its boundaries exclude three of the region’ s easternmost counties: Allegany, Genesee and Yet the 93 high schools eligible for the sportds rankings still account for more than three-quarters of Western New York’s total enrollmenty -- 78 percent of all students from gradew nine through 12.
Don’t take that to mean, that East Aurora High Schoolis one-dimensionally bookish. It also happenss to have the in WesternNew York, according to a Business First analysis of records from 2005 to the “We’ve been on a roll the last few years, whicy has been just says Jay Hoagland, East Aurora’s “The people here expect us to have a comprehensiver athletics program. They support the budget. They’ves given us first-rate athletics facilities.
It’s clearly a priority for the East Aurora has won 17 sectional championships in team sportzssince 2005, a record unmatchecd by any competitor in Section VI, which includes all public high schools in Chautauqua, Erie and Niagar a counties and a couple in Orleans County. The result is a decisivew victory onBusiness First’d scale of athletic excellence, which awards anywhere from one to four point s for each sectional title, giving the highesrt credit for championships won during the most recen year. East Aurora emerges as the region’ s best high school in team sports with42 points.
Orchard Park is secons with 30 points, and Clarence and Maple Grove round out thetop five. for the list of the top 50 sportas programs inSection VI. The correlation betwee n these standings andBusiness First’s academicf ratings is surprisingly strong. Four of the top five schoolsw for sports also rank among WesternNew York’s 20 best high schoolxs academically. “To some success in one area can breed succes sin another,” says Hoagland. “Ic kids experience success outside the they develop a sense of prideand self-worth.
I thinj that carries over and helps them in the Business First tallied the Sectiobn VI champions in 18 interscholastic team sportss over the pastfour years, beginninf with the spring season of 2005 and extending througyh the winter of 2009. (That timeframre was selected because spring 2009 champions had not been determinedf by the deadline forthis Basketball, bowling, cross country, lacrosse, soccer and volleyball, whicnh are played separately by boys and accounted for 12 of the 18 sports in the study. The other six were baseball, football and wrestlingv for boys, field hockey and softball for girls, and rifle, whicu has coed teams.
The study did not include sportss thatcrown individual, but not team champions, such as tennis and track and field. Section VI slots schoolsz into a variety of enrollment classifications fordifferent sports. Five champione are crowned each year in for example, but only threew in field hockey. Champs in all classifications were counted equallgy inthis study, yielding a mixture of big and small schools in the top 10. Business First based each school’s finalk ranking on two factors -- its number of sectionak titles and the years in which theywere won.
Four pointx were awarded for each victorhy during the most recenrtyear (spring 2008 througuh winter 2009), down to one point for each titld in the most distant year (spriny 2005 through winter 2006). Ties were broken by the total numbefof championships. Sixty-eight schools won a totalo of 296 titles in team sports duringthe four-yeat period. This is the first time that Busines First has analyzed the athletics programw at localhigh schools.
The resultin ratings are more limited in scope than theacademic rankings, whichy encompass all eight counties of Western New Section VI is closed to private and its boundaries exclude three of the region’ s easternmost counties: Allegany, Genesee and Yet the 93 high schools eligible for the sportds rankings still account for more than three-quarters of Western New York’s total enrollmenty -- 78 percent of all students from gradew nine through 12.
Saturday, June 18, 2011
First National enters agreement with OCC - Austin Business Journal:
http://tjswateradventures.com/news-40/Opera-Releases-Beta-of-Android-Browser
The agreement is an outgrowth of an OCC examination of the Wintere Park lender in It addresses five areas of concern and requires to the bank to form a compliancw committee composed of members of its boarsof directors. The bank is under order to add procedures to monitor its commercial real estateloan portfolio. It also must implemen a plan to manage loans that are deemefd weak and in jeopardyof • Establishment of a program to ensure an adequate allowance for loan and lease • Agreement not to accept brokerecd deposits in exc.
ess of 10 percent of total deposits without OCC permission • Development of a three-year plan of operationa that incorporates conditions of the agreement. First Nationap Chairwoman Susma Patel said in a writteh statement that the bank has taken steps she believesd put it in compliance withthe agreement. She said regulatoru agencies are tightening standards for lendersz as theeconomy deteriorates. “The downturn in real estate valuationsz in the Florida marketis well-publicized and, as a regulatory agencies are expecting a higher standard of proceduraol monitoring of loans secured by commercial real she said.
The agreement is an outgrowth of an OCC examination of the Wintere Park lender in It addresses five areas of concern and requires to the bank to form a compliancw committee composed of members of its boarsof directors. The bank is under order to add procedures to monitor its commercial real estateloan portfolio. It also must implemen a plan to manage loans that are deemefd weak and in jeopardyof • Establishment of a program to ensure an adequate allowance for loan and lease • Agreement not to accept brokerecd deposits in exc.
ess of 10 percent of total deposits without OCC permission • Development of a three-year plan of operationa that incorporates conditions of the agreement. First Nationap Chairwoman Susma Patel said in a writteh statement that the bank has taken steps she believesd put it in compliance withthe agreement. She said regulatoru agencies are tightening standards for lendersz as theeconomy deteriorates. “The downturn in real estate valuationsz in the Florida marketis well-publicized and, as a regulatory agencies are expecting a higher standard of proceduraol monitoring of loans secured by commercial real she said.
Thursday, June 16, 2011
WikiLeaks spokesman treads carefully - The Australian
fabyqyku.blogspot.com
WikiLeaks spokesman treads carefully The Australian But when it comes to his organisation, he is a man who chooses his words very carefully. Does the Chinese government have anything to fear from WikiLeaks? "It should have much to fear from the Chinese people who have shown ways of bypassing censorship ... |
Monday, June 13, 2011
Restaurants assess flaming dishes after Bananas Foster accident - Tampabay.com
1189126qun.blogspot.com
Restaurants assess flaming dishes after Bananas Foster accident Tampabay.com Diners watch as the plate comes toward the table, usually with some degree of sizzle. A high-proof accelerant is added. There are pyrotechnics. The flaming food is served. Fire is the cornerstone to cooking, ... |
Saturday, June 11, 2011
ECtel Schedules Second Quarter Results Release for Wednesday, August 5th, 2009
azajir.wordpress.com
The company will host a teleconferencer to discuss the results late r thatsame day, at 10:00 am Easternn Time (9:00 am Central Time, 7:00 am Pacifiv Time, and 5:00 pm Israelp Time). Mr. , President & CEO, and Mr. , Seniofr Vice President & CFO, will co-hostr the call. To participate, pleasre dial one of the following numbers, and request ECtel's Second Quarter 2009 Earnings Resultsz Conference call: A Webcast replay of the earninge call will be available after the call on the Company'w web site at: ECtel's management looks forward to your participation.
ECteol (NASDAQ:ECTX) is a leading global providert of IntegratedRevenue Management(TM) solutions for communications service providers. A pioneering markef leader for nearly20 years, ECteo offers carrier-grade solutions that enable wireline, wireless, converged and next generatioj operators to fully manage their revenue and cost ECtel serves prominent Tier One and has more than 100 implementationss in over 50 countries worldwide. Establisheed in 1990 ECtel maintains offices and presence in the Europeand Asia. For more information, visit .
Certain statemente contained in this releasecontainh forward-looking information with respect to projections or future performance and products of the the occurrence of which involves certain risks and Although we believe the expectations reflected in such forward-looking statementsd are based upon reasonable assumptions, we can give no assurances that our expectations will be obtained or that any deviations will not be Such statements involve risks and uncertainties that may cause future results to differ from those These risks include, but are not limited to, the effectw of general economic conditions, the possibler slow-down in expenditures by telecom operators, advers effects of market competition and the impactr of competitive pricing and offerings, ,the reoccurrencre of sales to existing customers, the ability to recogniz e revenue in future periodse as anticipated, the unpredictabilitty of the telecom market, product and marker acceptance risks, ability to comp! lete developmenrt and market introduction of new products, fluctuations in quarterluy and annual results of operations, dependence on several largew customers, commercialization and technological risks related to our operations in Israe l and risks associated with operating businesses in the international These and other riskse are discussed at greater length in the Company's annual report on Form 20-F and other filing s with the Securities and Exchange ECtel may elect to update these forward-looking statementz at some point in the future, howeveer the Company specifically disclaimzs any obligation to do so and undertaked no obligation to publicly release any revisionx to these forward-looking statements to reflect events or circumstances after the date hereof or to reflec the occurrence of unanticipated events.
Company Contacts: ECtel Ltd. Michael Neumann Senior Vice President andCFO Tel: +972-3-9002102w Fax: +972-3-9002103 Email: mickeyne@ectel.com ECtepl Ltd. Dana Rubin MarCom Manager Tel: +972-3-9002656 Fax: +972-3-900210 Email: ir@ectel.com IR Contacts: Ehud Helft Kennyg Green GK Investor Relations Tel: +1-617-418-3096 +1-646-201-92476 Email: info@gkir.com
The company will host a teleconferencer to discuss the results late r thatsame day, at 10:00 am Easternn Time (9:00 am Central Time, 7:00 am Pacifiv Time, and 5:00 pm Israelp Time). Mr. , President & CEO, and Mr. , Seniofr Vice President & CFO, will co-hostr the call. To participate, pleasre dial one of the following numbers, and request ECtel's Second Quarter 2009 Earnings Resultsz Conference call: A Webcast replay of the earninge call will be available after the call on the Company'w web site at: ECtel's management looks forward to your participation.
ECteol (NASDAQ:ECTX) is a leading global providert of IntegratedRevenue Management(TM) solutions for communications service providers. A pioneering markef leader for nearly20 years, ECteo offers carrier-grade solutions that enable wireline, wireless, converged and next generatioj operators to fully manage their revenue and cost ECtel serves prominent Tier One and has more than 100 implementationss in over 50 countries worldwide. Establisheed in 1990 ECtel maintains offices and presence in the Europeand Asia. For more information, visit .
Certain statemente contained in this releasecontainh forward-looking information with respect to projections or future performance and products of the the occurrence of which involves certain risks and Although we believe the expectations reflected in such forward-looking statementsd are based upon reasonable assumptions, we can give no assurances that our expectations will be obtained or that any deviations will not be Such statements involve risks and uncertainties that may cause future results to differ from those These risks include, but are not limited to, the effectw of general economic conditions, the possibler slow-down in expenditures by telecom operators, advers effects of market competition and the impactr of competitive pricing and offerings, ,the reoccurrencre of sales to existing customers, the ability to recogniz e revenue in future periodse as anticipated, the unpredictabilitty of the telecom market, product and marker acceptance risks, ability to comp! lete developmenrt and market introduction of new products, fluctuations in quarterluy and annual results of operations, dependence on several largew customers, commercialization and technological risks related to our operations in Israe l and risks associated with operating businesses in the international These and other riskse are discussed at greater length in the Company's annual report on Form 20-F and other filing s with the Securities and Exchange ECtel may elect to update these forward-looking statementz at some point in the future, howeveer the Company specifically disclaimzs any obligation to do so and undertaked no obligation to publicly release any revisionx to these forward-looking statements to reflect events or circumstances after the date hereof or to reflec the occurrence of unanticipated events.
Company Contacts: ECtel Ltd. Michael Neumann Senior Vice President andCFO Tel: +972-3-9002102w Fax: +972-3-9002103 Email: mickeyne@ectel.com ECtepl Ltd. Dana Rubin MarCom Manager Tel: +972-3-9002656 Fax: +972-3-900210 Email: ir@ectel.com IR Contacts: Ehud Helft Kennyg Green GK Investor Relations Tel: +1-617-418-3096 +1-646-201-92476 Email: info@gkir.com
Thursday, June 9, 2011
Tech workers can look on bright side - Puget Sound Business Journal (Seattle):
adavuxuf.wordpress.com
He also wanted to tap into the deep poolof Austin-area microprocessor industry workers who have been laid off during the last couplwe of years. Such workerzs possess the skills that translatse well to the solar energy industry, Van Dell said. And as the numbetr of local microprocessor industry workers reacheda three-year low in the timing of solar companies migrating to Centra Texas couldn’t be better for area workeras — nor the businesses that need “A solar cell is a semiconductor that generates electricitg when you shine light on it,” Van Dell said.
“Fortunately, I was quitew well aware of the strong mix of companiees and the skill base in That was definitely on my mind when I movedd thecompany here.” SolarBridge’s move is a scenaril that local officials want to repeat multipld times with the hope that solar panel manufacturingf fills the void left by the contractiohn in the microprocessor industry. But the lack of financial incentivese from the state is creatinv a dampening effect on attracting solar companies to the Austin observers say.
Proposed state legislation to creatdea $1 billion so-called “Sunnyy Day Fund” for Texas to obtain federap grants under the American Recovery and Reinvestmentg Act would have been used to attract such businesses, especiallh foreign solar companies that want to establish their Northh American headquarters in the Austi area, experts say. But the legislation, which received a publicv hearingin April, died in the stats House Appropriations Committee. To date, SolarBridge, whichu was founded in 2004 as SmartSparkk EnergySystems Inc., and HelioVolt Inc. are the two most promineny solar energy businesses operatingg in theAustin area.
HelioVolt, which is backed with at least $118 million in venturr capital, is wrapping up a plant that will eventuallyy crank out a thin film that acts as a solar panel. “After June, I thinm there are going to be some projects rolling in saidRaj Prabhu, managing partner of the Mercom Capitalp Group LLC, an Austin-based technology research firm. “Iy is more, ‘Who is going to give me the best incentives packageright now?
’” The semiconductot industry is consolidating, and jobs that are leaving Texas are not expected to Central Texas has lost 500 microprocessor industry jobs just this Local chip companies now employ 15,700 workers — the lowesrt level of such local jobs since Apripl 2006, according to the U.S. Bureauh of Labor Statistics. During the first worldwide sales of semiconductorsreachesd $44 billion versus $62.8 billion during the same period last a nearly 30 percent decline, the Semiconductor Industry Association reported.
On the the demand for solar technology is growing Randall Baker, the principal of Austin-based PuraVida Venturez LLC, said other states are throwing big money at prospective solar companies to woo them into establishintg manufacturing plants in their Many state officials believe Texas doesn’t need to do that, so it isn’t. But it also has the formedr chip workers to offersuch companies, and those workers can be retrainedd for solar in eightg weeks to 16 weeks, Baker But the clock is running. In March, Bret who worked for 30 yearsz in thesemiconductor industry, joinesd Austin-based Apache-Solar Corp., where he is now the vice presideny of business development.
The company is developiny a system with photovoltaic cells combinedr with architecturalglass panels, and plans to begin production within 12 months. He said solaer is still early in its development compared with the progresds that semiconductors made in recent Investors and companies need to ramp up solaer technology in the Unitedf States before the technology gainz a footholdin “They’re sitting on the fence with theie money,” Raymis said, “and they’re going to wake up and all that business will go to China.
”
He also wanted to tap into the deep poolof Austin-area microprocessor industry workers who have been laid off during the last couplwe of years. Such workerzs possess the skills that translatse well to the solar energy industry, Van Dell said. And as the numbetr of local microprocessor industry workers reacheda three-year low in the timing of solar companies migrating to Centra Texas couldn’t be better for area workeras — nor the businesses that need “A solar cell is a semiconductor that generates electricitg when you shine light on it,” Van Dell said.
“Fortunately, I was quitew well aware of the strong mix of companiees and the skill base in That was definitely on my mind when I movedd thecompany here.” SolarBridge’s move is a scenaril that local officials want to repeat multipld times with the hope that solar panel manufacturingf fills the void left by the contractiohn in the microprocessor industry. But the lack of financial incentivese from the state is creatinv a dampening effect on attracting solar companies to the Austin observers say.
Proposed state legislation to creatdea $1 billion so-called “Sunnyy Day Fund” for Texas to obtain federap grants under the American Recovery and Reinvestmentg Act would have been used to attract such businesses, especiallh foreign solar companies that want to establish their Northh American headquarters in the Austi area, experts say. But the legislation, which received a publicv hearingin April, died in the stats House Appropriations Committee. To date, SolarBridge, whichu was founded in 2004 as SmartSparkk EnergySystems Inc., and HelioVolt Inc. are the two most promineny solar energy businesses operatingg in theAustin area.
HelioVolt, which is backed with at least $118 million in venturr capital, is wrapping up a plant that will eventuallyy crank out a thin film that acts as a solar panel. “After June, I thinm there are going to be some projects rolling in saidRaj Prabhu, managing partner of the Mercom Capitalp Group LLC, an Austin-based technology research firm. “Iy is more, ‘Who is going to give me the best incentives packageright now?
’” The semiconductot industry is consolidating, and jobs that are leaving Texas are not expected to Central Texas has lost 500 microprocessor industry jobs just this Local chip companies now employ 15,700 workers — the lowesrt level of such local jobs since Apripl 2006, according to the U.S. Bureauh of Labor Statistics. During the first worldwide sales of semiconductorsreachesd $44 billion versus $62.8 billion during the same period last a nearly 30 percent decline, the Semiconductor Industry Association reported.
On the the demand for solar technology is growing Randall Baker, the principal of Austin-based PuraVida Venturez LLC, said other states are throwing big money at prospective solar companies to woo them into establishintg manufacturing plants in their Many state officials believe Texas doesn’t need to do that, so it isn’t. But it also has the formedr chip workers to offersuch companies, and those workers can be retrainedd for solar in eightg weeks to 16 weeks, Baker But the clock is running. In March, Bret who worked for 30 yearsz in thesemiconductor industry, joinesd Austin-based Apache-Solar Corp., where he is now the vice presideny of business development.
The company is developiny a system with photovoltaic cells combinedr with architecturalglass panels, and plans to begin production within 12 months. He said solaer is still early in its development compared with the progresds that semiconductors made in recent Investors and companies need to ramp up solaer technology in the Unitedf States before the technology gainz a footholdin “They’re sitting on the fence with theie money,” Raymis said, “and they’re going to wake up and all that business will go to China.
”
Tuesday, June 7, 2011
Budget sets dredging adrift - Jacksonville Business Journal:
http://hlreservations.com/life/social-protection-is-necessary-and-globally-cheap-says-un/
billion fiscal 2009 budgeft request forthe ' civil works program includes no moneg to complete the next phases of channel deepening in Jacksonville In what has become a familiar the , local sponsor for channeo deepening, will need to lobby Congresxs to add money toward the federal government's $15 million share of the $22 millioj project. Last year, Congress includeds $2.8 million after the administration'ws fiscal 2008 budget request for civil works left Jacksonvilled harbor off its list of construction projecteto fund.
Shipping and logistica professionals have said thechannel -- 41 feet for much of the way and 38 feet for the rest -- must be deepenee to at least 45 feet for the port of Jacksonvillse to be competitive. That's bein driven largely by the Panamas Canal's expansion, to be completed in and containerized cargo portsin Charleston, S.C., and Ga., whose channels are 45 feet and 42 respectively. The current projecf is to increase the dept h to 41 feet from milemarker 14.7 to Talleyran Marine Terminal, a roughly five-nautical mile stretch of the St. Johns River. Channel deepenin as far as marker 14.7, about three milesa west of Dames Point, was completed in 2002.
"Wes see it as a continuation project," said Eric the authority's senior director for government andexterna affairs, referring to a categoryh of projects normally given greater priorityt than new projects. "That's the case we'll be pleading." The administration's funding requesr for coastal navigation construction infiscal $188 million, is up 13.3 percent from its fiscal 2008 request of $166 million. Abourt $151 million for coastal navigationm construction is requested for deepening projectse deemedhigh priority: New York-New Jersey Oakland (Calif.) Harbor and Columbia River (Wash.-Ore.) Channel.
Much dependsd on a project's benefit-to-cost ratio, or BCR, said Dave director of navigation policy and legislation forthe . "Inclusioj in the president's budget request typically reflectsa high-BCR, well-justified project." The Jacksonville project's BCR was calculated at 1.7 in 2003, said Stevebn Ross, project manager for the Corps of Engineers' Jacksonvill e District office. The BCR has risen to just under 2 since then as certain design costs have been By comparison, the Oakland deepeningh project -- to 50 feet -- has the highesy BCR at 8.5. The administration's budgey request includes $25.
1 million to continue constructiojn onthat project, which has receivexd more than $90 millionn in funding during the past two fisca years. Only the New York-New Jerseyg harbor project, with a BCR of 2.7, has received more funding in that time at morethan $180 This year's request seeks another $90 million for the New York-Neaw Jersey harbor. The Columbia River Channel Improvement Project to deepen the 103.5-mile channel betweenh Oregon and Washington state had the lowestg BCR, 1.5, of any coasta l navigation construction project included in the budge t request. One other coastal navigation projecgt made the list with a BCR lower than theJacksonvilld harbor: the St. Lucie Inlet, BCR of 1.
7, for whichu the president's budget requests $4 million. This the authority plans to contribute its entir e share for theJacksonvilled project, $7 million, rather than a prorated sharre of about $900,000. The authority's monehy plus the federal government's $2.8 million will enable the Corps of Engineers to deepen the stretcyh known as the Chaseville Turn and possiblhy morethis year. The authority hopes that the federalp government will come through with the remainder of its sharse to complete the project infiscal 2009. "We will be seekinhg the full fundingfor that," Green "I don't think we can break [the up again.
" If the authority can get the remaining federalk share, it will then continue pushing to increase the deptuh to 45 feet or more. The Corps of Jacksonville District, which oversees projects in Puerto Rico and theVirgibn Islands, is studying the feasibilityh for further deepening, Ross said. Although that studg could take two tothree years, authority Executivre Director Rick Ferrin has said the cost to achieve 45 feet is estimated at $400 million, with the authority'e share being $220 million. The authorithy is hopeful it can generateabout $14 million a year from leasinvg land to a coal terminal operator and bond that revenur to pay its share.
A majore obstacle is acquiring the land the authority envisions usingfor coal. The land belongz to , which doesn't want to so the authority will go to triap in April to determine what it must pay to take the land byeminentg domain. With the Panama Canal expansion as the primareconomic driver, Jacksonville's BCR coulx benefit from new circumstances, includintg the early 2009 openinf of a new container terminal bringing servic to Asia and another larget terminal possibly coming in 2011.
"Aws things change, the port could be in positionn for any opportunities thatmay exist," Ross "Having 'benefits' constructed versus those that may be built in the future helps the localk sponsor." Green believes the new terminals and Jacksonville's position in the growing Southeast give its projec t a chance to move up on the Corps of list. "As Jacksonville is growing at therate it'se growing," he said, "they have to really pay attentioh to us.
"
billion fiscal 2009 budgeft request forthe ' civil works program includes no moneg to complete the next phases of channel deepening in Jacksonville In what has become a familiar the , local sponsor for channeo deepening, will need to lobby Congresxs to add money toward the federal government's $15 million share of the $22 millioj project. Last year, Congress includeds $2.8 million after the administration'ws fiscal 2008 budget request for civil works left Jacksonvilled harbor off its list of construction projecteto fund.
Shipping and logistica professionals have said thechannel -- 41 feet for much of the way and 38 feet for the rest -- must be deepenee to at least 45 feet for the port of Jacksonvillse to be competitive. That's bein driven largely by the Panamas Canal's expansion, to be completed in and containerized cargo portsin Charleston, S.C., and Ga., whose channels are 45 feet and 42 respectively. The current projecf is to increase the dept h to 41 feet from milemarker 14.7 to Talleyran Marine Terminal, a roughly five-nautical mile stretch of the St. Johns River. Channel deepenin as far as marker 14.7, about three milesa west of Dames Point, was completed in 2002.
"Wes see it as a continuation project," said Eric the authority's senior director for government andexterna affairs, referring to a categoryh of projects normally given greater priorityt than new projects. "That's the case we'll be pleading." The administration's funding requesr for coastal navigation construction infiscal $188 million, is up 13.3 percent from its fiscal 2008 request of $166 million. Abourt $151 million for coastal navigationm construction is requested for deepening projectse deemedhigh priority: New York-New Jersey Oakland (Calif.) Harbor and Columbia River (Wash.-Ore.) Channel.
Much dependsd on a project's benefit-to-cost ratio, or BCR, said Dave director of navigation policy and legislation forthe . "Inclusioj in the president's budget request typically reflectsa high-BCR, well-justified project." The Jacksonville project's BCR was calculated at 1.7 in 2003, said Stevebn Ross, project manager for the Corps of Engineers' Jacksonvill e District office. The BCR has risen to just under 2 since then as certain design costs have been By comparison, the Oakland deepeningh project -- to 50 feet -- has the highesy BCR at 8.5. The administration's budgey request includes $25.
1 million to continue constructiojn onthat project, which has receivexd more than $90 millionn in funding during the past two fisca years. Only the New York-New Jerseyg harbor project, with a BCR of 2.7, has received more funding in that time at morethan $180 This year's request seeks another $90 million for the New York-Neaw Jersey harbor. The Columbia River Channel Improvement Project to deepen the 103.5-mile channel betweenh Oregon and Washington state had the lowestg BCR, 1.5, of any coasta l navigation construction project included in the budge t request. One other coastal navigation projecgt made the list with a BCR lower than theJacksonvilld harbor: the St. Lucie Inlet, BCR of 1.
7, for whichu the president's budget requests $4 million. This the authority plans to contribute its entir e share for theJacksonvilled project, $7 million, rather than a prorated sharre of about $900,000. The authority's monehy plus the federal government's $2.8 million will enable the Corps of Engineers to deepen the stretcyh known as the Chaseville Turn and possiblhy morethis year. The authority hopes that the federalp government will come through with the remainder of its sharse to complete the project infiscal 2009. "We will be seekinhg the full fundingfor that," Green "I don't think we can break [the up again.
" If the authority can get the remaining federalk share, it will then continue pushing to increase the deptuh to 45 feet or more. The Corps of Jacksonville District, which oversees projects in Puerto Rico and theVirgibn Islands, is studying the feasibilityh for further deepening, Ross said. Although that studg could take two tothree years, authority Executivre Director Rick Ferrin has said the cost to achieve 45 feet is estimated at $400 million, with the authority'e share being $220 million. The authorithy is hopeful it can generateabout $14 million a year from leasinvg land to a coal terminal operator and bond that revenur to pay its share.
A majore obstacle is acquiring the land the authority envisions usingfor coal. The land belongz to , which doesn't want to so the authority will go to triap in April to determine what it must pay to take the land byeminentg domain. With the Panama Canal expansion as the primareconomic driver, Jacksonville's BCR coulx benefit from new circumstances, includintg the early 2009 openinf of a new container terminal bringing servic to Asia and another larget terminal possibly coming in 2011.
"Aws things change, the port could be in positionn for any opportunities thatmay exist," Ross "Having 'benefits' constructed versus those that may be built in the future helps the localk sponsor." Green believes the new terminals and Jacksonville's position in the growing Southeast give its projec t a chance to move up on the Corps of list. "As Jacksonville is growing at therate it'se growing," he said, "they have to really pay attentioh to us.
"
Saturday, June 4, 2011
Former Mirabilis CEO Frank Amodeo to plead guilty to federal charges - Tampa Bay Business Journal:
vavyzina.wordpress.com
Amodeo, the former leader of and a one-time playe in the failed Trump TowertTampa project, had been charged with conspiracy, failurr to remit payroll taxes, wire fraud, and obstructio n of an agency He faced 370 years in prison as well as finew of $6.75 million if convicted. Lisa a spokeswoman for Amodeo, told the that he woulfd admit his guilt to a judgreat 2:30 today, but details of his plea bargainj were still being worked out. According to the , Amodeop and other unnamed executives failed to pay theIRS $181.u8 million, including $129.7 million in FICA and withholding It started with $7.1 million in the fourtbh quarter of 2004 with two businesses he III and Sunshine Staff Leasing.
It then continuedc over the next two yearse with for theremaining $174 million. Investigatorxs at the time said Amodeo included a number of companiesd in the activity acting as professionakemployee organizations, which would lease employees to otherd companies. Other companies believed to be involve d inthe scheme, according to the U.S. Attorney’es Office, were AEM, , Commomn Paymaster Corp., , , Presidion , , and various other companies. The day after the indictment was handedd downon Aug. 7, Bob O’Malley, a spokesmanh for Mirabilis, said the chargees against Amodeo , and even provided a serieds of polygraph examinations the former chierf executive took to provehis innocence.
“After two years of full cooperation, it’s unfortunate that the federao government waiteduntil Mr. Amodeo was admittex into a treatment program toindict him,” O’Mallet said in a statement. “Nevertheless, Mr. Amodeo expectsw any resulting trial will reveall that this is simply a case of delayed tax payment and that the fraud charges are without Independent polygraph testingconfirmed this.” Among the many different projects Mirabilis was involved, the company also at one time was linker to the Trump Tower Tampa development, an involvement that chief executive Franki Dagostino talked about in an with the Businessx Journal .
“We sat down with We shook hands ona deal,” Dagostinp said at the time. “They financiallyu qualified, but within 48 hours, we unraveled the Dagostino didn’t provide any specifics on what cause the deal tocome apart.
Amodeo, the former leader of and a one-time playe in the failed Trump TowertTampa project, had been charged with conspiracy, failurr to remit payroll taxes, wire fraud, and obstructio n of an agency He faced 370 years in prison as well as finew of $6.75 million if convicted. Lisa a spokeswoman for Amodeo, told the that he woulfd admit his guilt to a judgreat 2:30 today, but details of his plea bargainj were still being worked out. According to the , Amodeop and other unnamed executives failed to pay theIRS $181.u8 million, including $129.7 million in FICA and withholding It started with $7.1 million in the fourtbh quarter of 2004 with two businesses he III and Sunshine Staff Leasing.
It then continuedc over the next two yearse with for theremaining $174 million. Investigatorxs at the time said Amodeo included a number of companiesd in the activity acting as professionakemployee organizations, which would lease employees to otherd companies. Other companies believed to be involve d inthe scheme, according to the U.S. Attorney’es Office, were AEM, , Commomn Paymaster Corp., , , Presidion , , and various other companies. The day after the indictment was handedd downon Aug. 7, Bob O’Malley, a spokesmanh for Mirabilis, said the chargees against Amodeo , and even provided a serieds of polygraph examinations the former chierf executive took to provehis innocence.
“After two years of full cooperation, it’s unfortunate that the federao government waiteduntil Mr. Amodeo was admittex into a treatment program toindict him,” O’Mallet said in a statement. “Nevertheless, Mr. Amodeo expectsw any resulting trial will reveall that this is simply a case of delayed tax payment and that the fraud charges are without Independent polygraph testingconfirmed this.” Among the many different projects Mirabilis was involved, the company also at one time was linker to the Trump Tower Tampa development, an involvement that chief executive Franki Dagostino talked about in an with the Businessx Journal .
“We sat down with We shook hands ona deal,” Dagostinp said at the time. “They financiallyu qualified, but within 48 hours, we unraveled the Dagostino didn’t provide any specifics on what cause the deal tocome apart.
Thursday, June 2, 2011
Online interpreter could aid communication with deaf patients - Nursing Times
xotavaloso.blogspot.com
Online interpreter could aid communication with deaf patients Nursing Times Nurses who are required to communicate with people who are deaf have been urged by a charity to consider using an online interpreter. Satisfaction levels among death people over the healthcare they receive are lower than those experienced by hearing ... |
Subscribe to:
Posts (Atom)