Are we risking the loss of North Carolina's natural resources for future ... Sanford Herald (registration) ... breathe, I believe that we may be on the cusp of risking the loss of much of these precious natural resources for future generations if we do not get more involved in this insidious movement underway right before our eyes … and perhaps soon under ... |
Wednesday, February 27, 2013
Are we risking the loss of North Carolina's natural resources for future ... - Sanford Herald (registration)
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Friday, February 22, 2013
Poll: Most only want foreign aid cuts - Politico
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Politico | Poll: Most only want foreign aid cuts Politico The widespread rejection of most ideas to slash spending in the poll from the Pew Research Center shows the difficulty of translating a popular GOP message â€" the federal budget needs to be shrunk down to size â€" into political reality. Even on foreign ... Poll: Cut government spendin g, just not this program Poll: Public opposes sequester cuts to individual programs Poll: 40 percent OK with government cuts |
Sunday, February 17, 2013
Founders of hotels.com start new venture - Dallas Business Journal:
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Bob Diener and Davir Litman, who sold hotels.com in 2003 and have been layinbg low undera five-year non-compete jumped back into the Interner travel industry Wednesday. Getaroom.com’s officesw and call center are based in with about30 full-time employees, 20 part-tim workers and up to 50 call-center employees, Dienef said Wednesday. Many of the workerss were hiredfrom hotels.com or competingt sites such as , and , he “Our expertise in the hotel industry is said Litman in a news “Bob and I literallyu launched the online hotell booking industry back in 1995 with and its predecessor Hotel Reservations Network.” Getaroom.
com provides clients with hotel descriptions, maps, photos and a side-by-sidre comparison with other properties. The site also offers the ability to book airfare and tickets topopulaf attractions. There are two ways to book at The first is what consumers are used to going to a Web site and booking the The second way is to register withthe site, then call the company'sa call center, and get an “unpublishede rate," which is 10-50% lower than other Internetf rates, Diener said. “Hotels don’t want their rates Diener said. “Occupancy is weak across the board, but hoteld don’t want to lower their price across alldistributiob channels.
We won’t publish the rate, so it allowxs them to offer a much better rate to Ifconsumers aren’t happy with theit booked rate, they can cancel at any time. “Ww could not have found a bettefr timeto launch,” Diener “People look for better values. The hotels know us. We can be much more nimblee thanexisting companies.” Diener said he and Litman started hotels.comj with an investment of about $600 each. The start-up of getaroom.comn is a “multi-million-dollar” launch, he said. Revenue projections for the firsty year areabout $45 million, Diener said. Radio promotionxs for getaroom.com began Wednesday.
Television commercials will begim running at the end ofthe month.
Bob Diener and Davir Litman, who sold hotels.com in 2003 and have been layinbg low undera five-year non-compete jumped back into the Interner travel industry Wednesday. Getaroom.com’s officesw and call center are based in with about30 full-time employees, 20 part-tim workers and up to 50 call-center employees, Dienef said Wednesday. Many of the workerss were hiredfrom hotels.com or competingt sites such as , and , he “Our expertise in the hotel industry is said Litman in a news “Bob and I literallyu launched the online hotell booking industry back in 1995 with and its predecessor Hotel Reservations Network.” Getaroom.
com provides clients with hotel descriptions, maps, photos and a side-by-sidre comparison with other properties. The site also offers the ability to book airfare and tickets topopulaf attractions. There are two ways to book at The first is what consumers are used to going to a Web site and booking the The second way is to register withthe site, then call the company'sa call center, and get an “unpublishede rate," which is 10-50% lower than other Internetf rates, Diener said. “Hotels don’t want their rates Diener said. “Occupancy is weak across the board, but hoteld don’t want to lower their price across alldistributiob channels.
We won’t publish the rate, so it allowxs them to offer a much better rate to Ifconsumers aren’t happy with theit booked rate, they can cancel at any time. “Ww could not have found a bettefr timeto launch,” Diener “People look for better values. The hotels know us. We can be much more nimblee thanexisting companies.” Diener said he and Litman started hotels.comj with an investment of about $600 each. The start-up of getaroom.comn is a “multi-million-dollar” launch, he said. Revenue projections for the firsty year areabout $45 million, Diener said. Radio promotionxs for getaroom.com began Wednesday.
Television commercials will begim running at the end ofthe month.
Tuesday, February 12, 2013
New Cousins CEO encouraged about the market - Baltimore Business Journal:
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"This isn't going to be a V-shapeds recovery," Gellerstedt said Monday in an interview with AtlantqaBusiness Chronicle. "But, we're going to see many opportunitiesto Gellerstedt, who joined Cousins in 2005, will take over for current CEO Tom Bell on July 1. who turns 60 this year, announced his retirementy to the company Monday Cousins is a storied Atlanta real estate Founded in 1958 byTom Cousins, the companyt has been involved in some of the city's biggest real estatr projects, including the development of the 55-story Bank of America Plaza in 1989.
The market isn't providing the best timing for He takes the helm duringthe nation'as worst real estate downturn in at least a generation. Whilew the market is showing some signsof improvement, it has nosedivedx from its peak in earlyh 2007. Cousins has one of the four new officed towers under developmentin Buckhead, a part of the city that absorbxs about 350,000 to 500,000 squarwe feet of office space Office vacancy in Buckhead could surpass 30 percent by this time next some commercial real estate developera and brokers predict.
There are however, that the market is picking up, Bell and Gellerstedt For one, the gap between what investores are willing to pay for properties and what ownere are willing to sell them for continuessto shrink. While that spread was 400 basis pointw a fewmonths ago, it is closer to 100 points Bell said. Also, banks have a clearer picture of their capital levels than they did earliedrthis year, and regulators are increasingly pushing them to deal some of their real estate ownesd assets. Cousins (NYSE: CUZ) , posting net incomee of $164.2 million on $49 milliomn in revenue.
At the end of the the company’s portfolio of operationak office buildings was 90percent leased, its portfoliol of operational retail centers was 83 percent leased and its operationaol industrial buildings were 40 percent leased. Gellerstedtt began his career in 1978 as an estimator and projec t managerwith , where he worked on the High Museunm and the AT&T Long Lines Building in Manhattan. At only 26, he foundeds , a Beers subsidiaru that focusedon health-care developments. Gellerstedt was later named Beersx chairmanand CEO.
Cousins acquired his firm, the , in June and he joined the Gellerstedt was one of the architectws of turning around the fortunes of One Ninety One the 50-story downtown tower Cousins acquired in 2006. The improvementz at One Ninety One have symbolizeed a return to prosperity for many parts of downtown, its economidc boosters say. Shortly after Gellerstedtf joined Cousins, One Ninetyu One had lost major tenantsand , and downtown Atlantq was suffering from the exodus of those firmsa and others. Gellerstedt was instrumental in the rejuvenation of OneNinety One, Bell "We basically gave this buildinh to Larry," Bell said.
"I remember when we were walkiny through the atrium several years ago that there was nothing in there. It had this echo And I said to Larry, 'What are we going to abou this echo?' And Larry came right back and ‘I tell you what we'rer going to do. We're goinv to fill this atrium and thisbuilding up.’ It's a totally different buildinb today." One Ninety One was nearly 90 percent leased at the beginningf of the year. Cousins also landed the Italian restaurantr IlMulino Atlanta, which has also helpefd to revive the "I spent most of my career downtown," Gellerstedrt said.
"I've always thought that One Ninett One is atimeless
"This isn't going to be a V-shapeds recovery," Gellerstedt said Monday in an interview with AtlantqaBusiness Chronicle. "But, we're going to see many opportunitiesto Gellerstedt, who joined Cousins in 2005, will take over for current CEO Tom Bell on July 1. who turns 60 this year, announced his retirementy to the company Monday Cousins is a storied Atlanta real estate Founded in 1958 byTom Cousins, the companyt has been involved in some of the city's biggest real estatr projects, including the development of the 55-story Bank of America Plaza in 1989.
The market isn't providing the best timing for He takes the helm duringthe nation'as worst real estate downturn in at least a generation. Whilew the market is showing some signsof improvement, it has nosedivedx from its peak in earlyh 2007. Cousins has one of the four new officed towers under developmentin Buckhead, a part of the city that absorbxs about 350,000 to 500,000 squarwe feet of office space Office vacancy in Buckhead could surpass 30 percent by this time next some commercial real estate developera and brokers predict.
There are however, that the market is picking up, Bell and Gellerstedt For one, the gap between what investores are willing to pay for properties and what ownere are willing to sell them for continuessto shrink. While that spread was 400 basis pointw a fewmonths ago, it is closer to 100 points Bell said. Also, banks have a clearer picture of their capital levels than they did earliedrthis year, and regulators are increasingly pushing them to deal some of their real estate ownesd assets. Cousins (NYSE: CUZ) , posting net incomee of $164.2 million on $49 milliomn in revenue.
At the end of the the company’s portfolio of operationak office buildings was 90percent leased, its portfoliol of operational retail centers was 83 percent leased and its operationaol industrial buildings were 40 percent leased. Gellerstedtt began his career in 1978 as an estimator and projec t managerwith , where he worked on the High Museunm and the AT&T Long Lines Building in Manhattan. At only 26, he foundeds , a Beers subsidiaru that focusedon health-care developments. Gellerstedt was later named Beersx chairmanand CEO.
Cousins acquired his firm, the , in June and he joined the Gellerstedt was one of the architectws of turning around the fortunes of One Ninety One the 50-story downtown tower Cousins acquired in 2006. The improvementz at One Ninety One have symbolizeed a return to prosperity for many parts of downtown, its economidc boosters say. Shortly after Gellerstedtf joined Cousins, One Ninetyu One had lost major tenantsand , and downtown Atlantq was suffering from the exodus of those firmsa and others. Gellerstedt was instrumental in the rejuvenation of OneNinety One, Bell "We basically gave this buildinh to Larry," Bell said.
"I remember when we were walkiny through the atrium several years ago that there was nothing in there. It had this echo And I said to Larry, 'What are we going to abou this echo?' And Larry came right back and ‘I tell you what we'rer going to do. We're goinv to fill this atrium and thisbuilding up.’ It's a totally different buildinb today." One Ninety One was nearly 90 percent leased at the beginningf of the year. Cousins also landed the Italian restaurantr IlMulino Atlanta, which has also helpefd to revive the "I spent most of my career downtown," Gellerstedrt said.
"I've always thought that One Ninett One is atimeless
Thursday, February 7, 2013
'Funkier' DAXKO eliminates the traditional office - Birmingham Business Journal:
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“It’s a challenging environment,” CEO David Gray said. “We grow fast and bringf in lotsof customers, so most of the people we hire tend to be ambitiousd and highly motivated. They seek out opportunities.” To bring in thoses self-motivated employees, Gray said DAXKOl has a variety of tools to attract talentes people to the firm that primarilyu develops softwarefor member-based For one, Gray said DAXKOl puts a major emphasis on careefr development and training to help employeexs in their career paths at the firm. They also make a deliberated effort to listento workers, he said.
Once a Gray has a “communicatio n lunch” with three or four team members from differeng departments inthe company. During the they share ideas and talk about the Gray credits those lunches for helpingy develop anopen environment. “They realizs they are not going to get their hand chopped off when they say he said. “The fact that they know they can voicr their opinions and are heard is Even the design of the workplace is different than the common office. The firm did away with offices and all employees even theCEO – are now placexd in pods that promots collaboration and teamwork.
The companyt has what is known asthe “Garag Cafe,” on the fourth flood of its headquarters, where employeess are treated to a free luncnh once a week. “We’re a littl e bit funkier than what you see in othefr placesaround Birmingham,” Gray said. The company also offers a sabbatical program. For everg seven years of employment with employees earna paid, four-week sabbatical. “It’ not just about vacation,” Gray said. “It’s about doinh something you would never have the opportunityto do.
We did it becauss we want people to be fresh and He said all ofthose things, both large and small, help work toward creating a stron g culture and creating an environment that promotes career As CEO, Gray said he sees that as one of his main job “I think a big part of my job is to create an interestingf and rewarding place to work and have a he said.
“It’s a challenging environment,” CEO David Gray said. “We grow fast and bringf in lotsof customers, so most of the people we hire tend to be ambitiousd and highly motivated. They seek out opportunities.” To bring in thoses self-motivated employees, Gray said DAXKOl has a variety of tools to attract talentes people to the firm that primarilyu develops softwarefor member-based For one, Gray said DAXKOl puts a major emphasis on careefr development and training to help employeexs in their career paths at the firm. They also make a deliberated effort to listento workers, he said.
Once a Gray has a “communicatio n lunch” with three or four team members from differeng departments inthe company. During the they share ideas and talk about the Gray credits those lunches for helpingy develop anopen environment. “They realizs they are not going to get their hand chopped off when they say he said. “The fact that they know they can voicr their opinions and are heard is Even the design of the workplace is different than the common office. The firm did away with offices and all employees even theCEO – are now placexd in pods that promots collaboration and teamwork.
The companyt has what is known asthe “Garag Cafe,” on the fourth flood of its headquarters, where employeess are treated to a free luncnh once a week. “We’re a littl e bit funkier than what you see in othefr placesaround Birmingham,” Gray said. The company also offers a sabbatical program. For everg seven years of employment with employees earna paid, four-week sabbatical. “It’ not just about vacation,” Gray said. “It’s about doinh something you would never have the opportunityto do.
We did it becauss we want people to be fresh and He said all ofthose things, both large and small, help work toward creating a stron g culture and creating an environment that promotes career As CEO, Gray said he sees that as one of his main job “I think a big part of my job is to create an interestingf and rewarding place to work and have a he said.
Friday, February 1, 2013
The Fish and Wildlife Service Is Not for the Birds - Wall Street Journal
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The Fish and Wildlife Service Is Not for the Birds Wall Street Journal On June 20, 1782, the Continental Congress, after nearly six years of haggling and numerous design changes, finally approved the Great Seal of the United States. In doing so, it made the bald eagle our national symbol. This year, in the name of clean ... |
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