http://www.martialartslistings.com/authors/author-648.html
is expanding into Hernando, Miss., a move that couldc put the firm in prime position for oneof Mississippi'zs fastest growing counties. The company is also rebrandintg itself, formally changing its name to A2H. It is in the earlyy stages of a new marketing campaign that will get under way this Edward Hargraves, secretary and senior partnerf of A2H, says the company hopes to have the new offic e open by the middle of October. A2H currently is finalizingy a lease. Hargraves says the company has positiones itself in areas ofaggressive growth, with substantiaol success in emerging, smaller municipalities like Jackson and other parts of West Tennessee.
"We've historicallgy been the civil engineers for those locations and have worked on their Hargraves says. "We think we can do the same thinf innorthern Mississippi." The company is no strangerr to the North Mississippi market, having done civip infrastructure design work for in Southaven. A2H also is working on a high schoolin Mo., which is budgeted at $8 million-$12 million. Locally, the company is doing infrastructure and site work forSunTrusr Banks, Inc.'s new building at Shady Grove and Poplar.
That project is being developed by Hargravex says A2H will start out slow in initially staffing the office with brancyh managerCecil Sowell, a 40-year veteranh of the engineering and consultinbg industry. The company's 47 employees will be availables as needed as the new office Sowell says his goal is to create visibilityh for the companyin Hernando. "One of the firstr things we want to do is let potentialk clients know where I am and the services we can Sowell says.
"My philosophy is that you have to be Out of sight is out of mind andif we'rwe successful there, things will fall into Brian Goff, executive director of the Hernand o Main Street Chamber of Commerce, says Hernando' s population has more than doubled in the last seve years, from 6,000 people in 2000 to nearluy 14,000 now. "Those numbers bring an increasre incommercial development," Goff says. "We've got a lot of retaipl developments coming online and therew is a lot of development potential in the Goff says the opening of Interstate 69 will help the area continu e to grow and attracg more businessesand people.
"With I-69 open and I-26i coming in the next three orfour years, that'll really accelerate growth," Sowell says. "There's a situation where there's a need for governments and consultants to be We need each other because government staffs may be overworkesdor overextended. We can serve as an extensiohn of that." Askew Hargraves Harcourt Associates, Inc. Address: 3009 Davies Plantation, Lakelanf 38002 Web site: www.a2h.
com
Saturday, September 11, 2010
Thursday, September 9, 2010
Broker Ross Sinclaire expands in Columbus - Business First of Columbus:
http://www.evilgeniusmusic.com/index.php?s=D&c=533
The Cincinnati-based firm, which started out with one employeew workingin Columbus, recently broughtt on the four-employee municipal financw team from Youngstown-based Butlee Wick & Co. and moved into a new location at375 N. Frong St. Butler Wick, which operates 23 offices in Pennsylvania andNew York, was acquired by for $12 millio in January. Stifel maintains an office in Columbus. Omar Ganoo m , now the managing director at Ross Sinclaire’s Columbuds office, said he and threes other employees were let go from Butler Wick when the deal Ganoom said thefinance team’ss move to Ross Sinclairse was a good match. “Ig was a natural fit for us to come to Ross he said.
One of the benefitss of working for a smaller firm like Ross Sinclairde is the greater opportunity for growth and the abilityto “reacgt to market environment on a regula r basis,” Ganoom said. Ross Sinclaire CEO Murra Sinclaire Jr. said employees had a “smoot h transition” between the two firms. Ross Sinclaire operatesd 10 offices, including three in and specializes inmunicipal bonds, stocks and public “We’ve been relatively aggressive at expandingf our presence in Ohio,” Sinclaire “We’ve opened up several new officea throughout Ohio.
” Ganoom said that Ohio is currently sufferinf from a loss of investment bankingh firms and hopes Ross Sinclaire will be able to servre more clients in the Columbus area. “It’ss important to me to support Ohio,” he Ross Sinclaire was rankedthe No. 6 municipal financiap advisory firm in the country for transactions lessthan $10 milliom for 2008 by Thomson Reuters .
The Cincinnati-based firm, which started out with one employeew workingin Columbus, recently broughtt on the four-employee municipal financw team from Youngstown-based Butlee Wick & Co. and moved into a new location at375 N. Frong St. Butler Wick, which operates 23 offices in Pennsylvania andNew York, was acquired by for $12 millio in January. Stifel maintains an office in Columbus. Omar Ganoo m , now the managing director at Ross Sinclaire’s Columbuds office, said he and threes other employees were let go from Butler Wick when the deal Ganoom said thefinance team’ss move to Ross Sinclairse was a good match. “Ig was a natural fit for us to come to Ross he said.
One of the benefitss of working for a smaller firm like Ross Sinclairde is the greater opportunity for growth and the abilityto “reacgt to market environment on a regula r basis,” Ganoom said. Ross Sinclaire CEO Murra Sinclaire Jr. said employees had a “smoot h transition” between the two firms. Ross Sinclaire operatesd 10 offices, including three in and specializes inmunicipal bonds, stocks and public “We’ve been relatively aggressive at expandingf our presence in Ohio,” Sinclaire “We’ve opened up several new officea throughout Ohio.
” Ganoom said that Ohio is currently sufferinf from a loss of investment bankingh firms and hopes Ross Sinclaire will be able to servre more clients in the Columbus area. “It’ss important to me to support Ohio,” he Ross Sinclaire was rankedthe No. 6 municipal financiap advisory firm in the country for transactions lessthan $10 milliom for 2008 by Thomson Reuters .
Wednesday, September 8, 2010
Shippers: What recession? - Puget Sound Business Journal (Seattle):
http://www.spiritsconnect.org/index.php?s=D&c=83
Ltd.’s unveiling of a remotelyy automated portin Busan, South and its plan to build three new terminals, includinb a $208 million terminal at Dames Point, reflect the company’ws aggressive mentality in spite of the said Roy Schleicher, senior director of trade development and global marketing for the . That and Mitsuki O.S.K. Lines Ltd.’s own planse for expansion show confidencwe inthe industry’s upturn and cements theidr current and future operations in Hanjin’s “attitude is, ‘We’d be foolishn not to push things forwarrd and get things done,’ ” Schleicher “We thought they might want to slow things down, but insteaf they want to push forward Hanjin’s revenue has fared better than with nearly 30 percent growth to about $8 billion in fiscal year 2008, compared with the same periodx a year ago.
Despite a drop in carg volume, the sixth-largest shipping company’z profits grew by more than 60 percentf toabout $198 million within the same period. But the internationa l slump caught up with the company in the first quartefrof 2009, when it reported a $191 millioh net loss, according to the Journal of In response, the company pushed back some of its orderws for ships. Mitsui, which is the 15th-largest international shipping company, postede a $1.3 billion profit in fiscal 2008, down nearly 32 It blamed the decline in profits on the international trade high fuel prices and astrong yen. The company’sz revenue declined by about 4.1 percenty to $18.6 billion.
Hanjinn is opening a terminal in Spain in 2010 and anotherr in Vietnam with Mitsuijin 2011. With the opening of its terminal in Jacksonvillein 2012, Hanjin will have five terminalas in South Korea and eighft abroad. Hanjin plans to expand its vesseo capacity fromabout 375,000 twenty-foot equivalent units, or to about 575,000 TEUs withihn the next few years, said William Rooney, managing directodr of the company’s Americanb headquarters. Similarly, Mitsui, the parent company of the Damexs Point terminaloperator , is looking to spenxd millions of dollars to buy an overseas bulk shippintg line. The slump has loweresd the valuation of potential acquisitions.
The Japanese company plans to increasee its fleet of bulk tankers and car carriersby 6.5 percent to 740 ships by the end of this fiscal Mitsui plans also to open a new terminal in Netherlands, in late 2013. In Jacksonville, the companyh has added three services, bringing two weekly servicesz that open Jacksonville to new Asian markets and strengthening Europeabcontainer service. Mitsui’s service calls on Busan and there will likelyg be an increase in trade between Jacksonvills and South Korea when Hanjinbegins service, Schleicher South Korea is a largw exporter of consumer electronics and a stron g importer of consumer goods, lumber and Schleicher said he was impresses with Hanjin’s technological capability after attending the openin of its Busan terminal May 21 with Rick the authority’s executive director.
The terminal gives a glimpse of how the remotelyt automated terminal planned in Jacksonvillewill operate. “I’ve never seen a terminak business as sophisticated asthis one,” Schleicher The Busan terminal can handle up to 2 milliobn TEUs annually, compared with the planned Jacksonville termina that can handle about 800,000 TEUs The Jacksonville terminal will be similar in that it will also use rail-mounterd gantry cranes to transport containersw between the yard and the ship, Rooney The crane travels on rails and is controllesd remotely by an operator.
The terminal at Damese Point will have 12 to15 rail-mounted gantry One operator can handle about three cranes at a Rooney said that the containers will be kept in a yard with sensors that will shut it down if they detect humann motion. He said the company hadn’t decidexd the exact productivity rate Hanjin expects from theJacksonvills terminal, but it aimed for world-class productivityy levels, which is about 40 container moves per hour per Rooney said.
Hanjin is expected to meet withthe ’s Locaol 1593 and 1408 in June or Jess Babich, president of ILA Clerks Checkers Local 1593, said his union and ILA Locak 1408 are negotiating with the company on positionzs that Hanjin wants its employees to handlew but the union says it can handl instead. The union’s two gangs averagedr about 33 moves per hour per crane when they unloadex a ship at the TraPac terminalMay 23. That is one move away from the company’x goal, which needs to be met before TraPac will allosw the union to expand its Babich said. TraPac was not available to confir m the rateof moves.
The agreement betwee TraPac and the unionn comes after the terminal operator threatene to leave ifproductivity didn’t
Ltd.’s unveiling of a remotelyy automated portin Busan, South and its plan to build three new terminals, includinb a $208 million terminal at Dames Point, reflect the company’ws aggressive mentality in spite of the said Roy Schleicher, senior director of trade development and global marketing for the . That and Mitsuki O.S.K. Lines Ltd.’s own planse for expansion show confidencwe inthe industry’s upturn and cements theidr current and future operations in Hanjin’s “attitude is, ‘We’d be foolishn not to push things forwarrd and get things done,’ ” Schleicher “We thought they might want to slow things down, but insteaf they want to push forward Hanjin’s revenue has fared better than with nearly 30 percent growth to about $8 billion in fiscal year 2008, compared with the same periodx a year ago.
Despite a drop in carg volume, the sixth-largest shipping company’z profits grew by more than 60 percentf toabout $198 million within the same period. But the internationa l slump caught up with the company in the first quartefrof 2009, when it reported a $191 millioh net loss, according to the Journal of In response, the company pushed back some of its orderws for ships. Mitsui, which is the 15th-largest international shipping company, postede a $1.3 billion profit in fiscal 2008, down nearly 32 It blamed the decline in profits on the international trade high fuel prices and astrong yen. The company’sz revenue declined by about 4.1 percenty to $18.6 billion.
Hanjinn is opening a terminal in Spain in 2010 and anotherr in Vietnam with Mitsuijin 2011. With the opening of its terminal in Jacksonvillein 2012, Hanjin will have five terminalas in South Korea and eighft abroad. Hanjin plans to expand its vesseo capacity fromabout 375,000 twenty-foot equivalent units, or to about 575,000 TEUs withihn the next few years, said William Rooney, managing directodr of the company’s Americanb headquarters. Similarly, Mitsui, the parent company of the Damexs Point terminaloperator , is looking to spenxd millions of dollars to buy an overseas bulk shippintg line. The slump has loweresd the valuation of potential acquisitions.
The Japanese company plans to increasee its fleet of bulk tankers and car carriersby 6.5 percent to 740 ships by the end of this fiscal Mitsui plans also to open a new terminal in Netherlands, in late 2013. In Jacksonville, the companyh has added three services, bringing two weekly servicesz that open Jacksonville to new Asian markets and strengthening Europeabcontainer service. Mitsui’s service calls on Busan and there will likelyg be an increase in trade between Jacksonvills and South Korea when Hanjinbegins service, Schleicher South Korea is a largw exporter of consumer electronics and a stron g importer of consumer goods, lumber and Schleicher said he was impresses with Hanjin’s technological capability after attending the openin of its Busan terminal May 21 with Rick the authority’s executive director.
The terminal gives a glimpse of how the remotelyt automated terminal planned in Jacksonvillewill operate. “I’ve never seen a terminak business as sophisticated asthis one,” Schleicher The Busan terminal can handle up to 2 milliobn TEUs annually, compared with the planned Jacksonville termina that can handle about 800,000 TEUs The Jacksonville terminal will be similar in that it will also use rail-mounterd gantry cranes to transport containersw between the yard and the ship, Rooney The crane travels on rails and is controllesd remotely by an operator.
The terminal at Damese Point will have 12 to15 rail-mounted gantry One operator can handle about three cranes at a Rooney said that the containers will be kept in a yard with sensors that will shut it down if they detect humann motion. He said the company hadn’t decidexd the exact productivity rate Hanjin expects from theJacksonvills terminal, but it aimed for world-class productivityy levels, which is about 40 container moves per hour per Rooney said.
Hanjin is expected to meet withthe ’s Locaol 1593 and 1408 in June or Jess Babich, president of ILA Clerks Checkers Local 1593, said his union and ILA Locak 1408 are negotiating with the company on positionzs that Hanjin wants its employees to handlew but the union says it can handl instead. The union’s two gangs averagedr about 33 moves per hour per crane when they unloadex a ship at the TraPac terminalMay 23. That is one move away from the company’x goal, which needs to be met before TraPac will allosw the union to expand its Babich said. TraPac was not available to confir m the rateof moves.
The agreement betwee TraPac and the unionn comes after the terminal operator threatene to leave ifproductivity didn’t
Monday, September 6, 2010
Southwestern Carpets grows business from the ground up - Kansas City Business Journal:
http://www.4directory.net/index.php?s=D&c=489
Bill McCaddon has stripped Southwesterb Carpets down and recreated it a coupler of times since purchasing it from Don Lynchin 2001. When he bought the flooring company, it specialized in removing and replacing carpetws in apartments betweenrental occupation. The Lewisvillee company was producing annual revenueof $5 million, but McCaddon found the business too impersonal because it was drivenm by product sales and not on building relationships with So he decided to switch focus to the more relationship-centricc business of providing flooring solutions to new home-construction which includes hardwood floors, carpeting, and backsplash and tile installation.
The wholesalw company saw dramatic growth asa result, with annuall revenue of $22 million in 2007. But the growt h was so rapid and so intense that managerd were losing control of the direction the company was Soin 2008, he enlisted Don Brush, a consultan t with The Renova Corp., to help bring new energyg to his company. McCaddon’s sense of directio and leadership abilities come from his experience asa manufacturer’s representatived for 18 years at companies like Shaw Carpegt Manufacturer and Aleta Co. He had learned the importancee of building relationshipswith clients. “My backgrouncd was in working withnew homebuilders.
The apartmengt business was non-relationship driven,” said McCaddon. “I didn’t know how to build a businesxsthat wasn’t relational.” McCaddon downsized the company to redirect the focuw to the home-construction industry. He was met with resistance fromhis “I realized that using the same employees wasn’yt going to work. I was trying to halfway do the he said. “Once we made the we really turnedthe corner.” He beganb switching out personnel. The company, whic h had grown annual revenueto $5 million, saw revenue drop to undef $3 million during the But, once the commitment was made, McCaddon noteed marked improvement.
By 2003, revenue had grown by 35%. Betweebn 2004 and 2008, the company went through its biggest growth spurt, reaching up to $22 million in salesx and employing more than 60 workers. But at that time, the storybool growth came to an end. “It was gettinfg to be chaotic because of so manynew staff. We were an 8-cylinderf engine working on six orsevej cylinders. We’d lost a sense of teamwork, and everyonw was territorial.” That’s when McCaddon brought in “For the most part, I engage them and talk with them in ordefr to builda relationship. I wanted to find out the strengthas of the company and what was working and whatneeded improvement,” said Brush.
“They’ve got the they’ve got the vision. It’s just givinb them the opportunity.” Brush met with employees to figure out areass that needed improvement and then created an action He showed the company how to creatde committees to address problems as they come up and then dissolvse the committees after the problem hasbeen handled. The shiftf has translated intohappier customers. Bill president and co-owner of Darlinfg Homes Inc., has workex with McCaddon since McCaddon purchased Southwestern Carpetsin 2001.
“(Wes started working with Southwestern because of Bill and his relationap approach to working with homebuilderes as opposed to thetraditional price-only said Darling. “Brush has helpedc Bill figure out how to communicater better so that everyonde is going in the same direction as the management and will yielr themaximum impact.” For Chris operations manager for Southwestern the change in the corporate culturde has been noticeable. “Sometimes you don’t realizew that when one department changes their policiesand procedures, it affectsd others. Now everyone talks to each other,” McCoppihn said. “We’ve empowered them to make decisions.
We gave them the poweer to runthe business. They feel accountable.” With this new sense of as well as an improved use of digitizing softwarecalled Measure, Southwestern Carpets has seen a markee improvement on the accuracy of the 3,000 work orders entered each monthy — 95% accuracy, up from 77% accuracy and has saved about $160,000p in unnecessary costs for having to fix incorrecft work orders. Instead of pursuing potentia clients merely for the sake of new McCaddon and his staff focus on getting to know potential clients, researching them as much as possible and understanding their needse before they even meet.
“We’ll only do businessa with people who will sit down and have a relationshippwith us. Someone is always going to come inlowerr (priced) than you,” said McCaddon. “Wd were always chasing people who were focused on Ifthey say, fax us (a price sheet), we say sorry, we can’t work with you. We stay togethed as a result. If you have the valuse relationship, they don’t leave.
”
Bill McCaddon has stripped Southwesterb Carpets down and recreated it a coupler of times since purchasing it from Don Lynchin 2001. When he bought the flooring company, it specialized in removing and replacing carpetws in apartments betweenrental occupation. The Lewisvillee company was producing annual revenueof $5 million, but McCaddon found the business too impersonal because it was drivenm by product sales and not on building relationships with So he decided to switch focus to the more relationship-centricc business of providing flooring solutions to new home-construction which includes hardwood floors, carpeting, and backsplash and tile installation.
The wholesalw company saw dramatic growth asa result, with annuall revenue of $22 million in 2007. But the growt h was so rapid and so intense that managerd were losing control of the direction the company was Soin 2008, he enlisted Don Brush, a consultan t with The Renova Corp., to help bring new energyg to his company. McCaddon’s sense of directio and leadership abilities come from his experience asa manufacturer’s representatived for 18 years at companies like Shaw Carpegt Manufacturer and Aleta Co. He had learned the importancee of building relationshipswith clients. “My backgrouncd was in working withnew homebuilders.
The apartmengt business was non-relationship driven,” said McCaddon. “I didn’t know how to build a businesxsthat wasn’t relational.” McCaddon downsized the company to redirect the focuw to the home-construction industry. He was met with resistance fromhis “I realized that using the same employees wasn’yt going to work. I was trying to halfway do the he said. “Once we made the we really turnedthe corner.” He beganb switching out personnel. The company, whic h had grown annual revenueto $5 million, saw revenue drop to undef $3 million during the But, once the commitment was made, McCaddon noteed marked improvement.
By 2003, revenue had grown by 35%. Betweebn 2004 and 2008, the company went through its biggest growth spurt, reaching up to $22 million in salesx and employing more than 60 workers. But at that time, the storybool growth came to an end. “It was gettinfg to be chaotic because of so manynew staff. We were an 8-cylinderf engine working on six orsevej cylinders. We’d lost a sense of teamwork, and everyonw was territorial.” That’s when McCaddon brought in “For the most part, I engage them and talk with them in ordefr to builda relationship. I wanted to find out the strengthas of the company and what was working and whatneeded improvement,” said Brush.
“They’ve got the they’ve got the vision. It’s just givinb them the opportunity.” Brush met with employees to figure out areass that needed improvement and then created an action He showed the company how to creatde committees to address problems as they come up and then dissolvse the committees after the problem hasbeen handled. The shiftf has translated intohappier customers. Bill president and co-owner of Darlinfg Homes Inc., has workex with McCaddon since McCaddon purchased Southwestern Carpetsin 2001.
“(Wes started working with Southwestern because of Bill and his relationap approach to working with homebuilderes as opposed to thetraditional price-only said Darling. “Brush has helpedc Bill figure out how to communicater better so that everyonde is going in the same direction as the management and will yielr themaximum impact.” For Chris operations manager for Southwestern the change in the corporate culturde has been noticeable. “Sometimes you don’t realizew that when one department changes their policiesand procedures, it affectsd others. Now everyone talks to each other,” McCoppihn said. “We’ve empowered them to make decisions.
We gave them the poweer to runthe business. They feel accountable.” With this new sense of as well as an improved use of digitizing softwarecalled Measure, Southwestern Carpets has seen a markee improvement on the accuracy of the 3,000 work orders entered each monthy — 95% accuracy, up from 77% accuracy and has saved about $160,000p in unnecessary costs for having to fix incorrecft work orders. Instead of pursuing potentia clients merely for the sake of new McCaddon and his staff focus on getting to know potential clients, researching them as much as possible and understanding their needse before they even meet.
“We’ll only do businessa with people who will sit down and have a relationshippwith us. Someone is always going to come inlowerr (priced) than you,” said McCaddon. “Wd were always chasing people who were focused on Ifthey say, fax us (a price sheet), we say sorry, we can’t work with you. We stay togethed as a result. If you have the valuse relationship, they don’t leave.
”
Sunday, September 5, 2010
Former Crossroads Cathedral pastor dies at 80 - NewsOK.com
http://sahinyenilmez.com/claudia-facial-info-remember-19/pilot-car-insurance-938/
Former Crossroads Cathedral pastor dies at 80 NewsOK.com "Pastor Dan Sheaffer was a leader in our (Assemblies of God) fellowship ahead of his time,รข€ Cargill said. "His heart for missions and changing the world has ... |
Friday, September 3, 2010
Mortgage rates jump - Business First of Columbus:
http://podziba.com/TalkingWithTheEnemy.html
’s weekly report said that 30-year fixed-rater mortgages averaged 5.29 percent this week, the highest rate this year and up fromlast week’sx average of 4.91 percent. Rates still remainm well below year-ago levels, when 30-year mortgages averaged more than 6 FreddieMac (NYSE: FRE) said. “Rates caught up to the recent risein long-terkm bond yields this week to reacj a 25-week high,” said Freddier Mac Chief Economist Frank Nothaft. “Thr slowdown in the housing market has now detractes from economic growth for the past13 quarters, the longesft quarterly stretch since at leasty 1947.
” Despite rising rates, the housin market continues to show small signs of The ’ housing affordability index rose in April to its second-highesyt level since at least 1971. The NAR also reported this week that pending sales of existing homes increasee forthe third-consecutive month, postingg the biggest monthly increase since 2001.
’s weekly report said that 30-year fixed-rater mortgages averaged 5.29 percent this week, the highest rate this year and up fromlast week’sx average of 4.91 percent. Rates still remainm well below year-ago levels, when 30-year mortgages averaged more than 6 FreddieMac (NYSE: FRE) said. “Rates caught up to the recent risein long-terkm bond yields this week to reacj a 25-week high,” said Freddier Mac Chief Economist Frank Nothaft. “Thr slowdown in the housing market has now detractes from economic growth for the past13 quarters, the longesft quarterly stretch since at leasty 1947.
” Despite rising rates, the housin market continues to show small signs of The ’ housing affordability index rose in April to its second-highesyt level since at least 1971. The NAR also reported this week that pending sales of existing homes increasee forthe third-consecutive month, postingg the biggest monthly increase since 2001.
Thursday, September 2, 2010
Complying with OSHA, EPA is easier than you think - Search-Autoparts.com
http://www.agrounija.com/paznja-pri-kupovini-sadnog-materijala.html
Daily Journal of Commerce | Complying with OSHA, EPA is easier than you think Search-Autoparts.com Few sets of initials strike more fear into hearts of collision repair owners than OSHA (the Occupational Safety and Health Administration) and EPA (the ... OSHA: Houston company faces 83 » |
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