Issue 39

THE SUIT
www.thesuitmagazine.com

Dec. 2010

Exclusive Interview with

Maria Bartiromo
“A Wall Street Tale”

InsIde:
Dean Baker
On U.S. Economic Uncertainty

Mexican Cartels
A New Sheriff in Town

Health Care In America
A Political Quagmire

Chembio
Fighting Against HIV

Entrepreneurship The Rising Stars

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Letter from the publisher
the U.S., people are more concerned than ever about the economy, the new health care bill, and the security of our personal information in cyberspace.

Yes, it’s true – every year holds an element of uncertainty. But this year, here in

Erwin E. Kantor

Publisher

Chief Editor
Gary Stevens

We still feel connected to the economic collapse of 2008, we question the success of stimulus money, we are perplexed about the Federal Reserve creating hundreds of billions of dollars, and we are concerned by the rise of economic power in the East. This month, we cover those issues, along with a variety of opinions on the subjects of recession, inflation, credit and unemployment. One thing is for certain: unemployment is the neglected stepchild in this litany of problems, and the less affluent half of the population is hit the hardest. For this issue, we interviewed experts who give diverse and contradictory diagnoses of the overall problem, along with conflicting prognoses. Our cover story on CNBC anchor Maria Bartiromo provides a glimpse of the woman, the journalist and the analyst. She appraises Wall Street’s role in our economic problems as well as its positive potential. She acknowledges that the greed of Wall Street contributed to the crisis but also emphasizes that today there is more humility. We’re not so sure of that, however--not yet, anyway. In another arena, what most touched our hearts is the story about an amazing occurrence in Praxedis, Mexico. On the frontlines of the drug war south of the border, there is a new sheriff in town: Marisol Valdez, a 20-year-old college student and mother of one. She put on a badge that no one else in town was willing to wear. This particular sheriff will be the first recipient of our Suit Heroes Award. Many questions have been raised by the passage of the recent healthcare bill: the politics of the process, the constitutionality of mandating U.S. citizens to purchase health insurance, and the expected benefits and costs of the bill. In our article on page 20, we explore those murky issues which, as of yet, have not been resolved. The swirling controversy surrounding the Wikileaks story finds Julian Assange at the center of its storm. He is certainly revealing some inconvenient truths this year, but it’s hard to pinpoint any real damage that has been done. The system seems to have concentrated its energies on stamping out this individual threat, and he is only one of the players in a larger cyber-war. It’s a fascinating story. As is our custom, in this issue, we also continue to profile innovative entrepreneurs who are the source of new jobs and inspiration. They certainly do play a role in our economic recovery. This coming year will hopefully be a time of strengthening relationships, and we look forward to reporting on the uplifting stories of 2011, as well as those stories that need to be told. Stay with us, and, by all means, may yours be a more prosperous New Year! Erin E. Kantor, Publisher

Managing Editor
Michael Gordon

Copy Editor
Louis Reyes

Senior Editor
Jacey Fortin

Fact Checker
David Stein Felix Badea

Marketing
Monica Link

Creative Design
Eric Daniels Chris Debellis

Suit Staff Writers
Becky Woolverton By Christopher Faille By Rachel Cerrone By Gary Stevens Michael Gordon Marina Tocon Mark Nayler James Partridge Patty Hasting Jean Paul Daniel Horowitz Josephine Heinrich Eric Daniels Sasha Haddocks Mary Ann Vaccarello Catherine Park Lorenn Peer

2010 DECEMBER THE SUIT 3

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Feature
8 10 12 15 16 18 21 22
Quantitative Easing: What is it? What is its effect? The Economic Forecast Uncertainty An exclusive with Maria Bartiromo; A Wall Street Tale Avature The Top Recruiting CRM Solution A Clash of Capitalisms Mexico’s Drug War: There’s a New Sheriff in Town Cartel’s Tentacles Reach Colorado Town Justice in a Lawless Cyber-space: Wikileaks, “Hacktivism” and the U.S. Constitution Health Care Law Mucks its Way through Political Quagmire World Impact Network Anacostia Economic Development Corporation

12

29 30 31

A Trust Betrayed Barbara Suzanne Farley J.D Proactive Professional Solutions, Inc. Innovative Consulting Razi & Associates, Inc. Enhancing individual and organizational performance UK Centre for Business and Public Sector Ethics, Establishing a Conscience in the minds of business and government News Group Geotel Corporation EDB ErgoGroup The World of IT Beverly Taylor Easy Key To Life JKE Graphics Sketching Success Criminal Defense Attorney Michael J. Neville; Justice For All? Lisa Ciota Smooth Communications with Investors and Shareholders

24

26 28

32 34

18

36 37 37 38 39

6 THE SUIT DECEMBER 2010

Suit Highlights
39 40 42 44 44 45 46 47 48 49 50 52 52 53 54 55 56 59
Mobile Print, Inc. More Than Just Paper and Ink! Peter Beales Roses World Leader in Classic Roses Horticultural Impresario Kinlein Institute A new Approach to Holistic care Beal Research Support Services Finding Her Way : Luena Darr’s Journey with Theotherapy Gange Goodman & French Hyman, Phelps & McNamara PC Solving the Puzzle of Food and Drug Law CodeObjects Modern Insurance Solutions Technetix A World Leader in Innovative Broadband MASI Technologies, LLC Oil Drilling Innovator Lewis Clark Recyclers, Inc. Reusing Waste Wisely GoGlo Going Green the Right Way Aronberg Goldgehn QRS Quality Response Services, Inc. International Barrier Technology Inc Protecting People and Property From Fire SEL/AMSOIL Going Green with Synthetic Motor Oil Reitz Consulting, Ltd. Exterra Delivers Water in Abundance Drilling for Success

59 60 62 64 66 68 72 74 76 78 79 80 82 84 85 86 88

Allour Massage Interclinics The Healing Touch Chembio Diagnostic Systems, Inc. Cortex NICC Preventive Measures Cellular Wisdom A Fantastic Journey MKV Design Reveals AD.apt at Sleepotel California Dreaming Suzanne Furst Award Winning Designer A Bright Light in Anchorage Helen Anderson At the Heart of Real Estate Bormann Eitemiller Architects GUY Architects Artcic Architecture with Warmth and Practicality The Count Basie Orchestra A life Long Connection to Count Basie Tae Bo Billy Blanks KS Hyun’s Hapkido & Tae Kwan Do Schools The Stingrey Style and Substance in the World of Body-Building RR Auction Pieces of History Authentic Artifacts at the RR Auction House NOVUSHOES Still Stylish after 35 Years

2010 DECEMBER THE SUIT 7

Q

uantitative Easing
What is it? What is its effect?
iStock_© Matthias Haas.jpg

by Christopher Faille
When the Fed buys bonds, it pours money into the U.S. banking system. It doesn’t actually print the cash; it credits the account of the T-Bill holder from whom it is making the purchase. If it does this on a large enough scale, it can set off a chain of events, which in the past has been predictable, in terms of interest rates and inflation. The idea is to drive down the yield on long-term (10- to 30–year) US Treasury Bonds. Then the holders of longterm treasuries will sell off T-Bills, the low yield having made it an unattractive investment. The money from the sale of T-Bills then has to go somewhere, and there are only a few avenues down which to steer it. Do those avenues nourish and stimulate the economy? And what about the scariest side effect, inflation? On November 3, 2010, the Federal Open Market Committee (FOMC), the policy-making organ of the Federal Reserve, announced a new round of bond purchases. Specifically, the FOMC said that the Fed will “purchase a further $600 billion of longer-term treasury securities by the end of the second quarter of 2011,” which represents “a pace of about $75 billion a month.” The Fed began pumping money into the U.S. economy in December 2008, in reaction to the failure of Lehman Brothers and the ensuing failure of confidence. That infusion of money has since been labeled Quantitative Easing One, or QE1, while the current round is called QE2. After the government has purchased a bond, the bond seller can do anything that one can do with cash. Assume a lot of T-bills are sold to the Fed by Goldman Sachs. GS can use the money internally to improve the company operationally or through marketing; it can also use the money to make cosmetic changes like office renovations, or the money can 8 THE SUIT DECEMBER 2010 be used to pay out executive bonuses or even to merge with or buy the assets of other companies. But none of these options get the money out of the banking system itself in order to make its impact upon our overall economic health. The real choice is from the following: (1) banks can retain the cash or invest in corporate bonds, stocks or any other investment vehicles to thus raise their liquid reserves; (2) they can give the money to their shareholders as dividends; or, (3) they can lend the money out. The stimulative effect requires that they do either option two or three above. A job creation effect also requires option three. The mechanism which motivates the selling of T-Bills, ironically, rests on the notion that, at first, the price of bonds will go up due to buying pressure. Presumably, in addition to the Fed’s buying spree, the higher price will make the effective yield of a fixed-interest payment on the bond go down, thus becoming unattractive to holders of bonds who will sell and, in so doing, shift their money out. But the yield itself is going up. As of December 13, 2010, for example, the yield on a 10-year US Treasury Bond was 3.53 percent. Last August, around the time Bernanke started talking about the possibility of a QE2, the yield on 10-year bonds was between 2.5 and 3.0 percent. By the beginning of December, the rates on 10-year bonds had begun moving up. In the first half of December, they’ve gone from 2.97 to 3.53 percent. Similarly, the yield on the 20-

year bond has climbed from 3.95 to 4.37 percent. The yield on a 30-year bond has also risen from 4.24 to 4.59 percent. The market prices of the bonds are not going up in response to increased buying demand, even though the Federal Reserve has directly purchased billions of dollars worth of bonds. Interest rates are not behaving as the Fed had anticipated. The most widely cited reason for the yield anomaly is that the market is pricing risk into US bonds that had once been thought to be risk-free. As Ron DeLegge, editor of ETF Guide, wrote recently, “The perception or belief that U.S. government debt is ‘risk-free’ is a wonderful myth perpetuated by academic textbooks which are in the process of being re-written” – a myth of security which may no longer be fooling foreign investors.

zero, but it’s just not going to have any really big effect.” Justin Hoogendoorn, managing director for the Strategic Analytics Group for the Bank of Montreal, said, “It’s really more of a symbolic thing; they want to show that they’re doing something else to support the market, try and keep confidence in the US market high.”

Questions of inflation and devaluation are food for further thought, especially competitive devaluation. If anything, quantitative easing should result eventually in some inflation and, in confluence with low interest rates, devaluation. That makes our goods more affordable to the rest of the world, which is good for exports. But inflation can make it tough for middle to low-income families to afford basic expenses. What has happened with the money that has been freed up by Of course, inflation can spur people to open businesses now the purchases of T-Bills by the Fed? Thus far, lending activity has in anticipation of higher prices for goods in the future. With not increased. According to the latest “beige our current lack of inflation, the desire to book” (the official Federal Reserve statement “If we’re lucky, we’re stimulate inflation has been another dynamic on line: http://www.federalreserve.gov/ and a reason to support quantitative easing. fomc/beigebook/20101201/default.htm), talking a couple of “Banking conditions remained stable The Japanese easing at hundred thousand the end of their used quantitative economic across most districts. Lending activity “Lost Decade,” an was reported as steady or unchanged jobs, maybe lowering malaise which has been regarded as a classic in New York,Philadelphia, St. Louis, deflation or the unemployment case oflittle parallela liquidity trap, but which KansasCity, Dallas, and San Francisco, bears to what is going on in while a slight improvement was noted the U.S. now. The state of this economy has rate by two in Cleveland, Richmond and Chicago.” given rise to a state of fear which Bernanke percentage points. is addressing with quantitative easing, Nor are stockholders likely to receive Certainly, that’s better given that, right now, we have virtually zero a dividend windfall as a result of QE2. inflation. Unlike the U.S. Federal Reserve, the Indeed, the Fed has been actively than zero, but it’s just Bank of Japan did not buy its country’s bonds. discouraging such expectations (go to not going to have any Instead, it lowered the “overnight call” rate h t t p : / / w w w. f e d e r a l r e s e r v e . g o v / that it had been charging commercial banks. really big effect.” newsevents/speech/tarullo20101112a.htm). The effect was the same, though – to flood the commercial banks with excess reserves which So the banks, as the first-order recipients of appears to have had a stimulative effect. this newly created money, are using that money to improve their balance sheets. In one sense, this is seen as a good thing. In 2006, economists working for the Federal Reserve Banking institutions are investing in stocks, and to a lesser Bank of San Francisco had authorized a study of the 2001 extent, in corporate bonds. While the restoration of stability to program of the Bank of Japan. “The program did produce the money supply and the stock market is a singularly legitimate some measurable declines in longer-term interest rates” in concern, by itself, it limits the degree and extent to which an Japan, read the report, andchanges in the expectations of increase in the money supply will have stimulative effects, as market participants about future interest rate levels. The well, the limited degree to which it can address unemployment. findings also noted that, “there appears to be evidence that the program aided weaker Japanese banks and generally So far, there has been another perplexing development – the encouraged greater risk-tolerance in the Japanese financial lack of an inflationary effect of quantitative easing to date. As system.” On the other hand, the report read, precisely because Bernanke wrote in an op-ed piece in the Washington Post, “Low it propped up the weaker banks, the program “may have and falling inflation indicate that the economy has considerable had the undesired impact of delaying structural reforms.” spare capacity, implying that there is scope for monetary policy to support further gains in employment without risking economic So in the end, no one knows what the effect of quantitative overheating.” He uses the phrase ‘gains in employment’ easing will be. QE2 has just begun, but quantitative easing even though unemployment rates have not come down. has been going on since 2008. The Fed is already hinting at QE3. Two facts remain irrefutable: today’s lending activity Dean Baker, co-director of the Washington-based Center for hasn’t increased and unemployment hasn’t improved. Economic and Policy Research, stated in an interview with The major success of quantitative easing has been to maintain The Suit Magazine (see adjoining article, “The Economic the stock market and reinforce the balance sheets of major Forecast”), “If we’re lucky, we’re talking a couple of hundred financial institutions – this is clearly short-term thinking, thousand jobs, maybe lowering the unemployment rate most probably delaying sorely needed structural reforms. by two percentage points. Certainly, that’s better than   2010 DECEMBER THE SUIT 9

The Economic Forecast:

Uncertainty
he impact of the current recession has made Americans pessimistic about the future of this country’s once-prosperous economy. The future, however, may not be as bleak as many of us fear. Nick Sargen, CIO and Senior Vice-President of Fort Washington Investment, confirmed that the financial crisis brought the economy to its lowest point in recent history. “Most people, including the National Bureau of Economic Research, the body that assesses if you’re in a recession or in a recovery, came out and said that they thought the economy touched bottom in the middle of last year,” he said in his interview with The Suit.

T

By Rachel Cerrone Suit Staff Writer there’s good things happening within the US economy.” He believes that, while many people still remain jobless, the economy has passed its lowest point. “There are some people who are fearful of a double-dip, that even though the economy looks like it’s recovering, it could still weaken yet again. There’s a probability that could happen, but I’ve reduced [my prediction of that sequence] partly [because of] what the Federal Reserve is trying to do to make sure that we don’t have this so-called double dip.”

His prediction is based on quantitative easing, currently QE2, a strategy in which the Federal Reserve (the Fed) will buy $600 billion in long-term US Treasury securities by The specter of the Great Depression continues to loom in the the end of 2011 in order to collectively increase the banks’ haunting image of millions of Americans struggling to find excess reserves and increase the nation’s money supply. work. Officials are hopeful of avoiding This controversial tactic can lower a depression but are not optimistic interest rates and encourage spending “The real issue about unemployment. Dean Baker, coby making it less expensive to borrow director of the Center for Economic and right now, when money, but it can also run long-term Policy Research in Washington D.C., and inflation risks (see accompanying we are resource former consultant to The World Bank, story, “Quantitative Easing”). the Joint Economic Committee of the U.S. constrained, is [to] Busch feels the program offers little Congress, and the OECD’s [Organization create policies that reward with great risks. “I don’t think for Economic Co-operation and it will greatly aid in lowering the Development] Trade Union Advisory make companies feel unemployment rate; I don’t think it Council, said, “I think it takes some really will greatly aid in creating economic more confident misguided policies to get a depression, growth; and I think there is a risk that although I don’t rule that out,” Baker said. about the future.” it will create inflation, not today, not “The most likely scenario,” he necessarily tomorrow, but in about a - Nick Sargen explained, “is just a long period year to 18 months from now,” he said. of very weak growth and very high unemployment, “There is plenty of money in the system right now. Banks hold and the baseline projections are exactly that.” already a trillion dollars worth of free reserves at the Federal Reserve. That’s money they have that they ‘re not lending.” Baker predicts that, through 2011, the unemployment rate will cross the 10 percent mark, and it will take years before On the other hand, Baker believes that there is no the unemployment number is restored to a normal level. risk of inflation, which occurs, according to Baker, “when too much money is chasing too few goods and Even with these dire circumstances, some feel there are services.” He doesn’t see that happening any time soon, positive signs in the American economy. Andrew Busch, asserting that the economy can handle the excess cash. global strategist for Bank of Montreal’s Capital Markets, Justin Hoogendoorn, Managing Director for the believes that, while progress could move faster, strides Strategic Analytics Group for the Bank of Montreal, sees are being taken to greatly ease the recovery process. another motive behind the Fed’s actions – a political tool used to ease consumers’ worries (by strengthening our “We’ve returned to growth, and my estimation is that we financial institutions, including the stock market). “It’s will see continuing, accelerating growth,” Busch stated. really more of a symbolic thing; they want to show that “We’re starting to see acceleration in job gains, and last they’re doing something else to support the market, try month was +159,000 for non-farm payrolls, so clearly and keep confidence in the US market high,” he said. 10 THE SUIT DECEMBER 2010

Another goal is to get credit going again. It is still hoped that quantitative easing will have some effect there. The new financial regulations, in Dodd-Frank [Wall Street Reform and Consumer Protection Act] have created some confusion in terms of new lending regulations. Obama has continued Clinton’s efforts to facilitate small business loans, but some banks claim to be holding back on lending because of uncertainty over the new rules. That issue points to the larger question regarding the government’s role. “There is a much bigger government sector today,” said Sargen, “on top of budget deficits that are predicted to be at record levels. “The real issue right now, when we are resource constrained,” he added, “is [to] create policies that make companies feel more confident about the future. Bigger companies are making record profits,” he continued, “but with an unstable economy, a future of uncertainty, and new health care legislation,companies are holding double what they usually hold in cash reserves, and refuse to hire.” Justin Hoogendoorn agrees that regulation is problematic. “Regulation is never a good incentive to increase your hiring,” he said, “and I think that putting a new health care structure in place makes it very difficult because, when companies have increasing costs for health care, I think there’s always going to be less incentive to hire.”

Baker feels that the Fed needs to be more aggressive in pursuing inflation-raising policies, as quantitative easing is intended to do. If companies expect inflation rates to rise, they will have incentive to manufacture and produce in the current economy when costs are cheaper. “If you can convince the economic actors that you’re serious, it will affect behavior,” Baker asserted. “If everyone thinks that inflation is going to be 4 percent a year over the next three, four, five years [and you can] sell for, let’s say, 10 percent more three years out, it’ll give you much more of an incentive to invest today.” Americans must adjust to what seems to be a long struggle to climb out of this mess. The future remains unclear. There is no sure sign of real growth. But the markets and the banking institutions, as well as, for the time being, the auto industry, have been stabilized. Yet, solutions to unemployment are not on the table. In fact, recently, the extension of unemployment benefits was held hostage, along with middle-class tax cuts, for getting across-the-board Bush tax-cut extensions for even the top two to three percent of the population, who will probably not use that money to create jobs. Hopefully, there will be solutions in the future which will address our current structural weaknesses in the production of goods and services which the rest of the world needs, and which we are uniquely capable at providing, tapping into the potential of American entrepreneurship, ala Silicon Valley. 2010 DECEMBER THE SUIT 11

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Maria Bartiromo
A Wall Street Tale
A reporter once dubbed her “The Money Honey,” and a website features “The Maria Bartiromo Hairdex,” a tongue-in-cheek forecast of the markets based on her cowlicks. “It may be surprising, but I’ve never found it offensive. I don’t take myself that seriously,” she wrote. Her knowledge, however, delves deeper than the day-to-day movements of the stock market and the details of pulling off a live show. “It’s the business world and the economy – those are the subjects I love to think about,” she says. Acknowledging a dilemma between her involvement with Wall Street and its greed, she speaks to an issue larger than executive bonuses. “Oh, sure, over the last ten years, Wall Street was paying such high salaries, the allure of compensation [attracted] people coming out of MBA schools, and even law schools; and, over time, the financial services industry didn’t only dominate the S&P 500 in terms of stocks,” she says, “it dominated new jobs, instead of jobs that would have stimulated our economy, like healthcare, biotech and entrepreneurship.” Bartiromo paints the picture of a financial industry which had morphed into a colossal money-machine. “It became too big; it became an allure for the wrong reasons. You don’t want a career because you’re gonna get rich; you go into a job because you love doing it,” she states. “That’s my rule of success. I went into journalism because I love it. Journalists don’t make the outsize salaries. For a time, Wall Street became so big and dominant, and a negative in many ways.” Unchecked arrogance on Wall Street did lead to bloated executive bonuses, but what should be done about executive compensation in general? “It’s a legitimate question, how we affect that change,” she begins, then pauses before adding, “but I’m not a fan of officials pointing fingers and blaming. The bad apples made the headlines. I think that real class warfare was going on.” She now shifts her tone in defense of the free market. “Today, there is a little more balance. Companies are not only focused on shareholders, but also [on] communities, and I think it’s important to recognize those companies that are doing good and are impacting communities and families in a positive way,” she adds. “We learned a lot from the financial crisis. There was a lot of embarrassment going around, in terms of who made the biggest mistakes, and, coming out of that, there is a lot more humility.”

by Gary Stevens and Michael Gordon
Reporting from the floor of the New York Stock Exchange, Maria Bartiromo, anchor of CNBC’s “Closing Bell,” has been witness to The Street’s hubris, its humility and its hope. Whether interviewing the Prime Minister of Spain or probing Stephen A. Schwarzman, Chairman and co-founder of Blackstone, Bartiromo is, first and foremost, a journalist. In her book, The 10 Laws of Enduring Success, she wrote, “I love being in the center of the news, interacting with people from all walks of life, writing stories, reporting… I like interviewing someone and figuring out what’s going on inside their head.” And she enjoys the spotlight. Wall Street is her stage. In an exclusive interview with The Suit Magazine, she says, “I just think what happens on Wall Street impacts many people. It’s not Wall Street and Main Street. We are all connected.” Bartiromo delights in de-mystifying the concepts of finance and money for the residents of Main Street. She communicates through television, hosting a show syndicated by over 200 stations.
12 THE SUIT DECEMBER 2010

Looking at government’s role in the economy, starting with the Federal Reserve, she says, “During the financial crisis, the Fed did a stellar job and was the only one that did all of the right things… I’m surprised the Fed is the only one doing anything about this.” She pauses again and continues. “[Quantitative easing] is mind-boggling, but Bernanke seems very sure of himself. I’m not sure. The worry is that it’s going to cause inflation. There has been some negative reaction by the market, but [the effect] remains to be seen.” Bartiromo contends that presidential and legislative efforts in response to the downturn have not been geared towards growth. “I think that the policies from the federal government have not been stimulative,” she adds. “You talk about higher healthcare costs, higher taxes, although that’s going to change because they’re extending the Bush tax cuts. But if you want to create jobs, you have to look at the source of job creation, and that’s business,” she asserts. “Government does not create jobs, and so you have to put into place policies that encourage business.” Washington’s policies and its gridlock have often been accused of squelching creativity and innovation. Bartiromo wryly says, “We have to unlock our ingenuity. [Instead], we’re denigrating business people and calling them evil [while] the rest of the world is laughing at us. They are wondering how they can be more like us; how they can become the place where people want to come to, in order to send their kids to school and get better health care. You see Russia trying to create a silicon valley of its own,” she adds, “and you see the Chinese trying to create new manufacturing, solar panels. Everybody is racing to become number one, so the United States has to realize that to stay in our position we have to compete on a lot of levels.” Speaking about the economic rise of the East, her trust and hope in American free enterprise resonates. “I’m not concerned because, at the end of the day, America is a great country, and we will always figure it out, but the leadership is ours to lose.” Bartiromo rattles off figures,

“We’re talking about 1.1 billion in India, 1.3 billion in China; we have 300 million people in America, so these countries are out-sizing us. We have to [understand] that just because we’re a superpower and a leadership nation in the world, it doesn’t mean we’ll always be, so we have to protect the things that are great about this country, [like] free markets [and] entrepreneurship.” There is one aspect of state-run capitalism which can teach western free-market capitalism a lesson. “China’s not thinking about the next two years and [not thinking] ‘will our politicians get elected again?’” she says. “They’re thinking about the next twenty years, the next hundred years. They’re long-term thinkers, and that’s what we should be as well.” In addition to her work on Wall Street, Maria Bartiromo has another passionate pursuit. She was an adjunct professor at NYU this past semester. “I think that it’s important to teach kids about money at a young age,” she explains. “I think there’s a reason we’ve had a zero-percent savings rate and debt in this country. It’s because no one ever teaches you that stuff; it’s important, especially for women who need to take control of their lives,” she adds. “So I’m interested in education, talking about money, doing things on the side, but, basically, I love what I’m doing in terms of business journalism.”

“I just think what happens on Wall Street impacts many people. It’s not Wall Street and Main Street. We are all connected.”

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Towards the end of the interview, a hint of melancholy tinges Bartiromo’s voice. She began talking about her friend, Joey Ramone, of the legendary New York-based rock group The Ramones, who died of lymphoma in 2001. “Joey was so sweet. You can be a superstar and have so much success, but you can remember who you are and where you came from, because everything is so fragile, and maybe you have talent but also had a little luck along the way, and you have to realize that,” she said. Bartiromo recalled being invited to hear Joey play a song he wrote about her, at CBGB’s, but she was too busy. “It goes by so fast, you know; I just want people to know that when they’re getting along with their careers, it does rush by so quickly that they should appreciate
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those things. A career can be so incredibly exciting, but everything is so fragile. You have to cherish every moment and be grateful,” she adds. “I think you also have to be humble and keep your feet on the ground. Joey Ramone was just a really good guy who did appreciate all of that – down-to-earth – and I find that comforting.” Such strong connections to people have influenced Bartiromo’s work. When assessing the words of a person she is interviewing, she doesn’t sound judgmental or condescending. Perhaps, it’s from her upbringing and her sense of gratitude. “I have a very close relationship with my family, and those are the things you have to appreciate,” she offers, “things that are special and mean a lot, and you can’t take them for granted.” That compassion and gratitude keeps Bartiromo centered. And it helps to keep away negative thoughts. Her husband, Jonathan ‘Jono’ Steinberg, rhetorically asked her, “Do you know when I knew I was going to marry you? It was the day you woke

up laughing. And I asked you, ‘Why are you laughing?’ You said, ‘I was dreaming about ice cream cones’.” Maria Bartiromo is many things – a driven questioner, analyst, and performer – a compassionate family member, friend and teacher. She is a staunch defender of free-market capitalism, while at the same time a kind proponent of relationship and cooperation. Balance is an essential in her life – so is trust. “I work a lot, but I have an inner circle, and that inner circle matters a lot to me,” she states. For Maria, the future looks bright. “I’m happy with what I’m doing. In this industry, for the long-term, I like following business trends and the economy, and so I would like to continue doing this for as long as I can.” She admires the strength and youthful vigor of the people she has interviewed, many of them in their 80s and 90s. They remain active and engaged in business. “That’s the way I want to be – to live a very long life but die young.”

sxc.hu®abumme

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The Top Recruiting CRM Solution
by Michael Gordon
In an exciting new business venture, Avature, the top recruiting CRM solution provider, has announced an extension of its relationship with the leading talent matching engine, Monster.com. The new alliance looks to provide Avature CRM with Real Time posting tools, allowing customers of Avature to more effectively manage information pertaining to job applicants and to make job advertisements instantly available to the market. As part of the extended relationship between the two companies, Avature has also capitalized on Monster’s advanced integration components. This will enable companies to view available inventory in real-time, but with the added benefit of not having to leave their secure Avature CRM system. Dimitri Boylan, Avature’s CEO, stated that “Monster’s global network is crucial to our customers’ sourcing programs. Real Time job postings insure that our clients can easily create and optimize their recruitment advertising campaigns worldwide.” You might be wondering, then, how a company of such pedigree can benefit from forging an alliance with another company. Does it not have the talent and technology behind it to prosper on its own? The answer is that Monster.com also occupies an equally central role in online recruiting. Monster.com and its parent company, Monster, share the vision of encouraging people to view the necessity for work as something that can enhance their lives. Since starting out as a “job board” in 1999, Monster is now a global provider of a huge range of services centering on job searches. Having provided job-seekers with advice, interview and resume tips, and job advertisements, Monster. com is now one of the 20 most visited websites in the world. In November 2010, Monster.com used its prestige to enable users of the site to ask the White House questions about the future of the U.S. job market. Customers submitted their questions via the company’s Facebook page, and, on November 14th, the top four were passed on to the White House and responded to via videotaped statements.

Avature

Before starting Avature in 2004, Boylan enjoyed huge success with another company of which he was a founder – HotJobs.com. Built primarily on strong customer support and high-tech web innovation, HotJobs, became one of the most notable success stories on the web. At the time of its sale to Yahoo!, in 2002 (for $433 million in cash and stock),HotJobs was the 49th most visited internet site in the world and had raised $168 million in public and private capital. Now with offices in the U.S., Latin America and Europe, Avature provides Web 2.0 human capital management solutions to connect clients with potential candidates and enable them to run their recruiting operations as effectively as possible. Avature was included in the “Cool Vendors in Human Capital 2010” report by Gartner, Inc.

“Monster’s global network is crucial to our customers’ sourcing programs. Real Time job postings insure that our clients can easily create and optimize their recruitment advertising campaigns worldwide.”

The way in which the current economic downturn has hit the job market has caused concern for both seekers and employers. Monster enabled its customers to voice their worries about the downturn with a positive result, said Matt Henson, a spokesperson for the company, adding, “What we’re seeing is that people are moving beyond talking about the problem. They’re looking to where we can find the solutions.” It is with solutions in mind that Avature has forged an alliance with Monster. People looking for work in a tougher market than ever before can now benefit from Avature’s technological wizardry as well as Monster’s unrivaled global network.

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A

CLASHOF CAPITALISMS
by Christopher Faille
Corp., with $332.4 billion, and the National Social Security Fund, for domestic investment, with $146.5 billion. The combined figure, nearly $826 billion, makes the PRC easily the world’s SWF champion. Unless you include the US social security fund, which is currently $2.5 trillion. Of course, the US is saddled by debt. Despite the formal unification of Hong Kong and the PRC in 1997, the two countries’ economies remain distinct. Hong Kong’s Monetary Authority’s SWF holds $259.3 billion AUM. This is far less than the PRC total but greater than that of Kuwait or any other Persian Gulf nation. Added to this overview is the venerable Temasek Holdings of Singapore, with $133 billion AUM at present. Within this construct, we should keep in mind the other Asian giant, India, which only recently (2006) established the India Infrastructure Finance Company Ltd (IIFC). While the IIFC is small in comparison with the other funds mentioned, it’s designed exclusively for domestic projects, though mounting political pressure in India is now calling for a more active role on the international financial scene. In East Asia, much of the current dialogue concerns the creation of new trading blocs. Japan, for example, vowed to press for such a bloc, in a statement released this past November 10. Projected as a free trade agreement between East Asian nations (EAFTA), it may also serve as the basis for the Japanese initiative towards a Comprehensive Economic Partnership for East Asia (CEPEA) that would also manifest as a working bloc. Although free trade within the bloc would surely be a part of the arrangement, coordinated central planning would be the plus for establishing a CEPEA. Many of the elites in the emerging East Asian nations already have a shared ideology based on the principles of thrift, hard work, a rejection of individualism, a love of the extended family, and a respect for elders – all of which are characteristics of East Asian cultures. Being guided by such principles implies a form of capitalism without the extreme features of individual hoarding and avarice but

Rudyard Kipling once wrote : East is East and West is West/ and never the twain shall meet/ ‘til Earth and Sky stand presently/ before God’s great judgment seat/ but there is neither East nor West/ nor border, nor breed, nor birth/ when two strong men stand face to face/ though they come from the ends of the earth… In many ways, that excerpt rings just as true today in the market arena as it once did between cultures and armies, though the metaphors have changed from the culturalmilitary ones to one of economic approaches and styles. In effect, western capitalism is caught in such an impasse, with unbearable abuses of individual greed made possible by the free-market paradigm, and many are looking for ways to improve a flawed system. Eastern state-run capitalism has a different character, along with its own problems. Consider, for a moment, what we refer to as Asian values, which reflects a more collectivist approach. Lee Kuan-Few, a former senior minister in the Singaporean government, boasted that such values made Singapore’s capitalism distinctively different from the capitalism of the West. There is no question about eastern, staterun capitalism’s economic success. The prominence of sovereign wealth funds, with headquarters in the Far East, ought to cause some discomfort for those of us quite comfortable with the individualistic, western style of capitalism that the senior minister stigmatizes. When we take a hard look at dollar figures, we can’t help but note that there has been an increasing prominence in the financial world of quasi-public investment funds established by other nations with revenues that exceed their operational needs. These are sovereign wealth funds (SWFs). Although some of the largest are associated with the petroleum-rich Persian Gulf nations, many of the most impressive are in East Asia. A country is not confined to one SWF. The People’s Republic of China (PRC), for example, has its own investment company, the State Administration of Foreign Exchange (SAFE), with $347 billion in assets under management (AUM), as well as its China Investment
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Rudyard Kipling once wrote : East is East and West is West/ and never the twain shall meet/ ‘til Earth and Sky stand presently/ before God’s great judgment seat/ but there is neither East nor West/ nor border, nor breed, nor birth/ when two strong men stand face to face/ though they come from the ends of the earth… In many ways, that excerpt rings just as true today in the market arena as it once did between cultures and armies, though the metaphors have changed from the cultural-military ones to one of economic approaches and styles. In effect, western capitalism is caught in such an impasse, with unbearable abuses of individual greed made possible by the freemarket paradigm, and many are looking for ways to improve a flawed system. Eastern state-run capitalism has a different character, along with its own problems. Consider, for a moment, what we refer to as Asian values, which reflects a more collectivist approach. Lee Kuan-Few, a former senior minister in the Singaporean government, boasted that such values made Singapore’s capitalism distinctively different from the capitalism of the West. There is no question about eastern, staterun capitalism’s economic success. The prominence of sovereign wealth funds, with headquarters in the Far East, ought to cause some discomfort for those of us quite comfortable with the individualistic, western style of capitalism that the senior minister stigmatizes.
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Despite the formal unification of Hong Kong and the PRC in 1997, the two countries’ economies remain distinct. Hong Kong’s Monetary Authority’s SWF holds $259.3 billion AUM. This is far less than the PRC total but greater than that of Kuwait or any other Persian Gulf nation. Added to this overview is the venerable Temasek Holdings of Singapore, with $133 billion AUM at present. Within this construct, we should keep in mind the other Asian giant, India, which only recently (2006) established the India Infrastructure Finance Company Ltd (IIFC). While the IIFC is small in comparison with the other funds mentioned, it’s designed exclusively for domestic projects, though mounting political pressure in India is now calling for a more active role on the international financial scene. In East Asia, much of the current dialogue concerns the creation of new trading blocs. Japan, for example, vowed to press for such a bloc, in a statement released this past November 10. Projected as a free trade agreement between East Asian nations (EAFTA), it may also serve as the basis for the Japanese initiative towards a Comprehensive Economic Partnership for East Asia (CEPEA) that would also manifest as a working bloc. Although free trade within the bloc would surely be a part of the arrangement, coordinated central planning would be the plus for establishing a CEPEA. Many of the elites in the emerging East Asian nations already have a shared ideology based on the principles of thrift, hard work, a rejection of individualism, a love of the extended family, and a respect for elders – all of which are characteristics of East Asian cultures. Being guided by such principles implies a form of capitalism without the extreme features of individual hoarding and avarice but with a more collective pulse that limits or represses individualist motifs(motivations).
2010 DECEMBER THE SUIT 17

When we take a hard look at dollar figures, we can’t help but note that there has been an increasing prominence in the financial world of quasi-public investment funds established by other nations with revenues that exceed their operational needs. These are sovereign wealth funds (SWFs). Although some of the largest are associated with the petroleum-rich Persian Gulf nations, many of the most impressive are in East Asia. A country is not confined to one SWF. The People’s Republic of China (PRC), for example, has its own investment company, the State Administration of Foreign Exchange (SAFE), with $347 billion in assets under management (AUM), as well as its China Investment Corp., with $332.4 billion, and the National Social Security Fund, for domestic investment, with $146.5 billion. The combined figure, nearly $826 billion, makes the PRC easily the world’s SWF champion. Unless you include the US social security fund, which is currently $2.5 trillion. Of course, the US is saddled by debt.

Mexico’s Drug War
There’s a New Sheriff in Town
by Marina Tocon

It’s a sordid picture: heads of police chiefs found severed and packed in ice – ruthless mayoral assassinations – women and children caught in the crossfire. Competing drug cartels in Mexico have long been engaged in a battle for supremacy, and, for years, the government posed little interference. But in 2006, President Felipe Calderon took action, dedicating thousands of troops to the war on drugs. Since then, violent crime has increased as powerful cartels fight to maintain their power. Now that competing drug traffickers have a common enemy in the Mexican government, it’s a dangerous time to be a public official. Just ask the residents of Ciudad Juarez in Chihuahua. Situated right on the US border near El Paso, Texas, Ciudad Juarez is a thriving industrial center with a rich history and a rapidly growing population of 1.8 million people. It’s also one of the most violent and dangerous municipalities on earth. Also known as MurderCity, Ciudad Juarez was the site of over 2,660 homicides in 2009. Citizens of the beleaguered municipality know to stay indoors after dark, lest they be caught in the crossfire between rivaling drug traffickers and local law enforcement. Women have not been exempted from the cartels’ reign of terror. According to official data compiled by the National Citizens’ Watch on Femicide, from January 2009 through June 2010 no less than 1,728 women were murdered in 18 Mexican states. In the midst of this crisis and despite the violence targeting women, there has been a remarkable development: a 20-year-old mother of one has stepped into the fray. College student Marisol Valles decided to make a stand in her hometown of Praxedis G. Guerrero, situated just 35 miles south of Ciudad Juarez. Several months ago, she became the town’s police chief – no one else would take the job. A small town of 8,500 inhabitants, Praxedis is traversed by only one highway. Unfortunately, that road is a

prime thoroughfare for drug trafficking between Mexico and the US. The rivalingJuarez and Sinaloa cartels are vying for control of the lucrative route, turning this once-peaceful rural village into a combat zone. Valles, whose only police experience was a stint as department secretary, is now actively engaged in a struggle that has claimed the lives of 11 Mexican mayors this year. She is aware of the risk she’s taking; public officials like her have increasingly become cartel targets since Calderon’s anti-drug initiative. Media in Mexico and abroad have praised her valor, but she is not immune to fear. “Fear is very natural,” she said in an exclusive interview with The Suit. “All of us are afraid. We’re human beings. But I know we’re going to accomplish this.” Her motivation speaks to the heart and soul of the Mexican culture and every culture – a mother’s love for her children. “I took the risk because I want my son to live in a different community than the one we have today. I know that I must do something to combat the problems we face. I took the decision to take on this project, and its the right decision.” Her innovative approach is an outgrowth of those maternal instincts. “The weapons we will use are principles and values, which are the best ones for prevention,” she said. “We don’t plan to fight violence with more violence.” That’s a pragmatic philosophy, given that her entire Praxedis police department has only 13 officers, one police car, three rifles and one pistol. Valles’ strategy is to focus on the everyday problems of the families in her jurisdiction. “We will hear the problems of our community; we want families to share with us their nightmares,” she said. “We can show them a completely different path, far from drugs and murders. What we are going to do is to share experiences with the families and strengthen the family values.” She also plans to increase the number of female officers because “they help to build a sense of trust.” In fact, Valles sincerely believes that the rise of violence in
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Mexico results from a lack of values, not weak legislation. “Criminals think they have no other alternative to violence. Our mission [is to] try to rescue them through sports, community duties, education, and so on. It will give them the chance to change their paths,” she said. Her mission is to prevent crime, not to punish it. “I’m not going after the bad ones; that’s the federal police and soldiers’ responsibility,” she said. “We’re going after the good ones – children, parents, men and women who we have to organize so they don’t fall prey to the temptation of crime, drugs and easy money.”

high-ranking police officials and prosecutors, many of whom have been accused of collaborating with traffickers. “Any change needs a reshap[ing] from the very top,” says Valles. “Even the people in high [positions] must change for [things] to be different.” With three years left in her current post, Valles has effectively demonstrated the effectiveness of her approach. While traditional police weapons have not yet proven successful, her fundamental method of providing support to the citizens of Praxedis has established a bulwark against the infectious lures of illegal activity, the temptations of fast money and escape from the miseries of poverty. Implicit in Valles’ methodology is a message of hope for the people of her village. “If they follow their ideals, they will be able to reach whatever they want,” she said. This optimism is catching on; recently, two other young women have decided to become police chiefs in their respective municipalities. In a part of the Mexican culture poisoned by misdirected machismo, this new perspective, based upon bringing people together and encouraging their efforts, is one that speaks to human dignity and strengthens a person’s fortitude. It is an age-old story – people coming together to alter the fabric of their community, making it infertile ground for crime, violence and tyranny. The lightning rod for this amazing accomplishment in a small town on the outskirts of the most violent city in Mexico is Marisol Valles. In her capacity as Chief of Police, she is providing social support in an area where state-supported social services did not exist and is introducing innovative alternatives to standard forms. She’s an extraordinary woman whose sense of vision is the beginning of a new path for Mexico in its struggle against the evils of the drug trade.

Valles: “There has not been a single violent episode in Praxedis since I have been here”
To date, this revolutionary method seems to be effective. As Valles points out, “Our community is confident about the project, and they support us. I am proud to say that there has not been a single violent episode in Praxedis since I have been here. We [have] achieved more unity among citizens and a better community spirit.” Despite her success, Police Chief Valles knows that other leaders favor a more reactionary approach. Some, like Calderon, seek stronger laws and harsher punishments for traffickers and criminals. Others, such as former president Vicente Fox, are tired of unsuccessful state efforts to combat the crisis; he has suggested opening a public debate about legalizing drugs. “Legalization does not mean that drugs are good,” Fox recently wrote in a blog posting, “but we have to see it as a strategy to weaken and break the economic system that allows cartels to earn huge profits.”

Valles seems to support Fox’s ideas, recognizing that “in case prevention doesn’t work, maybe it would be good Marisol Valles (center) at a to make drugs legal; but [that] press conference. will be the responsibility of other [institutions], not ours.” She recognizes that with her limited resources, policy changes and crackdowns are not viable options. Prevention is a more practical goal, and she pursues it wholeheartedly. But Valles is realistic about the problems she faces – prevention at the grassroots level is important, but it’s not enough, given how cartels influence Mexican society beyond the mere use of violence. Corruption is pervasive, affecting local law enforcement, lawyers,
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Cartel’s Tentacles Reach Colorado Town
by Mark Nayler Staff Writer
thirty pounds of methamphetamine and 3.75 pounds of heroin. Across the states, the investigation has resulted in 2,278 arrests and the seizure of $154 million dollars, as well as a staggering 2.5 tons of cocaine, 69 tons of marijuana, 501 weapons, and 527 vehicles. The statistics suggest that there has been considerable cartel activity in Colorado Springs at least over the past 2 years. But Matthew Barden is emphatic that the population has not and will not see the kind of violence that is tearing apart cities like Juarez. “I don’t think that Colorado Springs, in itself, is a drug haven. There’s just not enough open sales of large quantities of drugs on the street corners. Yes, there are drugs,” he readily admits, “but as far as Colorado Springs being a tremendous hub, I don’t find it to be any different from any place else. We just don’t have the violence.” Despite the difficulties presented by sophisticated cartels, Barden thinks the fight in Colorado and across the US is being won by the law enforcement agencies involved. “When you can claim over 2,200 arrests out of an operation, and when you’ve seized several hundred million dollars, [what you have is] a successful operation.” But Mike Turner, a Special Agent with the DEA, thinks it is misleading to talk of winning the fight outright, not only in Colorado Springs,but, as well, down in Mexico and across the States too. “Drug trafficking is criminal activity just like burglary and robbery. We’re still trying to put [the Mexican cartels] out of business, but just as you’re not going to put burglars, murderers and bank robbers out of business tomorrow, it won’t happen overnight. I think that folks should look at it that way rather than, basically asking, ‘When are you going to win the drug war?’” However, the combination of Colorado Springs’ distance and ease of access from the Mexico border means that the authorities there are prepared to face the challenges posed by the cartels. From Barden’s standpoint, “We are going to root out these organizations… We’re going to take all their drugs and their money, and we’re going to break them.”
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Pike’s Peak, as seen through the Kissing Camel Red Rocks near Colorado Springs.
Until recently, the operations of the Mexican drug cartels had not been spilling over into the States. However, pushed on by the need to find less conspicuous bases from which to do business, drug smugglers have been traveling over the border. Colorado Springs is one city they have chosen. Nestling at the foot of Pikes Peak, 650 miles north of the Mexican border and the bloodstained city of Juarez, this bustling, largely conservative city has felt the cartels’ presence in recent months. Matthew Barden, Resident Agent-in-Charge of the US Drug Enforcement Administration Office in Colorado Springs, maintains that the ease with which cartel members can reach Colorado Springs has made the city a prime location for their activities. “Interstate 25,” he says, “runs straight down to the Mexican border. Between the border and Colorado Springs, there’s only one other town of any real size – and that would be Albuquerque, New Mexico. “The interstate system that we have here,” he continues, “brings these folks to our town because they have direct access to Mexico along this highway.” The Colorado branch of the DEA has been involved in “Project Deliverance,”a 22-month multi-agency law enforcement investigation publicly announced last June. In Colorado, a total of 29 individuals have been arrested on narcotic-related charges, and over $1.4 million in currency and assets have been seized. This is in addition to over thirteen pounds of cocaine,

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Justice In A Law
Wikileaks, “Hacktivism” and the U.S. Constitution
by James Partridge

No soldier in the information wars that now rage online enjoys more fame – or more infamy – than Julian Assange, the leader of Wikileaks. In late November, when his web site released its initial installment for an ongoing series of over a quarter million secrets that leaked State Department documents, Assange quickly earned the contempt of powerful figures and a spot in the gunsights of U.S. Justice Department investigators. Assange could ultimately face extradition to the United States to be tried for violating laws relating to national security. U.K. authorities arrested Assange on December 5th, and he remains on house arrest near London awaiting potential extradition to Sweden on sex charges that his lawyer claims are a pretext for holding him in anticipation of a request by the United States that he be extradited to face charges for his role in the leaks. Swedish prosecutors filed an Interpol warrant for Assange’s arrest almost immediately after Wikileaks began releasing the confidential diplomatic cables, and one day after U.S. Attorney General Eric Holder announced an investigation of Assange. “This is not saber-rattling,” cautioned Holder. Wikileaks staff could face prosecution if its relationship with Army soldier Bradley Manning strayed beyond the role of merely passively receiving the documents from him. Private First Class Manning, the alleged leaker, awaits trial this spring. Prominent officials have come out in support of the state, placing pressure on Assange. Obama administration spokesman Robert Gibbs emphasized that the dissemination of secret information by Wikileaks poses a “serious threat to individuals that both carry out and assist in our foreign policy.” Former House Speaker Newt Gingrich said, “he is engaged in terrorism, and should be treated as an enemy combatant.” Public political speech, including even speech that is highly critical of Wikileaks, is supposed to be immune to suppression by the law and should be respected. “At the end of the day it is [a] First Amendment right to be very critical” of Assange, explained John B. Morris Jr., who served as lead counsel in a 1996 case that saw the Supreme Court unanimously strike down parts of a
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federal law censoring Internet websites, the first major Supreme Court victory for Internet free speech advocates. “On the other hand,” he said, “if you have members of the executive branch who hypothetically are urging the suppression of Wikileaks content, that raises a lot more significant First Amendment concerns.” A tireless advocate of free speech, Morris does not “question their commitment to this country,” he said. “But I do think that some officials have lost sight of the important values on which this country was founded.” Building pressure by U.S. policy makers upon private business has apparently had a more direct effect on Wikileaks. Independent Connecticut Senator Joseph Lierberman has encouraged private companies to terminate their relationships with Wikileaks, resulting in the disappearance of the web site’s dot-org domain name and making it difficult for Americans to donate to the web site or to support Assange’s defense. Those companies, including Amazon, Mastercard, and PayPal, faced angry reprisal attacks that saturated their Internet websites with repeated requests from individual “hacktivists,” some operating collectively under “anonymous,” an altogether suitable pseudonym. The total number of attackers was in the hundreds, according to computer science specialist Craig Labovitz. The private companies concerned likely did not break any rules when they agreed to remove Wikileaks from their systems, argued Morris. “For a website to not want to have certain kinds of content – that’s fine,” he said. “It gets more problematic when an online infrastructure provider makes it hard for a site to be online at all.” Though the U.S. government cannot inhibit most speech, “we do think that companies should very strongly weigh free speech considerations when they’re looking at controversial speech that might be on their system,” continued Morris. “We hope that companies will consider the free speech implications of that.” The leaked documents remain accessible via thousands of mirror sites originating throughout the world.

less Cyber-Space
Though Supreme Court precedent protects media organizations that publish documents after passively receiving them from unaffiliated sources, the leaker himself often meets a different fate. PFC Manning, the intelligence analyst formerly stationed in Iraq and charged with downloading secret data from a government network onto his personal computer before transmitting it to Wikileaks, was arrested in May and awaits his day in a military court on charges of leaking the secret files. when the district court judge observed improper – almost bizarre – behavior by the Justice Department in its prosecution of the case. Whether Ellsberg would have been found guilty is a question left unanswered by history, but he kept his freedom and is revered today as a national hero. Before late November 2010, Internet website Torrentfinder.com featured an index of other websites where users can download pirated movies. Now, after winning the approval of the courts and Congress, agents at the Department of Homeland Security’s Intellectual Property Rights unit have seized that domain, along with many others accused of facilitating the theft of intellectual property.

The First Amendment Case for Wikileaks
Unless Wikileaks conspired with the alleged leaker, calls for Assange to be punished under U.S. law may ultimately go unmet. “I think that the Supreme Court is likely to continue to protect free expression when there is not a clear, direct security threat,” said Morris. “If somebody leaks diplomatic cables that embarrass the United States in some way, I think [the leaker] is still certainly going to be protected to publish them.” Supreme Court justices – conservative and liberal alike – tend to agree that the First Amendment prohibits any government injunction against the publication of leaked documents. To that effect, the high court declared in 1971 that “the dominant purpose of the First Amendment was to prohibit the widespread practice of governmental suppression of embarrassing information.” An entire generation remembers that case, styled New York Times v. United States, in which intelligence analyst Daniel Ellsberg photocopied and disclosed to the media over four thousand pages of confidential military documents that showed how government threat assessments in Vietnam were grossly exaggerated. The President was forced to endure the embarrassing revelation that government threat assessments in Vietnam had been grossly exaggerated in order to amp up the case for war. Following the case’s resolution, The Times published the papers, and, in response, the Vietnam War was arguably foreshortened, having lost public support. As with The Times case in 1971, the official reaction to Wikileaks has been strongly critical. “Some people in government are reacting to an embarrassing situation that I’m sure has created some challenging times in terms of U.S. diplomacy,” said Morris. “But they need to keep in mind that robust political speech is what this country was founded on,” Espionage charges against Ellsberg, who leaked what came to be known as the Pentagon Papers, were dismissed

Legislation in Congress related to prior restraint of websites “Government action to seize websites is a fairly classic example of prior restraint,” explained Morris, referring to the practice of suppressing a document in advance of its publication – including by court order – which the Supreme Court views skeptically.
Thus, it seems likely that the executive branch’s censorship of web sites in November was something of a fluke and that the Internet will not be made into Swiss cheese by an executive branch agency unilaterally choosing which sites to allow – and which to censor. That is, at least, not if the Supreme Court has anything to say about it. “It’s much more appropriate if somebody is committing a copyright violation to try to bring that individual to justice either civilly or criminally,” saidMorris. “So we have a lot of concerns about the approach of trying to suppress websites. In some contexts, they may very well violate the First Amendment.” The First Amendment was enacted by people who likely could not begin to fathom the sheer quantity of information that would eventually be transmitted across present-day forms of media. Nevertheless, believes Morris, the right to freedom of expression should be interpreted as restricting government censorship on the Internet. “I think we can retain those principles.”

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Mucks its Way through Political Quagmire
by Gary Stevens and James Partridge
Late at night on March 21, 2010, the U.S. House of Representatives was buzzing with activity. As the clock ticked towards 10:48 P.M., many of the lawmakers raised their voices rose in unison to count down from ten as if it were New Years Eve. But this was an historic event far more sginificant than the yearly ball-drop in Times Sqaure-- this was the voting deadline for the sweeping Patient Protection and Affordable Care Act (PPACA), which passed by a narrow margin of 219-212. But this was only a qualified victory. As John E. McDonough, Ph.D, a leading architect of the new health care reform law, admitted, “[the PPACA] does not do enough to fix health care, for access, for cost, and for quality. Much more could have been done,” he said in an interview with The Suit Magazine. But, as a seasoned health policy expert and CUNY’s Distinguished Fellow in Public Health, Dr. McDonough recognizes that the PPACA “was probably close to the best law that could have gotten through Congress in the period of time that Congress was considering it.” The political climate has since changed. After the 2008 election, Democrats enjoyed a supermajority in the Senate, and a sweeping reform bill was in the works—but the window of opportunity slammed shut in 2009. The blow struck at an idyllic seaside compound in Hyannis Port, Mass., when a fatal brain tumor laid to rest one of health care reform’s ardent champions, Ted Kennedy. The special election for Kennedy’s replacement as Mass. Senator resulted in a win for Republican Scott Brown, ending the democratic super-majority in the Senate. Anticipating a November slaughter, democrats then felt compelled to take advantage of their short opportunity to pass the PPACA. As McDonough explains, Democrats were smart to pass the bill while they still could. “You couldn’t do it again if your life depended on it,” he told The Suit. “The values of the people in Congress [today] sharply differ from the people that were running the House and the Senate back in 2009 [and early] 2010.” He paused and then continued, “It comes down to the question of, ‘Do you think that the United States has the best health care system in the world—
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Health Care Law

and that the only issue is making sure that we keep it as is— or do you believe that the US healthcare system is in dire need of some serious repair?’ Republicans tend to believe very much the former, and Democrats very much believe the latter.” He cites a precedent in Republican opposition to the creation of Medicare and Medicaid in 1965. Of course Republicans cite the extensive costs, as well as the role of government in the whole health care process. The projected price of the reform is still being hotly disputed. The Congressional Budget Office—a non-partisan third-party cost estimation organization— originally projected a cost of $950 billion, which would be offset by a $138 billion reduction in the federal deficit. But those figures did not include additional discretionary spending, and so California House Representative Jerry Lewis asked for a revised estimate before the bill passed before Congress. The CBO responded on May 11 with a projected additional cost of $115 billion in discretionary spending over 10 years, bringing the total cost of the reform to over $1 trillion—and some experts think that even this is a conservative estimate. Proponents have noted the need for reform because of the estimated 50 million sick and impoverished Americans currently lacking health insurance. The PPACA is expected to facilitate access to coverage for 31 million. And even though the U.S. currently has the highest percapita health care expenditures in the developed world, we are below average in several measures, including life expectancy and infant mortality. McDonough attributes Republican opposition to health care reform to core ideas: “Conservatives value expanding coverage less than keeping taxes as low as possible and protecting individual freedoms against government mandates.” And that means the fight over health care reform is not over. Republicans and their affiliates are vigorously challenging the new act in the media, in federal and state legislatures, and in the courts. McDonough feels it is likely that the newly elected House Republican majority, “will seek to put sand in the gears of the reforms, by choking off funding for the federal agencies charged with setting

up and enforcing the new law’s provisions.” If new programs set up under the PPACA are not adequately funded, then the remaining provisions likely would not function as intended, handicapping the reform as a whole. For example, the government-regulated private health insurance exchanges—where employers and individuals will be able to collectively negotiate with insurance companies for better rates and coverage—require federal funding to cover setup costs. And non-funding would be a double whammy, because the exchanges are also the venue where citizens will be able to apply for financial subsidies to help with their private premiums and co-payments. If the high price tag motivates enough opposition, the administrative efforts required to put the bill into effect may have to be curtailed, and the goal of enrolling 31 million in health care will be in jeopardy. That would ultimately put a strain on insurance firms, making it difficult for them to comply with the new ban on discriminating against applicants on the basis of pre-existing conditions. Before the act, insurance companies controlled their risk portfolios by refusing to cover certain kinds of care and by rejecting applicants with pre-existing conditions. The reform will ban these practices in 2014, and in the meantime create a temporary program to help sick citizens enroll in state-run high-risk insurance pools. To balance that increased expenditure, PPACA mandates that 31 million Americans, including young and healthy people, get coverage. That will add a population to the insurance companies’ riskpool which does not utilize a great deal of health resources, and will lower the overall average cost-per-customer to the insurance company. However, this individual mandate provision is the most contentious piece of the new bill. PPACA opponents argue that the mandate exceeds the Constitution’s limits on congressional authority; claiming the government has no right to force people to buy a product. They have filed over 20 lawsuits in the federal courts challenging the law’s constitutionality. On December 13, U.S. District Court Judge Henry E. Hudson of Va. decided against the mandate in the first federal ruling of its

kind. The lawsuit, brought by Va. Governor Ken Cuccinelli, argued that the mandate violates a constitutional clause limiting the government’s power to regulate commerce. The argument for a federal mandate’s constitutionality defines a purchase of insurance as a commercial activity, subject to federal interstate commerce laws. A brief filed by top economists argued that the choice to refrain from buying health insurance is indeed an activity: it is a decision as to how one’s health care will be provided for, since the use of health services is almost inevitable at some point in a person’s life. Those who elect to remain uninsured, theoretically, affect the interstate health care market by shifting the costs for their care upon others and by lowering the demand for private insurance, depriving insurance firms of an important source of revenue. Two other federal judges disagreed with Hudson—one from Hudson’s state of Va. and the other from Mich.— and said, “far from ‘inactivity,’ by choosing to forgo insurance, plaintiffs are making an economic decision to try to pay for health care services later, out of pocket, rather than now, through the purchase of insurance.” Hudson’s decision was a victory in spirit for Republicans nationwide, but in terms of the political reality the ruling will have little impact. Since the judge did not grant an injunction in this case, the reform is still en route to implementation as is. An appeal is expected, and the issue may go all the way to the Supreme Court. Whether Hudson’s decision results in major changes or not, a line in the sand has been drawn; the fight over the controversial mandate provision has only just begun. So, we have a momentous bill, the first to seriously address the problems posed by private provision of health care, along with payment by private insurance companies. Yet it is a bill which is seriously flawed and may be more an insurance reform than true health care reform. But it has economic consequences, so we’re even fighting over the compromise. It all begs the question: How is it that the richest nation on earth has placed itself in a position in which the government has to force its own citizens to purchase health coverage? Strange. And uniquely American.
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All other marks are the property of their respective owners.

by Patty Hastings
World Impact Network (WIN), a Christian humanitarian organization that has provided aid to 300,000 people globally since 1996, began with a conversation in a coffee shop. A group of friends shared a cup of coffee and a hope for leadership development in emerging nations. “We were sitting around a table at a Starbucks one afternoon and really that’s where the vision of World Impact Network was birthed and formulated – on a Starbucks napkin,” said founder and executive director Gabriella Van Breda who was drawn toward helping others and volunteering at an early age. The 501(3) non-profit strengthens communities both locally in Washington state’s King County and internationally in countries such as Uganda, Kenya, Botswana, Zambia, the Congo, Sri Lanka, China, Papua New Guinea, the Philippines, Nepal and Mexico. The range of where they help and what they offer can be attributed to Van Breda’s approach. “We look for what is needed in the community and then we come up with creative ideas of how we can help people, resource people, add value to people. That’s what we’re about as a nonprofit,” she said. Their largest local program, the Renewal Food Bank centered in Bellevue, Washington feeds about 175 to 220 families each week. “I would love to say that the numbers at the food bank have shrunk substantially because of our work. Unfortunately, due to the latest economic crisis, our numbers have risen exponentially,” Van Breda said. Operating since May of 1998, the Renewal Food Bank, as part of the Northwest Harvest Hunger Relief Network and partner agency of Food Lifeline, helps put food on people’s plates. Since opening their doors they’ve seen their impact on the community swell. “As you know, when you have a food bank people come and go, but in this current economic crisis over the last year this has been just an enormous contribution that we have made to the community,” said Van Breda. Immigrant refuges as well as undocumented people find safe harbor in Seattle and seek aid from the Renewal Food Bank. With today’s tough economy, WIN doesn’t just assist these groups. “It is helping not only refuges now, but also our
26 THE SUIT DECEMBER 2010

very own American population group, that is, professionals. A lot of professionals are finding themselves without employment and just need to be helped through this time,” said Van Breda. WIN’s primary focus, though, lies in helping others help themselves through education and skill building. “Last year we ran reinvention forums for about a hundred professionals that had lost their jobs. Ninety eight percent have been reemployed since then,” Van Breda said. WIN offers training and development oversees and looks to build relationships with credited US universities to provide leadership training for individuals who don’t have the opportunities to gain skills in their own countries. “In Uganda we trained over 200 women in income generating skills training. At least 50% of those women are now running their own businesses employing other people. So, of course, we are no longer needed there,” said Van Breda. Reliant on individual contributions and grants, WIN faces their own funding challenges. Van Breda’s background in business and intercultural communications helps her continue to run a non-profit. “We need to be continually rethinking our business models. We need to be progressive. We need to be trailblazers rather than just sheepish followers,” she said. Rather than look at the economic situation and only see barriers to the services WIN works to provide, Van Breda sees a chance to proactively learn and grow as a business. “I believe that crisis births opportunity,” she said. Through free teaching programs, WIN teaches others to be self-sufficient and emphasizes the importance of teamwork. In the process, WIN develops and strengthens their identity as an organization. “We cannot do anything on our own. We can only succeed if we establish partnerships and do this cooperatively,” said Van Breda. Budget cuts require innovative ways to approach problems and meet needs. Awareness of what’s going on and openness on what should be done to better the world, offers a catalyst for success. “The most important thing I learned from a professor at university is ‘be a lifelong learner,’” Van

Breda said. “When we think we know everything is when we fail. But when we realize we can learn something from just about anyone, then I think we can succeed because that means we’re listeners.” Gabriella Van Breda’s training as a minister, educational background and compassion for others allows her to feel well equipped for the future. In response to the turbulent global economy she said, “If we look hard enough we can really see what is happening, what is panning out in the future, and then, we can adjust what we’re doing to be sure that we can stay in the forefront of our industry.” Trained as minister went to university in California for dual masters program, MBA, intercultural communications Their Youth Mentorship program, Youth With a Purpose, targets the youth of low-income, immigrant and single parent families. Build self-confidence and a sense of purpose through fun service projects and summer camps. Work with other nonprofits like Habitat for Humanity. Talk Time conversational English program.

“We walked away from that meeting and it was just two years after that that we actually implemented the vision and the 501(3) was established,” Van Breda said. “I was always drawn towards helping others. At a very early age I actually started volunteering,” said Van Breda. “I was working in humanitarian work in South Africa before we relocated to the United States of America and started World Impact Network,” said Van Breda. A team of people brainstormed effective ways to achieve WIN’s goals. WIN’s primary focus is education. Lived in Canada for two years Team effort, brainstorming effective ways achieve goals Life programs: Primarily educational institution, Teaching free, Business professionals help teach marketing. “I have never found any barriers because of my gender.” Background in business to effectively run nonprofit Professors mentors university professors who practiced what they taught Leadership training and development success challenge, doing in China It’s no coincidence that WIN started in Starbucks, a company that started with one store in Seattle Pike Place Market.

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Anacostia Economic Development Corporation
“Empowering Communities Since 1969”

Albert “Butch” Hopkins: The Ralph Nader of Community Services
by Jean Paul
Attorney Albert “Butch” Hopkins, CEO and President, of Anacostia Economic Development Corporation, models himself after activist-lawyer Ralph Nader, the 1960s consumer advocate and who took on government agencies, and ultimately served as an American hero to working class Americans. “He was always doing his ‘Nay list’ (a term Nader created) to watch over government agencies or government administrations to make sure they were doing the right thing,” Hopkins told The Suit Magazine in September. For the past 35 years, the AEDC has been on the frontlines of economic development, working for those underserved in Washington D.C. “I saw a need to amend the articles of incorporation and create a community d e v e l o p m e n t corporation that could do acquisitions and development of real property. To really plan for the transformation of an underserved and depressed neighborhoods,” he added: “So that’s basically how I got into it.” So far, the agency has built retail facilities, office buildings, residential properties, first time home buyers, and generally improved quality of life for the Anacostia Southeast D.C. community. He’s also encouraged small businesses to move into the nation’s capital. “Through the community service organization they had a venture capital fund and we were able to initiate projects,” he said. “We had an advantage to purchase stock at $10 a share and that share grew to $300 per share.” Hopkins networks with city government agencies, often times, building long-term relationships with countless directors in various departments. “You have good relationships with one department over a four year period,” he explained in a clip tone. “The next thing you know they got a new director and you have to start all over again,” he added: 28 THE SUIT DECEMBER 2010 “The hardest thing you have to work with is the changing nature of government. It’s just amazing.” AEDC has made some positive changes in the D.C. area. In the 1990s, Hopkin said, “We built a grocery store to show that we support retailers. And that retailers could do well in underserved neighborhoods.” The corporation has placed key importance on housing development, commercial revitalization, including small-minority-businessassistance, job creation and venture development. Throughout the years, the agency has urbanized single and multi-family housing, neighborhood retail and office projects and a shopping center to serve residents who live East of the Anacostia River in Washington DC. “We do housing and real estate development. In 2008, we built a three story office building,” Hopkins said. “We also engaged in projects with software companies that hire in our community. We recently worked with a company in getting them to expand into the District of Columbia. They have the ability of creating 300 to 500 jobs.” He has reached out to the highest levels of government. “We are also working the development to bring the largest federal building---Homeland Security which will be located at the east campus of St. Elizabeth,” he said. As president and CEO of a major agency, Hopkins has learned to overcome many obstacles over time. “You must know what you don’t know and you have to hire what you need and what you don’t have,” he said. “And pay what is necessary to acquire the best,” adding, “Do what you say and deliver it, you have to say what you mean. My favorite is do unto other as you would have them do unto you.” Hopkins offers some sage advice to young entrepreneurs entering the corporate world: “Patience. It is a necessary trait that you must have because many things are changing in the corporate world, and you have to stay the course.”

A Trust Betrayed
Barbara Suzanne Farley J.D.
b y Gary Stevens
Armed with a law degree and a sense of indignation, Sue Farley is ready for battle. As the CEO of Fiduciary Technologies Inc., she’s taking on one of the oldest and least understood bastions of institutional corruption the trust industry. Currently in the throes of a $50,000,000 lawsuit involving a trust that has been whittled down from $50,000,000 to $1,000,000 for the trust’s beneficiaries through various fees, machinations of the lawyers and court costs. Farley told us something almost impossible to fathom. “The lawyers and financial institution who formulated the estate plan, inserted themselves in as trustees and systematically looted the trust over 10 years leaving nothing for the beneficiaries.“ It’s like [Charles Dickens’] ‘Bleak House’ on steroids.” But in addition to taking on the establishment in the courts, Farley has come up with a fundamental solution to this endemic problem; she has designed a system to end the corruption that robs from beneficiaries when our loved ones pass away. Putting her legal mind to work in collaboration with IT professionals, Farley has created architecture for software and a larger technology framework that allows ordinary people to plan out their estate and trusts, put them into a legal framework and link them to an administrative program. “It is a way to give control back to people who have wealth to pass on,” she says. That passion to protect the vulnerable against the powerful has animated Farley’s career. In the 1980’s, as a young lawyer in San Francisco, Farley represented the prominent Gump family in a lawsuit against Wells Fargo Bank. “The bank was holding back money that should have been distributed, and not collecting rents on properties the estate owned. I was going up against a huge financial institution ultimately represented by two law firms—with over 300 lawyers each —and I said, ‘let’s settle, it’s only $50,000 to $100,000 at stake. But the bank resisted paying anything responding that they would recover all of their attorneys fees from my client for the litigation. But Sue Farley won the case and asked for $1,000,000 in punitive damages and got it. This caught the attention of major newspapers. The Wall Street Journal , the LA Times and San Francisco Chronicle published the story, and soon her phone was ringing off the hook. Farley says the current system gives too much power to trustees, and has too little oversight. She wondered, “Why hasn’t technology been introduced into this system to make it more accountable? Why doesn’t anyone touch this industry?” Protecting our assets from legalized theft and reducing the destructive effect on families were the motivations for Farley to form Fiduciary Technologies. We developed an ontology, a language of trusts, and an architecture that overlays trust law with the provisions of your trust, your [true] goals and intentions. It then links to an administrative program, that implements your plan and [finally] your trust is executed in accordance with your directives. “It gives you control, by setting parameters around decision making. “In our system, administrative tasks and expenses are cut to 1/3 of what they are today and “ The fox can be in the hen house but he will only be able to eat one chicken before he is caught.” In 1990, Farley stopped practicing law in order to concentrate on shifting the paradigm. “My dream is to change the industry so that our children are first [to benefit],” she said. “Now, lawyers, accountants and bankers take their money first from our estates and trusts.” Ultimately, her goal is to bring her service and technology to the general public. She has met with both acceptance and reticence within the banking community. “Lower level people say that it’s a great idea,” and want the system, but the principals have told her that “the banks make money the way it is.” Farley said. “ So many professionals make money from the system, the consumer is the loser. Farley devoted all of her time to the project, at her own cost. But she needs funding to keep it going. She has written a book “Trust are you kidding?” about the pitfalls of the trust industry (a #1 best seller on Amazon. She is back practicing law in order to earn a living while she pursues her larger dream. (bsuzanne7@aol.com) Farley ‘s energy and determination is the result of watching what her mother went through after divorcing her father. As her mother worked to sustain the family, her father was ordered to pay child support. Instead, he disappeared and hid his assets. Sue’s mother pursued recovery for her children which took 12 years of litigation and a US Supreme Court challenge. Like Sue, her mother refused to give up. Watching that drama unfold inspired Sue,. “I saw the powerlessness of my mother [for all those years], and I swore it would never happen to me.” And now that she’s armed with information that could help us all to avoid a similar catastrophe, she’s working hard to get funding and to get the word out. 2010 DECEMBER THE SUIT 29

An Innovative Approach to Consulting
Brain Rabinovitz knows how to seize an opportunity when he finds one. With over twenty years of practice behind him in accounting, auditing and accounting consulting, he recently founded his own company—Proactive Professional Solutions, Inc., in Los Angeles— and he’s using his wide breadth of experience to bring success to his independent venture.

by Daniel Horowitz

and I’m doing business development for them now,” he said. “It was the best of both worlds. My office is still based there, but I’m independent from them. It was just a great opportunity for me.” In addition to serving as president of Proactive Professional Solutions, Rabinovitz also started a project called The Original Mixer, which provides successful business professionals an excellent opportunity to network with their peers. “Back in 2001 when I first moved to Los Angeles, I was invited to a small Monday night dinner group,” Rabinovitz recalls. He realized that networking in a social environment was a productive way to conduct business, and he took the initiative to expand on the idea. “It metamorphosed into a group of anywhere between 250 and 400 people, meeting on a bimonthly basis to do business with the people they’re friends with.” While attendees enjoy a free night of food and drinks, companies sponsoring the event— often entrepreneurial ventures and emerging growth companies—have a table set up where they can meet with their peers and spread the word about their business. Whether organizing business mixers, being VicePresident of ACG 101 or offering expert advice to clients at Proactive Professional Solutions, Rabinovitz is an innovative leader in the Los Angeles business world. He looks forward to the continued growth of his young company, and he’s focused on providing specialized service to every one of his diverse clients. “The world is an ever-changing place, as are businesses’ fluctuating needs,” says Rabinovitz on his company’s official website [insert link]. “As a trusted advisor, we pledge to continually listen to our clients and enhance our offerings to satisfy their needs.”

Proactive Professional Solutions is a young company, founded earlier this year. Rabinovitz works with a diverse range of companies, providing various consulting services in areas like business management, mergers and acquisitions, and obtaining financial capital through traditional and non-traditional means. He also performs business development services for Marcum Stonefield, a national accounting firm with over 1000 employees. He started the company because he’s passionate about helping innovative businesses succeed. “My client base ranges from middle market companies to entrepreneurs with a good idea,” he told The Suit. “Proactive Professional Solutions and our extended team include top professional service providers and firms, successful entrepreneurs, insightful, accomplished consultants and veteran managers from a variety of business fields.” Rabinovitz got his start with a degree in business administration from Hofstra University. For years, he worked in the accounting and auditing industry; During 2002, he became an audit partner at Stonefield Josephson, a large Los Angeles-based accounting firm. His transition to working independently happened naturally, he explained. “Stonefield became my client,

30 THE SUIT DECEMBER 2010

Razi & Associates, Inc.
Enhancing Individual and Organizational Performance
by Gary Stevens Dr. Kathleen Razi is an author, speaker, college professor, and business owner. Her company, Razi & Associates, seeks to maximize organizations’ potential by enhancing the relationships between employees, managers and the company itself. The business, based in Westlake, Ohio, is a small but far-reaching female-owned company that represents businesses and individuals, primarily in the health care industry. Dr. Razi holds a Ph.D., from Kent State University, with an emphasis in Organization Development and Career Development. Razi began her career teaching career development courses for adults and currently teaches management, team building and organizational behavior in the business division of Baldwin Wallace College. Simultaneously she realized that she had the talents and experience necessary to start her own firm; today, Razi & Associates has been doing business for over 20 years, taking on clients in her own community and as far away as Europe. Razi’s work has many facets. A company may contact her because an employee who was identified as a potential manager has not blossomed as expected. Razi offers, “Maybe the individual does not understand that being a manager involves other roles such as coaching or mentoring employees or even socializing with clients”. Other organizations might feel that there is a lack of communication between management and lower-level employees. Still others may seek to amend some unidentifiable source of inefficiency. No two jobs are the same for Razi & Associates, so she responds with “a plan for organizational and individual effectiveness that is customized to the client,” she said. “I may interview employees, conduct focus groups or use surveys as part of a possible intervention”. Different problems require different assessment tools, she said. “The standard 360 approach—looking at the problem from everyone’s perspective—can be useful, but I like the WSP, or Work Style Preference assessment. It opens up the conversation between individuals and managers and gets to a deeper level with regard to positions in the company.” Using the WSP she can “look at the convergence of information about individuals, managers and the job,” she said. Working with universities, health clinics/hospitals,

“Clients are now seeking help because certain issues can no longer be ignored and need to be addressed within organizations.”
manufacturing, organizations as well as counties and municipalities has given Razi a broad perspective. Razi works hard to bring her expertise to each client to create the best possible solution for the client’s specific concerns. The changing economy has had an impact on Razi’s work. “Clients are now seeking help because certain issues can no longer be ignored and need to be addressed within organizations”. Due to the current economic conditions, people are more fearful or cautious about making a career change if they still have a job. When the economy is good, more people look for new jobs, career changes and executive coaching.” Razi believes we need accountability and alignment between our vision, values and goals. We also wanted her insights into the coaching industry as a whole. She responded: “It’s a growing industry, with growing pains which will also lead to ethical and licensing issues.” She urges caution in selecting a coach and making sure the relationship is one that will work for the client. As for the new heath care bill, Razi analyzes the situation with compassion: “We need to ensure that we all have health care. Not having coverage for people with pre-existing conditions is unfair. Capping coverage, canceling a child’s coverage are things that do not make sense,” she said. In the end, Razi is confident that her business will continue to bring better solutions to companies that want to improve. She is proud of the work she has done so far, and the lessons she has learned along the way. Her advice to young people embarking in her profession is simple: “Be true to yourself and don’t compromise your values.” 2010 DECEMBER THE SUIT 31

Establishing a Conscience
in the Minds of Business and Government

only go so far. The conduct of the bankers was excessive, [with] greed and bonuses. We can’t deal with their conduct sufficiently unless they put their own house in order.” That will require two sets of codes for public companies: corporate governance codes and stewardship codes. As an example, she referenced speeches by the chairmen of Barclay’s and the Lloyds Banking Group at a City of London Conference she attended. “They, and others, claimed that the will was there, but not the way. I challenged that. The way is there: mandatory ethics training and looking longer term,” she asserted. “In the Civil Service in the U.K. there are codes of conduct, which are made part of the terms and conditions of employment. We can do that for financiers as well, in place of their bonuses in employment contracts.” In the US, a financial reform package was recently passed, but it is only the first step in regulation. “The Dodd -Frank Act 2010 provides for technical regulation and compliance, but there is a need for ethical behavioral concern,” she said. So instead of just complaining about the US being behind the curve on ethical reform, Thomas is doing something about it; she’s setting up a US-based Centre for Business and Public Sector Ethics, of which she is the President. The US Ethics Centre will work at the governmental level with the US Office of Government Ethics and the World Bank in Washington, as well as other initiatives already begun in the US. Financial support is sought from US business corporations, US foundations and interested individuals. The US Centre has achieved federal tax exemption. A conference to launch the Centre will be held in the spring of 2011. Thomas is also currently working on a book, “Business Ethics,” to be published in March 2011, which includes reflections on the recent financial crises in the US and the UK and suggests remedies for the future (ISBN 1-871891-04-3). It will be a part of the series “Teaching Ethics,” for which the UK Centre has already published “Government Ethics” and “Environmental Ethics.” The lessons in these volumes have already entered into teaching and practice in leading institutions around the world.

Rosamund Thomas, left of center, with Chinese delegates attending a seminar at the UK Centre. For the past twenty years Dr. Rosamund Thomas, Founding Trustee of the UK Centre for Business and Public Sector Ethics, has been an indefatigable advocate for a saner, more equitable way of conducting the business of civilization. The UK Centre, established in Cambridge in 1988, was “the first educational non-profit in Europe to research and disseminate a modern form of ethics information framed in the language of business, as opposed to philosophy or religion,” Thomas said in an exclusive interview with The Suit Magazine. Topics which the Centre has tackled include business ethics, ethics in government, environmental ethics and sustainability, corporate governance, corporate social responsibility, anti-corruption, human rights for businesses, and equality/diversity. The Centre also works to foster the Millennium Development Goals, a UN project aimed at meeting world-hunger goals by 2015. Thomas has noticed a change in corporate culture since the recent financial crisis, beginning in 2008. “There’s been a shift from an emphasis on compliance to a behavioral change,” she said. “Regulations can 32 THE SUIT DECEMBER 2010

On a more personal level, Thomas’s foundation is her training in public and social administration, with a strong background in developing countries. She was a Fulbright Scholar at Harvard University, where she pursued doctoral and postdoctoral research in both business and government, and she also held the highest international Fellowship of the American Association of University Women for her postdoctoral work. Thomas also worked as a higher-up for the Bank of England, so she is well-equipped to study ethical and financial banking issues. In addition, she held a fellowship at Cambridge University and has maintained a relationship with the institution ever since, collaborating with them on important projects and using their facilities to hold Centre conferences and seminars. Since 1995, the UK Centre has expanded its reach to China, Spain and Greece, focusing on anti-corruption, human rights and corporate governance. China is a special case. After 15 years of resisting foreign influence, they are now sending senior civil servants and ministers to relevant seminars, including many at the Ethics Centre. “Of course, they are interested in wanting to know about the financial crisis and the mistakes that were made, as well as showing an interest in ethics, good governance and best practices,” she said. “ They have learned the lesson of the Soviet Union. Authoritarian bureaucracy creates a vacuum [in combination with capitalist profits], and corruption fills the gap. So [China] is taking steps to be more careful as they move forward. We are also seeing interest from Nigeria; they are justifiably worried about scams.” In Europe, the UK Centre is currently playing an advisory role for Spanish multi-nationals, providing ethics, human rights and environmental impact assessments.

development, the UK Centre recently received a grant from HSBC but does need considerably more funding. As an entrepreneur, she has had to meet with corporate and governmental heavyweights of the economic world. But she has welcomed the challenge enthusiastically. “One banker told me, ‘what you’re doing is bold, Dr. Thomas.’ “You have to take a stand, she said, and go new places without fear. But you also have to make sure your research is up-to-date, do careful factchecking, and take calculated and responsive risks.” Regarding the wider economy, the effects of financial cutbacks on the culture at large are important to Thomas. “The lower and middle classes are paying the consequences for the banking crisis, [whereas] the bankers should have taken smaller bonuses.” She adds ruefully, She fears that without intervention, the current British coalition government will implement its proposed cut backs on child support services, pensions and state welfare.

“The ordinary people bear the brunt, not the rich. There will be more homelessness. Corporate social She feels that the internet presents a strong challenge responsibility and to social responsibility and ethics in business. “While business ethics making it more difficult to information, the [dictate] that the rich suppress parlayed loosely and facts are do more to deal with exploitative scams abound, so we must be more discerning than ever,” she explains. Both hardship.” the UK Centre for Business

and Public Sector Ethics and the US Centre serve as guardposts, as well as frontier expeditions, in the fight to cultivate business and governmental ethical integrity.

Thomas has given a lecture tour in India on behalf of Centre for Business and Public Sector Ethics where she addressed universities, a Parliamentary Committee in Delhi, state-owned businesses and chambers of commerce. She keeps links with these institutions via her publications in India on ethics and by working on projects. Thomas has noticed a shift in corporate giving over the years. “For the first 10 to 15 years, ethics wasn`t on corporate donor-funder lists. Since 2000 there is actually more giving, in this field, not necessarily to [our] Centre, but in general,” she said. In an encouraging

The scenic River Cam runs through Cambridge near the UK Centre. 2010 DECEMBER THE SUIT 33

Geotel Corporation: News Link in Newspaper Industry
In the 1920s, investigative reporters were called “Muckrakers, and they often served as the watchdogs, keeping politicians clean from corruption. We are dedicated to the proposition that all news is not created equally. Newspapers continue to be the bulwark of credentialed journalism in the world,” Buchanan said. “Blogs and many other news outlets may be interesting, but newspapers are the most accurate, thorough, and complete news sources available.” Today, he remains resolute in the newspaper market place. “We service 14 states in the Midwest,” he said. “We also work with all the newspapers in Missouri. And we work with many press association.” Buchanan still believes that newspapers are a vital component in the American Democracy. He said many people “depend on newspaper information for planning, decision-making, or analyzing the consequences of public policy.”

by Jean Paul
Brad Buchanan, President of Geotel Corporation, based in Columbia, Missouri, runs a news aggregate firm, which he has dubbed “Newz Group.” He supplies news content to countless newspapers around the country. Over the years, he had envisioned the technological evolution hitting the news market. He acknowledged that many journalism schools had predicted the slow demise in the rough and tumble print industry. The ink in the print media was beginning to dry up, virtually being replaced by the Internet boon. “It’s part of the technological evolution. Hard copy newspaper and evolution of newspapers,” Buchanan vividly explained during an interview with The Suit Magazine. “Slowly, little by little the newspaper industry has turned to the electronic media.” For example, Buchanan said, “The Philadelphia Enquirer had taken a hard economic blow, and it was rumored that it might close. That’s a sad reality in the United States,” he added. “That strikes at the heart of our First Amendment Rights and our Freedom of Speech.” He contends that newspapers are a vital source in a thriving Democracy. They keep society honest. 34 THE SUIT DECEMBER 2010

According to Buchanan, information experts believe that newspapers today still serve as the “most accurate and comprehensive resource for gathering data and gauging public opinion.” He believes that the there is a difference between Goggle news and newspapers, adding, “In an era when misinformation has become increasingly important---there is no substitute for newspapers.” In 1995, Buchanan formed Newz Group. He also began monitoring print-based media when he acquired the Arkansas Newspaper Clipping Service, which had been in operation since the mid 1930's. “Not much had changed since then, they still used scissors and paste as the principle technological tools,” he said. “Newz Group recognized that, with the application of electronic technologies, efficiencies might be created. Also, we realized that geographic expansion might create market leverage, if other newspaper monitoring services could be acquired.” Over the following years, Newz Group established affiliations with 13 additional state press associations, largely in the Midwest, and integrated new technologies to streamline the extraction and delivery of articles. Complete statewide legal and public notices for eight states are posted on web sites powered by Newz Group. The company has been a pioneer in the industry. They developed

innovative content reuse agreements with their clients. Newz Group adheres to three guiding principles, which Buchanan calls: “The three ‘I's,’---Integrity, Initiative and Innovation, which govern the actions of each individual in the company,” he said. “Whenever you interface with Newz Group, you can expect all relations to be characterized by these three traits.” The company currently monitors over 40% of all newspapers published within the United States. He said, “Our electronic delivery method makes managing your newspaper coverage quick and easy!” His company ultimately formulated the Clipz Clerk which helps make managing your coverage easy. “Rather than waiting until the end of the month to study readership, equivalent ad rates, and circulation numbers, you have all that information instantly with the click of a mouse,” he added.

He said the Clipz Management Report offers a comprehensive monthly breakdown of important information, relevant to articles, which fulfills all of your monitoring needs. Newz Group can store all of your relevant news digitally. He said, “all your clippings are in a text-searchable PDF file format and are saved on a CD-Rom for ease of retrieval.” “Through our partnership with Idea Works, Newz Group now offers in depth analysis of your news coverage,” Buchanan said. “These analytics are customizable to any need. This high capacity text analysis gives qualitative feedback on your news coverage.” Newz Group offers a full range of journalistic services in an efficient and cost-effective way. Buchanan has grown with the technology of our time, combining and streamlining diverse newspaper functions so that we can have access to the explosion of information happening today.

Arkansas | Colorado | Iowa | Kansas | Kentucky | Missouri | New Mexico | North Dakota | South Carolina | South Dakota | Texas | West Virgina | Wyoming | Michigan Legal Notices Newz Group currently hosts a number of free legal and public notice websites for the Press Associations of Colorado, Iowa, Missouri, South Dakota, Wyoming, Michigan, Kansas and North Dakota. Many more states will be added soon. These websites, provided courtesy of the state Press Associations, makes viewing legal and public government notices easier than ever. Our comprehensive scope provides the most extensive coverage of legal and public notices available on the web.

2010 DECEMBER THE SUIT 35

In The World of Information Technology: Thomas G. Therborn Corners the Market
by Jean Paul
Thomas G. Therborn, CEO and Managing Director, of Spring Consulting, originally cut his teeth in the IT field ten years ago, when he took the corporate plunge and launched his own boutique firm. The company was established in 2000 and is based in Stockholm, Sweden with additional office in Kolbtn, Norway. In 2006, Spring Consulting AS formed a subsidiary of EDB Business Partner ASA. In fact, Spring Consulting has recruited 50 new employees that year, and now has a total staff 180 people. Consulting and SAP have identified a number of focus areas that offer significant potential for growth, generating over $150 million euros. “You have to be open-minded, innovative and forward thinking,” Therborn said from his corporate headquarters in Sweden, “In order to explore business opportunities. And you have to develop a high-level of diplomatic, verbal and negotiation skills to be successful in business.’ Today, he coaches medium and large companies in areas of business, utilizing his subsidiary company,“EDB Consulting Group” building its resources to become the leading Nordic consulting firm for SAP. Based on in-depth specialization, “We develop close relationships with our customers through a long-term involvement based on confidence and credibility. EDB Consulting Group was the first - and is so far the only - Nordic SAP Partner,” Therborn said. He said EDB offers multifaceted consultants in Norway, Sweden and Denmark, “With extensive cross-border interaction. All our consultant have extensive experience of SAP,” he said. He has worked in unison with EDB, building one of the premier Nordic firms in IT services. “Our company offers the entire range of business-critical IT services 36 THE SUIT DECEMBER 2010 from consulting and industry specific solutions,” he added. “Everything we do is designed to help our customers get more from their investment in IT.” Therborn attended University of Lund, and holds a Bachelor Science in Computer Science, and then later enrolled at the Stockholm School of Economics where he received his Executive MBA-IT, MBA. Therborn said Nordic customers are searching for supplier capable of taking on responsibility for everything involved in a SAP project, from design and implementation through to systems operations and management of SAP solutions. He said customers could attain major savings by optimizing the value chain. He points out that Spring Consulting can help to reduce the lifetime cost of a SAP system by some 20% -30%. Therborn said his company offers a competitive portfolio of software solution that improve “our customer’s efficiency and help them to strengthen their relationships with their customers with a particularly strong position in solutions for the public sector and for the banking and finance market.” The firm has executed a business model that guarantees a free-flow of consulting resources. “I apply a high degree of personal and business ethics in the corporate world, encouraging a culture that upholds the highest possible standard of integrity, quality and transparency in all transactions,” he said. Its clientele includes Sony Ericsson, SCA, Sandvik, Nobel Biocare, and Folksam. "I am dedicated to exploring emerging markets opportunities," Therborn said. "Enhancing daily productivity and delivering outstanding returns to shareholders and value added to clients."

by Josephine Heinrich

An Entrepreneur with the “Easy Key to Life”
that she doesn’t need her clients in front of her. Beverly Taylor has a passion for helping other small businesses—to ensure their success in an era of everevolving technology, she teaches article internet marketing. Her article marketing publishing creates a global spread of information to support people and businesses. Taylor’s business, called Offline Local to Offline Global, capitalizes on her hard-earned knowledge in online marketing. “I studied internet marketing for years before I actually got started,” she explains. “It was such a struggle.” After much trial and error, Taylor fine-tuned her approach, and now she is happy to help other entrepreneurs expand their businesses via the internet. “I found the right method. This method works, because it builds trust and creates a relationship. I like that, because I believe very strongly in integrity,” she told The Suit. With her wealth of experience and accolades, Taylor is looking forward to more success in the new year. She told us, “In my work I have learned to talk to people in ways that resonate with them. It is more effective, creates trust, increases business and profits. In other words: I teach the easy key to life.” Website: Website: www.offline2onlinebiz.com www.easykeytolife.com

Beverly Keyes Taylor, entrepreneur, personal improvement coach, and CEO of the Easy Key to Life Institute, has taken a long and winding career path to get to where she is today. She first dreamed of being a teacher, and she began doing just that when she first entered the workforce years ago. However, she later decided to get into high-tech business. For 18 years she worked for different companies, including Apple Computer. There, she was the second most requested speaker at the Apple Corporate Briefing Center, where she made presentations to top business leaders in many industries. She is also an award-winning author and speaker. Now she’s enjoying a combined career as an internet marketing coach and a renowned hypnotherapist with certification training—in a way, she is back where she started: an educator once again, teaching people how to change their lives. “I love teaching and I have always tried to help people, to make their lives easier and better,” she told The Suit.

Sketching Success
As a schoolboy passionate about drawing and nature, Julian Kernes laid the foundation for a successful career in graphic design. Kernes is now the president of his own company, JKE Graphics. Based in Trenton New Jersey and specializing in graphic design and preparations for screen printing, embroidery logo designs and layouts for paper printing—business cards, stationery and brochures in particular—JKE enjoys a reputation as a small company with quality output. Kernes is also a member of the Trenton Artist Workshop Association, and in 2007 he was named a Princeton Premiers Honored Member in Business. by Mark Nayler started learning graphics and drawing with a pen.” At Bucks, a teacher encouraged Kernes to look to the natural world for artistic inspiration. “I remember him saying, ‘If you want to know about design, look at nature.’ And a lot of times I would come up with a pattern based on a flower or a tree or some sort of natural setting, and then turn it into a graphic.” Kernes later earned a Bachelor’s Degree in Fine Art from the Philadelphia College of Art. He has built upon his talent often combining hand drawn art and refined it using computer graphics programs eventually built upon his hand-eye coordination designing directly with computer graphics programs. He is dedication to guarantee his business’s continued success, even in these dire economic times. “Because I don’t have a boss standing over me all the time, I can work a little bit more relaxed, and I can think a little more clearly. People have always liked what I do, and I’m getting more work than ever.” 2010 DECEMBER THE SUIT 37

Kernes’s desire to draw was with him from an early age, and he realized a knack for design when he transitions from sketching to drawing with ink. “When I was little I always liked to draw, and I used to carry a sketch pad around. Then, later on, I met some friends at Bucks County Community College. They were doing comic book art, so I

Justice For All?
by Gary Stevens
Alleged HIV-tainted blood distributed to hemophiliacs—charges of sexual abuse within the Catholic Church—first-degree murder charges against a scientist after the death of his wife. Enter criminal defense attorney Michael J. Neville, motivated by righteousness. “Defense counsel should work to ensure that the state plays by the rules, that procedural/evidentiary rules are followed, and that the presumption of innocence is given its full weight,” he told the Suit Magazine in November. Working on cases which have captured Canada’s national attention, Neville channels his indignation into passionate and persuasive presentations to the jury. In the heat of the courtroom he represented one of the defendants in the case involving allegedly tainted blood, where three former senior Canadian health officials and a U.S. firm, the Armour Pharmaceutical Company, were charged with criminal negligence in the distribution of tainted blood products beginning in 1982. Dr. Wark Boucher, former head of the Blood Products Division of the Canadian Bureau of Biologics, was Neville’s client. In 1997, the Canadian Hemophiliac Society had sent a letter to the Royal Canadian Mounted Police (RCMP) reporting tainted blood products in the mid-1980s. A Royal Commission/Public Inquiry was convened, and over the next five years the RCMP conducted an investigation. Then, twenty years after the alleged offense, the case was sent to trial before Ontario Superior Justice Mary Lou Benotto, in 2002. After cross-examining the Crown’s witnesses, Neville and the other defense counsel took a risk. They presented no defense, but instead went straight to closing arguments. Her Honor’s ruling vindicated that decision. Not only did she rule that the Crown counsel had failed to prove a case, but she ruled that the defense line of reasoning had effectively disproved the case. “It was a wonderful victory,” he said. “My client had been charged with the ‘wanton and reckless disregard for the well-being of others.’ My client was a fine human being. So to even use that phrase was unacceptable.” In the mid-1980s, according to Neville, “little was known about HIV.” In addition, the prosecutors had made the closing argument that the defendants had “sacrificed” the health of Canadian citizens. Neville countered, “That is a disgraceful argument, presumably made to speak to the media.” The scientist charged with first-degree murder was also well-represented by Neville, with no help from other attorneys during trial. Neville exposed one great weakness in the prosecution’s case—a junk-science 38 THE SUIT DECEMBER 2010 practitioner of toxicology who had taken the stand as a witness. The judge ruled that the prosecution’s evidence was inadmissible because it was faulty science; the judge wouldn’t even qualify him as an expert. In fact, a second Crown witness recanted his testimony at a later date. His Honor issued a stay of the proceedings, finding the prosecution guilty of unreasonable delay. After the verdict, the dramatic case got airtime as a documentary on a Canadian Broadcasting Company radio broadcast. In 1996, Neville defended the Catholic Church in a scandal that rocked the province of Ontario. The whole controversy started when his client, Reverend Charles McDonald, was accused of sexual abuse. That stretched into 2002—endless issues—finally, again, a stay of proceedings—again the prosecution was found guilty of unreasonable delay. “A rogue police officer had refused to cooperate. The purported victim turned out to be non-credible,” he remembered, seeming to shake his head over the phone. During his career, Neville also encountered the legendary Jimi Hendrix, rock guitar master of the ‘60s. John O’Driscoll, a friend and mentor from his school days at the University of Toronto law school, introduced him to Hendrix. “[O’Driscoll] defended Jimi on a heroin charge and invited me to meet him. He was a shy, polite, nice man surrounded by greasy hangers-on, like the entourage of a heavyweight champion,” he explained. Looking back, he fondly remembers his uncle and godfather, Al Neville, a criminal lawyer, who first planted the seed for Neville’s legal career. Later, he received encouraging words from Joseph James, a judge in Toronto, interned/articled with Bill Green, and served as law clerk to Chief Justice Gale, where he also met the legendary G. Arthur Martin. He learned well. “Personal integrity is your most fundamental asset,” Neville pauses, “you should not risk it.” That sense of integrity ignites a desire to do the right thing, and it carries into his work. Going against the grain, he defends those who many of us tend to stereotype. These types of cases are prone to sensationalism; in court, they require a fair and vigorous defense. “The complexity and seriousness of my cases has gone up over the years,” he said. Neville is also concerned about the politicizing of the criminal justice system. “Criminal law is a blunt instrument, ill-suited for social change. When combined with zero-tolerance, taking away discretion, you have a perfect recipe for miscarriages of justice because one size does not fit all,” he asserted.

SMOOTH COMMUNICATIONS WITH INVESTORS AND SHAREHOLDERS
For close to twenty years, Lisa Ciota has honed her skills at one of the most successful enterprises in the world, McDonald’s Corporation—a company that certainly knows how to get its message across. As Director of Investor Relations for McDonald’s and the CFO’s lead communications specialist, Ciota was in a key position, steering the production of several award-winning annual reports and crafting the CFO’s messages for key presentations. And her range of expertise extended even further than that; she was a member of the capital structure team, which analyzed cash flow projections and recommended dividend and cash returns to shareholders. “I saw that investor relations was my forte— requiring a unique combination of technical, strategic and creative skills,” Ciota said in her interview with The Suit Magazine. “So I went out on a limb. During my time at McDonald’s, I had seen opportunities out there, but I was not quite ready.” That changed in 2010, when she made the leap and started her own firm, Strategic & Investor Communications. The firm, which works with publicly traded small to mid-cap ($1 billion to $10 billion in market capitalization) companies, covers the gamut of investor and shareholder relations functions: investor relations, financial communications, C-suite executive speeches and script writing, annual reports, corporate social responsibility, socially responsible investing, and retail investing. “The basic skills of investor relations are

by Gary Stevens

transferable across industries,” she said. So her company has the ability to service multiple types of businesses. She explained that presenting information to the shareholder or investor involves more than the traditional reiteration of facts; it’s an art. “You have to tell the story in a credible and transparent manner, but transparency does not mean you have to overwhelm the investor with immaterial information,” she said. At the same time, Ciota is dealing with serious issues. “You have to communicate complex ideas to corporate managers and investors,” she explained. In face-to-face meetings, or leading a webinar, her self-confidence and fortitude are essential elements in the mix. She added, “One of my former bosses told me, ‘don’t underestimate what you bring to the table, and keep that in mind when you negotiate.’” What Ciota brings to the table is her training, experience and knowledge, as well as a winning personality. Prior to working at McDonald’s, Ciota earned a BS in finance at the University of Illinois and an MBA at Northern Illinois University. After that, Ciota cut her teeth in the banking and financial service industries for seven years. “I ended up in bank operations doing stock distribution and proxy tabulations,” she said. But that did not satisfy her ambition and talent, and her subsequent performance at McDonald’s attests to her attributes. Ciota has now brought those tools to bear in Strategic & Investor Communications, her own vision of corporate communications. It was a risky move, but Ciota has made a name for herself as a successful entrepreneur in a shaky economy; now, her awardwinning services are available to a wider audience.

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s BealeBeales Peter

Peter

From Country Bumpkin to
by Gary Stevens
“I love my plants.” Those four words, spoken by Peter Beales, are the foundation for his successful rose nursery and business, Peter Beales Roses Ltd. Today, growing over 250,000 roses per year and exporting as far as Japan and China, he has taken a personal passion and transformed it into a service that enriches people’s lives with the beauty and grace of his roses. Beales traces his work back to humble beginnings. “I was born in rural Norfolk, where there wasn’t much choice: bricklayer, farmer, builder,” he recalls. “At school, I watered the nursery. I had an affinity for it; I took an interest in what I was doing. I worked for five years at a nursery, studying horticulture and botany.” His talent for horticulture was put on hold for a short time while he took a larger look at life. “I joined the royal artillery, spent two years in national service, and saw there was a big wide world out there, which I hadn’t been aware of as a country bumpkin,” he laughs. After completing his national service, Beales worked at a rose nursery in the south of England, but he was soon faced with a choice. “I had two options: an advanced degree or starting out on my own. So I rented a small piece of land in Surrey and built a house on borrowed money,” he says. With his natural knack for the rose business, Beales soon moved on to greener pastures. “In the 1960’s I cashed in,” he adds, “and I had enough to buy a small nursery back at my roots in Norfolk: two and a half acres and a small house. Then I moved on to 10 acres in Attleborough, took on staff, and began to show at Chelsea and other national shows.” The 10-acre nursery in Attleborough has now grown into one the biggest rose nurseries in England, raising more than 250,000 roses each year. With a quiet pride and dignity, Beales relates, “We publish a catalogue, direct to public; 40 THE SUIT DECEMBER 2010

World Leaders inin Classic Roses world leaders Classic Roses

Horticultural Impresario
we’ve won 20 gold medals at the Chelsea flower show, [as well as] gold medals at many other shows.” Beales has also demonstrated keen business acumen by expanding his enterprise in several ways. He says, ”We have a mail order business, 24hour arrangements with carriers, and we even send to garden centers in Japan and China.” Even in the rose business, however, Beales pointed out that bureaucracy interferes with the flow of operations. “We have a small window in April because of ‘plant health’. Not anything to do [really] with health, but regulations say you need soil inspection – we do it every two years; America requires it every year. “Red tape” he laments. Peter Beales Roses Ltd. is a very personal enterprise: a way to express his affinity for people as well as his affinity for plants. And he makes sure to credit those who have helped him along the way. “I had a great mentor, Edward Legrice, at my first job. I also learned a lot in the army. I was the driver for a captain, who was good at man management. I learned a lot, especially the importance of motivation,” he said. “I make sure that my staff enjoy their jobs and that I provide a reasonable salary. One of my employees has been with me 28 years; another has been with me 25 years.” As a successful businessman, Beales knows how to stay afloat financially. “My advice to anyone starting out as an entrepreneur is to take a foundation course in running a business. Marketing is key, maybe even more important than growing, so we have an expert marketing team.” It is also important to Beales that the nursery operates in a way that is consistent with the green movement. He explains, “We are totally in tune with the environmental movement. Peat is depleting rapidly, so we substitute coconut fiber and other [more sustainable] products.” Peter Beales Roses Ltd. has proven to be fertile soil for Beales’s inherent passion and talents. His children are getting involved in the family business, and the future looks bright. 2010 DECEMBER THE SUIT 41

K
In 1971, a little known cadet nurse at the Catholic University of America opened her office to patients who wanted to talk. She wasn’t just concerned about their medical conditions; she wanted to learn about anything that was bothering them. At the time, Lucille Kinlein’s was the first such office in the world. But she would go on to establish her unique method—known today as Kinleining—as a major practice in the US. Offices offering that service now span the country from Alaska to Washington. These practitioners are all united by a core belief in treating the person rather than just the condition, and in the healing powers of willpower. It may sound simple, but the philosophy that underpins the approach is far-reaching. The Suit wanted to know what drew Lucille Kinlein to her unique method in the first place, and to find out more about the basic principles of her philosophy. Kinlein didn’t set out to study nursing. She was a college sophomore studying Latin and Greek in Maryland when World War II broke out, and then she felt compelled to do something different in order to contribute to the war effort. “I wanted to help in any way I could,” she says, and so she joined the Cadet Nurse Corps after graduating from college in 1943. Later, Kinlein studied nursing at the Catholic University of America in Washington. It was there, in 1971, that a life-changing moment altered her path forever. “The moment came when I knew I had to open my own office. I didn’t have enough time to listen to the patients and hear what they wanted to talk about, because I had to carry out medical treatment for all of them. And so time was limited... but they wanted to talk about things other than medical conditions.” Unhappy with a schedule that didn’t permit her to give patients the care they needed, she realized she 42 THE SUIT DECEMBER 2010

inleining
by Mark Nayler
had to make an independent fresh start. “I knew I had to open my own office in order to offer the care that people could not get [due to the] control that medical care had over the treatment of patients.” Early reactions to Kinlein’s brand of holistic care were swift and encouraging; it seemed that this was precisely what people had been looking for. “The clients named it Kinleining, and they said, ‘I cannot get this kind of care anywhere else. It’s what I want, it’s what I need, and you’re the only one who offers me the opportunity to talk about it.’” Kinlein was happy to see that her newly launched discipline was clearly answering a human need for personal care with a focus on overall well-being. Colleagues in the nursing profession started coming to Kinlein to learn about her developing practice, and in 1979 Kinlein left the nursing profession for good and declared the foundation of a new profession. “The ones that wanted to study with me asked if I would teach them,” she said, “because I did have an academic background teaching in a university setting. So I started the Institute of Kinlein.” www.kinlein.org There, her techniques are thoroughly explained to anyone who wants to practice her brand of healthcare. But what are these techniques, and how do they benefit patients? When a client comes into an office for guidance, Kinlein says, it is entirely up to them what they wish to talk about: “The clients come in and say, ‘Where do you want me to start, and what do you want me to tell you?’ And of course, the answer is: ‘However you want to start, whatever you want to say and however you want to say it.’” Free expression enables clients to address whatever problems they wish to concentrate on, so they begin to talk. While the client speaks, “the Kinleiner writes every word while maintaining eye contact with the client, to show that they’re listening. The Kinleiner sits quietly and makes no sound or movement because the client is working out what they want to say, and you don’t want to interrupt that,” says Kinlein. “There’s a significance

A New Approach to Holistic Care

to recording words in this profession; it’s extremely important. The word becomes sacrosanct, almost.” Subsequently, parts of the transcript are repeated back to the client by the Kinleiner. It is a gentle mirroring process that reflects the client’s use of language, and it is the essence of Kinlein’s approach. “So whatever the client talks about, the Kinleiner works with the words that identify the thought processes, and quotes them back,” she explains. Clients are then encouraged to examine their own expressions from an outsider’s perspective, which helps them gain objectivity in regarding their own feelings and anxieties. Hearing back the content of their own monologues, observes Kinlein, can often surprise people. “Clients will say, ‘I didn’t say that!’ Then they’ll become interested in what we’ve written and say, ‘Could I look at it please?’” The Kinleiner’s role is to allow the client total freedom of expression, and then use a methodical focus on language to guide them to areas of concern of which they were previously unaware. In this way, the client gains a fresh insight into their inner life and begins to apply

a philosophical approach to the problems they face. Kinlein has made her journey from the study of languages, philosophy and nursing to a position as the director of a professional association with 16 offices across the US, and it hasn’t been easy. When she started, she said to herself, “I don’t know if this is going to work, and I don’t know if it’s going to fail. I just know I have to do it.” Sustaining her motivation through decades of hard work is her strong belief in the strength of human willpower. “Everything comes from God, and yet we have control over what is given to us through our willpower,” she says. Kinleining, as it is practiced by its dedicated professionals all over the US, empowers individuals by giving them the philosophical tools with which to approach everyday life. Although it cannot directly eliminate adversity, it enables its beneficiaries to gain a new perspective on the nature of their problems. As Kinlein herself reminds us, the existence of adversity is no bar whatsoever to human achievement. “When someone has a core goal in wanting to help other people, accepting any setbacks but still pursuing the objective, it’s amazing how things work out.”

“There’s a significance to recording words in this profession; it’s extremely important. The word becomes sacrosanct, almost.”
2010 DECEMBER THE SUIT 43

Finding Her Way :
Luena Darr’s Journey with Theotherapy
by Sasha Haddocks The fast-paced world of the applied research has served Bruce Beal well. He lives by the axiom, “Research is a relationship business.” Today, he’s one of the hardest-working entrepreneurs in corporate America; in 2009, he single-handedly established his own firm, Beal Research Support Services. It provides litigation support, marketing research, public policy research and political campaign support services. And those services are rendered with an innovative pricing paradigm. “There are inefficiencies built into the large corporate model,” he explained. “When I worked in larger firms, I had made an argument for a different model with alternative pricing and other elements. They had turned it down,” he explained, “so I developed a business plan based on those ideas.” That included a simplified pricing model: fixedmedian-pricing. “Research is a fast-moving business. My pricing model allows a client to anticipate just how much it will cost for increments of numbers of people in focus groups and numbers of cities.” The firm’s services include conducting market research with focus groups, holding mock trials for legal clients in order to test out arguments and decide whether to settle or go to trial, public policy research for organizations like AARP, and political campaign support in terms of researching public opinion and conducting debate preparation for candidates. He now has clients whom he has been handling for over ten years. In the future, he expects to increase the volume of his work in the areas of political support and public policy research. After graduate school, Beal started out with a business research firm owned by Steve Schlessinger. It was Schlessinger who told him that research is a relationship business, the axiom that inspires his work. He explained, “I recruited for focus groups made up of doctors, nurses, and medical professionals. But I wanted to do research myself. So I worked for a trial-consulting firm for a few years.” In January 2009, they reduced their work force, and Beal received a severance package. “I thought it was a good time to start out on my own. It was a tough time to find a job anyway, and I had clients who said, ‘We want to stay with you,’” he said. So he started his firm.” His future looks bright for the new year. “This is a bell-weather industry. Focus groups are the first line of cutbacks when times are tough,” Beal said at the end of the interview. “Companies ask, ‘How much will it be for less people and less cities?’ But I stopped hearing that six months ago; now they want more people and more cities.” That’s definitely a good sign for Beal Research Support Services, and a good sign for our economy as a whole.

Luena Darr has surmounted a lifetime of challenges, and now she’s in a position to help others do the same. Darr is the president and executive director of Theotherapy Seminars, Inc, which is a non-profit organization dedicated to helping people better their lives through Christian-based training and seminars. Originally from Canada, she has been coordinating Theotherapy ministries throughout the United States for the past 29 years. Darr decided to move to the United States. “I left Canada, and my job as a Catholic school teacher in Montreal and moved to San Diego, CA.” She enjoyed the warmer climates, but soon fell into an unhealthy relationship where she was rejected again. “In 1968 I married a man who had four children of his own. I married for all the wrong reasons, I wanted to rescue the children from a mother that was severely abusing her children. What I didn’t understand was that I was really trying to rescue my own little girl within”. But six years later, Darr realized that she could move on to better things. “In 1973, I experienced the Lord in my life, and time stopped. Jesus was the answer to my problems, so I began to study and learn.” Darr had been working in the fields of administration and accounting, but her career took a different turn in 1981. She was asked to be a hostess to one of the speakers at the Charismatic Conference being held at Duquesne University, in Pittsburgh, PA where she lived. She was appointed to Dr. Mario E. RiveraMendez from San Juan, Puerto Rico. She was struck by his novel approach to religion-based therapy. “At the end of the seminar, I knew he had the answers to all my problems,” she recalled. “Dr. Rivera took me under his wing and taught me Theotherapy.” Today, Darr oversees Theotherapy Seminars Inc., where she conducts God-given methods to impact the lives of hurting people by utilizing weekend seminars, workshops, Personal Growth and Ministry Training (PGMT) courses, weekly ministry/support groups and individual ministry. One innovative program, called The Theotherapy Project, offers help to prison inmates. By attending Theotherapy sessions, both in jail and after their release, convicted criminals can learn how to positively reintegrate into society. Theotherapy is currently operating out of 4 prisons in Tennessee and one in Pennsylvania. 44 THE SUIT DECEMBER 2010

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You may contact us at: 760-444 St. Mary Avenue Winnipeg MB R3C 3T1 Tel: 953-5400 Fax: 947-0171 firm@gangegoodmanfrench.ca

& French

William S. Gange, a partner with Gange, Goodman & French, has always put the needs of his clients, staff, and family at the top of his list of priorities. Handling cases in a way that reduces costs and keeps the decision-making process in his clients’ hands as much as possible, Gange has established a boutique law firm that can handle large and small clients, both locally and internationally. The firm’s expertise is civil litigation involving contractual disputes, public inquiries, issues of liability and intellectual property issues. With a strong background in insurance law, the team of seven lawyers handles cases primarily in Canada’s Manitoba province. Much of Gange’s work involves arbitration. “Not many cases go to court. There’s a lot of dancing beforehand; it’s too expensive to go to trial, and you’re putting the decision in the hands of a third party,” Gange said in his interview with The Suit Magazine. Gange has handled cases at every level of the Canadian legal system. He tried a case which made its way to the Supreme Court of Canada, involving a constitutional challenge to the validity of Manitoba legislation. At the same time, Gange believes in representing those who are not of means, in cases where he may not receive robust compensation. “In one case, I acted for an elderly woman whose husband was no longer competent,” he said. “She was crotchety and short-tempered, but I got her the assistance from the court that she required. When my child was born a year later, she saw a notice and sent me $20. It was one of the most sincere moments of appreciation of my career, and when she died her son called me to tell me that his mom often spoke about me.” His concern for the human impact of law also found expression

in an eight-year participation in the Manitoba Law Society. As he explained, “In Canada, every province has a law society to protect the public and a bar association to promote lawyers. The law societies have focused on accessibility to the legal system, making it affordable. The law societies also provide input to lawyers, sometimes from non-lawyers, helping to shorten the time to get a case into trial, with less game-playing.” Gange’s emphasis on integrity has benefitted his firm in many ways, one of which is receiving conflict referrals. “Disputes arise where both parties are represented by the same 80-member law firm,” he said. “So they have to have someone to send one of the parties to without losing the client, and that’s us.” When asked about suggestions for improving the Canadian legal system, he quickly answered, “The appointment of judges is the single most important ingredient to integrity – we need less political interference,” elaborating, “In Canada there are provincial and federal judges. The provincial system for choosing judges is fair and transparent; you pick from three of the most qualified candidates. At the federal level, the process is to just create a list of ranked candidates labeled as either appropriate or nonappropriate, and it takes political connections to make the list.” In the end, William S. Gange has relied on some simple words in order to maintain his perspective. One of his first legal positions was with Kerr Twaddle & Associates. He said, “Kerr Twaddle always stressed, ‘The most important thing in life is family, not work’, and that has been the guiding principle of my law firm.” 2010 DECEMBER THE SUIT 45

by Michael Gordon

S

olving the Puzzle of ood and Drug Law

“We’re here to serve the clients’ needs – usually someone battling a crisis. Maybe the FDA is at their door, or maybe they’ve just discovered a contaminant in one of their products,” Diane McColl commented in an interview with The Suit. “It’s not just a 9-to-5 job; it’s a service industry. If you like solving jigsaw puzzles, you’ll enjoy law.” McColl is a top-notch lawyer with Hyman, Phelps & McNamara, in Washington, D.C. With her dual expertise in pharmacology and law, she has made an indelible impression on the food and drug sector. The general public can recognize the fruits of her work in the widely used Dermabond brand, a medical product that helps to close wounds or incisions without stitching – a product for which McColl worked to earn regulatory approval. Even as one of seventy attorneys in the firm, her combination of knowledge in the fields of pharmacology and law has set her apart. As an example of the work she does, McColl explained, “Europe is now struggling with how far you can go to describe a medical benefit. Health benefits advertised on food products must be backed by clinical data.” That’s where McColl comes in. “They need to demonstrate health benefits with clinical data. My pharmacy background helped me to understand the science and see how it fits into a legal regulatory framework,” she explained. McColl began her career by working in the field of pharmacology, satisfying a keen interest in biology. She had contemplated a hospital pharmacy position, “but it didn’t pay enough, so I worked for K-mart,” she laughs. But that didn’t satisfy her talents or her career goals. Displaying the intense resolve and adaptability that have served her well throughout her life, she made a bold move when she decided to go to the University ofSouthCarolina’sSchool of Law. With no money to pay for it, she simply “walked into the Dean’s office and asked, ‘How much do you want to pay me to go to school?’” she said. Eventually, she negotiated a scholarship and earned her law degree. Since then, McColl has gained leagues of experience; she has grown adept at navigating within her areas of expertise – her ability to speak the language of scientists, the language of regulatory bureaucrats, and the language of the legal profession. At the beginning of her law career, McColl worked for Morlan, Lewin&Bancheu, where she was involved in trade regulation and anti-trust matters. McColl took a liking to her work on the trade regulation side and decided she wanted “to be a food and drug lawyer.And I wanted to be with the people who knew more than I did, 46 THE SUIT DECEMBER 2010

F

especially people with FDA experience,” she explained. McColl set her sights on a position with Hyman, Phelps & McNamara (HPM), but ended up finding a niche for herself at another firm. “Despite my pharmaceutical knowledge, I became involved one step back, working with chemical companies on due-diligence issues and transactional reviews,” McColl said. “I was involved with new drug development, but not on the pharmaceutical side.” Nine years later, in 1989, McColl received a phone call from HPM. She was offered a position and has been there ever since. It’s been a perfect match. “[Hyman, Phelps & McNamara] is the longest-standing non-European member of the European Food Law Association,” she told The Suit. The firm has a vast network of resources at its disposal to supplement its combined knowledge. Working on sometimes complex or novel scientific regulatory issues, McColl and others work collaboratively with physicians and consultants who provide targeted medical or scientific expertise. Their clients may be looking to market their products, source ingredients or materials, or hold clinical trials. To its advantage, HPM has longstanding relationships with regulatory counsels in many foreign jurisdictions, including the European Union, Asia, Canada, Mexico, South America and Australia. In the field of food and drug regulation, new challenges are always arising. One of the emerging issues McColl has to grapple with is the increasing problem with “internet chatter about a product, bloggers talking about a product,” she said. In addition, she thinks a major issue facing the U.S. pharmaceutical industry is the concept of exclusivity.“Once a food additive is approved, anyone who meets certain qualifications can sell it,” she explained. “[In the U.S.,] you have exclusivity on the drug side; there is exclusivity before generic use. But you don’t have it on the food side, like in the United Kingdom. Exclusivity is an incentive [for a company] to research and develop a new food additive.” Diane McColl approaches her work holistically, especially when negotiating tricky food regulatory issues. She envisions “a forum to encourage regulatory decision-making which involves a free exchange of ideas based on sound science.” Elected to the U.S.Pharmacopia’s Food Ingredients Expert Committee, which sets standards for the purity of food ingredients, she now has the opportunity to affect broader public policy and make even more of a difference.

CodeObjects is an emerging leader in providing comprehensive, flexible and agile SOAbased insurance solutions. Our focus includes next-generation solutions for the Property & Casualty, Home Warranty, and Service Warranty sectors of the insurance industry.

Web www.codeobjects.com Phone 408 432 1180 Fax 408 490 2893 Located at 1381 McCarthy Boulevard Milpitas, CA

iStockphoto © Andresr

BRINGING OUR DATA THE LAST MILE CLEANER AND FASTER
by Gary Stevens
Rod Peery of Technetix Inc. is an innovator, producing unique new technology in the field of telecommunications. His client list includes some of the heaviest hitters in the industry: Comcast, Time Warner Cable, and Cox Communications, among others. Peery mainly deals with a widely recurring problem in telecommunication¬: excessive noise in the upstream bandwidth. To the end-user, that means reduced data speeds . Peery’s career took a dramatic turn when he met Paul Broadhurst. He’d enjoyed a successful career up to that point, ; he was in charge of European sales and operations for C-Cor, a technology company . Broadhurst came to him with new ideas about a technology that could improve the process of telecommunications and he felt the USA was a good fit. Note- Paul founded Technetix in 1990- I started and opened the business in the usa in 2007- the technology was already formed- I brought it to the USA. Peery took a leap of faith, and formed Technetix, INC the North American arm of the Technetix Group. “We introducedIngress safe to the US cable operators to improve noise in the upstream bandwidth which in effect improves true data speed coming back from the cable modem,” Peery explained. “Upstream, from the a house to the cable network, a lot of noise is introduced. We build a component that is passive-based, that helps reduce that noise.” He added, “It helps increases the data through-put speed. Cable companies spend millions of dollars battling noise reduction and our product helps them reduce these costs. The firm’s focus is unique. “Instead of taking on huge projects, like Cisco and Motorola,” he said. “We look for niches—product problems that need to be addressed.” In addition, he said, “In the US our focus is on the large players; in Europe, we listen more to smallto-medium sized companies. They’re more willing to take risk, so we can prove out new technology.” Technetix is on the cutting edge of telecommunications technology. Peery said, “It is key to have companies like Technetix. We have patented a product that addresses the problem of noise in the upstream or the new problem we are working on in MOCA of isolation problems in the MOCA frequency” We feel MOCA will become a very popular in-home networking option for in home DVR and improved gaming experience and allows for true wire speeds in any room with a COAX connection – which is most rooms in a home. He described the coaxial infrastructure in the home which underlies our cable television infrastructure is currently the subject of a collaborative effort, MOCA (Multi-media over Coaxial Alliance); even Time Warner is committed to using it in addition to Verizon. “we are in the process of introducing a new patented product which is designed to enhance the effectiveness of MOCA,” he said. “Every home has a coaxial connection, for devices like TVs with digital set tops, and cable modems so everyone can use this infrastructure and our product enhances the experience of using MOCA in the home .” As far as entrepreneurship in general and its role in technological advancement, Peery posits that “large companies wait to see where the market is. They want to see if a company’s technology has proven market potential, and then they make an acquisition. But sometimes that backfires. Interesting ideas get swamped In the wasteland of a large corporation.” Small entrepreneurial ventures, like the ones he works for in Europe, take more chances on new ideas, which can lead to better returns in the long run. Over the years, Peery has faced immense challenges in building Technetix. He started the US company with Broadhurst in July of 2007. In 2008, the financial tsunami hit. “In a risk-averse climate, we had to defend our product more strongly, which made us stronger,” he said. “In Europe, our products were more easily accepted due to the long usage and history of Technetix in Europe but we were a complete unknown in the USA.” And in recent months Technetix has turned the corner, showing a profit for the first time. His advice to anyone seeking to create their own business? “Err on the side of being aggressive. Go the extra mile to make it happen. Just do it. Deal with problems as they arise,” Peery said. “If you think too much, then you will become tentative.” And those words speak volumes about an enterprise that has flourished in an adverse economic climate.

From Rigs to Riches
Tom Brookey’s Path to Oil Drilling Innovation
by Daniel Horowitz
Tom Brookey was only a teenager when he got his start in the oil industry, and it all began with a wedding and a rig. When he was fifteen, Brookey’s widowed grandmother married entrepreneur R.B. Perry, owner of the Perry Drilling Company. “After the marriage, every chance I got, I got off the tractor and went to the rig, where Terry let me learn the drilling business from his point of view,” said Brookey. “He was a very interesting man and a real high-moral guy, and taught me to do business in a moral way.” From his mentor, Brookey learned some valuable lessons about the business. “He taught me that quality work always pays off, and will allow you stay in business for many years.” That advice has certainly stood the test of time. Today, Brookey is the president and owner of MASI Technologies, based in Edmond, Oklahoma. His company uses cutting-edge technology to make oil drilling more efficient by saving time, cutting losses, and reducing risk. His path to success shows a knack for responding creatively to life’s curveballs. Brookey enrolled in junior college while continuing to work; then, because of the oil crisis, he was unable to find a job on the oil rig. Instead, he made a deal with a supply company to furnish pipe lines for irrigation wells. “I got a trencher and a truck, and I would dig trenches and put in pipe lines for the irrigation wells, which got me interested in hydraulics,” said Brookey. After a brief stint in the Army during the draft, Brookey revived his newfound interest and enrolled as a full-time student at Texas Tech University to study civil engineering. But Brookey didn’t finish his degree; instead, he took an opportunity to work at Humble Oil and Refining Company, which later consolidated with Standard Oil to form Exxon. “During all that time, I never lost my love of drilling. I had some friends in the oil business who convinced me to interview with Humble Oil,” said Brookey. “After a few months, Humble called and offered me a job in West Texas working on the rigs. I couldn’t turn that down, so I left school to work at Humble, with the idea that I would come back and finish my education later, which I did… just not back at school.” Brookey’s career at Exxon confirmed his decision to make a career in the drilling industry, which would culminate in his creation of MASI Technologies. “The thing that was so attractive was that they were drilling wells in West Texas—which were some of the

deepest wells in the world—and they were using their own drilling rigs,” said Brookey. “It was a hands-on learning experience. I got to see the biggest rigs in the world and work on the most challenging wells.” After finishing at Exxon and taking a few other jobs in the field, Brookey started MASI Technologies, which provides specialty drilling fluid solutions to the oil and gas markets using aphron technology. In layman’s terms, drilling fluids are synthetic liquids that are essential to the oil drilling process; they cool the drill, keep debris to a minimum, and prevent natural fluids from leaking into wells. MASI specializes in drilling fluids containing aphrons—microscopic bubbles with a nitrogen core—which make the drilling more effective. The bubbles form organically and are biodegradable, so they make Brookey’s product a greener alternative to less sophisticated drilling fluids. The path wasn’t easy, but Brookey was able to use his experience and education to succeed independently in the industry he fell in love with years ago. Now a successful entrepreneur, Brookey owes much of his success to advice from his father. “My father always told me to learn all you can from others, without just copying them,” said Brookey. “He’d tell me that what you do should come from your own imagination. And that’s exactly what I did.”

MASI uses innovative technology to engineer safe, efficient drilling fluids.
2010 DECEMBER THE SUIT 49

by Gary Stevens

Mark Armstrong, CEO of Lewis Clark Recyclers, Inc., is truly a pioneer in the rational processing of our waste materials.

REUSING WASTE WISELY

Located on Idaho’s original capitol site in downtown Lewiston, LCRI’s processing facility occupies three-quarters of a city block where the old original structure stood, safely accommodating the steady flow of small and large commercial trucks which bring materials to the facility—the rotation of inventory—and the shipping out of secondary commodities. So what is the difference between LCRI’s services and the rest of the industry? “We put a container on the premises, maybe in an alley, and educate staff on how to change behavior so as to minimize costs,” Armstrong said in his interview with The Suit Magazine. “Our services save you twice as much as we charge you. We can bring the disposal costs from the typical $70 per yard down to as low as $5 per yard.” The purpose of LCRI is the development and administration of waste reduction through source separation. Its mechanical resources are designed to service commercial and industrial disposal diversion activities, along with the timely collection and processing of the growing volumes of various secondary materials recycled as a result of the programs. LCRI puts recyclables to reuse in secondary commodities which they package. It has not been an easy path for Armstrong, he has had to forge a role for himself as a sole proprietor and entrepreneur. “Since the 1950’s there have been buy-back centers; instead, I decided to provide a different service by going to the regional businesses in order to set up collection programs.” But he was competing with established companies, and had to learn the rules of the game. “I had to understand how the various players in the industry worked. I worked with their rented equipment and used their materials, so they wouldn’t shut me down. They were more into straight garbage hauling, but I needed to generate dollars, and needed their camaraderie. Some take a while to realize that I’m not going away.” Armstrong’s creative thinking and dogged work ethic has enabled LCRI to thrive in a tough business. He has added other services to the menu, such as shredding and baggage systems for recycled materials.

When asked about the economic downturn, Armstrong says that “as a result of preparation we did while as others went out of business, we took over the jobs that became available.” That foresight has served Armstrong well. “I saw as early as 2007 that China, Singapore and Europe were seeing backlogs in inventory,” he added. “So I restructured our operating budget, reduced payroll costs, refinanced creatively, and strengthened buy/sell arrangements with buyers of our secondary commodity markets.” “I have always seen the need for community-based programs in addition to schools and businesses,” he said. LCRI’s collection routes operate around the clock, seven days a week, accounting for over 200 tons of materials being diverted daily from disposal and processed for reuse in secondary applications. The number of regional households, businesses and individuals satisfied by LCRI’s services increases daily. “We even extend our services to industrial facilities in Illinois, Texas and Nevada, which ship materials by truck to our facility.” An awareness of the needs of the community has always been important to Armstrong. “[LCRI] offers our services to several non-profits on a pro-bono basis,” he said. A selfmade businessman, Armstrong began working at the age of 14, getting his GED at the age of 30. His pragmatism and basic values are reflected in his opinions about the recent health care bill. “It’s way too early to tell. It will be another cost, another tax. But if it makes our country a better place and a better place for our children, it will be good.” He said. . Since 1990, LCRI has been recognized with several prestigious awards for the innovative and sustained efforts that have made the company such a success, including those presented by the State of Idaho Governors Office and the Idaho Dept. of Commerce. Armstrong has built a company that answers an important need in today’s world. LCRI is educating people who run commercial and industrial facilities on how to minimize their waste, and he is processing that waste in an efficient manner, reusing as much as possible in the production of secondary commodities. And most importantly to every government agency, business or individual that LCRI services, everything is accomplished at a greatly reduced cost. A winning formula.

2010 DECEMBER THE SUIT 51

iStockphoto©Marina Zlochin

Going Green the Right Way
by Mary Ann Vaccarello Green living may be in vogue these days, but Robert Goodwins got his start in the filed before it was trendy. He started selling green products fifteen years ago, and today he’s the owner and operator of GoGlo Home Products, which specializes in natural cleaning products. He knows that some environmentally friendly products have garnered a poor reputation amongst consumers on what’s efficient and what is not. GoGlo is a small distributor that sells biodegradable cleaning products; its main goal is to make sure they are environmentally friendly, effective, and safe. GoGlo’s primary product, the Bio-Ox Oxygen Cleaning Systems, “replace 96 percent of all other cleaning products on the market,” explains Goodwins. “It can virtually clean any surface, is safe on any surface, and leaves no residues behind.” Goodwins first got involved in the green products industry when he was a teenager. In 1990, he came across a product that was demonstrated at a home show, which he later sold after using the product to successfully repair a table that his daughter damaged with an iron. A year later, he began selling for that product line, Orange Glo, in the Northwest. This was before the renowned pitchman Bill May’s started airing his line of infomercials; GoGlo’s was actually the first company to come up with a precursor for OxiClean. Goodwins strives to maintain an ethical business model, even though other manufactures have been devising ways to sell their own green products by omitting listed ingredients on their labels. Goodwins says that many popular companies don’t meet the same criteria as GoGlo’s product line, since they haven’t adhered to the same regulations. A current proposal in the works at the Federal Trade Commission will, Goodwins hopes, force these companies to follow governmental guidelines to confirm that their products are sustainable. Goodwins fully supports the plan as his company continues to grow and make products that work for consumers and the environment.

by Eric Daniels To most people, it’s difficult to find a link between the fields of medicine and law. But Ned Robertson is not most people. Robertson is a partner with Aronberg Goldgehn, one of Chicago’s oldest law firms. His legal practice deals with everything from real estate to succession planning to banking. What sets Robertson apart is his dedication to helping his clients, and this compassion was inspired by his father, a physician. Robertson was only 14 when he lost his father, but the physician’s legacy left an indelible impression on the future attorney. “He served his patients in a way that isn’t done today,” says Robertson. “He used to make house calls, and I would go with him and sit in the car while he went in to visit and care for the patients. He would work long hours, and he had this insatiable desire to benefit his patients. I think that was the genesis of how I decided to help people myself.” Robertson’s aversion to the sight of blood prevented him from entering the medical 52 THE SUIT DECEMBER 2010

profession, and instead he decided to pursue a law career, studying at Chicago-Kent College of Law. There he worked hard, eschewing extracurricular activities like moot court, clubs and law review. Instead, Robertson worked to earn the money to fund his studies. Today, as a former chair of the Trust Law Committee at the Chicago Bar Association and a respected attorney in the windy city, Robertson’s eloquence and technical expertise have earned him eminence in his field. But it is the human element of his work that remains his motivation. “In this day and age I think very few people go out of their way to thank their professionals,” he says. “So when I get a compliment, I feel that it’s certainly deserved. It’s the thing that really keeps me going.”

by Eric Daniels Leila Levan’s fierce entrepreneurial spirit was first kindled when she was a young girl on her family’s farm. During the 1970s, highway construction forced her family to sell the land they’d been working on for years. She recalls, “My father had to go to work in a corporation, and he hated it.” That’s why Levan decided to go into business for herself. Today, she is the proud owner of her own company: Quality Response Services Inc. It’s a printing business that delivers quality products quickly, with low overhead costs and friendly customer service. On their website, www.qualityresponse. com, the business lists the four values that guide their business strategy: integrity, quality, respect, and stewardship. The experts at QRS commit to a high standard of service, paying close attention to detail and working closely with clients to ensure the quality of their product. Levan started her career by earning a degree in international law, and then she went to work for a privately owned national printing company. There she worked for nine years, where she gained the experience she needed to start out on her own. “I had a desire to make a difference, to employ people and pursue excellence,” Levan told The Suit. “My father told me to do what you love, and the money will follow.” So, inspired by his words and the lessons of her family history, that’s what she did. The transition was made easier by the fact that Levan had always provided reliable, professional services to the clients she worked with. Those customers remained loyal to her when she started the company; they even paid for jobs in advance, solving the cash-flow problem. In an attempt to cater to a large portion of the market, Quality Response provides laser printing and mail services for all types of companies, nation-wide. The projects are diverse—state government retirement packages, annual benefits packets for Fortune 500 companies, fast-food menus and other franchise needs, on-demand short-run prints of 100 to 5,000 copies—no job is too big for the company to handle, and no job is too small for the company to consider. The success of the enterprise is evidenced by the fact that the company will be completely debt-free by the end of this year, despite tough economic times. Levan knows the importance of staying flexible and adjusting staff when necessary, since business fluctuates all the time. “During the political season it’s all hands on deck,” she said, but when demand slackens, the company can survive until the next boom. On a broader scale, changes in business trends nationwide keep her on her toes. She notes, “both the economy and going green have had an impact. It used to be that a couple of million pieces of paper went out each month, but now services are more digital and 75 percent of people want e-mail invoices.”

“I had a desire to make a difference, to employ people and pursue excellence.” - Leila Levan, owner of QRS

Levan’s company is still growing despite these challenges, and she has strong opinions on what lawmakers can do to help companies like hers. “I hope that government doesn’t tie the hands of small business owners in the future,” she said. “There are no more manufacturing jobs, and large corporations are down-sizing.” With regard to the health care bill, she reflects, “in the short term, there’s uncertainty. Insurance disclaimers and coverage may change, and investors may be more nervous. But the long-term effects may be positive.” Levan is practical about her business, but she’s also optimistic. She’s come a long way since her days racing horses on the family farm, and she’s sure to find more success ahead for herself and her employees at Quality Response Services Inc.

2010 DECEMBER THE SUIT 53

gives off vapors when a fire is ignited. It is all-weather resistant and does not react to the environment or execute harsh chemicals that can harm it. As well, it surpasses other fire-rated materials such as plywood or gypsum.

by Mary Ann Vaccarello
Water in the walls no longer means that a homeowner may have a mold problem on his/ her hands, but, rather, a different kind of firewall. International Barrier Technology, Inc. (IBTGF), a publicly traded company based in Louisiana, has developed a fire-rate product called Pyrotite – a strong material that is replacing old fire-safe technologies. According to IBTGF President and CEO Dr. Mike Huddy, the chemical formulation for this technology was first developed in Norway during the 1870’s. During these past 20 years of implementing improvements, IBTGF has perfected this new process technology to create a fire-safe alternative for private homeowners and residential builders. The process is trademarked by Flamblock and sold through MuleHide Products, Inc., and by Louisiana Pacific Corporation (since January 2009) under LP Building Products. By integrating cement technology with wood technology, IBTGF has created a fire-rated wood panel that increases people’s safety dramatically and deters the chances of completely losing one’s home. “There’s been materials that have been around historically that people have used,” explained Dr. Huddy, “but now, [we have] a different way to build a firewall. What we do is basically bring the strength and ease of use of wood together with the fire-resistance of non-combustible cement.” Toxin-free and environmentally friendly, Pyrotite is a mixture of magnesium oxide, fiberglass and water that

One of the videos on IBTGF’s website demonstrates how flameretardant Pyrotite really is. In the video, firemen on the scene lit two shacks – one was made with LP Flameblock and the other one was not. The flames engulfed the untreated OSB structure within minutes, but the flames barely did so to the treated one. Pyrotite can be used in any part of a home, including roof decks and parting walls that divide multifamily residential buildings, and it can be used in portable classrooms, office trailers, and other types of construction.It provides the same strength required in the building of stable structures and can be added to stucco, brick, and stone. It comes in arrays of thickness, trimmings and sidings. It’s easier for builders to handle and cut with less waste than with regular wood or cement, and it has more durability as it does not fall to the usual wear and tear, nor is it susceptible to damage from termites. The current economic downturn has given IBTGF ample time to brainstorm on how to better expand its products and create time-saving manufactured goods. Dr. Huddyasserts that, despite prevailing economic conditions,this small company has increased its business and, he believes, is gaining in market shares. He further advises that building owners should “think beyond what they’re doing now” and be more expansive in selecting the products they’re now using.

PROTECTING PEOPLE AND PROPERTY FROM FIRE

iStockphoto © Selahattin BAYRAM

Going Green with Synthetic Motor Oil
by Gary Stevens
With grit and determination, William Durand, owner and founder of SEL/Amsoil Academy, has used his farm-raised backbone to carve out a solid career providing affordable synthetic motor oil to consumers across the country. His SEL/Amsoil enterprise is affiliated with Amsoil Inc., the brainchild of Albert J. Amatuzzio, whom Durand describes as a close friend and father figure. Amatuzzio had the foresight to see the potential benefits of synthetic lubricants early on. He created the company, then called Amzoil, to produce and market the product. But Pennzoil, looking out for the proprietary use of the letter ‘Z,’ challenged the company’s use of the name. Amatuzzio was forced to change the spelling, but the publicity he received from the battle put his company on the map, and today the company he founded has members all over the United States. Durand’s affiliate alone has over 200,000 members, who buy and sell Amsoil synthetic lubricant products directly. Durand began as a member of the company back in 1974, and has been working with Amsoil ever since. “We immediately got relocated to Alabama,” he recalls, “and we started a group there. That just took off like a house on fire; my own company got started in April of 1976, and by December we already had 450 members in the organization.” He later relocated to the Lake Superior area, where his original company name—Southeastern Leaders—didn’t fly. So he shortened it to SEL/Amsoil, has since watched his company grow in leaps and bounds. Durand loves working with Amsoil because it’s a multi-level marketing organization with integrity. Individuals who join the company begin as members, he explains. “Every time you make a purchase as a member, you get commission credits. Then, if you achieve 3000 commission credits a month— which is maybe $4000 in wholesale products—that makes you a direct dealer. When you do that three months in a row, you become a direct jobber, at which point you can move up different levels.” As a veteran Amsoil worker, Durand is one of only two people worldwide who has achieved a seven-star status, the highest possible ranking for Amsoil employees. Durand’s direct, common-sense approach to business dates back to his early days. Raised on a farm in Wisconsin, Durand wanted to see the world, and as part of the Air Force ROTC he visited over 60 countries. He secured command positions in Texas, Europe, the Pentagon, and Vietnam, where he earned a bronze star. Later, he taught at universities in Wisconsin, Minnesota and Alabama. “I got to meet the Southern folks, so when I retired [from the military], luck and circumstance led me to start SEL/Amsoil with my wife Donna.” Bill and his wife were able to start off on the right foot because of the flexibility of the job. “Amsoil can be done right from home,” he told The Suit. “The wife had six kids, and she wanted to do something at home so she could watch them. With Amsoil, we could do that.” But business expanded quickly. “We went from the kitchen table to the basement to another office to another floor, and we just kept adding. Now our home is a really nice office with an elevator.” They have also recently started a new endeavor: a SEL/ Amsoil museum. As Durand explains, when you have a good thing, you want to spread the word. “We have 320 acres of recreational space, and we’ve got really good contractors working there,” he said. “It doesn’t come cheap, but we wanted to do more for our organization than anyone else was doing for their organization.” Durand is enthusiastic about his work because he knows that his product is first-rate. “If you want a good tomato sauce, start with good tomatos, and then [economies of] scale will lower your costs,” he explained. “The fuel savings [brought about] by using our synthetic oil means that it more than covers any added cost. Big truckers even call it ‘free oil’ because it improves performance so much. Using special Amsoil filters, which keep the oil clean; truckers get as much as 400,000 to 500,000 miles on an oil change. It is pure. And it’s easy to deliver, not requiring a truck to dump oil into twenty different lines.” And the environmental benefits are also important. “Being synthetic, it helps to keep water and the ground clean. You don’t have to fight wars over it,” Durand said. “And the longevity [as compared to] regular oil means there is less waste.” Durand and his wife know that the work they’re doing is good for the country as a whole. Considering the environmental benefits of the product and the freedom of autonomy for employees, he says, “it’s good for America. It keeps it strong and independent and free.”

Metallurgy engineering
by Eric Daniels
In an era of evolving technology, when low-footprint business is at a premium and everything needs to be paperless, wireless, waste-free and hassle-free, fewer people than ever are specializing in raw materials. But when NASA needs to build a booster rocket using the right types of metal, or when a group of college students needs an advisor to help them create a solar car that can ride for 2000 miles on nothing but sunlight, or when a factory machine breaks down due to insufficient materials, metallurgy consultant Wayne Reitz has the expertise to make things work. Reitz is an independent contractor for his business, Reitz Metallurgy [ w w w . r e i t z m e t a l l u r g y . c o m ] The company offers several services to its clients, including metallurgy training, failure analysis, software modeling, and corrosion investigation. The Suit wanted to know what motivated Reitz to work with metal in the first place; he told us that in fact, he had originally studied nuclear engineering. But he realized that a career in the field was not ideal for him. “I did a job interview when I was still getting my bachelor’s degree,” he recalls. But once he learned more about the position, a frightening realization made him change his mind. “I found out that I could end up like Homer Simpson, sitting at the control panels all day,” he joked. Instead, Reitz finished his studies and then embarked on a journey with his wife. “I went into the Peace Corps for two years, and after being in the desert for so long, I didn’t consider myself a nuclear engineer anymore!” he said. Reitz decided to go back to school with a different focus. “I had to think about what interests I had,” he said. “I thought long and hard, and there was one undergraduate course I had taken on corrosion, and I remember 56 THE SUIT DECEMBER 2010 thinking how remarkable and interesting it was.” Reitz earned a doctorate in Mechanical Engineering and went into the metal industry; today, his independent company has been in business for 10 years. Based in Fargo, N.D., Reitz Metallurgy has worked with clients all over the country, from Florida to Washington. The recession has resulted in some loss of income for the small business, but Reitz has taken advantage of the downtime to focus on marketing. He’s created and improved a website to make his services available to a wider audience, on top of existing ads in magazines and on the radio. He has also invested in Google adware, and he continues to gain customers through word-ofmouth as satisfied clients tell others about his services. Most of Reitz’s work has been in failure analysis. When big machines fall apart—often costing manufacturers millions of dollars—Reitz can provide the expertise to make sure the problem is resolved. He explained that many companies tend to cut corners when purchasing their material, focusing more on price than quality and attempting to fix equipment on their own. In a weakening economy, that mistake becomes more common, and things break down. The end result is mechanical failure and even lawsuits; in those situations, Reitz can assist in proving claims against insurance companies. He has also done work for NASA; they needed to build some components of a booster rocket using non-spark coding. That means it was up to Reitz to determine which types of metals would fit the design without creating dangerous sparks. Metallurgy is a niche field with a narrow focus, but Reitz has seen its importance firsthand. For every 250,000 mechanical engineers, there are only 1000 metallurgists who understand that the compounds of metal create a whole world of a difference in productivity. Mechanical engineers can only go so far,

Providing innovative

but Reitz believes that many companies should look for employees who specialize in metallurgy. “I think there would be fewer problems that way,” he said. “You’d have to pay somebody a salary and benefits, and sometimes companies look at the short-term investment as non-productive, but the return on that investment I think would be quite large because you’d have somebody on staff to deal with these problems. They come up routinely.” If someone within each company had some expertise regarding the mechanics of metal, many costly breakdowns could be prevented. To that end, Reitz makes an effort to spread the knowledge he has gained over the years by working part-time as a college faculty member. His courses in Mechanical Engineering at North Dakota State University keep him in touch with the next generation of engineers. Through the university, Reitz was involved in an exciting engineering project; he served as a faculty advisor for a team of students competing in the American Solar Challenge. The race requires

competitors to design and build a solar-powered car, and its course runs through several cities along Route 66. Reitz worked with a group of industrious undergraduates. “I told the students it was their car, their race, and this was the only time they were allowed to tell me what to do.” The team accomplished their goal—a 2000-mile journey in under 10 days— with limited resources. “Our car was a low-end car. The rule of thumb is the lightest car wins, but since we were a young team, we had to use donations. So the brakes that we had to use came off a forklift,” he recalls with a laugh. Despite the extra weight, the team’s car made it all the way from Chicago to Los Angeles using a solar panel that generated about the same level of energy as a hair-dryer. These days, Reitz is working on marketing his business while anticipating an economic recovery. As long as companies across the country are using metal in their manufacturing, Reitz will be on hand for training and consulting. As a specialist, he’s one of few who can deliver the focused advice and analysis that his clients need.

2010 DECEMBER THE SUIT 57

Exterra Delivers Water in Abundance
By Gary Stevens Debra Magnuson’s work is not for the faint-ofheart. She’s the owner of Exterra Drilling Company, and it’s a tough business that she’s grown to love. Together, she and her husband deliver the earth’s most vital resource: water. The couple operates two drills, and she provides water for clients on a planned schedule. But emergencies come up too, and Magnuson is always ready. “I’ve gone out in the middle of the night with a flashlight, looking for the source of a water problem,” Magnuson said with a chuckle. That is no surprise. Magnuson has American spunk that sees her through the rough-and-tumble road of running a small business. When she opted to start a company, it was a surreal experience. “I went into the bank and they laughed,” she quips. Undaunted, she found a private investor, and ever since the business has spread by word of mouth; Exterra’s fantastic customer service consistently earns good references. Magnuson is a businesswoman with a heart, and she sometimes provides free labor to people who can’t afford to pay for it. Her background prepared her well, instilling strong discipline, common sense, and a healthy team spirit. Magnuson never was a shrinking violet; at the tender age of eighteen she joined the Marines, working at the Camp Lejune base in North Carolina. “I had a ball!” she remembers. Believe it or not, she was involved with a grooming class on her base, bringing her unique charm—complete with “green eye shadow and red lipstick: Camp Lejune colors!”—to life on the base. She’s seen a lot, and today Magnuson is blunt in her assessment of modern life. “I enjoy working, but I don’t see that work ethic today.” She is critical of the administration, saying “it’s a scary deal running a small business with the way the country’s being run.” She is opposed to the recent health care bill and worried about increased costs to the small business owners, citing bonds for unemployment insurance and employers’ taxes. “It scares the hell out of me. If government is gonna force businesses, it’s going to put people out of business,” Magnuson said. She expresses a general frustration with the health care bill and with health care in the United States. “One sick individual and they raise the rates,” she said. Magnuson believes instead in eliminating frivolous lawsuits, which she believes contributes to the high health care insurance costs. Her words of advice: “You get outta life what you put into it. I went into everything as an adventure, learning and getting as much as I could out of every experience. And I have fun doing it.”

Drilling for Success

Allour Massage Interclinics: The Healing Touch
by Catherine Park In these tough economic times, as bills pile up and bank accounts dwindle, the extra stress can be hard to handle. But entrepreneur Deborah Allour knows how important it is to maintain physical and mental well-being, and she doesn’t underestimate the power of a healing touch. As President and CEO of Allour Massage Interclinics, she’s in the business of keeping her community well-balanced. Allour, who founded her business in the hopes of being able to help others, believes massage therapy is beneficial for adults and children because it relieves physical, mental, and emotional stress. In the last 13 years, the overall number of people receiving massages has increased by 2.5 percent, Allour said. Despite economic downturn—or perhaps because of it—clients seek massage therapy as a way to ease the tension. It’s not only for clients who are injured or suffering from age-related pain, she explained. It’s beneficial for people of all ages. “I live with my daughter and two small grandchildren—a two and a five year old—who all love to get massages from me,” said Allour. “It does keep them in balance.” To cater to a diverse clientele, the clinic offers plenty of massage options to fit every personal preference, from simple stress relief to deep tissue therapy. “People think it’s such a robotic thing,” says Allour, but she is working to change that perception. “Each client is very individual, and each client needs a very individual massage.” To survive as a small business, Allour keeps it local. Her business thrives on lasting relationships, so there’s no need for her to advertise outside of her own community. Her loyal clientele of 40 to 45 regulars, some of whom have followed her since she graduated from therapy school, make up the foundation of her company. “I was able to get these people to trust me so well that they go to their neighbors, business associates, and family members,” said Allour. “All of them say, ‘You gotta go see Deb, she’s gonna fix you up and you’ll never have this problem!’” 2010 DECEMBER THE SUIT 59

Point-of-Care Diagnosis A New Weapon in the Fight Against HIV
By Gary Stevens “People [with HIV] can live fairly healthy and normal lives, if treated, but obviously they can’t get treatment if they don’t know they’re HIV positive,” said Larry Siebert, CEO of Chembio Diagnostic Systems, Inc. It’s been estimated that at least 20% of the people in the US who are HIV positive are not aware that they are infected. Chembio is working to solve that problem. The company develops, manufactures, licenses and markets point-of-care diagnostic tests and technology for the detection of infectious diseases. With POC (Proof of Concept, i.e., verifiable) technology, people can take a diagnostic test and learn their HIV status in one hospital visit, and they can be immediately referred to treatment options. In a timely development, President Obama has unveiled a new strategy in the fight against HIV and AIDS. The goal is to increase the proportion of people who are aware of their condition from 79% to 90% by 2015. “You could almost say that President Obama and his Office of National AIDS Policy have adopted the strategy of companies [like Chembio] that are in the point-of-care rapid detection HIV business,” he said. At the core of Chembio’s pipeline of new diagnostic tests is their patented Dual Path Platform technology, or DPP®, which allows for the development of m u l t i p l e x tests for multiple diseases, or for different stages or aspects of a single disease. “DPP® has certain benefits and features that allow certain kinds of point-of-care tests to be developed that either cannot be, or cannot nearly as effectively be, developed using lateral flow and other platforms,” Seibert explained. “What exists today in the market, including the tests that we have in the US, are tests that are based on lateral flow technology. All the action occurs on one strip,” he said. “When you’re dealing with a more viscous sample, like oral fluid, it’s better to separately provide for the reaction of the sample with the targeted analyte as compared with a lateral flow test where the colored indicator is combined with the sample before it even reaches the targeted analyte. “With DPP®,” he offered, “you tend to have better sensitivity – meaning that you have a better chance to pick up weak positives, but you also have better specificity, meaning you don’t have nonspecific binding, which can show a false positive result.” Two of Chembio’s DPP® tests for screening with oral fluid and for confirmation of HIV have already been approved in Brazil, and the oral fluid HIV screening test will be submitted to the FDA in 2011. Chembio’s lateral flow HIV tests are already FDA approved and sold under the brand of Alere Inc., a leading POC diagnostics company. Alere distributes the product to hospitals, physicians, clinics, and public health organizations, both nationally and internationally. The applications of DPP® are wide-ranging. Chembio’s HIV tests, which screen for antibodies in whole blood or in oral fluid, are less labor intensive than other testing options. They require no special equipment, are easy to

“With DPP® you tend to have better sensitivity, meaning that you have a better chance to pick up weak positives, but you also have better specificity, meaning you don’t have nonspecific binding, which can show a false positive result.” - Larry Siebert, CEO of Chembio

use and read, and need only a minimal sample volume. “Our lateral flow HIV tests are basically the same technology, for all intents and purposes, as the home pregnancy test. It’s that simple; DPP® has improved performance over lateral flow through provision of an intermediate incubation step,” Siebert said. Today, only one oral HIV test, Oraquick, has been approved in the US.“The CDC [Center for Disease Control] conducted a study in Mozambique earlier this year. They compared our product to the Oraquick product as well as to two of the leading blood tests used throughout the world,” he said. “Our test performed the best of the four. [It] performed with specificity of 100% and the sensitivity of 99.8%.” Chembio is also conducting clinical trials for a point-of caretest for syphilis in the US. Currently, syphilis tests are administered, sent out, screened and, if initially positive, tested again to confirm the results. That process can take days or weeks. The amount of time necessary to confirm a diagnosis can deter people from receiving treatment for syphilis, though antibiotics can effectively cure the infection. “With our DPP® Syphilis Screen and Confirm,” Siebert affirmed, “you can screen and confirm a case of syphilis with one single POC testing device in 15 minutes.” In an exciting development, the company has entered into a million dollar development contract with the CDC to create an immune status influenza test, which enables public health officials to locate areas of exposure in the US and the different strains active in those areas. “It’s not a test to see if somebody has the virus or is sick. It’s simply to see what strains they’ve been exposed to, to help understand what strains are traveling to what regions of the country,” Siebert explained. There is also work in its early development stage for an oral fluid test for Hepatitis C. Chembio’s DPP® technology even offers potential veterinary applications, including production and domestic animals. Other potential applications include food

safety, environmental screening, bioterrorism, forensics, agriculture and industry. As the possibilities for its products grow, so does Chembio’s success. Areas of the world in which Chembio has worked include the US, Africa, Mexico and Brazil. A 2004 collaboration with Brazil led to four more royalty and licensing agreements entered into in 2008, under which technology developed by Chembio will become available for use in Brazil. Brazil will then have the ability to manufacture its own products to combat HIV and other infectious diseases. As mentioned above, two of these products are now approved in Brazil. Additional agreements are under discussion. One of the biggest challenges facing the U.S.is making the HIV test available over-the-counter. “Because of this continuing segment of our population that is not aware of its status, many key opinion leaders in public health, such as Dr. Bernard Branson at the CDC,[aresupporting attempts to have these testsbecome available for overthe-counter sale to consumers, provided [that] appropriate regulatory approvals and conditions are taken into account,” Siebert said. “That’s something we’re working on.” The company originally started with 20 workers and has grown to nearly 120 employees. Since the FDA began to approve Chembio’s products, business has swelled. “We feel we have a strong market position now. We’re close to 1820% market share,” said Siebert. With revenues growing at 30% per year, DPP® technology is driving the company’s growth, opening more opportunities for new collaborations. “One of the challenges that we have now is that people don’t know us because our products are not being marketed in the U.S. under our brand – yet,” Siebert emphasized. The newly approved diagnostic testing products will enter the market by the end of 2010 with the trademarked Chembio brand and the DPP® mark. The company’s participation in the World AIDS Conference in Vienna, Austria, this past July and in a March for AIDS Awareness in New York City, along with other forms of outreach, is helping the brand become a household name. 2010 DECEMBER THE SUIT 61

Ampakines, a Ground-Breaking Development

of connections,” says Mark Varney, Ph.D., CEO and President of Cortex. “Ampakines work by enhancing the communication between the connections in the brain. In doing so, they are able to facilitate learning and memory, and to overcome some of the chemical imbalances that can occur in the brain with certain diseases.” In patients with psychiatric disorders, such as schizophrenia and ADHD, for example, certain areas of the brain fail to function as they would in mentally healthy individuals. Ampakines, Dr. Varney says, “allow the brain to recruit these malfunctioning areas and overcome these imbalances.” The innovative aspect of Ampakine technology is the mechanism by which it operates in the brain. Unlike some anti-depressant drugs which modulate the serotonin neurotransmitter, or drugs that are used to treat Parkinson’s Disease, which modulate the dopamine neurotransmitter, Ampakines modulate the glutamate neurotransmitter system. Glutamate is, in fact, the most widely used neurotransmitter within the brain and is central to learning, memory and other cognitive tasks. The innovators at Cortex consider Ampakines, as a glutamate modulator, well-suited to treat diseases involving cognitive deficits. They can also facilitate the production of growth factors within the brain. “These are proteins that our brains make, and they actually are sort of nurturing agents to brain cells that are not functioning very well; they also help stabilize

Mark Varney, Ph.D. By Lorenn Peer Schizophrenia. Parkinson’s disease. Attention Deficit HyperactivityDisorder (ADHD). Autism. Alzheimer’s Disease. One thing they all have in common: all are candidates for treatment with a groundbreaking new class of drugs called Ampakines, now in clinical development. Studies show that Ampakines have the potential to effectively help overcome these psychiatric and neurological disorders in ways unparalleled by current drug therapies now available on the market. Cortex Pharmaceuticals Inc., an emerging Californiabased neuroscience company, has been focusing on the development and future commercialization of Ampakines since the mid-1990s. Discovered in 1993 at the University of California in Irvine, CA, by Professor Gary Lynch, Ampakines are small molecules that are synthesized in the lab and are designed to be taken orally in the form of a pill. Once ingested, they get absorbed into the blood and enter the brain. “The brain is filled with connections – trillions 62 THE SUIT DECEMBER 2010

Cortex is not alone when it comes to its faith in the promise of these revolutionary drugs. The Michael J. Fox Foundation, where Dr. Frasier works, recently awarded Cortex a grant.
memory formation,” said Mark Frasier, Ph.D., Associate Director/Team Leader of Research Programs at the Michael J. Fox Foundation for Parkinson’s Research. One particular protein brain-derived neurotrophic factor (BDNF) is turning out to be a very important player in neuroscience today, he explained, “and Ampakines can facilitate the release of BDNF. Based on animal data support, we found that when brain cells are stressed from a certain insult to a particular part of the brain, like during a stroke, or with some of the peptides that exist in Alzheimer’s Disease, BDNF may be able to rescue them.”

Cortex is not alone when it comes to its faith in the promise of these revolutionary drugs. The Michael J. Fox Foundation, where Dr. Frasier works, recently awarded Cortex a grant. The money will be used to fund a year-long preclinical efficacy study of Ampakines. The study involves inducing pathology of Parkinson’s in mice and treating them with Ampakine molecules, and then looking for the drugs’ physical effects on the animals’ brain cells. “If successful and everything goes as hypothesized,” said Dr. Frasier, “[Ampakines] will provide what we would call a ‘neuroprotective effect,’ whereby the compounds will preserve the loss of particular brain cells that are lost in Parkinson’s Disease – [in effect] protecting them.” Unlike current drugs used to treat Parkinson’s and which treat only the symptoms, Frasier added, “Ampakines actually have the potential to protect the brain cells from further damage and death by increasing the neuroprotective factors of the affected brain cells. That’s exciting!” BDNF can also help stabilize immature neurons that are seen in autism patients – Cortex’s most recent area of interest. The company was recently granted exclusive worldwide rights by the University of California to develop a molecular combination of Ampakines and metabotropic glutamate receptor 5 antagonists (mGluR5 antagonists) in order to study their potential to treat Fragile X, the most

common genetically proven cause of autism. “Obviously, autistic children and adults have very significant cognitive impairments,” stated Varney. “They typically have lower IQs and low sociability.” Ampakines, he explained, can improve sociability, emphasizing how excited he is about the prospect of helping to facilitate incorporating autistic people into mainstream society. Of course, the road from animal labs to human testing to FDA approval, and finally to pharmacy shelves, is a long and arduous one. “We would not expect to be on the market before 2014-15,” said Varney. “Part of the problem is that we’re a small company, and we haven’t as many resources as larger companies.” Varney is devoted to guiding Cortex’s development of this novel class of drugs. He believes Ampakines will not only benefit people suffering from disease, but will also have deeper implications for society at large. “Consider Alzheimer’s, for example,” he offered. “The Alzheimer’s Association reports that currently over five million Americans suffer from the disease. It’s going to be a tremendous burden on our healthcare system.” Hefurther pointed out that not only does the disease affect patients, but often family members who sacrifice their own lives and jobs to care for their loved ones. “Ampakines really have the potential to slow down or to delay these people going into nursing homes,” he added, “And if they can do that, it will have a really huge effect.” Certainly,it’s a worthy endeavor.

Drug Discovery

Preclinical

Phase 1

Phase 2

Phase 3

Respiratory Disorders
Drug-induced Respiratory Depression Sleep Apnea

CX717 CX1942 CX1739 CX1739 CX2076 CXxxxx CX1846
Low Impact Ampakine High Impact Ampakine

Neurology & Psychiatry Dirsorders
ADHD

Alzheimer’s Disease Parkinson’s Disease

2010 DECEMBER THE SUIT 63

Preventative A Life Dedicated to
By Gary Stevens Throughout the developing countries, Dr. Victor Rosenthal has devoted the past 20 years of his life to reducing the incidence of health care acquired infections (HAI). He has even donated 60-to-70% of his yearly physician’s income to a foundation he created – the Foundation To Fight Against Nosocomial Infections – in order to raise awareness and money for this laudable cause. At first, Rosenthal’s concerns had fallen on deaf ears. “Back then, in developing countries, HAI was not part of the agenda,” Rosenthal said in his interview with The Suit. “As infection doctors in Argentina, we worked as consultants, going from hospital to hospital. At my hospital, patients were dramatically dying from HAI at an extremely high rate,” he asserted. “I discovered lack of infection-control practices, and I changed the process and reduced the incidence of HAI and mortality.” He then made the decision to find a systematic and standardized solution to the HAI problem in all developing countries of the world. He analyzed extensive the data he collected on HAI rates and infection-control practices. Simple practices, he realized, such as cleanliness protocols, needed to be structured, and compliance with these practices needed to be monitored. In 2002, he formed the International Nosocomial Infection Control Consortium (INICC), a nonprofit international research networkto enlist hospitals and countries in the campaign. “Now, because infection control is a global problem, everyone is extremely hungry to learn about INICC,” he said, though it’s been a long road, he added. 64 THE SUIT DECEMBER 2010 Rosenthal earned his medical degree at the University of Buenos Aires in 1988, and then completed fellowship programs in Internal Medicine and Infectious Diseases from 1989 to 1992. Since 1989, he’s worked in hospitals, in which setting the suffering of patients and their families due to the fearful consequences of HAI had a powerful impact on him. “I was struck by the fact [of finding] that HAI infection rates in Argentina are five times the standard for American hospitals. So I decided to shift from the area of infectious disease diagnosis and treatment to the area of infection control and prevention.” Since 1993, Dr. Rosenthal has worked with a group of physicians editing the National Infection Control Guidelines at the Infectious Diseases Society of Argentina. They developed guidelines to reduce HAI, but the guidelines were not implemented. “Regulations on their own do not bring about changes in healthcare workers’ behavior,” he realized. Immediately, he began to conduct surveillance of device-associated infections at hospitals in Buenos Aires; those infections included central line-associated bloodstream infections, ventilator-associated pneumonia, catheterassociated urinary tract infections, and surgical site infections. By 1998, he had helped create an innovative system. “There are two components,” he said animatedly. “One is Outcome Surveillance, to measure rates of HAI; the other is Process Surveillance, to measure compliance with Infection Control Guidelines by health-care workers.” Rosenthal developed the guidelines, forms, manuals and training programs as well as database and statistical software in order to facilitate the analysis of these data. By 1999, he had clinical proof that the implementation

“Because infection control is a global problem, everyone is extremely hungry to learn about INICC.” -Victor Rosenthal

Measures Helping Others
iStockphoto © Andresr

of his Outcome and Process Surveillance system had produced significant improvement in patient safety, ultimately reducing costs. Within a year, three hospitals had implemented the system, with supportive results that were published in peer-reviewed journals and presented at international scientific meetings. He underwent further training, graduating from a program in Clinical Effectiveness sponsored jointly by HarvardUniversity and the University of Buenos Aires in 1999-2000. Then Rosenthal had a further inspiration. “Hospital Administrators want to save money,” he said, and went to work developing tools by which to measure the cost-effectiveness of infection control. Two years later, Rosenthal began receiving invitations to present his model of measurements in Colombia, Mexico, Brazil, Peru, Turkey and India. “In all of these countries, healthcare workers showed a willingness and eagerness to be trained in my methodology,” he said. The Health Department of Bogota, Colombia, and the Undersecretary for Innovation and Quality in Mexico have also requested his assistance and counseling. This was the beginning of INICC. In the ensuing years, theorganization’s training and research activities began making waves around the world, with hospitals from Brazil, Colombia, Peru, India and Morocco joining the INICC. By 2005, the organization further enhanced its international status with the creation of an International Advisory Board. In 2006, the INICC published its first multicentric study in the peer reviewed journal, Annals of Internal Medicine. That exposure made INICC’s system a world standard for measuring healthcareassociated infection rates in developing countries. By then, the breadth and diversity of participating countries had proven no less than remarkable as INICC members now included Croatia, the Philippines, Pakistan, Kosovo and Macedonia. In 2007, Rosenthal created the Foundation to Fight Against Nosocomial Infections (FLIN) in order to garner wider support for low-resource healthcare facilities worldwide.“FLIN was set up to enhance INICC’s scientific activities by raising funds,” he said. Currently, Uruguay, El Salvador, Costa Rica, Lebanon,

Nigeria, Cuba, China, Panama, Tunisia, Venezuela, Greece, Lithuania and Vietnam have also joined the fight against HAI as members of INICC. As of last year, hospitals of 39 countries worldwide have joined – 15 from Latin America (Argentina, Brazil, Chile, Colombia, Costa Rica, Cuba, Dominican Republic, El Salvador, Guatemala, México, Panamá, Peru, Puerto Rico, Venezuela, Uruguay); 13 from Asia (China, India, Jordan, Lebanon, Malaysia, Pakistan, Philippines, Saudi Arabia, Singapore, Sri Lanka, Taiwan, Thailand, Vietnam); 10 from Europe (Bulgaria, Check republic, Greece, Kosovo, Lithuania, Macedonia, Poland, Romania, Turkey, Ukraine); and 5 from Africa (Egypt, Morocco, Nigeria, Sudan, Tunisia). In effect, the programs developed by Rosenthal and the INICC have grown popular directly because they work. Unfortunately, however, Rosenthal admitted, “We have a lack of dollars, and therefore a lack of professionals to [send out to hospitals] to institute surveillance methods and train people.” In the December 2010 issue of SHEA’s (Society For Health Care Epidemiology of America) official peer review journal, indexed in pubmed as, “Infection control and hospital epidemiology,” INICC posits how it is possible to significantly reduce the HAI rates by 54% and mortality rates by 58% in 15 developing countries. INICC now looks to apply this strategy in all 144 developing countries worldwide, and not just in those 15 countries. Dr. Victor Rosenthal is working aroundtheclock to see his vision of lowered HAI and HAI-related mortality rates a reality. Constantly speaking at international scientific conferences around the globe and utilizing the INICC network, he continues to advocate for patient safety. The HAI crisis threatens hospitalized patients, more so in developing countries, and it can be fought by applying infection control guidelines, by monitoring practices and procedures, and by providing performance feedback to healthcare workers. The INICC offers an effective and feasible model for the developing world, but what hampers its work is lack of funding, which factor remains a hindrance so long as it depends mostly on people like Rosenthal, who, as a major donor to FLIN, donates 60-to-70% of his personal income. He needs help to fund his work, and he hopes that more people around the world will donate to the cause and help make his dream of patient safety a reality. 2010 DECEMBER THE SUIT 65

Cellular Wisdom A Fantastic Journey
by Gary Stevens
Wearing a habit in a convent, then peering into microscopes, doing neuroscience research in the halls of academia, and, finally, having the freedom to write and mentor others – becomes a journey enabled by insight into using the human cell as a model for our individual/ social selves. Joan C. King, author of The Code of Authentic Living – cellular wisdom,” is such a person. “As Chair of the Department of Anatomy and Cellular Biology for Tufts’ medical, dental and veterinary schools,” she recalls, “I was [also] central director of all research programs in human reproduction.” She adds, “In dealing with faculty, I saw there was so much struggle – for ‘success’. I thought, who am I without titles and roles? I turned to the body as a model [for] how to thrive.” Offering people a rich and rewarding perspective through her business, “Beyond Success,” King explains, “[involves] coaching, training, mentoring, and continuing education for advanced coaches. My clients have to be ready to work. In each meeting, we create a road-map for action.” She has mentored twelve coaches in the last 2 ½ years, using face-to-face and telephone meetings. “A client typically sees me for eight two-hour sessions,” she continues. “We see what has allowed you to do certain things well and what stopped you.” It’s a practical approach from a professional who is confident of her ideas, based upon sound scientific principles. In The Code…, she writes, “The life of [a] cell, whatever its function, is orchestrated from within by an abundance of stored information,… the evolutionary blueprint coded into DNA and RNA is translated effectively and harmoniously into a cell’s sustaining and communicating activities. The synchronicity of molecular events within cells and between cells is a symphony of reliable and repeatable events.” 66 THE SUIT DECEMBER 2010 She further writes, “Every cell has the same DNA but they’re not the same, they specialize, use a different part of DNA. Cells learned that when they went from being single-celled to multi-celled, collaboration was essential… an individual must [also] learn to specialize and, with that specialty, cooperate with others.” According to King, “When we try to be something we’re not, we feel stress… it’s easy to know when you’re in alignment… it’s very natural, resonates the truth of who you are.” Religion and science/academia did not address the full spectrum of King’s human needs and talents. Religion lacked the intellectual challenge and creativity. Science/academia lacked the compassion. Her array of inborn potentials represents the core, the center of her being. “Cells which make up the organs and systems of the body direct their activities from a centrally located nucleus… I knew that if I did not begin to live from the center of my being, I would collapse or explode from the tension,” she writes. King’s prescription for centeredness is spelled out in her book. “I provide a mirror for people to view the resources of the essential self and the vast energies available to them as a result. This helps them to understand that their stumbling and bumbling behaviors are not all that they are. “Cellular wisdom tells us that we can help to rebalance our lives by finding ways to express emotions, promote feelings of love and warmth, and avoid negative thinking. Each of these re-balancers has been shown to reduce variability in the heart rate. “I encourage my clients to view their disconcerting behavior in its fullness, without self-deception, while simultaneously being aware of the wise essential self, always accessible,” she writes. “The local self is very concerned with how it looks and can thus be very defensive. Harsh or overly critical feedback

brings the local self to the fore, ready to do battle.” “Establishing a strong connection with the essential self is the foundation for transformative change,” she asserts. Once we establish a strong connection with the essential self, we need to connect that essential self to others. King speaks of the principle of amplification which “allows cells and systems to act in concert to produce a larger or more complex outcome than any single cell or system could produce alone. “We explore ways that you as an individual can amplify your values or belief within your community to trigger positive social changes – the larger and more complex your social network, the easier it is for the ideas and values to spread to others. “Do you want to make a difference in the world – the clear message from cellular wisdom is make connections. The action of a person with a welldeveloped social network can set off a chain reaction of amplified effects [and] impact… Act! Take a small, but public step,” she readily asserts. What about preconceived notions and prejudices? “Processing information may involve a mental process that is explicit and verbalized, requiring time and attention. This mode is slow and deliberate. Or it may involve a more automatic mode of processing. [In our social interactions], when we meet someone

who would normally evoke our [engrained, automatic] schemata, but who, in some way, does not conform to our mental map, we may recognize that our automatic mode of processing is inadequate and [we may] shift to a [more] deliberate mode. Shifting from an automatic mode to a more deliberate way of processing… bring[s] our schemata to consciousness and help[s] us to formulate a new view.” In The Code…, King makes an interesting allusion to the boundaries we seem to form around our social selves which tend to isolate. “Like all living beings, cells cannot thrive in isolation. Although they have boundaries – membranes that define their limits and maintain their integrity – those boundaries don’t isolate the cell; much of each cell’s activity is directed to communicating with other cells.” Unfortunately, in socialized human beings, those boundaries of the self get in the way of our core being. She says, “Be present in the moment – people are usually either being angry at the past or wanting to change the future. The only moment of decision is now, so pay attention to cues, internal and external.” Currently, King is Professor Emeritus at Tufts, splitting her time equally between writing, speaking, coaching and coach training. Her mission statement is “To greatly and expansively unfold my decision to love and help people evoke their greatness.”

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MKV Design Reveals AD.apt at Sleepotel

MKV’s design concept exemplifies how a guestroom that is, in effect, several rooms in one can provide hotel operators with the potential of greater revenue and hotel guests with an environment they can control to meet their needs. “More than ever before, hotel managers need to optimise their rooms,” says Maria Vafiadis. “We have suggested how this might be done while achieving the highest quality experience for the guest.” MKV Design worked with a number of the most respected names supplying the hotel sector today in the development of AD.apt. These included VDA, GIA Equation, MOB, Contardi, Brintons, Tektura, Moroso, Cassina, Baumann Dekor, Cliq Designs, Hypnos, Architainment and AC/DC. Also linked with the Sleep Event are the European Hotel Design Awards. This year MKV Design was honoured with the “Best Suite, Interior Design of the Year” for its creation of the Presidential Suite at The Romanos Luxury Collection in Costa Navarino, Greece.

(London – 10 December 2010) Luxury hotel and resort interior design company, MKV Design, revealed its blueprint for a transformational hotel bedroom at this year’s Sleepotel, a showcase of creative concepts that is part of Europe’s leading hotel design and development forum, The Sleep Event. Named AD.apt, the concept room explores the potential to combine smart and elegant design with advanced technology and lighting in a vision to achieve the holy grail of hotel-keeping – a room that provides a truly customised guest experience. AD.apt transforms through day and night. In one single space, the guest may work, relax, socialise and sleep as completely as if he, or she, were in several quite separate environments. “As we increasingly live in a different way from a generation ago – enabled to do so by technology and under pressure to do so because of global warming – the expectation is growing that we must have the ability to transform our immediate environment,” says Maria Vafiadis, managing director of MKV Design. “For hotels, this is a really exciting opportunity. The chance to be different by allowing guests to fully customise their experience.” AD.apt is an orchestration of luxurious contemporary furniture specially designed by Maria Vafiadis founder of MKV Design to adjust to each incarnation of the room together with the soft furnishings, beautiful light fittings and stylish accessories that guests would expect to find in a five-star hotel guestroom. In the centre of the set is a large glass screen which, by way of projections, can transform from a multi-channel TV to video Skype screen to a multitude of artworks and much more. The room is controlled through pioneering, yet easy-to-use, inroom systems designed to deliver significant energy saving efficiencies for the hotel and personal choice to the guest who controls the environment via an iPad. 68 THE SUIT DECEMBER 2010

AD.apt room set with translucent screen

AD.apt room set with projection on screen

MKV Design Wins 2010 European Hotel Design Award for The Romanos
(London – 1 December, 2010) Hospitality interior design practice MKV Design has been honoured with a European Hotel Design Award for its creation of the Presidential Suite at The Romanos, a Luxury Collection Resort in Costa Navarino, Greece. The Royal Villa Koroni was awarded “Best Suite, Interior Design of the Year” for being what the judges described as, “the epitome of understated elegance with its beautiful original interiors and continuity of design.” The panel also stated that the manner in which “the indoor-to-outdoor experience makes the most of the location particularly caught the judges’ eyes.” The Romanos was the first hotel to open in Navarino Dunes, the initial phase of Costa Navarino, a collection of luxurious eco-resorts that will extend along Greece’s Peloponnese coast. The setting is magnificent: to one side ancient reinstated olive groves and mountains; to the other untouched dunes garlanding a beach that sweeps around the Bay with the Ionian Sea beyond. The Romanos Presidential Suite is a confluence of all that this location has to offer. The Suite is located at the farthest end of the hotel in its own grounds. Its 640 sq metres, across three levels, include a thalassotherapy and sauna suite, a gym, a master bedroom with two dressing rooms,

two further bedrooms and butler’s quarters. Outside, the pool gives onto a series of decks to provide light or shade and a range of glorious views; a private sandy beach has been created extending down to the dunes. Gently flowing water connects outdoors with the interior channelled from the pool into the ground floor where it circulates the stairwell and lift. The two principle areas on the ground floor are the sitting room and dining room with its stunning doubleheight volume soaring to a gallery accommodating the study under a traditionally crafted exposed timber roof. Throughout, the walls are finished in alternating layers of polished and textured creamy stucco achieving a smart and very subtle envelope. Flooring is a dark oak timber, fabrics are natural linens, cottons and silks in neutral tones and the furniture is modern and sleek. The three bathrooms are in offwhite Greek marble and off-white mosaic with the finest bronze details. The curated artwork, which explores the region’s ecology, is all by young Greek artists with the exception of a collection of 18th Century prints in the dining room that depicts the nearby fortress town of Koroni. 2010 DECEMBER THE SUIT 69

About MKV Design
MKV Design is a London-based interior design practice that specialises in the luxury international hotel and resort sector. Working with owners, developers and leading global hotel groups, MKV develops outstanding, individual solutions that distinguish its projects and ensure they serve the test of time. The practice is also sensitive to local history and culture and, because it appreciates that beautiful hotel interiors are both art and business, maximum effort is put into interpreting clients’ goals and market trends in a creative but, at the same time, financially viable way. Founded by Maria Vafiadis over a decade ago, the practice’s portfolio encompasses chic urban hotels, grand historic establishments, business hotels and new-build resorts that reflect a genuine interpretation of architectural and geographic reference. Current/recent projects include The Romanos Luxury Collection and Westin, Costa Navarino, Greece; Hotel Schweizerhof, Bern; Hotel Royal-Savoy, Lausanne; Hotel Palace Burgenstock, Switzerland; the Angsana Santorini for Banyan Tree; a new Regent hotel in Abu Dhabi; Elea Golf Club Cyprus; The Alcron and Lannova hotels, both in Prague; the refurbishment of The Sheraton Grand, Edinburgh; and MKV’s second Radisson Blu in Johannesburg. Additional information can also be found at w w w . m k v d e s i g n . c o m . The prestigious European Hotel Design Awards, held annually in the UK, recognise the outstanding achievements of architects, designers, operators and developers of hotels. The awards – now in their 13th year - are judged by an expert panel, including prominent travel editors and industry professionals, and are part of The Sleep Event, Europe’s leading hotel design and development forum. For further information and hi res images, please contact:

Su Pecha/Alicia Sheber at ESP Business Development +44 (0)208 374 6320/4476 asheber@espbusinessdevelopment.com

70 THE SUIT DECEMBER 2010

Space to Meet 21st Century Style
London – 5th November 2010 – The avant-garde Andaz Liverpool Street hotel, (Hyatt’s latest lifestyle brand), in the City of London has just added a delightfully original addition to its meeting options in a refurbishment of its Gallery and Upper Deck within the central atrium. Designed by Wilsdon Design Associates with project management by Confluence pcm and fitout work undertaken by StructureTone UK, the Gallery and Upper Deck now provide between them a flexible range of pre-function, break-out, reception and informal meeting options all within an exciting and high quality contemporary envelope. The centrepiece of the new Gallery is a unique feature wall that serves to contain fridges, ice wells and storage but has been so designed that when not in use it appears to be an intriguing art installation. Built on-site and comprising numerous laminates, timber and mirror elements, the wall acts as the signature piece; it also serves as the wall to the staircase leading to the Upper Deck. The wall has been cut back at the bottom of the stairs and replaced by glass – a simple solution to the previous problem of guests being unable to see the staircase hidden entirely behind a solid wall and therefore not realizing that there was an upper level. The timber to the stairs has been refreshed and, elsewhere, new timber flooring has been selected to match the original. Another issue for the project team

was the fancoil installation along one wall of the Gallery. This is now housed in a custom-designed unit in the style of the feature wall that also provides a buffet counter for larger functions. Lighting was key to creating a more inviting ambience. The fit-out project therefore involved new electrical installations including specialist lighting to both the feature wall and the buffet unit and high level tube lighting on rigs. All the lighting has been programmed for scene setting. StructureTone was also responsible for the refurbishment of the Gallery toilets, bringing them up to the highest quality standards. “The entire project, including strip-out, was completed by StructureTone in three weeks,” says Mark Ballantine who heads StructureTone’s Hotel Division. “This was achieved thanks

to a very collaborative approach between the hotel and all members of the team.” General Manager, Arnaud de Saint-Exupéry says, “Our newly refurbished Gallery will continue the consistency and harmony that the areas of Andaz Liverpool Street are renowned for, while also embracing the “barrierfree” concept, which is part of the Andaz DNA. Similar to the Lounge, where guests are welcomed by our hosts to provide an easy and smooth check-in while comfortably seated and enjoying a glass of wine or a coffee and the Studio meeting room with its interactive kitchen and open service area, the new Gallery brings yet a more interactive experience with our guests, while creating a design-driven area with all modern comforts.”

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California Dreaming
Suzanne Furst Award Winning Designer
By Jean Paul Suit Staff Writer

The architectural layout of the entry hall necessitated the furnishing of its oversized space. Suzanne used eclectic art from the Lowe Gallery to bring it visual excitement and dimension.
A familiar face on HGTV Designer’s Challenge and the Style Network, Suzanne Furst, owner of Suzanne Furst Interiors, has a strong passion for interior design. Furst’s business is an award-winning design company based in Los Angeles. Speaking with The Suit Magazine from her California office, she explained that networking helped get her venture off the ground. “My business evolved through networking and industry events. It was there that I met manufacturers, vendors, and media professionals from Angeleno Magazine, Los Angeles Magazine, California Homes, Elle Décor and many others that I was published in, including the Los Angeles Times. My career would not have taken off if I hadn’t connected with all these people.” She founded her company in 1987, and for the past 72 THE SUIT DECEMBER 2010 23 years she has handled high-profile interior design projects, with the aim of surpassing her customers’ expectations. She strives to create designs that inspire her clients—not only on a visual level, but on an emotional level as well. Building on solid relationships, Furst works with a dedicated team to shape every project with great attention to detail. “ I have been fortunate enough to work with sub-contractors and vendors who provide the quality and workmanship necessary to fulfill my custom specifications.” Furst was born and raised in New York City, but moved to California to start her education. She received her degree from UCLA Interior Design Extension, and now she resides on the West Side, with a second home in Malibu, California. She loves art and architecture,

and her hard work affords her the opportunity to travel the world in search of design inspiration. Her eclectic style has allowed her to work at every level of interior design. Suzanne has a unique sensibility for providing a perfect color palette harmonious with each client’s environment. She is experienced in a myriad of different areas—including space planning, dramatic lighting, architectural detailing, high-end kitchens, and baths—and is known for her ability to create warm, comfortable and engaging rooms. Her extensive breadth of knowledge allows her to work within all design styles, including Old World, Traditional, Spanish, Mediterranean, Pan-Asian, Art Deco, RetroModern, Transitional and Classic Contemporary. Furst also has an environmental side. She supports ecological design, and is a proponent of green décor, integrating sustainable products into a client’s home environment. She thinks that the stylish and contemporary approach—“keeping it simple”—serves as a great metaphor for “keeping it sustainable.” She prides herself on recommending earth-friendly products, and she encourages manufacturers to produce fabrics, wall coverings and furniture using sustainable materials. A humanitarian at heart, Furst believes in giving back to the community. Currently, she sits on the board of Friends of Greystone, a non-profit organization in Beverly Hills that is working to restore and refurbish the historic Greystone Mansion for public use. She was also the creator and founding chair of Beverly Hills Garden and Design Showcase House at Greystone Mansion. Most recently, she finished a project for the Charles Cobb Apartments, a housing complex for the homeless in downtown Los Angeles. Her designs incorporated a palette of warm, inviting colors and a high style look, which has ultimately uplifted residents’ self-worth, inspiring them to reintegrate back into society. The development cost an estimated $13.1 million, including first floor offices for healthcare, case management and other services—a combination known as supportive housing. Residents pay 30 percent of their income in rent. So far, the Charles Cobb development has flourished, receiving much publicity in the media. “We have created a new model for affordable housing, funded by charitable groups.” Furst said. She is enthusiastic about her contribution to the community where she found success, and looks forward to a continued career of using her talents to improve the living spaces of others. 2010 DECEMBER THE SUIT 73

Mini Brute Service Co., Inc. 1025 Orca St. Anchorage, AK 99501 CALL US (866) 788-0816

A Bright Light in Anchorage
By Suit Staff Writer
The winters are long and the days are short in Anchorage, Alaska. But the nights aren’t so dark, thanks to Paul L. Buchholz, owner of Mini Brute Service Incorporated. With his extensive experience and constantly evolving expertise, Buchholz has made energy-efficient lighting available for residential, commercial and industrial customers all over the state of Alaska. Buchholz’s passion for lighting began right out of high school, when he took a job working for his mentor Bob Simpson at a local science shop. “I’ve been really into it since then,” Buchholz says. He’s worked in the lighting field ever since, and eventually earned a general contractor’s license. He’s been the proud owner of Mini Brute Service Inc. for more than six years, and he continues to make significant contributions to energy efficiency. One of Buchholz’s power-saving products was developed by NASA to help customers save on their household electricity bills. “With new technology, I’ve cut people’s light bills in half with a new style of lighting. This is better for the environment and everyone,” says Buchholz. Although the company sells residential, commercial, and industrial products, the bulk of their business is commercial. “In Alaska there is a lot of darkness in the winter, and businesses find it important to make sure that they can see properly and be safe during these times,” Buchholz says. The company specializes in three main areas; they provide interior and exterior lighting services, sign installation and maintenance, and energy efficiency upgrades. While his company continues to serve customers and companies throughout Alaska, Mini Brute Service Inc. has not been immune to the financial recession. “The economy has affected the company for the past couple of years, and business has slowed down a lot here,” he said. Still, he’s hopeful that things are beginning to turn around. “Last year was worse than this year, so I’m hoping it gets better. Right now business is starting to pick up, and it does get relatively busy in the winter time. Around mid-September or October, I’m backed up for about six to 12 weeks on orders,” Buchholz says. Buchholz has been working in the lighting industry for more than 30 years, and although he has had mentors like Simpson, Buchholz‘s main role model is his father. “Anytime I had a problem, he was there for me. I get my work ethic from him.” Buchholz recalls that the best lesson he learned from his father was the importance of accountability. “My word is my bond. If you make a promise, you better keep it; that’s what I live by.” According to Buchholz, hard work, honesty, and strong ethics are the keys to success, along with flexibility. “If you get stubborn and say ‘I’m going to do it my way,’ then you won’t be around for long because things change so much,” says Buchholz. He also believes in the importance of a solid workforce, explaining, “I am only as good as my workers, and I stand behind everything they do. If they mess something up, I will go out and fix it for free if I have to. I like to see the customers satisfied with my company’s work.” For that dedication, Mini Brute Service Inc. has earned an A+ rating with the Better Business Bureau, and Buchholz’s clients are happy with the service they receive. Buchholz continues to improve his work through lighting seminars and new marketing strategies. He is well respected as a leader in the lighting industry, and his goal is to encourage others to adapt to an energy-conscious lifestyle by swapping out regular light bulbs for more efficient ones. “Most people don’t think that they should do it,” he says, “even though the Environmental Protection Agency says they should, for the better of the world in the long run.” He hopes that he can use his business to make a dent in his community’s energy consumption. The company has not yet worked outside of Alaska, but Buchholz makes it clear that he will go anywhere service is needed. Buchholz is already planning new projects for the next year, and they include the continuing increase of energy efficiency throughout Alaska and in other states as well. For more information, please call 1-866788-0816 or visit www.Minibrute.net . 2010 DECEMBER THE SUIT 75

By Staff Writer Daniel Horowitz In the aftermath of the housing market’s boom and bust, the US real estate industry is recovering from a tough blow. It takes a savvy realtor to maintain a strong presence during a collapsing economy, and Arizona real estate agent Helen Anderson is one of few to have achieved this feat. “There are over 40,000 real estate agents in Arizona right now,” said Anderson. “In order to stand out, in order to be special, you have to give over and above. You can’t just put a sign out front and expect people to call you.” After years in the business, she knows that success depends on an extraordinary dedication to clients. Anderson got her start in real estate in the early nineties, and over time she has cultivated excellent sales skills, innovative marketing strategies, and consistent professionalism. Above all, Anderson believes that connecting with her clients on a personal level is essential for good business. “In my real estate, I’ve always used a hands-on approach,” she says. “I always stay in touch with my clients. They like the personal attention. Most become dear friends after our transactions.” Despite her early success in the nineties, Anderson was prepared for the fluctuating market. “Real estate has always been about valleys and mountains, and one has to prepare for it. I was very lucky by getting into it in the early nineties, because it was on its way to a mountain and stayed there for quite a few years,” she says. But she knew that good markets can’t last forever, and today she is reaping the rewards of good foresight. “I’ve always been a believer in cushioning everything you do, because there are going to be bumps along the road. With that mindset, I was prepared for it. Unfortunately, many agents could not sustain themselves. But the people with the experience, who had been in it for many years, knew how to do it.” Today, Anderson is not only a highly regarded real estate agent; she is also a motivational speaker, a sales trainer, a recipient of the prestigious People Build Award for the last fifteen years, and a member of the Chairman's Circle, which includes only the top one percent of realtors nationwide. Anderson doesn’t take sole credit for her incredible achievements; she owes much of her success and inspiration to her father. “My dad was my best teacher and mentor. He always told me about different philosophies, and it was really great because I had such a choice to go by,” she says. “He’d always talk about the ladder of success, and how you’d push the people in front of you and pull the people behind you, and you get up that ladder. But then he’d turn 76 THE SUIT DECEMBER 2010

At the Heart of Real Estate
around and say, ‘Just remember, when you follows in another’s footsteps, you can never lead.’ I had plenty of choices to pick from. He was quite a man.” The values she learned from her father stuck with her; today, in addition to her demanding responsibilities as a real estate agent, Anderson also makes an effort to give back to the community. “When I was in business many years ago, I always did my civic duty and collected toys at Christmastime, but I had never done anything truly personal,” she says. “But one year, over thirty years ago, I encountered this nun, and she was crying. I went over and asked, ‘What’s wrong? How can I help you?’ Then she told me that she’d had many doors slammed in her face that day. She had been trying to see if there were vendors that would give her broken toys and discontinued items so that she could give them to underprivileged American Indian children.” That conversation motivated Anderson to take things into her own hands. She organized a program to give Christmas gifts to underprivileged students at a Catholic mission on the Gila River Indian Reservation, and to children in southern Phoenix. On the last day of school before Christmas, Anderson and three friends don holiday costumes and visit individual classrooms to deliver the gifts. Recently, Anderson’s Secret Santa program was profiled on FOX News and CNN. “Santa will always come as long as I’m alive,” said Anderson. Her project has brought smiles to the faces of underprivileged children for thirty years running. Anderson brings that same personal touch to her work as a realtor, and she not only succeeds in her job, she truly enjoys it. “I’ve always been in the market for sales. I love the hands-on, face to face interaction and talking with people. I was naturally drawn to real estate in the early nineties, and I’ve loved it ever since.” 2010 DECEMBER THE SUIT 77

Can a small architectural firm take on highprofile projects and deliver excellent results? Absolutely, according to Paul Bormann, owner of Bormann Eitemiller Architects. From their office in Denver, Colorado, he and his wife, coowner Christine Eitimiller, consistently prove that the big jobs don’t always require big companies. There are two main facets of architecture— construction and design—and Bormann specializes in what he does best. “I’m more on the design side of things,” he told The Suit Magazine. Constructionbased projects often require considerable manpower, he explained, but that’s not the case in his line of work. “You don’t need an army of architects to produce a good design; you just need a handful of talented people.” And Bormann and Eitemiller have certainly shown that they’ve got the talent to tackle big projects. One of their most high-profile clients was actor Tim Allen, for whom they designed a custom house in Colorado. Bormann has also worked with larger companies, most notably the famous Pelli Clarke Pelli firm. With them, he worked on the Bank of America Corporate Bank of America Tower Center in Charlotte, North Carolina, a soaring, multi-tiered skyscraper that still ranks as the tallest building in the state. With all this experience behind him, Bormann continues to devote his talents to new projects in the Colorado area. One thing that sets Bormann Eitemiller Architects apart from other firms is Bormann’s ability to design each project with the client’s best interests at heart. “The nature of what separates me from the majority of other firms 78 THE SUIT DECEMBER 2010

by Catherine Park

is I’m very sympathetic with clients and their agenda, and I work very hard to create distinctive architectural solutions based on that sympathetic approach,” says Bormann. “I am not only sympathetic to the clients; I’m sympathetic to the conditions. If it’s a remodeling project, I’m sympathetic to the house. If it’s a site, I’m sympathetic to the surrounding nature. I’m always told by clients that this is what makes me different.” Bormann’s method of home remodeling relies heavily on that spirit of collaboration. He’s got a unique talent for sketching by hand, which comes in handy for communicating with clients. “At a meeting, I can draw a three-dimensional perspective of a building for the client,” he explains. “I don’t predetermine a design solution at the beginning of a project. I love that a client has a say in how the project evolves.” Bormann balances out his architectural work with personal projects too, making him a veritable jack-ofall-trades. He’s currently working on a children’s book, putting together a new website at paulbormannarchitect. com, and moonlighting as the lead guitarist for Pulse [insert link: pulsebandrocks.com], a local classic rock band. With all this going for him, he’s weathering the national financial crisis and optimistic about where his various ventures will take him when the economy recovers.

Founders Hall

Arctic Architecture with Warmth and Practicality
Guy Architects, founded by Wayne Guy in 1990, is an architectural boutique business. Innovation and quality are its hallmarks, incorporating bold forms and colors inspired by the landscapes of the North: incredibly blue skies, bright yellow roof-lines, and vibrant fall colors reflecting the abundance of birch in the Arctic environment. “We focus on architectural excellence. There is no project too big or small for our standard of excellence,” Guy told the Suit Magazine recently. That’s why he ventured into the business world on his own—the repetitious production of assembly-line designs was not for him. The more corporate world of architecture, as he put it, “was not a culture for improvement.” The firm provides services beyond simply design. He explained, “I work up the design documents, make a tender, solicit prices, and negotiate with contractors— all phases of design through building.” Guy also serves as a member of the Canadian Design Institute. In terms of green building, he practices several innovations. “I place insulation on the outside of a structure, with lots of windows, utilizing the light and feel of ambiance natural to the environment south of the Arctic Circle,” he explains. “We get almost 24 hours of sunlight in summer, so skylights and windows are important in my designs. In the winter we use indirect lighting, giving a sense of day. It’s peaceful, making it feel like you’re outdoors. We spend 98 percent of the wintertime indoors, so I create an indoor environment By Gary Stevens Suit Staff Writer

GUY

ARCHITECTS

which is not so oppressive.” Another feature of his designs is a new type of ventilation requiring less energy. It uses people’s warmth, with a lower velocity, “so there is less dust and cleaner air, which is also good for hypoallergenic kids and especially schools,” he said. A concern for the human side of design is reflected in one of his favorite creations, the Ecole Alain St. Cyr, a school and community center, which is considered one of the top 1000 buildings in the Americas. Many of Guy’s other projects have also been in the public sector. “There was a recent Canadian funding program for municipal infrastructure, from which I got several jobs,” he told The Suit. The firm has designed some of Canada’s most prominent structures, like the Canadian Broadcasting Corporation’s Yellowknife office building and the Canadian Justice Department headquarters. With all of his experience in the field, Guy can offer sound advice to emerging entrepreneurs: “Study the market and identify a market sector in which to specialize; pool financial resources; know what you like and do what you like.” The future looks bright for Guy Architects. “I have on the board a new convenience store and gas station. It’ll be a 10,000 square foot structure, with a strong cultural expression of the owners’ heritage as First Nations people,” he said. He is looking forward to this and other projects that will reflect both the wishes of his clients and the arctic beauty of Yellowknife. Guy’s emphasis on aesthetic appeal, his eco-friendly integration of the natural environment, and his careful awareness of cost add up to an enterprise that fulfills the needs of a diverse clientele.

Photos by Tim Atherton

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A Lifelong Connection to Count Basie
Not every kid gets to call a Count ‘dad.’ Not every kid’s dad has a buddy roster boasting the likes of Frank Sinatra, Ella Fitzgerald and Quincy Jones. Not every kid can stroll through Manhattan and stumble across a street named after his dad. But Aaron A. Woodward III, the informally adopted son oflegendary late jazz bandleader William “Count” Basie, can. Today, Woodward is CEO of Count Basie Enterprises, the administrative operation behind the Count Basie Orchestra. The iconic big band, established by the Count more than half a century ago, is still enrapturing audiences around the globe with the signature sound of Basie, 26 years after his death. Woodward, 63, an ordained minister and an accountant by profession, had assumed leadership over his adoptive father’s enterprise in 1983, a year before Basie died. Aaron Woodward III Story By Lorenn Peer, for The Suit Magazine “No, dear, you can’t push a car with a Cadillac,” she replied. They heard her, but the boys felt they knew more about cars than she did, and decided to “give it a go.” Of course, things didn’t go as planned; the Cadillac ran into the Jaguar and knocked out the grill. But good-spirited Ma didn’t reprimand them. In fact, says Woodward, she must have amusedly watched them do it through the window. “We learned that we shouldn’t have done it, but she gave us an opportunity to do something that we otherwise would not have had the chance to do.” Dad Basie was always on the road with his band, Woodward recalls, and often away from home. “He was a mystical character who would come in and out, and everyone would say, ‘Oooh,… Count Basie!’” he says. But despite Basie’s celebrity status, Woodward fondly remembers him being a very regular guy – warm, loving, kind and personable. “He would never disrespect another human being or say that your accolades or acknowledgment of him were any less than worthy of his best. That’s a classy guy.” As the years progressed, a very close and personal relationship grew between Woodward and the Basies. Even though he had parents who loved him, he says, the Basies took him under their wings and treated him as if he were their own, ultimately considering him their son. They remained close to him even when he left New York to attend college in Ohio. Upon graduating college, Woodward returned to New York and landed his first job with the First National City Bank. In fact, Ma Basie’s connections in the area (she was an avid community activist) helped him get the job. Woodward was eventually awarded a managerial position at the Madison Avenue and 65th Street branch in Manhattan. “It was a privilege,” he says. However, with the privilege came difficulty. As an African American, Woodward faced challenges at his job. “But I was taught never to be a crybaby, and this was part of what you had to deal with – so I had to deal with it.” And he did, for a while. But he grew to dislike the high-pressureatmosphere at the bank. “It was like being in a foreign environment

As a young man, Woodard never anticipateddevoting his adult life to running one of the most influential jazz bands in history. He grew up in 1950s and ‘60s in St. Albans, Queens when the neighborhood was home to such notable residents as Lena Horne, Ella Fitzgerald, James Brown and John Coltrane. He was barely ten years old when he first met his neighbors across the street – Count Basie and his wife, Catherine, whom he affectionately refers to as ‘Ma.’ Ma Basie and Woodward had an immediate connection. “My spirit and her spirit met, even when I was a little guy,” he says, describing her as “a piece of work.” She had a profound impact on his life, teaching him how to swim, how to think, and how to interact with young ladies. Most memorable to young Woodward, Ma Basie had taught him how to drive, using none other than the Count’s 1960 convertible Cadillac – the second largest Cadillac ever made, he says. This Cadillac also got Woodward into some trouble when, as a mischievous 14-year-old, he tried to use it to start Basie’s batterydead Jaguar – by pushing the Cadillac against it. Ma Basie had been working in the house when Woodward and his adopted Basie brother, Lamont Gilmore, said to her, “Hey, Ma, we wanna start up Dad’s car.” 80 THE SUIT DECEMBER 2010

behind enemy lines every day,” he says. Woodward eventually left the bank and took a job in a college budget office. Later, he became an insurance broker with New York Life Insurance Company. Despite the challenges, Woodward was building a successful career. By the 1970s, when Basie became ill, Woodward would occasionally take a leave of absence from work to accompany the Count him on the road. “To a person who hasn’t done it, it sounds like some glamorous, wonderful, great, exciting scenario – and initially it is,” says Woodward, “but it’s far more complicated than that, especially when you’re looking out for someone.” Nevertheless, it did have its perks. “When you have somebody of the magnitude of Count Basie, every time you turn around, there’s another person talking to him, and your mouth drops open,” he says. “It could be Joe Louis, Muhammad Ali, Bill Cosby, Stevie Wonder or Sean Connery. You want to act like, ‘Oh my gosh, it’s James Bond!’ But you can’t do that – you have to act like it’s normal.” In 1983, Ma Basie, who had kept the books for her husband’s busy orchestra, died of a heart attack, and Basie needed someone to fill her shoes. “She had her eyes and ears on everything, so nothing would happen to him,” explains Woodward. Valuing Woodward’s background in finance and management, and trusting him like his own son, Basie pressured him to step in. But for many reasons, Woodward was reluctant to do so. “First thing, I didn’t want him to feel like I was trying to sponge off of him,” he says. Moreover, Woodward was already a husband and father of two at the time, which would make all the necessary traveling difficult. But the Count knew there was only one man fit for the job. “To me, it was the highest compliment that’s ever been paid to me,” he says. “That he would consider me worthy to come in and assist him – watch his back.” In May of 1983, Woodward assumed leadership of Count Basie Enterprises, easing the burden on Basie. “Nobody would come to him during the last year of his life,” he says. “He would have everyone and everything comethrough me.” In his intermediary role, Woodward strove to live up to his mentor’s example. Basie was a genius in dealing with human beings, says Woodward. “It was his highest quality, and that’s what made him special and unique in terms of bandleaders.” Woodward admired him greatly for it, and studied his skills carefully; doing so, afforded him a crash course in the entertainment business. “And it’s not a normal business,” says Woodward. “Everybody is smiling at

“When you have somebody of the magnitude of Count Basie, every time you turn around, there’s another person talking to him, and your mouth drops open,” he says. “It could be Joe Louis, Mohammad Ali, Bill Cosby, Stevie Wonder or Sean Connery. You want to act like, ‘Oh my gosh, it’s James Bond!’ But you can’t do that – you have to act like it’s normal.”

you, encouraging you on the surface, and everybody seems to be for you – but, my gosh, that’s not it.” In fact, being an intermediary between Basie and his band members and clients won Woodward a fair share of resentment. Some of them had known Woodward since he was a child and did not like having to communicate through him. Woodward says this created discord within the family, and some people felt that he’d overstepped his bounds. “That wasn’t the case. I was doing what he told me to do,” he says, resolutely. Finally, in April of 1984, Basie succumbed to pancreatic cancer. From the time Woodward began working for Count Basie Enterprises up until Basie’s death, the adopted son had spent nearly every day by his side. He enjoyed many memorable moments throughout the course of his work for Count Basie Enterprises.However, one very special moment made an indelible impression on him: a 1985 lunch at the White House with President Ronald Reagan, and in the presence of Frank Sinatra, Jacques Cousteau, astronaut Chuck Yeager, among other notable guests. He was invited to receive, on behalf of the Count, a posthumous Presidential Medal of Freedom, American’s highest civilian honor. “I was just amazed at meeting Ronald Reagan, and I was amazed at his ability to make me feel comfortable,” he says. According to The New York Times, Woodward told hundreds of mourners at Basie’s funeral that Basie “would not want you to forget for one minute that [his orchestra] was the best on planet Earth.” In 2010, still faithfully running his adoptive father’s business, Woodward continues to convince audiences worldwide that his dad’s orchestra is still the best anywhere. Still making meaningful contributions to the world of Jazz with a 2011 tour schedule performing around the globe, the business continues going strong. “Above all, we want to keep the music true to the Basie way,” Woodward says. Grateful for all the good that has been bestowed upon him – being blessed with the ability to maintain a successful business and keeping Count Basie’s legacy alive – Woodward feels there is more to his success than a big band, good music, and hard work. “I would not have been able to keep the Count Basie Enterprise going without the support of my wife, Joan, and my sons, Aaron IV, Alan, Darnel, and Kevin,” he says. “And, I would not be standing now if not for my relationship with Jesus,” he quickly adds. 2010 DECEMBER THE SUIT 81

‘If You Got the Will, then Tae Bo Will Be the Way’
by Patty Hasting Suit Staff Writer

Fitness expert, actor and seventime world karate champion Billy Blanks explained the acronym of Tae Bo. “T stands for Total. A stands for Awareness. E stands for Excellence. B stands for Body. O stands for Obedience.”
As Blanks leads Tae Bo and martial arts classes at his Los Angeles studio, you would never suspect that the 55-year-old suffers from dyslexia and hip complications. He recently returned from Japan – a birthplace of martial arts. One of his fundamental concepts is that we need to understand our bodies. “Learn how to communicate with your body. Learn the things that your body can do and can’t do. I think that inspires people more because then you can set goals. People can see in their own eyes that they can achieve. Even if it’s an inch, they can achieve,” said Blanks, who stresses intrapersonal communication as vital to physical fitness and who believes that fitness begins with a state of mind. “If you can change your insides, you can change your outsides,” he added. Nobody would be walking,” Blanks quickly concludes. Tae Bo’s mix of martial arts, boxing and dance requires a discipline and focus in order to make totalbody workouts a part of one’s lifestyle. The form he developed has worked for millions of people, as it results from effort and initiative. “If you got the will, then Tae Bo will be the way. You need to step out. You need to work hard,” Blanks said.

During our interview, he stressed that practicing regular exercise later in life proves difficult if doing so has not already been part of one’s lifestyle. But that does not mean you have to over-do it. Physical fitness, as a lifestyle, could mean a 15-to-20 minute workout, and not necessarily every day. According to Blanks, everybody exercises differently, depending on what one’s body wants and needs. His oldest student, Blanks differentiates between exercising for weight at 102 years old, works out three to four days a week. loss and teaching physical fitness as a lifestyle, “It’s like a marathon. You run it at your own pace.” the latter being part of who you are, what you expect from yourself; it requires dedication and Blanks collaborated with his daughter, former Ju Jitsu offers lasting results. It is something you can learn. World Champion and Junior Olympic Gold Medalist Shellie Blanks Cimarosti, on his latest project, “PT “When you come out of your mother’s womb, everybody 24/7 Workout.” It encourages people to know their is taught. Everybody expects a baby to walk between bodies and use fitness as a communication tool. By nine to 12 months. Everybody expects that. So, walking linking mind and body, he makes physical fitness is a lifestyle. Can you imagine if a baby said to his a responsibility, as essential as eating and walking. momma at a certain age, ‘Mummy, walking is too hard.’ He say to those who try to integrate physical fitness
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into a busy life, “Don’t try to do things. Just do.” With a team of less than half a dozen direct employees, Blanks reaches an international audience through fitness programs and DVDs. By speaking to hundreds of people all over the world, including those in the Armed Forces and as a member of the President’s Council for Physical Fitness and Sport, he gives people what his parents and teachers gave to him: unconditional love and support.

teaching others to communicate with their bodies, but, in order to do so they have to take that first step and start the conversation. After that, he is convinced that people will want and need the same thing out of a workout: motivation. “They need you to put your hand on their back and say, ‘Come on. Let’s go. Let’s do it.’” This support helps bolster fitness within families. Blanks explained that parents and kids who sweat together build their relationships, as they talk about their workouts. “If you take them and put them in a room and work them out together, all of a sudden you see things change.”

“You give, you receive. What you give out, people give back. And to me that’s what Tae Bo represents,” stated Blanks, who attributes his success – in terms of both professional and fitness goals – to community support. His humble background, as the fourth He believes that children who are not physically active of 15 children born in Erie, Pennsylvania, attests become bored. They misplace their frustration by hurting to his use of resources, and it is also evidence of themselves or other people. Through physical activity, his own sense of self-motivation and humility. their minds also become active. Accordingly, physical fitness empowers children to succeed in their studies, “The most important thing for me is giving back become stronger athletes and communicate better to my community because my community gave to with themselves and their families. To complement me. I remember back in 1978,” he recalled, “I had this self-empowerment effort, he founded “The Billy the opportunity to go to the world games, and to be Blanks Foundation,” an organization committed to able to go to the world games you need a sponsor. helping high-risk youth achieve their fullest potential. My community helped sponsor me, and I ended up winning a gold medal and the world championship.” Meanwhile, Billy Blanks continues to create new workout In his travels to over 100 countries, Blanks discovered videos to help individuals take control of their minds and that obesity has reaching into even the healthiest cultures. bodies. His advice is basic: “Keep stepping. Stay focused.” He believes that he can eradicate obesity through
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There are only a handful of ninth-degree Hapkido black belts in the US, and Grand Master Kwang Seek Hyun is one of them. In an unassuming two-story brick building on Chicago’s Western Avenue, Hyun offers classes in selfdefense, sharing lessons he learned as a young man in his native Korea. Since arriving in the USA in 1969, he has trained over 25,000 students and 6,000 police and corrections officers. As anyone with the most cursory knowledge of martial arts is aware, such success is not easy to achieve. The Suit wanted to know what drew Hyun to Hapkido as a young boy, and to learn more about his journey from a young martial arts student to a respected member of the Hapkido elite in the US. The martial arts form Hapkido is often translated to mean “the way of co-ordinating energy.” It strikes a balance between soft techniques such as Aikido and harder forms like Taekwondo. Hyun studied Judo in his childhood, but it was a boyhood quarrel that piqued his fascination with Hapkido. Arguing with a friend who was studying Karate, an impassioned debate soon sparked a contest over the superiority of their respective martial arts. Hyun lost the contest but gained an important insight, as he told The Suit: “I realized [that] Judo was geared to be a sport with rules, whereas Hapkido was a pure martial art.” Since then, Hyun has believed that aesthetically impressive manoeuvres might serve well in sporting contest, but are useless in proper self defense. Interestingly, Hyun’s first passion was not martial arts, but operatic singing. As a graduate of the music program at Seoul National University, he initially considered a career in musical performance. Luckily for Chicago’s Hapkido aficionados, Hyun realized that language barriers in the US might get in the way of

a singing career. After serving as a sergeant in the Korean Air Force, Hyun left his native Korea to travel to the USA in 1969, eager to make a “meaningful cultural exchange.” After an initial spell teaching Hapkido and self defence at Carroll College in Wisconsin, Hyun moved to Chicago, where he has been ever since. He has opened two mixed martial arts centers in the windy city, and since 1971, these schools have been the backdrop to a diligent and prodigious teaching career. Much of Hyun’s teaching in the States has focused on giving professionals the means to defend themselves against attackers. He believes that Hapkido’s particular effectiveness can be traced right back to one of its most fundamental principles. “Hapkido's principle is water: good balance, soft movement for hard attack, and hard movement for a soft attack. For example, if a 2x4 is swung at the head, avoiding is the best technique,” jokes Hyun. Many of the techniques employed in Hapkido derive from The Water Principle, or “Yu”. When rushing water meets an obstacle in its path, it flows around rather than into the obstacle. In the same way, many defense tactics in Hapkido are used to avoid direct confrontation, instead providing ways to use an adversary’s strength against them. Hyun employs a holistic approach to Hapkido, and defines the martial art as “the harmony of body and mind together”. The demanding training is “part of a better life” in which the emphasis is always on peace and defense rather than violence: “We train to build confidence in both body and mind so we don’t have to fight.” Training in Hapkido is not merely a means to win street fights – it is an end in itself. As one of the few ninth-degree black belts in the US, a Grand Master, a teacher and an inspiration to thousands of students over the years, what could be left to achieve for Hyun? His answer reiterates his passionate belief in the holistic approach to Hapkido, and suggests that, really, the journey never ends: “My goal is to build love and togetherness for people to understand each other well.”

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The Stingrey
Style and Substance in the World of Body-Building
By Gary Stevens The Suit Staff Writer
In Hawaii, the sport of body-building and the name Rey “Stingrey” Ronquilio are synonymous. For eleven years in a row, he was a top-five competitor in the national bodybuilding arena; he won the Masters Nationals in 2002 in the Mr. USA contest in 2003. Rey Ronquilio started as a personal trainer in 1991. “Then I got into body-building, and decided right away that I wanted to be ‘the guy’ in Hawaii,” he said in his interview with the Suit Magazine. It “Vital Fitness is a company that focuses on body transformations as a way to stay grounded,” he said. Workouts can be supervised on a one-on-one basis, or they can be learned via on-line training. A short, well-structured routine can be incorporated into a person’s daily lifestyle and have amazing results, or intensive training can help someone realize a dream of competing in body-building events and other athletic competitions. His approach to training results in a lowered body-fat ratio, enhanced sports performance, and an overall feeling of wellness. Always the showman, Ronquilio envisioned and is now producing The Stingrey Classic, an annual national qualifier in Hawaii. It gives bodybuilding, fitness, figure, and bikini competitors an opportunity to compete against the best in the nation if they win their division in this prestigious event. As an entrepreneur, Ronquilio has diversified his sources of revenue even further. In addition to Vital Fitness and the Stingrey Classic, his next goal is to produce a line of clothing with his wife, Pebblz. There is also a Junior Stingrey Classic for kids between 8 and 19 years old. “I want to get kids away from sitting at computers and television, and get them more into fitness,” he explained In addition, his knowledge in nutrition has also enabled him to market a line of U.S.P. Labs supplements. The key to his success, he said, is “finding something you really enjoy. I never have to go to ‘work’. It’s fun.” That attitude, combined with an emphasis on family and a keen interest in the connection between physical fitness and emotional health, has enabled Rey “Stingrey” Ronquilio to succeed in a very competitive environment. And he wants to help others achieve their dreams.

didn’t take him long to become that guy. In only his second contest, Ronquilio became nationally qualified by winning his lightweight class at the Hawaiian Island Championships, and began an 11-year streak of competitive success. That experience was later channeled into Vital Fitness, an enterprise Ronquilio established to help people develop their physiques, while at the same time enriching their overall lifestyle.

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Pieces of History Authentic Artifacts at the RR Auction House
By James Partridge Suit Staff Writer
When the Nazis began deporting Jews from Hungary in 1944, a Swedish diplomat in Budapest, Raoul Gustav Wallenberg, issued fake Swedish passports to Hungarian refugees, helping them to escape Nazi persecution. One of those passports ended up traveling – quite likely in the possession of one of those expatriated Hungarians – to the US, where it eventually landed at the offices of Bobby Livingston. In April 2009, his company auctioned the document in April 2009, and the valuable memento was sold to a happy collector for $13,700. Rare historical documents like the Wallenberg passports make history come alive, connecting collectors with the past and shedding new light on great historical events. That’s why Livingston, Vice-President of Sales and Marketing at RR Auction, is so passionate about his work. Based in Amherst, New Hampshire, RR is a midsized auction house that, each year, registers up to $10 million in sales of historical documents and autographs, and operates an online auction system that attracts 6,000 visitors each week. The business started out in 1980, Livingston recalls, “as a one-man, cut-and-paste operation on a typewriter.” RR Auction’s founder and current owner, Bob Eaton, had borrowed money from his grandmother to purchase a collection of artifacts from a local collector. Incidentally, that lot included a 1903 World Series program, which Eaton still owns; today, that program is worth over $100,000. Since that lucky first acquisition, Eaton’s business has enjoyed steady growth and an excellent reputation among collectors. That’s because the small company’s employees truly care about their work; they’re excited about the history and authenticity of all the artifacts featured in their catalog. 86 THE SUIT DECEMBER 2010

“We get to read famous dead people’s letters,” jokes Livingston. He’s excited about an upcoming project; RR will auction off a collection of objects from NASA space missions. “This is fun stuff to have, collect, and touch,” Livingston adds, further noting that RR’s clients will appreciate the items because NASA’s space program was “a crowning achievement of humanity, and people who witnessed that find it to be meaningful.” But the auction house business is not without the risk of loss, mostly due to forgeries and naive investments. Counterfeit artifacts are everywhere, warns Livingston. “If you walk into a shopping mall and see a wall covered in signed Beatles or Led Zeppelin albums, be very skeptical,” he warns, duly noting that “Maintaining an inventory of authentic, rare signed Beatles’ albums is next to impossible.” In order to prevent forgeries from slipping into their catalog and ensuring that their clients’ money is well-spent, RR Auction regularly engages the services of expert third-party authenticators, like Professional Sports Authenticator (PSA), a large public corporation. Because PSA has no financial interest in the sale of the items it evaluates, its authentication is trustworthy. RR Auction regularly enlists the assistance of PSA and similar companies so that customers can be assured of an item’s authenticity. “Customers need to buy from a reputable dealer,” says Livingston. He supports the use of thirdparty verification so that customers can feel secure. “We want to be double and triple sure!” That dedication to accuracy keeps the clients coming back. But there’s another advantage to efforts in verification – legitimized pieces sell for much more. The same item can go for two vastly different sums, depending on whether or not it has been

thoroughly examined and verified. For example, an autographed photograph of Albert Einstein once sold for $6,000 at an auction without an independent authentication process. Six weeks later, RR Auctions sold it for $75,000 – after the photo had been expertly scrutinized by outside parties and the auction house had translated a message Einstein had written on it. “You can turn a quick profit by [relying on] people with specialized knowledge; we just pay them for their expert opinion,” explains Livingston. Since the increased sales price on auction day exceeds the cost of authentication, this practice is a very smart business move – one of many reasons RR Auction’s customers are loyal to the company. The company’s website (www.rrauction. com) functions as an extension of itsNew Hampshireauction house. On it, customers can peruse pages and pages of rare autographs, historical mementos, and authentic official documents. Whether in person or via the internet, collectors can be sure that RR Auction’s items are the real deal. Meanwhile, Bob Eaton is always looking for new pieces to pass on – artifacts like the Wallenberg passports and souvenirs from the space race are about more than just turning a profit. Such objects serve as links to the past, and collectors and auctioneers alike do share in the excitement of handling a genuine piece of history.

RRAuction Official Time: Jan 1 2011 11:50:42 AM Thirty Minute Rule Begins: The Evening of January 12th at 7 PM ET Phone: +1 (603) 732-4280 | Fax: +1 (603) 732-4288 Our site looks & works best on current browsers; if you are experiencing difficulty using our site, please visit our browser upgrade page.

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NOvUS
On sunny Roosevelt Avenue in San Juan, visitors and natives of Puerto Rico peruse trendy accessories in a brightly lit retail store brimming with fashionable shoes and purses. This is just one location of Novus Inc., an accessories company that is growing its brand despite a rough economy. Based in the city of Guaynabo, Novus has been running for over 35 years. It’s recently added an online store, allowing the business to expand beyond its physical borders. The Suit spoke with Irma Perez-Labiosa, the company’s Chief Financial Officer, to learn more about the company’s growth. Novus was founded in 1973 by the current president, Carlos Caspellon. He chose the name ‘Novus’— Latin for ‘new’—because it reflects the company’s aim to offer the most recent, cutting-edge trends. Prior to the foundation of the company, Caspellon had an interest in men’s fashion; although he was an accountant, he often worked with shoe tailors in Puerto Rico. He eventually decided to create his own fashion retail business in Puerto Rico, Perez-Labiosa said. He opened the first store at the Santa Maria Shopping Center in the city of Ponce, and imported shoes from countries such as Spain and Italy. He also purchased La Favorita, an old chain store still popular in Puerto Rico. Since then, the company has acquired other stores including Bakers, and Naturalizer. Ownership remains with Caspellon and his kin. “It’s a family concept store,” Perez-Labiosa said. His son and daughter have taken interest in the business; it seems they’ve inherited Caspellon’s passion for selling fashion goods. Selling fashion accessories for both men and women, Novus offers a wide variety of shoes and handbags. The company’s primary customers are in Puerto Rico, where 68 of its stores are located, explained PerezLabiosa. But with the recent launch of its online store, the company was able to extend its customer base to US cities with large Latin-American populations. “We have a lot of people that are communicating with us, mostly our Latin customers in the cities like Miami, Orlando, and Houston,” Perez-Labiosa said. by Catherine Park

Still Stylish after 35 Years
Using surveys at their online store, the company collects basic statistics about their customer base. With this information, the company locates areas containing significant numbers of customers who purchase their products through the Internet. So far, one of the things they’ve learned us that Novus’s sales are significantly affected by cultural differences between Puerto Rico and the US. NonHispanic customers do place orders from the company, but these sales are limited. Differing concepts of fashion sometimes prevent the company from establishing a wider and more diverse network of customers, explains Perez-Labiosa. “American people like our shoes, but [our concept] of fashion is not accepted by everyone,” she says. “When we dress for work, for example, we [incorporate] more fashion into our look than American people do.” The online website may widen Novus’s existing customer base, and that would be a welcome change, Perez-Labiosa said. In the meantime, business remains steady, and Novus can focus on marketing its products to a consumer base that is already familiar to them. As Novus has grown, it has certainly seen some ups and downs. Recently, external factors have forced Novus to make various adjustments, PerezLabiosa said. The Puerto Rican economy experienced a downturn, and that affected the company. But flexibility was the company’s key to survival. “2006 was our worst year,” remembers PerezLabiosa. “We [had to make] a lot of adjustments.” Novus Inc. was forced to shut down stores that did not generate enough revenue and cut down employment. The company also implemented a new purchasing system and regulated their expenses and inventory. But now the worst is over, and with the establishment of an online store, Novus is using technology to expand their customer base. The company is growing while staying true to its commitment to new fashions, and Perez-Labiosa is optimistic about the future. “We work hard,” she notes proudly. “We have enthusiasm.”

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Lall and Company Ltd.
HEAD OFFICE 14 Flament Street Port of Spain Tel: (868) 623 8084 Fax: (868) 625 7105
www.lallandcoltd.com

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