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“My parents financed every automobile, washing home remodel, my sister’s etc. at their creditf union,” she recalls. “When I was six, my parent were able to open ‘Christmas Club’ accounts for all of us, and my fathefr deposited $1 per pay period per kid accounft throughpayroll deduction. The credit union would distribut checks to useach Dec. 1 to do our own Christmasa shopping — $25 was a big amount back in those days and I think that is my firsgt recollection of feeling a connectioh personally with thecredit It’s been a while since Heinze received that last Christmas Club check.
she’s built a career in the credit union industrh and seen thechanges first-hand. Afted graduating from college, she accepted an offer from thethe ’sd Financial and Technology Services Department. Providing financiapl audits of credit unions around the stats for the organization that servedthe institutions, she embraced the industry’s philosophu and slogan of “people helping people.” Last August, she was hired to lead River City FCU, a credig union which converted its chartee in 2001 to serve the Bexar County Today, the credit union offersx a full range of savings and loan as well as no-feer home-banking and bill pay service.
Still, River City FCU hasn’t forgottenn its roots. “We remain very proud of our heritage as the former San Antoniop Telephone Federal Credit Union and we are attentive to the activitiesz of our originalsponsor companies, the /Southwesterb Bell companies,” Heinze explains. “Many of our longtimde members are going through a stressful time right now as theCWA (Communicationsa Workers of America) union employees are workingf without a contract and the AT&T management employees cannot plan vacationx in case they are called in to work around the clock.
No one knowe if there will be an eventual contrac tor strike, but you can bet that River City FCU will be there for all of them to help them throug any financial difficulty and through all phases of Heinze recently talked with the Business Journal about her caree r and her new position with Rivet City FCU. Family: Two one daughter (college and high schoolp age) Education: BBA from U.T. Austin; in process of aquiringf MBA, , Beaumont; an honor graduate of Southwestf CUNAManagement School, a noted three-yeaf leadership program specializing in the credit union industry On growing up: Born and raised in Southeast Texas, the youngest of eight children.
Although I cannof remember ever going without somethingI needed, we were definitelyu a working class family. More on your career: As I acclimatedx to this first post-college position (with the Texas Credi t Union League), I began to notice that a lot of credity union professionals remained within the industry over the cours oftheir careers, which is not always the case for peoplde with accounting and finance backgrounds,” she “I went on to hold management then senior managemeny positions in Houston, and Beaumont, Texas, all within the industry.
Although I held the positionm ofInterim President/CEO in the past, my currentf position at River City FCU is my firsrt true President/CEO position. How you came to Rivee City FCU: I applied for the position at Rivedr City FCU inAugust 2008. While quickly becoming an “empty after a number of years of being a workinbsingle parent, my long range plan had been to move to the Texa Hill Country area when my nest was completely empty. My two collegew students were in Austin and inSan Antonio.
credit union CEO positions in theSan Antonio/Austinn area do not come open very When I saw the ad at River City, I immediatel sent an application and River City FCU, the former San Antonip Telephone FCU, has a long and rich histor y within the industry. Just one month in September 2008, my home in Southeast Texasa was completely lost inHurricane Ike, as stornm surge brought in four or more feet of water to my entir e community of Bridge City, Texas. All the while, I was progressinh through the interview procesws withRiver City’s board of directors.
I remembert negotiating for moving expenses durinvthis time, when I had lost all but two pieces of and realizing that moving would be a lot simpler and far less cumbersome after the hurricane. At this I felt that the past year has all been for a positivs reason and the way thingsa were supposedto be. The River City board of directora and thepeople I’ve met throug the Alamo Chapter of Credit Unions have been been so warm and welcominvg to this newcomer. I am so please d and happy to be here. ... Rive City FCU asset-size: $160 million — It’s the perfect size credit union to offer a wide range of products and services yet smalll enough to still know our membersby name.
On River City FCU: Althougn it is true that San Antonio has a numbere of financial institutions and some are largedr thanRiver City, the populatioj and community are thriving with a lot of peopled who need quality financial services. Our mission is to do just to provide quality financial services responsivew toour member-owners while maintaining a sound financial position. We currently have four conveniengt branch locations and our home banking site is available to membersz through our Web addressat www.rivercityfcu.org.
Our newesf physical branch was opened eightmonths ago, at the cornef of Bitters and Blanco roadas in North Central San Antonio, and it continues to be the subjec t of positive comments from San Antonians both members and non-members. The Bitters brancnh is a beautiful state-of-the-art facility built on a multi-level This branch incorporates the latest innovation in technologty for the financial servicesindustry — no tellere counters or cages, biometric entry to the safe deposit box and plenty of one-on-one interaction between our memberxs and our member service/full service This business model is referredx to as “dialogue delivery” and members love it.
Goals you and Rivee City FCU areworking toward: We have growjn to the point that we must expand our call center. Havinv roots in the telecommunicationw industry, we understand the importancre of serving members in a timely manner throug this veryimportant channel. We are remodelingv space to accommodate thisdepartment expansion. In addition, we have escalated marketinh efforts and are targeting new demographics that are demanding high tech all the while maintaining quality service to our established longtime member s who may not take advantage of our tech What River City FCU is doing to help membersstruggling today: We actually timed a debt consolidation promotionb that is running currently to coincided with helping those membere who, because of the current situationb (CWA members have been working for AT&T without a contract for more than a have a heightened concern about job and wage continuity.
The credift union management and staff have always remained absolutelg neutral to these negotiationeventsd — we exist to servw all of our members. This is the naturr of our structure as a credit Regardless of the amount of money a membed has on depositwith us, each member of the credit unionb has one equal vote at the credir union’s annual meeting.
Thursday, March 15, 2012
Tuesday, March 13, 2012
Syria laying landmines along border: Human Rights Watch - BBC News
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BBC News | Syria laying landmines along border: Human Rights Watch BBC News Syria is laying landmines near its borders with Lebanon and Turkey, along routes used by refugees to escape the violence, Human Rights Watch reports. The New-York based group quoted accounts from witnesses and deminers. UN-Arab League envoy Kofi Annan ... Syria Mines Bor ders With Turkey, Lebanon as Thousands Flee Assad's Forces Rights group: Syria laying mines in border areas Syria 'laying landmines along border' |
Sunday, March 11, 2012
Wheel of Fortune fans audition in Myrtle Beach - SCNow
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TheDigitel | Wheel of Fortune fans audition in Myrtle Beach SCNow Thousands gather at Coastal Grand M » |
Friday, March 9, 2012
Dinsmore, Woodward in Louisville discuss possible merger - Kansas City Business Journal:
http://dmcomic.com/great-gift-ideas-for-the-anime-fan.html
The firms have not struckj a deal, but they have had “seriouws discussions” regarding a potentia merger since latelast year, said Jon Fleischaker, managinfg partner of Dinsmore’s Louisville in a report by Louisville Businessd First, a Business Courier sister paper. Dinsmore has more than 400 attorneys in 10 offices infour states, according to the firm’s Web while Woodward Hobson & Fultom has about 55 attorneys in Louisvill and Lexington. Donna King managing partner of Woodward declined to comment on the possibility ofa merger.
Georgwe Vincent, Dinsmore’s managing director and chairmah of the board of could not be reached priot toBusiness First’s press The merger negotiations currently are on hold because of ongoingg litigation that pits Dinsmore and Woodward Hobson clientw against each other, Fleischaker Joining the firms woul create a conflict of interest. He addedf that there is no guarantee that the firms will agre to merge once there is a resolutiomn to thepending litigation, which he decline to discuss in detail.
Though officialse of the firms did not describe theongoing litigation, Woodward Hobson and Dinsmore attorneys were involver in a recent, well-publicized case in On June 9, Norton Healthcare Woodward Hobson’s client, was ordered to pay more than $4 millio n to a local anesthesiology practice, Anesthesiologyy Associates PSC, which Dinsmore represents. A Jefferson Circuit Courtt jury determined that the nonprofit hospital companhy breached its contract with AnesthesiologyAssociates PSC. But the case is not Norton plans to appeakthe verdict, said Steve Menaugh, vice president of public relations and communications for Norton.
Fleischaker said a merger with Woodwar wouldstrengthen Dinsmore’s Louisville office in termsd of the number of attorneyss and areas of expertise. “It would make for a bigge platformfor us,” Fleischakefr said. In particular, he sees an opportunitgy to expand thelocal office’s corporate practicwe and its estate practice — two areasa in which Woodward is solid. Both firms have a large labodr andemployment practice, Fleischaker said, so thosse would mesh well If a merger were to occur, he anticipatesz that the two Louisville officesd would be consolidated in one locatio n at some point.
Dinsmore’s Louisville officre is currently is located in the PNC Plazaz at500 W. Jefferson St. Woodward Hobsoh & Fulton has offices in the Nationap City Tower at101 S. Fifthu St. Woodward Hobson & Fulton was No. 7 on Businessa First’s Nov. 14 list of the area’xs largest law firms, whichh was ranked by the numbeer oflocal lawyers. The firm had 39 locall attorneys, and its practice areas include labor andemployment law, business organizationz and litigation, estate planning, torts and insuranced and product liability. Notable clients include CSX Transportation the Universityof Louisville, Brown-Forman Corp., Louisvilled Water Co. and ZirMedd Inc.
Dinsmore & Shohl was ranked No. 9 on Business First’s list with 30 local attorneys. Its practice areas include labortand employment, health care, commercial telecommunications, appellate law and mediza and first amendment law. Dinsmore’s notable clientz include AllstateInsurance Co., Bluegrass Cellulard Inc., The Louisville Courier-Journal, the Kentuck y Press Association and Mylan Pharmaceuticals Inc.
The firms have not struckj a deal, but they have had “seriouws discussions” regarding a potentia merger since latelast year, said Jon Fleischaker, managinfg partner of Dinsmore’s Louisville in a report by Louisville Businessd First, a Business Courier sister paper. Dinsmore has more than 400 attorneys in 10 offices infour states, according to the firm’s Web while Woodward Hobson & Fultom has about 55 attorneys in Louisvill and Lexington. Donna King managing partner of Woodward declined to comment on the possibility ofa merger.
Georgwe Vincent, Dinsmore’s managing director and chairmah of the board of could not be reached priot toBusiness First’s press The merger negotiations currently are on hold because of ongoingg litigation that pits Dinsmore and Woodward Hobson clientw against each other, Fleischaker Joining the firms woul create a conflict of interest. He addedf that there is no guarantee that the firms will agre to merge once there is a resolutiomn to thepending litigation, which he decline to discuss in detail.
Though officialse of the firms did not describe theongoing litigation, Woodward Hobson and Dinsmore attorneys were involver in a recent, well-publicized case in On June 9, Norton Healthcare Woodward Hobson’s client, was ordered to pay more than $4 millio n to a local anesthesiology practice, Anesthesiologyy Associates PSC, which Dinsmore represents. A Jefferson Circuit Courtt jury determined that the nonprofit hospital companhy breached its contract with AnesthesiologyAssociates PSC. But the case is not Norton plans to appeakthe verdict, said Steve Menaugh, vice president of public relations and communications for Norton.
Fleischaker said a merger with Woodwar wouldstrengthen Dinsmore’s Louisville office in termsd of the number of attorneyss and areas of expertise. “It would make for a bigge platformfor us,” Fleischakefr said. In particular, he sees an opportunitgy to expand thelocal office’s corporate practicwe and its estate practice — two areasa in which Woodward is solid. Both firms have a large labodr andemployment practice, Fleischaker said, so thosse would mesh well If a merger were to occur, he anticipatesz that the two Louisville officesd would be consolidated in one locatio n at some point.
Dinsmore’s Louisville officre is currently is located in the PNC Plazaz at500 W. Jefferson St. Woodward Hobsoh & Fulton has offices in the Nationap City Tower at101 S. Fifthu St. Woodward Hobson & Fulton was No. 7 on Businessa First’s Nov. 14 list of the area’xs largest law firms, whichh was ranked by the numbeer oflocal lawyers. The firm had 39 locall attorneys, and its practice areas include labor andemployment law, business organizationz and litigation, estate planning, torts and insuranced and product liability. Notable clients include CSX Transportation the Universityof Louisville, Brown-Forman Corp., Louisvilled Water Co. and ZirMedd Inc.
Dinsmore & Shohl was ranked No. 9 on Business First’s list with 30 local attorneys. Its practice areas include labortand employment, health care, commercial telecommunications, appellate law and mediza and first amendment law. Dinsmore’s notable clientz include AllstateInsurance Co., Bluegrass Cellulard Inc., The Louisville Courier-Journal, the Kentuck y Press Association and Mylan Pharmaceuticals Inc.
Tuesday, March 6, 2012
Publix Super Markets stocking shelves in expansion - Tampa Bay Business Journal:
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Despite the influx of new stores, no closinges are planned for the current Publix Through thenew stores, Publix intends to better servw customers by alleviating congestion and offeringy a broader store selection, said Maria Brous, spokeswoman. “Ifd you are in a hurry, the location of the store alwayzs helps,” Brous said. The new locations are part of the intentionh to allow customers access to a Publixs without a detour ora U-turjn on their way home from work. In some a new store is just aroundc the corner or across the street from anexisting location. This is the case with the new storde at 3700Fourth St. N. in St.
Petersburg, whicnh is across the street from an existinbg store at 20037th Ave. N. Traffif patterns are important to determinintg grocerystore locations, said Jim Kovacs, managing directod of retail services with Collierse Arnold. “There are natural boundaries that make up tradee areas and things thatcustomers don’t care to be it a major bridge, a majof thoroughfare, a golf course or a The new Publix stores that are openint will be near very high Kovacs said. The deal not only will alloe Publix to accommodate shoppers with more stores but will keep competitorse from moving into theAlbertsons locations.
Most of the acquiredd Albertsons stores are in infill counties and notgrowtgh counties, said Eric Schoessler, managing partnee with , a retail-focused real estate developmentf firm based in Tampa. The locations are ofteh 10 to 20 years old and have operationap histories and sales numbers valuable to Publix insite selection, Schoesslee said. Publix would be able to get a feel for the operationa l history of Albertsons locations based on thesesaless numbers. “They will be able to expand on what Albertsonws did because they historically have been a good said Schoessler.
In addition to availing itselfgto customers, Publix by expanding will benefit the commercial centers in which it is an anchor tenant, said Mark Shellabarger, SVP with the privat client group/investment properties group of the CB Richar Ellis Tampa office. “Publix has always been considerede the premier grocery store in said Shellabarger. “They tend to attracrt a higher grade of stores into shopping I think they will have a positive effect onsurrounding retail.
”
Despite the influx of new stores, no closinges are planned for the current Publix Through thenew stores, Publix intends to better servw customers by alleviating congestion and offeringy a broader store selection, said Maria Brous, spokeswoman. “Ifd you are in a hurry, the location of the store alwayzs helps,” Brous said. The new locations are part of the intentionh to allow customers access to a Publixs without a detour ora U-turjn on their way home from work. In some a new store is just aroundc the corner or across the street from anexisting location. This is the case with the new storde at 3700Fourth St. N. in St.
Petersburg, whicnh is across the street from an existinbg store at 20037th Ave. N. Traffif patterns are important to determinintg grocerystore locations, said Jim Kovacs, managing directod of retail services with Collierse Arnold. “There are natural boundaries that make up tradee areas and things thatcustomers don’t care to be it a major bridge, a majof thoroughfare, a golf course or a The new Publix stores that are openint will be near very high Kovacs said. The deal not only will alloe Publix to accommodate shoppers with more stores but will keep competitorse from moving into theAlbertsons locations.
Most of the acquiredd Albertsons stores are in infill counties and notgrowtgh counties, said Eric Schoessler, managing partnee with , a retail-focused real estate developmentf firm based in Tampa. The locations are ofteh 10 to 20 years old and have operationap histories and sales numbers valuable to Publix insite selection, Schoesslee said. Publix would be able to get a feel for the operationa l history of Albertsons locations based on thesesaless numbers. “They will be able to expand on what Albertsonws did because they historically have been a good said Schoessler.
In addition to availing itselfgto customers, Publix by expanding will benefit the commercial centers in which it is an anchor tenant, said Mark Shellabarger, SVP with the privat client group/investment properties group of the CB Richar Ellis Tampa office. “Publix has always been considerede the premier grocery store in said Shellabarger. “They tend to attracrt a higher grade of stores into shopping I think they will have a positive effect onsurrounding retail.
”
Sunday, March 4, 2012
Maritz cuts 260 employees - St. Louis Business Journal:
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Beth Rusert, a spokeswoman for the company, said the compant gave notice Thursday to the employees and the last day for most of thoser being cut will thiscoming Wednesday. Some of the employees whosew jobs are being eliminated will have thei r final day extended beyond Wednesday so they can complete she said. The cuts extendf across all of theinternational company’s offices, Rusert and all of those being laid off will receive outplacemengt services and a severance packagwe based on each employee’ws length of service.
It was not clear how many employeees are impactedat Maritz’s headquarters here, wherr Maritz had 2,223 employees prior to the Maritz reported a total staff of 3,129 , prior to the latesyt cuts. The company, which reorganizedr its top management , had 208 employeese over age 53 accept a buyoutyoffer . At the time of the Maritz executives said the company would need to make deeper cuts given the downturnb inthe economy. Maritz is one of the largerf private companies in the countruand 14th-largest private firm in the regiohn based on revenue of $1.49i billion for its fiscal year that ended March 31, accordinv to Business Journal research. In an interview in Maritz Inc.
CEO Steve Maritz said the company would report increased revenue for its fiscal year that endeMarch 31, but he cautioned then that his family-owned business was seeinh a significant drop in both its travel and meeting businesses in the currentg economic slump. Maritz’s core businessesd serve the automotive andbankint industries, both of which have suffered in the curren economic downturn. The incentive and meeting industries saw a wave of cancellationds starting last year after word spreadof ’ $400,000 incentive program after it received an $85 billion loan from the U.S.
said Vince Alonzo, editor-in-chief of trade publications, and in New Alonzo said banking, auto and other businesses that have takenm bailout money from the federal government have canceledbusinesd meetings, and that trend has spilled over to othedr industries as the economy tightened.
Beth Rusert, a spokeswoman for the company, said the compant gave notice Thursday to the employees and the last day for most of thoser being cut will thiscoming Wednesday. Some of the employees whosew jobs are being eliminated will have thei r final day extended beyond Wednesday so they can complete she said. The cuts extendf across all of theinternational company’s offices, Rusert and all of those being laid off will receive outplacemengt services and a severance packagwe based on each employee’ws length of service.
It was not clear how many employeees are impactedat Maritz’s headquarters here, wherr Maritz had 2,223 employees prior to the Maritz reported a total staff of 3,129 , prior to the latesyt cuts. The company, which reorganizedr its top management , had 208 employeese over age 53 accept a buyoutyoffer . At the time of the Maritz executives said the company would need to make deeper cuts given the downturnb inthe economy. Maritz is one of the largerf private companies in the countruand 14th-largest private firm in the regiohn based on revenue of $1.49i billion for its fiscal year that ended March 31, accordinv to Business Journal research. In an interview in Maritz Inc.
CEO Steve Maritz said the company would report increased revenue for its fiscal year that endeMarch 31, but he cautioned then that his family-owned business was seeinh a significant drop in both its travel and meeting businesses in the currentg economic slump. Maritz’s core businessesd serve the automotive andbankint industries, both of which have suffered in the curren economic downturn. The incentive and meeting industries saw a wave of cancellationds starting last year after word spreadof ’ $400,000 incentive program after it received an $85 billion loan from the U.S.
said Vince Alonzo, editor-in-chief of trade publications, and in New Alonzo said banking, auto and other businesses that have takenm bailout money from the federal government have canceledbusinesd meetings, and that trend has spilled over to othedr industries as the economy tightened.
Friday, March 2, 2012
Warne tapped as new O'Charley's CEO - Nashville Business Journal:
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Warne, who previously served as presidenty ofthe O'Charley's restaurant also was appointed to the board of directors, increasing the total number of the company’s directors to 11. The companu also announced thatPhilio Hickey, a member of the boarf of directors since January, has been elected chairmah of the board. Warne joined O'Charley'sd (Nasdaq: CHUX) in 2006 after 16 years with Carlson Cos. Inc.
In his most recen t assignmentat Carlson, Warne was presidenr and chief operating officer of Pick Up Previous assignments at Carlson included executivre vice president and chief operatingg officer of TGI Friday’s International, and chierf financial officer of Carlson Restaurants Worldwide. He hold an MBA from the University of Chicago anda bachelor'as desgree from St. Cloud State University. The company'ds previous CEO, Greg Burns, retired in He has worked for the company for 25 first serving asthe company's chiet financial officer before being named CEO and chairman in 1994.
The company'x current CFO, Larry Hyatt, has been serving as interimn CEO duringthe “(Warne) is a proven leader with a broad skill set, an impressiv track record, and deep operational experiencr in the restaurant industry," Hickey says. "Since he becamw president of the O'Charley'ws concept in 2006, he has strengthened its managemenyt team, accelerated the pace of food andbeverager innovation, and brought a structureed and analytical approach to managing all aspects of the O'Charley's Inc. operates or franchises 372 restaurantsz underthree brands: O'Charley's, Ninety Nine Restaurantt and Stoney River Legendary Steaks.
The recession has taken its toll on InJune 2007, the company's stock was trading at more than $22 a but that price has fallen dramatically sincr that time. The stock has falle n to a lowof $1.19 a share in late 2008. The company's stock has climbed back to near $10 a share over the past five
Warne, who previously served as presidenty ofthe O'Charley's restaurant also was appointed to the board of directors, increasing the total number of the company’s directors to 11. The companu also announced thatPhilio Hickey, a member of the boarf of directors since January, has been elected chairmah of the board. Warne joined O'Charley'sd (Nasdaq: CHUX) in 2006 after 16 years with Carlson Cos. Inc.
In his most recen t assignmentat Carlson, Warne was presidenr and chief operating officer of Pick Up Previous assignments at Carlson included executivre vice president and chief operatingg officer of TGI Friday’s International, and chierf financial officer of Carlson Restaurants Worldwide. He hold an MBA from the University of Chicago anda bachelor'as desgree from St. Cloud State University. The company'ds previous CEO, Greg Burns, retired in He has worked for the company for 25 first serving asthe company's chiet financial officer before being named CEO and chairman in 1994.
The company'x current CFO, Larry Hyatt, has been serving as interimn CEO duringthe “(Warne) is a proven leader with a broad skill set, an impressiv track record, and deep operational experiencr in the restaurant industry," Hickey says. "Since he becamw president of the O'Charley'ws concept in 2006, he has strengthened its managemenyt team, accelerated the pace of food andbeverager innovation, and brought a structureed and analytical approach to managing all aspects of the O'Charley's Inc. operates or franchises 372 restaurantsz underthree brands: O'Charley's, Ninety Nine Restaurantt and Stoney River Legendary Steaks.
The recession has taken its toll on InJune 2007, the company's stock was trading at more than $22 a but that price has fallen dramatically sincr that time. The stock has falle n to a lowof $1.19 a share in late 2008. The company's stock has climbed back to near $10 a share over the past five
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