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Sebelius Holds Her Ground, Smiling at Detractors

Sebelius (left), facing the media at the House Energy and Commerce Committee on Wednesday

Photograph by Andrew Harrer/Bloomberg

Sebelius (left), facing the media at the House Energy and Commerce Committee on Wednesday

It was hardly the political tar-and-feathering some expected. U.S. Health and Human Services Secretary Kathleen Sebelius calmly deflected hostile questions during her testimony before a House committee about the failed launch of, the website people are supposed to use to sign up for health insurance under Obamacare. She made a point of smiling, even when Republican did their best to rattle her.

Perhaps this shouldn’t come as a surprise; the former Kansas governor is a political professional. Then again, her inquisitors eased her performance by frequently departing from the hearing’s primary topic. Republicans on the panel often seemed more eager to discuss their party’s latest anti-Obamacare talking points: how existing coverage of privately insured constituents is being canceled and how the president may have fibbed when he vowed that people would be able to keep their plans.

Sebelius responded that the law forbids insurance companies from jettisoning customers. She didn’t really grapple with the concern that some might see premiums rise as a result. But then, critics on the committee didn’t press her on the issue effectively.

As expected, Sebelius offered an obligatory mea culpa: “I am as frustrated and angry as anyone with the failure of the launch of,” she said. “Let me say directly to the Americans. You deserve better. I apologize.” She reiterated her own lack of involvement in the development of the website—which is convenient, now that there are calls for her resignation.

By straying from the website debacle, however, the Republicans gave Sebelius the chance to recycle the main themes of the White House’s defensive playbook, namely that the Affordable Care Act isn’t just a glitch-prone website. It’s also a law that enables young people to stay on their parents’ insurance plans until they are 26 years old and extends Medicare coverage for seniors—things many Republicans and their voters also support. As for the website and when it might actually be functional, Sebelius was adamant that it would be fixed by late November and said everybody should be patient.
Republicans did a better job of embarrassing the administration at a hearing on Tuesday that featured Centers for Medicare and Medicaid administrator Marilyn Tavenner, who was in charge of the website. Representative Dave Camp (R-Mich.), chairman of the House Committee on Ways and Means, made Tavenner look foolishly evasive as he pressed her for numbers on how many people have enrolled:

Camp: “You have no numbers on who’s enrolled? So you have no idea?”
Tavenner: “We will have those numbers available by mid-November.”
Camp: “So no one is forwarding even weekly updates?”
Tavenner: “We will get those numbers in mid-November.”
Camp: “I understand you’re not publicly releasing those numbers. But I’m asking, do you have any idea on a weekly basis how many people enrolled? I mean, how do you not know how many people have enrolled?”
Tavener: “Chairman Camp, we will have those numbers available in mid-November.”

Sebelius must have watched Tavenner’s performance. The health secretary offered a slightly better tone in her response to such questions today: ”I don’t want to turn over any data this is not confirmed and reliable,” Sebelius smoothly insisted. Whether that should make anyone feel better about Obamacare’s bungled rollout is a separate matter.

Leonard is a staff writer for Bloomberg Businessweek in New York.

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China's Growth Plan Makes Sense (Int'l Edition)

International -- Editorials

China is about to try something few other Asian nations have attempted in recent memory. It is going for growth by increasing domestic demand rather than relying on exports. With the economy sinking, prices falling, and competitiveness failing (thanks to the devaluation of currencies throughout the Pacific Rim), Beijing has decided to expand from within. It is a daring strategy fraught with danger. But should it succeed, it could reform a weak banking system, transform a shaky state sector, downsize a bloated bureaucracy, deflate a real estate bubble, and ease trade tensions with the U.S. Prime Minister and economics czar Zhu Rongji deserves credit for his vision. He surprised the world by cutting China's inflation rate from 22% to 2%. Now, he has embarked on nothing less than completing the task of transforming all of China into a market economy (page 22).

Zhu could surprise even himself. If he succeeds, he may achieve nothing less than the end of party control over China. Reforming the banks means ending the profligate state patronage that now defines them. Loan criteria are currently based not on hardheaded business data but connections between local and regional party bosses and their business buddies (including foreign investors). This kind of crony capitalism is similar to that in Thailand and Korea, and the same overcapacity in real estate and manufacturing found there exists all over China. End access to cheap credit to reform banking, and Communist Party power erodes as well. Reforming state industries will have the same result. End access to jobs in state industries, and party power erodes further.

Zhu is known as "the boss." He gets things done. We hope he succeeds.

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Indonesia's Chainsaw Massacre

Globalization has been tough on Indonesia's trees. They're disappearing at a rate equivalent to the area of 300 soccer fields every hour, gobbled up by loggers eager to turn them into plywood and planks for McMansions across the U.S. and Europe. That may offer Western consumers cheap lumber, but it's also wiping out an irreplaceable resource: Indonesia's lush rainforests. Apart from their sheer beauty, these vast tracts of virgin timber slow global warming by soaking up the growing emissions of carbon dioxide, and are home to thousands of diverse species of flora and fauna. The same forces of globalization that set the chain saws in motion might also be tapped to stop -- or at least slow -- the destruction. As the West's appetite for wood has grown, so has the activism of environmental groups. Western consumers are starting to listen when organizations such as Rainforest Action Network and Greenpeace International point out the link between tropical logging and environmental devastation. That has caught the attention of corporate consumers of wood -- most notably Ikea and Home Depot -- which don't want to be associated with environmental destruction. So they've started scaling back their purchases from Indonesia, which in turn has forced the country's logging industry to wake up.

Now, a handful of Indonesian companies are working with environmental groups to harvest timber more sustainably. Eager to avoid a boycott of their wood, they believe that by cooperating with activists they can ensure continued access to export markets. These companies plan to tag their logs with bar codes that allow the tracing of a piece of wood from stump to store shelf. But they should be given a boost by the creation of a "Good Wood" label that would be trusted worldwide. Products bearing such a label might cost a bit more, but consumers would have the comfort of knowing their purchases are rewarding responsible loggers and helping to save the rainforests. One precedent would be the dolphin-free label on tuna, which had a powerful impact on consumer buying and sparked radical improvements in fishing practices.

Boycotts and bar codes, though, won't be enough. Banks need to make sure they're not fueling the problem by making loans that fund illicit or unsustainable logging. Multilateral institutions such as the Asian Development Bank and the World Bank should accelerate their efforts to fund environmentally benign projects. And Asian governments and consumers must help out, too. Much of Indonesia's timber is smuggled to mills in Malaysia and China, and then sent to Japan, Korea, Taiwan, or Singapore. Consumers there, too, need to make sure their money isn't fueling the destruction.

Logging is going to continue. Indonesia's poverty ensures that. But by taking an interest in what happens in Indonesia's rainforests, consumers and companies in the West can use the power of globalization to pressure timber companies there to act responsibly.

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Ikea's New Plan for Japan

Its first attempt to crack the Japanese market was a bust. Now, two decades later, Swedish home-furnishings giant Ikea is giving it another go with a gleaming new mega-store just east of Tokyo. The first time out, Ikea's stores were too small, and few Japanese consumers were willing to assemble Ikea's do-it-yourself kits. Now the chain is striving to blend Swedish design concepts into a much more Japanese shopping experience. And consumers seem willing to check it out. An Apr. 24 opening ceremony, complete with a traditional Swedish log-cutting, lured an estimated 35,000 shoppers to the five-story 40,000-square-foot store.

This time, will they keep coming back? Ikea is leaving nothing to chance. The store's second floor is lined with 70 mini-showrooms built to the size of a typical Japanese room. Offering design ideas for smaller living spaces, each room is aimed at a different demographic group. There's an entertainment room, for instance, kitted out to appeal to computer-game mad teens. And a compact kitchen filled with space-saving options for families. Buying a chair for her one-year-old son, Tokyo housewife Rie Tsuda, 29, liked what she saw. "The store is easy to look around and very stylish," she says. But the real draw? "It's so affordable."

To get the word out about the opening, Ikea transformed a gingko tree-lined boulevard in Tokyo's trendy shopping district of Aoyama into an open-air museum. Fifteen box-like structures, each the size of a typical Japanese room, are fitted out with Ikea furnishings. The display is part of the company's effort to convince Japanese consumers it understands small-scale living.

TOUGH MARKET. Ikea hopes to capture a sizeable chunk of Japan's $42 billion home-furnishings market, opening more than a dozen of its iconic blue and yellow stores over the next five years. CEO Anders Dahlvig reckons Ikea will play better in Japan the second time around. "Japan is much more open, and we're a much stronger company," he says. "Today is the right time to come to Japan."

Maybe so, but foreign retailers have long struggled to break into the fast-moving Japanese market, with mixed results. French supermarket giant Carrefour, British drug store chain Boots, and French cosmetic retailer Sephora have all come and gone in recent years. Carrefour sold its eight stores in Japan last year, ending a four-year struggle. Even the world's biggest retailer, Wal-Mart (WMT), has struggled to make its presence felt. Despite gradually raising its stake in local player Seiyu, sales fell 3% in 2005 and the retailer has lost money for the last four years.

Will Ikea fare better? That's a tough call. It may be the most successful home-furnishing retailer on the planet -- its 233 stores in 34 countries pulled in $14.8 billion in sales last year -- but in Japan it will face stiff local competition against well-entrenched local brands such as Mujirushi Ryohin (known outside Japan as Muji). The home-furnishings and clothing chain, which is operated by Ryohin Keikaku, has hundreds of shops nationwide and wins points especially among younger consumers for its hip but simple designs and low prices.

CENTRAL SUPPLY. Another rival is Nitori, which has 119 stores nationwide, and sells furniture made in Japan alongside low-cost imports from factories in China, Thailand, Malaysia, Indonesia, and Vietnam. Still, Dahlvig believes Ikea's moment has arrived. For the last five years, Ikea has planned its return to Japan with meticulous care. It has been careful to make its stores especially spacious and to cater to Japanese consumers' preferences by offering an assembly service and delivery.

Managing inventories should run more smoothly than in the 1980s. Instead of shipping products from Europe, Ikea has now set up supply centers and warehouses in Asia. One-third of the 10,000 items in Ikea's range are made in Asia. Ikea ships the rest to distribution centers in Kuala Lumpur and Shanghai before sending them on to Japan, saving money on transport and avoiding stock delays.

To make sure its offerings were in synch with current Japanese tastes, Ikea visited more than 100 homes. Large sofas, beds, and tables, top-sellers in Europe and the U.S., won't be for sale because they wouldn't fit into most Japanese homes. Prices are competitive too. For less than $700, shoppers can pick up an entire living room -- including sofa, television stand, and tables.

MODERN AESTHETIC. Hoping to woo Japanese consumers, who are accustomed to lavishly high levels of customer service, Ikea offers home delivery and an assembly service for an extra charge. "The market has changed a lot since Ikea entered Japan the first time," says Ikea spokeswoman Yuki Kusama. "Japanese consumers are more interested in designing the look of their homes by themselves rather than having it done for them."

Analysts agree that recent market shifts bode well for the chain. Ikea's modern aesthetic appeals to Japanese tastes, especially as the retailer has expanded its range to include richer and darker woods. At the same time, consumers are warming to do-it-yourself shops, says David Marra, a consultant at A.T. Kearney in Tokyo.

RETURN TRIP. Moreover, more than a decade of deflation and the emergence of discount retailers has made Japanese consumers much more cost-conscious. It has obliterated the traditionally held view that high prices equal high quality. "Japanese consumers are in the process of embracing the concept of value," Marra says.

One such consumer, Haruo Okuda, 72, traveled two hours by train from Kawasaki city, west of Tokyo to check out the new store. Many of the products are "for young people and look rather cheap," he says. But Okuda admits he'll be back in a week, this time with his wife, to buy bed linens. It turns out that the bargain prices are just too tempting to pass up. And that's just the way Ikea likes it.

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More on Tribune and the Los Angeles Times

It?? pretty to think of a Los Angeles Times liberated from Tribune and in the hands of kindlier local ownership. But there are numerous real-world factors that argue against this ever happening. A few of them are outlined in my latest BusinessWeek column here.

Some more thoughts:

1. There is ample documentation, some of which you can find in this book and some more in this book, that strongly indicate that no journalist should aspire to being owned by David Geffen. (As noted elsewhere on this blog, Jack Shafer very enjoyably pointed out the folly of hanging hopes on the Times?other billionaires in waiting, Eli Broad and Ron Burkle.)

2. It’s untenable long-term to expect a paper as complicated as the Los Angeles Times to produce the 20% profit margins that Tribune’s come to expect. But it’s also untenable long-term to expect some kind soul or foundation to run a for-profit newspaper as a break-even or marginally-profitable business. (The sheer size of the Times and its pricetag makes a foundation ownership approach impossible, though that’s what’s in place at Harper’s magazine and the St. Petersburg Times.) Mass-media properties have to stand up on their own, and not lean unduly on someone’s largesse, if they aspire to, uh, sticking around.

3. Most depressingly: No party in this fight has put forth any kind of ideas regarding what a Los Angeles Times substantially reinvented for the 21st Century might look like. (I suspect top editors and business-side people at the paper itself—as opposed to within Tribune Tower—would argue that they can’t owing to constant struggles to make numbers and constant pressures to draw up contingency plans if they don’t. Under current circumstances it’s hard to argue with them.)

But someone, somewhere will have to figure out how to reinvent it. How would you?

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How Apple Innovated In The Last Recession--And Why You Should Too.

Todd Walker sent me another great insight into how Apple continued to innovate in the previous recession??t launched its retail stores. Lots of folks thought it was a mistake at the time, including Business Week.

Here?? a great quote from the 2001 piece:

??he way Jobs sees it, the stores look to be a sure thing. But even if they attain a measure of success, few outsiders think new stores, no matter how well-conceived, will get Apple back on the hot-growth path. Jobs?? focus on selling just a few consumer Macs has helped boost profits, but it is keeping Apple from exploring potential new markets. And his perfectionist attention to aesthetics has resulted in beautiful but pricey products with limited appeal outside the faithful: Apple?? market share is a measly 2.8%. ??pple?? problem is it still believes the way to grow is serving caviar in a world that seems pretty content with cheese and crackers,?gripes former Chief Financial Officer Joseph Graziano.”

Wow. Good thing Jobs continued to sell caviar, right? On the other hand, do you think the iPod and iPhone are “caviar” because of price or design/innovation? The later, certainly. And the world seems content with them.

Another quote:

“Indeed, rather than taking on the retailers who ought to be its partners, Apple would do better improving how it works with them. A good step would be to end the “think secret” approach that shrouds every new-product announcement. Covert operations worked beautifully when Jobs first arrived on the scene; his charismatic stage presence and Apple’s eye-popping designs created priceless buzz. Now, retailers complain that the secrecy prevents them from doing advance advertising to hype sales and clear out inventory. “They are the most secretive company I’ve ever done business with,” says one top retailer. “They should let the news leak out, to convince the world how exciting their stuff is. That’s how everyone else does it.” Maybe it’s time Steve Jobs stopped thinking quite so differently.”

More wow here. Apple stores tend to generate as much revenue per square foot as jewelry stores—not retail stores, like Best Buy or Wal-Mart. Think about that.

In the last economic slowdown, Apple innovated its product line and its business model (stores). It poured MORE into innovation, not less.

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Don't commit credit score suicide

Pamela Yip of The Dallas Morning News warns borrowers not to worsen their credit scores deliberately in hopes of qualifying for a rate freeze under the Hope Now initiative (aka the Teaser Freezer) brokered by the Bush Administration. In an article published the day before Christmas, Yip says “torpedoing your credit score has long-term damaging consequences.” Most obviously, it could hurt you the next time you apply for a mortgage, auto loan, or some other type of credit.

FYI, here’s a link to the Hope Now website.

And here’s a cynical post I wrote about the freeze idea when it first came out.

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Woodside May Pay Special Dividend on Pluto Revenue, UBS Says

Aug. 9 (Bloomberg) -- Woodside Petroleum Ltd., Australia’s second-largest oil and gas company, may be able to pay a special dividend because of rising revenue from its A$15 billion ($15.9 billion) Pluto liquefied natural gas project, UBS AG said.

A dividend payment this year or in 2013 depends on the Perth-based company deferring spending on its proposed Pluto expansion and the Browse and Sunrise LNG projects, Gordon Ramsay, a UBS analyst in Melbourne, said yesterday in a report.

The company last month boosted its 2012 output forecast as much as 14 percent following the start of Pluto in April. The LNG development operated at 80 percent of capacity in its first two months, compared with Woodside’s forecast of 36 percent, the company said July 19. It’s projected to pay a dividend of $1.22 a share in 2012 and $1.45 a share in 2013, according to UBS.

“This may be conservative if Pluto LNG’s operational performance continues to be strong,” Ramsay wrote.

While Woodside is committed to its growth plans, which include expanding Pluto, the oil and gas producer will be able to return cash to shareholders “to the extent that growth is delayed, or our investment criteria is not met,” Chief Financial Officer Lawrie Tremaine told investors in May.

Laura Lunt, a spokeswoman for Woodside in Perth, declined in an e-mail to comment on the report.

Woodside shares rose 0.7 percent to A$34.43 at the close in Sydney, while the benchmark index fell 0.1 percent.

To contact the reporter on this story: James Paton in Sydney at

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SandRidge Energy Adopts Rights Plan, Investor Voices Support

Nov. 19 (Bloomberg) -- SandRidge Energy Inc., the oil company that lost more than one-fourth of its market value this year, adopted a shareholder rights plan after two of its major owners called for a sale of the company.

Another shareholder, Prem Watsa of Fairfax Financial Holdings Ltd., increased his stake in the company and praised its chief executive, Tom Ward.

“We believe Tom Ward is one of the best operators in the business and that the company he has built, SandRidge Energy, is poised to do well in the long term,” Watsa said in an interview.

Under the plan, stockholders will receive the right to buy additional shares, exercisable if an outside party acquires more than 10 percent of the company or an institutional investor acquires 15 percent of the company, according to a statement today.

The company also changed its bylaws to make it more difficult to overhaul SandRidge’s board by requiring a majority vote of its shares to fill vacancies or change the board’s rules, according to the statement.

“Today’s actions are designed to protect the interests of all of our stockholders,” according to the statement. “The board and management look forward to continuing to engage in constructive dialogue with stockholders regarding our plans for the business.”

Sale Urged

TPG-Axon Management LP Chief Executive Dinakar Singh and Jonathan Fiorello of Mount Kellett Capital Management LP have written to SandRidge’s board, calling for SandRidge to put itself up for sale, fire Ward and allow major shareholders to appoint new directors.

SandRidge’s stock price should be as much as $20 a share; it’s been driven down by poor management and a lack of board oversight, the investors said in their letters. Mount Kellett’s Fiorello said the company should delay a plan to sell its acreage in the Permian Basin until a new board is appointed.

Ward, who founded SandRidge in 2006, was paid $25.3 million in salary, bonus, stock awards and other compensation in 2011.

Ward has defended SandRidge’s strategy, including the Permian Basin auction. Selling the reserves will allow SandRidge to concentrate on the Mississippian formation in Oklahoma and Kansas, where rates of return are higher, Ward said at an industry conference Nov. 14.

Analysts have said the Mississippian is worth less because it produces more natural gas than the company’s Permian fields.

Singh’s TPG-Axon owns 6.2 percent of SandRidge and Mount Kellett owns 4.5 percent. Watsa increased his stake to 10.4 percent, according to a Nov. 16 filing.

SandRidge announced the rights plan after the close of regular trading. SandRidge rose 5.2 percent to close at $5.62 in New York. The stock has fallen 31 percent this year.

To contact the reporter on this story: Mike Lee in Dallas at

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ZTE Returns to Profit on Asset Sale After Two Straight Losses

April 27 (Bloomberg) -- ZTE Corp., China’s second-biggest maker of mobile-phone equipment, returned to profit in the first three months of this year because of an asset sale, after posting two straight quarterly losses.

Net income rose 36 percent to 205 million yuan ($33 million) from 150.9 million yuan a year earlier, the company said in a statement to the Shenzhen stock exchange yesterday. That compared with estimates of 25 million yuan, 52 million yuan and 200 million yuan, according to a Bloomberg News survey of three analysts conducted by e-mail.

ZTE reported a loss of 2.84 billion yuan for 2012 that was triggered by delays in contracts and international projects in the third and fourth quarters. The company on Jan. 20 projected it would return to profit in the first quarter of this year after selling a stake in Shenzhen ZNV Technology Co. that would produce investment income of more than 820 million yuan in the first quarter.

Sales in the first quarter fell by 2.8 percent to 18.1 billion yuan, from 18.6 billion.

ZTE fell 0.5 percent to close at HK$12.40 in Hong Kong trading, before the earnings announcement. The shares have dropped 5.1 percent this year, compared with a 0.5 percent decline for the benchmark Hang Seng Index.

Unlisted Huawei Technologies Co. is China’s largest maker of mobile-phone equipment.

To contact Bloomberg News staff for this story: Edmond Lococo in Beijing at

To contact the editor responsible for this story: Michael Tighe at

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JPMorgan Technology VP Dies in Fall From London Headquarters

JPMorgan Chase & Co. Offices Stand in Canary Wharf, London
The offices of JPMorgan Chase & Co., center, stand among city skyscrapers in the Canary Wharf area in London. Photographer: Matthew Lloyd/Bloomberg

Jan. 28 (Bloomberg) -- A vice president in technology operations, Gabriel Magee, died after falling from JPMorgan Chase & Co.’s London headquarters, the bank said today.

The 39-year-old fell from 25 Bank Street in the Canary Wharf area onto a ninth-floor roof, London’s Metropolitan Police said, having been called to the scene at 8:02 this morning.

Magee had worked for JPMorgan since 2004 in the corporate and investment bank’s technology support department, the New York-based lender said in a statement.

“We are deeply saddened to have lost a member of the JPMorgan family at 25 Bank Street today,” said Jennifer Zuccarelli, a spokeswoman for JPMorgan in London. “Our thoughts and sympathy are with his family and his friends.”

The 11-year-old skyscraper is 33 stories high, according to building-data provider Emporis. It was formerly the European headquarters of Lehman Brothers Holdings Inc., which filed for the largest bankruptcy in U.S. history in 2008. The police are not treating the death as suspicious and no arrests have been made.

JPMorgan took over the office and began moving investment banking staff over to the building in January 2012, according to the lender’s website.

To contact the reporters on this story: Ben Moshinsky in London at; Ambereen Choudhury in London at

To contact the editor responsible for this story: Anthony Aarons at

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Singaporeans Plan a Protest Next Week

Feb. 6 (Bloomberg) -- Haslinda Amin reports on the Singapore population debate. She speaks with Zeb Eckert on Bloomberg Television's "First Up." (Source: Bloomberg)
Aetna to Buy Humana for $37 Billion
53:25 - Bloomberg's Francine Lacqua and Manus Cranny report on today's "Top Headlines." They speak on Bloomberg Television's "The Pulse." (Source: Bloomberg)
  • No Single Personality Can Unite Greece Now: Michaletos
  • Global Stock Market Still in Pretty Good Shape: Gilbert
  • Greek 'No' Vote Would Make Euro Exit Likely: Nakisa


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Last 1,221 GBp
Change Today +6.00 / 0.49%
Volume 1.9M
As of 11:35 AM 07/3/15 All times are local (Market data is delayed by at least 15 minutes).

Executive Profile*

David A. Poldoian

Member of Strategic Advisory Board, Pearson plc
AgeTotal Calculated CompensationThis person is connected to 27 board members in 1 different organizations across 1 different industries.

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Mr. David A. Poldoian serves as the Chief Executive Officer at IronRock Capital Partners, LLC. Mr. Poldoian also serves as an advisor to FTL Capital and as an Adjunct Professor of Entrepreneurship at the Olin Business School. He has made a career out of building, growing, and advising businesses across a variety of industries including consumer products and services, financial services, and online education. Mr. Poldoian served as the President and Chief Operating Officer ...

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Corporate Headquarters*

80 Strand
London, Greater London WC2R 0RL

United Kingdom

Phone: 44 20 7010 2000
Fax: 44 20 7010 6060

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Harvard Business School
Tufts University

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Last $86.14 USD
Change Today +1.29 / 1.52%
Volume 5.1M
As of 8:04 PM 07/2/15 All times are local (Market data is delayed by at least 15 minutes).

BOARD MEMBERS AFFILIATED WITH Franklyn G. Prendergast M.D., Ph.D.*

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AgeTotal Annual Compensation
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MOST CONNECTED PEOPLE TO Franklyn G. Prendergast M.D., Ph.D.

Marilyn Carlson Nelson 384 Relationships
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Donald M. Stewart 220 Relationships
Lilyan H. Affinito 187 Relationships
Ellen R. Marram 179 Relationships

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July 03, 2015 1:24 PM ET

Capital Markets

Company Overview of Cohen, Klingenstein & Marks Incorporated

Key Executives for Cohen, Klingenstein & Marks Incorporated

NameBoard RelationshipsTitleAge
George Michael Cohen 2 RelationshipsFounder, President, Chief Compliance Officer, Principal, and Director--
Thomas Davis Klingenstein 32 RelationshipsFounder, Managing Director, and Director --
Richard Charles Marks 2 RelationshipsFounder, Executive Vice President, Principal, and Director--
Sheila Hartnett-Devlin CFA12 RelationshipsManaging Director56
Richard L. Blum IIINo RelationshipsVice President of Sales--

Cohen, Klingenstein & Marks Incorporated Board Members*

NameBoard RelationshipsPrimary CompanyAge
George Michael Cohen 2 RelationshipsCohen, Klingenstein & Marks Incorporated--
Richard Charles Marks 2 RelationshipsCohen, Klingenstein & Marks Incorporated--
Thomas Davis Klingenstein 32 RelationshipsCohen, Klingenstein & Marks Incorporated--
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Colgate-Palmolive Co. Appoints Mukul Deoras as Global Chief Marketing Officer
July 02, 2015 6:50 AM ET
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Pee Cee Cosma Sope Ltd Announces Executive Changes
June 23, 2015 9:49 AM ET
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June 22, 2015 1:00 PM ET
Hipolin Announces Resignation of Nilesh Rajnikant Desai as Independent Director
June 10, 2015 10:30 AM ET

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July 03, 2015 1:59 PM ET

Company Overview of Marketing EDGE

Executive Profile

Brad Bentley

AgeTotal Calculated CompensationThis person is connected to 1 Board Members in 1 different organizations across 0 different industries.

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Mr. Brad Bentley serves as Senior Vice President of Marketing and Direct Sales for DIRECTV, Inc. Mr. Bentley oversees the development and execution of all marketing campaigns in acquisition, retention and loyalty marketing, as well as DIRECTV's direct sales channel. In his role, he works to bring new subscribers to the DIRECTV platform, and then to strategically market to existing customers to ensure overall customer satisfaction and loyalty. He was instrumental in launching ...

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Bryn Mawr Trust Building
Havertown, Pennsylvania 19083

United States

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July 03, 2015 1:56 PM ET

Real Estate Management and Development

Company Overview of Freedom Plaza LP

Executive Profile

Willie E. Sheriff

Chairman, Chief Executive Officer and President, Freedom Plaza LP
AgeTotal Calculated CompensationThis person is connected to 1 Board Members in 1 different organizations across 4 different industries.

Mr. Willie E. Sheriff, also known as Bill, serves as Chairman of the Board, Chief Executive Officer and President of Freedom Plaza LP. Mr. Sheriff served as the Chief Executive Officer of Brookdale Senior Living Inc. from February 7, 2008 to February 11, 2013 and served as its Co-Chief Executive Officer from July 25, 2006 to February 7, 2008. He has been the President of American Retirement Corp. since November 2003. He was the Chairman and Chief Executive Officer of ...

Corporate Headquarters

13373 North Plaza Del Rio Boulevard
Peoria, Arizona 85381-4873

United States

Phone: 602-972-1776
Fax: --

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Chairman of the Board, Chief Executive Officer, President and Member of Executive Committee
Chairman, Chief Executive Officer and President
Former Director

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July 03, 2015 2:41 PM ET

Electronic Equipment, Instruments and Components

Company Overview of Flextronics Holding USA, Inc.

Executive Profile

Alexander W. Young

President - Services Business Unit and Director, Flextronics Holding USA, Inc.
AgeTotal Calculated CompensationThis person is connected to 2 Board Members in 2 different organizations across 2 different industries.

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Mr. Alexander W. Young, also known as Alex, has been the President of Services Business Unit at Flextronics Holding USA, Inc. since March 1998. Mr. Young serves as Vice President and as the Time-to-Market Practice Leader at Thomas Group Inc. Mr. Young is a founding member of Bay & Baker. He served as the President and Chief Operating Officer at Thomas Group Inc. from January 1991 to March 1998. He served as Vice President of Training and Product Development of Thomas ...

Corporate Headquarters

2090 Fortune Drive
San Jose, California 95131

United States

Phone: 408-576-7000
Fax: 408-428-1341

Board Members Memberships

President - Services Business Unit and Director

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July 03, 2015 1:39 PM ET

Capital Markets

Company Overview of Frontier Group

Executive Profile

Norman Ralph Augustine

Senior Advisor, Frontier Group
AgeTotal Calculated CompensationThis person is connected to 11 Board Members in 11 different organizations across 11 different industries.

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Mr. Norman Ralph Augustine, also known as Norm, serves as a Senior Advisor at Frontier Group. Mr. Augustine served as the Chairman of the Board of Lockheed Martin Corp. from August 1997 to March 1998, Chief Executive Officer from January 1996 to July 1997 and from March 1995 to June 1996. He joined Martin Marietta Corp. in 1977 as a Vice President of Aerospace Technical Operations and served as its Chief Executive Officer from December 1987 to March 1995 and as its Chairman ...

Corporate Headquarters

St. Louis, Missouri --

United States

Phone: 314-228-0070
Fax: 314-228-0061

Board Members Memberships

Former Trustee
Director, Chairman of Compensation Committee, Member of Executive Committee, and Member of Committee On Directors Affairs
Member of the Board of Regents
Former Chairman of the Board and Chief Executive Officer
Former Presiding Director, Chairman of Compensation & Leadership Development Committee and Member of Innovation & Technology Committee
Former Director, Chairman of Executive Committee, Member of Nominating & Corporate Governance Committee and Member of Strategic Affairs & Finance Committee
Former Director, Chairman of Finance Committee and Member of Executive Committee
Former Director and Member of Compensation Committee
Former Director

MS 1959
Princeton University
BS 1957
Princeton University

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July 03, 2015 1:47 PM ET

Company Overview of Chevron Geothermal Philippines Holdings, Inc.

Company Overview

Chevron Geothermal Philippines Holdings, Inc. operates as a subsidiary of Chevron Corporation.

Founded in 1972

Key Executives for Chevron Geothermal Philippines Holdings, Inc.

President and General Manager
Compensation as of Fiscal Year 2015.

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July 03, 2015 2:15 PM ET

Company Overview of Pindrop Security, Inc.

Company Overview

Pindrop Security provides caller-ID products to detect, report, and mitigate phone fraud. It offers a solution that can identify key attributes of phone calls, including the device used, ID, call path, and geographic point of origin. The company also builds call fraud database and portal for forensics and investigations, as well as for organizations to look for ongoing attacks from known fraudsters and prevent future attacks. In addition, it offers Pindrop Security call analyzer that examines phone calls at a bank to detect suspicious callers and automatically send triggers. Further, the company provides caller authentication solutions that authenticate callers based on phone call fingerprin...

817 West Peachtree Street NW

Suite 770

Atlanta, GA 30308

United States

Founded in 2011

Key Executives for Pindrop Security, Inc.

Co-Founder and Chief Executive Officer
Co-Founder and Chief Scientist
Vice President of Product Management
Vice President of Threat Intelligence
Vice President of Engineering
Compensation as of Fiscal Year 2015.

Pindrop Security, Inc. Key Developments

Pindrop Security Expands to United Kingdom

Pindrop Security announced that it is now doing business in the United Kingdom. Pindrop will officially launch their UK presence on June 12, 2014 at the U.S. Embassy in London.

Pindrop Security Launches Combined Voice Biometric and Phoneprinting Fraud Detection System

Pindrop Security announced the availability of Pindrop Security's Fraud Detection System version 2.0, which adds voice biometrics to Pindrop's patent-pending Phoneprinting(TM) technology. Pindrop Security becomes the only vendor with technology available on the market that can confirm the identity, location, and type of device used for calls into a particular institution or call center. Phone fraudsters are increasingly using social engineering tactics, leveraging publicly available information to manipulate and trick call center representatives and customer service agents who verify callers with traditional solutions into believing that they are someone else. Pindrop Security's FDS 2.0 integrates voice biometrics, which allows the matching of voice signatures to identify a caller, with phoneprinting, which analyzes the entire audio spectrum of a call to identify indicators of attack, including Caller ID spoofing, risky callers and call origin locations, suspicious call characteristics and callers with poor reputations. The integration enables organizations to more quickly identify and re-route fraudulent phone calls to their appropriate anti-fraud teams, reducing the likelihood of a call center employee granting a fraudster access to an individual's financial account. Pindrop Security's Fraud Detection System version 2.0 is generally available.

Similar Private Companies By Industry

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July 03, 2015 1:23 PM ET

Company Overview of Handango, Inc.

Company Overview

Handango, Inc. provides smartphone applications for BlackBerry, Palm, Windows Mobile, Symbian OS, and Linux platforms. The company focuses on delivering mobile applications, including games, business and entertainment apps, and productivity tools to various consumers. It offers Discovery Engine, a presentation layer of AMPP; Handango Source, which comprises mobile content catalog and the tools that manage it; and Commerce Engine, a transaction and delivery system, which manages application delivery through the Web, SMS, WAP push, and other delivery means. The company also provides InHand, which raises awareness of the availability of downloads; provides access to catalog of various titles; p...

305 NE Loop 820

Suite 600

Hurst, TX 76053

United States

Founded in 1999

Key Executives for Handango, Inc.

Handango, Inc. does not have any Key Executives recorded.

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Softex Incorporated United States
CAST, Inc. United States
Eversnap United States
Warever Corp. United States
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Smartest Superheroes

Peter Parker, Spider-Man

His fascination with science as a school kid may have made him an outcast, but now Spider-Man is one of the most recognized superheroes around. As an adult, Parker could often be found in a lab experimenting with chemistry and physics. In the original comic-book version of Spider-Man, Parker's brilliance at physical science allowed him to create web-shooters for use when he became Spider-Man.

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Pinch Every Penny

Pinch Every Penny

Stephanie Nelson has a passion for a good deal. That’s fitting: Her two-person Atlanta company,, runs an online coupon site. "I have a $3 business phone, a $4 lamp from my neighbor’s garage sale, and I use stationery I rescued from my husband’s office when they moved," Nelson says. (She blocks out the incorrect return address with free address labels.) For office equipment, she scours the newspaper for sales, gathers up rebate coupons, and heads right back to the store if prices drop after she buys. Her Hewlett-Packard (HPQ) color laser printer—retail price $500—cost her $190. She meets clients over coffee, not dinner. She almost never travels for business, preferring conference calls. She does make those calls from a lovely $1,800 desk, though. How? Her husband bought it for her.

Not every entrepreneur will be inspired to match Nelson’s thriftiness. But for those who want to channel their inner cheapskate, a little cash and a lot of tenacity can go a long way.


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Arnold Lehman

Since Arnold Lehman took over as director of the Brooklyn Museum in 1997, he has become something of a lightning rod for controversy.

In 1999, Lehman found himself engaged in a heated battle with then-Mayor Rudy Giuliani, who was leading the charge to shut down the museum’s “Sensation” exhibition of Young British Artists. That show, which included Ron Mueck’s Dead Dad and Chris Ofili’s infamous The Holy Virgin Mary (you remember: the elephant dung), solidified Lehman’s reputation as a risk-taker.

In that same year, another seismic shift took place: The institution’s trustees signed a mission statement that altered the strategic direction of the museum, placing a greater focus on the visitor and visitor’s experience.

That led to a multimillion-dollar redesign of the museum’s exterior and entryways, as well as a new emphasis on exhibitions—such as the “Hip-Hop Nation” show in 2000 and “Star Wars” in 2002—that supporters saw as community-friendly and which detractors derided as populist shows unfit for a serious museum. (What is undisputed is that these exhibitions drew sizable and diverse crowds.)

The latest change at the Brooklyn Museum has been equally charged. This summer, the museum substantially reorganized its curatorial staff, eliminating traditional departments (European painting, Asian art, etc.) in favor of two teams: one dedicated to researching and displaying the museum’s storied permanent collection, the other to exhibitions.

Lehman has said the changes—made without the issue being voted on by the museum’s board—will lead to improved communication and more (and better) exhibitions. But since the change, two trustees and two curators have left the museum, and some observers in the museum field have been openly critical of the plan.

Lehman sat down with ArtInfo to discuss this most recent controversy—and his overarching vision for the future of one of the world’s top museums.

Your critics in the museum world have reacted strongly to your curatorial reorganization plan? Why do you think that is?

I don’t know. The curators are more central to our purpose now, and they’re being better treated. They’re in better offices. They’re getting more support. But we have changed—I guess, psychologically—a certain aspect of their role.

But we made it very clear that as this evolves, we’re going to study how this works. Everybody here knows that this is not something that’s set in concrete; we are not determined to keep it this way for another 75 to 100 years.

One of the very interesting issues is while the American Curators Association is not happy with this—because for some truly unknown reason, they suggest the curators are being diminished, when it’s certainly the reverse—I’ve gotten calls from director colleagues all over the country, saying, “You know, maybe this is our answer to our issues.”

So what are the benefits of the new curatorial structure?

We did away with the departments, but all the curators maintain their specialization, they’re all still curator of European painting or curator of decorative arts—they didn’t lose their association with the collection. And they’ve been grouped into three collection [sub-] groups.

We’ve spent a lot of time, a lot of effort and a lot of money bringing our curators together rather than having them in these silos all over the building—both literally and figuratively—so they would have an opportunity to be with one another, talk with one another, share concerns, share issues. And they now have support staff who can really help them; we couldn’t afford to provide support to each one individually.

And besides the collections division, there is a second one dedicated to exhibitions. What is their role, and how will this new approach affect shows at the museum?

The exhibitions division, controlled by curators who have expressed a greater interest in working actively on exhibitions than on collections, will be the managing force in dealing with exhibitions across the board. To those curators who are in that division, we have added an interpretive-materials specialist, an exhibitions manager and the head designer of the museum.

But what’s most important is that the curators in the collections division, which will be the majority—15 are in the collections division, three are on the exhibitions side—have the same opportunity if they wish to do exhibitions as they had before. The only thing different is that they’re going to have a lot more help in doing it.

At the same time these staff changes have taken effect, you’re also starting a $50 to $60 million project to climate control your galleries. How will these renovations affect a visitor’s experience of the Brooklyn Museum?

As a sort of means to an end, the climate control is going to lead to almost a revolution in the way we’re able to show our collections. Ultimately, we’re going to reinstall all these galleries. And we’re not just going to take [objects] away and put them back the way they were; we’re going to put them back in a way that’s more intellectually challenging, that relates better to our visitors.

A very good example of this is our big exhibition of American art and decorative art [“American Identities,” a long-term installation with 350 objects from the Colonial period to the present, divided into eight themes], which tells a fuller, more complete story [to a degree] almost unique in American art museums. We want to do the same thing with all the other collections that we have.

During construction, what are your plans for the permanent collections?

For decades, museums all over this country have been asking for us to circulate as traveling exhibitions our permanent collection material, which we almost never circulate, except in bits and pieces. This is giving us the opportunity to take a new look at our permanent collections and create exhibitions that’ll travel all through the United States. The first one we’re doing is a major traveling exhibition of Egyptian art. And a half-dozen museums immediately jumped on taking that. And we’re going to do the same, we hope, in African and in Asian art.

Since you joined the museum, you’ve stressed the importance of connecting with the community. Why is that so important for the Brooklyn Museum?

You know, it’s really tiring, but there are so many people who think I came here a decade ago and I turned the museum into a populist institution. That is so completely wrong. This museum was founded as a populist institution. It was founded to provide access and learning and opportunities to the Brooklyn community.

What happened is that after the Depression, Brooklyn went into an economic tailspin. During that period, the education department continued to have direct contact with the community—and that’s one of the reasons we’ve always had such a large proportion of our visitors being people of color.

But the exhibitions/collections side, strangely enough, became more elitist; they started looking more at the Manhattan-based museums as their role model, and that didn’t work. We didn’t have that constituency. And we weren’t really paying attention to the Brooklyn community.

And that’s one thing, I believe, the trustees were really looking at when they asked me to become director, because I spent a very large part of my life working within communities and trying to connect with communities.

You’ve taken some very public heat over the years for your efforts, most notably your legal battle in 1999 over the “Sensations” exhibition. What did you learn from that experience?

I learned that museums need to be bold in their endeavors. There are protections, there’s the First Amendment, which allows museums the freedom to present public art displays without interference. The issue in that situation was seeing what the limits of government control are, and that’s why everyone was keeping such a close watch on the outcome. But would I want to do that again, going in and out of the courtrooms? Not at all.

So was P.T. Barnum right when he said there’s no such thing as bad publicity?

No, he absolutely was not. Not at all.


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Old 05-22-2010, 07:55 AM   #150 (permalink)
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Good morning. Another PM has been sent to remind members about payment. We're almost there....

... if anyone is around this afternoon, I might try to fire up the webcam and figure out how/where to position it to do a test run on a LIVE PRACTICE randomization. Usually I just do it ( and post the results. But if I can manage to do it on ustream I will. I'll bump the thread around 4pm EST and try it, thanks.
Always willing to talk shop or B/S/T.
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Which Are the Best VOIP Software Applications for Your Computer?

Jul 8, 2013  Print Story

Simply speaking, VOIP has become a means to make calls from your PCs to all kinds of devices. Here is a list of short reviews of the best of VOIP software programs out there.

6. Vonage

Vonage VOIP

In the large field of VOIP software, Vonage (also UK edition) is already quite a bit known. It is also one of the best services out there. The Vonage VOIP plans start at 9 dollars per month. The system has a box known as Vonage box that works with your broadband modem in order to bring unlimited calling worldwide.

There are a lot of included and add-on features for Vonage service, including call management, voicemail, simultaneous ringing on five phones, enhanced call forwarding, virtual numbers, Fax, extra lines, toll free numbers, etc.

5. Nextiva

Nextiva is a VOIP software program with business focus. It is feature-rich with quite a number of features listed here. You can also buy VOIP software phones from Nextiva at affordable prices. Nextiva has a number of plans at affordable prices.

Nextiva’s NextOS VOIP software makes it possible to conduct business easily. The company offers customer support features through its telephony service and that makes the VOIP program quite attractive to business customers out there.

4. eVoice

eVoice VOIP solution has been around for quite some time. This piece of VOIP software also has almost all the features provided by the others mentioned. They include toll free numbers; call management functions; voicemail; apps for Android, iOS, BlackBerry, etc.; multiple extensions; speed dial; texting; web conferencing; etc.

You can get US and Canada local numbers with eVoice VOIP program. The pricing starts at 9.95 USD per month. The excellent features and affordable price tag make eVoice an excellent VOIP software application.

3. PhonePower

Here is another piece of VOIP software that is excellent and feature-rich. PhonePower has these features—long distance (outgoing) to various countries including Canada, Puerto Rico, etc., toll free number, caller ID, voicemail, SMS, call return, call transfer, call blocking, email, virtual phone number, mobile app, etc.

The service also provides VOIP hardware that can be connected directly to your broadband modem.

PhonePower is hence a great all-in-all VOIP software solution.

2. Ring Central

Looking for another VOIP software application? Here’s Ring Central. This is a cloud-based business telephony system with these major features—toll free numbers, local numbers, caller ID control, Softphone (call management from the computer itself), unlimited texting, voicemail, MS Outlook integration, call management features (forwarding, answering, intercom, etc), cloud-based PBX, conferencing, internet FAX, etc.

The major features of this VOIP software program are listed here.

Ring Central plans start at $ 19.99 per month and are perfect for businesses. This makes Ring Central our second best VOIP software application.

1. Skype

Skype VOIP

Skype, a Microsoft product, has been around for a long time before Microsoft acquired the service. It is not only available for all sorts of Windows PCs, but also Android, Apple iOS, Linux, OS X, Symbian, Windows Phone, etc. Windows Live Messenger is also merged with this VOIP software. By 2012, about 34 percent of the VOIP software market is in Skype.

The application has all sorts of features, including calls to landline and mobile phones, caller ID, SMS, Voicemail, chatting, Skype online number, video-calling, screen sharing, etc.

Skype also has a portable version that you can take anywhere with you.

You can see there are a huge number of VOIP software programs out there. Among them, it is difficult to spot the best. This list may help you in your search.

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navy pin dot wool blend 'Nathan' two-button trim fit suit with flat front pants
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In general, a necklace is defined as any type of chain or length of precious metal or gems. They are also available in pendant styles that feature a single jewel, pearl or charm, usually suspended from a chain. A pearl strand is a length of closely strung pearls.

Metal Chains

Chains go with everything. A fine platinum chain in a choker length will add just a touch of shine. Consider giving her an 18-inch, sterling silver or 18k gold chain to add an element of visual interest to her wardrobe.
Metal Chain

Necklaces come in an assortment of styles including heavier chains, links, and braids. Some necklaces feature a fixed set of diamonds or gemstones, where others have stones that run their entire length. Pendants feature charms or jewels that are suspended from a chain.

Pearl Strands

Pearl strands are an essential element to a woman's jewelry wardrobe. She can wear one with a dress to create a classy look.

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The simple design of a solitaire pendant allows all the attention to focus on a beautiful diamond, pearl, or gemstone. These timeless pieces can be worn with a dress or with jeans. Our Build Your Own Diamond Pendant® feature allows you to select a diamond and setting to create a unique piece of jewelry.

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Bead Byzantine Cable

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16 in. Choker length:
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Buyer's Tip

At Blue Nile, we measure the length of the necklace from end to end, including the clasp.

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Many women start out with a strand of faux-pearls, so a strand of freshwater pearls makes a very nice gift for a young woman. If you have a special occasion like a birthday or your first wedding anniversary, consider a solitaire pendant featuring a pearl or diamond. For a very special occasion like a five- or ten-year anniversary, you might give Akoya pearls, which are the most beautiful white pearls available. She'll remember the occasion every time she wears the gift.

If it's a gift for a fun occasion, like a vacation or a promotion, consider a pendant featuring an 18k gold, platinum, or sterling silver charm — these are fashion pieces just for fun.

View our Essential Necklaces for a list of necklaces every woman should have. Or view these necklaces for a gift to fit your budget:


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Billy Hart

Switching over to Blue Note, which was then reaping a fortune with Donald Byrd's R&B outfit, Eddie Henderson pursued a harder, earthier, more structured, funk-driven sound on his first album, while maintaining some of his marvelously spacier instincts for spice. Henderson continued to keep several components of the Herbie Hancock Septet together, for drummer Billy Hart, bassist Buster Williams, reedman Bennie Maupin, and now trombonist Julian Priester are back. But this time, Hancock is replaced by George Duke, and fusionaire bassist Alphonso Johnson and drummer Harvey Mason (late of the Headhunters) are added -- and these switches make much of the difference. Duke is as much of an techie as Herbie was; he delights in flaunting his Echoplex and burbling, shooting, twinkling synthesizer effects. Henderson himself is more into electronic echo and wah-wah effects than before, definitely pursuing the current Miles Davis line but in a brighter, more tonally brilliant manner, and Maupin has many impassioned and creepy (on bass clarinet) moments. The title track, a ruminative Henderson tune with a leaping funk beat, and Mason's archetypical funk workout "Hop Scotch" are the best cuts. ~ Richard S. Ginell


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End of the road for Henderson

Published: Friday, July 7, 2006 at 4:30 a.m.
Last Modified: Friday, July 7, 2006 at 12:00 a.m.

PINEVILLE -- Pineville Post 337 scored seven runs in the bottom of the eighth inning to send Henderson County home with a 15-4 loss in the first round of the American Legion baseball playoffs.

The Game 5 loss ends HC's season after the team fought back from an 0-2 deficit to force Thursday's decisive game.

Jared Bard got the win for Post 337. Seth Baldwin went 3-for-4 for HC, Trey Nicholson was 2-for-4 and Jackie Corn was 1-for-2 with a home run.

Pineville's huge eighth inning ended the game via the 10-run rule.

Thursday in Pineville

r h e

HC: 0 1 0 0 0 3 0 0 x -- 4 10 5

Pineville: 3 0 1 0 1 2 1 7 x -- 15 13 4

Winning pitcher: Jared Bard.

Losing pitcher: Kenneth Brandt.

Reader comments posted to this article may be published in our print edition. All rights reserved. This copyrighted material may not be re-published without permission. Links are encouraged.

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Steam Hardware Prototype Details

The Steam Community website has more details on plans for Steam hardware and the prototypes they plan on shipping to testers. Here's a bit on the update from the Steam hardware bunker:

So for our own first prototype Steam Machine ( the one we're shipping to 300 Steam users ), we've chosen to build something special. The prototype machine is a high-end, high-performance box, built out of off-the-shelf PC parts. It is also fully upgradable, allowing any user to swap out the GPU, hard drive, CPU, even the motherboard if you really want to. Apart from the custom enclosure, anyone can go and build exactly the same machine by shopping for components and assembling it themselves. And we expect that at least a few people will do just that. (We'll also share the source CAD files for our enclosure, in case people want to replicate it as well.)

And to be clear, this design is not meant to serve the needs of all of the tens of millions of Steam users. It may, however, be the kind of machine that a significant percentage of Steam users would actually want to purchase - those who want plenty of performance in a high-end living room package. Many others would opt for machines that have been more carefully designed to cost less, or to be tiny, or super quiet, and there will be Steam Machines that fit those descriptions.

Here are the specifications for Valve's 300 prototypes.

The 300 prototype units will ship with the following components: GPU: some units with NVidia Titan, some GTX780, some GTX760, and some GTX660 CPU: some boxes with Intel : i7-4770, some i5-4570, and some i3 RAM: 16GB DDR3-1600 (CPU), 3GB DDR5 (GPU) Storage: 1TB/8GB Hybrid SSHD Power Supply: Internal 450w 80Plus Gold Dimensions: approx. 12 x 12.4 x 2.9 in high

As a hardware platform, the Steam ecosystem will change over time, so any upgrades will be at each user's discretion. In the future we'll talk about how Steam will help customers understand the differences between machines, hardware strengths and weaknesses, and upgrade decisions.

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4. Re: Steam Hardware Prototype Details Oct 4, 2013, 16:32 MDB
Who exactly is the target demographic for this? No way it'll be priced within the console range.

The Alienware crowd maybe?
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More on the WTC Disaster (Updated)

Of course this is not game related (we do not expect to be doing any further game coverage today), but with the legit news sites being almost impossible to access at times today, we've been getting loads of requests for more information about what's been going on. Here is the latest as of about 9:00 PM EDT:

  • President Bush addressed the nation 8:30 PM EDT. Here's a wire report: WASHINGTON (AP) - A grim-faced President Bush condemned ghastly attacks in Washington and New York on Tuesday and vowed to "find those responsible and bring them to justice." In the second Oval Office address of his presidency, Bush said the United States would retaliate against ``those behind these evil acts,'' and any country that harbors them.

To recap:

  • In two separate attacks, hijacked planes struck both main towers of the World Trade Center in Manhattan this morning, and both of the "twin towers" subsequently collapsed.
  • A hijacked plane struck the Pentagon in Washington, D.C. and part of it has collapsed as well.
  • A hijacked plane crashed in western Pennsylvania, near Pittsburgh. Reports indicate the hijackers planned to crash this plane into Camp David in Maryland.
  • 47 Story WTC building seven, one of the five (relatively) smaller buildings in the World Trade Center also later collapsed from ancillary damage.
  • The White House, the Pentagon, and the Capitol Building were all evacuated, all domestic flights in the US have been grounded through at least noon tomorrow.
  • Other closings include most federal offices, the stock markets, the Disney theme parks, and the cancellation of today's Major League Baseball schedule. The President's speech announced that all federal agencies will be open for business tomorrow.
  • Broadcasts out of Afghanistan showed evidence of missile attacks and antiaircraft fire, but what connection this has to today's apparent terrorist attacks in the US is not clear at this point. The US has denied involvement in these attacks.
  • In the first hints of any sort at the scope of casualties, the New York City Fire Department has estimated that as many as half of the 400 firefighters dispatched to the scene are missing. CNN has said that 78 Police officers are missing. Also, the death toll from those on the four hijacked planes has been placed at 266. The number of dead and injured at the Pentagon has been widely reported as about 100. No estimates of the number of victims from the World Trade Center have been made.
  • People throughout the United States have are being urged to donate blood to help offset significant shortages in New York and Washington. The American Red Cross in Greater New York or the American Red Cross are places to contact about donating blood or money, or both.
  • Some news sites seem to be back online. Here are some links that have been more reliable: CNN.com; CNET.com; Yahoo; The New York Times; washingtonpost.com; usnews.com; ABCNEWS.com; FOXNews.com; MSNBC; and BBC News Online.

All of our thoughts go out to the victims of these attacks and their families and friends in what must be an incredibly difficult time.

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64. Martial Law Sep 11, 2001, 12:10 anon@207.90
Anyone think NY will be put under Martial Law?
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Tomb Raider Sets Sales Record

Crystal Dynamics studio head Darrell Gallagher today told a GDC panel that their Tomb Raider reboot had the "biggest opening" of any videogame so far this year, and that in selling 3.4 million units in a week, has set a franchise record. This is reported on GameSpot, where they also note Square Enix has stated the game has not met its sales targets, which raises the question of how they arrived at such lofty Crofty expectations.

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34. Re: Tomb Raider Sets Sales Record Apr 2, 2013, 13:43 Verno
Great game, really enjoying it. I hope they eventually make the projected 5m sales, 3.4m in a month is nothing to sneeze at.
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49. Re: Diablo III Beta Key Giveaway Nov 17, 2011, 08:40 RollinThundr
Beamer wrote on Nov 16, 2011, 16:44:
Krovven wrote on Nov 16, 2011, 16:09:
Beamer wrote on Nov 16, 2011, 13:22:
For one, having a Facebook account is normal now. It's a sign of a decently adjusted social person. Not having one sends off alarms of Unabomber.

That is quite possibly the most ridiculously stupid and ignorant thing you or anyone else on these forums.

Why don't you just throw in there 'everyone that wears a turban or isn't white is a terrorist' for good measure?

Unbelievably fucking stupid thing to say.

It may be stupid, but it's how people react these days.
People also think those with neck tattoos are bad employees. Is that true? Not the people I know. Does it make it stupid that they got neck tattoos and now have trouble finding jobs? Yes, yes it does.

Here's a tip: if you're in any position where you want to be liked, be it by a potential employer or potential date, you should probably adapt to large, sweeping norms that take no effort and sacrifice nothing. You can post here about how you're smarter than everyone because you don't have a facebook, but few agree with you. It makes you weird. Not quirky, eccentric, or individual, just reclusive and weird. And when you start explaining why you don't have a page you come across as annoying.

Just be like Verno. Get a page. Check it once a month. See what cousins you never talk to are up to. If anything it saves you catch-up time rather than takes up time.

Yes because "Normal" people base all their life decisions on someones facebook profile. Do you even listen to yourself? Or do you just spout total bullshit on a regular basis for effect? God you're an idiot.
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18. Re: Out of the Blue Nov 15, 2012, 18:12 crypto
'Star Wars,' the once and future franchise.
Thats not a follow up, that's a lead-in to a magazine you have to buy... booooooo
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9. Re: Ships Ahoy - Impire Feb 15, 2013, 08:52 Cutter
coldcut wrote on Feb 15, 2013, 04:27:
Cutter wrote on Feb 15, 2013, 00:03:
Demo or bargain bin are the options here.
So if you get no demo, you'll buy it in any case from the bargain bin? You must buy a lot of games

90% of my purchases are bargain bin for games. Rare is the first day sale with products sight unseen.
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