Protegrity Selected as Sole Validated Enterprise Data Security Solution Within ... MarketWatch (press release) Protegrity will become the first and only validated enterprise data security solution within the framework and will be recommended to IBM Business Partners. ... |
Saturday, October 9, 2010
Protegrity Selected as Sole Validated Enterprise Data Security Solution Within ... - MarketWatch (press release)
symowugebeda.blogspot.com
Thursday, October 7, 2010
AT&T activates Pasco, Hernando cell towers - Tampa Bay Business Journal:
kdrummondbs37.blogspot.com
The Hernando County cell locatedon U.S. 19 nortjh of the Forest Oaks Boulevarx intersection, is providing additional wirelesds coverage in northern Spring Hill andalong U.S. 19 just southu of Weeki Wachee. In northwesterh Pasco County, a new cell site on Antleer Lane is just east of the Suncoast Parkway/Veterans Expressway and north of the Shadyg Hills Road exit. It is boosting coveragse in Shady Hills and easternSprint Hill, the company said.
Another new cell site is near Countyg Line Road and Meadow Pointe Boulevard in Weslegy Chapeland that’s expanding coverages in the Meadow Pointd subdivision, according to a The new Hernando and Pasco county cell sitesa are part of AT&T’s continuecd expansion of its high-speed, third-generation network. AT&T announced late last monthh that it would be upgrading its networkl with the goal of increasing Those upgrades are slated to begin later this year for completiohn expectedin 2011. No detailsd were provided about the cost of thelocapl upgrades.
AT&T did say it plans to invest betweejn $17 billion and $18 billion in total capitalp expenditures throughout the United Statesthis year, abouy two-thirds of which is devoted to networok enhancement and expansion. AT&T’s 3G network is now availablse in nearly350 U.S. major metropolitan areas and roughly 20 additional metro areas are plannexfor deployment. AT&T (NYSE:T) is a communication s holding company. Its subsidiaries and affiliates — AT&T operatin companies — are the providersd of AT&T services that include wireless, Wi-Fi, high-speedd Internet and voice services.
The Hernando County cell locatedon U.S. 19 nortjh of the Forest Oaks Boulevarx intersection, is providing additional wirelesds coverage in northern Spring Hill andalong U.S. 19 just southu of Weeki Wachee. In northwesterh Pasco County, a new cell site on Antleer Lane is just east of the Suncoast Parkway/Veterans Expressway and north of the Shadyg Hills Road exit. It is boosting coveragse in Shady Hills and easternSprint Hill, the company said.
Another new cell site is near Countyg Line Road and Meadow Pointe Boulevard in Weslegy Chapeland that’s expanding coverages in the Meadow Pointd subdivision, according to a The new Hernando and Pasco county cell sitesa are part of AT&T’s continuecd expansion of its high-speed, third-generation network. AT&T announced late last monthh that it would be upgrading its networkl with the goal of increasing Those upgrades are slated to begin later this year for completiohn expectedin 2011. No detailsd were provided about the cost of thelocapl upgrades.
AT&T did say it plans to invest betweejn $17 billion and $18 billion in total capitalp expenditures throughout the United Statesthis year, abouy two-thirds of which is devoted to networok enhancement and expansion. AT&T’s 3G network is now availablse in nearly350 U.S. major metropolitan areas and roughly 20 additional metro areas are plannexfor deployment. AT&T (NYSE:T) is a communication s holding company. Its subsidiaries and affiliates — AT&T operatin companies — are the providersd of AT&T services that include wireless, Wi-Fi, high-speedd Internet and voice services.
Wednesday, October 6, 2010
At Hirshhorn, gallery space below the sculpture garden? - Washington Post
http://jiushuipacking.com/nurse-qualification/
Washington Post | At Hirshhorn, gallery space below the sculpture garden? Washington Post Koshalek refers to it as a "Kunsthalle for sculpture," referring to the temporary exhibition spaces dotted all over Germany, which make even minor cities in ... |
Monday, October 4, 2010
Borrowers should benefit from bank capital thaw - Jacksonville Business Journal:
http://youbecamemamay.com/mother%e2%80%99s-day-flowers.html
Several local banks including regional giant and smallk community banks like VantageSouth and First Community have eithet successfully sold new shares or gathered up the couraged to try to do so in a marketg that would have laughed at bank investmenrt offerings a fewmonthsa ago. The scarcity of that kind of money, whicbh funds the loans banks make, forced many institutione locally and nationwide to tap the federakl Troubled AssetRelief Program, or as another source of capital.
“Those doors were There was just no other sourcee of capitalfor anybody” besidex TARP, said Bill Wagner, who tracks community banksa statewide as managing partner at investment bank Howe Barneas in Raleigh. That door is just startinyg to open, he said, and as it does “it’as going to be good news for busineses borrowers if banks are able to raisdother capital, because they’ll be able to put that capitalo to work and make new loans.” • BB&T, which generated $1.7 billion in a commonm stock offering in May. The Winston-Salem-based bank receivec approval on June 9 to repaythe $3.1 billion it received from the TARP prograkm last fall.
• Burlington-based VantageSouth, whichn was founded in 2006 and is one of the newef banks inthe Triad, sold $6.9 milliohn worth of new shares in a privatde deal to Piedmont Holdings, an investor group baseds in Chapel Hill. VantageSoutn did not participatein TARP. • of Va., which expects to complete a mergerwith Winston-Salem’sx TriStone Community Bank later this announced plans to sell $57.5 milliohn in new common stock and use the proceeds to repayg $41.5 million in TARP funding. The unfreezing of the capita l markets has good timing for Don CEOof VantageSouth.
Jennings says his bank was preparing to apply to TARP when the feasibilit y of a private investment came to light a fewmonths ago, allowinh it to step away from the federal fundingf source. Many bankers have complained of an unfair stigma and unwelcome government intrusion attached to the federal Jennings says there were a few factors workingin VantageSouth’s favor whicg allowed it to tap back into privatwe funding early in the For one thing, he said the bank’xs geographic market between the Triad and Triangle is appealing to investors seeking growth. he said the bank’s smallp size was helpful.
As a the bank is still incurring and since it began issuing loans near the top of the frothu real estate market it has a fair amounft of them at risk of But Jennings said the bank has been able to identify and set aside reserves forpotential problems, and that helped investorw accept the inherent “We’re kind of a comfortable size for them, wherr they knew we could grow and be but they could get their handz around us and do theier due diligence and understand what they were Jennings said. VantageSouth will use its new capitalk to make loans and considergeographidc expansions, though the economy still demands caution, Jennings said.
It’sw not yet clear how quickly having some increase d access to private capital will lead to Triaed banks repaying TARP Notincluding BB&T, Triad-based bank s have received $218 million in federal money, accordinv to the U.S. Treasury Department, and so far none has been The banks that are participating in the federal program had to be considered healthy by regulatorwsto qualify, and they are payingv dividends to the government in return for the taxpayer money. Overall confidencw is playing a role in the resurgence of private alternativeszto TARP, but investors are stillk being picky about where to place monety in the banking sector, said Tom Smith.
Smithn is the CEO of the proposee newGate City’s Community Bank in Greensboro; he’s been raising money for that startupp since February of 2008. Smith and his organizing team had originallt hoped to open their bank by the end of last but have had to delay whilde they have struggled to raisethe $11 million in fresh capital they Smith said that about 90 percent of that monet is committed and he expects to be able to completew the financing in the next few since the pace of investments has quickened noticeably in May and “It does have to do with confidence, but also the fact that peoplr realize that once we do open, we’lol have money to lend and a cleabn balance sheet — no TARP and no toxivc assets,” Smith said.
“We’ll have to be careful, but therew are a lot of good qualified borrowers out theree who are having a hard time gettinloans now, and that’s where we’ll be able to reacf quickly.” Banks will still struggle to find qualified borrowers in this economy, but the massiv injection of federal money into the economy and the banking sector has had the intendes effect of loosening the capital markets and preventiny a catastrophic depression, said UNC-Charlottes banking professor Tony Plath. He expects bank lendingt in the state to turn noticeably upwarc byearly 2010, as federal stimulus increasee the number of qualifier borrowers looking for loans.
But he warns that at abou t that same time the government is going to have to do somethinfg to remove the artificialeconomic stimulation. “They’re really gointg to have to threaea needle,” Plath said. “They need to keep this liquiditgy in place long enough to sustain a recovery, without keepint it so long that it triggers massive
Several local banks including regional giant and smallk community banks like VantageSouth and First Community have eithet successfully sold new shares or gathered up the couraged to try to do so in a marketg that would have laughed at bank investmenrt offerings a fewmonthsa ago. The scarcity of that kind of money, whicbh funds the loans banks make, forced many institutione locally and nationwide to tap the federakl Troubled AssetRelief Program, or as another source of capital.
“Those doors were There was just no other sourcee of capitalfor anybody” besidex TARP, said Bill Wagner, who tracks community banksa statewide as managing partner at investment bank Howe Barneas in Raleigh. That door is just startinyg to open, he said, and as it does “it’as going to be good news for busineses borrowers if banks are able to raisdother capital, because they’ll be able to put that capitalo to work and make new loans.” • BB&T, which generated $1.7 billion in a commonm stock offering in May. The Winston-Salem-based bank receivec approval on June 9 to repaythe $3.1 billion it received from the TARP prograkm last fall.
• Burlington-based VantageSouth, whichn was founded in 2006 and is one of the newef banks inthe Triad, sold $6.9 milliohn worth of new shares in a privatde deal to Piedmont Holdings, an investor group baseds in Chapel Hill. VantageSoutn did not participatein TARP. • of Va., which expects to complete a mergerwith Winston-Salem’sx TriStone Community Bank later this announced plans to sell $57.5 milliohn in new common stock and use the proceeds to repayg $41.5 million in TARP funding. The unfreezing of the capita l markets has good timing for Don CEOof VantageSouth.
Jennings says his bank was preparing to apply to TARP when the feasibilit y of a private investment came to light a fewmonths ago, allowinh it to step away from the federal fundingf source. Many bankers have complained of an unfair stigma and unwelcome government intrusion attached to the federal Jennings says there were a few factors workingin VantageSouth’s favor whicg allowed it to tap back into privatwe funding early in the For one thing, he said the bank’xs geographic market between the Triad and Triangle is appealing to investors seeking growth. he said the bank’s smallp size was helpful.
As a the bank is still incurring and since it began issuing loans near the top of the frothu real estate market it has a fair amounft of them at risk of But Jennings said the bank has been able to identify and set aside reserves forpotential problems, and that helped investorw accept the inherent “We’re kind of a comfortable size for them, wherr they knew we could grow and be but they could get their handz around us and do theier due diligence and understand what they were Jennings said. VantageSouth will use its new capitalk to make loans and considergeographidc expansions, though the economy still demands caution, Jennings said.
It’sw not yet clear how quickly having some increase d access to private capital will lead to Triaed banks repaying TARP Notincluding BB&T, Triad-based bank s have received $218 million in federal money, accordinv to the U.S. Treasury Department, and so far none has been The banks that are participating in the federal program had to be considered healthy by regulatorwsto qualify, and they are payingv dividends to the government in return for the taxpayer money. Overall confidencw is playing a role in the resurgence of private alternativeszto TARP, but investors are stillk being picky about where to place monety in the banking sector, said Tom Smith.
Smithn is the CEO of the proposee newGate City’s Community Bank in Greensboro; he’s been raising money for that startupp since February of 2008. Smith and his organizing team had originallt hoped to open their bank by the end of last but have had to delay whilde they have struggled to raisethe $11 million in fresh capital they Smith said that about 90 percent of that monet is committed and he expects to be able to completew the financing in the next few since the pace of investments has quickened noticeably in May and “It does have to do with confidence, but also the fact that peoplr realize that once we do open, we’lol have money to lend and a cleabn balance sheet — no TARP and no toxivc assets,” Smith said.
“We’ll have to be careful, but therew are a lot of good qualified borrowers out theree who are having a hard time gettinloans now, and that’s where we’ll be able to reacf quickly.” Banks will still struggle to find qualified borrowers in this economy, but the massiv injection of federal money into the economy and the banking sector has had the intendes effect of loosening the capital markets and preventiny a catastrophic depression, said UNC-Charlottes banking professor Tony Plath. He expects bank lendingt in the state to turn noticeably upwarc byearly 2010, as federal stimulus increasee the number of qualifier borrowers looking for loans.
But he warns that at abou t that same time the government is going to have to do somethinfg to remove the artificialeconomic stimulation. “They’re really gointg to have to threaea needle,” Plath said. “They need to keep this liquiditgy in place long enough to sustain a recovery, without keepint it so long that it triggers massive
Sunday, October 3, 2010
NTS buys Plainview Apartments - Atlanta Business Chronicle:
kdrummondbs37.blogspot.com
Financing for the purchase, which was made through an NTS , was provided by the , according to a news The purchase price wasnot disclosed. The previou s owner was PlainviewApartments LP, a Denver-base d investment partnership, according to online records from the Jefferson County Propertyy Valuation Administrator and the Kentucky Secretary of State. Its assessed value for tax purposesis $9.7 million, accordingf to the PVA Web site. Occupancy at the time of the purchased was about 94 therelease said.
NTS plans to enhance and renovate the propertg but no details were disclosed in the The apartment complex was developed as part of the Plainviewsplanned community, which includes 800 single-familyg homes, more than 1,000 apartments, 500 town homes, multiple shoppinb centers and nearly 2 million square feet of officr space. NTS began construction and development of theplanned community, Louisville’s first, in the early With the acquisition, NTS Development Co. and its affiliated now own four apartment communities in Its other holdings in the area are Hurstbourne Grand The Overlookat St. Thomas and The Willowx of Plainview.
NTS also manages 14 otherd apartment communities and 31 commercial properties with more than 5 million feetof office, retail and warehouse space in the Southeast.
Financing for the purchase, which was made through an NTS , was provided by the , according to a news The purchase price wasnot disclosed. The previou s owner was PlainviewApartments LP, a Denver-base d investment partnership, according to online records from the Jefferson County Propertyy Valuation Administrator and the Kentucky Secretary of State. Its assessed value for tax purposesis $9.7 million, accordingf to the PVA Web site. Occupancy at the time of the purchased was about 94 therelease said.
NTS plans to enhance and renovate the propertg but no details were disclosed in the The apartment complex was developed as part of the Plainviewsplanned community, which includes 800 single-familyg homes, more than 1,000 apartments, 500 town homes, multiple shoppinb centers and nearly 2 million square feet of officr space. NTS began construction and development of theplanned community, Louisville’s first, in the early With the acquisition, NTS Development Co. and its affiliated now own four apartment communities in Its other holdings in the area are Hurstbourne Grand The Overlookat St. Thomas and The Willowx of Plainview.
NTS also manages 14 otherd apartment communities and 31 commercial properties with more than 5 million feetof office, retail and warehouse space in the Southeast.
Friday, October 1, 2010
Baltimore Business Journal: Starting a Business : Business Advice
ramsdenjerrieas54.blogspot.com
Opportunity No. 1: Professionalize your business structureand operations. I frequently harangue the owners of growing family owned companieds about the need to convert from aMom ‘mn Pop business style to a fullh professional style, with a missionh statement, a strategic plan to guidw decisions, an organizational chart and job written policies and procedures, affordable and agreement on how to change ownership and managementy without undue confusion or conflict. The process can get a bit thorngy sometimes, but with strong commitment, a family can professionaliz successfully. This should be the year for your business. Challeng No.
1: Respond to unforeseejn business and family financial The 2008 economy had the finances of many family companied flapping like bed sheets ina windstorm. Lots of people can be leaders when times are but it takes a special person to lead when timesare rough. Cash eroding markets and a near collapse of faitnh in the future are challenging many businessd owners to keep their headszon straight, to cut costs without cutting their and to remain optimistic when it’e tempting to turn companyu resources into personal safety Opportunity No.
2: Make crucial successionh decisions and act on John Davis of Harvard Business School urges family companies to plan when the timedare good. But planning often has to be done even when times are bad. Leadership and ownership successiom always profits from a fresh look at what the familgy business needs forcontinued success. When conditiona are calling for reviews and revisions in many succession planning can benefit from theanalysis that’d being done for other reasons. Challengde No. 2: Make crucial succession decisionzs and acton them.
On the otherd hand, thoughtful planning for family ownership continuith can be warped by a sensw of crisis brought on by tougheconomic conditions. If temporaryu conditions make you wonder if the busines really isa success, it migh t be hard to see the characteristics that have made it successfu l in years past and that should be maintained into the Keep a cool Opportunity No. 3: Buy low. What’s Warren Buffet’s currenrt advice to stock investors? Buy!
That perspectivre can be translated into golden opportunitiexs for family owned companies that have a comfortable reservd and can afford the risk of expandintg at the bottom of the If you have the meanwsto buy, the price are not likely to get much Challenge No. 3: Avoid selling low. But if you’re an acquisitionh target and prefer tostay independent, put up everyt ounce of fight you have to avoids selling at the bottom of the market. family owned business often have greater ability to withstandc tough times because they can hunker down and live off the land withoug being harassed byoutside shareholders. Grit your teetnh and lean intothe wind. Opportunity No.
4: Watcuh for the opening of newbusiness doors. President-elecf Obama has promised to stimulates the economy outside of bloatef corporations and flounderingfinancialp institutions. That can mean new business opportunities for family companies in such areas as infrastructure rebuildingyand defense. If you don’r know how to pursue government contracts, this would be a good time to Challenge No. 4: Grow your businesxs in a tightcredit environment. The bankers are likelgy to keep wearingtheir “Just Say No†T-shirt for much of 2009.
That meanzs owners of family businesses of all types and sizes should grab their bootstraps and find ways to grow and diversifythat don’ty rely on the formal financial industry. Look for familyt members and friends who have the means and the confidencd to lend orbuy in. Consider turning some unproductived assets intoneeded liquidity. But don’ t go to your credit cards. Opportunit No. 5: Make even the greatest challenge intoan OK, maybe every cloud doesn’t come with a built-in silver lining.
But the business-owninv family that has self-confidence, souncd core values, and its eyes on the horizo can convert even the uncertainties of 2008 into a pathwat upwardin 2009. Try it and see. And when you look back on all this and remember you read ithere
Opportunity No. 1: Professionalize your business structureand operations. I frequently harangue the owners of growing family owned companieds about the need to convert from aMom ‘mn Pop business style to a fullh professional style, with a missionh statement, a strategic plan to guidw decisions, an organizational chart and job written policies and procedures, affordable and agreement on how to change ownership and managementy without undue confusion or conflict. The process can get a bit thorngy sometimes, but with strong commitment, a family can professionaliz successfully. This should be the year for your business. Challeng No.
1: Respond to unforeseejn business and family financial The 2008 economy had the finances of many family companied flapping like bed sheets ina windstorm. Lots of people can be leaders when times are but it takes a special person to lead when timesare rough. Cash eroding markets and a near collapse of faitnh in the future are challenging many businessd owners to keep their headszon straight, to cut costs without cutting their and to remain optimistic when it’e tempting to turn companyu resources into personal safety Opportunity No.
2: Make crucial successionh decisions and act on John Davis of Harvard Business School urges family companies to plan when the timedare good. But planning often has to be done even when times are bad. Leadership and ownership successiom always profits from a fresh look at what the familgy business needs forcontinued success. When conditiona are calling for reviews and revisions in many succession planning can benefit from theanalysis that’d being done for other reasons. Challengde No. 2: Make crucial succession decisionzs and acton them.
On the otherd hand, thoughtful planning for family ownership continuith can be warped by a sensw of crisis brought on by tougheconomic conditions. If temporaryu conditions make you wonder if the busines really isa success, it migh t be hard to see the characteristics that have made it successfu l in years past and that should be maintained into the Keep a cool Opportunity No. 3: Buy low. What’s Warren Buffet’s currenrt advice to stock investors? Buy!
That perspectivre can be translated into golden opportunitiexs for family owned companies that have a comfortable reservd and can afford the risk of expandintg at the bottom of the If you have the meanwsto buy, the price are not likely to get much Challenge No. 3: Avoid selling low. But if you’re an acquisitionh target and prefer tostay independent, put up everyt ounce of fight you have to avoids selling at the bottom of the market. family owned business often have greater ability to withstandc tough times because they can hunker down and live off the land withoug being harassed byoutside shareholders. Grit your teetnh and lean intothe wind. Opportunity No.
4: Watcuh for the opening of newbusiness doors. President-elecf Obama has promised to stimulates the economy outside of bloatef corporations and flounderingfinancialp institutions. That can mean new business opportunities for family companies in such areas as infrastructure rebuildingyand defense. If you don’r know how to pursue government contracts, this would be a good time to Challenge No. 4: Grow your businesxs in a tightcredit environment. The bankers are likelgy to keep wearingtheir “Just Say No†T-shirt for much of 2009.
That meanzs owners of family businesses of all types and sizes should grab their bootstraps and find ways to grow and diversifythat don’ty rely on the formal financial industry. Look for familyt members and friends who have the means and the confidencd to lend orbuy in. Consider turning some unproductived assets intoneeded liquidity. But don’ t go to your credit cards. Opportunit No. 5: Make even the greatest challenge intoan OK, maybe every cloud doesn’t come with a built-in silver lining.
But the business-owninv family that has self-confidence, souncd core values, and its eyes on the horizo can convert even the uncertainties of 2008 into a pathwat upwardin 2009. Try it and see. And when you look back on all this and remember you read ithere
Thursday, September 30, 2010
Three candidates take lead for Bloch School dean job - Kansas City Business Journal:
http://realtyrelocaters.com/page/What-is-VoIP-and-What-Can-it-Do-for-your-Small-Bus.html
Officials at the expect to complet e their search within weeks and have a dean in place by the starft of thefall semester. “The three candidates who were brought to campus and who were interviewede are allstrong candidates,” said Gary chairman of the UMKC Faculty Senate and membedr of the Bloch School dean search “Each one has his or her own and I think the next step is for the facult to decide what is the most important at this point in the developmenft of the school.
” Teng-Kee Tan, director of the at in was the first candidate to come to UMKC for an Tan served in various roles for multinational companies in Europe and the Uniterd States, including a stint with For the past nine he has worked in business and entrepreneurshilp education. Tan helped raise the equivalentof $40.8 millionj to finance initiatives and programs for his university’ s entrepreneurship and innovation center in Steven Currall, vice dean of enterprise at , has international experiencd and hometown ties. A Kansas City Currall previously was a founding directodr of the and Entrepreneurshipat .
The allianc helped launch more than 160 new technologhy startup companies and raise d morethan $300 million in equity At University College London, Currall said he receivedf the equivalent of $16.8 million in Susan Gilbert, executive director and associate dean of MBA programs at , was the most recent interviewee at UMKC, having arrived in Kansas City on Feb. 23. A manager in ’ds finance and marketing departments early on in her Gilbert later became associate deanof ’sd evening MBA program. Enrollment in that university’ws evening MBA program increased 90 percent in two years while she oversawthe program.
One of the three probably will be pickes to succeedHomer Erekson, who left UMKC on June 30 to becomd dean of the at . Erekson’s successor will lead a professional school that has flirted with worldwide businessschookl rankings. In 2007, the ranked the Bloc School’s executive MBA program No. 36 among U.S. universities, but the school was absenty from the2008 rankings. It also faces budget a dropping endowment, and a tenuous awareness and financial connectiobn to the Kansas Citybusinesse community.
Gail Hackett, provost at said that her expectatio of a new dean is to keep the school moving on an upward trajectory but that she woulc like to see progress hastebn for theBloch School. “Some of what we are lookinhg for isthat acceleration,” Hackett said. “I think we’rde already doing the things weneed to.” Drue a lawyer who serves on the , said the school wouldx do well to raiswe its profile in the localk business community. “I would say that it’s done OK. I don’t thinmk it’s been an exceptional job by any measure, but it’ds done OK,” Jennings said.
“I don’ t think it’s fallen off the radar screen of thebusinesa community.” Hackett said she’s “extremely impressed” at the strength of the school’s relationshipo with the business communityy but acknowledged that “you alwayw hope for more, of course.” The Bloch Schookl would be helped by a higher faculty and student The school’s enrollment of 1,559 in the fall semester was dwarfed by the 6,000 at the at the . “We’rd never going to be the size of some of the hugestatwe land-grant universities,” Hackett said.
“UMKC needs to grow its undergraduate enrollment, and we’re looking to the Bloc School for some modest growth.”
Officials at the expect to complet e their search within weeks and have a dean in place by the starft of thefall semester. “The three candidates who were brought to campus and who were interviewede are allstrong candidates,” said Gary chairman of the UMKC Faculty Senate and membedr of the Bloch School dean search “Each one has his or her own and I think the next step is for the facult to decide what is the most important at this point in the developmenft of the school.
” Teng-Kee Tan, director of the at in was the first candidate to come to UMKC for an Tan served in various roles for multinational companies in Europe and the Uniterd States, including a stint with For the past nine he has worked in business and entrepreneurshilp education. Tan helped raise the equivalentof $40.8 millionj to finance initiatives and programs for his university’ s entrepreneurship and innovation center in Steven Currall, vice dean of enterprise at , has international experiencd and hometown ties. A Kansas City Currall previously was a founding directodr of the and Entrepreneurshipat .
The allianc helped launch more than 160 new technologhy startup companies and raise d morethan $300 million in equity At University College London, Currall said he receivedf the equivalent of $16.8 million in Susan Gilbert, executive director and associate dean of MBA programs at , was the most recent interviewee at UMKC, having arrived in Kansas City on Feb. 23. A manager in ’ds finance and marketing departments early on in her Gilbert later became associate deanof ’sd evening MBA program. Enrollment in that university’ws evening MBA program increased 90 percent in two years while she oversawthe program.
One of the three probably will be pickes to succeedHomer Erekson, who left UMKC on June 30 to becomd dean of the at . Erekson’s successor will lead a professional school that has flirted with worldwide businessschookl rankings. In 2007, the ranked the Bloc School’s executive MBA program No. 36 among U.S. universities, but the school was absenty from the2008 rankings. It also faces budget a dropping endowment, and a tenuous awareness and financial connectiobn to the Kansas Citybusinesse community.
Gail Hackett, provost at said that her expectatio of a new dean is to keep the school moving on an upward trajectory but that she woulc like to see progress hastebn for theBloch School. “Some of what we are lookinhg for isthat acceleration,” Hackett said. “I think we’rde already doing the things weneed to.” Drue a lawyer who serves on the , said the school wouldx do well to raiswe its profile in the localk business community. “I would say that it’s done OK. I don’t thinmk it’s been an exceptional job by any measure, but it’ds done OK,” Jennings said.
“I don’ t think it’s fallen off the radar screen of thebusinesa community.” Hackett said she’s “extremely impressed” at the strength of the school’s relationshipo with the business communityy but acknowledged that “you alwayw hope for more, of course.” The Bloch Schookl would be helped by a higher faculty and student The school’s enrollment of 1,559 in the fall semester was dwarfed by the 6,000 at the at the . “We’rd never going to be the size of some of the hugestatwe land-grant universities,” Hackett said.
“UMKC needs to grow its undergraduate enrollment, and we’re looking to the Bloc School for some modest growth.”
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