Come From Away Opens on Broadway

first_img View Comments from $49.00 About the Artist: With a desire to celebrate the magic of live theater and those who create it, and with a deep reverence for such touchstones as the work of Al Hirschfeld and the wall at Sardi’s, Squigs is happy and grateful to be among those carrying on the traditions where theater and caricature meet. He was born and raised in Oregon, lived in Los Angeles for quite a long time and now calls New York City his home. The whole gang from Broadway’s newest musical, Come From Away, is celebrating their unique mark on the Great White Way! With a book, music and lyrics by Irene Sankoff and David Hein, Come From Away follows a group of travelers stranded on 9/11. Directed by Christopher Ashley and choreographed by Kelly Devine, the show opens tonight at the Gerald Schoenfeld Theatre.The musical with recognizable Broadway stars like Jenn Colella and Chad Kimball represents the height of a dark time, on September 11, 2001, in Gander, Newfoundland, where 38 planes and 6,579 passengers were forced to land, doubling the population of one small town on the edge of the world. On September 12, their stories moved us all.To commemorate the musical’s opening night, Resident Artist Justin “Squigs” Robertson sketched the cast in a portrait that shows the camaraderie of both the cast and the roles they wishes the cast a joyous opening night. © Justin “Squigs” Robertson Related Shows Come From Awaylast_img read more

Investigators follow egg farm ties in Salmonella outbreak probe

first_img Several samples have been taken at the investigation sites, and results are pending, he said. Hamburg called the SE outbreak’s timing, coming about a month after sweeping new federal egg safety rules went into effect, an “unfortunate coincidence.” She said the outbreaks might have been prevented if the rules, which enable FDA authorities to inspect farms to ensure that they are following the new standards, went into effect sooner. The recall does not apply to retail carton eggs but includes 20- and 30-egg overwrap and loose 15-egg units under the following brand names: CRF, Alta Dena Dairy, Driftwood Dairy, Hidden Villa Ranch, and Challenge Dairy. The recall notice said that the FDA and CDC have reported confirmed cases linked to the eggs and that traceback investigations are ongoing. She said the outbreak events should press Congress to quickly pass the pending Food Safety Modernization Act, which would give federal officials more critical tools, such as traceback powers and the authority to access company records, to improve the safety of the nation’s food supply. The US House of Representatives passed the bill in July 2009, but it awaits a vote on the floor of the Senate. Aug 20 Luberski, Inc, recall notice Meanwhile, Moark, LLC, based in Fontana, yesterday recalled about 24,300 dozen eggs that it received from Hillandale Farms. The eggs were produced on Jul 6 and were distributed in southern California and Las Vegas, Nev. In a recall notice, Moark said it repackaged the eggs for retail sale under the brand names Albertsons, Yucaipa Valley, Farmer’s Gems, and Mountain Dairy. It also sold unbranded eggs to foodservice customers Dr Jeff Farrar, associate commissioner of food protection in the FDA’s Office of Foods, said though the investigation could stretch into next week, FDA officials will probably issue their initial observations sometime this week in an FDA form 483 report. Currently FDA investigators are completing their initial investigation of eight pullet-rearing sites that each contain several barns near the Wright County Egg operations in Galt, Iowa, and an environmental assessment at Hillandale Farms in New Hampton, Iowa, about 100 miles northeast of Galt. In other developments, two more egg distributors—both located in California—have recalled the eggs they received from the two egg producers. On Aug 20, Luberski, Inc., based in Fullerton, recalled eggs produced by Wright County Egg from late July through the middle of August. Luberski supplied the eggs to wholesalers, retail centers, and foodservice companies in California and Nevada. Farrar said the US Department of Agriculture has determined that both farms get their chicks from a hatching operation in Minnesota that has been certified SE-free since 1989. He said the two companies also share a feed source, Quality Egg, which is part of the Wright County Egg family of companies. He said investigators are collecting feed samples from Quality Egg and are submitting them for testing. He said so far health officials have not identified any more illness clusters that would implicate more egg producers. “We want to make sure we’re not missing any additional sources or eggs or other product,” he said. Aug 20 Star Tribune report Aug 22 Moark, LLC, recall notice Aug 23, 2010 (CIDRAP News) – With the number of recalled eggs reaching 500 million, federal officials said they have received reports of 40 more illnesses and that investigators are exploring shared links that the two Iowa companies had for their feed and chicks. Christopher Braden, MD, acting director of the US Centers for Disease Control and Prevention’s (CDC’s) division of foodborne, waterborne, and environmental diseases at the National Center for Emerging and Zoonotic Infectious Diseases, told reporters that the CDC expects to receive more reports of SE illnesses linked to the outbreak and has received 40 more since its last update on Aug 19. Margaret Hamburg, MD, US Food and Drug Administration (FDA) commissioner, told reporters at a press conference today that there are more than 20 investigators at locations in Iowa investigating the Salmonella Enteritidis (SE) linked to two of the state’s egg producers, Wright County Egg and Hillandale Farms. She said so far there is no evidence implicating any other farms. Last week the Minnesota Department of Health linked seven SE illnesses to eggs produced by Hillandale Farms, the Minneapolis Star Tribune reported on Aug 20. The cases were found during an illness cluster in May that was linked to a restaurant in Bemidji. See also:last_img read more

Kumho Announces Executive Appointments

first_imgDeMoulpied comes to LSI from the Private Client Services practice of Ernst & Young where he managed strategy & operations improvement engagements for privately held client businesses. Some of his prior roles include VP of strategic development, director of strategic initiatives, and Lean Six Sigma Master Black Belt at OptumHealth, UnitedHealth Group’s health services business, as well as Lean Six Sigma Black Belt at General Electric, where he applied operations improvement principles to customer service, supply chain and product development. A successful entrepreneur, deMoulpied is also the founder of PrestoFresh, a Cleveland-based e-commerce food/grocery business.  DeMoulpied has a Bachelor of Science degree in Engineering Management from the United States Air Force Academy and a Master of Business Administration degree from the University of Dayton in Marketing and International Business. He served six years with the USAF overseeing the development of technology used on fighter aircraft and the E-3 Surveillance aircraft, finishing his career honorably as Captain. Kumho Tire USA Inc. announced that D.H. Ham has been named CEO of the company, in addition to his present role as president. AdvertisementClick Here to Read MoreAdvertisement J.H. Kim, who had been CEO for about a year, was reassigned by Kumho Tire Co. to a post with Kumho Asiana. Rick Brennan, who had been director of brand marketing for Kumho, was promoted to vice president of marketing, and will report directly to Ham. Mike Leverington, who had been in charge of Kumho’s marketing efforts, was named director of dealer programs. James Rees was promoted to senior regional sales manager, and was also named Kumho’s salesman of the year. (Courtesy of Tire Review),Lubrication Specialties Inc. (LSI), manufacturer of Hot Shot’s Secret brand of performance additives and oils, recently announced the expansion of senior leadership. Steve deMoulpied joins LSI as the company’s chief operating officer (COO). AdvertisementClick Here to Read MoreAdvertisement LSI President Brett Tennar says, “Steve’s success in developing operational strategies that improves the bottom line, builds teamwork, reduces waste and ensures quality product development and distribution checks many of the boxes of what we were looking for in a COO. This, coupled with his career in the Air Force working with highly technical systems and his in-depth understanding of Lean Six Sigma and Business Process Management sealed our offer. As our tagline states, our products are Powered by Science. This data driven approach is one reason why our company has grown exponentially as we employ the most advanced technology to product development. I am confident that Steve is the right person to drive operational strategy for our diverse and growing brands.” Advertisement With more than 20 years of experience across multiple industries and functional areas, deMoulpied has particular expertise in organizations with complex technical products. Combined, his prior positions have required a spectrum of skills in corporate strategy, operations improvement, product quality, and revenue cycle management. He has an impressive history of utilizing data driven problem solving (Lean Six Sigma) and project management (PMP and CSM) to achieve strategic goals surrounding customer satisfaction, operational efficiency and improved profit. last_img read more

Central London investment plummets says Cushman & Wakefield

first_imgIt said in figures published today that the first quarter total also fell by 83% compared to the first quarter in 2007 when the market was at its peak.Cushman’s figures show that £678.9m of commercial property was traded in central London in the first quarter of the year against £2.826bn in Q1 2008 and £3.939bn in Q1 2007.It said, however, that the weakness of sterling and the fall in values over the last 12 months, have made London property much more affordable for overseas buyers and investor interest in both the West End and City markets has increased considerably in the last few weeks.In the City of London market, £470m was traded with German funds dominating activity. TMW acquired 11 Pilgrim Street, EC4 for £56m whilst GLL Real Estate Partners, on behalf of pension fund BVK bought Governor’s House for £70m. Swiss fund Affia also acquired Garrard House, Gresham Street for £70.5m.In the West End market, transactions in the first quarter were just over £200m which is only 13% of the turnover in Q1 2008. The average size of the 14 deals completed was £14.5m. The largest transactions included the purchase of Times Place, at 45 Pall Mall, for £56.5m and Washington House at 40 Conduit Street, was purchased for £30m.Clive Bull, head of central London investment, Cushman & Wakefield, said: ‘There is clearly evidence of more interest and more activity taking place in the West End market. Whilst transactions completed were at an all time low in Q1, a significant number of contracts were exchanged and an even greater number went into solicitor’s hands. The weakness of sterling has been an important factor in buying decisions for overseas buyers and a number have decided that now is the time to start investing in the West End.  There has also emerged a clear distinction between properties offering solid income where, arguably, prices are hardening, and less secure properties where yields continue to drift. The continuing lack of debt means there is limited competition for the larger lots although at prices up to £10m, competition appears to be increasing.’Bill Tyser, head of City investment, said: ‘60% of the £470m traded in Q1 in the City was accounted for by overseas investors and £250m was originally put under offer before Christmas. With interest rates now so low and sterling weak, interest from these overseas investors has increased still further. With qualifying stock in reasonably short supply, there has been a hardening in the yield for defensive quality investments since the acquisition of 1 Fleet Place in December 2008 which reflected a yield of 7.75%. Those properties, however, that do not match the criteria of good quality buildings – well let to recognisable covenants – the market remains remarkably thin and largely dysfunctional due to the difficulties which continue to be experienced in securing satisfactory financing terms.’last_img read more

Interview: Howard Tullman on why the Google office model ‘has become passé’

first_imgHoward Tullman has that rock-star aura that America lends to successful entrepreneurs. In casual clothing, with swept-back silver hair, he could easily pass for 15 years younger than the 70 he turned last month. He says he gets by on three hours’ sleep and fizzes with energy – thanks at least in part to the three litres of Diet Coke he confesses to drinking every day, from giant 7-Eleven ‘double gulp’ cups.The serial entrepreneur has launched more than a dozen technology start-ups over a career spanning five decades. He is currently the chief executive of 1871, a tech incubator in Chicago’s iconic Merchandise Mart building, which he took over at the end of 2013, just over a year after it was launched. The incubator, aptly named after the year of the great fire that both destroyed Chicago and brought about its rebirth, is now recognised as not only one of the largest tech hubs in the world – but one of the best.Tullman also regularly lectures on entrepreneurship, is a prolific blogger, avid art collector (he has more than 1,500 pieces), is writing a screenplay – and sits on a host of non-profit and civic boards.To say he is busy is an understatement. I was lucky enough to catch up with him at the British Council for Offices’ annual conference in Chicago in May and to ask him what lessons he had for other tech incubators looking to emulate 1871’s success, why he thinks the Google office model is no longer the future – and why the traditional property agent’s days are numbered.Before we can begin, Tullman needs some soda. He is brought a plastic cup of ice cubes and a regular can of Coke, which then sits unopened on the table – caffeine is his poison, not sugar. Instead, he crunches on an ice cube and sets about explaining the secrets of 1871’s success – one of the key elements of which, he says, was building in some real business rigour.“One of the first orders of business was to address the fact that it was not a ‘tech treehouse’ but it was intended to be a place where we create real businesses and real jobs,” he says. “So we put in place some metrics to measure progress and we had to tell some companies that their businesses were not likely to be successful, so they either needed to change or do something else.”An intense hothouseThe incubator runs more than 75,000 sq ft in the Merchandise Mart – a 3.5m sq ft art-deco behemoth that is the largest office building in the US, other than the Pentagon – and will expand into a further 50,000 sq ft of space later this year. It is now home to more than 325 early-stage, high-growth digital start-ups, and around 75 businesses have graduated (which generate a collective revenue of around $26m (£17m), have raised around $16m in capital and created about 1,700 jobs).Work space at 1871Prospective start-ups have to pitch to be a member of the hub – where fees range from $150-$450/month – and competition is fierce. “It’s not really a community centre,” says Tullman, crunching on another ice cube. “We don’t take everybody – we actually form a conclusion as to whether we think they have a realistic prospect of being successful and if we don’t think they do then we don’t admit them.”Tullman also put in place some industry-specific accelerator programmes within 1871 in key areas, such as real estate, education, technology, food and financial technology – a move he says is crucial when building an incubator.“You have to figure out that you can’t be all things to all people, so I think you have to say ‘here are the three or four areas that we are going to have expertise in’ – and that has to be credible. So, if you’re in Washington DC, I think you want to have an incubator which has an expertise that is unique to how you deal with the federal bureaucracies. I mean, someone in Miami just isn’t going to open something like that.”He says 1871 also worked to boost its educational offer, by offering business and technology programmes to its members to help them to fill gaps in their knowledge, experience and skills.“We regard the education that we provide as supplementary to the basic job, and the basic job is helping them to build a business, grow it, raise additional financing, help them with technology issues they’re going to encounter, help with regulatory issues and eventually send them on the way to be a sustainable business,” he says.“You have to make a commitment to more than real estate – you have to make a comprehensive commitment to resources; you have to figure out how to connect to the universities, to the venture community, to the city or state wherever you are, so all of that is present, because those are all aspects of the successful development of these businesses.”The art-deco Merchandise Mart buildingBut unquestionably, a major part of the success of the not-for-profit, which receives funding through corporate donors and city hall as well as its membership fees, is also its location in the Merchandise Mart, which is so big it has its own zip code. The building, which used to be known for the interior design showrooms, has rapidly evolved into a major tech cluster. Around 1m sq ft of space is now occupied by technology businesses, including Google-owned Motorola Mobility, which moved into 640,000 sq ft of space last year – an area equivalent to around 10 football pitches – after relocating from the north Chicago suburbs.Tullman says the sheer size of the building and volume of visitors – it attracts 20,000 people a day – helps spark innovation. “All the synergies and happy accidents that stimulate innovation and change through new ideas – the building makes a lot of that possible,” he says. “We have our own rail station in the building, we have our own post office, we have more than 25 restaurants – it’s a unique situation.”In many ways, 1871 looks like a fairly typical trendy office, with raw concrete, exposed services and ‘hip’ furnishings (albeit all recycled from around Chicago) – but Tullman says the space is rapidly evolving and they are now introducing more closed ‘traditional’ office spaces. “We’re getting rid of the open-plan office concept – we’ve got video that indicates that when people wanted to do anything serious or were trying to concentrate they got up and moved. And when they wanted to meet as a group they moved because the other people shushed them – so they needed to have a space. So we’re going to have some open areas, but we’re going to have a lot more ‘identity areas’: closed areas, conference areas, phone rooms.”It’s not appealingin a 5,000 sq ft space to have a ping-pong table with people screaming and enjoying themselvesHe believes this is also the way the commercial office world will move, as occupiers increasingly realise open plan may not actually be the best thing for their workers – and reduces productivity. “Open plan is cheap and landlords love it, but workers increasingly find it very disruptive. We’re seeing that the Google model just doesn’t work particularly well – it’s not successful,” he says.“The Google model was that no engineer should have to walk more than 200ft to get food – just some crazy arse thing that they decided – but what you get is micro-kitchens that don’t bring people together and don’t have a quality offering and just result in a bunch of wear and tear and maintenance.”The key is to offer quality work spaces that are not “novelties” but based around addressing the lifestyle needs of the new generation of millennial workers – such as bike rooms and showers – as well as providing the very best tech offering, such as super bandwidth, unparalleled connectivity for phones and top-grade speakerphones for conferences. “Nobody wants to go into a conference room and spend 20 minutes figuring out how to get the technology to work. They want to walk into a room and press one button and engage with somebody in a Skype conference, end of story – and if they can’t, they’ll do it on their own phone with FaceTime or something else.“If companies go down the Google model route they’ll quickly become passé – they’ll be focused on food and a couple of other things that are not significant. It’s not appealing in a 5,000 sq ft space to have a ping-pong table with people screaming and enjoying themselves – after hours that’s fine, but during the day people want to work.”Primed for disruptionThe commercial property industry itself is also set for upheaval, believes Tullman. His thinking is partly informed by the real estate tech start-ups that are being incubated in 1871, where there is a dedicated real estate accelerator programme. Businesses in the programme include: CondoGrade, which assigns grades to condominium associations based on their financial health; HerbFront, which helps medical cannabis entrepreneurs connect with real estate owners and provides zoning and mapping tools; PeerRealty, which gives middle-market investors access to developers in hope of creating investment opportunities; and Megalytics, which aggregates third-party data in real time to give lenders a hand with risk assessment.Tullman speaking at 1871The start-ups are all focused on applying tech to the real estate industry, which Tullman says is ripe for innovation and disruption. “Real estate is going to be very challenged. The business of real estate has depended since the beginning of time on the inequality of information – and not good information. So, if you were a broker and you knew some space was becoming available, the last thing you would want to do is share that with other brokers, because they may have clients who would compete with you.“So all of that – that basic premise that I’m a trained expert and I know something the market doesn’t know – will be the largest shift. In a relatively short period of time, we’re going to have perfect information and we’re going to have degrees of transparency that are going to completely change the real estate business, which is based right now on relationships.“Relationships won’t go away, but the client will say: ‘I don’t want only you exposing my property to only these four people, because there might be somebody in China who will pay 10 times that to buy my property and we need to take advantage of the fact that there are new entrants into these markets.’ That will be one huge change.”So is he predicting an end to the commercial property agent, as we know it? “Yes,” is the emphatic answer, and with that, Tullman crunches on another ice cube and slaps the table. “We done?” he asks, jumping up as his mobile rings. And then he’s off, racing to his next meeting – and presumably a hit of Diet Coke – and leaving much for the property world to digest.Property Week was media partner at the British Council for Offices’ annual conference in Chicagolast_img read more

AQE win for Air Monitors

first_imgSubscribe Get instant access to must-read content today!To access hundreds of features, subscribe today! At a time when the world is forced to go digital more than ever before just to stay connected, discover the in-depth content our subscribers receive every month by subscribing to gasworld.Don’t just stay connected, stay at the forefront – join gasworld and become a subscriber to access all of our must-read content online from just $270.last_img

Energy institute informs how to do cold smarter

first_imgSubscribe Get instant access to must-read content today!To access hundreds of features, subscribe today! At a time when the world is forced to go digital more than ever before just to stay connected, discover the in-depth content our subscribers receive every month by subscribing to gasworld.Don’t just stay connected, stay at the forefront – join gasworld and become a subscriber to access all of our must-read content online from just $270.last_img

Russian adventurer plans round-the-world balloon flight

first_imgSubscribe Get instant access to must-read content today!To access hundreds of features, subscribe today! At a time when the world is forced to go digital more than ever before just to stay connected, discover the in-depth content our subscribers receive every month by subscribing to gasworld.Don’t just stay connected, stay at the forefront – join gasworld and become a subscriber to access all of our must-read content online from just $270.last_img

Blue Water in the frame

first_img“During the project, we have been working closely together with our local agent in Tallinn where the elements have been manufactured,” said Allan Leiberg Brodersen, project manager at Blue Water. “It is an advantage to work with a local agent, who has a wide knowledge of both the platform manufacturer and the local conditions in the port.”The local agent was responsible for the transport from the production site to the Estonian port of Tallinn, where the components were loaded onto vessels and shipped to Esbjerg.Once in Denmark, Blue Water discharged the components onto the quay for storage, before they were shipped offshore for installation.The frame is being installed by American company HESS Corporation, which has awarded Blue Water the logistics contract for a similar project planed for the first quarter of 2015.  www.bws.dklast_img read more

LETR may be ‘outdated’, warns Savage

first_imgThe much-delayed Legal Education and Training Review (LETR) could be ‘obsolete and outdated’ even before it is published, according to the University of Law’s chief executive Nigel Savage.Savage (pictured) was speaking to the Gazette amid speculation that the review, launched in November 2010, would miss its revised publication date of May.He said that changes since the LETR’s inception, including the advent of alternative business structures, the Jackson reforms and the removal of legal aid from most civil cases might render the exercise obsolete.Savage said: ‘The pace of change in higher education and legal services is such that the LETR could be dead before it hits the ground. It’s a missed opportunity because we have been waiting a long time since Roger Smith’s project more than 10 years ago. That came to nothing, too.’He was referring to the Training Framework Review led by Roger Smith while director of legal education at the Law Society. The review was stalled by disagreements among the academics involved and failed to achieve its aim of root-and-branch reform.Critics of the LETR fear it will suffer the same fate, pointing to the fact that its lead researchers comprise three academics and just one lawyer.last_img read more