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Deluxe Corp. (NYSE:DLX)
Q4 2009 Earnings Call
January 28, 2009 11:00 am ET
Jeff Johnson - VP, IR
Lee Schram - CEO
Terry Peterson - CFO
Jamie Clement - Sidoti & Company LLC
Mike Hamilton - RBC Capital Market
Charlie Strauzer - CJS Securities
John Kraft - D.A. Davidson
Good day, ladies and gentlemen, and welcome to the fourth quarter 2009 Deluxe Corporation earnings conference call. My name is Francis, and I will be your coordinator for today. (Operator Instructions).
I would now like to turn the presentation over to your host for today, Jeff Johnson, Treasurer and Vice President of Investor Relations.
Jeff Johnson
Thank you, Francis. Welcome to Deluxe Corporation's 2009 fourth quarter earnings call. I'm Jeff Johnson, Deluxe's Vice-President of Investor Relations and Treasurer. Joining me on the call today are Lee Schram, Deluxe's Chief Executive Officer, and Terry Peterson, Deluxe's Chief Financial Officer. Lee, Terry and I will take questions from analysts after the prepared comments. At that time, the operator will instruct you how to ask a question.
In accordance with Regulation FD, this call is open to all interested parties. A replay of the call will be available via telephone and Deluxe's website. I will provide instructions for accessing the replay at the conclusion of our teleconference.
Before I begin, let me make this brief cautionary statement. Comments made today regarding financial estimates and projections and any other statements addressing management's intentions and expectations regarding the Company's future performance are forward-looking statements as defined in the Private Securities Litigation Reform Act of 1995. As such, these comments are subject to risks and uncertainties, which could cause actual results to differ materially from those projected. Additional information about various factors that could cause actual results to differ from those projected are contained in the news release that we issued this morning and in the Company's Form 10-K for the year ended December 31, 2008.
In addition, the financial and statistical information that will be reviewed during the call is addressed in greater detail in today's press release, which is posted in the News and Investor Relations section of our website, www.deluxe.com, and was furnished to the SEC on the Form 8-K filed this morning. In particular, any non-GAAP financial measures are reconciled to the comparable GAAP financial measures in the press release.
Now, I'll turn the call over to Lee Schram, Deluxe's CEO.
Lee Schram
Thank you, Jeff. And good morning, everyone. I'd like to begin by welcoming both Terry and Jeff to their new positions as Chief Financial Officer and Head of Investor Relations. I am already seeing significant contributions from each of them and I'm confident they will truly partner with me in continuing to transform Deluxe.
In a continued challenging economic environment, we delivered a very strong quarter. We reported revenue at the high-end of our expected range while adjusted earnings per share was well above the high-end of our range. All three segments delivered strong revenue. Checks and forms both performed well and we continue to grow loyalty and retention, broaden security and new business services revenues over the prior year.
We saw stronger revenue performance later in the quarter than expected. We also continued with strong execution against our cost reduction programs and spending controls, all of which drove better than expected adjusted earnings per share and operating cash flow.
Adjusted diluted earnings per share from continuing operations grew 3% over the prior year, and we generated $206 million in operating cash flow for the year. We are prudently managing our Company and not taking our eyes off of process improvements and cost reductions while driving strong operating cash flow. But we are investing in future growth areas and focusing more on sustainable revenue growth as we continue to transform Deluxe and execute our turnaround plan.
In a few minutes, I will discuss more details around our recent progress and next steps, but first, Terry will cover our financial performance.
Terry Peterson
Thanks, Lee. Earlier today, we reported diluted earnings per share for the fourth quarter of $0.59, which included restructuring and transaction-related costs of $0.11. Excluding the restructuring and transaction costs, adjusted EPS from continuing operations of $0.70 was $0.06 favorable to the upper end of our previous outlook, and 3% higher than the $0.68 reported in the fourth quarter of 2008.
The prior year benefit is from higher revenue levels and the associated margin flow-through, plus an approximate $0.06 per share benefit related to lower performance-based incentive compensation expense.
Revenue for the quarter came in at $340 million, which was at the high-end of the range of our previous outlook. In fact, all three of our business segments delivered at the high-end of our expectations.
Revenue was down only 6.7% from 2008 and grew on a sequential quarterly basis. Small Business Services revenue of $206 million was down 5.8% versus 2008, and up $12 million from the third quarter. Revenue was unfavorably impacted by continued economic weakness, including a weaker than expected result in holiday cards, but sales of checks and forms were stronger and business services showed solid growth.
Financial Services revenue of $95 million was down 7.2% versus the fourth quarter of last year. The decline was due to the impact of lower check orders, partially offset by higher revenue per order as a result of the third quarter price increase.
Direct Checks revenue totaled $39 million, down 10.3% on a year-over-year basis, but better than the full-year rate of decline due to improved re-order performance.
Gross margin for the quarter was 62.8% of revenue, up slightly from 2008. Benefits from improvements and manufacturing productivity, plant consolidations, delivery initiatives and product mix were partly offset by increased performance-based compensation expense and material and delivery rates.
SG&A expense decreased $12 million in the quarter, and was 44.8% of revenue compared to 45.1% in the same period last year. Increased performance-based compensation and SG&A associated with acquisitions were more than offset by benefits from the continued execution of our cost reduction initiatives.
Operating margin for the quarter, excluding restructuring and transaction costs of 19%, was up from the 18.3% generated in 2008, and was above our expectations with favorability coming from stronger performance on our cost reduction initiatives and our continued focus on spending controls.
All three segments delivered strong operating margins. Excluding the restructuring and transaction costs, Small Business Services operating margin of 15.2% was the highest of the year and was up one percentage point over last year due to continued progress with cost reduction initiatives. Financial Services operating margin of 19.3% was in line with the full year's operating margin, but down 1.9 points from 2008 due to the impact of volume declines and higher performance-based compensation expense. Direct Checks operating margin of 37.6% increased 4.8 points from 2008 due to significant cost reductions and a favorable mix of products sold.
Turning to the balance sheet and cash flow statement, total debt at the end of the quarter was $769 million, down 10% compared to $853 million at the end of 2008. Cash provided by operating activities for the year was $206 million. The increase from last year was due to significantly lower incentive compensation and interest payments, partially offset by higher contract acquisitions and severance payments in 2009.
Our operating cash flow was also stronger than our previous outlook, driven by higher than expected earnings in the quarter. Capital expenditures for the year were $44 million and depreciation and amortization expense was $68 million.
Looking ahead to 2010, we expect consolidated revenue on a full-year basis to range from 1.275 to $1.335 billion. At the high-end of the range, we are only expecting a slight improvement in economic conditions. Diluted earnings per share are expected to range from $2.35 to $2.65.
There are several key factors that contribute to our full-year outlook, including Small Business Services revenue is expected to decline in the low-single digits to flat range, as declines in core business products are expected to be offset by benefits from our e-Commerce investments, and double-digit growth in our Business Services offerings.
We expect Financial Services revenue to decline in the mid-single digits to flat range driven by check order declines of approximately seven to 8% given the continued weak economy, and increases in other forms of electronic payments, which we expect will be partially offset by higher revenue per order; a new acquisition win, which will begin to contribute volume in the latter half of the year, and continued contributions from non-check revenue streams.
Direct Checks revenue declines are expected to be in the very low-double digits to very high-single digit range, driven by check usage declines and a continued weak economy only partially offset by improved re-order volume stemming from past quantity reductions.
Continued focused execution on our cost reduction initiatives, increases in material and delivery rates, continued investments in revenue growth opportunities including Business Services, helping financial institutions grow core deposits, getting new small business customers and enhance Internet capabilities and an effective tax rate of approximately 34%.
We expect to continue generating strong operating cash flows ranging between 180 and $200 million in 2010 driven by stronger earnings on the upper end of our outlook, continued progress on working capital initiatives and lower contract acquisition payments, which we expect to be approximately $10 million. However, we also expect that variable compensation payments will be greater in the first quarter of 2010 as a result of our performance in 2009.
2010 capital expenditures are expected to be approximately $40 million, down 10% from 2009. We plan to invest in key revenue growth initiatives, expand our use of digital printing technology, complete automation of our flat check delivery packaging process and make other investments in order fulfillment, delivery productivity in IT infrastructure. Depreciation and amortization expense is expected to be $64 million, including $14 million of acquisition-related amortization.
For the first quarter of 2010, we expect revenue to range from 320 to $335 million. Diluted earnings per share are expected to range from $0.57 to $0.64, which, even at the low end, reflects year-over-year growth. In comparison to 2009, the factors affecting our full-year outlook are similar to those affecting the first quarter.
Shifting to our capital structure, we expect to maintain our balanced approach of investing organically and through small to medium-sized acquisitions in order to drive our growth transformation. We also expect to maintain our current dividend level. To the extent we generate cash flow in excess of these priorities, we plan to pay down debt in order to further strengthen our balance sheet.
Regarding our credit facility, which is due to expire in July of this year, we have been in active dialogs with our banking partners over the past several months as we prepare to replace our existing credit facility. We believe that the credit markets have improved in the recent months, and, at this time, we remain confident in our ability to obtain a new facility well in advance of the July maturity date. We believe our strong cash flow, strengthened balance sheet and flexible capital structure position us well to continue advancing our transformation.
I will conclude my comments with an update on our cost and expense reduction initiatives. Overall, we had another solid quarter and we finished the year with $105 million from net savings on top of the $155 million already realized since mid-2006. Although this amount is in line with the net savings we expected as of last October, gross savings in the quarter were actually higher than planned, but were offset by the $7.3 million restructuring charge.
These charges were primarily reflected in our Small Business Services segment where we plan to close a call center and are realigning certain aspects of our sales and marketing organization as we continue to drive more efficient processes and grow e-Commerce capabilities.
With this charge, any initiatives we have planned for the current year, we are beginning to provide the foundation for cost reductions beyond 2010. Regarding the whole plan, we continue to expect that approximately 45% of the $325 million reduction will come from sales and marketing, 25% from fulfillment and 30% from shared services corporate infrastructure.
Following our highlight of the cost reduction activities completed in the fourth quarter and a summary of our focus areas for the remaining $65 million in 2010, these savings are all incremental to the ongoing savings that are accruing each quarter from previously implemented actions, and, again, will not necessarily be linear through the quarters.
In the fourth quarter, we continued to realign our sales and marketing back-end operations, refined our channel management structure and improved our call center productivity. We also realized additional efficiencies from our ongoing shift to online forms of advertising.
Our focus for 2010 will be on improving sales and marketing back-end operations through process centralization, simplification, platform and tool consolidation and leveraging e-Commerce capabilities.
We also announced in the fourth quarter that we will be closing our Colorado Springs small business call center, which is targeted to be completed by the end of the first quarter. We will also continue to revamp our marketing services media customer touch points, as we improve the mix of paper catalog in online search engine marketing.
For fulfillment, we had a strong quarter with lean productivity improvements and indirect spend reductions. In 2010, we plan to complete the implementation of our fully automated flat check package processing in the second quarter, complete the expansion of our digital press footprint and continue our lean product standardization, spoilage reduction, and direct and indirect spend reduction initiatives.
We also plan to advance our work on moving to a common manufacturing platform, enhance our strategic supplier sourcing arrangements and continue with other supply chain improvements and efficiencies.
Finally, for the shared services infrastructure, we continue to make good progress in managing information technology costs through data center reductions and other system utilization, networking and voice communication efficiencies. We also made progress in finance, human resources and real estate.
For 2010, we expect to continue to reduce costs in all areas as more opportunities exist to centralize, streamline, standardize and improve efficiencies.
Now, I'll turn the call back to Lee.
Lee Schram
Thank you, Terry. I will continue my comments with an update on what we are focused on overall, and then highlight progress in each of our three segments. I will also include throughout a perspective on what we hope to accomplish in 2010.
At the enterprise level, our strategic intent remains the same, becoming the best at helping small businesses and financial institutions grow. We will continue to target our three customer segments, Small Businesses, Financial Services and Consumers. Over the strategic period, we intend to drive the revenue mix of our business from 2009's 63% Checks, 30% Business Products, and 7% Business Services to approximately 45% Checks, 30% Business Products, and 25% Business Services.
In 2010, we will not take our eyes off of cost reductions and process improvement initiatives. Even in what we expect will continue to be a challenging economic environment, we will shift our primary focus to revenue expansion.
As we enter 2010, we believe our portfolio is becoming better positioned to deliver sustainable future revenue growth opportunities as we hope the broader economy recovers. Growth opportunities start with stabilizing and gaining share in our core check businesses, then helping financial institutions expand core deposits with loyalty, retention, analytics-driven deposit acquisition and rewards checking offers. It includes enhancing our Internet capabilities, improving customer segmentation and adding new small business customers.
Finally, the most significant opportunity is growing Business Services, including web and hosting services, logo design, search engine marketing, payroll, broaden security and business networking services. We will continue to assess potential small to medium-sized acquisitions that complement our large customer bases with a focus on Business Services, and new products and services aimed at helping financial institutions grow their core deposits.
On our third quarter call, we provided an initial perspective on 2010, including a low to mid-single digit decline in revenue and an EPS range of a low-single digit decline to a low-single digit increase. Today, we released an improvement to a 2010 revenue outlook range from a decline of approximately 5% to roughly flat compared with 2009 and a diluted earnings per share range of a decline of 4% to an increase of 9%.
More specifically, the upper end of our outlook assumes the current economic trends improve only very slightly, that we secure only one of the competitive national opportunities with revenue starting in the latter half of the year, and that we generate double-digit revenue increases in new business services plus get some modest growth from our other core initiatives.
On the lower end, we have assumed that not all of our new revenue initiatives in Business Services increase as much as expected and there is a slight deterioration in the economy. We believe this is a balanced and, therefore, prudent way to plan.
Now shifting to our segments. In Small Business Services in the quarter, as expected, economic softness continued to impact our business. We had strong performance, however, especially late in the quarter with revenue at the high-end of our range. We ended the year with better results in checks and forms while holiday cards fell short of our expectations. Our Internet traffic increased and our average order value and conversion rates remained strong.
We saw a continued ramp in sales of our EZShield check protection service and continued growth in PartnerUp business networking members, where we have increased our membership to over 165,000 members. We also implemented a private label PartnerUp solution for one of the largest national banks so that they could make it available to their small business customers.
We saw solid growth in web services from our Hostopia acquisition and we are nearly complete with migrating the 80,000 Aplus.net web services customers to Hostopia's single, unified platform. We are off to a good start with our MerchEngines search engine marketing acquisition, with revenues slightly exceeding our expectations as we closed out the year. Strong interest also continues in our new, internally developed e-mail marketing service called EasyContact by Deluxe.
We continue to closely monitor the small business market and are optimistic that the pace of decline is weakening. In fact, we saw small sequential revenue growth from the third to the fourth quarter. Key small business optimism indices are increasing slightly, but small businesses have not shifted to hiring and capital investment spending remains at record lows.
Although we are cautiously optimistic the economy is bottoming out, key indicators are still unclear. And while we saw some slight improvement late in 2009, it is too early and the ramp not significant enough to call it an upward trend.
Small businesses continue to spend less, scrutinize purchases more and struggle with getting loans and with cash flow. The good news is that increasing sales continues to be their number one pain point, and we now offer many products and services to help them here. As the economy recovers, with the transformative changes we are making to deliver more business services offerings that help small businesses get and keep customers, Deluxe will be better positioned in the future as that indispensable partner for growth.
Our focus for 2010 in small business products, core products, is on acquiring new customers, increasing our share of wallet through our enhanced ShopDeluxe e-Commerce site and on improved segmentation. We will continue to focus on improving the efficiency and effectiveness of our in-bound, out-bound and online customer touch points to maximize revenue scale capability.
In new business services, we expect to gain new customers through our Hostopia telco-focused wholesale model, add services for our Aplus.net customers, add e-mail marketing customers, continue to roll out MerchEngines SEM offers and add logo in business networking enterprise customers and ad sales.
All business services, including payroll services, loyalty and retention, fraud and security, logo, web, search engine marketing and business networking are expected to generate approximately 120 to $130 million in revenue in 2010, up from approximately $90 million in 2009. So we are starting to build scale capability.
In Financial Services, we continue to proactively extend several check contracts and we now have all large contracts, except one, extended through 2011. On the two competitive RFPs we indicated on our third quarter call that we were working, we are pleased to announce that we won SunTrust, which is expected to migrate to Deluxe in the second half of 2010 and is included in our outlook. But we did not win the other opportunity.
There are also two other large competitive opportunities that we have already started to work that we expect will be awarded late this year.
In the quarter, we did see the rate of decline of checks perform slightly better than our forecasted rate of 8%. In 2010, we expect check order declines to be around seven to 8%. Some of this is due to the turmoil in the financial services industry, some is due to increases in electronic payments and some is due to the economy.
Again this quarter, and expected in 2010, we saw strong overall new acquisition rates and our retention rates remain strong, in excess of 90%. In the quarter and continuing in 2010, we simplified our processes and took complexity out of the business, while reducing our cost and expense structure.
We made progress again in the fourth quarter in advancing new non-check revenue growth opportunities. Revenue grew over last quarter in our non-check loyalty retention and fraud monitoring and protection solutions. We are also excited about our recently announced exclusive partnership with BancVue, where we will partner with them under a revenue sharing arrangement to bring rewards checking offers to our community bank and credit union customers.
Momentum continues to build in these new non-check revenue initiatives, and we expect all our offers will contribute more to Financial Services revenue in 2010 than they did in 2009.
In Direct Checks, our revenue was higher than our expectations driven by improvement in re-order curves and we delivered an exceptional 38-point operating margin in the quarter, excluding restructuring-related cost. We continue to look for opportunities to provide accessories and other check-related products and services to our consumers.
For 2010, we expect very low-double digit to very high-single digit revenue declines driven by consumer usage reductions and a continued weak economy, but improved re-order curves. We expect to reduce our manufacturing costs and SG&A in this segment, and drive our operating margins to the low to mid-30% range while generating strong cash flow.
As we exit 2009 on the heels of a very strong quarterly performance and a challenging economy, we have made tremendous progress in transforming Deluxe, but we still have a lot of work and opportunities ahead of us in 2010. As I indicated earlier, we will not take our eyes off of cost reductions and process improvements. But we are investing in our future and adding a stronger focus on revenue.
We enter 2010 better positioned as far as product and service offers for all three customer segments. The SunTrust win helps stabilize core checks and we have more competitive opportunities not in our outlook. If the economy improves, we should have upside in Small Business Services revenue as we know it is important for us to demonstrate growth in this segment.
We do not believe Deluxe is getting enough credit for our strong performance in these challenging economic times. As in 2009, our revenue declined only 8% and adjusted diluted earnings per share from continuing operations declined only 3% from 2008, all this while starting to play offense, making positive strategic moves to reposition the Company for sustainable longer-term growth, generating strong cash flows and providing a very attractive dividend.
Before I open the call up for questions, I would like to take this opportunity to thank all Deluxe employees for their hard work, dedication and solid performance in what clearly was a challenging 2009. Thank you, Deluxers. Let's get off to a great start in 2010. Ready, set, let's grow.
Now operator, Terry, Jeff and I will open the floor for questions.
Question-and-Answer Session
(Operator Instructions) And your first question is from the line of Charlie Strauzer with CJS Securities.
Torin Eastburn - CJS Securities
This is actually Torin Eastburn filling in for Charlie. I think you answered all my questions in your prepared remarks.
Your next question comes from the line of Jamie Clement with Sidoti. You may proceed.
James Clement - Sidoti
Lee, you ran through some pretty detailed assumptions with respect to your guidance. What I'm curious about is today, compared to three months ago when you first started talking about 2010 in general terms, was the economy the biggest driving factor in kind of being able to tick up some of those assumptions? Or are there some things that you got done internally at Deluxe over the last three months that has you more encouraged? I assume it's probably a mix, but maybe you could discuss that a little.
Lee Schram
Jamie, it's actually everything. I would also add the new, large national win. Again, we did not have anything, as we indicated, when we gave the initial perspective in October last year. I think what's happened right now is we clearly feel like a lot of the hard work and a lot of the initiatives that we're putting in place are starting to play out for us. I would say that we feel a little bit better about where things are from an economic standpoint, but not great. I think you can see that pretty consistent with everybody out there on a similar vein right now. But I think, Jamie, the best way to answer it is I think the number on things that we're doing internally, things that we see in the economy and then, obviously, the focus on getting this new opportunity with this large national bank.
James Clement - Sidoti
Okay. And perhaps the next question best to Terry. With respect to the transformation to flat packaging, I think you said you should be pretty much wrapped up in the second quarter of 2010, is that right?
Terry Peterson
Yeah. That is correct.
James Clement - Sidoti
Well, approximately what percentage of orders are going out flat right now? Like how far along the way are you?
Terry Peterson
Well we've got one of our three manufacturing plants converted over to that new system. And this system produces the packaging for any orders that we send out where it's one box. So if there's multi-boxes, it would go out in a different configuration. But one of the three plants is up and running.
James Clement - Sidoti
Okay. And are we to assume that the costs associated with converting the other two plants, are you not generating any net savings due to this process just yet?
Terry Peterson
Certainly we are generating savings from the one plant that is...
James Clement - Sidoti
Sure. But in terms of the amount of money that you have to spend on the other two, does that offset how much your savings just at this time. Obviously, I assume in the second half of 2010, you'll be fully positive?
Terry Peterson
Well, really, what we'll be investing in primarily is capital equipment, so to get the actual machines into the plants and up in running. So most of that is actually capital related. So certainly there are some operating costs to get that converted and to get it up to running to full capacity. But most of the dollars that we're talking about are actually capital.
Your next question is from the line of John Kraft with D.A. Davidson.
John Kraft - D.A. Davidson
Just, well first, congratulations to you, Terry and Jeff, and also for all of you on the SunTrust deal. Specific to that, I guess, I have a few questions. The first is should I assume that the uptick in contract acquisition payments in Q4 was related to that deal? Or is that something that should hit in 2010?
Terry Peterson
It's never really been our practice to comment on contract acquisition costs related to any one particular customer. The little uptick that we had at the end of this year versus what our previous expectation one was really driven more around a payment that was due at the very beginning of January that actually slipped into December. So it was really just more of a timing matter than anything else.
John Kraft - D.A. Davidson
Well along that line, before I go back to the SunTrust, what do you expect for that line in '010? I didn't hear you say that.
Terry Peterson
Approximately $10 million for next year.
John Kraft - D.A. Davidson
10 million. Okay. And back to the SunTrust deal, can you talk about how and what was the reasoning, the rationale that they chose you? Was there more than simply price?
Lee Schram
John, this is Lee. I think the way I would best describe it is that I think what we did is we surrounded them with the innovation that we put into our plants in terms of the flat packaging, the digital presses. I think we also talked to them extensively about our small business offer and what we've been doing to enhance that with a lot of the business services moves that we've been making. And, clearly, price is always going to play an element in these, John.
But I think what we try to do is focus on the differentiation that we believe we have right now versus the competitors that are out there, so that was the focus. And I'm just extremely pleased and proud of the Financial Services team and all the people that actually had a chance to play in this, and this, obviously is a significant win for us.
John Kraft - D.A. Davidson
Did they also sign up for the Business Advantage program?
Lee Schram
John Kraft - D.A. Davidson
Lee Schram
Yes, John.
John Kraft - D.A. Davidson
Interesting. And then changing gears a little bit, Lee, you said that on the financial institutions side of the business that revenue sort of picked up late in the quarter. I guess I was wondering whether or not you have seen follow through in January?
Lee Schram
What I think I said is in Small Business Services we saw it pickup. We actually saw an improving trend from October to November to December, it is really therefore, the strongest was late in the quarter. And, again, these are only slight, John, at this point in time. And I think also mentioned that the rate of decline in checks, we put out there at 8%. We performed a little bit better there as well. So it was really in both those. And then with the only 10% decline in Direct Checks in the fourth quarter and year, particularly year, we were down like 13%. We clearly saw some improvement there. So I think it was all three, which is why we're encouraged with the way results played out.
As far as this year, the best way I would describe it right now is the guidance that we put out there between the low and the high-end takes into account exactly the perspective that we had as we exited the year and kind of the not too far out ahead, but not too much worse in terms of the economy. The same way we looked at the full year at this point, John.
John Kraft - D.A. Davidson
Okay. And just last question probably for Terry here. Could you just rattle through your various debt instruments and balances as of the end of the quarter?
Terry Peterson
Yeah. Our credit facility, we had about $26 million drawn at the end of the period. The 2012s had approximately $280 million outstanding, the 2014s had about $263 million, and then the 2015s had about 200 million even. So that was roughly about $769 million total.
John Kraft - D.A. Davidson
Sure. And then just last piece on the credit facility. What was the rate again?
Terry Peterson
The credit facility rate at the end of the year, it's LIBOR plus 75 basis points. So it was well under 1%.
(Operator Instructions) Your next question is from the line of Mike Hamilton with RBC.
Michael Hamilton - RBC
Could you step back and give some views. You highlighted the changes, the turmoil in FI, and just kind of walk through what you're seeing in terms of how that's relating to your business, the bidding process, anything going on in pricing dynamics worth noting? In other words, are we seeing any big picture changes?
Lee Schram
Mike, I think this has been out there for a while now, and we'll continue that. Financial institutions, large and small, are doing what every one of us is doing that's in business, and that is looking for continued ways to improve their infrastructure and their cost structure and their processes. So would I say it's heightened, more heightened now? I would say it's just continuing to be a focus of theirs. And we built our infrastructure, and we'll continue to build our infrastructure, that this will continue to be the way it will play out as we go forward. So I don't think it's any more than it's been throughout 2009. But I think it's prudent for us to believe that it's going to continue as we play into 2010. And, therefore, that's our job as we've been doing to continue to get our infrastructure lower and lower, and our processes improved.
Michael Hamilton - RBC
We're seeing, out of at least a few institutions, indication of going away from free checking. What's your assessment of opportunities or risks off of that for you?
Lee Schram
I think we have this very well surrounded. I think if you think about that, if it happens, I think if you think about the world of the direct-to-consumer space, I think if you think about the focus we have in the non-check space now in the financial institutions, the partnership that we announced with BancVue and the Rewards Checking, I think the best way to think about it is financial institutions are going to continue to need to try to figure out how they differentiate to get consumers to win in core deposits and core deposit growth. So anything that we can do to help balance that out and give more offers and more opportunities to be able to help them with that, I think plays to our advantage. So I think we've surrounded it with a lot of the work that we've done. And, again, we're very excited actually about this BancVue partnership that we created as well. So that's the best way right now, Mike, I would think about it.
Michael Hamilton - RBC
Yeah. That makes sense. Thanks. Lastly, we've come off of a couple of fairly weak years on the holiday-related sales in small business. Any changes in your thinking or approach as we go to 2010?
Lee Schram
I would first start with we didn't bank on a huge dependency on it in 2009. So although we missed, I also would comment that it was later in the year that we saw a pickup. So it clearly was people postponing what we've seen as kind of historical trends. And then at the end we actually performed quite well compared to what we expected.
The best way that I would describe us right now is we know and we see, each of us here sees, that we're getting more electronic cards than we are paper-based cards. So we've thoughtfully planned through that. We just did a little bit lower there, Mike, than we expected. And we'll continue to look at, as we get into 2010, where do we expect that to go and then try to determine how much of that was more economic-based versus a change that is happening more in electronification there.
But I think it's important, again, to put out there that this is not a huge percentage of our business in the Small Business segment. So although we didn't like the outcome, this isn't something to be majorly alarmed with.
Michael Hamilton - RBC
Yeah. It looks in your outlook like some of the fourth quarter hockey stick that we've seen in prior year expectations is out of the picture in the current year?
Lee Schram
I would look at that. And don't forget too, again, some of that we mentioned the forms, we had strong performance there. We had some seasonality too, Mike, in the tax forms areas which we actually saw perform well in the quarter.
Your next question is from the line of Melissa Valcovic from Credit Suisse.
Melissa Valcovic - Credit Suisse
Can you say who you won the SunTrust contract from?
Lee Schram
We won it with SunTrust Bank.
Melissa Valcovic - Credit Suisse
Right. But could you say who had previously serviced the bank?
Lee Schram
No. I'm not at liberty to disclose that.
At this time, there are no other questions. I'd like to turn the call over to Lee Schram.
Lee Schram
I just want to thank everybody for your participation, and, again, for the questions today. And we're clearly excited about our finish here. We're going to get back to work and we do look forward to providing another positive progress report on our next call.
Jeff Johnson
Thank you, Lee. This is a reminder that a replay of this call will be available until February 11 by dialing 888-286-8101. When instructed, provide the access code 10080199. The accompanying slides are archived in the News and Investor Relations section of Deluxe's website at www.deluxe.com. Again, thank you for joining us, and have a good morning.
And ladies and gentlemen, thank you all again for your participation in today's conference call. This concludes the presentation and you may now disconnect.
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A powerful play based on the life of Justice Thurgood Marshall. From a childhood in the back alleys of Baltimore to the Supreme Court of the United States, Justice Marshall overcame many adversities. A journey of epic proportions, Thurgood is an eye-opening, humorous, and uplifting portrait of a true American hero.

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We are the British Paralympic Association, or the BPA. As the National Paralympic Committee (NPC) for Great Britain, it is our responsibility to select, prepare, enter, fund and manage the Great Britain and Northern Ireland team at the Paralympic Games. This team is known as ParalympicsGB.
ParalympicsGB has a proud track record of coming in the top three at the last four summer Games. For London we had two ambitions; to win more medals across more sports than in Beijing and to use the power of the home Games to shift perceptions of disability sport and disabled people. We are confident that we achieved those ambitions and are now working hard to ensure the momentum created by London 2012 affects real change and lasting improvement.


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738 Tasting Notes
Sipdown/backlog: finished this up this morning on my way to the doctor. I over milked this one today, but it is actually really good. It's more chocolate and sweet than anything else, but there is a bit of the graham cracker there.
If I do a DT order sometime, I'd probably get a small bag of this.
It is rich and hearty, and great on a cold day like today.
Another tea I shouldn't be drinking while I'm sick, as I am only able to detect some spices, the same way I was with the Carrot Cake tea, but I think that this one has a bit of a thicker mouthfeel to it. But right now my tongue is all coated and my sense of taste is greatly reduced…
I can only imagine how delightful this will be when I'm better. Trying not to drink all my Butiki while I'm sick, but…it calls to me. So I obey every now and again, and logically resist the urge the rest of the time.
Sipdown…used the last of the tea in the foil packet from OMGsrsly this morning…probably overleafed this one this morning, but then there wouldn't have been enough for another cup, I don't think, so there'd be a cup that was underleafed.
Maybe it's me sick, or maybe it's my preparation, but this one isn't especially anything to me today. Maybe if I did it gongfu style, I'd appreciate it more, but I lack the equipment right now.
Sick tea of the evening….another one that was strong enough in some flavour to pick up. The strong coffee/burnt sugar notes came through, and it was a soothing and smooth brew. Sadly, it's a sipdown, so I'll have to get more again sometime. It's tasty.
I probably shouldn't rate this one just yet, seeing as I'm sick and all, and fairly certain I'm sure I am not getting the full taste and subtleties of this tea. I can perceive a nice bit of spice, and a smooth base, but that's about it right now. Not to say it is bad, because it is good, but my buds are off from being sick, and I'm just not getting much from the tea now. But I have a whole ounce (yay!) to devour, and I can tell from what I can taste now with reduced taste buds that I will really like this one when I can taste it properly. :)
I am so excited to try this! I too however am fighting a cold… although some medicinal tea did help the other day. Hope you feel better soon!
I hope you two feel better soon! This tea sounds amazing btw so at least you have some delicious teas to keep you warm while you are not feeling great!
I can try to save you some for a swap, though with any luck, it will become permanent instead of limited edition.
Why oh why does this one have LICORICE in it? Blech! Dumped it in the sink after the first few sips. I only got 12g of this, so I'm not sure whether to return/exchange or to just give away…Another one bites the dust. TWO FAILS so far. Maybe Spiced Fig won't disappoint.
return it is my vote, otherwise the company won't change the blend. i got a very interesting piece of advice from a store manager years ago: money = a vote. withold it or take it back and a company pays attention. i have observed this to be true!
It'll have to wait til I am back from vacation, at which point, might be too late. I might just offload on a friend, but voice my dislike in person.
There's plenty else I'd apply it to, but I also dislike Coffee Cake…it sounds bad to bring both back. Even if there is a small amount.
Ummm, glad I only got 12g of this one. It smells deliciously divine, but there is a strange artificial almost medicinal taste to it. It's similar to Red Velvet Cake, but also, I think the cherry in this added to that is what is giving a medicinal taste.
I have a small amount that I will play with at home, as this tasting is based on a TTG from the store, and it may be a different experience at home for me.
But…so far a fail.


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A merry heart is good medicine…
Proverbs 17:22
I spent most of the day in the garden yesterday so in honor of God's wonderful handiwork, enjoy the beauty of flowers blooming!
A guide to all the important things in life- marriage, family, cooking, gardening, reading, travel, Christian living... And whatever else grabs my attention!
Reading All Agatha Christie's Work Until 12th January 2014, initially
.....because quilting is delicious!
Exploring the History of European Royalty
my searches for health
This Blog Will Guide You Through What Foods to Eat and How to make a Diet Last.
Tutorials, Tips and News from Your Favorite Photo Editor
celebrate. reward. encourage.


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The JCTC College Foundation Inc. supports the mission of Jefferson Community and Technical College through fund-raising, advocacy and a commitment to bettering the lives of Jefferson's students and their families through higher education.
The Foundation provides financial assistance as needed for scholarships and financial aid, program development and expansion, upgrades for campus facilities and grounds, and other needs of the college. It is governed by a Board of Directors, comprising volunteers from throughout the community, who have dedicated time and resources to ensure the college remains a strong and vital educational institution and that it fulfills its missions to provide open access to higher education, to help students meet their educational goals, and to support the workforce needs of area employers.
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CHICAGO – The issue of gender identity, especially for those who are born with a vagueness as to what to call themselves between/beyond boy and girl, has come front and center in the U.S., both with the legalization of gay marriage and the callous repudiation of identity by trying to pass laws dismissing it (the North Carolina "bathroom" laws). The performance companies of The Living Canvas and Nothing Without a Company is currently staging "[Trans]formation," which presents gender identity art by six performers, who perform most of the play in the nude.
An Evening with Lucille Ball
Theater Interview: Lucy, We're Home With Performer Suzanne LaRuschSubmitted by Alissa Norby on May 13, 2010 - 8:22pm
CHICAGO – Suzanne LaRusch knows that it takes more than novelty to tell a good story. Or in the comedienne's case, more than a healthy wollop of Vitameatavegamin. LaRusch, a seasoned impressionist, has teamed with Lucie Arnaz in the development of "An Evening with Lucille Ball: Thank You For Asking", a solo endeavor that explores both the public celebrity and closed-door trials of the original Queen of Comedy.


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Wanderlust Men's Cycling Group (Portland; every Sunday)
January 24, 2016 at 4:30 pm
Stay Safe
In Oregon, a bicycle is legally considered a vehicle, and the same Oregon road laws apply. Please "be seen" and practice safe riding. Vehicle traffic, farm equipment and narrow shoulders exist on many Oregon roads, and you may find that construction projects, traffic or other events may cause road conditions or signage to differ from the map results, ride descriptions and directions. For travel options plus weather and road conditions, visit tripcheck.com, call 511 (in Oregon only), 800.977.6368 or 503.588.2941. Routes listed on this website are for informational purposes and intended as a reference guide only.
Get directions on Google Maps
Contact Info
Wanderlust is a program offered by the men's wellness community Manifest. Learn more about Manifest at http://manifestpdx.org.
Suggested donation of $3-15 to support Manifest programs
Free for Manifest members
No one excluded for inability to pay
To RSVP, check us out on Facebook: http://www.facebook.com/Wanderlust#!/groups/131023506939788/, www.manifestpdx.org, or call 503-223-8822×1.
No one has posted a comment yet.


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Palazzo Beau Bed & Breakfast Modica: Find photos, reviews, information, amenities and compare prices for 2 stars hotels in Modica, Italy.
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I'm starting work soon on building a new open source Getting Things Done web app that I'm tentatively calling SimpleGTD. I've tried a good chunk of the GTD apps out there and have been dissatisfied with each of them for one reason or another.
I have a few reasons for starting this project.
First is I really like the GTD system. When it's running well, I really do feel more organized and able to focus on my priorities. But I've never been able to find a system that was maintainable long-term. I've tried many that worked for a time but each gradually required more and more effort to maintain until eventually I had to quit using them. I've thought a fair bit about why they've failed and I believe I can create an app that will actually work long-term.
My second motivation is there's a number of really cool technologies I'd like to learn or practice with including Node.js, Coffeescript, Backbone.js, ElasticSearch, Responsive Design, AppCache, and LocalStorage--each of which I'll be using to build SimpleGTD. It's really hard to learn new skills outside of the context of working toward a concrete goal so a nice compact project like this is gold.
My third motivation is to keep my startup "muscles" strong. For a variety of reasons, I'm not interested in doing another startup right now. But I will in the future. I plan to offer hosting and support for SimpleGTD app (for those not wanting to host it themselves). Doing the marketing, handling payments, support issues, etc. will allow me to practice all the parts of running a "real" company without the stress of caring whether my micro-business actually succeeds.
I have a number of similar side projects planned or in progress that I'll also be treating as micro-businesses. I'm building these projects primarily for myself but it'll be fun to also put them out in the wild and see what happens.
To quote Fred Wilson, "Speed is more than a feature. Speed is the most important feature. If your application is slow, people won't use it."
More than any other flaw, lack of speed is the reason I eventually have quit the software GTD apps I've tried. Paper is really fast. Compared to a piece of paper or sticky note sitting on your desk, it's cumbersome to have to load a desktop or web app just to view your tasks.
To compete with paper, any software-based GTD system must load instantly and quickly show you exactly what you want.
Other actions, such as navigating, adding, and editing projects and actions must also be fast. My plan is that all movement within the application can be done via the keyboard, ala GMail.
To meet my speed standards, I'm going to use a variety of techniques. First all code and data will be stored locally using AppCache and LocalStorage. The app will load first from LocalStorage and only then sync with the server. This should solve much of the slow-start problem.
Second, I'll build the app as a single-page app. All communication with the server will happen asynchronously. This means viewing a project page or adding a new task won't require reloading the page so navigation within the app will be fast.
A big problem I've had with other systems I've tried is they're too complex for my tastes. They try too hard. I don't want to implement every idea David Allen has ever come up with. All I want my GTD app to do is add projects, add action items to these projects, and easily choose and sort the actions that I'll be working on the next day or two.
Paper-like simplicity is my goal here, not Microsoft Project.
This is the 21st century. Almost everyone now is carrying around a smartphone in their pocket 24/7. No one prints off todos anymore. You should be able to select your action items for the day on your computer, walk out the door, open the app on your phone and instantly see what needs to be done.
The above ideas are fairly standard. My last idea is a bit more unique.
Keeping task lists is a hard discipline and almost everyone fails at times. Our tasks lists seem to quickly disintegrate into a disorganized, unwieldy mess without the occasional superhuman effort to clean things up. I'd like SimpleGTD to help us avoid that superhuman effort.
I think this is one reason I like paper. When a list of tasks on paper gets too overwhelming, you can just throw it away or bury it under other paper. Most GTD/Task software is less forgiving in this respect. If you add a project or task it's there forever until you explicitly delete it.
The problem is our brains has a selective membrane of sorts for commitments. It requires little force to insert a commitment but quite a bit of force to remove it. We're addicted to being "productive" and the rewards that come from completing tasks. With each added task, we imagine the praise we'll get once we accomplish it. Each new task is a shot of dopamine. Deleting a task or project kills the hope for that future reward.
In my past forays with GTD software, I would cheerful add tasks and projects much faster than I could finish them. They would accumulate and accumulate until I dreaded even looking at the software with its long list of uncompleted tasks.
What we have is a garbage collection problem. We accumulate projects and tasks don't throw out the ones we've abandoned. The garbage piles up higher and higher until eventually we have to abandon the house altogether and start a new one.
Like people portrayed on the TV show Hoarders, we find it difficult to throw away commitments.
I think the weekly review is what's supposed to corral this problem but I've never been able to do one consistently -- most likely because I dread having to decide what projects/tasks to abandon.
So what we need is to have the software help us to delete projects/tasks that we can't accomplish. As I've proven many-a-time, I can't manually keep my tasks lists in check. What we need I think is a Roomba-like garbage collector that detects dying projects and cleans them up for us.
But how to detect those projects/tasks that have gone stale--those projects/tasks that we've effectively abandoned but haven't yet told our consciousness? How can the software pick up on our unconscious cues that a task or project should be removed?
The best way I've thought of so far is to track how often we look at something. If we're actually working on a project or task, we'll be viewing or editing it fairly often. When we start to abandon a project or task, we stop looking at it. The software will track each time a project or task is viewed. If enough time passes since the last time you viewed the project, it'll be garbage collected and removed from active view. For tasks, they'll be removed from the active task list. For projects, they'll be moved to the someday/maybe list. And for projects already in the someday/maybe list, eventually they'll be moved into an archived list.
On timing, my thinking is tasks get garbage collected after 24 hours, projects after two months, and someday/maybe projects after six months.
So if you want a task or project to disappear, just ignore it and it'll eventually go away. Which follows our natural pattern. If we don't want to do something, we stop thinking about and eventually forget it. Most software has the annoying property of never forgetting.
At the start of the week, your active todos list should be white and empty, waiting for you to select the weeks tasks. If you load up a number of tasks at the beginning of the week but an emergency comes up, those tasks will silently disappear letting you focus on the emergency. If you're heavily focused for a few months on a couple projects at work, all our other projects will kindly hide themselves in someday/maybe. If we abandon the GTD-ship in despair, when we come back, all our projects will be waiting in storage and easily reactivated.
I'm really excited about my plans. It should be a fun project technically and is software I could really use right now.
I'd appreciate feedback on my ideas. If you've tried and failed with GTD in the past, why did you fail? How did the system you used (software or otherwise) help/hinder you? Did my analysis, that failure comes from an overload of low-priority projects/tasks, resonate with you? Am I missing anything obvious here?
Once I get a usable prototype built, I'd love beta testers. Please contact me if you're interested in getting early access.
Posted October 07, 2011
Kyle Mathews lives and works in San Francisco building useful things. You should follow him on Twitter


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Super 8 Kelowna BC
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The last leg of our 2015 Great Alaska Adventure!
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Kotaku - "We're adding a dog to Call of Duty," they said. "It'll be really cool." And we assumed they meant it; we assumed the dog would be cool. Little did we know the dog would be this cool.
I just watched the trailer a few minutes ago & still can't stop laughing.
Though i am getting the game on PS4 for Multiplayer. If it's good i'll keep it, if not i'll sell it within a month.
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Status is 'Registered'
The Community Trade Mark has been registered for the European Union.
|3. 12. 2001
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You can follow this trademark. You will receive an email, whenever we detect changes of the trademark filing.
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As the NHL trade deadline draws closer, the New Jersey Devils could find themselves looking to upgrade their defensive corps.
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New Jersey's defense is currently headlined by 2011 first-round draft pick Adam Larsson. They also have potential key contributors in Anton Volchenkov and Henrik Tallinder, but both have shown that they are injury-prone. Andy Greene also missed significant time this year with a foot injury.
As a whole, the Devils are 15th in the NHL with 2.73 goals surrendered per game and 22nd with a team plus/minus rating of minus-15.
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Check in from 14h / Check out prior to 12h
Premier Inn City Centre Brighton & Hove: Find photos, reviews, information, amenities and compare prices for 3 stars hotels in Brighton, United Kingdom.
Premier Inn City Centre Brighton & Hove provides 3-star accommodation in Brighton. It is close to Royal Pavilion, shops and nightlife options.
Hotel description
This modern hotel provides a range of amenities, including a 24-hour reception, luggage storage and meeting rooms.
All of the modern rooms at Premier Inn City Centre Brighton & Hove are equipped with a shower, a flat-screen TV and a hair dryer. All offer heating, a radio and a private bathroom.
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Restaurant, Air Conditioned, Hair Dryer, TV, Shower, En suite, Private Bathroom
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Amsterdam Hotel Brighton & Hove
11-12 Marine Parade, Brighton
11-12 Marine Parade, Brighton
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George Lloyd's symphonies.
On March 5th 2016, celebrated Austrian cellist and conductor Nikolaus Harnoncourt passed away at the age of 86. We remembered his remarkable life on this program by featuring Harnoncourt conducting Mozart's music with the ensemble he founded Concentus Musicus Wien.
Czech composer Bedřich Smetana was born today, March 2nd, in 1824 which makes this year his 192nd birthday. To celebrate his birthday this entire Cereal Music show was dedicated to only his music, focusing primarily on his symphonic compositions.
Borodin and Shostakovich
Today is a leap day and the birthday of celebrated Italian composer Gioachino Rossini who was born on a leap year in February 29th 1792. To celebreate Rossini's birthday, this entire Cereal Music show was devoted solely to playing his music.
Recent Playlists:
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We help you get the most out of your college experience and beyond.
Students, employers, and alumni give advice and successes and life lessons. Subscribe to stay up-to-date. To submit your career-related story to Hired From the Hilltop, email aracelip [at] stedwards.edu (Araceli "Sally" Perez-Ramos).
The Career Insider Weekly Newsletter
Catch up each week on new services and employment trends to help you be successful in your job and internship search.
Interested in receiving this newsletter in your email every Monday? Subscribe here.
The Career and Professional Development team offers students daily walk-in hours Monday - Friday from 3 p.m. - 5 p.m. during the academic year. Students may meet with Career Counselors or Student Career Educators for 15 minutes to discuss brief career related issues or questions. For more detailed discussions, students are encouraged to schedule a meeting with a career counselor by visiting Moody Hall 134 or calling 512-448-8530.
Resume Drop-Off Service
Skype Room
LinkedIn Photo Booth
Mobile Career Center
We help alumni of all ages in their career path, job search or networking.
Services available after graduation:
Alumni who plan to visit campus for Career and Professional Development appointments or events are required to attain a temporary parking permit and may park in certain areas on campus. The visitor lot is located off Theatre Pass Drive just north of the John Brooks Williams North Science Center, and all vehicles parked in the visitor lot are required to have a visitor-parking permit displayed on the dashboard.
Visitors planning a trip to campus can obtain a visitor permit via the following methods:
If the Visitor Parking area off Theater Pass Drive, just north of the John Brooks Williams Natural Sciences Center-North is full, visitors with a visitor parking permit can park in any of the "All Permit" lots on campus.
If visiting on a weekday, between 7 p.m. and 7 a.m. Contact University Police Department at 512-448-8444 and provide your vehicle make, model and license plate number. If you do this, you will not require a permit to park on campus.
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Our Parents' Guide (PDF) provides useful information in supporting and assisting your student to make career decisions and plan for the future.
Student Career Educators are undergraduate and graduate students trained extensively on how to advise fellow students on career-related concerns, like developing the perfect resume. They present across campus, assist with programs and events, review and revise freshman resumes, and participate in weekly professional development trainings. Student Career Educators wear many hats:educator, advisor, consultant, presenter, and campus liaison.
Meet our 2016 - 2017 Student Career Educators
B.A. in Communication
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Nominations for Leadership, Involvement, & Diversity Awards
The Nomination Form is now closed. We hope to see you at the reception. Please RSVP below.
*The form will not save your progress so you will need to complete it in one sitting*
Winners and nominees will be recognized at the Leadership, Involvement, & Diversity Awards Ceremony on Thursday, May 5th 4:30-6:00pm in Dryden Hall. Please Click Here to RSVP for the event.
There is a limit of two nominations per category and one submission per person. You will find a description of each award and the qualifications on each page.
The ceremony is sponsored by the Leadership, Involvement, and Diversity division and particular consideration should be given to students who are involved in some way with the Intercultural Center, Student Involvement & Leadership office, and/or the Women's Resource Center. Self nominations are also accepted.
The Selection Committee is composed of a staff and student representative from each office in the LID division. We appreciate you taking the time to recognize the work of our amazing student and advisors.
Questions or concerns can be directed to Jenn Fields at [email protected] or 925-631-4852.


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Property Details
Condo, 2 Bedrooms, 2 Baths, 6 Sleeps
Amazing sunsets await you! Luxurious beachfront condo with spectacular views of the Gulf of Mexico and intracoastal waterway. Lighthouse Towers is a deluxe waterfront property located right on Sand Key beach, which is consistently ranked as one of America's top beaches. Lighthouse Towers offers a private heated pool, hot tub, BBQ, shuffleboard and tennis facilities as well as 24-hour security and parking, all in a quiet, private location.
This 7th floor, 1420 sq. ft. condo has been completely remodeled and furnished in relaxing, neutral tones. The unit features porcelain tile flooring throughout with maple cabinets, granite countertops and new stainless steel Kitchen Aid appliances. The unit is furnished in solid cherry wood furniture, a leather full size sleeper sofa in the living room, a king size Simmons Beautyrest mattress in the Master and a queen size Simmons Beautyrest mattress in the guest bedroom. Both bathrooms have been upgraded with maple cabinets, Kohler fixtures and granite countertops, and the master ensuite boasts a separate shower and oval spa tub.
Entertainment system includes a 54" HD flat-screen television, Blu-ray/DVD player with surround sound, iPod docking station and high-definition cable TV, Netflix movie subscription, 42" HD TV's in each bedroom. Also includes wireless high speed internet access and unlimited North American long distance calling.
Recent Review
Just like home!
About the Owner
3 Reviews
5/5 -
(3 traveler reviews)
Just like home!
We have stayed in many beachfront condos over the years, but this one had all of the comforts of home. I think the kitchen was better stocked than my own. We really appreciated having all of the paper goods provided, as well as detergent, ample towels, beach chairs and even bug spray! Our favorite was watching the sunsets from the balcony each evening. The location was very nice, close to Clearwater Beach, Tampa and Orlando. We enjoyed paddle-boarding, kayaking, riding wave runners, deep sea fishing, shelling and just soaking up the sea and sun, with an added bonus of attending a Stanley Cup final game! It was a very relaxing two weeks. The owner was very responsive when the wifi hiccuped, calling immediately to walk us though fixing the router. The only thing we would have enjoyed was a dining table on the balcony; however, the chairs were very relaxing. Highly recommend.
We Love It!!!!
Last winter was our first experience renting this condo at Lighthouse Towers. We loved it so much then that we extended our stay this winter. The owners are so lovely to deal with and very accommodating. The condo is completely stocked with everything you could possibly need other than groceries, which is wonderful if you are flying in rather than driving. It is very clean, nicely furnished, and the kitchen is fully stocked, not to mention beautifully updated. Everyone here is extremely friendly and welcoming. The views are breathtaking on most occasions and we never tire of sitting out on the balcony looking at the Gulf of Mexico. We also enjoy spending time at the pool and hot tub, or walking right out onto the beach for some sun and sand. Life is good here!
Lighthouse towers condo
This Condo was the best I ever had. The place was beautiful. I never saw a condo that had everything. The owners were great and also thoughtful to see that all our needs were met. We thanked him and his wife for fixing the place , all you really have to bring is yourself and luggage. The kitchen was great all new. Condo well maintained. location great. Lighthouse well kept. beach view was beautiful from balcony. I would recommend to my friends and my family. I really hop[e I can get this condo next year. PS The pictures donot give it justice. The place and its furniture was beautiful.
Activity and Interests
Shops and restaurants located across the street
Jolly Trolley transit stop in front of building
10 minutes to Clearwater Beach, marine aquarium, boat rentals, parasailing, fishing, cruises and more!
10 minutes to the historic Belleview Biltmore Golf Club in Bellair.
30 minutes to Tampa International Airport, Busch Gardens, shopping and restaurants
90 minutes to Disney World, Seaworld and Universal Studios in Orlando
Rates & Availability
Rental rates
|Rate Period
|Weekend Night
|Monthly *
High Season
Jan 1 2017 - Apr 30 2017
14 night minimum stay
Low Season
May 1 2017 - Dec 31 2017
14 night minimum stay
* Approximate monthly rate. Actual rate will depend on the days of the month you stay.
Additional information about rental rates
|Application Fee
|Cleaning Fee
|Tax Rate
14 night minimum rental required.
This is a non-smoking unit
Vacation Rental Rates
December to April : $1000 weekly, $3500 monthly
May to November : $800 weekly, $2800 monthly
Please add 12% Florida sales tax to all rental rates.
$100 condo application fee and $75 cleaning fee required.
Full rent, taxes and fees are due 30 days pri
Owner's Cancellation Policy
- 12
- Available
- 12
- Unavailable
Property Type
- condo
- Adventure
- Family
- Luxury
- Romantic
Pool / Spa
- Hot Tub
- Outdoor Pool
- pets not allowed
Location Type
- Beach View
- Bathroom 1
- Bathroom 2
- 2 Bedrooms, Sleeps 6
- Bedroom 1
- Bedroom 2
- Direct beachfront access Oversized adjoining walk-out balcony from master bedroom and living room Central Air Conditioning Washer/Dryer Full bed linens, towels, etc. Fully equipped kitchen microwave, dishwasher, toaster, coffee maker, dishes, flatware, etc. Wireless High Speed Internet Cordless telephones in every room with unlimited North American long distance calling


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Your Cat, Your Life
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Cat News, Politics
Meow-Out-Loud Humor
Cat Chic
Gear and Glam
Cat Breeds
Foods & Treats
Health & Care
Behavior & Training
Cat of the Day
Photo Comments (1)
Photo Comments
It's Monday morning and I just checked my page. Mom scanned an old picture of me and one of my kittens and added it to my page. Nice job Mom. Hope she can find more of me. Purrrrsss to you all! LuLu
I just checked my page and I see that Mom has not added any pictures of me to my page. I will remind her in the morning! She must use the scanner since we didn't have a digital camera a few years ago and I've been here about 10 years!
Copyright © I-5 Publishing, LLC. All rights reserved.
Visit Dogster


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he has a top to bottom leap above 40 inches
Fantasy football stars went down like dominoes Sunday in the most injury riddled week of the growing season. A little of the injuries were season ending and could derail fantasy teams. But as well as man down, There's an chance for another player to step up.
"I think overall Melvin had a good game. The one solution I liked most about Melvin was, He just appeared positively, Set, The complete game. I just felt like he had a good try his eyes. The Bengals took control over the game in the first half, Making a 24 0 lead. Dalton completed 18 of 23 passes for 202 yards and a landing in the first two quarters. Eifert caught nine goes over for 96
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6 new orleans team at No. 11, FOX you cannot find any tougher place to play in the NFL right now than Seattle and the Saints have proven to only be a mediocre team on the road. Seahawks 34, New http://www.steelerjerseysale.com/ orleans team 24 AFC No. Titans qb Jake Locker(10) Throws a pass as he is urged by Bengals linebacker Jayson DiManche(51) Within fourth quarter at Paul Brown Stadium on Sunday in Cincinnati. Locker injured his wrist during the game and his status for Sunday's game your Colts is unclear.(Photography: This Tennessean)In in the morning or so, We will find out more on Locker's injury and his availability for the Titans' game at Indianapolis. A doctor's prognosis could take Whisenhunt free as he ponders his next move at quarterback..
12 of greater games, We have witnessed eight in which Copeland hasn caught more than three passes. Just once has he gone over 100 yards. That has been in July against Winnipeg and it seems ages ago. The highest 1st round pick ever out of Rutgers signed a lucrative contract and is camp and able to battle. To be
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Chief minister is not proud the HPL stake sale issue. http://www.steelerjerseysale.com/shop-by-players-mike-wagner-jersey-c-4_59 Mamata Banerjee herself had met Mukesh Ambani and discussed HPL amongst other things. There was high requirement that RIL would be one of the bidders. That's how things operate in Cincinnati.Brown took influence over the team after his father, Henry, Died before the beginning of the 1991 season. The Bengals have been among NFL's worst franchises over that span, Coping with only one winning season. Even when important products have been very bad, The top coach has felt secure.It takes greater than a bad record to get a Bengals coach fired.Sam Wyche led the Bengals to their second Super Bowl visibility in the 1988 season, Losing to s. ńøĖÕģ│ńÜäõĖ╗ķóśµ¢ćń½Ā'╝Ü
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Vil du lagre som din permanente valuta eller kun for dette besøket?
Theofilos Paradise Boutique Hotel
Mest populære Uavhengig hotell/designhotell
654 kr+
Service i verdensklasse
Fantastisk atmosfære
Utmerket frokost
The location is exellent. Room is very clean and comfortable. Staff, specially at the reception was very kind and helpfull.
The Staff were fantastic, and the location is ideal. Free Wi-fi that actually works and a great cafe on the first floor with balcony that was so relaxing. I can't wait to go back.
This is a high quality hotel with plenty of marble staircases. -
Location was excellent very central and outstanding views from the balcony. Breakfast was average.there was no fresh milk and attendance was poor.
Warm welcome at 10 pm after long flights-harbour view as requested. Excellent breakfast from wide selection in airy breakfast room overlooking harbour. Soundproof rooms although next to road.
Helpfulness of staff
The position of the hotel was extremely convenient and the rooms were well insulated against noise. Our room had a lovely sea view and a balcony. The staff were pleasant and helpful. It is excellent value for money.
High ceilings.
Beautiful place with very friendly and helpful staff, they also spoke very good English.
Comfortable bed, clean bathroom For Greek standards, outrageously expensive considering facilities
I was not at all satiafied by the ratio price/luxury.Far far away from every intresting place.I will not go there again.
Spacious, clean room, modern structure, view to the sea, a short drive from a numerous interesting sights and places to visit. Car noise from the road in front of the hotel at night can be a little annoying if you're looking for a completely quiet and undisturbed sleep.


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