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Mustang MonthlyEvents
1964½ Mustangs 289 High Performance Engine - Original Owners' Stories
In 1964, These People Bought New Mustangs. They Still Own Them Today.
At the Mustang 45th Celebration in Birmingham last April, a special group of owners and their Mustangs convened in front of the Barber Motorsports Park motorcycle museum. Forty-five years ago, these ten people purchased brand-new '641/2 Mustangs during the height of Mustang mania. Through divorces, children, accidents, job relocations, and overseas military service, they have held on to the car that reminds them of their youthful swagger. Today, they are a unique group who remember the thrill of taking delivery of a new Mustang and can still walk out into the garage to relive the experience.
Here are their stories.
Early Hi-Po
Phil Florio has the perfect answer for people who ask why he keeps his old Mustang: "When I get in, turn the key, and drive away, I'm 25 again."
It was March 1964 when Phil read about the new Mustang's 289 High Performance engine in Hot Rod magazine. "I knew I had to have one," Phil says. "I went down to my local Ford dealer on Long Island and asked him to order one. He said he didn't have any information about a Hi-Po Mustang. I just told him to order the car from the description in Hot Rod. I also told the salesman to call me when the car arrived at the dealership so I could be there-or they could keep the car. So I was there when it arrived, shipped covered in a bag. I wanted to keep all the paperwork because I knew I was going to keep the car a long time."
Forty-five years later, Phil still has his Hi-Po Mustang hardtop. He has driven the car 65,000 miles and it still has its original sheetmetal, powertrain, and most other components. He says the front bucket seats have been recovered and the door panels replaced.
"A lot of people tell me the Hi-Po engine wasn't available in the '64½, but then I show them the paperwork," Phil explains.
Phil and his wife, Sharon, currently live in Summerfield, Florida, where they are charter members of the North Central Florida Mustang club.
Special Order
When Edgar "Alex" Alexander purchased his '64½ convertible on the day after his 28th birthday, he never thought he'd still own it 45 years later. "It was special ordered when my first wife decided she had to have a Mustang convertible," Alex says. "I had a company car so I had no intentions of keeping it." But after a divorce, Alex took possession of the Mustang and still owns it today.
"The Mustang was terribly abused by my first wife while I was overseas in the military," Alex says. "She never changed the oil so the engine needed a rebuild at 70,000 miles. It wasn't garaged until 1974, but has been garaged ever since, sometimes for years at a time while not being driven." Alex says the car shows well today although a poor repaint from the 1990s is apparent.
Alex recalls two minor accidents that required body repairs, including passenger door replacement, and damage from tire chains while driving through a North Carolina snow storm. The seats had to be recovered after Alex "stupidly" left wheels and tires on the back seat during a long storage period.
Alex remembers the reaction to the new car during the first couple of months of ownership. "Whenever we parked it, there was always a group of people standing around and looking at it when we returned."
After years of moving around with the military, Alex and his wife of the past 30 years, Carolyn, now reside in Midway, Georgia.
Teen Stampede
Marc Snyder was only 15 when he took delivery of his Wimbledon White hardtop. "I was like most teenage boys in those days with only thoughts of my first car," he tells us. "My Dad loved cars and he could identify anything on wheels. In the spring of 1964, I could feel the clock ticking towards my 16th birthday, and the car question was yet to be settled. Bemis Motor Company in Byron, Illinois, received only one Mustang, a Poppy Red hardtop, during the third week in April. I was in the showroom that first day, but the Mustang had already been sold. I can't remember when negotiations began for my Mustang but it didn't take long to get an order in. On April 22, at a total cost of $2,710.75, I joined the stampede."
Two days before his 16th birthday, on June 18, 1964, Marc was the proudest kid in Byron when he took delivery of his new Mustang. "I watched it roll off the transporter and vanish into the shop for new car prep. I had to wait over the weekend for my driver's license test on Monday. The test administrator was totally absorbed in the new Mustang and barely thought about the novice driver behind the wheel."
The Mustang was perfect for a first-time driver-170ci six-cylinder, automatic transmission, tinted windshield, and AM radio. It even had a 6,000-rpm Rally-Pac. Marc eventually added dealer accessories like a rear-seat speaker, back-up lights ($20.18, including labor), and a universal outside mirror on the driver's door.
Marc, who now lives in Enterprise, Alabama, has plenty of memories with his '64½ Mustang. "For nearly 45 years, the Mustang and I have aged gracefully together through high school proms, college fraternity parties, marriage, raising a son, and military service. But the future holds new opportunities for adventures in a Mustang-just as it was in the beginning."
Still Poppy
You don't have to spend much time with Laki Malamatenios to realize that the native East African has a unique sense of humor. After purchasing his 289 Hi-Po hardtop on July 9, 1964, he says people were constantly asking him about his new Ferrari. "I told them, 'It's not a horse, it's a pony!'"
Built on June 8, 1964, the first day of Hi-Po assembly at the Dearborn assembly plant, Laki's hardtop arrived at the dealership as part of the first shipment of K-code Mustangs to Los Angeles. He recalls what happened the day his first son was born. "I drove the car to work so I could drive fast on the freeway to go see my wife and son in the hospital. I rushed out of work to see that my Mustang had been stolen. But I had installed an electric fuel pump and had turned off the safety switch. The car ran out of gas about one mile from work and the police recovered it"
Laki says the Mustang, which he named "Poppy" for its Poppy Red color, helped him buy his first house: "I used it as collateral for a mortgage loan."
There are no doubts that Laki used the car. "It's been cross-country several times, gone camping with a roof rack, got stuck in the snow and mud, and has been hit in the fender a couple of times," he says. "Poppy has always been a very reliable, fun car. She is in great condition for having been used as a family car for so long. She's never been restored."
Now a resident of Grass Valley, California, Laki says the Mustang became more appealing as the memories piled up. "My car is a chronicle of my life with my family, some happy, some sad, but always interesting. The old girl is something special."
Double Anniversaries
Fred Glazier has been around the Mustang hobby since opening his Pennsylvania restoration shop, Glaziers Mustang Barn, in 1976. But he's been around Mustangs even longer, having purchased a Rangoon Red '64½ hardtop on May 16, 1964. The then-20 year-old Fred traded a '54 Corvette, which took $757 off the cost of his new Mustang.
Eight months later, Fred married Sue and the couple headed off on their honeymoon in the Mustang. Later, the Mustang brought each of their two children home from the hospital.
In 1978 with 138,000 miles on the odometer, the Mustang was parked. At the time, Fred envisioned restoring the Mustang in the near future, a project that was delayed for 25 years. Think of it like the plumber with leaking pipes; Fred couldn't get started on his Mustang because he had so many others to work on in his shop. Prior to the Mustang's 40th Anniversary (not to mention his own 40th wedding anniversary) in 2004, Fred and his team at Glaziers Mustang Barn went to work. It took a year to restore the hardtop.
Fred and his restored '64½ Mustang hardtop were featured in the December 2004 issue of Mustang Monthly.
The Driver
You can't say that Jack Blakely hasn't gotten his money's worth out of his yellow '64½ hardtop. To participate in the Original Owner Display in Birmingham, he drove it from St. Helens, Oregon, a trip that saw the odometer flip over to 420,000 miles. "The duties have varied over the years, from fun car to family car to work car. I still drive it a lot. It has never been in a show until now."
Powered by the 260 V-8, Jack says the car has always been reliable, durable, and flexible. Now retired, Jacks refers to the Mustang as a "time machine," saying it has created many family memories. "There are too many to list. As 'senior moments' increase, some would be lost forever if it wasn't for family."
After all these years, Jack still has his priorities straight: "The credit goes to my wife Marie for buying the car in the first place. The credit for keeping it running goes to me."
The Graduation Gift
After graduating from Poland Seminary High School in Poland, Ohio, in June 1964, Kathy Miller had a surprise waiting for her when she arrived home with her parents, Ken and Lois Mitchell. "In the driveway was a brand-new Prairie Bronze Mustang coupe," Kathy says. "My mother had bought me a watch, but my dad had bought me a Mustang!"
Kathy says her base-model hardtop with the 170ci six-cylinder and automatic was the first Mustang sold at Gough Ford in Struthers, Ohio. "It didn't have power steering or brakes, air conditioning, or even a radio so I used some of my graduation money for an AM radio."
The oldest of eight children, Kathy would be the first in the family to attend college, leaving later that summer with her Mustang for Ohio State University, where she received a degree in Commerce and Business Administration in 1968. That same year, she married John Miller. Kathy entered into a real estate career and used her Mustang to chauffeur clients.
Several years ago, oldest son Nate restored the '64½ with help from his father in time for the Mustang 40th Anniversary Celebration in Nashville. The experience led Nate to open his own restoration shop, Buckeye Automotive Restoration in Berlin Center, Ohio.
Last year, Kathy's Mustang was invited to participate in the Willistead Classic Concours d'Elegance in Windsor, Ontario, where she won Best of Class for the '58-'65 American Luxury closed class. The car also won a Gold at the Mustang Club of America's national event in Indianapolis this past June, qualifying it for the Conservator Class.
Kathy never dreamed that she would still own the Mustang 45 years later, but admits that she's a pack rat. "I hate to get rid of anything," she says. "I still have my graduation watch too."
Just like the Brochure
At Birmingham, Harrel McKinney forgot to set his alarm clock, so he missed our Saturday morning photo shoot. However, you couldn't miss Harrel's Wimbledon White '64½ hardtop that was featured in the middle of the Original Owner circular display.
Purchased in March 1964 when Harrel was 24 years old, the Mustang was his first new car. "I had a wife and 2½-year-old daughter and needed a new car because the one we had was about used up," Harrel recalls. "I had a good job in Montgomery, Alabama, so we went to Hartford where I knew one of the owners of the Ford dealership. I drove a Fairlane 500 and wasn't impressed. Then the owner said he had just gotten some brochures about a new car that Ford was introducing. When I saw the brochure, I salivated all over myself as I ordered a Wimbledon White hardtop with Palomino interior, just like one of the cars pictured in the brochure."
Harrel's Mustang, ordered with a 260 V-8, was built on May 14 for a May 21 delivery. The sticker price was $2,660 but because the dealer knew Harrel and his brothers, he discounted the invoice to $2,440.
Harrel still lives in Montgomery. "The Mustang drove out perfectly when I got it and I've loved it ever since. I had it restored in 1989 and now drive it on special occasions."
Always the Right Car
Marvin Walter was finishing his degree at Iowa State University and had been looking for a new car when he spotted an auto transport truck loaded with new '64½ Mustangs. "One look was all it took to decide what I was going to buy," Marvin says. With graduation looming and his wife expecting, he postponed his purchase. But in June as he drove to his mother-in-law's home after his son's birth, Marvin heard a Ford radio commercial. "They were advertising a promotion of '64 Fords at a local shopping center. The radio announcer advised that they had two Mustangs that had been shipped in by Ford to add attraction to this sales event."
Marvin headed straight to the shopping center. A white Mustang was still on the truck, but beside it sat a red hardtop with black interior, 289, four-speed, and no optional equipment. "It was exactly what I would have ordered," Marvin says. "I bought it on the spot."
The next day, Marvin picked up his wife and son at the hospital in the new Mustang. Two weeks later, he drove it to Seattle to start a new job and career. "The Mustang took me to work every day and also did all the shopping trips and family weekend outings. It served us well over the years, always seeming to be just the right car to meet our changing needs. Both our children learned to drive in it and drove it to high school."
Marvin says the Mustang was repainted in 1984 and the engine rebuilt at 140,000 miles. When he retired after 35 years of service, he drove the Mustang to his last day on the job. After moving to Lawrence, Kansas, Marvin restored the Mustang himself. "It was a relatively easy job because the car had never had any significant body repair work and very little rust. I did much of the body prep work but the paint was professionally done."
A Fun Ride
Original '64½ owner Mike Zwirlein made it to Birmingham but was unable to bring his car, a Caspian Blue hardtop that he bought on August 15, 1964, because he is currently putting the car back into driving condition.
"I visited my local Ford dealer on April 17, 1964, for the Mustang's introduction," Mike tells us. "There was no question that it would be my next car. I placed an order on April 21 for a Caspian Blue hardtop with a 260 because the 289 Hi-Po wasn't available until June 1. The scheduled delivery date was an overly optimistic six to eight weeks, so I planned a summer cross-country drive in late July. The delivery date, along with my vacation plans, was delayed twice."
While still waiting for his ordered Mustang, the dealer called to say that a shipment of new Mustangs had just arrived. "One was Caspian Blue. I got there just as it was coming off the truck. Three people were arguing over who was first in line if I didn't take it. It was just like the car I had ordered, plus it had the D-code 260 and a four-speed, which I hadn't ordered to save money. The dealer said he wouldn't charge for the 'extras,' so I took delivery the next evening for $3,158."
Mike drove the Mustang for 10 days before embarking on his trip from Connecticut to California. "That was a good thing because a rear axle seal had to be replaced."
The Mustang was Mike's daily driver until 1978 when he got a company car. Placed in storage with 124,000 miles, the Mustang was only recently pulled out for refurbishment.
Mike sums up his 45 years of ownership: "It sure has been a fun ride!"
Editor's Note: We'd like to thank Marc Snyder and Kathy Miller for their efforts in pulling together the Original Owner group for the 45th Mustang Anniversary Celebration, and for helping us compile photos and information for this article. As Kathy explains, "It was a wonderful opportunity to learn the history of each of these Mustang owners. It was a chronicle of our lives and how and why we kept our Mustangs. We would like to establish the ability to leave a legacy with our cars and pass it on to our children to maintain the Mustang's unique place in the American auto industry."


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|Emmanuel Lecharny <elecha...@apache.org>
|[ANNOUNCE] Apache Directory LDAP API 1.0.0-M16 released
|Tue, 05 Mar 2013 07:37:13 GMT
The Apache Directory Team is proud to announce the availability of the 1.0.0-M16 version of the Apache Directory LDAP API. The Apache Directory LDAP client API is an ongoing effort to provide an enhanced LDAP API, as a replacement for JNDI and the existing LDAP API (jLdap and Mozilla LDAP API). This is a schema aware API, with some convenient ways to access a LDAP server. This API is not only targeting the Apache Directory Server, but should work pristine with any LDAP server. It's also an extensible API : new Controls, schema elements and network layer could be added or used in the near future. It's also OSGi capable. Here are the release notes for Apache Directory LDAP API 1.0.0-M16: * DIRAPI-119 <https://issues.apache.org/jira/browse/DIRAPI-119> : Some NPE when sending some request with lacking data Feel free to experiment, we highly appreciate your feedback ! Website : http://directory.apache.org/api Download : http://directory.apache.org/api/downloads.html User's Guide : http://directory.apache.org/api/user-guide.html The Apache Directory Team -- Regards, Cordialement, Emmanuel Lécharny www.iktek.com
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Board of Directors
▪ Mike Baronian (Chairman)
▪ Peter J. Schmid (Vice-Chairman)
▪ Prof. Dr. Gerd Folkers (Member)
Mike Baronian
Mr. Baronian, has long-standing experience in the pharmaceutical industry, having held increasingly responsible positions within the Johnson & Johnson organization: between 1990 and 1997, he was Vice President in charge of European operations for Cilag AG, in Zug and Schaffhausen, before becoming Group Vice President, worldwide operations, for Ortho-Clinical Diagnostics Inc., based in Rochester, USA. Between 1969 and 1990, he held various positions in sales, marketing, finance and operations within J&J, in the United States and in Canada. From 1998 - 1999, Mr. Baronian was CEO of the Central Laboratories in Bern, a not-for-profit institution founded by the Swiss Red Cross. From 2000 – 2002 he was the CEO of Asklia, a Veterinary and Dental Company in Belp. Since 2003 he has been in charge of his own company AZAD based in Toffen (BE). From 2000 - 2009, Mr. Baronian was Chairman of Tecan, a robotics company supplying the life sciences industry, based in Männedorf (Zürich). Mr. Baronian holds a bachelor's degree in commerce, with majors in Finance and Business Administration, from Concordia University in Mon-treal, Canada. He lives in Switzerland and is married with five children.
Peter J. Schmid
Attorney at law, LL.M.
Professional Experience: Court clerk with a Bernese district court and internship with a law firm in Berne; associate with a major international law firm in Zurich.
Education: Legal studies at University of Geneva and University of Berne (Attorney at law 1992); graduate studies at Tulane University, New Orleans, School of Law (LL.M. 1994).
Areas of Practice: Corporate Law, Mergers & Acquisitions, Banking & Finance, Pharma & Healthcare, Litigation & Arbitration.
Memberships / Publications / Specialties: Board member of various Swiss corporations. Member of the Bernese and Swiss Bar Associations. Co-Author: "M&A in Switzerland 2003", in: International Mergers & Acquisitions Review 2003/2004.
Prof. Dr. Gerd Folkers
has been at the ETH Zurich since April 1, 1991. He is full professor of Pharmaceutical Chemistry. Born in Andernach/Rhein in Germany, he studied pharmacy at the University of Bonn. He earned his Ph.D in Bonn on structure activity relationships of desapurines. In 1983 he transferred to the University of Tübingen, where he completed habilitation in 1989 in pharmaceutical chemistry. During a stay in Berne, Switzerland, he studied new research methods in computer aided molecular design. The focus of his research work is the molecular interaction between drugs and its binding sites in vivo. He is particularly interested in the strong integration of computer aided modeling and relevant biochemical/biophysical experiments. Besides the research on molecular mechanism of "conventional" nucleoside therapeutics against virus infection and cancer, his special interest has shifted to immuno therapeutics. He is editor of the journals "QSAR" and "Pharmaceutica Acta Helvetiae", author and editor of diverse scientific books, vice president of the "Schweizerischen Gesellschaft der Pharmazeutischen Wissenschaften", member of the executive board "Schweizerischen Akademie der Technischen Wissenschaften", as well as a member of the board of man international scientific societies.


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I'm working on an updated and revised version of Uncovering Your Ancestry Through Family Photographs. To reflect all the new content, it has a new name, The Family Photo Detective:
When I was at the NGS Conference in Cincinnati, Genealogy Insider Diane Haddad, Managing Editor Allison Dolan and I sat down to brainstorm ideas for the new book. We thought it would be exciting to include photographs from readers of this space.
So…do you have a mystery photo you'd always wanted to know more about? You can email it to us or post it to the Family Tree Magazine Facebook page. There are more details on the Genealogy Insider.
I'm looking for a photo to feature in my Photo Detective column for Family Tree Magazine, and maybe in the book. I'll select one photo to win a copy of the book (due out in 2013).
Can't wait to see what you've got in those family boxes of photos or tucked away in photo albums!
Please send in your submissions by June 4th.


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Fed minutes: Janet Yellen has many friendsApril 9, 2014: 2:28 PM ET
When Federal Reserve Chair Janet Yellen recently waded into murkier waters, she was backed by broad support from her colleagues.
The Fed has two objectives: to keep U.S. unemployment low and to keep prices stable.
The goal is to get unemployment below 6.5% and inflation up to 2.5%.
In March, the Fed decided to tweak those thresholds to a fuzzier "qualitative view" of the job market. Yellen has indicated the Fed will be looking at a "dashboard" of far more economic indicators to gauge the health of the job market.
That spooked markets last month. Investors didn't know how to interpret this new approach, and they feared it meant rates would rise sooner rather than later. So there was a lot of anticipation to see the normally boring minutes of a Fed meeting.
Those minutes, released Wednesday, show that the decision had strong support among Fed officials. "Almost all participants" agreed it was the right time for the Fed to change its public statements, given the unemployment rate was likely to fall to its 6.5% goal soon. Furthermore, "most participants" preferred replacing that numerical goal with "qualitative" guidance instead, the minutes said.
In other words, it was a team play, and it was done because of lingering concerns about job market health.
The Fed has been stimulating the U.S. economy for more than five years, by keeping interest rates low and by buying bonds. Until recently, it was clear that it would not raise its key short-term interest rate until the U.S. economy reached its numeric goals.
Now officials, including Yellen, are concerned that the job market is still far from fully healed.
There are still too many people who are long-term unemployed or working part-time because they can't find full-time work.
Among the other concerns keeping Fed officials up at night: wages are flat, the labor force participation rate remains low, and few workers are confident enough in the job market to quit their jobs in pursuit of new opportunities.
Related: Janet Yellen wants you to get a raise
The Fed minutes show some officials are also concerned about the housing recovery losing some steam, more loans starting to flow to less credit-worthy households, and China's economic slowdown impacting the broader global economy.
All that said, they saw little reason to change their outlook for the U.S. economy overall. This should assuage investors who were concerned about faster rate hikes.


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Jordyn's Perinatology Story
By Jordyn
I was a Doernbecher kid myself. I had open heart surgery here when I was eight years old.
Because of my heart condition, when I was pregnant, my doctor suggested I go back to OHSU Doernbecher, where they determined that my son Davis had gastroschisis—his intestines were sticking outside of his body. I was 13 weeks into my pregnancy at that point.
We went to OHSU Doernbecher frequently for ultrasounds and fetal monitoring; Davis was born at 36 weeks, because his intestines were dilated and his bladder was pulled out of his body. After he was born, he had surgery to fit everything back inside. Everything went great. We were so fortunate.
Then I got pregnant with Davis' sister, Rory. She had the same defect: a large portion of her intestines outside her body. That was kind of mind-boggling, because they said it could only happen once in a family; gastroschisis isn't genetic. She was also born at 36 weeks and had the same surgery.
The doctors and nurses are phenomenal. We were at OHSU Doernbecher so much that we spent a lot of time getting to know them. And I don't know what we would have done without Cathy Cromett. She took us through the whole fetal health program process—twice. You wouldn't know it to look at them that either child had any issues: Neither have had any restrictions or developmental delays. They both have good-looking belly buttons.
It's nice to know the people taking your care of your child are so good at what they do. We had tough circumstances, but the teams who took care of us made it all worth it. We can't thank them enough: Life could have been so drastically different if we didn't get this care.


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Modern drums are often part of drum sets, which can demand from drummer to keep focus on many drum elements that he need to access on daily basis. Here are all the drum components and accessories that are used today.
Drums were with us for thousands of years, managing to morph into countless shapes and sizes that are used all throughout our history. Here you can find out two basic classifications of drums, and what those classifications hold.
Over the past 100 years drum sets became commonplace in any music band, forcing drummers to adapt their kits to their needs. Here you can learn much more about all the most popular drum configurations.
Drums are today integral part of our modern history and countless musical genres where rhythm section is powered by talented drummers that have customized their personal drum-kits. Here you can find out many interesting facts about oldest musical instrument in the world – drums.


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"Only a true peace with neighboring peoples
render possible a common development of this portion of the earth
as a vanguard of the awakening of the Near East."
Martin Buber, speech 1945
Seek peace and pursue it...
of peace' - your voices are needed now, more than ever!
Now is the time to attain full and equal rights for
the Arab citizens of Israel, to respect the values and
sensitivities of all sides, to do everything to prevent
violence, to renew direct dialogue at all levels, to
bring peace closer for the whole region, first of all
between Israel and the Palestinian people.
now - when the voices calling for vengeance are louder than
the voices calling for reconciliation - we, members and volunteers
of Brit Shalom/Tahalof Essalam - the Jewish-Palestinian Peace
Alliance: an organisation by Jews and Palestinians, undertake
to contribute energy, time and funds towards systematic, informed,
serious, persistent and efficient activity for peace.
invite all who want to make a difference, to tell us about
their own assessments and conclusions about the current situation;
to teach and to learn in depth, to define goals, coordinate
activities - and to act.
2001-2002 Brit


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Mentor Login
Garrett Mentors, Inc. > Become a Mentor > Apply Online
Join our email list to receive newsletters and updates about our program and upcoming events.
We would love to stay in touch with you! Connect with us on Facebook to stay up to date.
As a non-profit organization we rely on your generosity to continue impacting children's lives.
Website Design & Development by Ironistic.com


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Short Corner
Extra Time
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UEFA Champions League Action
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What's stood out so far in the Copa?
Michael Bradley was bad but maybe that isnt his fault
EDGAR ZUNIGA - Sunday, June 26, 2011
Bob Bradley must go.
He is done.
If Sunil Gulati has a pair, he will sack up and do what must be done before US Soccer is damned to another World Cup cycle with Bob at the helm.
When the Federation was unable to come to terms with anyone to take over for Bob after World Cup 2010, it seemed that they settled for Bob because he is a sure thing to get the US into Brazil 2014.
Mark my words: it will not be easy.
Well, it's never easy when you have to go play in claustrophobic Central American stadiums and the gaping maw of Azteca Stadium. However, under Bob's second term, the US has plateaued and may even be experiencing a dip in performance.
Bob has taken this team as far his sterile, unimaginative, robotic system can.
Look back at all of Team USA's successes under his command and you will notice a pattern of the US winning important games based on grit and determination - a hallmark of US Soccer.
The goal by Giovani dos Santos that sealed the game at 4-2 was a thing of beauty, as he deftly eluded frantic US defenders to finally curl that shot over Tim Howard. You will
see a player under Bob's tutelage do something like that because he abhors that style of play.
The only player that comes close to doing anything similar to that now is Freddy Adu...and where has he been all this time? If Adu was not playing his butt off in the beginning of the game with his individual play, the US would have never scored those first two goals.
Bob must go.
He has become a detriment to the growth of US Soccer and visibly lacks the tactical knowledge to get the US to the next level of evolution.
Take for example what the Mexican team has done. They had become nonchalant against other CONCACAF foes, including the US. They were the giants in the region and had reached a point where they were resting on their laurels.
Then, the US experienced a sudden increase in skill and athleticism to go with that trademark grit and Mexico suddenly found themselves knocked to the dirt looking up at the Stars and Stripes.
It took them a while (God knows the Mexican Federation is a corrupt mess), but they finally stopped trying to match the US and instead focused on getting past them and to that next echelon by encouraging individuality and rewarding imagination - two things you will never see Bob do.
Watching a Bob-led training camp is pretty simple. He tells the players what he expects of them and then they go out and do...exactly what he tells them to do. They know that if they do not conform to his standards or - God forbid - step out of line by trying something different, they will not make the cut.
Think that a kid that gets called in to training camp will impress Bob with nimble ball-dribbling skills and sick moves? Nah...he wants guys that will fall in line with his lame tactics and style of play...that never change.
Why do you think the US got absolutely destroyed by Spain in that friendly before the Gold Cup?
Why do you think Team USA had such a hard time in this tournament? Why will they continue to have a hard time in World Cup qualifying with Bob at the controls? It is because the other teams already know what to expect from him and the team.
As long as Bob remains in control, things will just get harder for the US.
And, you can only win so many games just on grit and determination alone.
Interestingly enough, believe it or not, there are people out there that still support Bob. Be it blind devotion to the National Team coach (no matter what), or they just have a thing for a robotic fella who stands by and blinks as his team gets reamed, they think Bob is the bee's knees.
Allow me to give you a verbal slap. SLAP. Snap out of it. Bob is not the answer. He is not the future.
You would think that after all this time he would have figured out something to do with the eternally porous backline that is the USA's Achille's heel. But, all we see is more of the same, and other teams know to exploit that.
Look at what happened in the Gold Cup final when Steve Cherundolo went down. Bob could have moved some guys around, maybe moved Carlos Bocanegra out to the left, and brought in Oguchi Onyewu or Tim Ream to the middle. No. He brings in Jonathan Bornstein, who lost his starting spot with Tigres UANL in the Mexican Primera Division and amassed an astounding 274 minutes of play this past Apertura 2011 season.
You think it was a coincidence that Mexico went on a tear after Bob subbed in Johnny B.?
Hey, just saying.
Somewhere, out there in this vast nation of ours, the future superstars of the US National Team are waiting to be discovered. They are flamboyant. They have tons of skill. They have the confidence to take on two or three defenders when needed.
However, you will not find them playing on some fancy club team or high-profile high school team. They are sons of Mexican and Central and South American parents and can be found playing in parks, parking lots and street corners.
But, the way the current system is set up under Gulati and Bob, the only US jersey these kids will ever put on will be the one they buy in a store. In fact, don't be surprised if they end up playing elsewhere.
As it is now, with Mexico absolutely destroying the US (in what has been a mostly dismal Gold Cup), CONCACAF teams can all smell the blood in the water and will come out with more confidence, knowing they can beat a wounded Team USA.
You think that losses like this don't have lingering psychological effects? After being up 2-0 in their second international final and losing miserably, this one will hurt for a long time. For US supporters, especially the newer generation that had grown up with the US handling Mexico on American soil, it will feel rather uncomfortable to deal with the verbal abuse from Mexican fans (and you will hear it).
For Team USA, it is a fall from what was already a shaky pedestal.
But, try as he may, Bob doesn't have what it takes to get the job done.
Sorry, but getting to the World Cup isn't even a guarantee anymore.
Bob is at the end of his rope and it's time to cut him loose.
United States 2 - 4 Mexico
US choke away final to Brazil
Bob Bradley
Confederations Cup
Gold Cup
United States
World Cup
Wednesday July 13, 2011 4:07 am
Nice article mostly but I do not agree with blaming bob on creativity, American kids are not taught to build individual skills from ground up, that is why u mentioned, a Mexican or south American heritage in the mix, because you think their talents are natural, no, they train from the age @ which they can control a football n never give up on that determination, to become the next Pele, maradona, messi etc. But this style of play is frown @ here in the US, kids study football as a subject. Watch a college football game n see how boring it is. We must open the doors for all to enter, not just a selected few, I watched the U-17 play n was impress with a few individual performances, but wat happens from here, do we encourage those talents or introduce this static playing style. Bob, must go, infact, the Ussf must be revamp n we have people in ere who can open the door fall everybody, not just a selected few
Saturday July 9, 2011 2:41 am
yes, please fire bradley. did the usa forget how we normal beat mexico (defense, counterattack and set plays)? leading 2-0 we get beat over the top!! why didnt the usa drop into a defensive shell? then we get caught on a counter attack?!! bad clear by lichaj. finally another bad clearance by boca like in 06. any other coach would have won that game. the usa is a poor mans germany or england. we are never going to out skill mexico. embrace power soccer for the near future.
we need skillfull and athletic defenders, stop picking the biggest and slowest. in attack the usa is without ideas. get rid of altidore, because he breaks up to many attacks(ballhog). bench bradley.
up top should be agadelo . in support dempsey and donovan. jones, edu and holden in the midfield. castillo ream demerit and chandler in defence. 4 3 2 1 and play counterattack!
Tuesday July 5, 2011 8:17 pm
Easy to fire Rongen. Why cant we get rid of Bradley?? ussoccer has failed to to capitalize on great american talent. Rossi,Subotic,Hoyos-3 starters that could have easily filled gaps in South Africa.... Can u only imagine Howard, Dolo, Gooch, Subotic, Boca, Demps, Bradley,Edu,Landy, Davies, and Rossi. USSF sux.. and develpoment is to blame.
Tuesday July 5, 2011 11:16 am
I agree Bob needs to move on, but it is not due to a lack of talent. He has enjoyed the largest talent pool of any US coach with more people playing in Europe than ever before.
Flair and individuality are not what will improve our team. Dribbling through 2 or 3 defenders may look slick, but it does nothing to foster possession and understanding between the players.
What we need is a football brain at the head of the team and the USSF. Bradley has a limited one, and it's better than what the USSF dished out in the past. Gulati has none. He is a business man looking to squeeze every dollar and ounce of fame from his position of power. He's in bed with the MLS, and it is compromising the interests of the national team, as well as the sport as a whole in this country.
Klinsman publicly stated he did not want the job due to a lack of control, and I fear inclusions like Rogers, Feilhaber, and Wondolowski were more marketing ploys than carefully measured selections. It's incompetence or meddling, and neither are acceptable.
Saturday July 2, 2011 6:16 pm
This is in no way to defend Bradley:
But last I checked, all any coach can do is manage and coach the talent he has on hand. And flat out, without question: US talent remains limited across the board.
So while Bradley deserves significant criticism for his player selection, certain player loyalties and tactics, no coach - none, zero, nada - can win consistently at the highest level with limited talent. THAT is the story here, folks, and that has little to do with who the US coach is. It could be Ferguson, Klinnsman, whoever - the results would improve only so much.
How many US players would start for any true soccer power in the world? Right, perhaps one (Tim Howard), two max.
You want to direct your venom at someone or some thing - direct at the right place: the US system of finding and developing talent. Thank god it seems more and more young Americans are heading straight to Europe and Mexico to develop in the youth programs of professional clubs.
Getting increasing numbers of young American talent to develop and compete at the highest professional levels, is far and away the key to US national team success. Last I checked the world's top national sides are virtual all-star teams of professionals plying their trades Europe.
So while I agree Bradley needs to go, I think the emphasis should be on the ROOT issue: our continued lack of top-flight talent.
Paul Sanders
Thursday June 30, 2011 3:55 pm
Bravo! Finally an excellent article that is right on the money! Bradley must go...not in a few years, but immediately and replaced by a coach like Klinsmann. I fear that if we continue this way, there is no guarantee that we will qualify for the next world cup. As for the players, we need to find and bring in more young promising players in the mix. The U.S. team needs to go to the barrios to find playmakers like Adu.....not in the Ivy League colleges. The college system doesn't work in soccer, and coaching there is iffy. Bradley seems to have something against short creative players. But when you look at teams like Barcelona, it's not the big and athletic guys who carry the team...it's the smaller skilled playmakers.
Thursday June 30, 2011 3:29 pm
Yanks abroad has the best writers in U.S soccer the only writers that get it. they tell it like it is, a way brent latham did when he was here, now at espn he tows the ussoccer line like every writer there.
It is nice to see us journalists tell the truth rather than just fans. Sunil Gulati has no balls nor do he know anything about soccer. USsoccer has no imagination, as any mid table la liga, serie A, Bunedsliga, or EPL manager (David Moyes would be a hell of a coach for USsoccer, no manager in the world does more with less). I'd take any top manager in Argentina or Brazil, but USsoccer has no one who knows anything about the international game, and live in a small minded bubble, the managers of estudiantes la plata, velez sarzfield, santos I would all throw the boat, but USsoccer refuses to look at any other international coaches than just klinnsman is a joke.
Wednesday June 29, 2011 7:51 pm
There was an interesting article a while ago summarizing a book that analyzed the success of managers in the EPL based on the transfer fees and salaries of their squads. What the book did was to predict how teams should performed based on the finances behind the squad and then rating managers based on that. Applying that formula to US vs. Mexico and right now Mexico should be dominating the US on a regular basis; there is really no comparison between the US and Mexico right now. The transfer fee that Chicharito alone right now would command, lets say $50 million, would just about cover the transfer fee that our starting 11 would command. Throw in Dos Santos, Marquez, Barrera and Guardado and it becomes clear that the talent gap is massive. Players command big salaries and transfer fees because the best scouts and managers in the world rate those players as being top dollar. Bradley continues to be the most successful manager the US has had; give Bradley a world class player like Chicharito and a supporting cast of seriously skilled players and he would start looking like a genius too. And in conclusion compare Bradley's results with any US manager since 1990 when we started qualifying for World Cups again, and it is clear that he is the cream of the crop - throw out the friendlies when the US and the other team might be experimenting - just look at the World Cup, World Cup Qualifying, Gold Cup and Confederations Cup, and Bradley is ahead of all of his predecessors.
Rob in MLB
Tuesday June 28, 2011 6:16 pm
While I don't completely agree with this article, as I think we have for the most part scored goals pretty well under Bradley's tenure, I certainly agree with its main point, which is that Bradley must go. My main issues with Bradley are:
(1) tactically unsophisticated- while we score a decent amount of goals, it seems to me that we do this almost in spite of our tactics. I chalk our relative offensive success up to having a great generation of American attacking talent (basically, Donovan and Dempsey).
(2) Our back line, other than RB, has gotten progressively worse and worse over his tenure and is now just absolutely atrocious, especially when you consider how much Tim Howard covers up for them. I can't believe American soccer has evolved to the point where our back line is the glaring weak link on the team. Much of it seems to be the repeated inability to handle basic offensive tactics, like diagonal balls, which absolutely comes down to coaching.
(3) We consistently start slow. If it only occurs once or twice, it is a player issue, if it continues over and over again, it is a coaching issue.
(4) Bad player decisions. His allegiance to Bornstein is reason enough to can him. It has been completely obvious for the last 4 years that Bornstein cannot compete at this level, and that he effectively spots the other team at least one goal, and in the case of good teams, 2 goals (which he did against Mexico). Bradley' repeated insistence on using him is absolutely inexcusable. There are others as well (using Ricardo Clark for as long as he did comes to mind), but Bornstein is the worst.
Jimmy Jim
Tuesday June 28, 2011 12:33 am
EXCELLENT article. It's about time someone has a pair to write the truth! So many other sites are scared to write about it??? Bradley is putting US Soccer back years each month. What other country would keep this joker after the Panama game??? (BTW, what other country would give Borenstien 38 caps???) What a joke! It's like a broken record begging for Jurgs, but I'll keep playing it until they do so you all keep fighting the good fight too!
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Pellegrino Matarazzo and VfB Stuttgart got their Bundesliga campaign off the ground on Saturday with a win over Mainz.
Marsch Wins Coaching Honor
American Trio Wins 3. Liga Title
Konrad Commits To Barcelona
Matarazzo, Stuttgart Eye Promotion
Aaronson To Join RB Salzburg
Emmanuel Sabbi
United States
Club Brugge
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text:
The revised edition for Suzuki Violin School, Volume 7 is now available. Like the other revised violin books, the music has been edited by the International Violin Committee. CD recorded by William Preucil, Concertmaster of the Cleveland Orchestra, piano accompaniments recorded by Linda Perry.
CD recording by William Preucil
Revised edition features:
New engravings in a 9" x 12" format
New editing of pieces, including bowings and fingerings
16 additional pages
Additional exercises, some from Dr. Suzuki, plus additional insight and suggestions for teachers
Glossary of terms in English, French, German and Spanish
CD features recordings by Bill Preucil, Jr and piano accompaniments recorded without the violin part.


text:
3:49pm PT by Lesley Goldberg, Philiana Ng
'Prime Suspect' Future Uncertain, 'Community' Will Be Back on NBC
Community and Prime Suspect aren't canceled.
While the Joel McHale comedy and the Maria Bello drama series don't immediately fit in to NBC's midseason plans as they were announced Monday, sources tell The Hollywood Reporter that neither series has been canceled.
NBC picked up six additional scripts for Prime Suspect in October and will continue to air the struggling series (a remake of the British franchise that starred Helen Mirren) through the remainder of the year before making a decision whether to order additional installments.
Prime Suspect thus far has consistently registered a last-place finish in its Thursday at 10 p.m. slot against CBS' The Mentalist and ABC's Private Practice. NBC's experiment in sampling Prime Suspect on different nights on its schedule has also not proven fruitful enough. To date, the reboot is averaging 4.97 million viewers and a 1.4 rating following the NBC comedies.
STORY: NBC Sets Midseason Schedule, Moves 'Whitney,' 'Up All Night,' More
Community, while standing as one of the network's struggling comedies despite its prime slot among its Thursday comedies, will return to the schedule at a date to be determined, sources said.
The comedy's most recent airing attracted 3.5 million viewers, just shy of its season low; it's averaging 3.69 million viewers to date and a 1.6 in the advertiser-coveted adults 18-49 demographic. The CW's supernatural drama The Vampire Diaries, at one point this season, drew a higher rating than Community on Oct. 27.
Meanwhile, the fourth-place network has yet to schedule a long list of midseason fare, including Bent, BFFs, Awake and Betty White's hidden-camera series Off the Rockers.
Lesley firstname.lastname@example.com Snoodit
Philiana email@example.com @thr


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text: BlueMax 12 Posted March 12, 2012 Share Posted March 12, 2012 Well i think so myself, perhaps a couple of customer cancel their orders... but contgrats for getting your preorders in Bluemax. =) Thanks bro! Really was lucky! Now I am assured I would get at least 1 copy. So for those out there still Trying to get one, use the browser add-ons (mentioned in the last couple of pages) to help notify you once a website updates/ changes. It helped like in my case. Quote Link to post Share on other sites


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Math is more than memorizing formulas and doing calculations. Math involves:
Today's Board of Trustees public meeting starts at noon at the Ed Centre. We invite you to stream the meeting online https://t.co/nvCl1fNgoJ #yycbe https://t.co/oq5v5MuHzE
Do you know what to do when your child isn't feeling well? We have pulled together resources from government and AHS to help #WeAreCBE families understand what they are required to do and when their child may return to school https://t.co/hmX7kjjwrH #yycbe https://t.co/BJ5Nl3GPqA
The Alberta School Councils' Association is conducting a survey to measure the "pandemic pulse" in the province. Families with children in K-12 are invited to participate. The survey will take about 15 minutes and closes on Friday, Nov. 6 https://t.co/GQggL7IRT0 https://t.co/ezYmUarRMj
Important school community connections are being made between students learning at home and learning in-person at Marion Carson School #WeAreCBE https://t.co/5D2uUZuWbY
RT @southlandbus: This week is #SchoolBusSafetyWeek! In recognition, we will be sharing daily safety tips from Oct 19th to 23rd.
Tip #3: Winter Weather
• Dress for the weather! Frostbite can happen in minutes.
• Never leave a child at a bus stop. Weather and traffic can cause route delays. https://t.co/IaJDMOxRWM


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Hey, Baby: What's Your (Style) Sign? How to Dress According to the Zodiac
Photo:Getty Images
The stars have aligned for us to bring you your latest outfit inspiration. After conducting some thorough research, we've concluded that the cosmos do indeed wield a certain power over our personal style. It makes sense, right? The month you were born can be indicative of your personality, and of course, your personality plays a role in your individual look.
The more you understand this cosmic style power, the more you can harness it to your sartorial advantage. That's why we've complied a brief primer on the respective fashion profiles of the 12 signs of the zodiac. From complementary colors to celebrities and specific style tips, you'll be all set to dress according to the stars. Read on to find out what your horoscope dictates you should be wearing.
Photo:Mike Marsland/WireImage
Complementary Colors: Dark shades including indigo, green, and black
Style: You're all about effortless sophistication. Tailored pieces (think blazers and cigarette trousers) and luxurious fabrics (hello, cashmere!) should be your wardrobe mainstays.
Famous Capricorns: Kate Moss (pictured), Sienna Miller, Kate Bosworth
Photo:Stefanie Keenan/WireImage
Complementary Colors: Electric blues, violet, and turquoise
Style: When it comes to trends, you like to have fun and experiment. A sheer maxi skirt? Bring it on. Your fashion is reflection of your up-for-anything nature, so let your freak flag fly with an eccentric pair of shoes or a dramatic piece of jewelry.
Famous Aquarians: Emma Roberts (pictured), Elizabeth Olsen, Chloé Grace Moretz
Photo:Michel Dufour/WireImage
Complementary Colors: Pastels like lavender, sea-foam green, pink, and light blue
Style: The Pisces woman's sense of romance should extend to her wardrobe. Look for soft fabrics and lots of dresses and skirts. Also, never turn your back on pretty heels.
Famous Pisces: Olivia Palermo (pictured), Jessica Biel, Rihanna, Dakota Fanning
Photo:George Pimentel/WireImage
Complementary Colors: Bright colors that pack a punch
Style: Thanks to your natural-born confidence, you shouldn't be afraid to try new trends and put your own spin on them. Seek out bold hues (red is your best color), daring silhouettes, and statement accessories.
Famous Aries: Jessica Hart (pictured), Victoria Beckham, Rosie Huntington-Whiteley, Emma Watson
Photo:Alo Ceballos/FilmMagic
Complementary Colors: Blues, earth tones, and neutrals
Style: For you, style is synonymous with quality. Don't feel guilty about holding out for that designer handbag. We get it; you're not a label snob: You just appreciate fine craftsmanship. In terms of shopping, you're better off eschewing of-the-moment trends for investment pieces that won't go out of style five minutes from now.
Famous Taureans: Miranda Kerr (pictured), Penelope Cruz, Cate Blanchett
JDH Imagez/Splash News
Complementary Colors: Vibrant yellows, orange, and magenta
Style: Given the dualistic nature of the Gemini woman, your wardrobe can seem a bit all over the place (you prefers the term "eclectic"). That said, you're best off looking for classic staples (e.g., a cashmere blend coat) in one of those bright, cheery hues that suit you so well, along with some fun accessories that speak to your inner magpie.
Famous Geminis: Natalie Portman (pictured), Angeline Jolie, Heidi Klum
Complementary Colors: Light shades like white, silver, and pastels
Style: You're not a big style risk taker and prefer to look pulled together in a ladylike kind of way. Indulge your sentimental side with vintage clothing and keepsakes. Also, on your next shopping excursion, pick up some silver jewelry. You might be surprised by how much you like it.
Famous Cancers: Diane Kruger (pictured), Selena Gomez, Olivia Munn
Photo:Jemal Countess/WireImage
Complementary Colors: Dramatic hues like red, gold, and black
Style: Your fashion sensibility is informed by a) your taste for luxury and b) your need to be the center of attention. As such, you should seek out bold looks and (if your wallet can handle it) pieces by designer labels. In other words: Tom Ford.
Famous Leos: Jennifer Lopez (pictured), Cara Delevingne, Madonna
Photo:Robin Marchant/WireImage
Complementary Colors: Earth tones; black and white
Style: You're usually something of a neat freak, but when it comes to fashion, you look your best in cool boho togs (think flowing maxi dresses, furry jackets). Black-and-white is your signature color combo; look for it in a bold pattern like stripes or chevrons.
Famous Virgos: Rachel Zoe (pictured), Nicole Richie, Blake Lively, Rachel Bilson
Joe Schildhorn/BFAnyc.com
Complementary Colors: Pink, blue, and white
Style: A true lover of beauty, you can appreciate a wide variety of styles. However, don't let this result in a case of fashion relativism. Indulge in your natural predilection for luxurious, soft fabrics like silk and cashmere and classic, feminine pieces (a Libra woman should have a dress for every occasion).
Famous Libras: Gwyneth Paltrow (pictued), Kate Winslet, Camilla Belle
Photo:Neil Rasmus/BFAnyc.com
Complementary Colors: Black; deep blues and reds like dark plum and midnight
Style: You're drawn to daring pieces that accentuate your curves, but this doesn't have to mean a body-con mini. Scorpios are known as much for their sex appeal as for their sense of mystery. This season, try a pencil skirt with a zip-up slit or a pair of over-the-knee boots.
Famous Scorpios: Lily Aldridge (pictured), Katy Perry, Chloé Sevigny
Complementary Colors: Purple is the Sagittarian power color; light colors like peach, white, and beige
Style: Although you definitely care how you look, you put a premium on comfort. Your staples should include a good pair of boyfriend jeans, flowing dresses, and an elegant blouse. And be sure you have a handbag big enough for all the stuff you like to cart around with you!
Famous Sagittarians: Katie Holmes (pictured), Taylor Swift, Amanda Seyfried
This article was published at an earlier date and has since been updated. Up next, 20 must-have black jeans to invest in ASAP.
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Can Blackstone Bank succeed by focusing on markets other lenders ignore?
In 1986, Roxbury, a predominantly black district of Boston, attempted an unusual ploy. The community proposed to secede from the city proper and reincorporate itself under the name Mandela (after South African dissidents Nelson and Winnie Mandela). As a piece of political strategy, the referendum fizzled; it was soundly defeated at the polls. As a symbol of community frustration, however, the movement was significant. In many of Greater Boston's poorer, more ethnically insulated neighborhoods, people heard the news about their region's booming economy and wondered why the gravy train was passing them by.
Their concerns had merit. To a large extent, Boston's heavily Brahmin banking establishment shunned them, major developers ignored (or exploited) them, and politicians dutifully counted their votes -- only to vanish with their tax dollars after election time. Need operating capital to feed a growing business, or a pipeline into federal funding? Good luck. Around Roxbury, leaders knew, the celebrated Massachusetts Miracle often meant nothing more than getting someone at the State House to return your phone calls.
While Roxbury considered its political fate, Daniel Dart and Ann Hartman had a different dilemma on their hands. Approval of their application to charter a new bank to be called Blackstone Bank & Trust Co., filed in September 1986, was being mysteriously delayed, to the point at which they began to fear the worst. Their plan -- to create a community bank making loans in Roxbury and in Boston's South End, to make it a low-cost provider of basic financial services, and to attract depositors from all over the country by offering top-end rates on deposit accounts -- seemed reasonable on paper. Both officers, though young, had a wealth of big-bank experience. Both had strong ties to the area and were intimately acquainted with Boston Redevelopment Authority projections of job growth, population growth (Roxbury up 10%, the South End up 20% by 1990), and investment in the two communities (a new subway station, the Copley Place retail development, a $275-million expansion of Boston's Prudential Center).
Well on their way to raising the minimum $4 million in start-up capital required by state banking regulators, Hartman and Dart were convinced that while most of Boston appeared "overbanked," their target neighborhoods did not; only three branch offices existed in the South End, six in Roxbury -- with no bank headquartered in either community. On the lending side especially, this competitive vacuum suggested the kind of value added to the community that regulators look for when considering new charter applications. So what was the problem?
The problem, as it often is in Massachusetts, turned out to be political. Word leaked to Blackstone's founders that one of the charter's signatories, facing a tough reelection fight, wanted to see which way the Mandela referendum went before approving the proposal. Only after the referendum was defeated -- actually, on the same day -- did Dart and Hartman learn that their application had been approved. Eight months later, in July '87, Blackstone Bank & Trust opened for business.
"These neighborhoods had a horrible reputation," concedes Hartman, 37. "Not only did bankers not think them 'tame' enough [to invest in], but people literally feared for their safety down here. We don't look at it that way. From our perspective, this area is pretty mainstream.'
Community banking, she adds, is as much a state of mind as it is a function of resources or geography. "You need to know the territory and who the local players are," she avers, "but you also need to know how your customers want to be treated. We don't offer the lowest loan rates -- in fact, we charge a premium for our [lending] services. But we don't take six weeks to make a decision, either. Or turn down a loan for no apparent reason. Borrowers come to us because they know they can always get Ann or Dan on the phone. Not everybody needs that kind of service. But a lot of people seem to want it.'
Speaking as someone who never balances his checkbook or shops around for the best CD rates (journalists tend to be notoriously bad money managers, perhaps because we have so little to practice with), I address the question of how a bank makes money with some trepidation. The logical answer seems simple: by dealing with customers like me. Actually, according to Dan Dart, the real explanation is not much more complicated than that.
"We rent money for a fee," says Dart, 32. "Or, to put it another way, think of our deposits as finished-goods inventory. We mark that inventory up and sell it at retail, principally in the form of commercial loans. The difference is, we don't actually own our deposits, nor do we give away our loans on a permanent basis. What we're really in is the money-renting business.'
All banks make their profits off the spread between what they pay to depositors in interest rates and what they earn from borrowers (or other investments) on "rented" money. At most banks, these constituencies are primarily one and the same. Not at Blackstone, where the deposits are mostly national and the investments largely local. Most banks have traditionally pursued growth through bricks-and-mortar expansion: more branches, more customers, more products, more volume. Again, not Blackstone. To Dart and Hartman, these concepts are at best unwieldy, at worst obsolete.
"A lot of banks are driven by a market-share mentality," points out Hartman, "and that's fine if it works for them. Here we're more driven by an earnings-per-share philosophy. Our belief is that a bank can stay small and still turn a respectable profit -- if it knows how to keep costs down and make use of technology. I tell customers that the picture of banks they carried in their heads doesn't exist anymore.'
You can pretty much tell that just by strolling through Blackstone's two-floor, 3,700-square-foot headquarters. Downstairs is a main office housing four account executives and the vice-president of retail banking, who smile frequently and greet customers by name (there are no tellers and no automatic teller machines, or ATMs). The account execs will cash a check if you insist, but they wouldn't know a velvet rope if one crawled through the lobby and bit them on the ankle. Upstairs, where the executive offices, computer room, and mortgage banking department are squeezed together, sits an old Mosler safe tucked inside a nondescript closet. Take a gander, folks, at Blackstone's main vault. It looks like something Butch Cassidy would drag outside and ask Sundance to stick on his horse.
A decade ago, Blackstone could not have operated this way. Or at least not for very long. Today, thanks to such innovations as shared ATM networks and financial data-processing services, coupled with fundamental changes in banking's regulatory climate, it's a different ball game. Perhaps the biggest change was the passage by Congress, in 1981, of the Garn-St. Germaine Act. This legislation effectively deregulated the industry by phasing out interest ceilings on deposits over a six-year period. Like other industries before it -- trucking, airlines, the phone company -- banking deregulation in turn created niche opportunities that cost-cutters have rushed to fill.
The late 1980s have seen the industry shaken up by deregulation. At one end has come a wave of mergers and acquisitions rolling above a sea of red ink, as hundreds of thrift institutions have tottered and failed -- some due to outright fraud, many more from the pressure caused by conversion to stock ownership. Banks thus infused with large amounts of new capital have been forced to lend that money out, and quickly; in cases in which commercial-lending expertise has proved less than stellar, fast-growth banks have seen their loan portfolios become riddled with bad debt.
At the other end, meanwhile, new players have been arriving on the scene. Some bill themselves as "boutique banks': specialty banks offering limited product lines, often to a preferred clientele (oil-and-gas companies, agribusiness concerns, wealthy individuals with leather-bound portfolios, and so forth). A subset of this group are the so-called de novos -- mostly full-service banks targeting narrow geographical areas ill-served by larger lending institutions.
As a low-cost provider, Blackstone is not precisely any of the above. With low minimum deposits and a distinct antielitist bias, it is definitely no boutique. And although it does target a narrow community of borrowers, Blackstone's low-overhead strategy dictates severe restrictions on the product line it offers to depositors. No IRAs or Keogh plans or credit cards. No discount-brokerage or financial-planning services. Not even an on-site ATM, although the bank does belong to a New England-based network with some 20,000 outlets. "Our products are plain vanilla," says Dart. "Money-market accounts, NOW accounts, CDs -- that's it. We call full-service banks 'brokerage houses,' because what attracts their customer base is really investments. We're not looking for investors, just savers. And if a customer needs to transact business with a teller, he wouldn't be happy here.'
On the lending side, Blackstone has a similarly stripped-down look. Specializing in commercial loans to small businesses -- they include developers, an equipment-leasing company, restaurants, and professional offices -- the bank decided to eliminate both consumer lending ("lots of competition on rates there') and asset-based lending ("too complicated, too labor intensive'). Adjustable-rate mortgages are held in-house as attractive investments. Long-term, fixed-rate residential loans, which often pose a higher risk due to interest-rate fluctuations, are routinely packaged and sold into the secondary-mortgage market (Fannie Mae and Freddie Mac). Nothing extraordinary there. So why would borrowers come to Blackstone when they could save a point-plus elsewhere? For one thing, many are unhappy with the service they've been getting at other banks. For another, at Blackstone they don't have to deal with committees or trainees.
"Dan and I are on the loan committee," says Hartman, who after 12 years with the Bank of Boston, managing a $300-million portfolio, relishes the idea of bringing big-bank services to small-business customers. "When we opened, practically everyone I saw had some horror story to tell about dealing with one of the big banks in town. And to borrowers, cost [of a loan] is only one consideration. What's the turnaround time? Can I get a straight answer next week, or am I going to get strung along? In terms of my market, how knowledgeable is this banker? Dan and I don't delegate these decisions. When one of us approves an application, it's approved, period.'
Clearly somebody is happy banking with Blackstone. In a year of operation, the institution grew from $4 million in deposits to $46 million, with an average climb now of $5 million a month. Last April, when its loan portfolio reached the $25-million mark, Blackstone started breaking even; by June, it was turning a tidy profit. Growth is an issue for any business, and banks are no exception. But banks cannot grow simply by generating deposits. They must lend that money out, and profitable lending is a function of knowledge, experience, research -- and philosophy. In many ways, Blackstone's approach is a conservative one. The bank solicits deposits only after the corresponding loan commitments have been written. In other words, it doesn't shovel in the money and then figure out what to do with it later. When deposits threaten to outpace loans, the bank adjusts the balance by lowering CD rates.
"One California bank I know of grew from $10 million to $800 million in the space of 18 months," notes Dart. "When the regulators finally stepped in, 98% of its loans turned out to be nonpaying, and the bank president turned out to be a former dentist. It cost the FDIC more than $1 billion to clean up the whole mess. Bigger is not better.'
And periodontists do not sound loan officers make.
Ever wonder who the most discriminating depositors are? Yuppies with oodles of disposable income? Computer hacks with access to this minute's market rates? Guess again.
"Florida retirees," says Dart. "They sit on the beach reading all the literature on which banks are offering the highest yields. Then they move their money about accordingly. If you can reach them with your numbers, the post office and telephone do the rest.'
Ordinarily, reaching them would be a problem. By law, Blackstone is limited to advertising only in New England. Nevertheless, it currently has depositors in 48 states. How does it pull this off? Free publicity. Week after week, Blackstone's rates on money-market accounts place the bank high up the list of average yields posted by The Wall Street Journal and the newsletter 100 Highest Yields. Both have national circulations. Voilà : coast-to-coast depositors.
By advertising with direct-response coupons in The Boston Globe (which has distribution in Florida), Blackstone also reaches those nimble-fingered retirees. It was a Globe ad, in fact, developed by the Boston firm of Witham, Childs & Siskind, that truly put Blackstone over the top. "No branches, tellers, velvet ropes, marble lobby or toaster ovens," boasted the headline, "just the best rate in the State." Not only did the campaign win praise from the trade industry (AdWeek mentioned it in a piece on the bank last February, and Bank Marketing named it January's Bank Ad of the Month), but it also drew an astonishing response from customers. In one week, $4 million in new deposits came in, quadrupling the expected $1 million windfall.
Marketing to its other customer base, borrowers, is more a one-on-one proposition. "The community knows we're here," says Hartman, who has pulled in a number of former Bank of Boston loan customers herself. "When Dan and I were out selling stock, we spoke to a lot of groups and met other people socially. Our best marketing tool is basically word of mouth -- customers referring other customers. We probably get two or three refugees from big banks in here every week.'
Keeping overhead down has its risks. By locating outside Boston's financial district loop, Blackstone pays a certain price in terms of lost prestige and visibility. In Dart and Hartman's view, they more than make up for that by paying a modest $21 a square foot for office space, versus up to $40 per square foot downtown (they hold a five-year lease on their current site). Blackstone's monthly operating costs, including rent, insurance, computer time, salaries, benefits, and the like, comes to about $100,000. It incurs no costs from branch banks. By way of contrast, New England's two leading lending institutions -- the Bank of New England and BayBanks -- have 486 and 222 branches, respectively. Big nut, big difference in profitability.
Given Massachusetts's tight labor market, another concern of Blackstone's founders was attracting qualified help. They started with 10 employees and have added 3 more -- with room for an additional 13 as the need arises. The hiring problem was solved through a combination of job flexibility and competitive compensation. Blackstone pays half again as much as a starting teller's salary for its account executives, puts its small staff of loan originators on commission, and provides equity kickers for key management people (5 bank officers in all). The bank has no chief financial officer and no secretaries -- if Dart wants to send out a letter, he types it himself. Three employees are working mothers, one of whom does bank work on a part-time basis.
Blackstone started looking for capital in the summer of 1986, a go-go season for bank stocks. Hartman and Dart initially offered 400,000 shares of common stock at $10 per share, with the stated policy that dividends would be forsaken for retained earnings. According to Dart, lending institutions were going public at "outrageous multiples" that summer, creating the impression among potential investors that they could make a quick killing trading in new-bank issues. Because they understood that equity turnover often resulted in management turnover, the founders set forth a strategy that would minimize their own risk of being tossed into the street.
"Our personal goal was to be able to manage the bank over the long haul," Dart explains. "It was really nonspeculative in nature. We wanted to sell the stock ourselves, but we also wanted a diversified group of [investors] who shared similar investment goals, who were willing to let the bank grow with us. We probably could have found three or four investors who wanted to kick in $1 million each, but instead we deliberately went after a much broader base.'
Over a six-month period, Dart and Hartman succeeded in lining up 90 buyers, at an average investment of about $50,000 apiece. Some were friends, some movers and shakers in local communities. No investor was allowed to purchase more than 15% of Blackstone's equity. At the same time, written into the bank's bylaws were several antitakeover provisions. One specified that any move to unseat a director (board terms are staggered over three years) would require a two-thirds vote of the board. Another, termed a "poison pill" provision, allows the bank to issue preferred stock to current shareholders. A third states that in the event 10% or more of the bank's outstanding stock is sold, that block of shares cannot be voted.
Advised by their attorneys that such restrictions could make it difficult to market their offering, Dart and Hartman stuck to their guns. Yes, they'd invested personal savings jointly to the tune of about 15% of Blackstone's equity. No, they were not looking to cash out soon. Or, for that matter, to feel pressured by one or two investors to take the money and run.
"The problem with taking it and running," explains Hartman, "is what do we do next? Start another bank? Retire? Even on my worst days, that has no appeal.'
The capital needs of lending institutions do not, of course, remain static for very long. By federal law, banks must maintain a 6% capital-to-assets ratio (the ratio of thrifts is only 3%). Otherwise, the regulators fear, a bank can weaken its capital base to the point that a rash of nonperforming loans could wipe it out. That's especially true in today's shaky banking climate, where the vagaries of local economies (the Texas oil industry, to cite one dramatic example) can shred a portfolio.
As Blackstone approaches $60 million in assets, therefore, another round of capital will soon be called for. Three options are currently being contemplated: issuing more common stock; creating a class of preferred stock; and floating subordinated debt, convertible to common stock. Whichever route they take, the founders know that they will draw the regulators' close scrutiny. Already they've been audited twice in the past year.
"If one bank fails because its capital-to-assets ratio falls too low," notes Hartman, citing the example of one Texas bank used as a personal piggybank by an unscrupulous developer ("You supply the dirt," went its slogan, "and we'll supply the green'), "the regulators come into yours next and set the ratio at, say, 10%. They can't hold you to that legally, but they can make life tough if you don't comply. Taking out the systemic abuses on the next guy may seem unfair, but that's the way the game is played.'
Which is not to say that community banking is a no-risk proposition for Blackstone. At $5 million in growth per month, the danger of burnout is real. Macroeconomic issues aside, bad loans could result from management's inability to scrutinize each application thoroughly enough. And then there is the question of whether Dart and Hartman can maintain their personalized approach to customer service without working 14-hour days -- never mind bankers' hours.
"The two main asset-management issues are interest-rate risk and credit risk," explains Dart. "Credit risk -- borrowers being unable to meet loan obligations -- is a fact of life with small-business customers, because growth companies don't always manage their finances well. Interest-rate risk arises when what you pay depositors exceeds what you make off investments. Because we're not burdened with a lot of long-term, fixed-rate investments, we believe that risk is minimal.'
Dart concedes that New England's move toward interstate banking could open up the playing field soon. As more banks are bought up and consolidated, he figures, more small-business customers will fall through the cracks. And that will open up further opportunities for low-cost/high service providers like Blackstone.
"We're operating in a $3- trillion industry," he points out. "To get hung up on market share would be dumb. All we're looking for is a solid reputation in our community and a profitable niche in our marketplace.'
Plus a nice chunk of those Florida retirees.
The company: Blackstone Bank & Trust Co., Boston
Concept: Create a small, low-cost community bank, offering high rates to depositors and personal service to borrowers
Projections: Assets of $115 million by June 1990, with return on equity of 21%; income per share of $0.21
Hurdles: Maintaining a stable deposit base while soliciting price-sensitive, mobile deposits; keeping loan quality high and contact with borrowers frequent as the funds that need to be loaned grow rapidly
Blackstone Bank & Trust Co. Operating Statement
June 1988 June 1990
(actual) (projected)
Interest and fees from loans $344,000 $1,121,681
Interest on investment securities 82,000 108,100
and federal funds
Noninterest income 16,000 25,000
(miscellaneous fees,
appraisals, reports)
Total revenues 442,000 1,254,781
Cost of revenues
Interest paid on deposits 224,000 698,625
Provision for loan losses 58,000 30,000
Total cost of revenues 282,000 728,625
Gross profit 160,000 526,156
Operating expenses
Salaries and employee benefits 52,000 90,000
Rent and utilities 8,100 16,200
Office services 13,800 27,600
Furniture and computers 12,100 24,200
Marketing and PR 10,000 20,000
Miscellaneous 20,000 40,000
Total operating expenses 116,000 218,000
Net pretax income 44,000 308,156
Provision for taxes 0 104,773
Net income 44,000 203,383
Income per share 0.10 0.21
Blackstone 6/90 Industry
6/88 (projected) Average*
Total assets $44.5 mil. $115.0 mil. $83.3 mil.
Total deposits 34.1 mil. $103.5 mil. $74 mil.
Employees (full-time
equivalent) 13 18 52
Return on average assets NA? 2.57% 0.86%
Return on average equity NA? 21% 10.54%
Interest-rate spread 3.62% 3.76% 3.86%
*Averages for all U.S. commercial banks in the $50-million to $150-million asset range. ?Not available.
Source: Veribanc Inc., Wakefield, Mass.
Ann O'D. Hartman, 37, senior vice-president and chief lending officer
Daniel J. Dart, 32, president and chief executive officer
Ann Hartman graduated from Smith College in 1973 and immediately joined Bank of Boston as a management trainee. Ten years later, having served as a loan officer for, among others, Bill Rodgers's running-clothes company ("Heartbreak Hill," April), she was elected a vice-president in commercial lending. Her interest in small-business customers convinced her that a new era in banking signaled a new career opportunity for herself. "There's an aura about starting a bank," Hartman admits. "People would hear what Dan and I were doing and faint away. Most had no idea how banks work -- nor any desire to learn.'
Dan Dart did. At State Street Bank, Dart had risen to the position of vice-president of marketing of the mutual-funds services division when he hit the proverbial wall. Eager to develop an insurance strategy at the bank, he instead was spending most of his time troubleshooting for unhappy mutual-fund customers. The more displeased clients he saw, the more turnover he had to deal with among bank personnel. At the same time, Dart recognized that the distribution system for mutual funds (primarily phones and mail) made sense for the low-overhead, high-yield banking profile suggested by industry deregulation. A call to the Massachusetts State Banking Commission in November 1985 gleaned the necessary information on how to start a bank of his own. Dart was encouraged to get in touch with another young banker who understood the local market: Ann Hartman.
"We found we shared similar backgrounds, philosophies, and ideals," explains Dart. "The more we talked, the more we realized what a good fit this could be.'
Founder, chairman, CEO, University National Bank & Trust Co., a small, eight-year-old bank in Palo Alto, Calif. Former head of California State Banking Department
What Hartman and Dart are doing is the Schwab approach -- raising deposits not on the quality of service, not on building loyalty, but on brokered deposits: nonloyal, price-sensitive, broad-based accounts. And they even say they're going to regulate how much business they get merely by adjusting their interest rates to turn the spigot off and on.
That's OK, as long as they know that when rates start moving away from them, they'll have to chase the deposits with price -- and when that happens, they'd better have a variable loan portfolio. Because if they're having to chase deposits on price, then costs are going to be moving up based upon the credit market. For example, when prime is at 21%, the six-month T-bill might be at 18% -- and you might be paying 18% to your CD customers. If you had taken your deposit base in former months and put it into fixed-rate mortgages at 10%, you'd be 8% underwater -- a gross negative spread.
That's the classic problem of many banks: they get into a position of lending long and covering short. Much of our industry has passed off the rate risk and ignored it, based on doing variable-rate mortgages. That's fine, but those mortgage rates are not as variable as the deposit side is; typically the variable-rate mortgage has an annual cap of 2%, and we have seen periods in which the deposit interest rates have run up more than 2% -- which means you can still get your spread squeezed.
If the deposit side of banking is science, then the lending side is art. There's no reason Blackstone's strategy can't work. You can get a little higher price by providing service on the loan side, there's no question about that.
Is Blackstone a riskier bank because it's going into traditionally redlined areas? Absolutely not. The risk is in the quality of the lenders. If they're good lenders and good loan officers, and they know how to structure and read the community, it will probably be less risky than many major Boston banks that have got large portfolios in South America, in tankers, and in the oil patch. It's that simple.
I like their concept, but it will be three to seven years before we'll know how well they'll do, because we'll need to see how well they'll manage their loan portfolio. That's the Achilles' heel, and the main question mark.
Founder and chairman, The Burlington Bank & Trust Co., a community bank in Burlington, Vt., due to open shortly; formerly CEO of Bank of Vermont
It's a tough thing to perpetually chase money with high rates, but they're doing it.
On paper they've got what appears to be pretty hot money -- money that, because it's been wooed in at a high rate, could leave. If someone else's rates go higher, some portion of those deposits will shift. They may be hedging against that by running at a somewhat lower than average loan-to-deposit ratio (average in my terms would be something around 90%). They're more like 70% to 75% -- though it's hard to say for sure, given that they're in a growing business. On the surface that appears to manifest some concern with what we call liquidity -- the possibility that some segment of those hot funds could be withdrawn. They would be wise to keep that loan-to-deposit ratio lower than average.
One of my concerns for them is that, as they grow, they'll lose that close contact with customers, which is one of the harbingers of loan difficulties. They've really got to project their personalities and their experience. If you're paying attention, you don't get surprised very often. The bigger banks tend to build layers, and those layers are like walls between customer and decision-maker. I think that's more often the cause of loan payment difficulties than is the underlying character of borrowers. The same borrower will be a better borrower at a small bank than at a big bank; the difference is contact with the decision-maker, and the advice and counsel of the banker/manager.
I don't see much risk in competition from larger banks. I think larger banks will regard Blackstone as sort of a gnat for a long time to come, and gnats don't do much to elephants.
Their numbers suggest that they're growing faster in asset terms than in profitability terms. That's not unusual, but they're 18 months ahead of their asset forecasts and just about on target for profitability, which suggests that their margins aren't quite what they hoped they'd be.
I think they've got a good chance of making it. Time will tell. They may need some capital. They're running around 8% on capital-to-assets, which in the big picture is OK. But they may get some regulatory pressure to raise additional capital, in part because of their dependence on high-rate purchased money, and in part because of the nature of the loans they're making -- questions about loan quality.
Professor, Boston College School of Management; teaches strategic management of financial institutions
The big issues will be how quickly Blackstone wants to grow, and how it will ensure that it's managing that growth. It's amazing to see repeatedly how banks can't resist the temptation to get big -- which adds to costs. With Blackstone I don't think it's a question of how big is too big as much as ensuring that as it grows, a gap does not develop between the size of its loan portfolio and its deposit base. As the bank grows,


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