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This is Part 3 of WiseStamp's celebrity blog post series, where we cover someone famous and discuss what businesses can learn from them (don't forget to check out Part 1: Rihanna, and Part 2: Taylor Swift).
After the critical and commercial success of his show Seinfeld, it would seem unlikely that the real life Jerry Seinfeld would have trouble getting a new idea off the ground.
But that's exactly what happened with Comedians in Cars Getting Coffee, his hit web series where comedians like Amy Schumer, Alec Baldwin, Trevor Noah, Bill Maher, and Michael Richards ride around with Seinfeld in classic cars and then go drink coffee.
Seven Seasons and Going Strong
Comedians in Cars Getting Coffee recently kicked off its seventh season with a big surprise – an interview with a relatively unknown comedian by the name of Barack Obama. The interview went viral.
But when Seinfeld first started pitching the idea to companies like Facebook and Yahoo, he was told that any streaming series longer than a few minutes would have little chance for success in the fickle, trend-obsessed world of online entertainment.
He didn't listen, and ultimately the car company, Acura, stepped in to provide full sponsorship and, better yet, complete creative freedom.
From the first interview with Seinfeld co-creator Larry David, Jerry has done the show exactly his way, and his ever-growing audience – and Acura – couldn't be happier.
In the ever changing world of digital entertainment and streaming content, Comedians In Cars Getting Coffee proves that there's still a place for creative thinkers and in-depth conversation.
Here are just a few other lessons we've learned from Seinfeld's foray into internet stardom.
1. Know your audience and give them what they love
The concept for Comedians In Cars Getting Coffee arose from a DVD extra for his 2002 comedy documentary, Comedian, as well as a filmed trip with a friend to purchase an old VW Beetle in New Mexico.
The idea is a perfect marriage of the things that Seinfeld finds interesting: cars, coffee, and conversation.
Although he may not have predicted the ultimate success of the series, Seinfeld knew that he had something on this hands that his audience would love.
He also knew that the concept of driving around in a classic automobile and sitting down for a cup of joe with another funny person would provide just enough action to make for 18 to 20 minutes of compelling viewing.
After 9 seasons of making a show about nothing, Seinfeld had undoubtedly developed an understanding of his audience. He knew they were smart and that they were willing to try something a little different.
Comedians in Cars Getting Coffee is ultimately a love letter to car culture, caffeine and comedy, but it's also a thank you note to his audience for coming along for the ride.
2. Do your research
At face value, a show about two people having a cup of coffee wouldn't seem to make for must-see viewing. The industry experts who Seinfeld initially pitched the idea to thought as much, which is why they suggested keeping the show below five minutes.
Who, after all, would watch a show about nothing? But Seinfeld did his research. He and his team knew that an eighteen to twenty minute short format would be ideal for audiences who just wanted something fun to watch as they enjoyed their morning cup of coffee or waited for their car to have an oil change.
He also knew that the classic car aspect of the show would entice a larger audience and provide a great opportunity for prospective advertisers.
Acura did their research too, and they knew that an audience existed for content that lived right in the sweet spot of car enthusiasts and comedy geeks.
It should come as no surprise that more and more entertainers like Alec Baldwin and Jimmy Fallon are finding ways to combine the interview format with advertising opportunities.
3. Don't take rejection
Here's the funny thing: Jerry Seinfeld didn't NEED to make Comedians in Cars Getting Coffee. By 2012, he'd already conquered the world of television and was still one of the most bankable stars in stand-up comedy.
When Facebook and Yahoo told him that the idea wasn't going to work, he had every right to shrug his shoulders and move onto the next idea. That he didn't do this suggests that Seinfeld truly believed in the idea, and that the only thing he really wasn't interested in was taking "no" for an answer.
Sure, it's easier for someone of Seinfeld's influence to make an idea into a reality, but his story shows that everyone is susceptible to rejection. New ideas always involve some level of risk–even when a huge star is involved–and bringing them to life requires finding people who are equally as passionate.
You might hear a lot of "no's" along the way–and maybe a few "huh?'s"–but they're just small bumps in the road on the way to the only thing that matters: a single "yes".
4. Don't be afraid to do something different
At the end of the day, Comedians in Cars Getting Coffee succeeds because it's not like anything else. Even with its deceptively simple format, it's impossible to think of another interview show that works quite as well as it does.
The act of riding in a cool car and sitting down in a crowded diner has a way of disarming Seinfeld's guests. Amy Schumer seemed downright flustered when the 1970 Ferrari Daytona Jerry picked her up in began to sputter and smoke on the interstate.
It's moments like this that make the show so fascinating. Seinfeld probably knew that an audience would tune in to see two famous comedians chatting, but he wasn't interested in the couch-and-desk format of late night television.
He wanted something quirky that might allow for the occasional surprise. Now that tens of millions of viewers tune in for every episode, the only real surprise is why anyone would have ever bet against Jerry Seinfeld.
So, what other lessons do you think businesses could learn from Seinfeld?
And don't forget to stay tuned for Part 4 of WiseStamp's celebrity blog post series.


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Ray Dalio is with Jamie Dimon.
Dimon, the JPMorgan CEO, said this week that while the US is "probably stronger than ever before," it is "clear that something is wrong."
And in an interview with Business Insider's global editor in chief Henry Blodget on The Bottom Line, Business Insider's new weekly business news show, Dalio, the founder of Bridgewater Associates, agreed.
"He's right," he told Blodget.
Dalio launched Bridgewater from his kitchen, and the firm is now the world's biggest hedge fund. He made $US1.4 billion in 2016, according to Forbes.
Like Dimon, Dalio is focused on the education system. Dalio cited a study his wife funded in Connecticut that found 22% of students in the state are disengaged or disconnected. In his annual letter to shareholders, Dimon said "we are creating generations of citizens who will never have a chance."
"Now you think not only is that a human tragedy in terms of those kids, but that's also going to be a terrible social tragedy," Dalio told Henry Blodget. "When you look at some of the educational things that can be done that make such a world of difference to people, it's a terrible waste of resources and inefficiency. We have a problem with our human infrastructure."
Here's the full transcript:
Henry Blodget: Jamie Dimon earlier this week said, 'Look, there's a problem in this country, it's a great country, but there's a problem.'
Ray Dalio: He's right.
Henry Blodget: You agree with that?
Ray Dalio: Oh totally. I think it's very inefficient. In many parts of this country, we don't create a bottom. There's no bottom. In other words, there is no minimum level of acceptable education, there's no minimum level of acceptable circumstances in some places. There's a tragedy that we're losing, in many ways, our human infrastructure in lots of those places.
That's also a bad investment. My wife is very much involved in education in the worst parts of Connecticut. This is something that's particularly important to her. She funded a study that looked at the number of disengaged and disconnected youths. A disengaged youth in a high school is a student who comes in and doesn't participate. They go to class, they don't do their homework, they don't do anything. A disconnected youth is one that doesn't even know where they are, they don't come to school. She had this study done: 22% of the students in Connecticut are either disengaged or disconnected.
Now you think not only is that a human tragedy in terms of those kids, but that's also going to be a terrible social tragedy. What will they end up doing? How will it be? How does it make sense? When you look at some of the educational things that can be done that make such a world of difference to people, it's a terrible waste of resources and ineffiency. We have a problem with our human infrastructure that is a major problem.
Henry Blodget: Do you think that that is a different infrastructure to the one that allowed or helped you to do what you do?
Ray Dalio: Yes, I was lucky in the sense that I had parents who cared about me, I went to school, I was able to have that kind of infrastructure in this wonderful country that allowed me to have those kinds of opportunities and inspirations, you know, ,when you look at people, and they could do those things, so there was a dream that can happen.
There is a wonderful documentary movie called 'Waiting for Superman.' I don't know if you know the movie, OK, 'Waiting for Superman.' It tells the story of being in the inner city and having this aspiration of Superman, and then waiting for Superman, and there is no Superman, he doesn't come, there's no hope. You need hope. You need family. You need infrastructure. You need certain basic things that I had the benefit of having and a lot of the population doesn't have the benefit of having.
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Pearl is the centrepiece of Point Lonsdale's newest community – The Point. Incorporating cutting edge design and modern beauty, Pearl boasts luxury living with comfort at its core.
A project like no other, Pearl is a waterfront masterpiece encapsulating the very best of convenient and modern Townhome living, complete with breathtaking water views in a uniquely picturesque setting. Each thoughtfully designed, three bedroom Townhome provides expansive, low maintenance open-plan living spaces in idyllic surroundings.
Welcome to Pearl at Point Lonsdale - your slice of tranquillity.
Luxury Collection
Brochure Download (6MB)
Brochure Download (6MB)


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By Staff Reports, U.S. Africa Command Public Affairs
/ Published January 26, 2018
Airmen from the 635th Material Maintenance Squadron, Holloman Air Force Base, New Mexico, deployed to N'Djamena on Jan. 7, 2018 to assist the Chadian Air Force to erect aircraft maintenance shelters and training for their critical aircraft. The effort was initiated due to a large-scale wind storm last summer that destroyed many aircraft and maintenance shelters located in the main airfield in N'Djamena. (Courtesy Photo)


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Census Bureau: Income Inequality Unchanged During Bush 43
Just in time for Barack Obama's Greco-Roman Oration tomorrow night, two significant economic reports have gone or are about to go in a positive direction:
- Earlier Wednesday, the Census Bureau reported that durable goods orders increased 1.3% during July, repeating June's performance; shipments of durables were up 2.5%; and unfilled orders were at their highest level since 1992. There are exceptions, but these companies are generally very busy.
- Thursday morning, the pundits are predicting that second quarter Gross Domestic Product, originally estimated at an annualized 1.9%, will be significantly revised upward. Predictions that GDP will come in at 2.7% are at Reuters, Briefing.com via CNN, and MarketWatch. If you go to the links, especially the second and third, you will detect the distinct aroma of sour grapes; the headlines found there are "The economic growth mirage" and "Big revision in GDP won't mean much," respectively.
Don't count on these statistics to get much positive traditional media play while the Obama coronation is in progress.
But there's one other number that's even worse for the everyone's-a-victim crowd than those just noted. It is one that I can almost guarantee will remain invisible during tomorrow's festivities.
That number — .463 — comes from the Census Bureau, as noted at this WebWire release Tuesday (confirmed by reference to Page 7 of the 2007 version of "Income, Poverty, and Health Insurance Coverage in the United States"; the PDF report is the first item listed under August 26 at this link):
Income Inequality
* Income inequality decreased between 2006 and 2007, as measured by shares of aggregate household income by quintiles and the Gini index. The share of aggregate income received by households in the top fifth of the income distribution declined, while the shares for the third and fourth quintiles increased. Meanwhile, the Gini index declined from 0.470 to 0.463, moving closer to 0, which represents perfect income equality (1 represents perfect inequality).
As shown at this 2005 BizzyBlog post, the Gini index, also referred as the Gini coefficient, was .462 at the end of the Clinton administration, after rising by .029 during the previous eight years, and .008 during the previous seven.
UPDATE, August 28, 12:15 p.m.: Commenter Tony B made a valid point which makes an update necessary. The Census Bureau says in a footnote at a different page in this year's report (Page 9) that "Direct comparisons with years earlier than 1993 are not recommended because of substantial methodological changes in the 1994 ASEC."
Although the Bureau's recommendation may be debatable (the Forbes author I referred to in my 2005 post either wasn't worried about this, or didn't catch it), I have added the last six words you now see in the last sentence before this Update, and have changed what follows in the rest of this post to reflect info that relates only to 1993 and later. (The second-last paragraph formerly read "Income inequality increased by 29 times as much during Clinton's eight years than it has during Bush's first seven.")
As Bush 43′s administration rounds the turn and heads for home, income inequality has barely budged by a statistically insignificant .001. To the extent that the rich have become richer, the poor, and everyone in between, have on the whole benefited in virtually equal proportion.
Income inequality increased by 8 times as much during Clinton's final seven years than it has during Bush's first seven.
Not that they won't run with the class envy theme anyway, but it should be made known to all that the extent to which Barack Obama and his minions claim that the differences between the haves and have-nots has widened during the administration of George W. Bush is the extent to which they are not telling the truth.
Cross-posted at NewsBusters.org.


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2017 NAA Excellence Award Winners
The NAA Excellence Awards - 'the Excels' - recognize excellence and leadership in the apartment housing industry. These national awards celebrate builders, industry professionals and affiliated apartment associations that make unique contributions. Submissions are open for the 2018 Excels and the application deadline is March 27, 2018.
Apartment Association of Southern Colorado
In July 2016, the Apartment Association of Southern Colorado (AASC) began a strategic partnership with the Colorado Springs Business Journal (CSBJ).
Under the deal terms, AASC received subscriptions for every member company within the association in exchange for a half-page ad in the weekly publication, which has a print readership of 16,500.
With the partnership, AASC engaged the greater Southern Colorado region, put a spotlight on its mission and member benefits and kept its members informed while also connecting the membership with CSBJ's sales and networking opportunities. Perhaps most importantly, CSBJ serves as a news outlet for local developers, Realtors and elected officials, which put AASC's ads in front of major decision-makers within the Southern Colorado market.
AASC staff has been able to resell some of the advertising space to its members—companies who might not be able to afford advertising in this publication on their own—making this an added member benefit. The association also has enjoyed an unprecedented increase of event attendance as well as sold-out sponsorships, which it, at least partially, attributes to the advertisements.
Austin Apartment Association
When Austin Mayor Steve Adler wanted to participate in the nationwide Mayors Challenge to End Veteran Homelessness, he enlisted the Austin Apartment Association's (AAA) help.
The AAA was asked to match rental property owners with the region's housing and social service providers. Its target audience included its 600-plus property owner and manager members along with every other rental property owner in the region.
In June 2015, the AAA began an outreach effort to find apartments for veterans by disseminating information through its website, e-newsletters, direct requests to members and education seminars.
It also produced a video featuring an AAA property manager member and a veteran she helped house on her property. The video was produced into 30- and 15-second spots and the AAA Board of Directors approved the purchase of airtime to run the ads on local television.
In December 2015, the Ending Community Homelessness Organization (ECHO) announced that it had reached a milestone by finding more permanent housing for veterans in Austin than ever before, and had reduced the number of days needed to place a veteran in permanent housing (after initial processing) from 225 to 85.
Washington Multi-Family Housing Association
The Washington Multi-Family Housing Association attempted to tackle a problem that many apartment operators are facing—a stagnant hiring pool.
The association wanted to take the tools created by the NAA Education Institute (NAAEI), put them in the hands of people in other industries that would be excited about opportunities within the apartment industry, then train those people in basic skills and make them available for hire to its members.
The association executed the plan in four stages: Marketing to other industries, recruiting ambassadors and hosting a reception, jumpstarting its training and certification program and having a graduation and job placement for recruits.
To recruit, the association created flyers, distributed them to members and requested that they post on their Facebook page and in elevator cabs and lobbies. It also sent the flyers to colleges, job-placement firms and Craigslist. At the reception for recruits, the association chose ambassadors who could speak passionately about the industry.
Ultimately, the association had 10 recruits meet with its employers. Eight of those were offered positions, and five accepted jobs. It plans to do the program again in 2017.
Atlanta Apartment Association
In 2016, the Atlanta Apartment Association (AAA) Membership Committee had multiple membership goals: Recruit 200 new owner, manager or associate members; renew 75 percent of 2015 associate members and attain an overall renewal rate of 90 percent of total membership; renew and or sell all Patron Sponsorships; and personally welcome all new members. To do this, the committee targeted the 2015 associate members of the Atlanta Apartment Association, which numbered 1,186, as well as any company that would benefit from becoming a member.
After identifying vendor prospects for membership, association volunteers used several selling points to encourage membership, including placement in the annual membership directory, participation in the AAA trade show, advertising possibilities and sponsorships and, most important, the opportunity to network with the decision-makers of the apartment housing industry. On the retention side, team call-a-thons were held to try and encourage associate members to renew.
Ultimately, the membership committee beat its goal by recruiting 248 members and renewed 78.4 percent of associate members and 92.4 percent of total membership. In 2016, the committee renewed or sold 10 Platinum, 10 Gold and 20 Silver Patron sponsorships, which maintained the same number of 2015 Patron sponsors.
New Jersey Apartment Association
In May 2016, two Jersey City Council proposals forced the New Jersey Apartment Association (NJAA) to mobilize.
The first ordinance required a minimum 30-hour work week for superintendents, building maintenance and janitorial employees. This eliminated part-time workers and limited an employee's ability to work part time, even if it were their choice. The second ordinance required that, upon entering or terminating a service contract for building services, the successor contractor was required to retain the prior contractor's employees for 90 days and potentially longer based on satisfactory performance evaluation.
Both proposals would have created disincentives for businesses to locate, invest or expand in Jersey City. With Executive Director David Brogan's connections from working over a decade for the New Jersey Business and Industry Association, the NJAA pulled together nine of the state's largest business associations. It developed a media strategy where Brogan served as spokesperson for the group and used relationships to help educate the council and the public on the impact of these ordinances.
The NJAA's action was successful. Both ordinances were officially removed from City Council's agenda on May 10, 2016 and haven't been brought up again.
University Towers | EdR | Raleigh, N.C
Seeing energy costs increase at University Towers, a 30-year-old, eight-story, high-rise building with 889 beds, EdR identified a way to save money by reducing the runtime cycle of the HVAC system.
The new PIR (passive infrared) sensors rely on advanced occupancy sensing technology to reduce energy consumption. What separates this product from past solutions is the infrared technology that identifies body heat in the apartment home. This, coupled with the motion sensor, accurately identifies when the unit is empty.
When a space becomes vacant, the system automatically reduces energy consumption by controlling HVAC, lighting and other electrical loads. When a resident returns, all functions of the heating, cooling and ventilation are restored.
In the first eight months following the installation, University Towers realized electricity savings of greater than 10 percent of the total energy budget, a utility company cash rebate of 18 percent of the system cost equaling $16,200 and a verified ROI of 20 months.
After completing the installation at University Towers in 2013, EdR has implemented it at 10 additional properties with 10 more planned in 2017. The average installation cost for these EdR properties is approximately $100,000.
The District | Bozzuto | Washington, D.C.
The District is a LEED Silver, 125-apartment community designed for the urban lifestyle and environmentally-aware residents.
The District's focus on energy and water efficiency is driven by two key factors: First, the owners are perennial participants in The Global Real Estate Sustainability Benchmark (GRESB) and an ENERGY STAR Partner. Second, Bozzuto Management is driven by its own internal sustainability guidelines and best practices.
In 2016, Bozzuto completed a large boiler replacement project, which ushered out an old, inefficient unit for a modern model that helped the project qualify for rebates from D.C. Sustainable Energy Utility.
The District also features a green roof, which was retrofitted in 2016 with drought-resistant plants. Though difficult to quantify exactly, Bozzuto thinks the overhaul of this roof may have contributed to savings as well.
During apartment turns, the Bozzuto team has committed to replacing showerheads with more efficient, WaterSense-rated units, which contribute to lower energy usage. In late 2015, it also undertook a massive LED common area retrofit, which triggered the downward trend in energy usage of common areas as well. All appliances in The District are ENERGY STAR-rated.
The Fenestra at Rockville Town Square | Bozzuto | Rockville, Md.
After their community went through a number of energy upgrades, site staff at the Fenestra were excited to volunteer for participation in the EPA's "National Building Challenge," a three-month, total building energy and water performance campaign.
Each month, The Fenestra team posted flyers illustrating the benefits of energy and water efficiency to residents in common areas and elevators and online through a variety of social media platforms. They distributed LED bulbs and hosted a resident engagement event at a neighborhood bar. The event, which was attended by a representative from the EPA's ENERGY STAR Buildings & Plants office, focused on the financial and environmental benefits of improving building efficiency.
Residents were encouraged to provide their monthly electric invoices to site staff. The resident with the most substantial electric savings at the end of the three-month campaign was awarded a Philips Hue starter kit, which enables remote control of lighting and appliances.
These resident behavior improvements, along with upgrades like lighting retrofits and HVAC/dryer maintenance efforts, are credited with contributing to a 3.5 percent reduction in whole building EUI and 283 kGal reduction in whole building water usage.
Solaire Bethesda | Kettler | Bethesda, Md.
Kettler doesn't just consider Solaire Bethesda an apartment community: The firm regards the 139-apartment home community in the tony Washington, D.C., suburb of Bethesda, Md., as "a luxury lifestyle experience."
It's easy to see why. Solaire Bethesda is in a vibrant and convenient location where there is continued community growth and development. Each large apartment home is designed with deluxe amenities and countless opportunities for residents to entertain or be entertained. Apartments include stainless-steel appliances, quartz countertops and spa-like bathrooms with crafted wood vanity cabinets and plank flooring.
The pet-friendly apartment community offers a pet spa, fitness center with state-of-the art fitness equipment, resident lounge with entertainment bar, gaming area with lounge seating, True Foods Kitchen onsite and concierge services. It is walking distance to both Bethesda Row shopping and the Bethesda Metro.
In an era when some developers try to simplify floor plans to save money, Solaire Bethesda offers a wide array of options. The community's floor plan styles include studios, one bedroom, one bedroom with den, two bedrooms and two baths and three bedrooms and two baths. Its floor plans range from 606 square feet to 1,434 square feet.
Savoy at the Streets of West Chester | Hills Properties | West Chester, Ohio
The Streets of West Chester, a mixed-use development in an area that was primed to be Northern Cincinnati's premier entertainment district, had a void. The area boasted retail, hotel, dining and entertainment venues, but with only 60 adjacent for-sale townhomes, there was little residential density.
That's where Savoy at the Streets of West Chester came in. The project, with 272 modern one-, two- and two-bedroom with study apartment homes, includes floorplans ranging in size from 745 to 1,486 square feet. The sleek leasing center, resident lounge, executive center and fitness center open to a dynamic outdoor amenity area with bocce ball; an LED-lit salt water pool; a putting green; a tennis court and an outdoor lounge area with two fireplaces.
The 7,000-square-foot common area space includes leasing and management offices, a fitness center, yoga room, cyber café, executive center and meet-and-greet area. The common areas are designed with myriad glass walls to visibly connect adjacent spaces, allow maximum natural light and provide a sense of larger spaces. The two-story, 24/7 fitness center has a two-story volume ceiling and an interior stairway to the second floor of the space.
Avana Lenox | Greystar | Atlanta
When Greystar began renovations on the Avana Lenox, a 423-apartment home garden community in Atlanta, the goal was to provide luxury living and highlight the surrounding Buckhead neighborhood's past.
Greystar offered two renovation packages in the revamped community, which was built in 1999. The "Elite" package included energy-efficient, stainless steel appliances, white cabinetry, vinyl plank flooring, quartz countertops and grey-and-white color schemes. The "Premium" package kept existing stainless steel appliances and granite.
Greystar channeled Buckhead's architecture with white brick and espresso-trimmed exteriors and a clubhouse gallery with historic local photography.
Greystar surveyed residents about amenity modifications. The results yielded inspiration for a gorgeous, light-filled clubhouse and the transformation of an often-empty basketball court into a multi-story fitness club with cardio theater, yoga and other leading-edge workouts. The company turned an unused hot tub into a stone fire pit, which complements the lagoon pool, deck, sunny seating and shaded daybeds.
Despite the intensive renovation, Avana Lenox maintained a 91 percent occupancy and achieved a 4.9 percent renewal rate. Its effective rents increased from $1.12 to $1.18 per square foot. The community's post-renovation closing ratio is 19 percent, compared to 8 percent prior to the renovation.
The Grove on Gladstell | Celtic Realty Advisors LLC | Conroe, Texas
When Celtic Realty Advisors bought The Grove on Gladstell, a 52-apartment home community in Conroe, Texas, the goal was to transform the 1972-vintage asset from a dilapidated C-class box with rotting wood to a B-class product with contemporary charm.
On the building's exterior, Celtic replaced the rotting wood and painted the new exterior a striking blue, as well as installed a metal roof on the street front.
The swimming pool was surrounded with six inches of deck, the shallow end of the pool was jackhammered and a tanning ledge was installed. Celtic expanded the deck and added two pergolas and a gas grill.
The interiors, with soiled carpet, peeling paint and cabinets that were falling apart with missing doors and drawers, forced Celtic to demolish everything back to either the studs or sheetrock.
The interior rehabs included solid wood cabinets that were constructed onsite; a redesign of the cabinet configuration; granite countertops; a black appliance package including an over-the-stove microwave, custom home-level faucets and fixture; white oak vinyl plank flooring and sheetrock was retextured.
Windfern Pointe Apartments | Veritas Equity Management | Houston
Windfern Pointe, a 200-apartment garden community built in 1979, faced significant deferred maintenance issues when Veritas Equity Management purchased it. A non-profit owned the community, located in Houston, and had left the 200-unit property strapped for cash.
Immediately after buying Windfern Pointe, Veritas went to work on a $700,000 renovation that included an $80,000 playground and pavilion, additional landscaping, 116 new HVAC units, a comprehensive paint job, a new leasing office, a remodeled kids-club room, an energy-efficient boiler, a re-plastered pool with new decking, a water conservation project and more.
At Windfern, Veritas focused on the many children and families that reside at the property, organizing a very successful after-school kids club. By partnering with Urban Outreach Ministries, Veritas provided a safe and nurturing activity for children after they arrived home from school. A full-time kids club manager ensures that the children receive help with homework, are given a nutritious snack and engage in supervised play time with peers.
During the summer, the program is expanded by offering extended hours, vacation Bible school, soccer camps and more. The community sponsors 15 children from the property each year for the soccer camp.
The Lofts at 30 Pine | Peabody Properties Inc. | Gardner, Mass.
The redevelopment of The Lofts at 30 Pine, a 55-unit, non-age-restricted, 100 percent affordable at or below 60 percent AMI multifamily housing in Gardner, MA, was truly a team effort.
Developer Peabody Properties utilized its public-private partnership with the city of Gardner in every facet of the project, including securing the necessary Massachusetts and Federal resources and collaborating with the city to address parking issues.
Raymond James purchased both the historic and housing tax credits. Additional public funding was provided by the state Department of Housing and Community Development, the state's Affordable Housing Trust Fund and the city. The Massachusetts Housing Partnership (MHP) provided a $1.8 million permanent loan.
In the end, that patchwork of financing produced a community featuring 12 one-bedroom,
36 two-bedroom and seven three-bedroom apartments. Located in the center of historic downtown Gardner, Mass., the development includes the historic conversion and adaptive reuse of a former 75,000-square-foot industrial building.
Peabody preserved the building's ceilings and exposed beams and columns. The community includes water conserving fixtures, Energy Star or equivalent light fixtures, and recycled wall finishes and recycled wood flooring throughout common areas.
Atlantic Marine Corps Communities | Lendlease | Camp Lejeune, N.C.
In a large portfolio of military housing projects, Lendlease's Atlantic Marine Corps Communities (AMCC) project stands out because of its size. Launched in 2005, the project has expanded across four states and eight military installations.
AMCC at Camp Lejeune-Marine Corps Air Station (MCAS) New River has more than 4,500 homes with miles of walking trails, dog parks, splash parks and dozens of playgrounds, including the only Boundless Playground on a Marine Corps installation.
At MCAS Cherry Point in North Carolina, where more than 1,500 service members and their families live in six different neighborhoods, amenities include four dog parks, a brand-new, 7,000-square-foot community center and a zero-entry swimming pool.
Located in South Carolina, AMCC at Tri-Command, which services military families stationed at Marine Corps Recruit Depot Parris Island, MCAS Beaufort and Beaufort Naval Hospital, has more than 1,500 homes in its portfolio. Stewart Terrace, serving Stewart Air National Guard Base and located in New Windsor, N.Y., includes 171 new homes for its residents. The smallest community of the AMCC, Westover Air Reserve Base, provides 124 renovated homes at Westover Air Reserve Base in Chicopee.
The Arlie | Greystar | Arlington, Texas
When The Arlie officially opened for occupancy in August 2016, it was the first new student community in the University of Texas at Arlington (UTA) market in four years.
The Arlie's student homes include island kitchens with granite countertops, pendant lighting and stainless-steel appliances; hardwood-style flooring; ample natural light; walk-in closets; chic furniture and 50-inch flat-screen TVs.
Apartment suites include shared full kitchens, living and dining space and balconies. Those areas are flanked by bedrooms outfitted with two beds, desks and closets and double sinks leading into a private bath. The community spaces include a resort pool with sundeck and Jacuzzi; courtyard with grills, seating, fire pit and ping-pong; study center featuring Apple and PC workstations plus private study rooms with smart TVs and Apple TV; lounge with billiards, foosball, arcade, 60-inch smart televisions and current PlayStation and Xbox systems; fully equipped fitness club with iPod-compatible cardio; and a pet-friendly policy with a dog park.
Despite being under construction during the 2015-2016 academic year, The Arlie was 96.5 percent occupied by August 2016 and 98.7 percent full by the end of September.
University Student Living developed The Radius in Minneapolis as an off-campus, purpose-built, student housing community serving undergraduates at the University of Minnesota.
Opened in August 2014, the 772-bed, mid-rise cost just north of $58 million. The architect was Cunningham. General contractor Frana Group built the 323,923 square-foot project, including 203,003 square feet of residential space, on 1.7 acres.
The Radius was one of the few new student developments in the highly competitive Minneapolis market to reach full occupancy in its first year of operation.
The Radius, which sits directly across from the University of Minnesota's football training field and athletic facility, features 9,918 square feet of amenity space and 58,466 square feet of sub-surface parking, including 174 parking spaces and 581 interior bike parking spots.
Each fully furnished apartment home includes a full-size washer and dryer, large picture windows and all-inclusive rents. The amenities include a courtyard with barbecue areas and hot tub, pavilion clubhouse with full kitchen café, gaming room, fireplace lounge and media area, study rooms, tanning salon, fitness center, business center, Wi-Fi and cable.
David Brogan | New Jersey Apartment Association
David Brogan's 2016 list of accomplishments as Executive Director and Executive Vice President of Government Affairs and Business Development at the New Jersey Apartment Association (NJAA) is a lengthy one.
He raised the profile of the NJAA in the eyes of key
decision-makers in the state, solidified the association's financial footing with new and innovative events, increased membership, reinforced the relationship between NJAA and NAA and established the NJAA as a key player in New Jersey politics.
In the government affairs sphere, NJAA stopped a bill that would have added millions of dollars in costs to the industry by authorizing municipalities to license and charge fees for apartments. It also helped thwart legislation that would have required a minimum 30-hour workweek for superintendents, building maintenance and janitorial employees and was successful at getting Eatontown, N.J., to change its rent control ordinance to permanent vacancy decontrol, which will phase-out rent control in that municipality.
Under Brogan's leadership, NJAA posted strong financial performance in 2016. The association hit new revenue records for its conference and exposition, education and dues. Its revenues rose to $2.5 million, while its expenses were held to just over $2.3 million.
Hai Le, IROP | Dover Place Apartments | Houston
The 32-apartment home Dover Place Apartments had a of number issues. The surrounding neighborhood on the Southeast side of Houston was plagued by crime. Water was entering individual apartments and trees were overgrown and positioned too close to the community, which was built in 1971.
To usher the water away from the apartments, owner Hai Le added roof trenches, increased the number of gutter downspouts and connected those downspouts to a set of French drains.
On the exterior, Le pressure washed the building, removed and trimmed trees and added window solar screens to reduce heat. On the interior, Le repainted rooms, replaced fans and swapped out dangerous electrical boxes.
While it's difficult to add many amenities to a 32-apartment home community, Le developed green space for residents to use as a multi-purpose amenity.
To help combat crime, Le participates in an area Positive Interaction Program with city police department and signed up to start the Blue Star Program, which helps law enforcement officials and the apartment communities work together to effectively reduce criminal activity.
Bruce and Stephanie Petersen | Northchase Apartments | Austin, Texas
Bruce and Stephanie Petersen not only want to contribute to the community within the Northchase Apartments, a property they own in Austin, Texas, but also to the area that surrounds it.
If you need proof of this commitment, look no further than the Petersens' work with Refugee Services of Texas, which they assist in finding homes for the refugees. At Northchase, 10 percent of residents are refugees placed by Refugee Services.
Integrating these refugees into the social fabric of a community can be a difficult task. So, the Petersens held a Valentine's Day Party where the kids and adults participated in a Jackson Pollock-style (splatter) painting of several art canvases. The event helped break down the barriers between the refugee children and other kids at the property.
The Petersens care for children at Northchase in other ways. They held a property-wide school supply drive and had 83 children sign up for supplies. They received donations from supplier partners that covered about one-third of the supplies and had volunteers help them distribute backpacks and school supplies.
John Cullens | CXC Talent Solutions/ApartmentCareers.com | Dallas
John Cullens has been involved with the apartment housing industry for more than 25 years when he began as a property manager. President and CEO of ApartmentCareers.com and CXC Talent Solutions, Cullens has been very involved with the NAA Education Institute (NAAEI)and RPM Careers having earned his CAPS and CAM.
He also founded ApartmentCareers.com, the most widely visited internet job site catering to the apartment housing industry, which includes the NAA Association Career Center and RPMCareers.org as part of its network. ApartmentsCareers.com has also invested $50,000 as a Sustaining Contributor to the TAA Education Foundation and NAA's Investing in Our Profession Campaigns.
He has served on the Board of Directors for the Apartment Association of Greater Dallas, and currently, represents TAA as a delegate to NAA. He has supported AAGD's PAC fund raising efforts and co-founded the Challenge Cup Golf Tournament, which has been a significant fundraiser for the NAA since the tournament began in 1996. "John's passion, dedication and insight to our industry make him a valuable resource to all members and I believe he deserves recognition for his contributions to our industry," says fellow NSC member Angi Pusateri.
Stephanie Loyd, CAM | Blue Ridge Companies | High Point, N.C.
Stephanie Loyd just wants to make a difference.
It could be by marketing, working with charities or developing partnerships for her employer, Blue Ridge Companies. Or it could be through education and legislative advocacy for the apartment industry.
By any account, Loyd, the Marketing Specialist for the Blue Ridge Companies, achieved this goal and made a mark on her surrounding community; Blue Ridge; and the apartment industry.
In this past year alone, Loyd initiated a partnership with Greensboro SWARM, an NBA D-League basketball team in its inaugural season, and oversaw the philanthropic and sponsorship initiatives for Blue Ridge, including the Toys for Tots campaign. Last year, the company became a National Corporate Donor for Toys for Tots and provided toys to more than 4,000 families locally.
Loyd is one of the founding members of the Piedmont Triad Apartment Association ECHO (NextGen) committee. While she was chair, she held two successful softball tournaments that raised money for 2nd Harvest Food Bank and ECHO's Helping Hands, which was set up to assist local apartment communities in the event of fire, flood or other disasters.
Phil Carlock, CAPS, CPM | ECI Management | Atlanta
For Phil Carlock the apartment industry is more than just a job. It's a passion.
Carlock has devoted countless hours to the NAA as an officer and as the 2001 NAA Chairman of the Board. During his tenure as Chairman, Carlock succeeded in bringing in more members to NAA's affiliates. He realized that by improving education, he would attract more people and companies into the NAA's affiliate universe.
The culmination of his quest to educate the industry came in his multi-year campaign to develop an electronic and print resources that has been called the "definitive" textbook for investors, developers, apartment professionals, suppliers, students and others. "It is the only comprehensive textbook available for people interested in the multifamily industry," says Ron Shelton with Irwin R. Rose/Amalgamated Management Corp.
Carlock, also a member of NAA's Hall of Fame, worked tirelessly to put together a steering committee; raise funds; find an editorial advisory board, project support team and industry experts; and get this textbook, which could be updated regularly, off the ground. He shepherded the project from infancy to completion, securing the support of NAA, NMHC and IREM.
Carlock continues to support the NAAEI Foundation, the Georgia Apartment Industry Education Foundation and the industry he truly loves.
Equity Residential | Chicago
During the past six years, Equity Residential has been committed to testing partnerships that could build a pipeline of untapped talent and empowered their Washington, D.C.-based recruiting manager, Jamie Preski, PHR, SHRM-CP, to partner with the NAA Education Institute (NAAEI) to expand workforce development programs and recruitment initiatives. Those initiatives included hiring programs for veterans and immigrants, career awareness campaigns and special events aimed at high school and college students, videotaped interviews and live presentations to career changers and military spouses.
Preski developed a maintenance internship program for people who completed NAAEI's Certificate for Apartment Maintenance Technicians (CAMT) training through a workforce development program at Montgomery College (Md.), and Equity has hired seven interns as well as 13 direct hires. Preski also manages Equity's partnership with Shelters to Shutters and recently hired the first employee from this program, a full-time maintenance technician who enjoys the feeling of making a difference in residents' lives.
NAAEI worked with Preski to organize an entire program of events for 60 hospitality students attending the DECA Collegiate Leadership Academy in New York City. Students attended a RPM Career presentation, toured a premier Equity community, met with Equity executives for a Q&A session and participated in an RPM-specific competitive event. This event resulted in one hospitality graduate being hired by Equity, another participating in an internship and greater interest in RPM among hospitality majors.
Christine Galvez, NALP, CAM, CAPS, CAMT | Bohannon Development Corp. | El Paso, Texas
Awards are nothing new to Christine Galvez, Manager of Bohannon Development's The Bungalows at Hueco Estates (BHE) and Edgerock Residential Townhouses.
Galvez received the Texas Apartment Association's 2017 Barbara MacManus Manager of the Year award and won the El Paso Apartment Association Manager of the Year awards in 2005, 2010 and 2011.
While Galvez generally has low turnover among her staff, her four leasing professionals began their jobs having little industry experience. She mentored each and assisted them in securing their NAA Education Institute (NAAEI) National Apartment Leasing Professional (NALP) credentials.
Galvez's management strategy produces real results on the ground. For a seven-month period, she managed a third apartment community, Las Ventanas, boosting occupancy there from the mid-60s to 97 percent.
At Edgerock Residential, Galvez's team recently achieved 100 percent occupancy for the first time and implemented a Preferred Waitlist program that should keep occupancy at that level throughout 2017. While an increase in military movement and new construction made El Paso a volatile market in 2016, Galvez kept economic occupancy at 84.6 percent at BHE and 92.1 percent at Edgerock. She also achieved a 23.4 percent increase in NOI in 2015 versus 2016 and increased revenue by 16 percent in the same timeframe.
Martin Schoolcraft, CAMT | Chestnut Hill Realty | Canton, Mass.
Martin Schoolcraft thinks "having a solid knowledge of the mechanics of the physical structures is certainly a necessity" to being a maintenance technician. But he contends that isn't the primary criteria for success.
"Maintenance is about customer service," says Schoolcraft, Chestnut Hill Realty's Service Manager for Waterfall Hills.
Schoolcraft's achievements not only demonstrate a high level of customer service and technical aptitude, but also strong financial management. Under his stewardship, Chestnut Hill Realty has seen approximately 30 percent savings on appliance parts. He initiated a system for replacing light bulbs with LEDs long before Chestnut Hill Realty began a company-wide initiative in 2015 to receive energy-efficiency rebates through the state.
Schoolcraft recently oversaw more than $500,000 worth of capital improvements, including hallway renovations and a roof replacement project. And, when another long-time service technician retired, he was left as the sole technician at Waterfall Hills during a harsh winter. Not only did Schoolcraft stay on top of all service requests and vendor meetings, he also tackled snow removal and ice dam repairs totaling more than $100,000.
Charles Stroud, CAS | CSC ServiceWorks | Plano, Texas
Charles Stroud, Vice President of Business Development for Appliance Warehouse/CSC ServiceWorks, hasn't just been an active participant in the apartment industry, he's also been a driving force behind CSC ServiceWorks's involvement in NAA's Board of Directors, committee work, sponsorship participation, advocacy initiatives, education programs and membership recruitment.
Stroud, whose primary responsibility at CSC ServiceWorks is national accounts in the Coinmach/MacGray and Appliance Warehouse divisions, has also been responsible for interacting with NAA, Texas Apartment Association (TAA) and two local affiliates, the Apartment Association of Greater Dallas (AAGD) and the Apartment Association of Tarrant County (AATC).
In addition to serving on a wide array of councils and affiliates, Stroud has led change. In 2014, he was instrumental in altering the National Suppliers Council (NSC) Bylaws. The revisions created a significant increase in leadership opportunities for NSC members.
Stroud was also pivotal in gaining the commitment for CSC ServiceWorks to invest in the Texas Apartment Association Education Foundation (TAAEF). Stroud was tasked with securing investments from other supplier members. He served on the NAA Education Institute (NAAEI) NOW Supplier Member Task Force and helped achieve the $7.5 million goal. CSC ServiceWorks donated $250,000 to the NAAEI NOW Campaign.
Monica Morales, NALP, CAM | Bohannon Development Corp. | El Paso, Texas
When Monica Morales accepted a leasing position for Bohannon Development Corporation, she readily admits she had no idea what she was getting into.
But now, two-and-a-half years later, she has found a job that she loves and at which she performs very well. Morales received the highest phone shop, highest in-person shop and highest overall shop throughout Bohannon's portfolio. Her net score for the phone shop was 95 percent and the in-person shop was 93 percent. Her overall shop score for 2016 was 94 percent. The shopper complimented Morales on being honest, detail-oriented and friendly. Out of 175 pieces of traffic, she closed 66 leases, resulting in a 37.7 percent closing ratio for 2016.
In just two short years in the apartment industry, Morales was promoted to an Assistant Manager position.
In addition to her work with Bohannon and attending El Paso Apartment Association Seminars and Education Conferences, Morales is also very active in her neighborhood church, San Juan Diego. She volunteered for church events, such as the annual bazaar; helped with the renovations of the church; and donated clothes, food and time.
Kimberly Hurd, CAPS, | Intrepid Capital investments | Indianapolis
Kimberly Hurd began her career in 1996 as a Leasing Consultant. She began moving up the apartment industry ladder, making it to Assistant Manager, Property Manager, Marketing Specialist, Marketing Director, Training Director, Director of Professional Development, Senior Director of Residential Services, Regional Director and, currently, Vice President of Operations.
The jobs may have become progressively more difficult, but Hurd met every challenge. As Senior Director of Residential Services at Milhaus Management, she launched a new property management company from the ground up in 2013.
This past January, she took over as Vice President of Operations for Intrepid Capital Investments and has already helped achieve 100 percent occupancy (for the first time ever) at one location and increased year-over-year NOI by $21,000 at another community.
Hurd is a current board member for The Greater Cincinnati Northern Kentucky Apartment Association and chairs its Education Committee. On the national level, she graduated from NAA's Leadership Lyceum in 2015 and currently serves as a Delegate for Region 3, Vice Chair of the NAA Communications Advisory Board and Vice Chair of the NAAEI Curriculum Development Committee.


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As we reflect on the year 2001, our minds catapult to the World Trade Center in flames and hundreds of courageous firemen and police officers racing up stairs to try to save their trapped fellow citizens. Almost all of them gave their lives in this heroic effort.
For the last several months, the nation has been impressed by the dedication and discipline of American troops in Afghanistan successfully fighting to help rid the world of international terrorism. Some of these young people have died or been wounded.
Throughout the country, in the wake of September 11th, there has been a growing sense of coming together and shared sacrifice. Hundreds of millions of dollars have been donated to special funds for the families of the victims, and Americans are taking a deeper look at the meaning of their lives.
And then of course there are the titans of corporate America. Unfortunately, for many of them, it's the same old story. Greed, greed and more greed.
Case in point is the Enron Corporation, which, just last year, was the seventh largest company in America with revenue exceeding $100 billion and over 20,000 employees. Having contributed millions in campaign contributions to the Republican Party and the President, the company was strongly positioned to influence the direction of energy policies in the Bush Administration. One of the results of their efforts was a huge increase in electric rates in California.
Earlier this year, Enron was forced to admit that it had over-reported its profits by nearly $600 million. This led to the largest bankruptcy in history. While Enron was exaggerating its profits, and before its artificially high stock price plummeted, three top executives in the company, Lou Pai, Kenneth Lay and Jeff Skilling cashed in stock options worth some $560 million. Like rats on a sinking ship, they got their money out just in time. But they didn't give that same opportunity to their employees. While Enron's stock was crashing, the company forced more than 12,000 of its employees to retain Enron stock in their 401(k) pension plans. This caused massive losses for the workers and many lost their entire retirement savings.
Taxpayers will be delighted to know that the House Republicans included a $254 million corporate welfare check for Enron as part of their so-called "economic stimulus plan." But it's not just Enron.
The American people continue to pay by far the highest prices in the world for prescription drugs. Many of the same drugs sold in this country by American drug companies are sold abroad at a fraction of the price. The result is that millions of Americans suffer, and some die, because they are unable to afford the medicine they need.
Meanwhile, year after year, drug companies constitute the most profitable industry in our country. Last year, they had profits that exceeded $30 billion. At a time when elderly citizens cut their dosages in half, nine executives at the top pharmaceutical corporations in the U.S. were given $890 million in stock options according to Families USA. This is on top of the $169.9 million in wages, bonuses and other compensation that these executives are already receiving.
How does the pharmaceutical industry manage to rip off the American people, generate huge profits, get massive tax breaks and provide outrageous compensation packages for their top management? Easy. As the wealthiest political lobby in Washington they have spent, over the last three years, more than $200 million in campaign contributions, lobbying activities and media advertising
Even in the face of the bioterrorism attack on the United States, the drug giants are choosing profits over the health of the American people. When the federal government chose to stockpile the antibiotic Cipro, the "deal" struck with the drug companies requires the government to pay far more than is charged by generic manufacturers abroad, and, in fact, more than the federal government itself already pays under a different program.
But wait, corporate self-dealing doesn't end there. Take, for example, Big Blue. As the holiday season approached, IBM announced a new round of job cuts. According to published news reports, the company has cut more than 5,000 jobs in the United States since July. Meanwhile, they are building two new micro-processing plants in China where workers are paid a fraction of what American workers receive. To IBM watchers, this latest act is par for the course.
Two years ago, despite record-breaking profits and a pension fund surplus of some $10 billion, IBM slashed pension and retirement health benefits for workers in 1999 and 2000 and curtailed salaries in 2001. Meanwhile, the CEO of IBM, Louis Gerstner, raked in $176 million in total compensation and stock options over the past 2 years. In addition, he has accumulated over $260 million in unexercised stock options from IBM during his tenure. While slashing the pension plans of IBM employees, he negotiated a retirement plan over $1.1 million a year for himself.
Once again, no bad deed goes unrewarded. If the House Republican leadership gets its way IBM will receive $1.4 billion in corporate welfare this year.
This country has gone through an extremely traumatic year, and we are now confronting serious economic and security issues. It would be nice if, for once, some of our corporate leaders looked out for someone other than themselves.


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When Michael Jackson died, like the rest of America and probably the whole world, I grieved. For maybe the first week or two. But, unfortunately, the media continues to plague us with the latest news surrounding him and his death. Enough's enough already. He's dead; he's not coming back; can we all please shut up about him already? It's bad enough all this legal crap over custody and belongings is being so publicized (personally, I think that legal proceeding should really be the sole concerns of those directly involved, regardless of their level of fame), and that most of us seem to neglect the fact that a great deal of the man's mourners (alas – myself included) didn't have a kind thing to say about him (except maybe the occasional indulgent comment on his talent) for years before his death. But two things I just happened to catch on NBC yesterday revealed just how much sanity Jacko's death has robbed the public of. Yesterday morning, right after waking up, I turned on The Today Show and saw one of the hosts interviewing a guest who was…Michael Jackson's personal cook?! What the fudge, people?! It astounds me that people would actually care about what the man ate – especially enough to want to know the recipes so they could fix up their own Michael Jackson meals. I mean, what, do they think – his diet was made up of some kind of pop superstar ambrosia? That if you eat the same food Jacko ate when he was alive, that you'll somehow become some monarch of pop or something? And anyway, I don't know about you, but I'd really rather not intentionally cook myself a meal favored by someone who died of a heart attack. I mean, after Elvis died, do you think people clamored over each other for peanut-butter-and-bacon sandwiches?
After getting over my initial horror from The Today Show, I was not relieved of Michael Jackson-fueled stupidity for long. That night, I turned on NBC again and watched some of the nightly news before The Tonight Show With Conan O' Brien came on. One of the news stories involved some fancy-schmancy diamond company which – on top of stripping diamonds of all the wonder and rarity they're valued for by apparently making diamonds synthetically through some sort of high-tech carbon-pressurizing process – have acquired bits of Mr. Jackson's hair and are planning on making diamonds out of it. Once again, what the fudge?! At the end of the day, hair – no matter whose head it's been on – is just hair. Michael Jackson's hair doesn't contain any more mystical powers (just more expensive styling products) than mine does – where's my hair-diamond, huh? And anyway, don't these people realize that they're changing the very structure of Jacko's hair beyond recognition? How can we really tell that this diamond is made of his or anyone else's hair? No, if some of the King of Pop's hair is left over from before his death, it should be kept in its natural state where it belongs: in some Hard Rock Café, somewhere in between an Alice Cooper bustier and a collection of Monkees lunchboxes from the late sixties (note: I've been to many a Hard Rock Café, but I don't know of any where either of these things exist, let alone both of them, let alone within close proximity of each other. The point is that these are both objects that could conceivably be found in a HRC, so work with me here. It's a hypothetical conjecture). And if I hear or see one more extraneous news item related to Michael Jackson within the next few months (which undoubtedly I will), I might have to throw something hard and possibly damage-inducing at the TV or radio or whatever other media may administer this information. I probably won't, of course, but I'll have vivid fantasies of it.


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Firm Profile > Latham & Watkins LLP > Munich, Germany
Latham & Watkins LLP Offices
Latham & Watkins LLP > The Legal 500 Rankings
Data protection Tier 1
Latham & Watkins LLP's comparatively small data protection team nevertheless constitutes one of the market leaders in this segment. Towards the end of 2018 the firm received significant attention due to its representation of the chat portal knuddels.de in the first fine proceedings due to GDPR breaches in Germany. The practice is now well-equipped for increased legal actions in form of data protection disputes and damage claim proceedings. Besides representing clients in litigation, including at the Federal Court of Justice, Federal Labour Court and Federal Constitutional Court, the firm's range of services also includes GDPR implementation in company structures and data protection advice in connection with M&A transactions as well as internal investigations and international pre-trial discovery procedures. Through the close collaboration with the firm's compliance practice the team was also able to strengthen its competencies in crisis management in the case of data protection scandals and cyber crime. Practice head Tim Wybitul, who joined from Hogan Lovells International LLP in October 2018, and Frankfurt and London-based Ulrich Wuermeling are both considered leading in the German market.
Practice head(s):
Tim Wybitul
Other key lawyers:
Key clients
CrossLend GmbH
Daimler AG
Deutsche Bank AG
Deutscher Dialogmarketing Verband e.V.
DZ Bank
Indeed, Inc.
IQVIA Commercial
Knuddels GmbH
Dr. Ing. h.c. F. Porsche AG
SCHUFA Holding
SHL Telemedizin
Toscafund Asset Management LLP
Equity capital markets Tier 1
Working in close conjunction with its DCM, private equity and financial supervisory practices, Latham & Watkins LLP's ECM team advises listed companies and banks on IPOs and capital increases and has recently made a name for itself by demonstrating particular expertise in the segments real estate and e-commerce. Its expertise also extends to US securities, which leads to regular instructions on US stock exchange listings. The 'very competent' Oliver Seiler heads the practice, which lost Roland Maaß to DLA Piper in August 2018. Associate David Rath is noted for his extensive ECM expertise.
Practice head(s):
Oliver Seiler
Other key lawyers:
'Absolutely open and trusted cooperation.'
'Oliver Seiler's assessments are always realistic and he understands the positions of different players.'
Key clients
DEMIRE Deutsche Mittelstand Real Estate AG
Galenica Santé Ag
Goldman Sachs
J.P. Morgan
Morgan Stanley
Siemens AG
Sunrise Communications Group AG
trivago GmbH
Lending and borrowing Tier 1
The close cooperation with the DCM and ECM teams as well as the restructuring practice enables the financing team at Latham & Watkins LLP to provide sponsors, banks, debt funds and corporates with wide-ranging advice on restructurings, LBOs and corporate finance matters. These key elements received a further boost with the arrival of Thomas Weitkamp from Clifford Chance in July 2018, while the team is also experienced in handling transactions based on bond and covenant lite structures. Other work pertains to real estate financing and matters under English and US law. Restructuring expert Frank Grell, vice chair of the global finance practice Alexandra Hagelüken and Sibylle Münch, who was elevated to the partnership in March 2019, are among the key figures of the team. Associate Kim Woggon is praised as being 'pragmatic and solution-oriented'. Andreas Diem retired in December 2018.
Practice head(s):
Frank Grell; Alexandra Hagelüken
Other key lawyers:
'Very performance-oriented, clients always receive relevant updates, all in all very organised and efficient.'
'Christian Jahn has stepped into the retired Andreas Diem's shoes and managed to take on this role very well. His professional attitude and specialist knowledge as well as his talent to look at a situation from several commercial and legal angles are unique.'
Key clients
Apera Asset Management
Ares Management Limited
Armira Partners
Cheplapharm Arzneimittel GmbH
Chequers Capital
Consus Commercial Property AG
Deutsche Bank AG
DPE Deutsche Private Equity GmbH
JPMorgan Chase & Co.
Kongsberg Automotive ASA
Morgan Stanley
Norddeutsche Landesbank Girozentrale (NORD/LB)
One Equity Partners
Société Générale S.A.
UniCredit Bank AG
Restructuring Tier 1
Latham & Watkins LLP's cross-border and multidisciplinary experience in the segments M&A, stock corporation and capital markets law alongside banking, employment law, tax law and litigation is applied when advising on matters at the intersection of financial and operative restructurings. This includes advice on the acquisition of non-performing loans, debt equity swaps and the analysis of potential insolvency scenarios, while taking into account insolvency protection, self-administration and insolvency plan proceedings. Practice head Frank Grell advises buyers, debtors and creditors on distressed M&A transactions and assists defendants and plaintiff insolvency administrators with insolvency-related disputes. In distressed M&A, Jörn Kowalewski regularly acts for shareholder consortiums in the sale and restructuring of companies. Its client portfolio includes several players from the aviation, furniture, energy and financial sectors.
Practice head(s):
Frank Grell
Other key lawyers:
'Creditors, sponsors and debtors are being advised adeptly and competently. Additionally the team always has an eye on solution-oriented approaches with the client's interest in mind.'
'Frank Grell as well as Jörn Kowalewski are outstanding technical experts.'
Key clients
Achim Ahrendt als Insolvenzverwalter von S+K und REVA
Air Berlin
Apollo Global Management, LLC
Bartec Group
BNP Paribas
CMP Capital Management-Partners GmbH
creatrade Holding GmbH
Schneider Versand GmbH & Co. KG
Deutsche Bank
DSD Duales System Holding GmbH & Co. KG
DZ Bank
Gerflor SAS Group
Hellmann Logistik
Invia Group
Keymile Group
One Equity Partners
Riverside Beteiligungs GmbH
Scholz Recycling GmbH
Solarworld Holding Beteiligungsgesellschaft
TKN Marktkarree Langenfeld GmbH & Co. KG
Transactions Tier 1
Latham & Watkins LLP covers the full spectrum of PE and stands out for its strong US practice and for its close cooperation with the firm's London office. The team led by Burc Hesse advises a broad range of clients, including large international funds, mid-market investors and investors focused on specific industries. PE and M&A expert Oliver Felsenstein and Rainer Traugott, who, alongside PE, is also well versed in corporate restructurings, are frequently recommended. Gregor Klenk joined Goodwin in February 2019.
Practice head(s):
Burc Hesse
Other key lawyers:
Key clients
Apollo Global Management
Bregal Investments
Brookfield Business Partners L.P.
Capvis Equity Partners AG
Centerbridge Partners, L.P.
Chequers Capital
CVC Capital Partners
Deutsche Beteiligungs AG
Equistone Partners Europe Limited
Hellman & Friedman LLC
Blackstone Group Inc.
Partners Group
The Carlyle Group
Silverfleet Capital Partners LLP
Antitrust Tier 2
Latham & Watkins LLP deals with all facets of German and European antitrust law but has recently put significant emphasis on large-scale investigations alongside antitrust damages and merger control proceedings. Thanks to the firm's strong M&A practice, the team also handles transactional work and frequently acts for private equity clients. Michael Esser has significant experience of phase II proceedings and is particularly well versed in the media, digitalisation and data protection sectors. Clients from the food trade, steel and automotive sectors often receive advice from Georg Weidenbach. Max Hauser, who was elevated to the partnership in January 2019, has a focus on merger control but also acts in antitrust damages actions alongside antitrust and antitrust abuse proceedings. On the junior level, senior associate Jan Christoph Höft is noted for his expertise in the media sector as well as in the trend area of online platforms and digital business models.
Other key lawyers:
Key clients
Facebook Inc.
The Carlyle Group
Exide Technologies
Liberty Global/Unitymedia
Commercial litigation Tier 2
The dispute resolution practice at Latham & Watkins LLP is a renowned address for complex individual and class actions. The group frequently advises and defends clients in corporate, post-M&A and bonds-related disputes and often utilises its international firm network. Christoph Baus heads the practice and is well versed in trade and antitrust proceedings as well as in arbitration. Christine Gärtner joined Clifford Chance in June 2019 and Markus Rieder, another experienced contact for corporations and financial institutions, joined Gibson, Dunn & Crutcher LLP in January 2020.
Practice head(s):
Christoph Baus
'The litigation team led by Christoph Baus does an excellent job.'
'One of the best team for German civil disputes. The group is strategically superb and even more brilliant in court.'
'Christoph Baus has a strategic instinct that allows him to preemptively and unerringly identify the opposition's response.'
Key clients
Air Berlin
Hamburger Hochbahn AG
Clerical Medical Investment Group
Achim Ahrendt
Deutsche Bank
Liberty Global
ADAC e.V.
Volkswagen AG
Corporate Tier 2
Latham & Watkins LLP's corporate practice, which is led by Burc Hesse in Munich, frequently advises renowned national and international corporations on corporate governance, corporate restructuring and corporate aspects of joint ventures and public takeovers. The group also has expertise at the interface of capital markets, antitrust, tax as well as banking and banking supervisory law and further handles shareholder and corporate disputes; here, particular expertise is demonstrated in joint venture disputes. Stefan Widder has an 'eye for the essentials'.
Practice head(s):
Burc Hesse
Other key lawyers:
'The work mode is characterised by a high degree of competence, strategic thinking, pragmatism and promptness.'
'Strong team across all significant jurisdictions.'
'Efficient and loyal cooperation with the in-house team.'
Key clients
Charité Berlin
Daimler AG
Toll Collect
Hellmann Worldwide Logistics
Hellmann & Friedmann
Siemens AG
Debt capital markets Tier 2
Latham & Watkins LLP specialises in the issuance of high-yield and investment grade bonds in Germany, the rest of Europe and in the US, providing companies, sponsors and banks with assistance under German, English and New York law. Frequently, these instructions include bank financing elements, which, thanks to the team's strong cooperation with its capital markets and banking groups, reflects its capabilities to handle matters at this intersection. Its expertise also extends to derivatives, structured bonds, pfandbriefe and German covered bonds. Rüdiger Malaun heads the team, which also includes high-yield bond expert Alexander Lentz.
Practice head(s):
Rüdiger Malaun
Other key lawyers:
Key clients
Bank of America Merrill Lynch
BayWa AG
BillFront Ltd.
BNP Paribas
Credit Suisse Group AG
CrossLend GmbH
Demire Deutsche Mittelstand Real Estate AG
Deutsche Bank AG
Gateway Real Estate AG
Goldman Sachs
J.P. Morgan
Kongsberg Automotive Holding ASA
Landesbanken Hessen-Thüringen und Bayern (Helaba)
Morgan Stanley
Progroup AG
Summit Germany Limited
UniCredit Bank AG
Financial services: regulatory Tier 2
While Latham & Watkins LLP's strength in dealing with matters at the intersection with corporate and M&A leads to regular transaction-driven instructions from financial services companies, and Markus Krüger has been driving forward the firm's fintech M&A and fintech investments offering, the team also advises on MiFID II, Brexit and compliance matters (including regulatory proceedings). These three last-mentioned segments are areas of particular expertise for the 'pragmatic' Axel Schiemann. The team's integrated offering is not least based on its strong cooperation with the firm's capital markets and tax law practices.
Practice head(s):
Markus Krüger; Axel Schiemann
'Very attuned team; knowledge is divided between multiple minds.'
'Due to its enormous network the client can rest assured that all aspects are perfectly handled even across practices.'
Key clients
Apollo Global Management LLC
BillFront Ltd.
Bundesverband deutscher Banken (BdB)
Central Bank of Egypt
Deutsche Bank AG
Evercore Inc.
La Caisse de dépôt et placement du Québec (CDPQ)
Toscafund Asset Management LLP
Healthcare and life sciences Tier 2
With Henning Schneider and Christoph Engeler as co-heads, Latham & Watkins LLP's team is led by two of the most renowned corporate lawyers in the German healthcare market. While Schneider is predominantly active in the healthcare segment, Engeler puts significant emphasis on life sciences mandates. The team has extensive experience in advising healthcare services providers but also acts for investors, including banks and large private equity firms. In doing so, the team provides in-depth regulatory assistance to support a broad client base, leading to instructions from the pharmaceutical, biotechnology, medical technology and hospital sectors. The firm's full-service offering also enables the team to advise clients on various other related matters.
Practice head(s):
Henning Schneider; Christoph Engeler
'The entire team gives the impression of real team performance, with each team member being able to bring in their personal skills and strengths. This unique interaction between colleagues means that even complex issues can be checked and dealt with competently and in all facets. The respectful dealings with each other also lead to a trusting and pleasant atmosphere in the client discussion.'
'The team is characterised by high efficiency, speed and reliability. Another positive aspect is that the team is so well organised that there are no delays or bottlenecks even in times of high stress.'
'Henning Schneider's outstanding qualities are extensive experience, excellent knowledge and the greatest confidence. These characteristics create trust in the negotiation strategy and are reassuring.'
'Henning Schneider is not only a shrewd lawyer, but also an excellent expert in the healthcare industry with all its complexities and constant changes.'
Key clients
Amedes Gruppe
Astellas Pharma
Charité/Stadt Berlin und Stiftung Deutsches Herzzentrum
DPE Deutsche Private Equity
Freie und Hansestadt Hamburg
SHL Telemedizin GmbH
STADA Arzneimittel
M&A: large deals (€500m+) Tier 2
Latham & Watkins LLP's Burc Hesse heads the M&A practice, which assists with complex cross-border transactions as well as with takeover attempt defence and also advises on how to deal with activist shareholders. The client base includes various DAX companies. 'Skilled negotiator' and managing partner of the German offices Harald Selzner as well as the co-chair of the firm's global merger & acquistition practice Rainer Traugott are other key figures of the team.
Practice head(s):
Burc Hesse
Other key lawyers:
'Solution-oriented, fast in implementing, very strong negotiators.'
'High standard across various international offices and very well-coordinated cooperation.'
Key clients
Charité and Stiftung Deutsches Herzzentrum
Callaway Golf Company
Congatec AG
DuMont Business Information GmbH
GHX Europe GmbH
Hellman & Friedman
Inapa Group
Omnicom Group Inc
STP Holding
M&A: mid-sized deals (sub-€500m) Tier 2
In the M&A arena, Latham & Watkins LLP frequently advises corporations and financial investors on cross-border transactions in the digitalisation, health, energy, automotive and media sectors. The managing partner of the German offices Harald Selzner and Rainer Traugott are the team's key figures, while Natalie Daghles is a renowned contact for cross-border deals. Burc Hesse in Munich heads the group.
Practice head(s):
Burc Hesse
Other key lawyers:
Key clients
Charité and Stiftung Deutsches Herzzentrum
Callaway Golf Company
Congatec AG
DuMont Business Information GmbH
GHX Europe GmbH
Hellman & Friedman
Inapa Group
Omnicom Group Inc
STP Holding
Outsourcing Tier 2
Outsourcing advice is a key component of Latham & Watkins LLP's IT practice. Counsel Thies Deike has 20 years' experience in the field and particular expertise regarding outsourcing in the financial industry. The team also handles outsourcing aspects of transactions, where advice is given in close collaboration with the M&A and private equity practices. In the often international context of its mandates the team frequently liaises with the firm's London office.
Other key lawyers:
Key clients
Aliaxis SA
Deutsche Bank AG
Toscafund Asset Management LLP
Tax Tier 2
Latham & Watkins LLP has expertise in handling tax law matters arising from private equity and M&A transactions, while also handling restructurings and transactions involving ECM and DCM aspects such as high-yield bonds. Team head Stefan Süß regularly advises on fund structuring and financing structures, acting for banks and sponsors but also debtors, while Tobias Klass focuses on real estate-related and transactional tax work. Handling tax audits and cross-border tax structuring mandates are also part of its offering.
Practice head(s):
Stefan Süß
Other key lawyers:
'The practice works excellently as a team, such as when tax input is necessary when drafting contracts or when thinking about various consequences and possible scenarios in the case of contracts.'
'Conversations with the team are always great and constructive. The team listens very carefully and gives high-quality feedback.'
Key clients
Aliaxis SA
Callaway Golf Company
Hellman & Friedman und Blackstone
Maxburg Capital Partners
One Equity Partners
Astorg Partners
INAPA Gruppe
Arbitration (including international arbitration) Tier 3
The team at Latham & Watkins LLP is especially experienced in arbitration proceedings related to investment agreements. Clients particularly benefit from the firm's international set us as the group is able to cooperate easily with offices in other jurisdictions in international and cross-border arbitration proceedings. The practice is headed by Christoph Baus and also includes Sebastian Seelmann-Eggebert, who is a well-versed party representative as well as arbitrator in trade and investment disputes and who is instructed by both states as well as investors. Christine Gärtner joined Clifford Chance in the summer of 2019 and Markus Rieder left for Gibson, Dunn & Crutcher LLP in January 2020.
Practice head(s):
Christoph Baus
Other key lawyers:
'An extremely competent and committed team. They don't hesitate to really buckle down and deliver the necessary core work in order to be in control of every single detail.'
'L&W has an exceedingly good and highly motivated team, in which also younger colleagues deliver impressive quality.'
'The thorough, pragmatic and charming Christoph Baus is one of a number of excellent arbitrators in Germany. He always manages to find solutions in supposedly hopeless arbitration situations.'
'Markus Rieder has a strategic vision and creates reliable solution proposals. He is also a true fighter for the client's matter.'
Key clients
Strabag SE
Republic of Croatia
Daimler Financial Services AG and Toll Collect GmbH
Financial services: litigation Tier 3
In the financial services litigation arena, Latham & Watkins LLP impresses with the close cooperation between practice groups and its broad team. The group is particularly active in dispute resolution for partners and shareholders as well as in insolvency disputes. In addition, the team frequently advises banks on various conflicts. Christoph Baus heads the practice group and is considered a renowned proceedings expert with specific expertise in capital investment law and in assisting with mass proceedings. Markus Rieder, who also advises financial companies in conflict situations, joined Gibson, Dunn & Crutcher LLP in January 2020.
Practice head(s):
Christoph Baus
Key clients
Deutsche Bank
Clerical Medical Investment Group
Compliance Tier 4
With the arrival of commercial criminal lawyer Thomas Grützner from Baker McKenzie and data protection expert Tim Wybitul from Hogan Lovells International LLP, Latham & Watkins LLP has visibly strengthened its compliance expertise. Based on a cross-practice approach, the team offers comprehensive advice on antitrust, corporate and employment law aspects, particularly with regards to industry-specific compliance issues in the financial, health and energy sectors. Tobias Larisch is well versed in corporate compliance matters. Also noteworthy is the skilful use of legal tech. Markus Rieder, an experienced key contact particularly for manufacturing and automotive companies, joined Gibson, Dunn & Crutcher LLP in January 2020.
Other key lawyers:
'Latham & Watkins stands out for its flexibility and practice orientation.'
Key clients
Stada Arzneimittel AG
Daimler AG
Scholz Holding GmbH
Knuddels GmbH & Co. KG
Employment Tier 4
The employment law practice at Latham & Watkins LLP focuses on high-end work and on restructuring and reorganisation measures in particular. New arrival Anne Kleffmann from Watson Farley & Williams LLP, who joined the team in March 2019 following the retirement of Claudia Heins and Stefan Lunk at the end of 2018 has particular expertise in this segment. The practice is led by Tobias Leder, who represents national and international clients in contentious matters and also has expertise in occupational pension provisions. The healthcare, pharmaceutical and chemical industries are significant industry sectors for the firm.
Practice head(s):
Tobias Leder
Other key lawyers:
Key clients
Airbus Group
Broadcom / Brocade / Avago
Callaway Golf Company
DACHSER GmbH & Co. KG
EnBW, PreussenElektra, RWE, Vattenfall
Hexal AG
Kiniksa Pharmaceuticals
Novartis Pharma AG
Swiss Re Europe S.A. – Niederlassung Deutschland
ZF Friedrichshafen
Information technology (including contracts) Tier 4
Latham & Watkins LLP's IT practice led by counsel Thies Deike builds upon the reach and reputation of the firm's data protection practice and the firm's multi-disciplinary advice to its M&A and PE clients. The portfolio is largely internationally orientated and consists of transactional projects with topics such as the drafting and negotiation of IT contracts and the development of apps. Fintech advice and the development of digital and online platforms are two other pillars of the practice.
Practice head(s):
Thies Deike
Key clients
Aliaxis S.A.
BillFront GmbH
Daimler AG
Toscafund Asset Management LLP
Internal investigations Tier 4
Latham & Watkins LLP's broad investigations practice has experienced an increase in instructions for more complex and cross-border internal investigations. Thomas Grützner, previously at Baker McKenzie, as well as data protection expert Tim Wybitul, previously at Hogan Lovells International LLP, joined the team in 2019. Markus Rieder, an experienced key contact particularly for industrial and automotive corporations, joined Gibson, Dunn & Crutcher LLP in January 2020.
Other key lawyers:
Key clients
Stada Arzneimittel AG
Daimler AG
Scholz Holding GmbH
Knuddels GmbH & Co. KG
Latham & Watkins LLP > Firm Profile
The firm
High-end performance. Down-to-earth attitude.
Top-tier legal qualifications and professional expertise are a matter of course for Latham & Watkins – but its mission goes far beyond this. The firm places just as much value on authenticity, a down-to-earth approach and empathy. This is because it is convinced that the best solutions come from the combination of legal professionalism and social expertise.
The firm collaborates seamlessly across practice groups, nationally and internationally, and has the best experts on board. Clients value the firm's ability to integrate into teams quickly and unpretentiously. This creates efficiency by putting the team in a position to do the right thing at the right time.
Those who pursue transparency from the beginning can act faster and more precisely. Latham & Watkins places a great deal of importance on open and sincere communication. This allows it to anticipate business opportunities, increase clients' room to manoeuvre and achieve enduring solutions.
Providing the highest quality performance is its everyday business. The firm's ability to go beyond sets it apart.
Latham & Watkins is the biggest law firm in the world (by revenue). It is one of the leading commercial law firms, both in Germany and worldwide.
Founded in Los Angeles in 1934, the firm now employs over 2,200 lawyers in 14 countries and 55 languages. In Germany, it has offices in Düsseldorf, Frankfurt, Hamburg and Munich, with approximately 170 lawyers.
Clients include international corporations, private equity firms, investors, banks, insurance companies and other financial service providers.
Areas of practice
Mergers and acquisitions: today's transactions take place in highly dynamic globalised markets. Latham & Watkins combines professional excellence with agility and pragmatic action. Lawyers integrate into teams quickly and unpretentiously, and create economically sustainable solutions.
Corporate: clients are in good company – the corporate team partners with businesses to provide pragmatic support with a broad perspective on all corporate legal questions.
Private equity: complex transactions in the large and mid-cap segments require global clout and the ability to see the big picture. The firm combines speed, high competency and a team of outstanding personalities to develop sustainable solutions for clients.
Banking and finance: the firm attends to financing not only with an instinct for new trends and deep industry knowledge on both sides of the Atlantic, but also with efficiency and pragmatism.
Dispute resolution: in addition to professional expertise, strong personalities combining empathy and assertiveness are of critical importance to the firm when helping clients settle their disputes.
Restructuring and insolvency: crises are tests in which empathy, attitude and experience are equally critical for the achievement of quantifiable results. The firm believes that in restructurings, the thorough consideration of all factors is the main indicator of true success.
For more information about the firm's practice areas and industry groups please go to www.lw.com.
Main Contacts
|Antitrust, competition and state aid
|Banking and finance
|Capital markets (including high-yield)
|Compliance and white-collar
|Corporate and M&A
|Dispute resolution
|Employment and benefits
|Financial regulation
|Intellectual property
|International arbitration
|Private equity
|Real estate
|Restructuring and insolvency
Lawyer Profiles
|Thomas Fox
|Dr. Thomas Fox advises multinational and German corporations and private equity funds…
|View Profile
|Burc Hesse
|Burc Hesse is Deputy Office Managing Partner of Latham & Watkins in Germany.…
|View Profile
|Christian H Jahn
|Dr. Christian Jahn advises companies, private equity funds, debt funds, and banks…
|View Profile
|Tobias Leder
|Dr. Tobias Leder is a partner in the Munich office, providing German…
|View Profile
|Rüdiger Malaun
|Dr. Rüdiger Malaun is a partner in the Munich office of Latham…
|View Profile
|Stefan Süss
|Stefan Süss is a partner in Latham & Watkins' Munich office. He is…
|View Profile
|Rainer Traugott
|Dr. Rainer Traugott is a partner in the Munich office of Latham…
|View Profile
Staff FiguresNumber of lawyers : 2,600+
LanguagesEnglish German
OtherOther offices : Barcelona Other offices : Beijing Other offices : Boston Other offices : Brussels Other offices : Century City Other offices : Chicago Other offices : Dubai Other offices : Düsseldorf Other offices : Frankfurt Other offices : Hamburg Other offices : Hong Kong Other offices : Houston Other offices : London Other offices : Los Angeles Other offices : Madrid Other offices : Milan Other offices : Moscow Other offices : New Jersey Other offices : New York Other offices : Orange County Other offices : Paris Other offices : Riyadh Other offices : Rome Other offices : San Diego Other offices : San Francisco Other offices : Seoul Other offices : Shanghai Other offices : Silicon Valley Other offices : Singapore Other offices : Tokyo Other offices : Washington DC in Germany : Approximately 170
Comparative Guides
Top Tier Firm Rankings
Firm Rankings
- Antitrust
- Commercial litigation
- Corporate
- Debt capital markets
- Financial services: regulatory
- Healthcare and life sciences
- M&A: large deals (€500m+)
- M&A: mid-sized deals (sub-€500m)
- Outsourcing
- Tax
- Arbitration (including international arbitration)
- Financial services: litigation
- Compliance
- Employment
- Information technology (including contracts)
- Internal investigations


text: Home » Blog » Virtual Patient Observation Luncheon Virtual Patient Observation Luncheon Dale Klein April 30, 2014February 15, 2017 Comments Parallel Technologies hosted a Virtual Patient Observation luncheon on Monday, April 28. Roxanna Gapstur, COO, CNO, and SVP of Park Nicollet Methodist Hospital, and Julie Flaschenriem, CIO of Park Nicollet Health Services, delivered the keynote address on Virtual Patient Observation and how it is working in their facilities. There were 12 cameras on unit when Methodist Hospital began video monitoring, which has expanded now to approximately 70. Nurses and staff are overwhelmingly positive about the system and the benefit it provides to patients. On top of improving the hospital's already impressive quality of care, an estimated cost savings of 1 million dollars in 1 year has been achieved. Attendees were enthusiastic and engaged, asking thought provoking questons which the speakers fielded with intelligent insight. General feedback was that the information provided at this event was greatly beneficial to participants and the food was very much enjoyed as well. Following the keynote address, attendees were shown a demo of the patient monitoring technology put together by Parallel's Physical Security team. Viewers got to see the capabilities of video monitoring as it is utilized at Methodist Hospital and was received positively by the group. Thank you to all who attended and also to the event speakers/presenters for making this valuable time spent. Share: Tags:


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Outcome of Short OfSTED Inspection 2017
This school continues to be good.
The leadership team has maintained the good quality of education in the school since the last inspection. The school became part of the TEAM Multi-Academy Trust in April 2015. The trust is formed of five schools in the local area. Close work between the schools and a sharing of subject leadership expertise have led to a well-designed curriculum. English and mathematics leaders have supported improvements in your school and as an early years specialist, you have been able to share your expertise with other schools within the trust. Your school's close work with the Dartmoor Teaching Alliance further supports the school's leadership in keeping abreast of curriculum initiatives. This ensures that pupils gain a good education in your nurturing and forward-thinking two-class school. The trustees' decision to provide pre-school provision has been well received by parents.
Numbers on roll are rising. Outcomes at the end of the early years foundation stage are improving. This is because you swiftly identify children's needs and put measures in place to overcome barriers to learning.
Parents and pupils strongly praise the curriculum provision in the school. Leaders make good use of specialists across the trust. For example, pupils receive high- quality teaching in music and physical education. In addition, 'big events' hook pupils' enthusiasm so that they become curious. For example, pupils engaged in a recent project with Exmoor Trust. They visited the first international dark sky reserve in Europe for a star gazing event to further their understanding of space. Similarly, local links help pupils to understand significant historical themes such as Barnstaple's part in the English Civil War.
Safeguarding is effective.
The school's arrangements for safeguarding training are strong. Staff confidently described the process of sharing concerns with the designated person. Governors and trustees also attend staff training and so are equally knowledgeable about their statutory duties. They have a keen awareness of issues associated with the 'Prevent' duty and child sexual exploitation and have considered the risks for pupils in the school. Consequently, staff are alert to warning signs and are vigilant. Your staff have a good knowledge of pupils and their families. This means that staff are sensitive to changes in pupils' circumstances and alert to signs of harm. In addition, your approachable nature has allowed parents who are experiencing challenges within the family to approach you for advice. Designated leaders for safeguarding are relentless in engaging with external agencies to ensure that pupils and their families receive the support they require. School documentation shows that staff carry out rigorous risk assessments to ensure that the school environment is a safe place to be. Trustees ensure that they check leaders' work to keep pupils safe. They listen to pupils' views and act upon what they say. Staff carefully plan to reduce risks on school trips and residential visits. This contributes to the strong culture of safeguarding at your school. Parents who responded to the online questionnaire were unanimous in saying that they felt their children were safe and well cared for in school. One parent's comment, typical of many, stated, 'Umberleigh is a kind, caring and warm school that my children feel happy and secure in.
Leaders' diligent work has led to attendance improving from below national average, to be now in line with the national average for all pupil groups.
Inspection findings
- My first line of enquiry focused on the use of additional funding to support disadvantaged pupils and those who have special educational needs (SEN) and/or disabilities. Trustees keep a close eye on how any additional funding is spent and provide regular challenge to leaders to ensure that the most vulnerable pupils are well catered for. Disadvantaged pupils achieve well. Leaders ensure that disadvantaged pupils of all abilities receive the support and challenge they need. Leaders make close checks on pupils' progress and act swiftly to provide the support that pupils need whether it be in their academic or personal development. Consequently, these pupils thrive and achieve well.
- Your special educational needs coordinator (SENCo) is the lead SENCo across the trust. She is well qualified and has a deep understanding of pupils' needs. She works closely with external agencies to ensure that every possible action is taken to support pupils' development. There is a seamless approach through the specific one-to-one support and the work that pupils do in the classroom. Consequently, pupils grow in confidence and build upon their knowledge, skills and understanding to make good progress.
Tracy Hannon
Her Majesty's Inspector


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Back to all reports
Reported in the Potholes category by ross saunderson at 17:07, Fri 13 March 2015
Sent to Edinburgh City Council 3 minutes later
Pothole in middle of road. It has been there for months. It is about 30M from traffic lights.
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Seton Hill author Adrea Peters has an awesome site called Artists Looking Ahead. The feature this month is an interview with Tess Gerritsen in honor of the Writing Popular Fiction Program choosing Gravity as the book for January's residency.
X-posted to ambasadora, setonhillwpf, authors, discuss_writing, writerly, MySpace, Heidi Ruby Miller, WPF Writers
Adrea Peters, Tess Gerritsen, Gravity, Artists Looking Ahead, Seton Hill University, Writing Popular Fiction