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Issue 54 April / May 2013





Learning How to Move
The Bionic ARM
The Fountain of Youth
Stem Cell Research
Enhancing your Vision
Treatment for Inherited Eye Diseases
30 Year Stretch
Tried and True 3 - to - 5 Rules

Will Israel face
more threats in
middle east?
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Erwin E. Kantor
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Judy Magness
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ISSUE 54 | APRIL / MAY 2013
Peace in The
Middle East
in Kantor
Erwin Kantor
bviously, U.S.-Israeli re-
lations are important in
the Middle East. They are
much closer in creating strong ties
and a solid strategy towards Iran.
In fact, President Barack Obamas
historic visit to the Middle East
has made a vigorous efort to quell
tensions in that particular region.
His three-day trip to Israel is a
positive indication that the U.S.
has reached out to Prime Minister
Benjamin Netanyahu of Israel.
For one thing, Israel has a keen
sense of urgency to take military
action against Tehran. Netanyahu
has noted that Iran should be dis-
suaded from having the ability to
build a nuclear weapon. Netanya-
hu has argued that he is abso-
lutely convinced that Obama has
been adamant in preventing a nu-
clear-armed Iran. David Gordon,
our foreign correspondent in Is-
rael, chronicles the story between
President Barack Obama and Ben-
jamin Netanyahu.
In this issue, on page 10, we
cover research conducted at the
University of Pitsburgh Medical
Center (UPMC) using brain-com-
puter interface (BCI) technology
and training programs that allow a
quadriplegic to perform a number
movements. Jan Scheuermann, a
quadriplegic for nine years, fed
herself using a mind-controlled
robot arm.
On page 13, read our story
about Stem Cell Research and ag-
ing potential to extend our lifes-
pan. And, on page 14 the bionic
eye a retinal prosthesis system
giving sight to people who are
loosing their eye sight.
These are interesting times
characterized by economic and
political uncertainty - and litle
forward motion. And yet in the
entrepreneurial section of the
economy, the opportunities to
create great companies remain
unabated. There is wide agree-
ment among policy makers on
the importance of entrepreneurial
companies to economic growth
and well-being. Venture capital
is a major driver of that entrepre-
neurial economy. The nation con-
tinues to look to this sector for job
creation, economic development,
beter healthcare, cleaner technol-
ogy, and a faster, beter, and more
secure Internet.
APRIL / MAY 2013
JERUSALEM - On a bright sunny day in one of Israels busiest
metropolises, the scene is calm as natives and tourists go about their
daily business. Beach-goers and businessmen, students and soldiers
all roam the streets avoiding tourist-traps and erratic drivers.
Learning to Move
Fountain of Youth

Remember the movie, Cocoon? Characters
played by Don Ameche, Wilford Brimley, and
other Hollywood veterans act out the good,
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n a bright sunny day in Jerusalem, Israels
capital and one of its busiest metropolitan
areas, the scene is calm as natives and tourists
go about their respective business. Beach-goers and
businessmen, students and soldiers all roam the
streets trying to avoid tourist traps and erratic drivers.
Suddenly, the ground rumbles and windows shake
as three Israeli Air Force (IAF) F-16I Sufa fghter jets
streak through the sky with a deafening roar. This is
a common sight in the Holy Land as IAF pilots patrol
Israeli airspace with a heightened awareness.
Historically, Israel has been faced with threats from
all around, said Michael Ganoe, Research and Projects
Coordinator at the Washington, D.C.-based Middle
East Research Center Ltd. (MERCL). While threats
from countries in the region have ebbed and fowed,
Israel may be facing a new hazard one which could
have dramatic global consequences, the like of which
the world has never seen. The threat? The Islamic
Republic of Iran. While Iranian-Israeli relations were
once positively secure, those glory days are now only
visible through the rear-view mirror. Afer years of
political stone-walling, propaganda and fery rhetoric,
tensions between Iran and Western powers including
Israel have grown past economic sanctions into the
prospect of more immediate military action. Could we
really be on the brink of a nuclear arms race or worse,
facing global destruction?
The Iranian nuclear program began in the 1950s
while the Shah was still in power. Ironically, their
frst research reactor was provided by the United
States as part of President Eisenhowers Atoms for
Peace program. Irans program halted prematurely,
but then resumed in the wake of the frst Persian Gulf
War and subsequently continued advancing. Now
led by Supreme Leader Ali Khamenei and President
Mahmoud Ahmadinejad, Iran is on the path of what
they claim is a peaceful nuclear program with promises
of cheaper energy, medical treatment and agricultural
advancement for their 75 million citizens. Considering
their position as a signatory to the Non-Proliferation
Treaty, Iran does have the right to conduct a peaceful
nuclear program, making their stated aspirations not
only legitimate but well within reach.
In past years, however, that has all changed and Irans
nuclear program frequently appears on UN and global
intelligence radars. The International Atomic Energy
Agency (IAEA), a UN nuclear watchdog, originally
reported that no evidence points to illegal Iranian
activity. Now, the international intelligence community
seems to know more than was ever shared with the
public. Despite the initial reports indicating otherwise,
TERROR at the Root:
From Jerusalem,
David Gordon Reports
military ofcials have disclosed to Congress the fact that
Iran has the technical, scientifc and industrial capability
of producing nuclear weaponry.
Iran has over a dozen nuclear sites throughout the
country, including ore mines, research facilities and
power plants. Two sites in Fordow and Natanz
are heavily fortifed underground enrichment plants.
Another site, the Parchin Military Complex near Tehran,
is a furtive facility for manufacturing and testing
explosives. These elements are at the center of the
controversy and IAEA inspection of these three nuclear
sites in particular has been limited or denied by Iranian
Recent IAEA reports cited circumstantial evidence
pointing to potential military dimensions of Irans
nuclear program. Enriched uranium can either fuel a
power plant or create an atomic bomb. According to
ofcials, the vast number of centrifuges spinning in
Iranian plants could produce uranium that has been
enriched far more than any peaceful project would
Due to developing concerns surrounding Irans
nuclear ambitions, the UN and other world powers
are taking the necessary precautions to ensure the
transparency and legality of Irans nuclear program. The
international community has used diplomacy, crippling
economic sanctions, vilifying propaganda and isolation
in an atempt to pressure Tehran into halt their nuclear
For Israel, what separates hypothetical speculation
from legitimate concern are the anti-Semitic rants
pouring from both Irans spiritual and political
leadership. Further fueling the hypothesis of an alternate
agenda, Ahmadinejad, a maligning ultra-conservative,
has publicly and repeatedly called for the ouster of
Israel from the annals of Middle Eastern history. The
bigoted bureaucrat has also denied both the existence
of the Holocaust and Israels legitimacy as sovereign
nation, only raising proverbial eyebrows higher.
Be that as it may, Ahmadinejads authority does not
encompass Irans nuclear program. All decisions
both clerical and political are ultimately made by
the Supreme Leader. While some have brushed of his
remarks purely as rhetoric, Israel is not taking them
lightly. The Jewish state will not allow those who
seek our destruction to possess the means to achieve
that goal, Israeli PM Benjamin Netanyahu told an
applauding crowd at a recent AIPAC convention, A
nuclear-armed Iran must be stopped.
The waning international confdence in Iran has led
Western powers, spearheaded by the US, to intensify
intervention. While President Obama stalwartly stands
Obama, Netanyahu,
Battle the Many Branches of Iranian Threat
behind his Israeli counterpart even sharing goals
their means of achieving results contrast starkly. Weve
always disagreed at some point or another on tactics,
Vice President Joe Biden told pro-Israel lobbyists. But ...
we have never disagreed on the strategic imperative that
Israel must be able to protect its own, must be able to do
it on its own and we must always stand with Israel to be
sure that can happen.
These tactical diferences, in many regards, could prove
fatal. The US wishes to exhaust all strategic solutions
in order to prevent the loss of international support.
Alternatively, the Israeli government believes that US,
UN and EU economic sanctions and other diplomatic
formalities applied ad infnitum are inefective and
only buy Iran valuable time. But Obama needs to ensure
civil security while also factoring in US special interests,
and promoting peace and stability in a region housing
many allies. Netanyahu, on the other hand, is showing
more aggression and even hinted at the possibility of a
pre-emptive strike on Iranian nuclear sites. As a former
IDF soldier in a Special Forces Reconnaissance Unit, Bibi
Netanyahu has witnessed close to six decades of Israels
struggle for survival and is not taking any chances. I
really believe that, looking at Netanyahus past, he wants
the sovereignty and security of the Jewish State to remain
intact, Ganoe told The Suit. The Prime Ministers now
infamous remarks at the 2012 UN General Assembly of a
red line on a cartoon illustration of a bomb proved his
assertiveness as he voiced his stance to the international
If threatened, military action has always remained an
option for Israel, even when it lacks universal approval.
In fact, in the summer of 1981, Israel shocked the world
by carrying out Operation Babylon a raid on Iraqs
French-built Osirak nuclear reactor during the time when
the country was still under Saddam Husseins rule. This
pre-emptive strike received international condemnation,
however, Israel claims it set Iraqs nuclear program back
10 years. Looking back, many remain at odds with the
legitimacy and efectiveness of the raid. While Clinton
approved it, many still have doubts. But what is known is
that Saddam, who claimed Iraqs nuclear ambitions were
strictly peaceful, still held deep resentment towards the
Jewish state. Diplomacy failed and Israel atacked.
Iran, residing cozily in Western Asia, is over 1000 miles
from Israels borders and has never formally atacked
the Holy Land. A closer, more immediate threat is
dangerously within striking distance. Lurking through
the mountains of Southern Lebanon, Hezbollah, a group
of guerrilla fghters, is determined to exterminate what
they call the Zionist entity. Hezbollah or Party of Allah
is an Islamic fundamentalist, para-military resistance
movement recognized by Lebanon as a political party and
by the West and the rest as a terrorist organization. The
group was organized in the early 1980s as an adjunct to
Yasser Arafats PLO afer Israels invasion during the 1982
Lebanon War. It has since carried out numerous atacks in
Lebanon, Israel, Argentina, Bulgaria, Panama and the UK.
Could history be
repeating itself?
Ofcial White House Photo Pete Souza
Israel views Hezbollah, and
also Hamas in Gaza, as branches
protruding from the Iranian trunk, one
they may be willing to cut at the root.
Widely considered a Persian proxy,
Hezbollah was jump-started in 1982
as a politico-military force with 1500
members of the Iranian Revolutionary
Guards and also received funding
from Iran. According to US State
Department documents, (Hezbollah)
receives substantial amounts
of fnancial, training, weapons,
explosives, political, diplomatic and
organizational aid from Iran.
The groups leader,
Hassan Nasrallah,
who studied in a
religious seminary in
the Qom Province of
Iran, frequently atends
private meetings with
Irans current Supreme
Leader. Al-Arabiya,
the Saudi-owned media
broadcast, recently
reported that Nasrallah
and Khamenei secretly
discussed the Iranian-
Syrian defense system.
The civil uprising in
Syria is only increasing
tensions in the Middle
East as forces loyal to
President Assad have
been trying to sufocate
armed resistance in
a bloody two-year
war with casualties
surpassing 70,000. Syria is Irans key
partner in the region, sharing both
support for Hezbollah and enmity
towards the Jewish state. Due to
instability in the region, Israeli
military ofcials are concerned
over Syrias vast arsenal of chemical
weapons reaching the hands of
Hezbollah and other rogue militants.
For close to three decades, Israel
has been hit hard by suicide bombers,
kidnappings and sporadic mortar
fre from Iranian-backed Hamas and
Hezbollah insurgents. Responding
with targeted military operations,
Israel has also fought two primary
wars with Hezbollah, including
the 18-year blood-bath in Southern
Lebanon that ended in 2000. The two
faced each other again in the summer
of 2006. But as tensions rise, many
fear the confict is far from over.
At a recent Hezbollah rally,
Nasrallah vowed to rain a barrage
of long-range missiles on Israel and
regional US Army bases if Iran is
atacked even if Israel acts alone. This
could potentially throw America into
another ugly war, raising the stakes
even higher. The US thoroughly
exhausted from years of wars with
insurgents in Iraq and Afghanistan
would naturally do everything in
its power to avoid another armed
confict, favoring instead, a more
peaceful diplomatic resolution with
all parties. But that is not an excuse for
cognitive dissonance. Obama must
not forget that in the past Hezbollah
and other Shia militant groups under
the Iranian umbrella have atacked
the US, including the bombing of the
US embassy in Beirut in 1983, killing
17 Americans. Six months later,
suicide bombers exploded a truck full
of explosives in the Beirut barracks
bombing that killed 220 US Marines.
The Islamic Jihad Organization,
which a D.C. court has dubbed a
pseudonym for Hezbollah, took
responsibility for those atacks.
Irans behavioral discrepancies,
in combination with a constant
logorrhea towards Israel and its
allies, only fuels fears that it has the
will and resources to carry out a
nuclear ofensive. In its most recent
act of defance, Iran announced plans
to install 3,000 advanced centrifuges
in Natanz, which would cut the time
needed to enrich uranium. Israel
claims that as early as the summer of
this year, Iran will have enough fssile
material for a nuclear missile.
Israels frustration over this long-
standing confict is apparent as they
look to bypass Irans regional pawns
and go directly for the king to keep
neighborly terrorism
in check. But a nuclear
armed Iran isnt a danger
only to Israel. It will be
a threat not to the shores
of the United States but
to the individual citizen
living abroad, to US
consulates and embassies,
to US allies in Europe, to
NATO. Yes, its a direct
threat, Ganoe told The
Suit. But Israels policy
should be dictated by
their own interests and
not the interests of the US
or any other country.
No global issue since
the beginning of time
has stirred up as much
controversy and fear
as the nuclear weapon.
During the Cold War, the
term mutual assured
destruction or MAD was on many
politicians lips. The prospect of using
another bomb on a country would
be suicide, as the country atacked
would certainly respond in kind,
kicking of a world-wide catastrophe.
Apocalyptic politics aside, there is a
universal imperative to protect the
lives and rights of humans on this
globe we all share. But Israel much
like the United States as its closest ally
will not jeopardize the security of its
citizens by ruling out decisive military
action if threatened. Peace may come
with a price but the cost is one that
global powers must be willing to pay.
UN Photo by Devra Berkowitz
ast December, Jan Scheuermann ate a piece of
chocolate; a feat that earned her a round of ap-
plause. Lots of people eat chocolate, especial-
ly around holiday time, so what was so special
about this chocolate-eating experience? Jan Scheuermann,
a quadriplegic for nine years, fed herself the chocolate us-
ing a mind-controlled robot arm.
Scheuermanns ability to savor that piece of chocolate
she fed herself was the result of research conducted at the
University of Pitsburgh Medical Center (UPMC) using
brain-computer interface (BCI) technology and training
programs that allow a quadriplegic to perform a number
of the everyday movements we all take for granted. It was
the collaborative efort involving a group of researchers;
one of whom, Dr Elizabeth Tyler-Kabara, noted that the
idea of creating a thought-controlled robot arm originat-
ed over ten years ago. It began with studies using animal
subjects to learn how neurons represent signals for motor
control that would allow the animal to perform specifc
movements. Monkeys were the fnal animal subject to test
the possibilities of this new technology before it was tried
on humans. Dr. Tyler-Kabara explains, If you look at the
musculature of the hand and arms, it is quite similar to
humans. How the (monkey) brain is controlling move-
ments and how the animal is making movements it is
almost a one-to-one correlation between shoulder move-
ment, elbow movement, and fnger movement.
Monkeys had another distinct advantage over other an-
imal species they were intelligent enough to be trained.
Learning to use the robot arm required extended training,
making the primate model one of the favored models
according to Dr. Tyler-Kabara.
Choosing Jan Scheuermann to road test the arm was
also based on a certain characteristic she possessed. The
by maria esposito
Learning How to Move Again
basic question that needed to be answered before select-
ing her was, If she imagined a motion, was there activa-
tion in the cortex? This is the part of the brain commonly
called the gray mater. Here a huge network of neurons
works to allow humans to think, move and speak. What
the researchers were looking for was whether or not
Scheuermanns brain tried to do what she imagined she
was doing.
The only way to answer that question was to test.
Scheuermann was given a functional MRI, a test that
measures brain activity through changes in the amount
of blood fow. Scheuermanns MRI indicated that when
she imagined a movement, there was activity in the cor-
tex. The next test was a magnetoencephalogram, which
Dr. Tyler-Kabara describes as a very, very fancy EEG
coupled to an MRI. If electrical activity occurs, it will
pick it up. This test also indicated activity in the cortex.
The researchers determined that the structure of Scheuer-
manns cortex was normal and it was capable of activa-
Afer passing the tests that confrmed she was a viable
candidate, Dr. Tyler-Kabara implanted two quarter-inch
square electrode grids with 96 contact points in the areas
of Scheuermanns brain that control right arm and hand
movement. These contact points register signals from in-
dividual neurons and the signals are fed into a computer
algorithm to identify how the brain creates a movement
like raising an arm. The two grids were lef protruding
from Scheuermanns skull so they could be hooked up
to the computer. Within a week afer beginning training,
Scheuermann could manipulate the robot arm to reach
in and out, and move lef and right and up and down. In
less than three months, she could fex the wrist, move it
from side to side and rotate it. Scheuermann could also
use the hand to grip objects.
The robot arm used in this research was developed at
Johns Hopkins Universitys Applied Physics Lab through
a program called Revolutionizing Prostheses. This pro-
gram was launched in 2006 by the Defense Advanced
Research Projects Agency (DARPA) to encourage the de-
sign and development of prostheses to replace non-func-
tioning arms. At that time, the types of prosthetic devic-
es available for this use were far less advanced than the
prosthetics used to replace non-functioning legs.
The big question is when will this technology be avail-
able as a mainstream therapy? Dr. Tyler-Kabara said that
there are some hurdles that have to be overcome frst.
The device implanted in the brain has to be small enough
to be fully implanted instead of having cables sticking
out of the head. That obstacle is already being success-
fully addressed.
However, the bigger obstacle, according to Dr. Tyler-Ka-
bara, is convincing insurance companies and Medicare/
Medicaid that this is a viable therapy so that they will be
willing to pay for it. Researchers are already coming up
with new metrics to show how this thought-controlled
limb will improve the recipients quality of life and make
them a more productive member of society. With all of
this behind the scenes work, the thought-controlled robot
arm could be available in fve years.
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emember the movie, Cocoon? Characters
played by Don Ameche, Wilford Brimley, and
other Hollywood veterans act out the good, the
bad, and the ugly of their golden years in a Florida re-
tirement community. That is, until they discover alien
pods in a swimming pool. The pods expose the se-
niors to a life force that restores their health, youthful
energy, and gives them a new zest for life. At the Uni-
versity of Pitsburgh, there werent any extraterrestrial
pods, but there were aged mice with litle time lef to
complete their bucket list. In a research study, some
of these mice received renewed youth and vigor from
stem cell scientists. If the results can be extrapolated
to humans, we could live longer lives. Much longer.
It is widely accepted that stem cell function decreas-
es with aging, but what isnt known is if that break-
down is the cause of aging, or if it is a result of the
aging process. Mice genetically altered to age rapidly
were used in a study by University of Pitsburgh re-
searchers. These test subjects had a lifespan of about
21 days, much shorter than the two-year natural life
of a mouse.
Researchers injected some of the test subjects with
normal stem cells in the last week of their predicted
life expectancy. These mice lived about three times
longer than the untreated genetically altered mice, and
their health improved overall, notably in blood circu-
lation and muscle strength. Instead of an approximate
three week lifespan as seen in the ill-fated untreated
mice, the injected mice lived about 66 days. Univer-
sity of Pitsburgh researchers reported the fndings
of their 2012 study in Nature Communications, an
online journal publishing important advances in bio-
logical science research. These results establish that
adult stem/progenitor cell dysfunction contributes to
ageing [aging]-related degeneration and suggests a
therapeutic potential of post-natal stem cells to extend
health, their report stated.
The breakthroughs in stem cell and aging research
to date are remarkable and point to the astounding
potential to identify the root cause for cancer, Alz-
heimers, Parkinsons, diabetes, heart disease, and the
list goes on. Cracking the code to these diseases, and
other conditions, and disabilities will lead to medical
treatment and the highest of quests, cures that will ul-
timately impact the norms of human aging. If we ap-
ply these lab results to our human lifespan, living to
150 to 200 years old is inferred. But, dont stress that
your 401K wont last, or envision what youll look like
at 162-years-old just yet. The gap between the known
and unknown is huge. And ethical debates existing in
the chasm complicate progress.
And, of course, the age-old argument emerges from
this research that challenges most studies claiming
signifcant results using animal testing. Human beings
arent micewere built diferent. Thank goodness,
right? Also, mice used in the University of Pitsburgh
study were genetically engineered to age faster; this
concerns other researchers because the aging process
was altered compared to natural aging. Finally, while
the brief extension of life reported in the results is no-
table, some researchers question the overall all impact
on moving toward cure.
Its not going to be the fountain of youth, but its
teaching us a lot of biology that will help us con-
ceptualize how to stay healthy and functional, Dr.
Laura Niedernhofer, one of the studys authors said
in an interview with ABC News. The Buck Institute
for Research on Aging in California brought together
cuting edge researchers from all over the world at
the 2012 Buck Symposium on Stem Cell Research and
Aging. During the meeting, there was a strong un-
derlying sense that an unbiased synthesis of basic ag-
ing research and stem cell engineering will be the next
crucial milestone in the advancement toward efective
health-span extension, the Institute reported on their
website featuring symposium highlights.
Stem Cell Research and Aging
Potential to Extend Lifespan
Highlighted by Study
But, its a big IF.
by judy magness
he ultimate goal is a cure.
In its absence, astounding
treatment technology is now
Companies in the U.S. and abroad are
working on retinal implant devices to
aid patients with retinitis pigmentosa
(RP). A genetic, degenerative eye
disease, RP results in gradual vision
loss as photo receptor cellsrods and
cones located in the retina of the eye
progressively deteriorate. Advanced
cases culminate in blindness.
In February of this year, Second
Sight Medical Products, Inc. based in
Sylmar, California received approval
from the U.S. Food and Drug
Administration (FDA) for the Argus
II Retinal Prosthesis System. Afer
20 years in development, the Argus
II is the frst retinal implant to treat
advanced RP in adults.
The System has three parts: a small
electronic device implanted in and
around the eye, a tiny video camera
atached to a pair of glasses, and a
video processing unit that is worn
or carried by the patient, according
to an FDA overview report. When
the patient wears the glasses, images
captured by the camera are converted
to an electrical signal in the processing
unit and are delivered wirelessly to
the retina which the brain recognizes
as spots of light. The FDA reports that
patients involved in clinical studies
of the device were able to recognize
movements of objects and people;
distinguish large leters, words, or
sentences; and detect street curbs. The
Argus II, approved in Europe in 2011,
is billed as the frst bionic eye by
mainstream sources reporting on the
The Alpha IMS Implant, an artifcial
retina device invented by Retina
Implant AG based in Germany,
recently passed the second phase of
three-phase trial. Their technology
hinges on the fact that a large part of
a patients retina is still functioning
even though rodsthat distinguish
light, dark, shape and movement
and cones that respond to color, have
been destroyed by RP. The Alpha IMS
Implant, is a microchip placed behind
the retina that receives input normally
received by healthy photo receptors
and delivers it to the brain. Of the
nine patients observed in the study,
three patients were able to read leters
spontaneously. During observation in
and outside the laboratory patients
also reported the ability to recognize
faces, distinguish objects such as
telephones and read signs on doors,
states the company in a press release
announcing their latest milestone.
Retina Implant AG is moving
to successfully complete the fnal
mandatory phase of the Alpha IMS
Implant to secure a CE mark approval
in Europe. Later this year, Second
Sights Argus II is scheduled to be
available at eye clinics throughout
the United States, and the company
plans to add sites to make the new
treatment more accessible. Together
these companies and other dedicated
researchers bring the possibility of
sight, albeit limited, to 1 in 4,000
people in the U.S. and Europe afected
by RP who thought darkness was
their only option.
by judy magness
Deliver Treatment Breakthrough
for Inherited Eye Disease
Retinal Implants
by robert jordan
arning his
corporat e
bearing on
Wall Street in the
banking industry,
Joseph Rinaldi,
Senior Managing
Director and CIO
of Quantum Fi-
nancial Advisors,
prides himself
on being a mav-
erick among business executives,
advising countless CEOs, pension
& proft sharing plans, endowment/
non profts , FDIC/RTC and in the
1990s, even the President of Argenti-
nas fnance commitee at his Banco
Over the years, the former Wall
Street advisor said he has discov-
ered the sweet spot in investment
strategies, particularly in the areas
of portfolio and risk management,
institutional sales and trading, and
structured fnance. I had some ex-
perience on both the buy and sell
sides of banking, while ultimately
creating fnancial products for my
clients. Rinaldi said from his ofce
in Washington D.C.
In the early 1990s, Rinaldi played
a pivotal role during the bailout of
the savings and loan industry. We
felt with our diverse background
in managing risk, we (needed) to
help our nation through the thrif
bailout, the fnance guru insisted.
Working vigorously for The
R e s o l u - t i on
Former Wall Street Exec
Finds Sweet Spot in Market
Netting Lion Share of Investment Strategies
Trust Corporation (RTC/FDIC) as
one of three senior capital market
specialists, Rinaldi was responsible
for liquidating some of the indus-
trys weakest, ailing banks.
His advice is not only valued in
the U.S. In fact, afer forming Quan-
tum Financial Advisors back in
1996, this globe-trekking exec even
traveled to Argentina to advise and
assist former President Carlos Men-
em and his advisors with Argenti-
nas mortgage banking policies. We
were there to help President Menem
structure their mortgage industry,
Rinaldi explains in a modest tone.
Today, Rinaldis company is one of
the premier boutique fnancial frms
in the country. Afer working for
the RTC/FDIC, I formed the frm,
he says with a business-savvy de-
meanor. I felt it was time. Quan-
tum Financial Advisors provides in-
vestment strategies, asset allocation,
sector rotation, and utilizes portfolio
insurance to protect principal, al-
lowing it to grow and generate in-
Certainly, Rinaldi has seen his
share of economic meltdowns in
his time. Always in the trenches, he
continues to weather countless fscal
storms. The hardest thing is main-
taining good clients,
he said. High net
worth individu-
als, endowment
funds, non-prof-
its, retirement plans, small business-
es that are eager to build wealth for
the future, while maintaining full
discretion on managing their as-
sets. There is a pause in his tone.
Afer the Bernie Madof scandal,
things changed. But for us, it is very
important to give us the ability to
invest and trade (a clients) accounts
without approval for trades. That is
called Discretionary Trading, Ri-
naldi chuckles. That doesnt come
easy you have to earn that trust.
Acknowledging that the industry
is still sufering from increased reg-
ulation fueled by the ugly Madof
scandal, Rinaldi admits, Now peo-
ple will shy away from hedge funds,
because client money is co-mingled.
That is how Madof pooled client as-
sets and then stole client money. So,
yes, the industry is still sufering.
Rinaldi said that, being smaller,
Quantum Financial Advisors func-
tions much diferently than the
big boys J.P. Morgan Asset Man-
agement, Goldman Sachs Asset
Management, Merrill Lynch Asset
Management who are all heavily
dependent on larger sums of capital
investment. The diference between
us and them, he argues. And we
stand neck-and-neck with
them, he pauses again. In our frm
well represent a client with no regu-
latory minimum (we charge more for
smaller accounts) but with the big
boys you need twenty to twenty-fve
million before you can be represent-
ed by their frm.
But, over the years the fscal cli-
mate changed that paradigm. In fact,
Rinaldi said that the economic deba-
cle of 2008 caused major fallout for
many across the board. Many cli-
ents jumped ship. He said, Weve
enjoyed a couple of larger custom-
ers. They recognized and appreciat-
ed our unique value proposition,
he explains, And its been a great
marriage, because they understand
whats out there and they dont want
to go back. These are people who are
very astute in the investment world
and they understand what the com-
petition ofers.
One factor playing a big
role is panic in the
market, Ri-
naldi said.
Ther e
is fear because of the Internet bub-
ble and the real estate bubble in 08,
he added, So we keep our investors
fully aware of whats happening in
the market via emails through quar-
terly and inter-quarter broadcasts for
our clients. We also enjoy our annu-
al client reviews, performed during a
lunch or dinner meeting.
In 2012, Rinaldi was recognized as
one of Americas Top Financial Ad-
visors for 2012 by Conquest Press.
He and Quantum Financial have also
been featured in Reuters, The Wash-
ingtonian, The Wall Street Journal
and countless other publications, in-
cluding the Paris magazine, Gestion
de Fortune in December 2012.
As a scholar with a business suit,
Rinaldi teaches at the University of
Marylands Robert H. Smith School
of Business. He and his stu-
dents made the national news in 2011
when about 60 students from two
sections of his Futures, Options and
Derivatives course in answering Ri-
naldis challenge to reduce the feder-
al defcit produced a white paper,
even pitching it to political leaders
and pundits. Rinaldi proudly noted
at the time that . . . This paper is
detailed, plausible and signifcantly
represents the next generations idea
for reducing the defcit.
n 2013, mergers and
acquisitions are back
with a vengeance.
Not since the days of
dot com madness in
the late 1990s have
there been megadeals
in the ofng on the
scale of the proposed Heinz and Dell
buyouts. Mergers and acquisitions
(M&A) are suddenly so popular that
Reuters reports these transactions as
totaling $158.7 billion so far this
year which is already twice
last year's amount.
Of course, many people
want to get in when the action
is hot. Rick Gould, Managing
Partner of Stevens Gould Pin-
cus LLC, can't be numbered
among those just now
hopping on the band-
wagon. He started
his M&A consulting
frm in 2001, afer
20 years of running
his own accounting
practice. So what prompted
Gould to make the leap from
a behind-the-scenes accountant
to a player front and center on the
deal-making stage? It was sparked
by the need to do the deal and also
get credit for it. According to Gould,
I owned the accounting frm for 20
years, specializing in the PR and ad
agency industries. I was also geting
involved with mergers and acquisi-
tions as the CPA. That's when I decid-
ed afer 20 years I didn't want to own
an accounting frm any more. I want-
ed to be doing mergers and acqui-
sitions, and counseling senior level
executives C-Suite executives on
things like proftability and building
value in their frm. . . I found that as
the accountant I wasn't on the fring
line, I was behind the scenes, and I
wasn't geting much credit for deals
geting done. That was really the
turning point.
Armed with the money from a fve-
year buyout of his accounting frm,
Gould plunged into the business of
helping companies buy other compa-
nies and sell to larger frms. At the
same time, Gould was approached by
a senior person at the Parsons School
of Design to create a graduate course
on entrepreneurship, one of the few
in the U.S. at that time
This course, modeled on the case
study method perfected by Har-
vard Business School, dealt with is-
sues that cause businesses to implode
even at the height of their earning
power. It was a hit with the students
and Gould wound up teaching at Par-
sons for three and a half years while
he built his M&A frm.
In addition to teaching and build-
ing a consulting business, GouldPart-
ners LLC, Gould was also writing and
speaking at major conferences. Then a
light bulb went of and Gould decid-
ed that being involved in M&A deals
would be beter with a law degree.
He explained, I decided if I'm doing
M&A and I'm negotiating and I'm re-
viewing contracts and preparing term
sheets and doing these things you re-
ally have to be knowledgeable in, a
law degree would make me smarter
and grow my expertise. With no
intention of ever practicing law I got
my law degree nights, weekends,
summers in just over three years. It
was an amazing experience and well
worth the time, efort and cost.
Gould then became an active par-
ticipant in the Harvard Law School
Program on Negotiation (PON).
He takes courses, is an avid read-
er of the books, articles and news-
leter of the law school professors
and follows the programs and in-
terviews on the PON website reg-
ularly. The PON faculty includes
some of the most brilliant minds
in the world. I take full advan-
tage of it and hope the meth-
odology and approach helps
in my motivational you can
do it speeches at conferences
in the Public Relations
industry, Gould said.
His third book The
Ultimate PR Agency
Financial Management
Handbook just re-
leased in April further
solidifes his commit-
ment to creative service
frms increasing their
botom line and building val-
ue in their frm.
Counseling CEOs, motivational
speaking, writing books and arti-
cles and Harvard Law are all part of
Goulds strategic plan- not only to
beneft his consulting and M&A cli-
ents- but for himself.
by maria esposito
TO BUILD THE BOTTOM Line and Value to Your Firm
e can talk in sound bites and
efortlessly ratle of statistics,
but dont let his pater fool
you. At heart, William Davis, Jr.
Chief Executive Ofcer and Portfolio
Manager of Thompson Davis & Com-
pany is a hard-nosed pragmatist.
From the ofces of Thompson Da-
vis, an investment management com-
pany still boutique-sized enough to
be housed in a white-painted ante-
bellum mansion in Richmond, VA,
Davis recently shared his opinions,
ideas and some of his investment
What makes for a successful invest-
ment manager? Davis pointed out
that, for one thing, we trust our disci-
plined and focused investing process
enough to follow it ourselves. And
the way we like to look at that is,
theres nothing more motivating for
success than to have your own money
on the line, Davis emphasized.
To bolster his point, he cited statis-
tics about the methodology of some
mutual fund managers, According to
a Morningstar study, in over 51 per-
cent of all mutual funds, the portfolio
managers dont invest in the funds.
Those who do invest their own mon-
ey in the funds that they manage, out-
perform their peers.
Named a Five-Star Wealth Manager
Award Winner for the second year in
a row, Davis focuses on certain classes
of investment and on doing intensive
research for his clients, who are main-
ly high net worth individuals, endow-
ments and 401(k) plans. We dont do
commodities and things of that na-
ture esoteric things. Its strictly just
individual bonds and stocks where
we do the grunt work, the get-your-
hands-dirty kind of research work, to
really get to know those companies.
He narrows the focus even more by
honing in on growth companies in
the small to mid-cap space. Thats
our real value added, he said. To re-
inforce that value, Thompson Davis
strives to avoid the infuence of pop-
ular sentiment. From 1992 to 2012,
Davis said, Stocks, as represented
by the S&P 500 index, have returned,
on average, 7.8 percent a year. The av-
erage investor during that same time
has only had a 2.1 percent return. The
question is why?
Davis believes that sentiment is
what hinders investors. One of the
challenges is using a Warren Bufet
thing to buy when theres fear in the
streets and sell when theres eupho-
ria. Its very difcult to do thatWe
have to work to change that in some
To quash sentiment-based decisions
Davis uses stop-loss orders, in the
range of 8 to 10 percent for larger cap
stocks and as much as 15 percent for
smaller, more volatile stocks. Theres
nothing wrong with being wrong in
this businessbut staying wrong is
a choice, according to Davis. That
is one thing stop-loss orders can pre-
As for what types of stock hold
promise outside of the smaller growth
stocks he mostly follows, Davis be-
lieves that the dividend-payers, cur-
rently increasing in popularity, will
continue to be strong. Investors cau-
tiously returning to the market will
seek out dividend stocks rather than
speculative issues, he said.
When you look at the S&P 500 from
1926 to 2012, dividends made up over
42 percent of the return. And while
there have been some tax increases on
dividends, dividend returns are still
considerably more atractive to inves-
tors than Treasuries, he noted.
Davis helped found Thompson
Davis & Company eleven years ago,
afer the frm he worked for was swal-
lowed up by a larger company, which
in turn was itself acquired. At that
point, he noted, I got kind of tired of
being bought out, so I started my own
The key to the success of Thompson
Davis, he believes, has been sticking
with his fnancial strategy. A lot of
people talk about staying the course
in good times or bad and I think thats
really my greatest success. Its goten
me through some very difcult times
in the market. And its kept us out of
trouble a lot, too.
by peter hochstein
Keeping His Firm Rational and His Clients Successful
Davis Dictums
ow much does your accountant know about you
and your business and more importantly, did he
or she contribute signifcant value to your botom
line? Stone Carlies clients have no trouble answering that
question in two succinct words "absolutely yes."
This full service, St. Louis-based CPA and business con-
sulting frm aims to intimately understand each and every
client, and that client's mission as well. They go beyond
the numbers to help clients thrive in all their endeavors,
including investments.
We look for clients who value the guidance we provide
in terms of designing a disciplined approach to investing.
Our clients look for and receive a customized approach
which assesses the level of risk they are willing to accept.
Our methodology is designed to be completely transpar-
ent. Our clients always know what we do and why we
are doing it, senior member Richard Kraner explained.
Kraner, a six-time recipient of the Five-Star Wealth Man-
ager's Award from St. Louis Magazine also serves as
Director of Tax and Business Services.
Currently boasting a staf of almost 100 half of whom
are CPAs over the span of more than 60 years, Stone
Carlie has grown into one of the regions largest and most
experienced frms. Ranked 11th largest among approxi-
mately 2,000 accounting frms in the St. Louis area, the
company continues to grow, providing its steadfast and
prominent clientele with superior and professional tax,
By Diane E. Alter
An Accounting Firm You Can Count On
"Going Beyond the Numbers Of: 314-889-1100
Richard F. Kraner, JD, CPA, CFP, CIMA
fnancial, and business solu-
tions. Its staf is also stead-
fast, as Stone Carlie was a
fnalist in the 2012 Best
Places to Work in St. Louis
Recognizing the changing
needs and wants of clients,
Stone Carlie has successfully transitioned from a tradition-
al CPA frm into a full service fnancial services company
with an international reach. Industry focus areas include
real estate, healthcare, life science, emerging technologies,
as well as manufacturing and distribution. Stone Carlie also
includes individuals, businesses, non-profts, professional
athletes and professional services organizations among its
The benefts of having a business frmly anchored by a
well respected, successful CPA frm are boundless. At Stone
Carlie, they can provide balance for more than just ledger
ot that long
ago cell phone
bateries lasted
for three days, remote
controls had one pow-
er buton and nobody
took of their shoes in
the airport. And when
people saved for retirement, the
money saved was actually avail-
able when they were ready to stop
working. Since 2008, many people
ranging from working profession-
als, who lost the majority of what
they had already saved, to newly
graduated, under-employed college
students have had to completely
reconstruct their fnancial maps.
Michael Porrey is the owner of
MAP Wealth Managers LLC, a Chi-
cago-based fnancial frm. Porrey
began his career with a private Wall
Street frm before founding his own
independent fnancial business in
1998. Porreys focus is on pre-retire-
ment and retirement planning and
on coordinating fnancial planning
with tax planning for individuals
and small businesses. When asked
what people should be doing about
401ks, he said, Clients should be
saving at least 10% toward their
by leigh held
Traditional 401ks are not the only
type of plan. The sheer number of
products, from IRAs to Roth 401ks,
can even be overwhelming. Porrey
acknowledged the problem, of-
fered, saying The tax landscape is
constantly changing, and we can-
not predict where tax rates will be
at retirement. Therefore, it may be
advantageous to diversify within
diferent tax-treated vehicles. Roths
have tax advantages that traditional
plans do not.
Some who lost money have still
not returned to the stock market.
Speaking as a realist, Porrey ex-
plained, Over the last 15 years the
stock market has been a roller-coast-
er ride. Most clients are loss-averse
and do not realize their risk toler-
ance until it is too late. The sooner
risk tolerance can be fgured out and
viable methods for saving devised,
the beter for an individuals fnan-
cial future.
One easy way to take that frst step
toward saving is to speak to a fnan-
cial advisor or even a local banker.
Financial advisors are like coaches.
They are there to guide clients to-
ward achieving their goals. Porrey
Its very hard for people who are
in their mid-twenties to see them-
selves as clients. In that stage of
invincibility, saving for retirement
seems far-fetched. From experience,
Porrey knows this, saying, Even
newly graduated students are wait-
ing three to four jobs before starting
to contribute to a plan. They are los-
ing ten years.
There is no way to reverse the
clock, reclaiming our old cell phone
bateries and remotes, or feel a
deep-rooted sigh of relief in know-
ing retirement savings will defnite-
ly be there. However, there are still
options out there, like MAP Wealth
Managers, enabling educated deci-
sions. Live in the present, and think
for a brief moment about the inevi-
table fnancial future.

MAPPI NG a Financial Future
120 N. LaSalle St., Ste 1160
Chicago, IL 60602
www. mapweal t hmanagers. com
Securities ofered through LPL Finan-
cial. Member FINRA/SIPC. The opinions
voiced in this material are for general
information only and are not intended
to provide specifc advice or recommen-
dations for any individual.

These relationships need

to be based on trust. Its
a two-way street. It is
not only about what we
can do; it is about what
the client wants.
by diane alter
t the height of the 2008 Great Recession, scores of
investors lost faith in Wall Street and were com-
pletely turned of to thought of investing. The
rampant mistrust and complaints against big brokers led
many individuals to seek shelter under the umbrella of
smaller, unbiased frms.
An unbiased and holistic approach was the basis for
which Brown Harris Wealth Management was founded.
The frms mission was to become a premier and trust-
ed fnancial services frm that cultivates an environment
where the common goal is for clients well-being. Created
by Todd Brown and Gillete Harris, the frm has achieved
its aim. It has become the largest independent brokerage
frm in Culpeper, VA with some $250 million under man-
Using the most efective wealth management
tools available, Brown Harris guides clients in
the quest of achieving fnancial sustainability
and success. The frm enjoys a stellar reputa-
tion as a company that helps clients seriously save
money. Specializing in retirement planning, mutual
funds, annuities, tax free bonds and estates, the
frm takes a long term investment strategy. The
company is commited to educating clients about the di-
rection and returns of their fnances.
As English philosopher Roger Bacon put it: More peo-
ple should learn to tell their dollars where to go instead of
asking them where they went.
Taking a Personal and Holistic
Approach to Wealth Managment
311 S. East Street
Suite 100
Culpeper, VA 22701
phone: (540) 825-1588
be a dad today.
Take time to
Call 877-4DAD411 or visit
new study
conducted by
Barrons Mag-
azine shows the rich
are seriously selec-
tive when it comes
to wealth managers.
In 2012, a good year
for markets, nearly
45% of wealth investors fred an advi-
sor. A new trend emerging among the
afuent is not simply moving from
one frm to another, its diversifying
their business (money) among sever-
al frms.
Diversifcation is what Milwaukee
Private Wealth Management, Inc.
does best. This Mequon, Wisconsin
based frm, with roughly $100 million
under management, provides clients
with carefully customized balanced
portfolios. Using a mix of equity and
fxed income, holdings are tailored
and tweaked when market condi-
tions shif, to a clients risk tolerance
and goals. Founded in 2007 by Jefrey
Geygan, who enjoyed two success-
ful decades at two prominent Wall
Street brokerages, Milwaukee Private
The Velvet Rope Approach to Investing
by diane alter
A Personalized Plan For All Your Financial Needs
Wealth Management delivers person-
alized, integrated and objective fnan-
cial solutions for prosperous individ-
uals, multi-generational families and
Drawing clients to private wealth
management frms like Geygans is
high quality service, strong invest-
ment return and a fduciary mind-
set. Not burdened by robo-selling
and commission pressures found at
most big brokerage houses, wealth
management advisors are focused on
clients needs, their portfolios per-
formance, and keeping clients trust.
Clients interests are much beter
served in this kind of independent
environment, Geygan said. The re-
sult is a bespoke, long-term wealth
plan that molds a clients legacy and
helps it fourish.
Value oriented investing is at the
core of Milwaukee Private Wealth
Managements approach. Adhering
to the proverbial buy low, sell high
adage, the frm is always on the prowl
for atractively priced, fundamentally
sound opportunities that are cush-
ioned by a sufcient margin of safety.
Holding just 18-22 securities, the frm
is able to obtain in-depth, reliable re-
search information.
In the overwhelming, intimidat-
ing and scary world of investing, its
comforting to know that those you
have entrusted to watch your money
and your future know the price and
value of everything that maters to
you. Milwaukee Private Wealth Man-
agements investment knowledge re-
wards its clients with the best kind of
Comments and opinions expressed in this ma-
terial regarding individual securities and mar-
kets, are not recommendations or predictions,
and thus should not be acted upon.
1500 W. Market Street, Suite 250 Mequon, WI 53092
our business it's all about intelligence,
not about being book smart. It's about
your market experiences and intelli-
gence, and also who you know and
how you operate. But there's more
to that equation than simply knowing
your way around the market, Esposito
insists, adding, You have to do that
with integrity, dignity and hard work
to be successful.
Esposito Securities' core compe-
tency is in trading stocks global-
ly for big institutions, but the frm
also includes a private equity group
among the services it ofers. Portfo-
lio managers come to Esposito when
they want to sell specifc stocks, and
he helps them decide the best course
of action to make that transaction as
proftable as possible. Esposito's com-
pany is known as a luxury brand ca-
tering to those who are under-served
by bulge bracket frms the largest of
the multi-national investment banks
who don't provide this needed level of
service. According to Esposito, these
clients want beter service, and some
unique products and services we have
or ofer to build. One of those unique
services includes the proprietary al-
gorithms the company uses to execute
client transactions.
Another Esposito Securities ofer-
ing is far more intangible but even
more important and that is its em-
phasis on integrity. Instead of simply
complaining about how the Dodd-
Frank Wall Street Reform and Con-
sumer Protection Act has increased
the cost of doing business, Esposito is
realistic as to why this kind of legisla-
tion is needed at all, insisting, These
rules are always put in place to stop
the bad people, which we're not. So
we just abide by the rules. Esposito,
not oblivious to the increase in money
and time complying with Dodd-Frank
costs, also feels that it has slowed
down industry growth.
By keeping his fnger on the pulse
of the market, Esposito fnds out early
on about what will be in demand in
the future. One example is the grow-
ing trend for closed-end funds. He ex-
plains how, First Trust just bought a
billion dollar closed-end fund, so the
demand's there. Clients want a prod-
uct that's wrapped through a closed-
end fund and brokers enjoy selling
them to their clients, so there's def-
nitely a need there.
Together, all of these factors the
emphasis on custom service for cli-
ents, the need to run a business based
on integrity and a keenly intense
awareness of where the market is go-
ing enable him to manage Esposito
Securities from a position of strength.
It is a stance that makes Esposito a
n February 26th, J.P. Morgan
announced that it would cut
approximately 15,000 jobs
over the next two years from its mort-
gage unit a unit infated by 50,000
workers to process the overwhelm-
ing number of defaulted mortgages
and about 4,000 more from consumer
banking. This seems to be a far cry
from the bank's glory days, when it
was focusing more on hiring than on
Mark Esposito, now CEO of Es-
posito Securities LLC, is a product
of those glory days. At that time, the
newly minted University of Con-
necticut fnance major was ofered a
job at JP Morgan Chase in New York.
That job proved to be the beginning
of a 20-year career in the stock mar-
In bringing his own company into
existence, Esposito has faced his own
share of challenges, and still consid-
ers it very much a work in progress.
Summing it up this way, Esposito
notes, Human capital is always a
challenge and something we work on
every day geting the best people. In
by maria esposito
iddle market com-
panies ofen experi-
ence something akin
to the middle-child syndrome
they feel ignored. Financial
markets and the media are too
busy nurturing start-ups and
fawning over the more popu-
lar large cap companies to pay
them much atention. Not so at
Hunter Wise Financial Group.
To Hunter Wise, a middle mar-
ket frm is the golden child.
Our services are exclu-
sively designed for the of-
ten-overlooked middle market
companies, said Fred Jager,
president and CEO. There
is always a need for growth,
downsizing, or change and
he notes an example in a typ-
ical entrepreneurial company.
The business has grown to a
point where the entrepreneur
is no longer interested in or
capable of growing business, so they need another equity
partner, or to merge with another frm. Conversely, there
are companies looking to acquire these types of frms.
Jager started Hunter Wise Financial Group in 1999. To-
gether with Hunter Wise Securities, it is one of the largest
corporate fnance and M&A frms in the U.S., with 15 do-
mestic ofces, international ofces in London, Beiing and
a Brazilian ofce opening soon in Sao Paulo. We are ex-
panding business relationships with frms similar to ours
in most of the European countries and just beginning to
tip-toe beyond the Peoples Republic of China into other
parts of Asia, said Jager.
Hunter Wise specializes in two areas: raising equity
and debt for both publicly and privately held companies;
and assisting with mergers, acquisitions, divestitures, re-
fnancing, and taking public companies private or vice
versa. As the economic climate shifs, so do our products
and services, Jager said. Financing has been very dif-
cult, if not impossible, for companies to obtain over the
last few years. The majority of business for Hunter Wise
has been in corporate fnance, raising mezzanine capital
and equity for frms. Merger and acquisition services,
however, are on the upswing, with more growth oppor-
tunities available.
Currently on the minds of
many Hunter Wise clients are
the ramifcations of the new
2013 tax code and how it is like-
ly to afect them. This is true
primarily in states like New
York, New Jersey, Illinois and
California where taxes are already high. Many compa-
nies are considering relocating to areas of the midwest
where unemployment is low and ofen so are taxes. Jager
revealed that Hunter Wise itself is currently looking at
options to relocate its headquarters from California to a
more strategic location.
Representing publicly and privately held companies
throughout North America, Jager has become one of the
nations most successful leaders in middle market corpo-
rate fnance. Interestingly enough, he credits his previous
career with giving him a tremendous advantage. As a
U.S. intelligence ofcer serving in national and interna-
tional capacities, he was highly trained in investigative
research.The business of working for a buyer or seller, or
an enterprise looking to raise money is one that requires
the same kind of intelligence work that ofentimes goes
into government intelligence, Jager explained. Under-
standing people and circumstances, and having all your
facts correct, are very important elements in structuring
a business.
Some areas of the U.S. are
strugginling with budget cuts
and low tax receipts, while oth-
ers are doing fairly well.
by judy magness
ealth management not only helps
in saving for the present and the
future, it also helps to discover
whats really important to you. Actionable
strategies can then be customized to help
realize your goals and also protect wealth
that has already been accumulated. So it is
vitally important to choose a financial plan-
ner who not only understands the econo-
my, but one who also understands you.
Those who choose Henry & Hannay
Wealth Management LLC get exactly that
level of direction times two. Under the
guidance of Angella Henry and Rob Han-
nay, investment portfolios have been set up
for scores of individuals, each creating the
right balance of investments for income,
growth and capital appreciation. The Flem-
ington, NJ based wealth management firm
has earned a stellar reputation thanks to its
commitment to ethical behavior and high
professional standards. Its small size of-
fers big advantages, most notably being the
ability to offer superior, personalized ser-
We look at clients risk tolerance, pres-
ent situation and time horizon. We then
assemble a customized, diversified and re-
alistic portfolio based on a customers cir-
cumstances and situation. Every portfolio
is different. Henry and Hannay follow a
process recommended by the Certified Fi-
nancial Planner Board that covers not just
a thorough financial assessment but also
looks at risk management and estate plan-
Among the services being offered are in-
vestment management, financial planning,
and estate and tax planning. We are
pro-active and engage in robust com-
munication with our clients. Our
door is always open. That directness
lets clients know we are always available
and always watching their investments.
Life is unpredictable and sometimes
messy. We deal with things as they come
along. Thats comforting and invaluable
to our clients, the pair told The Suit.
Dealing with an ever-changing econom-
ic environment can certainly be vexing as
well as time-consuming. It is no easy task
constructing an investment portfolio that
provides the right mix of current income,
steady growth and long-term capital ap-
preciation. Henry and Hannay deal with
a falling dollar or weakness in the U.S.
market environment by spreading assets
among international companies, devel-
oping nations and the safe haven of in-
flation-hedged gold. All investments are
thoroughly researched and chosen with re-
alistic targets in mind, which are adhered
to carefully. We dont try to time the mar-
ket. We use an ease-in, average cost, struc-
tured strategy which benefits our clients
well. There are bound to be bumps in the
road, but they are hard to predict. We hold
clients hands through difficult markets.
Thats why now, more than ever, investors
are relying on the expertise and guidance
of professional investment advisors to de-
velop and implement strategic investment
portfolios that are conducive to their cur-
rent and long-term goals.
Its never too late to see the light and start
PLANNER TM. The core belief at Henry &
Hannay is to start planning now in order
to preserve and enhance wealth for retire-
ment and other needs.
by diane e. alter
Henry and Hannay
Wealth Management LLC
Thats where venture capitalists come
in, providing seed money and support
for the innovative entrepreneur in an
early growth stage. Cava Capital, the
Norwalk Connecticut frm was found-
ed in 2007 by Geof Schneider, who has
more than two decades of varied oper-
ational and leadership experience. This
hugely successfully frm is comprised of a select and ac-
complished team. With a satellite ofce in New York City,
Cava Capital has built a heck of a network over 20 years
that helps both fnancially and physically, providing in-
vesting prowess, execution and reputation.
All passionate and driven, the Cava crew is skilled, open,
honest and commited in seeing that all clients fourish.
The frms successful track record permits it to be highly
selective. From the hundreds of business plans Cava re-
ceives annually, only a carefully chosen few make the cut.
Initial investments for qualifed companies range between
$1 million to $5 million. We tend to focus on customers
that have demonstrated early traction and revenue. We
fnd opportunities that mesh with our business insight. We
vigilantly flter our options and lean towards investing in
seasoned entrepreneurs, Schneider explained.
The venture capital business is a clubby industry, ac-
cording to data collected from Thomson Reuters and the
National Venture Capital Association. Only the best sur-
vive and only so much money is available. But despite its
cliqueness, VC is very big business. During the frst quar-
ter of 2013, VC frms raised $4.1 billion from 35 funds. That
amount was a 22% increase from Q4 of 2012. But under-
scoring the competitive nature of the business, the number
of VC funds decreased 14%.
Before providing funding, Cava Capital always does its
due diligence. This is a process designed to get an in-depth
overview of a business. We look at the size of the compa-
ny, the value of the product or service, quality of the en-
trepreneurs, then business metrics, allure of the business
model and the size or competitiveness of the market,
Schneider said. Having a compelling story, a bold growth
strategy and exclusive features are not enough. Cost, us-
ability, manageability, fexibility, integration and market
leadership are all imperative. Indeed, of some 30,000 new
consumer products launched each year, 95% fail, research
from Harvard Business School shows.
Cavas current focus is on the revenue generating side of
the enterprise, not as much on the efciency side. Market-
ing and sales are areas that have long been ignored through
Beginnings are Most Important
by judy magness
Non comformist entrepreneurs are blessed with unique traits. They can take
an idea and convert that idea into a money making concept. But no mater how cre-
ative, enthusiastic and adventurous, most entrepreneurs need help building a busi-
ness around a brilliant idea, a blockbuster product or a priceless service. Motivation
is a start, but its money that propels inspiration into motion.
sofware and solutions, now they are very compelling as
these parts of the enterprise are being reengineered. Tech-
nologies that ft that profle include mobile marketing,
e-commerce, mobile payments, business-to-business so-
cial platforms, mobile content and mobile advertising.
In this always turned-on and tuned in world, taking
advantage of the implosion of new marketing outlets is
imperative. Cava channels into the explosive arena of mo-
bile, social and e-commerce communications to interact
with consumers. There are more ways to get the word
out and use data than ever before. We enhance revenue
via sales and marketing in a less intrusive, efective and
personalized way. We optimize and monetize what we
have without over saturating, Schneider added.
Unquestionably, the world has gone mobile. Five years
from now, the earths population will swell to 7.6 billion
people, according to the United Nations. Those individu-
als will be using some 10.3 billion Internet connected mo-
bile devices. In other words, there will more mobile devic-
es in the world than people, says networking behemoth
Cisco Systems, Inc. Mobile is defnitely where its at.
Just as important as providing funding options for start-
up entrepreneurs so they can grow a prosperous enter-
prise, Cava Capital adds value beyond capital. The frm
has an exceptional advisory association that assists in all
aspects of a start-ups development. These advisors are
also Cava fund investors, making them particularly moti-
vated to see clients succeed.
Schneider admits raising capital isnt easy, even as the
struggling U.S. economy shows signs of a signifcant and
sustainable recovery. But the Great Recession narrowed
the feld, creating a less crowed venture capital environ-
ment. Some of the greatest companies have been creating
in times of calamity. Smart money knows this. Moreover,
in this current zero-interest rate environment, investors
recognize they have to take some risks to make money,
Schneider explained.

These relationships need

to be based on trust. Its
a two-way street. It is
not only about what we
can do; it is about what
the client wants.
ith scores of investment managers focused on
today, tomorrow or next week, risk taking has
increased and the outcomes havent always
been prety. At Norwalk, CT based Scholtz & Co, the ap-
proach is sound, conservative investing. We are old fash-
ioned stock pickers. We pick individuals stocks; we dont
invest in mutual funds; we are selective and it has worked
very well for us, founder Peter Scholtz explained.
Following Columbia Business School, and stints at
Banker Trust and Smith Barney, Scholtz formed Scholtz &
Co in 1994. With some 30 years of professional investment
management experience under his belt, Scholtz made it
his aim to outperform the market. The frms focus is pro-
viding customized investment management to its mostly
high net-worth client base. Every portfolio is a balanced
and tailored blend of investments based on a clients cir-
cumstances and preference. Strategies include: All Cap,
Small Cap, Balanced and Income.
We are in direct contact with our customers all of the
time and we listen to their needs and concerns. As a fam-
ily owned frm, we know and care about our customers.
We quickly address and correct any issues that may arise.
Its our individual atention, top-notch customer service
and investment performance that have kept clients loyal,
Scholtz shared.
Through the investment process of quantitative analy-
sis, Scholtz & Co. has created a competitive edge by care-
fully sifing through the overwhelming deluge of data
that bombards us every second of every day, in order to
make savvy investment decisions. This has allowed the
frm to more than simply compete with larger fnancial
frms; it has permited Scholtz to outshine them. Navi-
gating markets over 20 years, in a less than subpar envi-
ronment, our performance is near the top when compared
to a list of our competitors, Scholtz said.
The ability to plan ahead, and the art of disciplined
investing, has been lost among eager investors. But tak-
ing time to understand the value of investing hasnt been
forgoten thanks to frms like Scholtz & Co. In a world
engulfed with an abundance of fnancial engineering and
complex transactions, the company has managed to pros-
per and do well by their clients by looking for good re-
turns through low-risk investing.
Vanilla Investing With Rich Returns
by diane alter
People of a certain age will remember old fashioned investing--when common sense
applied techniques resulted in successful results. Today, the fnancial services industry
thrives on a cache of new and complex products of uncertain value or returns. A casino
type mentality has taken over, fueled by the implosion of computerized trading and a
short-term focus. But decades of bull and bear markets show that conservative investing,
with a human touch, is both sensible and rewarding.
Customized Investment Management
Services the Old Fashioned Way
lthough stock market bench-
marks have recently hit mile-
stones on several occasions,
and investors are beginning to feel a
bit beter about investing, scores of
people today continue to face great
economic stress. The global econo-
my is still atempting to recover from
the fnancial meltdown of 2008, and
worldwide instability and fscal vol-
atility remain foremost on investors
Thus, engaging the services of an
experienced, reputable and trusted f-
nancial advisor has never been more
important. Its not just gyrating stock
markets and international instabili-
ty that has heightened the need for
professional investment advice; its
the growing need to plan for retire-
ment. Yet, according to a fresh
report from the Deloite
Center for Finan-
cial Services,
some 58%
of Americans have no retirement sav-
Blame the Great Depression which
lef scores of Americans with litle or
no savings, scared of from investing,
and dissatisfed with their fnancial
Pitsburgh, PA based Wealth Man-
agement Partners has built a suc-
cessful business around earning the
privilege to be your trusted advisor.
By optimizing investments and orga-
nizing personal fnancial planning, the
frm helps simplify clients fnancial
lives. Its approach is to reduce vola-
tility, not simply outperform the Stan-
dard & Poors 500 Index. We really
try to educate our clients about vola-
tility. If they want growth, they have to
expect some turbulence. If they want
safety, they will have to give-up some
upside. We focus on the best allocation
for each individual. Maintaining trust
and providing transparency is imper-
ative, WMP founder Michael Ward
Our mantra is clients frst, last
and always. My money is where my
mouth is. I dont have a crystal ball
and cant predict market movements
and the future. But at WMP we always
do whats best for our clients. The long
standing relationships we have with
clients speaks volumes. In our busi-
ness, retention is key, Ward added.
A wealth managers job goes way
beyond just picking stocks. They
help plan your fnancial life. Regular
reviews of portfolios, updating and
changing clients investment profles
based on current life situations, and
coordinating with clients atorneys
and accountants is also important.
Its not simply the rich that need or
employ a wealth manager. Those that
dont feel well see a doctor. Those with
ailing investments need to see a repu-
table wealth advisor.
Where Clients are First, Last and Always in the Forefront
Founder, Michael Ward
by diane alter
by peter hochstein
Theres a clich
that banks wont
lend you money un-
less you dont need
it. Litle wonder
then, that entrepre-
neurs in upstate and
western New York
have such a hard time geting startup
capital. The area is almost too needy.
This region has been clobbered
not only by the national economic
meltdown, but also by local business
disasters such as the bankruptcy of
Eastman Kodak. Even regional ven-
ture capital frms like the Trillium
Group have begun moving away
from capitalizing early stage busi-
nesses, because, according to Tril-
lium partner, Dennis M. DeLeo, It
was hard to make money in the early
stage space over the last decade.
But DeLeo also sees the potential
inherent in his region. Moreover,
that potential if developed can
help to restore economically trou-
bled neighborhoods. Starting with
his own hometown of Rochester, De-
Leo is seeking to tap into this local
potential, by taking the non-proft
route, puting together a non-proft
501(c)(3) organization.
He noticed previously that many
who invest in early stage funds did
so in part because they believed it
was the right thing for the commu-
nity and for its growth. His orga-
nization is looking for investors like
those to be contributors to the new
non-proft. Initially, the organization
called Venture Jobs Foundation is
focusing on Rochester, although in
time DeLeo hopes to expand its ac-
tivities to other upstate and western
New York cities, such as Syracuse
and Bufalo.
Venture Jobs Foundations aim is
to develop a stable and growing
base of capital in the area, by pro-
viding loans or equity, with the in-
terest and returned loan principal or
equity available for reinvestment. Its
looking at businesses ranging from
those providing basic neighborhood
services to high tech labs. Both,
said DeLeo, can generate jobs for
people who dont have highly ad-
vanced skills.
DeLeo explains, Lets say its a
medical device spinout from the
University of Rochester, which has a
very heavily research-based medical
center.If they are willing to bring
20 or 25 jobs to a targeted neighbor-
hood, that neighborhood is going to
need cofee, its going to need retail.
So we dont care whether the jobs
come directly from the business-
es we invest in which is fne or
whether the jobs will be catalyzed by
a high tech company.
DeLeo said that Venture Jobs ex-
pects to have no problem in fnding
candidates seeking investment cap-
ital. When people know you have
money to invest, they come to you
in numbers because it is so scarce in
upstate New York. Applicants are
subject to a due diligence process ex-
amining their fnancial responsibili-
ty. In addition, Venture Jobs consid-
ers carefully whether they have the
potential for jobs creation, because
thats our prime driver.
The foundation also mentors the
businesses in which it invests, ofer-
ing a tool kit of advice and informa-
tion tailored to help each business
grow more efciently and efectively.
It began operating in mid-year 2012
and is looking to develop a track re-
cord that can be cloned elsewhere.
There are a lot of other areas that
have very strong university connec-
tions, very good R&D and a horri-
ble lack of capital, DeLeo said. In
timewe expect to reach out and
discuss this with other communi-
Bringing Scarce Capital to
Upstate New Yorks Startups
Seeding New Businesses
100 Chestnut Street, Suite 1500
Rochester, New York 14604
Charles Eatons Tried and True 3-to-5 Rules
by peter hochstein
Fashioned in the Hot Forge of Finance
harles Eaton will tell you that, when he
founded Connecticut-based Eaton Part-
ners, LLC a company whose sole busi-
ness is placing signifcant assets with money
managers he had virtually no competition.
That was in 1983. But as he prospered, other
frms snifed around and smelled money, so af-
ter a while, he was competing with some very
formidable heavyweights.
Many of them are gone now, including Merrill
Lynch and Citibank, which have exited the busi-
ness sector he helped start. Likewise, Bear Stea-
rns and Lehman Brothers are out of business,
period. But Eaton Partners has remained, and
even though a few larger competitors are part
of major Wall Street frms, afer 31 years he can
safely claim it is the largest independent frm in
the feld.
What does Eaton do to fnd investment man-
agers who are likely to do right by his client
institutions, such as pension funds? His 3-to-
5 Rule actually a set of rules beginning with
those numbers are key, and are all devised for
the recent investment climate.
Eaton avoids lone wolf investment managers
and looks for management frms with 3- to-5 se-
nior people. It cant be a one-man shop because
something can happen to the key person, he
warned. He already had that experience once,
and once was enough.
Not only does he like to have those 3-to-5 key
people in place, but he likes to see them work-
ing together for 3-to-5 years, because thats
enough time to determine if they can get along
and know how to work together.
Moreover, the asset managers track records
need to be based on managing assets in excess
of a couple of hundred million dollars. I would
say 3-to-5 hundred million dollars would be ide-
al. Even though institutional investors usually
invest anywhere from $10, to $20, to $30 million
in any one frm because they dont want to
dwarf the assets other people have at that frm
the track record of what somebody can do with
minimal amounts of money is not indicative of
what they need to be able to do with several
hundred million dollars.
To protect his investors against the possibility
of geting scammed by the Bernie Madofs and
Allen Stanfords of this world, Eaton added an-
other 3-to-5 rule. Its nice if a money manage-
ment frm has 3-to-5 brand name investors that
have already put their money with them. That
doesnt necessarily protect you from the Bernie
Madofs because fraud isprety hard to detect.
But we use that as another credibility check. If
theyve already been hired by Harvard man-
agement or Yale, or some other institution, that
gives us more comfort.
For even greater comfort, Eaton says, We do
background investigations now that we nev-
er used to do. Eatons frm checks the money
managers law frm. Law frms help package
their products, their documents and their ofer-
ing materials. So veting by reputable lawyers
is another source of comfort, said Eaton. We
have begun to do background investigations
by hiring an investigative frm to do work on
the principals of prospective investment man-
agers. Eaton searches for managers ofering
transparency and liquidity, both of which are
increasingly being demanded by wary institu-
tional investors.
However, despite all the precautions, security
checks and 3-to-5 guidelines, investments still
can be bufeted by powerful forces. The indus-
trys got its cycles, like any other business, Ea-
ton said. And a lot of that is related to global
markets, global economies and of course, local
markets and local economies. While he cant
control those, Eaton notes in the last fve years,
we've survived and grown our business while a
lot of our competitors a LOT of our competi-
tors have gone out of the placement business.
ynch was raised on a catle
ranch in Oregon and due to
circumstances beyond his con-
trol, the business dissolved. Despite
this loss of his family business, Lynch
became an atorney, working as a lit-
igator for a number of years. Afer
over 20 years in the feld of law, he
combined his training with personal
experience to set up his own coach-
ing business, and found the key in-
gredient to his track record success,
which is most ofen found by mirror-
ing both the mindset and actions of
successful people.
One of the reason I do what I do, is
that we dont own it [the catle ranch]
anymore, for a variety of reasons. But
essentially what I learned over the
years is that you could be the best
dressed person in the world and the
CEO of your own frm still, at the
end of the day, that doesnt necessari-
ly mean you will have the capabilities
to continue to successfully operate a
family business, said Lynch. Suc-
cession is about success. And we want
to help people get across the bridge to
be successful in the next generation,
he emphasized. A lot of times, par-
ents arent very good in cuting loose.
So what we have developed as a pro-
gram that basically helps, is not so
law driven, as much as whos on frst,
whats on second and how were go-
ing to go forward to make this work
for the next generation.
Lynchs practical steps have taken a
path of their own, by playing to the
strengths and weaknesses of his own
experience. He established boundar-
ies, responsibilities and set defned
roles all things which determine
whether a family business will suc-
ceed or fail. The biggest thing I see
right now is change. Its happening so
quickly that most people cant wrap
their hands around it, he said re-
fecting on how the expanding global
market afects businesses in America
today. They cant grasp whats com-
ing at them. So in todays age, we
think that fnancial information and
understanding is what it costs for you
to do your business it is extremely
As an atorney and now a business
owner, the biggest learning
experience for Lynch has
been his own family. I
have been married for
33 years. Shes the love
of my life. My (three)
kids have had their
successes and failures,
but overall theyre
out there working
hard and trying to get
through what theyre
doing, he said. But on
the business side, we have
had the great opportunity to
work with some really cool
people, and help them transi-
tion their businesses to the next
generation. And its heartwarm-
ing to see people who have been
able to succeed.
For instance, I have a daughter
who graduated from The Julliard
School with a Masters in music. Shes
out there playing professional music
very competitive. And when you
walk in an audition, you have 30 sec-
onds to prove yourself. If not, youre
done, said Lynch. That is whats
happening in our business world. Its
counseling on both ends to be able
to give confdence so that [she] they
can believe in themselves to be able
to go the next level.

by mitch ligon
Succession is All About Success
Passing the Torch to the Next Generation
There are many family businesses operating in the United States and separating the din-
ing table from the boardroom table can be the recipe for a family feud combined with
business strife. Con Lynch, owner of The Family Business Coach is one who is capable of
easing the transition from one generation to the next for all parties involved.
anking just isnt what it used to be. There are fees for
withdrawing and depositing funds, fees for talking
to a teller and fees for every other kind of service
that can be conjured up, as banks atempt to nickel and
dime customers for absolutely every single feature they
ofer. And geting a loan or line of credit has become in-
creasingly difcult since the fnancial crisis of 2008. DFS
Worldwide LLC ofers alternatives and solutions to these
mounting concerns and impediments.
Based in Las Vegas, NV, with a European arm in Madrid,
the frm was founded in 2006 by Helmuth Castaeda, a
former mortgage banker. Castaeda saw a great need and
moved to fll it, helping businesses and individuals with
cash fow problems by providing practical solutions. We
specialize in assisting upstarts that have very litle liquid
cash and have been turned down by banks. Through dif-
ferent types of loan arrangements, depending upon how
much money a client is looking for, how much on hand
liquid cash the client company has spent on the company
project to date as well as what amount of on hand liquid
cash the company has to work through a funding need,
DFS helps where banks cant or wont. We have access
to a venture capital lender .. We can guide with private
placements, joint ventures, commercial lenders, introduce
company insiders who are interested in becoming a public
company with the right people and we can facilitate pri-
vate institutional grants, Castaeda explained.
In the secondary loan market, credit is not a key factor.
What is important in private lending is a viable execu-
tive summary and a working business strategy. Its a com-
petitive market for the borrower. We guide every client
in a professional, trustworthy and realistic way. We see
the economy picking up and moving forward. That will
beneft everybody, Castaeda detailed.
As trust in banks has dramatically declined, consumers
continue to look for reasonable and reliable alternatives.
This, too, benefts DFS Worldwide and its customers.
Alternatives to Nickeling and Diming
by diane altrer
randon Cupp is right where he wants to be pres-
ident and manager of fxed assets at RRC Wealth
Management in Salem, Virginia. Working as an in-
dependent Registered Investment Advisor (RIA), the only
selling I do is the marketing of our portfolios to potential
clients. Aferwards, trust builds and I never have to sell
again. I can focus solely on my personal passion of invest-
ing, he explains.
In 2007, Cupp began working at major fnancial service
companies, buying and selling stocks, bonds and mutu-
al funds on a commission basis. When he realized how
much he preferred working with a small group of fee-on-
ly clients, the need for independence emerged. Soon afer,
RRC Wealth Management was launched with Cupp at the
Citing consumer demand, Cupp predicts that tradition-
al commission brokers will soon be in the minority. Peo-
ple are starting to ask for fee-only advisors, he explains.
Most frms have already shifed from commission- to
fee-based with larger clients, but maintain a commission
model for small clients. He suggests that third party pro-
viders will become the norm, with frms like his ofering
niche-specifc expertise while outsourcing other services.
This shif in models also leads Cupp to another inter-
esting prediction. Exchange Traded
Funds (ETF) will soon overtake mu-
tual funds in popularity due to their
fee-only structure, low cost, ease of
diversifcation and ability to move
in and out without additional fees.
Mutual funds cant continue to sur-
vive without charging the fees theyre
charging, he said.
Part of RRC's diversifed portfolio
model calls for a percentage of alternative investing in
commodities, including gold, silver and natural gas. Cupp
also points to real estate as one of the most under-valued
asset classes. It took such a big hit in prior years, now
there are opportunities for return. Its not a fippers mar-
ket, but a rental market. A real estate investment trust may
be a very smart investment for some, Cupp predicted.
Moving Toward Fee-Based Financial Services
Banks Helping with Cash Flow Problems
By Judy Magness
by diane alter
four hour 2008 PBS
documentary titled
Unnatural Causes: Is
Inequality Making Us
Sick? concluded that
contrary to popular belief, your
health is more than simply the sum
of your genes, health habits and the
quality of your health insurance
plan. Wealth also maters and
it maters a lot. That belief wasnt
always the case. For years, Nobel
laureates, scientists and medical ex-
perts alike have touted that health
is wealth. To quote poet Ralph
Waldo Emerson, the frst wealth
is health. However, more recent-
ly, the mainstream mantra has
changed to wealth equals health,
and the 2008 fnancial meltdown
underscored that belief. As savings
were wiped out, houses and cars re-
possessed and future plans ruined,
a cry to return to fnancial well-be-
ing was heard loud and clear.
Recognizing the need and help-
ing to fll this void, Wealth Health
LLC was founded. According to
Vice President and Senior Wealth
Advisor James Di Gesu, its aim is to
guide people in building and main-
taining a healthy portfolio. Adeptly
meeting the growing and complex
challenges of managing personal f-
nances and investments, this Rose-
land, NJ-based frm provides afu-
ent individuals with a solution for
synchronizing personal fnancial
management among multiple advi-
sors by acting as fnancial planner,
accountant and investment advisor.
Among the services Wealth
Health provides are integrated
wealth planning and investment
management, comprehensive per-
sonal fnancial planning, which
includes cash-fow analysis, tax
planning and compliance , com-
pensation and beneft plan analysis,
retirement and fnancial indepen-
dence planning, college funding,
risk management, estate planning.
Wealth Health also ofers executive
counseling and educational semi-
nars to senior executives and small
business owners and their employ-
As a fee-only RIA (Registered In-
vestment Advisor) frm that doesnt
own or sell any investment prod-
ucts, Wealth Health is an indepen-
dent trusted advisor with the sole
objective to see that every client
receives the maximum beneft. Di
Gesu reiterates how thoroughly
each individuals situation is given
individual atention, as he states,
we are passionate about our work
and more importantly compassion-
ate about our clients and their fam-
The aim of the frms model is to
provide clients with security, peace-
of-mind and trust with a trusted
advisor relationship. As Di Gesu
explains, Wealth Health believes
clients should have the same level
of trust in a fnancial advisor that
they have in a trusted family doctor.
What maters more than the
amount of money available when
planning for a healthy fnancial fu-

We are passionate about

our work and more impo-
ratanlty compassionate
about our clients and their
ture is making sure funds are dis-
tributed in the best possible manner
and that money is not spent frivo-
lously? A cavalier atitude to money
can be disastrous. And just as regu-
lar physical check-ups are needed,
portfolios also need routine profes-
sional maintenance and tune-ups.
How is health like money? We
never have a true idea of its value
until we lose it. While we cannot
buy good health, we certainly can
buy good wealth management
and Wealth Health is a great exam-
Wealth Health
Personal Wealth Management
ccording to a survey by
online broker TradeKing,
investors see 2013 as the
year to take a bullish position on
the equities markets. When this
in-house email poll conducted
from January 30th to February 7th
asked the opinions of over 8,000
of the company's clients, it found
that 51 percent of respondents
predicted a "somewhat or signif-
cantly greater level in their U.S.
equities exposure. This kind of
exuberance about investing in the
stock market hasn't been around
since November 2007.
Enthusiasm aside, making mon-
ey from investments requires more
than just a willingness to charge
full steam ahead; there has to be
a solid strategy in place. Nobody
is more aware of this than Rocco
Santomenno, President and Chief
Portfolio Manager of Santomenno
& Company. Santomenno has been
carefully watching the ebb and
fow of both investor enthusiasm
and the markets since he became
a Registered Investment
Advisor in 1975. Facing
the challenges inherent in
being a young advisor of-
fering recommendations
to seasoned investors, in
recalling the obstacles of
those early years, San-
tomenno summed it up
this way. How do you
drum up business when
you just got out of school
and you're trying to
sell your services to an investor
who has spent his life accumulat-
ing wealth and he is reluctant to
turn over his portfolio to a rather
young individual with just a col-
lege education.
Obviously Santomenno dis-
covered the answer, because the
investment management frm he
founded then is stronger than ever
So how has Santomenno weath-
ered changing investor atitudes?
By ofering his client base of indi-
viduals and small pension groups,
a tried and true method for ap-
proaching the creation and man-
agement of their portfolios. As he
describes it, Basically a client tells
me what they want and in what
time frame, and I go about build-
ing a portfolio based on that time
frame, the expected rates of return
and the risk tolerance levels of the
client. He also builds client aware-
ness that wealth accumulation is a
long-term process. Santomenno
insists that his clients agree to stay
with him for at least seven years in
order to get the full efect of the
peak to trough to peak returns, so
the client will understand that he
should expect to double his mon-
ey within the 7th year from high to
low to highs again.
Santomenno's strategy is backed
up by a good dose of reality. But,
how can anyone be certain about
the safety of any investment, even
in a blue chip stock like GM or
GE? We have to understand that
these documents (SEC flings)
were confrmed, if you will, by an
accounting company, Santomen-
no admits. But, that didn't help
with WorldCom or Enron. We
have to understand that no mat-
ter how hard we try to deliver the
best product we can, there always
can be a ticking time bomb there.
Diversifcation is the only way to
survive in the event we hit a mine
His experience has taught him
another valuable lesson. That les-
son is about not being too greedy,
Trying to make more money than
you should in too short a period of
time. Santomenno explains, If it
looks too good to be true, it prob-
ably is.
His experience has
taught him another
valuable lesson. That
lesson is about not
being greedy.
by maria esposito
f Wendy Pend-
leton has any
regrets about
going into busi-
ness for herself, its
that she didnt do it
sooner. She owns a
franchised Express
Employment Pro-
fessionals ofce in
Tucson, Arizona
where her business of placing people
in local jobs permanent, temporary
and contract positions has grown
1,500% over the last three years. Yes,
shes talking about Tucson, which she
admits is one of the slowest recov-
ering areas in the country, a place
where people are still looking for any
work they can get.
But the job placement industry is
clearly growing, along with the jobs
that power it. Express Employments
parent company has 615 ofces that
grew 101% from 1998 to 2012, and she
explained, We expect to grow con-
siderably over the next few years as
What took Pendleton so long to get
into the business? I waited until my
son was grown. I needed the stabili-
ty of a steady job until he was out of
college. Then I started thinking about
owning my own business, she said.
Despite a background that included
25 years in sales, along with another
fve years doing stafng work for a
diferent company, Pendleton found
frsthand that starting a business
wasnt easy. As she recalls, The chal-
lenges of puting a business together
afer so many years of working for
others pushed me further than I had
been pushed before, adding, Its
been a real learning curve.
In Pendletons previous feld, she
had been a lone wolf. As an entre-
preneur, she now had to function as
team leader afer fnding the right
people to staf her own company.
Pendleton had to get tough, too, living
by the rule, Be slow to hire and quick
to fre.
Challenges presented by technology
and posed by the complex rules that
govern placing people in jobs have
been overcome by hiring a comput-
er-savvy staf. Pendleton also receives
support from the franchising compa-
ny for everything from payroll to le-
gal and HR issues.
What value does Pendleton add to
the placement services she ofers to
her clients? In todays workforce,
even contingent workers are being
pre-screened beter than ever, she
said. According to Pendleton, thats
important because, she notes, a huge
percentage of people lie on their re-
Pendleton explains, We do back-
ground checks and two reference
checks on everyone we consider for
employment. For her client compa-
nies, this frees up time tremendously,
knowing they can trust a service like
ours to provide them with really qual-
ifed people, complete with verifed
As time goes on, Pendleton be-
lieves there will be a growing need
for stafng services. While companies
have been relying on temporary staf-
ing because theyre not sure whats
around the economic corner, there
will an increasing challenge to fnd
full-time employees with just the right
qualifcations. Moreover, instead of
taking any job ofered, people are
going to get more specifc and theyre
probably going to be changing jobs.
Were looking forward to that.
by peter hochstein
by diane alter
or some four-
a n d - a - h a l f
years, the un-
employment rate
has hovered near
or above 8 percent.
According to the
latest data from
the Bureau of La-
bor Department,
there are 3.7 unem-
ployed job seekers for every available
job. Meanwhile, those who have jobs
are desperately trying to hold on to
them, ofen working harder with
fewer resources. Many companies
must also re-invent themselves in
order to weather the stormy econo-
my by embracing change rather than
running from it. Never has the need
for inspiring, action-oriented leader-
ship been more pronounced.
Christy Geiger, owner of Synergy
Strategies, has been coaching busi-
ness owners, CEOs, executive teams
and professionals across the board
in leadership and high-level achieve-
ment skills both nationally and
internationally for more than a de-
cade. Geiger is currently writing her
new book Leadership Inside Out,
Geiger explains how, Authenticity
on the inside afects how you lead
and today more than ever those need
to be congruent and consistent, em-
phasizing, If youre a fake leader
it erodes trust. If you are authentic,
people respect you.
Although people can be successful
without a business coach, both truly
driven leaders wanting to take suc-
cess to new levels, as well as those
who are in need of basic assistance
can beneft greatly from the insights,
advice, support and feedback that
comes from working with an expe-
rienced professional such as Gei-
ger. Coaching services with Synergy
Strategies are available in many for-
mats including one-on-one, group,
telephone sessions, seminars and
workshops all combining hands-on
information with the invaluable ben-
eft of having a neutral strategic part-
ner whose feedback and suggestions
are ultimately trustworthy.
Working with a coach such as Gei-
ger can provide insights into ones
own individual strengths and weak-
nesses as well as into parts of the
working methodology that could be
problematic. Any topic can be cov-
ered. Geiger helps her clients explore
themselves, discover their natural
styles, advance to the next level, stay
marketable, communicate clearly and
remain on the cuting edge in a fero-
ciously competitive marketplace. I
tell people to plug into their energy. I
help them fnd what works for them
and keeps them on the right track. Its
important to clean house. To get rid
of the cluter and purge the things
that are slowing them down, Geiger
At the core of Geigers approach
are clarity, focus and planning. Ben-
efts of this approach include clearer
vision, motivation, optimum energy
and speed, increased productivity,
results and success. As a skilled busi-
ness coach, Geigers trained ears, eyes
and intuition help individuals maxi-
mize their gifs and talents to reach
and exceed their goals and ambitions.
She encourages people to commit to
an action. The most difcult step may
be fnding a clear direction or formu-
lating a plan, however, the closer a
career aligns with a persons purpose
and goals, the happier and more sat-
isfed that person will be.
Geigers mantra is Make It Hap-
pen. Ofering some advice freely,
Geiger shared, Whatever you do
do something. Move quickly, move
swifly and embrace change.

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art of President
Obamas agen-
da is to bring
manufacturing right
back to the United
States and Rich Mer-
lo, CEO of JDM Steel
Service Inc, is work-
ing hard to do just that. His product is
carbon fat-rolled and hot-rolled steel,
an essential component in equipment,
such as farm machinery, railroad tank
cars, electrical enclosures and many
other components. With three plant
locations Chicago, Houston and
Mississippi Merlos clients are main-
ly domestic, stretching from Pennsyl-
vania to California. JDM Steel is well
positioned to guarantee reliable next
day delivery to 80% of U.S. manufac-
turers, making the leaner, just in time
(JIT) manufacturing processes possi-
ble for his clients.
Merlos company survived the re-
cession of 2008, although he is in a
sector that was hit extremely hard.
The average consumer buying a car,
for instance, never considers the
health of the U.S. steel market or
where the steel in that car was even
produced. Some may think steel is no
longer even made domestically.
Detailing precisely what happened
to steel production in the U.S., Merlo
explains, It was a phenomenon that
was almost impossible to get out of.
The price of steel rose from 25 cents a
pound to 50 cents a pound in a short
period of time higher levels than we
had seen in many many years. Unfor-
tunately, it also dropped back down
into the mid-twenties and in that time
all of our customers businesses just
stopped. So, we were doing half of
what we were doing before. We had
the phenomenon of the price drop-
ping in half and the business drop-
ping in half. So, if you carried the
three months of inventory, which is
typical, now you had six months
and you had to sell it at half of what
you bought it for.
This is the same story that put many
steel companies out of business.
During this time, JDM Steel contin-
ued to grow by roughly $20 million in
sales each year with 2012 sales of just
over $102 million. Merlo concentrat-
ed on combating sof demand with a
quality product steel that is fat and
clean and delivered reliably, just in
time. U.S. buyers still pay some of the
highest prices in the world for steel.
by leigh held
However, as Merlo explained, Sof
demand is relative. Demand is actu-
ally decent in this country when you
compare it to the rest of the world.
Merlo briefy mentioned Europe-
an markets as being sofer than U.S.
markets, especially citing Spains
20% unemployment rate. Speak-
ing about the situation right here at
home, he said, In the US, we still
have more capacity than demand.
Although prices seem high compared
to world numbers, they are still at a
level where many of the mills cannot
make money. To make hot rolled steel
for $600/ton, you are nearing a break-
even or losing position for these mills
based on the cost of raw materials
and scrap.
The cost of raw materials opened a
discussion of the commodities market
and then turned to mining where
mines are located, what is done with
the giant pile of dirt afer being ex-
tracted from the mine and where the
ore is traded. Merlo said, Countries
like India and China have a huge in-
fuence on scrap pricing. Scrap is a
component of steel typically made
from recycled parts such as vehicles
and other previously consumed and
recovered metal-based products.
As far as steel is concerned, the
newly proposed American Energy
& Infrastructure Jobs Act the larg-
est transportation reform bill since
the creation of the Interstate High-
way System in 1956 would have
an immensely positive efect on the
American steel industry. Merlo cred-
its JDMs success to his talented and
dedicated workforce as well as JDMs
13 year involvement in The North
American Steel Alliance, a coopera-
tive of independent steel distributors.
While that has yet to be made con-
crete, Merlo is dedicated to growing
his business through diversifcation
and value-added services, all deliv-
ered just in time and right here at

Sof demand is relative.

Demand is actually decent
in this country when you
compare it to the rest of
the world. - Rich Merlo
o mater how great the product, it usually takes
a top notch team of talent to get a new product
onto the shelf or to get a new idea rolling. Such
a team are brother and sister, Christine and Paul Harkin.
Many new businesses still in their infancy have difcul-
ty fnding their footing. Ofen the inventor is not business
savvy and if an inventor does have a wonderful business
sense, the sense of personal ease it takes to successfully
market a product may be lacking.
Christine Testani, runs the business end of the team,
which is based in Nassau County, New York. She is cur-
rently working hard to get this new American business
EZ Header USA of the ground.
EZ Header is a steel device for structural support that
adjusts to any size and can be bolted in place through pre-
drilled bolt holes. If a joist holding up a foor, for instance,
is damaged, instead of the traditional method of cuting
lumber to the exact size, then notching and ataching it
to make the damaged joist structurally stable, a steel EZ
Header can be positioned and bolted in place across the
joists, securing any damaged sections. It is a simple de-
vice that can literally hold up and support 6-7 defective
beams to support a 2nd foor of a house, level existing
foors or structurally secure and support unusually heavy
Testanis brother, Paul Harkin was the one who actually
invented EZ Header. With a broad background in carpen-
try, the inventor also is a current NYC building inspector
with extensive experience in detecting structural support
problems. Ofen, throughout his professional career he
came across structural defects in buildings repaired using
stopgap methods to prevent extensive demolition. Seeing
that need gave him the drive to envision the product and
by leigh held
A Simple, Steel Device as Structural Support
have been 23 sold thus far and testi-
monials are noted on their website.
Testani and her brother have already
invested $60,000 in their company
and although they have yet to see a
return, they know their market. They
also know they have a unique prod-
We look for anyone in the feld
of construction: builders, architects,
plumbers, air conditioning installers,
engineers, homeowners and building
managers, She continues This is an
easy method for repairing a structur-
ally damaged foor by re-support-
ing the parts adjacent to the damaged
area and removing the defective
section. EZ Header can be used in
situations where leaking water, or
termites, fre damage or even simple
age are causing structural problems.
It never rots or rusts because it is
made out of specially coated steel.
The EZ Header is ofered in Light,
Medium and Heavy duty and is
available in lengths ranging from
2-5.5 f. It is also available hinged
at both ends, which allows it to be
installed up to a 45 degree angle. A
Double Angled EZ Header is also
available and it is designed to carry
loads on opposite sides of the unit.
In addition, multiple brackets are
also available for atachment to any
given lumber dimensions and struc-
tural member.
This product will be the wave of
the future. No one ever believed ad-
justable and structural went hand in
hand. The possibilities are endless.
This product could even prove to be
a real boom for homeowners, espe-
cially those sufering massive water
damage from Hurricane Sandy. We
dont have a team yet; we are still get-
ting there, she said.
EZ Header experienced the most ba-
sic obstacle for a new invention. Their
main setback over a 3 year haul was
that Testani had to take over the main
operations of the business during a pe-
riod when her parents were ill in the
spring of 2010.
The last three years have been an
ongoing journey, Testani admits,
Geting the business of the ground
has been tough. The Testani family
were able to persevere, taking life and
business one step at a time even during
life changing events. We are fnally at
the point where the company is geting
of the ground, with a new name and
a new owner moving forward, She
EZ Header faced another challeng-
ing moment as a new invention its
patent was originally denied because
it was considered prior art, Testani
explained, We were denied because
it (the invention) was similar to some-
thing that would hold up a light fxture
and EZ Header is really something that
provides extra support under a foor of
a building. The Testani team did not
give up. Hiring a new atorney, they
went right back to the patent ofce and
With patent in hand, they were de-
termined to produce their product
right here in the U.S., a trend many
new companies and even some old
ones are starting to emulate. There

Geting the business

of the ground has been
-Christine Testani
(516) 739-0407
Dominic Stiller
NYS LIC Structural Engineer,
Safety Squad, Inc.
DSENY Building Services, Inc.
30-01 39th Avenue
Long Island City, NY 11101
(347) 730-6990 ph
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he U.S. is still
a volatile eco-
nomic climate, but
occasionally some
bright spots appear.
A recent report from
the Federal Reserve,
for instance, noted that the man-
ufacturing of business equipment
rose 2.5 percent in February, repre-
senting a 6.6 percent increase over
this time last year. A number of sec-
tors within the business equipment
manufacturing industry also
saw growth, including indus-
trial equipment, which rose
2.2 percent.
Such hopeful news is cer-
tainly a great motivator for
someone like John Nucato-
la, President of Advanced
Manufacturing Service, Inc.
(AMS). His company helps
original equipment manu-
facturers (OEMs) that fnd
it more cost efective or ef-
fcient to have components
or products made by AMS
rather than doing the actual
fabricating themselves. Nucatola's
customers prefer to outsource to a
local company like his, instead of
going overseas, too. Nucatola said,
What we're looking for are OEMs
that are local and want to produce
their products in the United States
somebody we can help out with the
manufacturing of their products.
Some examples of the help Nu-
catola's company provides sophis-
ticated electronic circuitry and me-
chanical assemblies, such as those
used in consumer electronics, video
surveillance and electronic medical
products. AMS provides each OEM
with fnished components, parts or
whole products that the OEM can
then add to the equipment it manu-
factures, which it in turn sells to its
own customers.
by maria esposito
Nucatola's business has been
experiencing its share of changes.
One of the most signifcant chang-
es is surface mount manufacturing.
This process for creating electron-
ic circuits by mounting compo-
nents directly onto the printed cir-
cuit boards rather than fting them
into holes in the boards has some
distinct advantages, We're seeing
more and more products being de-
signed in surface mount. Surface
mount has smaller types of compo-
nents. That allows the products to
be more complicated and it also al-
lows the products to be smaller than
in the past.
Outsourcing production to India,
China and Mexico is another trend
that is making less of an impact on
Nucatola's business these days. He
says there is some evidence that
more manufacturers seem to want
to keep the creation of their prod-
ucts in the U.S. That's why they're
using companies like mine to man-
ufacture their products in the Unit-
ed States to keep it local. You're
seeing more and more companies
try to do the manufacturing here
versus sending it overseas. Factors
like time delay in receiving com-
pleted products and communica-
tions issues that can slow the man-
ufacturing process down are great
incentives to keep manufacturing in
the US.
Globally, the atitude shif toward a
greener way of thinking about man-
ufacturing has also led to changes in
the way Nucatola does business. The
European Union's passage of the Di-
rective on the restriction of the use of
six hazardous substances in electrical
and electronic equipment (RoHS) has
added specifc compliance issues to
the fabrication of some of Nucatola's
customers' products. AMS has been
dealing with RoHS compliance for
the last six years and he says that
more companies are jumping on
the band wagon because end
users do want RoHS-compliant
So, when all is said and done,
how does Nucatola juggle all of
these changes -- including the
changing economy -- to keep his
clients coming back again and
again? The answer is simple:
he provides great customer ser-
vice. Whether it is giving clients
a quick status update on their
products or helping them with
design changes, Nucatola makes
himself available. This kind of per-
sonalized customer service is exactly
what helps AMS continue to thrive,
even during these tough times.
Advanced Manufacturing Service, Inc.
100 13th Avenue - Suite 2
Ronkonkoma, NY 11779
n the evening of September 10, 2001, Paula C. Be-
auregard was scheduled to arrive at the Marriot
World Trade Center in Manhatan for meetings
the next day with other managers at her sofware compa-
ny. But, at the last minute her trip was rescheduled to the
following week.
On the morning of September 11, the historic hotel
where Beauregard had planned to stay became an escape
route afer two planes struck the Twin Towers in the 9/11
terrorist atack. The Marriot Hotel at 3 World Trade
Center was nestled between the Twin Towers and served
as the mouth of a tunnel, a runway in and out of the burn-
ing towers for perhaps a thousand or more people, ac-
cording to the nonproft organization, Marriot WTC Sur-
vivors Group.
When the Twin Towers collapsed, the Marriot Hotel
was destroyed.
The realities of that infamous day lef Beauregard
stunned. She knew if it not for a last minute change of
plans, she would have been in the midst of uncertainty
and chaos. She also learned a colleagues son was on the
ill-fated Flight 93. And, like most Americans, she faced
the realization that they were vulnerable to devastating
terrorist atacks.
As days ensued afer 9/11 and more information
emerged, Beauregard found it disturbing that frst re-
sponders had a difcult time coordinating feld commu-
nications and obtaining information they desperately
needed. They didnt have advanced technology to efec-
tively support their missions. That was the beginning of
the turn of my career, Beauregard explained, I focused
on doing what I could to improve security in our country
and to improve communications, especially for our frst
With a versatile career in technology, Beauregard
co-founded Edge Velocity Corporation in 2004 and is the
frms CEO. Serving the commercial sector, homeland de-
fense, and the frst responder community, the company
designs, manufactures, and markets Mobile IP (Internet
Protocol) wireless mesh solutions. Wireless mesh net-
works are inherently fault tolerant, providing multiple,
redundant communications paths and the capability to
operate over large distances.. Dynamic packet routing
combined with the self-forming and self-healing of the
Technology Enhances Multiple Industry Standards
by judy magness
directly to the emergency medical
technicians while en route to the hos-
pitaland provides a simultaneous
link to the same system used by the
doctors at the hospital preparing to
receive incoming patients.
When Beauregard describes her
personal experience on 9/11, she
speaks with palpable compassion
for those who escaped, those who
helped, and those who lost their lives.
She describes the commitment of
Edge Velocity, a company that grew
from the ruins of 9/11, with the same
depth. Theres a quote by Muriel
Strode that resonates strongly with
me and the company, Beauregard
said. Do not follow where the path
may lead. Go instead where there is
no path and leave a trail. We decided
to push the boundaries and blaze a
new trail in the industry.
posts, centralized command, and oth-
er responding agencies, Beauregard
said. Edge Velocitys wireless mesh
solutions address all of these require-
ments and are not subject to band-
width degradation. Their commu-
nication solutions can be deployed
by non-technical personnel in min-
utes, and sustain communications
throughout any event.
We strive to conform to our cli-
ents environment, instead of ex-
pecting our client to conform to our
product, said Beauregard describ-
ing her companys position in the
industry. Most Edge Velocity clients
have specifc communication needs
typically not found in current of-the-
shelf technology. Beauregards team
digs deep to understand a clients
core mission and then goes to work
to customize and confgure sofware
that readily adapts to unique custom-
er environments. Their hardware de-
signs accommodate a gamut of public
cellular and private wired and wire-
less networks.
Communications within extreme
environments and situations drive
the companys technical creativity.
Edge Velocitys Edge Interlock
sofware and wireless networking
routers allow for users to quickly set
up agile, high-performance, depend-
able networks wherever needed for
rapid response situations and hostile
environmental conditions. We iden-
tifed signifcant technology gaps in
the industry, and took on the chal-
lenge, said Beauregard. Our sys-
tems interoperate with, and extend
the capabilities of, existing networks
and devices.
Headquartered in Salem, New
Hampshire, Edge Velocity has de-
ployed solutions in some of the na-
tions most demanding, security-driv-
en and challenging environments.
They assist frst responders, defense
contractors, transportation agencies
and other companies with connecting
in real world environments through
customized mesh networks. The
company recently partnered with
DRS Technologies to deliver an inte-
grated rugged mobile solution for the
Fire Department of New Yorks Elec-
tronic Patient Care Record Program.
The system delivers patient records
mesh network creates new data paths
as wireless nodes enter and leave the
network due to communication fail-
ure or roaming. With Edge Velocity
technology, the mesh is created auto-
matically and establishes communi-
cations dynamicallyanywhere and
everywhere. Any wireless mesh net-
working node entering or leaving the
scene automatically joins or leaves
the mesh with no impact to the rest of
the network, said Beauregard.
In responding to a terrorist atack,
natural disaster, or other large-scale
incident, federal agents, frefghters,
police and paramedics arrive at the
scene with mostly voice commu-
nications and limited inter-agency
communications. Wireless commu-
nication is obstructed by frequency
issues, particularly in urban and in-
dustrial centers, and by the inability
to reach and interconnect high angle,
subterranean, interior and exterior re-
sponders with their tactical command
68 Stiles Road, Suite G
Salem, NH 03079
Phone: 603-912-5618
uting a face on a companys brand and service is
vital to a frms success in the trade show business.
On the other hand, an industry convention lined
with rows and rows of displays can leave everyone look-
ing alike. But, of course, having a visual image that stands
out is important as well. But more importantly, so does
exhibiting to the specifcs of the seting and the particular
industry standards of the moment play a key role in mar-
keting a business.
We research the show, the location and learn about the
culture so we can approach convention goers in a specifc
way. Then we examine the trends in the industry, and af-
ter meeting with our client, we fgure out how a company
should be presented at a show, says Stephan Koos, CEO
and founder of Defned Exhibits.
But DE doesnt simply spec out a plan, mold the pieces
and let the client assemble the parts before walking away
on game day. Our project managing team initiates and
executes your project from start to fnish, says the com-
pany's website.
Thus their unique trade show marketing displays are
meant to engage and make full use of innovations such as
printing on fabric. With no limits on size, designers can
have their imagination run right of the page. "When you
pull it taut," he says, "it has a great look."
That said, staying on top of change in the feld for DE
is more than just a marketing pitch. "I pioneered some
of these items in our industry by using fabric," explains
As it turns out, it wouldnt be the frst time Koos forged
new ground and risked in the name of professional re-
ward. Not satisfed with his stake as an employee in his
father's display business and the limitations it seemed to
put on him, he opted for employment elsewhere.
Unfortunately, his high profle name in the feld lef com-
panies fearing that he would abruptly bolt for the security
his lineage ofered. Nobody would hire me so I said, 'for-
get all those guys, Im going to start my own business,'
he recalled.
He secured start up money rather quickly, but not enough
to lif him above beginning in a basement. I kept waking
up every morning and fghting, he says.
Soon enough, DE had a real address and began accumu-
lating employees. And as hes long lef the subterranean
behind, hes sees no reason to stop looking up - today or
into the future.
by rich monetti
Defned Exhibits Innovates to
Make Companies Stand Out at Trade Shows
staff writer
oug Oglesby, CEO of Technology
Deployment Company, has cut his
teeth working with top industry
leaders like IBM. He has fruitfully managed
a wide variety of complex, multi-million
dollar technology and connectivity rollout
projects for heavyweights, including Wal-
Mart, Kmart, Sears, Verizon, Beverly Enter-
prises, LaQuinta & Suites and Radio Shack.
Oglesby acknowledges that successful
technology deployment requires a team of
individuals who have carefully crafed lo-
gistical skills and geographical knowledge
to ensure the right programs are in the right
place at the time.
Thats where Technology Deployment
Company (TDC) has been excelling since
2009. Founded by Doug Oglesby, the Tulsa,
OK based company, Has steadily grown
thanks to our accomplished, loyal and ex-
perienced team. I simply hire people much
smarter than myself. Plus a superior service
is sec-
ond to none.
TDC will provide a company with solu-
tions for things like digital signage, in-store
results, music on hold messaging systems,
structured cabling systems, wireless net-
works, sound masking systems, back-
ground music systems, and equipment
staging, integration and consolidation.
Whether a rollout is local, regional or na-
tional, TDC assigns a team of experienced
technicians who are dedicated to the proj-
ect from start to fnish. This ensures consis-
tent quality, continuity and adherence to a
deployment schedule.
We provide the most value to clients
thanks to our rapid and reliable deploy-
ment techniques. Our clients are from all
over the United States and include regional
and national chain operators such as retail
clothing stores, fast food restaurants and
auto dealerships. We just completed the
deployment of mobile video surveillance
on school buses, Oglesby said.
New and cuting-edge services continue
to atract new customers, while also keep
existing customers. Services encompass
technology installation and upgrades,
hardware and sofware migration, moves,
add-ons and changes. TDC is adept at pre-
venting any unnecessary disruptions that
may hinder productivity. The company
fnds the best approach for deployment by
evaluating factors such as onsite versus re-
mote, or during workdays versus of hours
and weekends.
The company is of to a great start in
2013. Business began picking up in earnest
in mid-2012, and the trend has continued.
We have been experiencing a lot more
activity. As the economic recovery gained
steam, more and more companies have
been upgrading and installing new solu-
tions, Oglesby explained.
People are at the heart of every successful
business initiative. TDC has the right peo-
ple and the heart to get any job done.
esponding to the growing need for up-to-
date and top quality washroom products,
Newton Distributing Company, Inc. found
its niche. Run by Lance LaFave, an engineer
by trade who took over the business found-
ed by his wife Kathy, the company sells
a cache of restroom items that include hand dryers, lav-
atory faucets, automatic fush valves, baby changing sta-
tions, waterless urinals, washroom accessories and toilet
partitions. Newton also ofers the bathroom in a box, a
unique, complete restroom package that provides a one-
stop shopping experience.
The importance of a clean restroom in a business cannot
be overemphasized. Customers who visit a store, building
or business and encounter a dirty bathroom are always
turned-of. Clean washroom facilities are a refection of a
companys atention to customer satisfaction and safety. A
sullied bathroom can cause not just illness and injury, but
also loss of business and a soiled reputation.
While washrooms are not proft centers (few businesses
charge for their use), facilities are kept clean because smart
business owners recognize its the litle details that mat-
ter a lot--especially to women. According to the American
Restroom Association, women frequent a restroom twice
as ofen as men. Those with a baby frequent even more.
Fickle females are extremely sensitive when it comes to the
cleanliness and supplies they use in a restroom.
If a womens restroom is not up to her standards, its very
likely she will never again come back to that place of busi-
ness. Businesses need to keep women customers appeased.
A study from Time magazine reveals women control 85%
of discretionary dollars spent in the United States. Plus,
they ofen tag along while their signifcant other shops for
manly items. While men also like clean surroundings,
the alpha male syndrome ofen keeps them from respond-
ing to less than sanitary washroom conditions.
Indeed, a business wont end because of a dirty restroom,
but unclean facilities show people that an owner has a lack
of standards and atention to detail which refects poorly
on an owner and business.
We dont just sell bathroom items. We are problem solv-
ers and industry fxers, LaFave explained. If a custom-
er comes to us with concerns over rising equipment costs,
escalating paper prices, concerns over water consumption,
we fnd a workable and afordable solution. We also pro-
mote high performance green, products. Environmental-
ly friendly products make sense for everyone, he added:
In addition, we help customers indentify water and ener-
Cleaning-up in the
Washroom Industry
Why Clean Restrooms Are Important to Business
by diane alter
gy sources as close to a facility as possible. The company
also buys American made products whenever possible.
Among best sellers are Newtons cost efcient elec-
tric hand dryers. Fast Drying Hand Dryers represent a
90 percent cost savings compared to paper towels. They
eliminate associated labor costs that arise from ordering,
loading and reflling dispensers. Electric hand dryers also
prevent deforestation and use less energy when every-
thing is taken into account.
Just 10 to 15 seconds under Newtons XLERATOR is all
it takes to dry hands. The electric hand dryer movement,
once writen of as not viable because they took too long,
has paper heavyweights like Kimberly Clark and Georgia
Pacifc taking notice, LaFave noted.
Every year around fu season, the Centers for Disease
Control and Prevention (CDC) stresses the importance of
good hand hygiene. Its not only important to correctly
wash hands, its imperative to dry hand properly. Thats
because some bacteria linger on hands afer washing.
These bacteria are more easily spread via wet hands than
dry ones. Newtons quick drying hand dryers are the per-
fect solution.
A return of consumer confdence following the 2007-
2009 Great Recession has LaFave excited about the future.
We are fnding retailers more optimistic. They are willing
to spend on their interior as business trafc picks up. Our
phones are ringing more and customers who were reluc-
tant to invest in new products over the last few years are
coming back to us, Lafave said.
While LaFave admits discussions about bathroom re-
molding are not the most exciting, Newton tries to add
some sophistication and glitz to the otherwise non-so-
phisticated and monotonous feld. We get it; its not all
that exciting. But we talk about cost savings and design,
and what makes it a good place to visit. Those things are
As Newton moves forward, the aim is to not be known
as simply a supply provider that sells stuf. Newtons
mission is to be acknowledged as a solution provider that
deeply understands its products and ofers competitive
Exciting times lie ahead for Newton and the general
public. In the fall, Newton will debut a new, innovative
product that is currently in live testing at Macys NYC fag-
ship store. It is a pioneering hand washing station that
will take hand washing and drying to a whole new level,
LaFave said.
Construction Project Management is the articulate art of
orchestrating, coordinating, budgeting and controlling all
the needed forces for the profcient process and success-
ful completion of a building project. Starting with nothing
more than a vacant, raw piece of land, fnished projects
run the gamut from modest homes to towering skyscrap-
Anna Burns, a towering fgure in the feld of Construc-
tion Project Management, is the owner and founder of The
Brookwater Group, a Wisconsin based boutique frm cre-
ated in 2008. The company specializes in complete project
planning and execution. Adept at assembling a virtual
factory for any construction project, contending with a
plethora of local, state and federal regulations, and coordi-
nated skilled crafspeople, architects, engineers, planners
and consultants, Burns and her team control a project from
conception to completion, always adhering to clients re-
Daunting tasks include determining the best way to get
materials to a building site, the most cost efective plan
and a viable schedule for completing the project. Through
logical and well thought out steps that come only with ex-
tensive education and experience, Burns budgets all de-
tails required to meet established deadlines.
Timing is always crucial in this industry. When a project
is given the go-ahead, we ofen have to move quickly. Fi-
nancing has to be set up and interest rates for construction
fuctuate frequently. Since the fnancial crisis, fnancing
requirements have become very stringent. Capital is out
there, but it takes some creative networking. It kind of a
Shark Tank like process, Burns explained.
Seting Brookwater apart is the frms strict atention to ev-
ery detail and customer hand-holding. We help custom-
ers build the building that really work for their occupants
and that they love every day for the litle things, Burns
As the U.S. economy shows signs of life, economists say the
construction industry is gearing up for a renewed awaken-
ing, a trend that is destined to keep Brookwater busy in
the years ahead. According to the Wall Street Journal, non-
residential construction is particularly robust. March data
shows building permits up 7.5% from the prior month and
up 4% in the frst quarter over Q1 of 2012. But Burns was
happy to share that Brookwater endured the housing bust
unscathed. Were still here, she said.
Looking ahead, goals are to build the frms already im-
pressive network, become more inventive and create fresh
projects. Founded on the principles of trust, integrity and
respect, Brookwater continues to deliver the highest qual-
ity products and services from nails to bulldozers to beau-
tiful buildings.
Always Start With A Solid Foundation
Building a Name from the Bottom Up
by diane alter
n the latest of its reports on
American journalism released
in March of this year, the Pew
Research Center noted that local
digital advertising appears to be out
of the reach of the news industry. This
vital revenue stream grew 22 percent
in 2012, and according to the Pew
study, that money went to Google and
Facebook because they have been able
to appeal to local advertisers and coax
their advertising dollars away from
local media. The Pew Center went
on to predict that news organizations
will no longer be in a position to claim
their traditional share of this money.
Dont tell that to Zeke Solimeno,
President of DPS Inc., whose company
provides advertising solutions to the
newspaper industry. Where others
see the trees, Solimeno sees the forest.
As he describes it, his company leap
frogged into a position in which
they can ofer their customers online
advertising solutions all because
Solimeno had the vision to partner
with one of their customers with a
need for a digital advertising solution.
In fact, partnering with his
customer base to create solutions is a
hallmark of Solimenos business. He
sees it as integral to creating workable
solutions because who knows beter
than the customer. We stand out
from the rest, I think, because we
partner with our customer base.
We see it as free marketing from the
standpoint that who is in a beter
position to know whats required
than the customers in front of you,
he added, So, weve partnered
with most of our bigger customers
Using Technology to Create Opportunites
Rich Media Platform: Provides Rich Media Ads
by maria esposito
and produced solutions that have
worked for all of the customers in the
publishing industry.
Envisioning opportunities where
others see challenges is another
reason why Solimeno stands out
from his competitors. Using cloud
technology may present some
obstacles, but Solimeno believes that
the opportunities it opens up far out
way the challenges. The cloud lets
newspapers keep capital that they
would have traditionally spent. Its
allowed newspapers to step into
a zero capital expenditure option.
That option has not existed to date.
Normally they would purchase gear,
they would purchase hardware,
servers, and they would buy sofware
from vendors like ourselves, he
argues. In this model, there is no
capital expenditure because the
vendor, DPS in this case, is running
their systems out of a data center in
the cloud. In terms of savings for
Solimenos newspaper customers,
theres a signifcantly lower cost per
ad solution because resources are
shared by multiple newspapers. It
also gives very small newspapers
a chance to play with the big boys
because they no longer need the
funds to purchase any
hardware or sofware.
Solimenos vision
isnt limited to present
needs. Hes got his
fnger on the
pulse of the
that the
integration of
mobile, social
and local will
yield, We
have just
r e c e nt l y
f i ni s hed
a large
development project with one of
our larger customers for moving
from print to online. Obviously we
all know about the problems of the
newspaper industry and whats
happened with print advertising
and whats happening with online
revenue, he explains. Weve
moved into helping them from two
aspects. One, providing them with
a rich media platform for providing
rich media ads to distribute to these
tablet devices; but also in the area of
automation in the fulfllment area.
that means Solimenos customer will
be sending and tracking their ads
to Google and Yahoo quicker, more
reliably, and most importantly more
cost efectively than with the manual
fulfllment techniques of the past.
Solimeno knows that the technology
is the ticket, so hes keeping one eye
on the present and one on the future.
companys brand
strength is based on
much more than the
products it sells. According
to a recent poll conducted
by the PR frm APCO,
among approximately
10,000 consumers from
15 markets around the
world, 77% of those who
responded believe that
today, businesses have a
bigger impact on the lives
of individuals than they
did a decade ago. This also
means that corporations
are becoming increasingly
more accountable to
consumers for their
practices and policies at
least as evidenced by the
25% of those surveyed
who strongly
agreed with the
idea that it is
just as important
to know how
a company
operates as it is to
know what it sells.
The concept of branding
as being far more
encompassing than mere
product association is no
stranger to Jim Gregory,
founder of CoreBrand.
As brand strategists,
creating, enhancing and
puting brands to work
is CoreBrands business.
His Fortune 100 clients
are the benefciaries of
Gregorys own analysis
of what makes a brand
work. As he puts it, We
really created a business
that was focused on the
idea of understanding how
corporate brands work and
how do they create value
for the company. These
have been the guiding
principles of CoreBrand
since its inception forty
years ago.
Gregory also grew to
understand that branding
is an evolutionary
process. By researching
and measuring 1000
successfully branded
companies and using them
as models, Gregory soon
realized that, Brands arent
built by communication
alone. In fact, he found
that brand development
occurs by aligning your
brand strategy across three
tiers of business: (1) How
the business processes
are organized and run;
(2) How the culture is
developed and nurtured;
and (3) Internal and
external communication.
These three tiers are the
lenses through which a
company can be viewed,
but as Gregory notes,
the view isnt the same
for everyone, Every key
constituency whether
youre an employee,
whether youre a customer,
or whether youre an
investor will look at the
brand through those three
lenses, but they will look
at them only through their
own perspective. For
instance, customers will
look at product quality
and level of service, while
employees will be using
these lenses to judge if the
company values them and
can communicate that.
According to Gregory,
if a company uses the
three tiers correctly, it can
create familiarity and
favorability, for itself.
Building familiarity isnt
just about spreading
the name of a company,
but about making sure
audiences understand
the full breadth of what a
business ofers. Nurturing
favorability means
focusing on improving
perception and reputation.
When you grow familiarity
and favorability, you build
brand power by growing
the size and quality of your
brand. And CoreBrands
research proves that can
translate into a powerful
botom line.
by maria esposito
e became a business coach at a
time when the market was satu-
rated with business coaches. Since
then, many of those coaches have come
and gone. But Michael Caines, president
of Marieta Business Coach based in Mar-
ieta, GA is thriving and he is redefn-
ing the delivery model of the traditional
Prior to becoming a Certifed Business Coach, Caines
enjoyed a successful 30-year corporate career. As one well
established in process improvement and experienced in
mentoring junior staf, he knew he could utilize this ex-
tensive background, expertise and knowledge to give
small business owners access to the kind of business infor-
mation and training that is normally unavailable to them.
Caines started out as most coaches do by mentoring
CPAs, dentists, chiropractors and other professionals on
accountability, objectives and goal-seting. While he con-
tinues to serve these valued clients, he also introduced
business improvement models that neted a more eclec-
tic client base. I have small entrepreneurs, small munic-
ipal government units and mid-size companies doing up
to $100 million annually, Caines related.
Moving beyond the one-to-one conversations with
owners and managers about seting their own personal
goals, in one model, Caines leads them toward process
improvement to identify aspects of organizational im-
provement that mesh with and move these goals forward.
He explained, Its a move to a more holistic general busi-
ness improvement atmosphere in which we look at both
management and accountability, as well as business im-
provement for cost reduction and proftability.
Building customized teams through partnerships is
another model that Caines uses and it is one that is an
important part of the unique value Marieta Business
Coach can provide. I look for opportunities to partner
with outside consultants such as marketing professionals,
writers, tax specialists and others who have skills that I
dont have, he said. One of my partners recently found
a $120,000 tax credit for a client. When we started to look
at that, it was a big deal.
Those managers truly interested in making a diference
are the best candidates for Marieta Business Coach. They
have to commit to the process in addition to being open to
making changes in the way they do business and the way
they operate. They need to be people who are willing to
listen, said Caines, And sometimes hear that they are
not right all the time.
esponsible for a large portion
of todays economy, the plastics
industry has secured its place
as the third largest manufacturing
industry in the United States. Chances
are if you are using a product it
contains plastic.
Harnessing the power of this demand, Dr. David Raia,
Principal of Raia and Associates, ofers clients his superior
skills in the sector. We look at ourselves as a technical
resource for people and even products that
we dont sell, he said.
For Raia, entering the plastics industry
was a natural choice. Atop of 3 degrees in
plastics engineering, Raia also boasts years
of experience in research, product design,
sales, manufacturing, and chemistry.
Since the frms 1997 inception, Raia and
Associates has focused on proprietorship
and R&D.
But when the economy was gasping for air in 2010,
the companys sales plummeted. This required Raia to
brainstorm and implement afective change that would
allow his company and customers to keep afoat in the
markets dangerous waters. We wanted to be one of the
best technical plastics manufacturing sales representatives
in the North-East, Raia told The Suit. I took a very close
look as to what specifcally we were doing in terms of
marketing, sales, and our approach to customers and
(asking) was that model necessarily fting with what
we needed to do. The answer, Raia admits, was no and
change was in order. Subsequently, Raia and Associates
refocused the scope of their company to preforming sales
and providing more advanced sales services including
useful literature, beter internet-based tech support, and
other frst-class industry resources to the public.
With adaptation comes opportunity
and Raia and Associatess new image
is maneuvering them through todays
economic environment. Servicing the
Greater New England area and as far as
Idaho, Raia and his team are focused on
providing quality technical services to an
ever-growing demographic.

Promoting Excellence in the SPI:
By David Gordon
by maria esposito
The Joy of Having a Pet
magine converting a canvass baby
stroller into a dual-bird-stroller,
or transforming a nylon back-
pack into a doggy pack---or beter
yet, creating a parrot carry-on for
traveling on a long journey by plane.
Angie Yeung, President of Celltei,
had that vision in 2000 when she
formed The Design House for Pets. As
her vision grew so did her business.
And it went from simply contracting a
product to an overseas manufacturer
to a U.S. manufacturing company
in which everything from design to
production is done under one roof.
Having a pet certainly has a
number of benefts. In fact, Yeung
acknowledges that pets have a calming
infuence on pet owners. Clearly the
word is catching on. According to a
survey conducted by the American
Pet Products Association revealed
68 percent of all households in this
country had at least one pet in 2012.
Pet owners would spend over $55
billion in 2013, a four percent jump
over 2012.
However, this kind of success was
not without its challenges. Yeung was
probably her own biggest stumbling
block because her career background
was in the fnance industry. Before
starting Celltei, she was a Vice
President of a credit rating agency, a
far cry from the world of pets. She still
remembers how not having industry
knowledge caused her to make some
major rookie mistakes. Having that
kind of background did not help me
at all. I still remember at the beginning
wasting so much money, including
engaging a professional photographer
to just take one product snapshot,
Yeung said.
Being a manufacturer is another
area that comes with its own set
of obstacles, Making a product is
For a complete list of products, we
encourage readers to visit:
not like selling a service, Yeung
explained. It involves many aspects
from material quality, how its being
made, and the perceived balance of
aesthetics and functionality. Its a lot
of steps
Execution is another major factor in
the success of a design as Yeung was
quick to point out. In New York where
she is based, there are a host of creative
people, but yet very few products
actually go from the drawing board
to the retail shelf. Taking a product
from concept to the hands of the
consumer makes all the diference in
a companys sustainability.
Considering the high cost of
manufacturing in the US, it is
necessary to merge goals with the
realities of maintaining a business
that can continue to thrive. Yeung sees
it as a balancing act between being
a provider of custom pet products
and having certain stock products
for wholesalers that can purchase
in quantity for steady production
runs. This stability is very important
not only in providing the fnancial
backbone for the business but also for
building and maintaining a team of
skilled employees.
Celltei ofers the most number of
sizes and designs of pet travel carriers
in the market. Two of its designs were
granted U.S. patents and the company
has won numerous top design awards
in the pet and travel industry.
Toll free (US): 1-866-CELLTEI (235-5834)
128 Waterbury Street, Brooklyn, NY 11206, USA
Bird Backpack for two
heads with the law takes time and
energy, but gives litle back in the
way of proft, Wochok considers each
case more critically before deciding
what the frm can accept.
Obstacles to maintaining a suc-
cessful practice have also come from
within the law itself. Changes to
the Federal Rules of Civil Procedure
regarding the handling of electron-
ically stored data have made even
email and voice mail discoverable in
litigation. Wochok agrees with these
changes in principle, but draws the
line when electronic communications
are not relevant to the issue under
consideration. He asserts, What I
would like to see is I would like to
see some form of interim procedure
where there would be more control in
terms of what any litigant would be
allowed to seek in the form of discov-
ery, because there is a lot of money
and time wasted in that process over
materials that have zero relevance to
the proceedings.
Afer successfully coming through
these volatile changes together,
Wochok believes intensely in the
strength of his team to overcome. In
fact, he is so convinced of his teams
abilities, that he doesnt normally
outsource. On those rare occasions
when it becomes necessary, Wochok
only uses former employees or peo-
ple with whom he has been associ-
ated on other cases. In that way, he
maintains and assures the high quali-
ty of services that Taras M. Wochok &
Associates continues to provide.
n a recent article in the Wiscon-
sin Law Journal, Ed Poll, a law
frm management consultant,
commented that staying com-
petitive in 2013 and in the coming
years means adapting to change, also
noting how, geting the work, doing
the work with the help of technology
and geting paid for the work are a
law frms insurance of survival.
Taras Wochok name partner and
owner of Taras M. Wochok & Asso-
ciates, Ltd. has already learned
through experience how thriving in
this new turbulence means becom-
ing a lot more fexible on a number
of levels. Weve had ups and downs
in terms of the kinds of work weve
done. We were at our peak in the
late 80s, when we were doing a lot of
work in the real estate market.rep-
resenting a number of builders who
would build specialized homes. Then
unfortunately, when laws with regard
to real estate transactions changed in
the late 80s, they prety much killed
the small builder and lef us holding
the bag with probably a million dol-
lars in fees we were never able to col-
lect. That required cuting back, refo-
cusing and starting up again.
In determining what legal services
to continue ofering, Wochok learned
to let clients needs for certain legal
specialties be the driving force. That
meant initially practicing more crim-
inal, personal injury and some med-
ical malpractice law. Eventually, he
began representing a few high-pro-
fle individual clients like Chubby
Checker and John DuPont. The frm
continued evolving into areas like di-
vorce, custody and adoption, while
still maintaining a criminal practice.
Recently, estates and trust have been
added to Wochok & Associates roster
of services.
Choosing cases wisely has been an-
other signifcant factor in the frms
survival. We dont deny anyone an
opportunity to review their case.
We take a look at each case on an in-
dividual basis. I review every single
case that comes in. I look at whether
or not there is an actual case, num-
ber one. Number two, does it have a
beter than 50-50 chance of success?
This very practical assessment meth-
odology grew out of handling cases
where the underlying objective was
to change the law. Afer learning
through experience that buting
Meeting New Demands by Letting Go of the Old
by maria esposito
13 Paoli Court Paoli PA 19301-
1403 U.S.A. P: 610-296-9900
an a solo lawyer compete with
the big law frms? One Florida
lawyer has been doing it suc-
cessfully for nearly 40 years. I really
dont pay any atention to how big the
opposition is its the quality of work
that counts, says M. Ross Shulmister,
a Pompano Beach, Florida, atorney.
In the 90s I was with a political
group that jumped through all the
hoops to get our Citys mayor elect-
ed by the voters (it was an appoint-
ed position), but the City refused to
put the measure on the ballot. In the
three lawsuits and four appeals that
resulted, all alone I faced two major
law frms plus a local lawyer. It took
about ten years but our mayor is now
elected by the people. Big law frms
do not guarantee success. Good law-
yering does.
Shulmister has a bit unusual back-
ground, with an engineering and a
law degree, and he is a retired USAF
LtCol. In the Air Force he few sin-
gle-seat fghters, which required him
to single-handedly manage all the
systems of two diferent complex air-
planes. Its not an awful lot diferent
being a solo atorney, he said. If
you dont know an answer, you dont
ask someone else you investigate
and research and fnd out for your-
self. You alone are responsible for
achieving success, and you do what-
ever you have to do to win.
But in law there are no guarantees.
Early on he was a prosecutor, but
some 20 years ago he found himself
defending a young man on a 2nd de-
gree murder charge. Another youth
of Vietnamese descent was killed in
a fght with a group of not-too-sober
teens. The media circus surrounding
the murder trial resulted in the as-
sumed guilt of nine young men. It
was a travesty because the truly re-
sponsible perpetrators got of with
token sentences, while those who had
been in trouble with the law were
slammed, even though their involve-
ment was minimal. On my appeal,
one judge had a serious problem with
the jury instructions given by the tri-
al judge, but another appellate judge
was obviously disinterested. Do
you realize how many of these cases
we get? the judge asked. It was the
night that the lights went out in Geor-
gia I mean, Florida, Shulmister re-
marked sadly.
His legal experience is far more di-
verse than you can expect to fnd in a
big law frm atorney. Litigation has
taken him from his primary felds of
business, contract and construction
law into such areas as probate litiga-
tion, real estate litigation, condomini-
um law, appeals, and even election
fnance law.
He is also an arbitrator (for 30
years) with the American Arbitration
Assoc. Some business people fear
arbitration, because some arbitrators
dont follow the law, and its difcult
to challenge an arbitrators award.
But every atorney arbitrator Ive
ever met always follows the law, and
frankly every arbitrator should. The
few who dont are usually laymen.
Many atorneys market themselves
with social media and other online
strategies, but he built his practice
when Florida didnt allow atorneys
to advertise. So he prefers the old
fashioned methods, when Ones rep-
utation was based on word-of-mouth
and referrals from other atorneys
who respect your capabilities.
His advice to businessmen looking
for a lawyer? Big law frms have
big overhead, and lots of associates
(younger atorneys) who need to gen-
erate lots of billable hours. Unless
youre ready to spend big bucks, you
arent geting a top gun partner. But
it doesnt mater if youre looking for
a frm or for a solo fnd out the ator-
neys education, experience, and what
his peers think of him. You can get a
lot of that from Martindale-Hubbell
(, where atorneys
rate each other. If a lawyer has an av
rating, hes good. A bv is good for less
experienced atorneys, and even a cv
for new atorneys. And his rating?
Do you even have to ask?
Going it Alone
M. Ross Shulmister
590 SE 12 Street
Pompano Beach, FL 33060
(954) 785-9600
by maria esposito
South Florida
report coauthored by the
Center for the Study of
the Legal Profession at the
Georgetown University Law Center
and Thomson Reuters Peer Moni-
tor, revealed that law frm clients
have had it with the billable hour.
This hallmark of traditional legal
representation continues to anger
many clients. It makes dragging
out legal work atractive to ator-
neys and keeps the client guessing
as to what their fnal costs will be.
Even big law frms are starting to
acknowledge the inevitable march
toward charging fat fees.
Andrea Riccio, Managing Partner
of Canadian-based Kre8tive Law
Group, isnt surprised by the re-
ports fndings. Realizing the need
to restructure fees when he start-
ed his frm, Riccio said, I started
Kre8tive Law Group in July 1997,
basically because I was geting a
lot of pushback from clients about
hourly billing and the size of the
invoices they were geting. . . . I fg-
ured there was a beter model out
there, so I took a shot at it and Ive
been with it ever since.
Focusing on small- and medi-
um-size businesses, Riccio carved
out an important niche for his frm
by representing home builders and
land developers. His expertise with
in the real estate sector led to an-
other of the frms niche businesses
representing hospitality venues
like restaurants, pubs and smaller
hotels. Riccio doesnt feel the need
to confne Kre8tive Law to these
areas, explaining, Even though
we focus on those two sectors, we
generally accept most small- and
medium-size businesses. A lot of
Mom and Pop operations grow into
As a small law frm, Kre8tive Law
is not intimidated by Canadian le-
gal powerhouses like Norton Rose.
Riccio said, In reality, with technol-
ogy and the Internet, it is possible
for smaller businesses to operate
globally. Thats true of our clients
and thats also true of us. One of the
things we did in May 2012, was to
join three other frms two in Eu-
rope and one in South America to
form the GFLS Legal Alliance. And
we also have a business relationship
with a business consultancy in Sin-
gapore. That gives us some breadth
and opportunity to assist clients
who want to go global, especially
the small- and medium-size clients
who may not be able to aford a
Norton Rose.
Being ahead of the curve in terms
of ofering fxed fees is not the only
way that Riccio outpaced the com-
petition. His was one of the frst Ca-
nadian law frms to ofer a virtual
law ofce platform. However, legal
regulatory framework and ethical
issues raised by the provincial law
society made it difcult to operate
such a virtual law ofce. Another
obstacle encountered inadvertently
in creating a virtual frm was caused
by using an American company to
create the platform. Canadians were
reluctant to store their data on U.S.
servers because of possible reper-
cussions from the Patriot Act, which
expanded the Secretary of the Trea-
surys ability to regulate foreign f-
nancial transactions.
Riccio continues to push the enve-
lope, fnding new ways to make le-
gal services more user-friendly and
afordable. Kre8tive Law ofers sub-
scription packages in which clients
pay a monthly or yearly fee for a
customized set of services. The frm
tries to limit the number of clients
involved in litigation by making
sure businesses are set up properly
and proper legal documentation is
in place. In addition, Kre8tive Law
reduces costs by utilizing space ef-
fectively and by striving to become
Riccio believes that ofering quali-
ty service doesnt necessarily mean a
big price tag. His innovative ways of
giving clients the same quality rep-
resentation that the large frms ofer
is what have kept Kre8tive Laws
doors open when other frms have
closed theirs.
SMALL, But Making Great Changes
by maria esposito
Kre8tive Law Group
Attorney Advertisement
Elite N.Y. atorneys with over 40
years of combined experience!
P: (914) 686-1500 M: (914) 686-1504
Please visit us a:
The Law Office of
Civil | Commercial | Financial
Securities | Healthcare
140 Grand Street, White Plains,
New York 10601
Strength is nothing
without consistency.
At Northwestern Mutual, weve paid more
dividends than any company in the industry for
the past 14 years.
Put our strength to work for you. Contact us to learn how.
05-2931 2011 Northwestern Mutual is the marketing name for The Northwestern Mutual Life Insurance Company, Milwaukee, WI (NM) (life and disability insurance,
annuities) and its subsidiaries. Northwestern Mutual Investment Services, LLC (NMIS) (securities), a subsidiary of NM, broker-dealer, registered investment adviser,
and member of FINRA and SIPC. James John Bufalo, Alex Conti, Insurance Agent(s) of NM. Alex Conti, Registered Representative(s) of NMIS. James John Bufalo,
Registered Representative(s) and Investment Adviser Representative(s) of NMIS. The dividend scale and the underlying interest rates are reviewed annually and are
subject to change. Future dividends are not guaranteed.
Alex Conti
245 Park Ave 18 FL
New York, NY
(646) 366 - 6577
James Bufalo
Financial Advisor
(845) 562 - 4175
Strength is nothing
without consistency.
At Northwestern Mutual, weve paid more
dividends than any company in the industry for
the past 14 years.
Put our strength to work for you. Contact us to learn how.
05-2931 2011 Northwestern Mutual is the marketing name for The Northwestern Mutual Life Insurance Company, Milwaukee, WI (NM) (life and disability insurance,
annuities) and its subsidiaries. Northwestern Mutual Investment Services, LLC (NMIS) (securities), a subsidiary of NM, broker-dealer, registered investment adviser,
and member of FINRA and SIPC. James John Bufalo, Alex Conti, Insurance Agent(s) of NM. Alex Conti, Registered Representative(s) of NMIS. James John Bufalo,
Registered Representative(s) and Investment Adviser Representative(s) of NMIS. The dividend scale and the underlying interest rates are reviewed annually and are
subject to change. Future dividends are not guaranteed.
Alex Conti
245 Park Ave 18 FL
New York, NY
(646) 366 - 6577
James Bufalo
Financial Advisor
(845) 562 - 4175