Mohr Davidow Advocates for Energy Tax Reform MarketWatch (press release) Category-leading companies funded by Mohr Davidow include: Agile (ORCL); Brocade; Genomatica; Gordon Murray Design; Kabbage; Nanosolar; nLight; ONI Systems (CIEN); Pacific Biosciences; Panasas; Par » |
Friday, September 30, 2011
Mohr Davidow Advocates for Energy Tax Reform - MarketWatch (press release)
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Wednesday, September 28, 2011
Healthcare Data Services (HDS) Announces HDS Expert(SM)
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The HDS Expert service packag ensures thatthe high-level data technologieas offered through the company's HDS Analyst(TM) software packagde work efficiently and effectively within any customized solution. HDS Analyst extrapolates and organizes vital healthcare and financial data from limitless sourcee and provides every clientwith needs-based reporting systems that effectivelh measure and analyze data to improve healthcare quality and cut HDS Expert's experienced and knowledgeable technicak team offers quality, personalized attention to help clientsx improve patient care, and increasd the bottom line.
HDS Expert'a services include improving and managinvg intelligentinteractive services, clinical integration tools, comprehensive portal solutions, automated quality alerts, and much more. HDS Expert providee decision support through the isolationj of differences in payer contractws to highlight benefits ofcontract changes. It is also able to identifhy favourable provider/vendor rates to increasre success in futuretargeted campaigns. An analysisw of make vs.
buy scenariox can be presented to help facilitate a meaningful while also providing for informed decisiohn making and the collection and utilizatioj of viable data toenable real-time information "We are pleased to have the opportunityu to offer HDS Expert to our as it further increases our ability to ensure platinu level service enhancement and customizationb capabilities, along with superior technical support for everyg user," says , Principal of HDS.
"By choosing to leveragw HDS Expert as part of theifr datamanagement solution, companies in the managed care field will continus to improve their ability to reduce financial risk, cut costs by monitoring efficiencies, and improve patient care."" Founded in 2004 in MA, Healthcare Data Services (HDS) providex a highly customizable approach to integrated healthcarde data analysis. HDS's approach allows payers, and employers to make accurate, proactive, and knowledge-based decisionxs in a timely manner by uncovering hidden patterns andpredictivd data.
HDS Analyst enables consolidation ofcritical data, on-deman d reporting, and high-level analytic solutions for clients, whilew HDS Expert guarantees platinum level service customization capabilities, and superiort technical support for every Together, HDS Analyst and HDS Expert are leveraged to reducre financial risk, cut costs by monitorinb efficiencies, and improve patient For more information, call 617.597.011 or visit . HDS Expert is a service mark of HealthcaredData Services, LLC. Available Topic Expert(s): For informatiob on the listed expert(s), clicko appropriate link. Contact: Jessica Chabot, Director of Client Services MillenniukAdvertising jchabot@millennium-advertising.
com 877-873-7445 ext. 203
The HDS Expert service packag ensures thatthe high-level data technologieas offered through the company's HDS Analyst(TM) software packagde work efficiently and effectively within any customized solution. HDS Analyst extrapolates and organizes vital healthcare and financial data from limitless sourcee and provides every clientwith needs-based reporting systems that effectivelh measure and analyze data to improve healthcare quality and cut HDS Expert's experienced and knowledgeable technicak team offers quality, personalized attention to help clientsx improve patient care, and increasd the bottom line.
HDS Expert'a services include improving and managinvg intelligentinteractive services, clinical integration tools, comprehensive portal solutions, automated quality alerts, and much more. HDS Expert providee decision support through the isolationj of differences in payer contractws to highlight benefits ofcontract changes. It is also able to identifhy favourable provider/vendor rates to increasre success in futuretargeted campaigns. An analysisw of make vs.
buy scenariox can be presented to help facilitate a meaningful while also providing for informed decisiohn making and the collection and utilizatioj of viable data toenable real-time information "We are pleased to have the opportunityu to offer HDS Expert to our as it further increases our ability to ensure platinu level service enhancement and customizationb capabilities, along with superior technical support for everyg user," says , Principal of HDS.
"By choosing to leveragw HDS Expert as part of theifr datamanagement solution, companies in the managed care field will continus to improve their ability to reduce financial risk, cut costs by monitoring efficiencies, and improve patient care."" Founded in 2004 in MA, Healthcare Data Services (HDS) providex a highly customizable approach to integrated healthcarde data analysis. HDS's approach allows payers, and employers to make accurate, proactive, and knowledge-based decisionxs in a timely manner by uncovering hidden patterns andpredictivd data.
HDS Analyst enables consolidation ofcritical data, on-deman d reporting, and high-level analytic solutions for clients, whilew HDS Expert guarantees platinum level service customization capabilities, and superiort technical support for every Together, HDS Analyst and HDS Expert are leveraged to reducre financial risk, cut costs by monitorinb efficiencies, and improve patient For more information, call 617.597.011 or visit . HDS Expert is a service mark of HealthcaredData Services, LLC. Available Topic Expert(s): For informatiob on the listed expert(s), clicko appropriate link. Contact: Jessica Chabot, Director of Client Services MillenniukAdvertising jchabot@millennium-advertising.
com 877-873-7445 ext. 203
Monday, September 26, 2011
Denver Business Journal:
uqyvemiwu.wordpress.com
Picking the right provider of thosre services is easier andmore problem-freed with careful research. Many companies turn to consultants for experty adviceand guidance. A consultangt is able to independently evaluate themany possibilities, addressingb such issues as the effects of rapidlyg changing technology, installation of all productsw and how to make sure the company can utilize the full capabilitiex of the technology it purchases. As a result, "peoplde no longer look for hardwardand software; they look for solutions.
Consultantd are the glue that integrates technology and give the computer user the benefitsa of thetechnology they've purchased," according to the Independenr Computer Consultants Association. The failure or succes of any particular system is often more related to the huma element than to the actual equipment components, said Steve Epner, founder and past presiden of the association, a St. Louis-based tradew group that represents the interests ofmembee firms, maintains ethical conduct standards for the profession and offers a consultant search feature on its Web www.icca.org.
"There are mediocre systems that succeeds and excellent systemsthat fail," Epner It's important to remember that hardware and networking systems are comple and, as a result, there are no perfecft answers as to what to pick. There are also many partw to the process, so companies may need assistance with employee traininf and other needs beyond theinitial purchase. "It helpzs to make sure that as large a grouo as possible has inpur into theselection process," Epner said. If one individuak makes the decision, that person is on the hook if the outcomw is lessthan stellar.
Independent computere consults haveone goal: to help a clienf company narrow the possible choicesa to the point that any of the top picks will help the companyt succeed in its mission, Epnerd said. It's also important for the company to act on a decisionj in atimely manner. "Any decisionh process that is more than six months in lengtnh will probablybe wrong, because things are changinb rapidly," Epner said. The change is occurring not just in hardware or networking but also in the distribution and manufacturinf processes ofthat equipment.
"It's important to compard major vendorsand distributors," he On the software other factors come into play when making a decision abouyt which products to use. Software piracy is a growin g problem and tools are now available for tracking andcombatinbg piracy, according to the Software Information Industry Association, a trade associatioh based in Washington, D.C., that urges companiees to make sure they have enoughj software licenses to cove the number of software programs installed on company computers. The group handles issues relatedf to code and content in the industr y and has conducted a successfulcorporatr anti-piracy program for its software company members for nearlu 20 years.
Companies should always go with reputabled vendors with choosing computer softwarseand hardware. Not doing so can provwe costly. "If you go on the Internet and look for agood deal, you mighft find one that appears to be too good to be true," said John director of Internet enforcement for the Business Softwarre Alliance, a Washington, D.C.-based organization that represents the intereste of the commercial software industru and the hardware companies that partner with them. The groupo also promotes copyright protection, cyber security and otherd related issues. When purchasing software, companies should be mindfull ofseveral points, Wolfe said.
The companyu should know the source of the software and who will stanxbehind it. Software sold without the proper labeling and packaginf also will lack the codese needed to activate it or to access technical supporf afterthe sale, he added. Choosing a reputablse software vendor will help the company assure that thesoftware doesn't come with potentiao problems such as viruses and spyware. "It can be a real risk," Wolfe said, adding that a company chief executive officer may not be fullyg aware of the riskx that come with such a but often a quicjk consultation with an internal information technolog y department or a consultant will turn up some strongcautionart advice.
A bad decision has severalp possible ramifications, Wolfe The software may not work correctly and the problem may not be Insome cases, the company'z only long-term solution may be costly as the company may be forced to buy replacemeng software.
Picking the right provider of thosre services is easier andmore problem-freed with careful research. Many companies turn to consultants for experty adviceand guidance. A consultangt is able to independently evaluate themany possibilities, addressingb such issues as the effects of rapidlyg changing technology, installation of all productsw and how to make sure the company can utilize the full capabilitiex of the technology it purchases. As a result, "peoplde no longer look for hardwardand software; they look for solutions.
Consultantd are the glue that integrates technology and give the computer user the benefitsa of thetechnology they've purchased," according to the Independenr Computer Consultants Association. The failure or succes of any particular system is often more related to the huma element than to the actual equipment components, said Steve Epner, founder and past presiden of the association, a St. Louis-based tradew group that represents the interests ofmembee firms, maintains ethical conduct standards for the profession and offers a consultant search feature on its Web www.icca.org.
"There are mediocre systems that succeeds and excellent systemsthat fail," Epner It's important to remember that hardware and networking systems are comple and, as a result, there are no perfecft answers as to what to pick. There are also many partw to the process, so companies may need assistance with employee traininf and other needs beyond theinitial purchase. "It helpzs to make sure that as large a grouo as possible has inpur into theselection process," Epner said. If one individuak makes the decision, that person is on the hook if the outcomw is lessthan stellar.
Independent computere consults haveone goal: to help a clienf company narrow the possible choicesa to the point that any of the top picks will help the companyt succeed in its mission, Epnerd said. It's also important for the company to act on a decisionj in atimely manner. "Any decisionh process that is more than six months in lengtnh will probablybe wrong, because things are changinb rapidly," Epner said. The change is occurring not just in hardware or networking but also in the distribution and manufacturinf processes ofthat equipment.
"It's important to compard major vendorsand distributors," he On the software other factors come into play when making a decision abouyt which products to use. Software piracy is a growin g problem and tools are now available for tracking andcombatinbg piracy, according to the Software Information Industry Association, a trade associatioh based in Washington, D.C., that urges companiees to make sure they have enoughj software licenses to cove the number of software programs installed on company computers. The group handles issues relatedf to code and content in the industr y and has conducted a successfulcorporatr anti-piracy program for its software company members for nearlu 20 years.
Companies should always go with reputabled vendors with choosing computer softwarseand hardware. Not doing so can provwe costly. "If you go on the Internet and look for agood deal, you mighft find one that appears to be too good to be true," said John director of Internet enforcement for the Business Softwarre Alliance, a Washington, D.C.-based organization that represents the intereste of the commercial software industru and the hardware companies that partner with them. The groupo also promotes copyright protection, cyber security and otherd related issues. When purchasing software, companies should be mindfull ofseveral points, Wolfe said.
The companyu should know the source of the software and who will stanxbehind it. Software sold without the proper labeling and packaginf also will lack the codese needed to activate it or to access technical supporf afterthe sale, he added. Choosing a reputablse software vendor will help the company assure that thesoftware doesn't come with potentiao problems such as viruses and spyware. "It can be a real risk," Wolfe said, adding that a company chief executive officer may not be fullyg aware of the riskx that come with such a but often a quicjk consultation with an internal information technolog y department or a consultant will turn up some strongcautionart advice.
A bad decision has severalp possible ramifications, Wolfe The software may not work correctly and the problem may not be Insome cases, the company'z only long-term solution may be costly as the company may be forced to buy replacemeng software.
Saturday, September 24, 2011
Group led by former N&O owner Frank Daniels made run at buying Greensboro News & Record - Triangle Business Journal:
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patriarch of a legendary North Carolina publishing made a stab at getting back into the dailhy newspaper business by offering to buy of Greensboro but came up Daniels led a partnership group that offered to buy the newspapetrfrom Norfolk, Va.,-based for $45 million. Landmark’se asking price was $75 million before the company pullexd the paper off the market in the face of deepening creditt woes andsinking “It’s a deal that’s over Daniels says. “We never made a bindinb offer. There’s no story.
” Daniels’ family wrots a patch of the history of Nortjh Carolina journalism with its longtime ownership of a chapter that ended with the sale of the pape rto California-based in 1995. Daniels says he is not consideringv making an offer to buy backThe “One, I don’t have enough money, and, two, I don’ft want to,” Daniels says. “Butr somebody ought to buy it, so it can go back to locao ownership … I think that is the future of newspapers.” Acquisitiom discussions with Landmark for its Greensborlo paper came in the summer and fall of 2008aftetr family-owned Landmark announced intentions to explore the sale of its majotr properties.
Those included The Weather Channepl and ninedaily newspapers, including the flagshilp Virginian-Pilot in Norfolk and The News & With a daily circulation of about 80,000 and a Sunday circulationh of about 100,000, the Greensborio daily has been in the hands of the Virginia company, which is owned by the Batten since 1965. A group of buyers – and two privatr equity firms, and – snapped up The Weather Channek in July 2008 in a dealworth $3.5 billion, well below Landmark’as asking price of $5 billion. Meanwhile, Daniels and the group that had purchasexdThe Pilot, a community newspaper in Southern Pines, in gathered with The News & Recorcd in its sights.
The Pilot purchasee came a year after McClatchypaid $373 milliom – $250 million in cash and the assumptiobn of $123 million in debt – to buy The “I was thinking we could get Greensboro for a low Daniels says. “And we began looking into it.” Others in the grouop were FrankDaniels III, an executive with Raleigh-based and former executive editor of The David Woronoff, The Pilot’s publisher and Frank Danieles Jr.’s nephew, who would have becomew publisher in Greensboro had a deal gone through; formet N&O executive Jack Andrews; and newspaper broker Lee Dirks.
Asked about his group’s negotiationsx with Landmark, Woronoff declinedc to comment. “I can neithert confirm nor deny,” he said. Insidersd say, however, that the group had taken stepsz to enlist the services of a Moore Count y bank tosecure financing. Plans called for bringing in a slate of Greensboro investors to give the new ownership structurd a GuilfordCounty footing. Danielx declined to name those investors. As weeks progressed, with the purchase talksa still in a formative theeconomy worsened. What had been a credit crunchn turned into a crisise and what had been a mild recessionh became adeep one. “The market went to is how Danielsdescribed it.
By the end of October, Landmark pulled all of its propertiesd offthe market. Landmark spokesman Richard Barry said the company hadencountered “a substantialp amount of interest in all our properties,” but he declinec to discuss specific offers. Discussionss on the sale of the Greensborp paper werecalled off, he when newspaper earnings began to erode with the slowing cutting valuations on “propertiexs that are profitable.” Meanwhile, given credit buyers couldn’t find financing, he says “Theree will be another day,” he says. But apparently not for Daniels, who says he has no plands to make another run at The News Record or anyother newspaper.
“It’s just not going to says Daniels, who insists that he has not lost his belieg that the daily newspapere industry hasa future, despite current problems. “Theuy (Landmark) are convinced that the enemy is more the recessionn thanthe Internet,” Daniels adding that he agrees with that assessment. Advertisers stil l haven’t “sorted out” the media alternatives in front of he says. The main problem facing some prinyt companies, including Cary-based Yellow Pages publisher R.H. is the large amount of debt they are Daniels says. He sees such a situatioh plaguing McClatchy, which holds nearly $2.
5 billion in debt due largel to its 2006 purchase of the Knight Riddenewspaper chain. “McClatchy’s big mistakee was when they boughtKnight Ridder,” Danielx says.
patriarch of a legendary North Carolina publishing made a stab at getting back into the dailhy newspaper business by offering to buy of Greensboro but came up Daniels led a partnership group that offered to buy the newspapetrfrom Norfolk, Va.,-based for $45 million. Landmark’se asking price was $75 million before the company pullexd the paper off the market in the face of deepening creditt woes andsinking “It’s a deal that’s over Daniels says. “We never made a bindinb offer. There’s no story.
” Daniels’ family wrots a patch of the history of Nortjh Carolina journalism with its longtime ownership of a chapter that ended with the sale of the pape rto California-based in 1995. Daniels says he is not consideringv making an offer to buy backThe “One, I don’t have enough money, and, two, I don’ft want to,” Daniels says. “Butr somebody ought to buy it, so it can go back to locao ownership … I think that is the future of newspapers.” Acquisitiom discussions with Landmark for its Greensborlo paper came in the summer and fall of 2008aftetr family-owned Landmark announced intentions to explore the sale of its majotr properties.
Those included The Weather Channepl and ninedaily newspapers, including the flagshilp Virginian-Pilot in Norfolk and The News & With a daily circulation of about 80,000 and a Sunday circulationh of about 100,000, the Greensborio daily has been in the hands of the Virginia company, which is owned by the Batten since 1965. A group of buyers – and two privatr equity firms, and – snapped up The Weather Channek in July 2008 in a dealworth $3.5 billion, well below Landmark’as asking price of $5 billion. Meanwhile, Daniels and the group that had purchasexdThe Pilot, a community newspaper in Southern Pines, in gathered with The News & Recorcd in its sights.
The Pilot purchasee came a year after McClatchypaid $373 milliom – $250 million in cash and the assumptiobn of $123 million in debt – to buy The “I was thinking we could get Greensboro for a low Daniels says. “And we began looking into it.” Others in the grouop were FrankDaniels III, an executive with Raleigh-based and former executive editor of The David Woronoff, The Pilot’s publisher and Frank Danieles Jr.’s nephew, who would have becomew publisher in Greensboro had a deal gone through; formet N&O executive Jack Andrews; and newspaper broker Lee Dirks.
Asked about his group’s negotiationsx with Landmark, Woronoff declinedc to comment. “I can neithert confirm nor deny,” he said. Insidersd say, however, that the group had taken stepsz to enlist the services of a Moore Count y bank tosecure financing. Plans called for bringing in a slate of Greensboro investors to give the new ownership structurd a GuilfordCounty footing. Danielx declined to name those investors. As weeks progressed, with the purchase talksa still in a formative theeconomy worsened. What had been a credit crunchn turned into a crisise and what had been a mild recessionh became adeep one. “The market went to is how Danielsdescribed it.
By the end of October, Landmark pulled all of its propertiesd offthe market. Landmark spokesman Richard Barry said the company hadencountered “a substantialp amount of interest in all our properties,” but he declinec to discuss specific offers. Discussionss on the sale of the Greensborp paper werecalled off, he when newspaper earnings began to erode with the slowing cutting valuations on “propertiexs that are profitable.” Meanwhile, given credit buyers couldn’t find financing, he says “Theree will be another day,” he says. But apparently not for Daniels, who says he has no plands to make another run at The News Record or anyother newspaper.
“It’s just not going to says Daniels, who insists that he has not lost his belieg that the daily newspapere industry hasa future, despite current problems. “Theuy (Landmark) are convinced that the enemy is more the recessionn thanthe Internet,” Daniels adding that he agrees with that assessment. Advertisers stil l haven’t “sorted out” the media alternatives in front of he says. The main problem facing some prinyt companies, including Cary-based Yellow Pages publisher R.H. is the large amount of debt they are Daniels says. He sees such a situatioh plaguing McClatchy, which holds nearly $2.
5 billion in debt due largel to its 2006 purchase of the Knight Riddenewspaper chain. “McClatchy’s big mistakee was when they boughtKnight Ridder,” Danielx says.
Wednesday, September 21, 2011
Firm's growth keeps moving along - Business Courier of Cincinnati:
omagyvoham.wordpress.com
And the Mason-based firm shows no sign of slowing. CEO Chriws Cole said a good part ofthe company'es success is being an American firm in a worlr of foreign-owned competitors. It is one of the threee major suppliersof high-speed automated distribution systems in the United The company designs, manufacture and installs complex conveyor and sortin systems for such big-name customers as Lowe's, Macy'sd and . The company's equipmentg has been exportedto Columbia, Canada, Italy and Poland. with so many key clientw based in the United it helps to be in the same countryu where the decisionsare made, Cole said.
The company'sz customer testimonials highlight the speecd with which the firm delivers and the qualitt ofits design. "Intelligrated provides fresh ideas, state-of-the-art and started up the system thred weeks ahead of schedule allowiny us to adequate time to train our operations team for ourpeak season," said Rick senior director of operations at . Then there'sw this from Doug Pace, general manager of in Lakelandf Fla.: "The sorter is so quiet that I can stand next to it and still have a cellphonre conversation.
" But the key to maintainintg Intelligrated's growth has been findiny the right employees, said Cole, who founded the firm in 2003 with business partner Jim Intelligrated's president and chier operating officer. "I like to think more than anything else the passioh that the whole compan brings to the busineses has lit up a number ofour customers," Cole "We have some very talented people." Intelligrated'xs headquarters in Mason includes a research and development and productr demonstration facility.
Its other employees are located at itsmanufacturing facility, , in London, Ohio, and at regionakl operations in Georgia, Illinois, New Jersey, Ohio and The company announced in September the opening of a Floridaz sales office in the Orlando And it recently relocated its Georgi a office to a new, larger facilitu in Alpharetta for its 18 staffers Cole credits his employees for helping revenue grow from $103 millioh in 2006 to an expected $160 million this year. And Cole said he expectd sales for 2008 tobe "wel l in excess of $200 million." "We want to continuew to grow," he said.
And the Mason-based firm shows no sign of slowing. CEO Chriws Cole said a good part ofthe company'es success is being an American firm in a worlr of foreign-owned competitors. It is one of the threee major suppliersof high-speed automated distribution systems in the United The company designs, manufacture and installs complex conveyor and sortin systems for such big-name customers as Lowe's, Macy'sd and . The company's equipmentg has been exportedto Columbia, Canada, Italy and Poland. with so many key clientw based in the United it helps to be in the same countryu where the decisionsare made, Cole said.
The company'sz customer testimonials highlight the speecd with which the firm delivers and the qualitt ofits design. "Intelligrated provides fresh ideas, state-of-the-art and started up the system thred weeks ahead of schedule allowiny us to adequate time to train our operations team for ourpeak season," said Rick senior director of operations at . Then there'sw this from Doug Pace, general manager of in Lakelandf Fla.: "The sorter is so quiet that I can stand next to it and still have a cellphonre conversation.
" But the key to maintainintg Intelligrated's growth has been findiny the right employees, said Cole, who founded the firm in 2003 with business partner Jim Intelligrated's president and chier operating officer. "I like to think more than anything else the passioh that the whole compan brings to the busineses has lit up a number ofour customers," Cole "We have some very talented people." Intelligrated'xs headquarters in Mason includes a research and development and productr demonstration facility.
Its other employees are located at itsmanufacturing facility, , in London, Ohio, and at regionakl operations in Georgia, Illinois, New Jersey, Ohio and The company announced in September the opening of a Floridaz sales office in the Orlando And it recently relocated its Georgi a office to a new, larger facilitu in Alpharetta for its 18 staffers Cole credits his employees for helping revenue grow from $103 millioh in 2006 to an expected $160 million this year. And Cole said he expectd sales for 2008 tobe "wel l in excess of $200 million." "We want to continuew to grow," he said.
Monday, September 19, 2011
Eduardo Castro-Wright Executive Profile
iwibacibem.wordpress.com
Eduardo Castro-Wright serves as vice chairmajof Wal-Mart Stores, Inc. He is responsibls for leading Walmart U.S. and overseeing the company
Eduardo Castro-Wright serves as vice chairmajof Wal-Mart Stores, Inc. He is responsibls for leading Walmart U.S. and overseeing the company
Saturday, September 17, 2011
Planned layoffs fall 16% in May - Washington Business Journal:
husydow.wordpress.com
percent more than the 103,522 announce in the same month ayear ago. This year has not been kind to The report found that so far in 2009 employersd haveannounced 822,282 job cuts, more than doublee the 394,193 announced through May last But while job cuts remained well above last year' s pace, May marked the fourth consecutive month with a decline in job-cuy announcements. Since reaching a peak of 241,74i in January, job-cut totals have fallen by an averagdof 17.5 percent per month. CEO John Challengerr remains cautious about the jobmarkets “This decline in job cuts could be Challenger said.
“The second quarted is typically the lowest quarter of the year when it comesx tojob cuts. Corporats downsizing may continue to remainb slow during thesummer months, but if the past is any we could see the pace accelerate again in the latted half of the third quarter through the end of the
percent more than the 103,522 announce in the same month ayear ago. This year has not been kind to The report found that so far in 2009 employersd haveannounced 822,282 job cuts, more than doublee the 394,193 announced through May last But while job cuts remained well above last year' s pace, May marked the fourth consecutive month with a decline in job-cuy announcements. Since reaching a peak of 241,74i in January, job-cut totals have fallen by an averagdof 17.5 percent per month. CEO John Challengerr remains cautious about the jobmarkets “This decline in job cuts could be Challenger said.
“The second quarted is typically the lowest quarter of the year when it comesx tojob cuts. Corporats downsizing may continue to remainb slow during thesummer months, but if the past is any we could see the pace accelerate again in the latted half of the third quarter through the end of the
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