Monday, April 21, 2014
Today's Equipment Leasing Headlines
Pictures from the Past---1984
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Pictures from the Past---1984---Randy Bauler, CAE
Randy Bauler, CAE, formerly Executive Vice President of the Electric League of Arizona, joined the Western Association of Equipment Leasing executive staff in February.
“We are delighted to have someone of Randy’s experience and enthusiasm join us,” said WAEL president Bob Jacobson. “WAEL has grown tremendously in the past few years and many new programs are planned for this year. Randy will be a real asset to the WAEL management team.”
Bauler will work with the WAEL Board and Long Range Planning Committee in developing a strategic plan for WAEL’s next five years. Responsibilities for committee projects and other WAEL programs will be divided between Bauler and WAEL Executive Director Irene Devine.
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ZRG Partners Reports Q1 20% Hiring Growth
We are officially in a candidate driven market
Hiring demand in the U.S. continued to increase with five straight quarters of growing demand for new talent in the sector.
It is safe to declare that we have officially entered a candidate driven jobs market in the U.S., where offers are more competitive and flexibility to attract top talent is needed.
All of the three major index firms, CIT, GE and DLL, showed higher numbers of new job openings in the first quarter, confirming the industry wide sentiment of positive growth and hiring plans.
In tandem with these index firms, on-line advertising for equipment leasing and finance roles is also up substantially, opening up the question that should be asked. Is the employment market for leasing and lending talent getting so tight that traditional web site advertising and on-line job postings are not enough?
From our work in the market, clients are reporting several things. First, the success rate from on-line job postings is challenging. It could be surmised that top talent and mid-range talent is now more happily engaged and not as responsive to passive recruitment efforts such as job postings, LinkedIn notes, and corporate in house recruiters.
With more money being spent to try to find talent with fewer results, firms will have to begin to rethink their recruitment strategies to attract needed talent to fill the increasing number of openings.
ZRG Partners Market Update:
Leasing Industry Help Wanted
For information on placing a help wanted ad, please click here:
Please see our Job Wanted section for possible new employees.
“How to Evaluate Your Interview Performance”
Question: How can I self-evaluate my interview performance?
Answer:Self-Evaluating the interview will offer valuable insight as it can reinforce positive behaviors and point out negative behaviors in need of change.
I. Building Rapport: e.g. Discussed one or two common acquaintances or experience
Sample items to rank on a scale from 1-5
II. Accomplish the Interviewer’s Agenda: e.g. Interviewer learned of two or three of my strongest competencies
Sample items to rank on a scale from 1-5
III. Accomplish the Candidate’s Agenda: e.g. Identified three or four of the company’s needs and confirmed them with the interviewer
Sample items to rank on a scale from 1-5
Please feel free to contact us for full Candidate Self-Evaluation Forms
Career Crossroads Previous Columns
Our leasing industry appears to be in a growth mode, so it is time to sharpen our marketing skills. In the last four years, those who could not make a living left this field. Those who were professional, with a following, survived, and many continued to do well. They knew their marketplace.
As noted in the recent leasing conferences, it appears the senior salespersons are in attendance, and perhaps for the first time, a younger group, called the Millennial Generation (now defined as being born between 1977 and 1992), are becoming active.
While “dialing for dollars” is still being employed by many, those who want to survive need to look further. This includes defining your market and planning out your calls to maximize your effort. Too many sales people shotgun their effort and waste time on non-productive calls just to show a high number of sales calls.
Refining your market means spending some time selecting equipment industries you want to pursue, and learning who you will complete with, and what programs they offer. Some markets have been controlled for many years by national lessors, and in the past ten years, we have seen the rise of captive lessors who also are hard to compete with. Knowing these competitors and their programs will help you decide where you may be successful and where you may want to avoid.
Researching equipment vendors in your market area before you decide to establish a calling effort will help make your sales calls more effective. There are lots of reference books on manufacturers, distributors, and local vendors. Take the time to look over your market area and restrict your effort to a very specific territory. The time between calls is wasted time so plan to stay in a very close area.
Prepare a call report on each call to remind you of the basic discussion and where and when to recall on that source. All of the successful sales people I have met have very good records on each of the calls they have made and know the potential for future business. The information on each customer has to be complete and should include the new employer of someone you have done business with. This information should be forwarded to the person in your company that calls on your customer’s new company.
Be careful not to call on people that like you and love to talk, but rarely provide any business. Do not be afraid to call early and stay out late. Some of my best contacts preferred to discuss business very early in the morning so as not to disturb the day’s requirements.
Be sure to ask your manufacturers/distributors what trade shows they attend and why. Also, ask if you could stand in their booth to promote leasing to help move equipment. Also, offer training classes on how to use leasing to improve sales. In addition, explain he need for “complete” credit applications and equipment use/description forms. The more information you have on the lessee the better your lease proposal will be and your rate may get better to make you more competitive.
You should stay on top of local news and sporting events to break the ice on a new cold call. The more you can get on common ground with the person you are calling on the better your call will be. Be sure to listen the first 15 minutes to determine their true needs. Never present you terms before you have a good idea of the customers’ requirements. This goes for both distributors and end users.
Set your goals weekly and forget monthly or yearly goals. If you obtain weekly goals, the rest will take of itself. Lunches and other outside activities should be restricted to after business success, not before. It is a very expensive cost of doing business if not watched closely.
My last comment is to thoroughly understand commercial equipment leasing regardless of what you have to offer. The more complete you understand all parts of leasing, and your competition, the better you will know when to walk away from an opportunity and not spend your or your company’s time spinning your wheels on a very low chance of success. The same can be said for bad credits. The easiest customer to sell is “bad credits.” Understand the quality of your customer by being observant of their facilities. Bad credit usually means poor facilities. Work smart, not hard!
Don’t just limit yourself to very large leases. Often they are the most time consuming and do not happen. Don’t let a small size lease go by to work on a very large one. The small size leases add up, plus create relationships for future business.
Mr. Terry Winders, CLP, has been a teacher, consultant, expert witness for the leasing industry for thirty years and can be reached at email@example.com or 502-649-0448.
He invites your questions and queries.
Previous #102 Columns:
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Microfinancial 2014 1st & 2013 4th Quarter Soft
Microfinancial (NASDAQ: MFI), parent of TimePayment, Burlington, Massachusetts, with a West Coast office in Westlake Village, Southern California, reported that net income decreased from $2.3 million in first quarter, 2013, to $2.1 million, first quarter of 2014. At the same time, first quarter 2014 net charge-offs increased to $5.8 million from $4.2 million in the comparable period of 2013.
According to the company press release, “Headcount at March 31, 2014 was 157 as compared to 151 for the same period last year.“
The company specializes in leases from $500 to $15,000, with the current average of $4,900. TimePayment offers “a web based application and credit approval process for its vendors which provides credit decisions usually within 2-3 minutes,” according to http://www.microfinancial.com/.
The company is very popular with "small ticket" vendors and third party originators. It should be noted Microfinancial is apparently not very active in small business loan capability where more liberal credit requirements, shorter terms, and no residuals are the norm.
In the small ticket marketplace, “cash advance” has become very popular, using credit cards as well as bank statement cash flow analysis.
On the positive news side, Microfinancial noted:
January 31, 2014, Richard Latour, President and Chief Executive Officer, commented on the year-end, "The number of new contracts originated in 2013 increased by 7.6% to 19,051; however, due to our continued focus on micro-ticket transactions, the average funded amount declined from approximately $5,200 in 2012 to $4,800 in 2013.
"As a result of this decline, new contract originations for the year ended December 31, 2013 declined slightly to $90.6 million as compared to $91.7 million in the prior year."
As for the first quarter of this year, 2014, he stated, "We increased the number of lease applications processed by approximately 10% to 20,050 and increased our lease application dollars by approximately 17%. In addition, we increased new vendor approvals by approximately 33% for the quarter to 338, along with an increase in our lease originations by approximately 15% to $23.0 million, as compared to the same period last year.
"Cash received from customers continues to improve and increased approximately 11.5% or $3.6 million to $34.6 million as compared to the first quarter of 2013. The average deal size increased slightly from approximately $4,600 in the first quarter of 2013 to $4,900 in the first quarter of 2014.”
Full Press Release with condensed balance sheets (six pages)
Microfinancial: Every Investor Should Love
Securitization Viable Procedure for Raising Capital
Securitization Pools Are Common in Leasing and Large Loans, To Spread the Risk. To Further Insulate the Pool from Credit Risks Downstream from the Debtor’s Business Activity, Many Pools Use Bankruptcy Remote Entities. Illinois Bankruptcy Court Finds That Conveyance to Special Purpose Entity Is Not A Fraudulent Conveyance.
In re Doctor’s Hospital 2013 WL 5524696 (Bankr. N.D. Ill. 2013)
I love securitizations which take large leases, or pools of leases, and fractionalize them to various participants to spread around the risk of the credit. Sometimes, part of the process involves separating the collateral from the debtor in some fashion, beyond the typical security agreement and UCC-1 financing statement. The vehicle for this type of financing is called a “Special Purpose Entity” (“SPE”) or ‘Bankruptcy Remote Entity.” These entities are formed as part of the credit process and generally do not have the same equity structure as the debtor, and are often formed with “neutral” shareholders and directors. Because the directors are not related to the debtor, they will not file bankruptcy, which insulates the creditor from the debtor’s claims.
In a SPE securitization, the debtor conveys the collateral to the SPE. The loan is funded to the SPE, and the SPE, in turn, disburses the funds to the borrower. If the collateral consists of accounts receivable, leases or other contracts, the creditor appoints a neutral servicer, and the borrower is often is appointed the servicer’s agent (called a sub-servicer) to actually collect the payments.
Today’s case concerns whether that conveyance by the borrower to a SPE is a fraudulent conveyance. Clearly it is a transfer and while the borrower received value for it, did the borrower receive “reasonably equivalent value?” An Illinois bankruptcy court, in a 147 page ruling, ruled that conveyance to a SPE is not a fraudulent conveyance, so leasing securitization pool managers and servicers may now sleep well tonight. The facts follow.
Doctor’s Hospital, (“the Borrower,”) ran a hospital in Chicago, Illinois, and, in 1997, entered into a securitized loan in which LaSalle Bank was appointed trustee. As part of the securitization, a SPE was appointed to receive the assets, called MMA Funding LLC. About two years later, the Borrower filed a Chapter 11 bankruptcy. A trustee was appointed and in 2004, the trustee filed an adversary proceeding to declare the transfers from the Borrower, now a bankruptcy debtor, to the SPE as fraudulent conveyances. The case went to trial in 2006, was appealed, and was re-tried in 2013.
The issues before the bankruptcy court were two-fold.
First, was Doctor’s Hospital insolvent when the conveyances were made in the year 2000? If so, the transfers could be deemed fraudulent transfers, and if not, the trustee would lose the case. Because the hospital’s real estate was also conveyed, were the lease payments to the lender fraudulent conveyances?
Second, was the issue of the use of a bankruptcy remote entity and whether the transfers to it were, per se fraudulent conveyances and whether the transfer of the accounts receivable was a true sale or merely a secured loan.
Insofar as the first issue of insolvency is concerned, the court consumed nearly 70 pages of analysis to conclude that the Borrower was solvent. There are two tests for solvency, both a balance sheet test and the ability to pay debts test. It was clear that the Borrower was paying its bills, so the focus of the two litigants was on the balance sheet.
The trustee’s expert used an accounting assumption called “trailing twelve month” analysis (“TTM”), which the court criticized. For those non-accounting types a TTM analysis calculates net worth at 12 points during the preceding year, and then averages those to reach a conclusion. The idea is that while the calculation is a bit fuzzy, it is supposed to even out anomalies in the balance sheet. In addition, the trustee used weighted average cost of capital to further degrade the balance sheet.
LaSalle Bank used a simple balance sheet analysis, which the court concluded was more accurate. But LaSalle also sought to normalize the balance sheet by adding back into the hospital’s assets $1.2 million dollars of extraordinary legal expense, on the theory that only normal and recurring expenses would be accounted for. LaSalle Bank pointed out that at the first trial, the trustee did not use a weighted average cost of capital.
The court concluded that the Borrower was solvent, adopting all of LaSalle Bank’s arguments.
Insofar as the issue of the SPE, and whether the transfer was a secured loan or a sale is concerned, the trustee introduced accounting records that showed that the hospital carried the assets on its books for a year after the loan, and that the hospital was appointed servicer for the accounts receivable.
LaSalle Bank did a great job of presenting witnesses to explain why a SPE is used and the history of the practice, and the role of a sub-servicer, which does not own the receivables it manages. LaSalle Bank also introduced evidence that the carrying of the receivables on the books of the hospital was a mistake to which its accountant testified. Finally, LaSalle did a great job of explaining the concept of a “true sale” in receivable financing. Finally, it was uncontested that the Borrower received millions of dollars for the receivables and that there was no recourse by the lender to the hospital, two facts largely ignored by the trustee.
The bankruptcy court rejected the trustee’s arguments and ruled that the use of a securitization and a bankruptcy remote entity was customary in the industry and not a fraudulent conveyance. This is obviously great news for brokers and lenders which rely upon securitizations for capital. A point also overlooked by the trustee is the fact that these types of hard money loans are a benefit to the borrowers as well, as they encourage growth of companies through readily available loans.
Our lessons for today are:
First, securitizations and the use of bankruptcy remote entities are alive and well and are so far legally protected vehicles for financing large and risky loans or lease pools.
Second, for those drafting the securitization agreements, the case has some excellent drafting tips, especially for servicers of such pools. It should be noted that the decision points out that many States have specific laws on the books that make a true sale of receivables unassailable except by proof of actual fraud.
Third, because solvency was such a crucial issue, the creditor should have detailed financials which demonstrate the actual balance sheet net worth of the borrower for the time period of the funding. Those financials saved the day here.
Fourth, given the fact that securitizations are a fact of life, I was surprised that the trustee pursued this claim through two trials and an appeal. That said, the trustee has appealed to the district court.
The bottom line is that securitizations are still a viable procedure for raising capital for brokers and other leasing companies, and form a critical link in the leasing chain.
Doctor’s Hospital Case (147 pages)
Tom McCurnin is a partner at Barton, Klugman & Oetting in Los Angeles, California.
Previous Tom McCurnin Articles:
ELFA Funding Conference—-Major Turnout Expected
April 23 - 25
Bruce Kropschot, The Alta Group, will be covering
5 Ways to Give Your Brain a Break Right Now
Chairman & CEO, Dun & Bradstreet Credibility Corp.
Hip Silicon Valley tech companies started the growing trend of offering their employees unique perks that seem to encourage stepping away from the desk. Google’s free massages, Twitter’s rock climbing wall, and Dropbox’s gaming tournaments come to mind. Some may dismiss these initiatives as ploys for PR or to impress new recruits, but there is solid evidence that fun creativity breaks actually improve employee productivity.
I was recently interviewed for an Entrepreneur article about how pursuing varied interests can make you a better entrepreneur, but the same basic principle applies to all employees. Human brains are not meant to focus on the same task for hours at a time, yet most Americans work at least 8 to 9 hours per day on the same thing.
The eight hour workday became the norm after the Ford Motor Company found that number resulted in maximum productivity at its factories. But there is a major problem with this: the idea of an eight-hour day with a short lunch break is based on the most effective formula for physical labor, not mental work and certainly not creative mental work. The brain is much more active – and therefore much more likely to drain – than any other muscle or organ in our bodies. Evidence shows that the brain cycles from highest attention to lowest attention approximately every 90 minutes. This suggests that you should hit the reset button about that often.
One of the best ways to recharge is to engage in something different. If you’ve been reviewing a document for 90 minutes, don’t take a break by reading news articles. Get up and do something completely different. The brain is an efficient task-switcher; it has no problem going from java programming to power yoga to basket weaving. And doing so may make you a better java programmer, since you’ve allowed your brain’s java programming circuit to rest. If you are a slave to work, then switch tasks productively, from programming to checking email to thinking about a new problem.
Here are five other ways to give your brain a break during your workday:
1. Take a moment to do something you love. This is the idea behind all the games available at those Silicon Valley campuses. Take advantage of what’s at or near your office. Being fully engaged in an activity lifts the mood and contributes to feelings of overall well-being. At Dun & Bradstreet Credibility, we encourage team members to pursue personal interests, and our employees have created clubs including whiskey club, Russian club, and running club.
2. Get in touch with nature. Being outside activates different brain regions than sitting inside, as most of us do for the majority of our workday. Simple ways to incorporate nature include taking a walk in a nearby park or regularly having lunch outside. At my office, we took it up a notch by bringing in a wildlife expert and her exotic animals during a particularly challenging week for our developers. Nothing like petting a sugar glider or a hedgehog to activate less-used parts of the brain!
3. Be physically active. Company-sponsored yoga classes and in-office gyms are becoming increasingly common, with good reason. Exercise is good for our brains. If you can’t get in a full workout, don’t fret: stretching for five minutes or even using a standing desk makes small changes that can spur creativity and recharge your batteries.
4. Nap. I’ll admit that this is the hardest to do in a typical office environment, but if you can find a way, the benefits are huge. Some offices actually have sleeping pods, but for those that don’t, slip out into your car for a power nap. Much of what happens in the brain while we sleep is still unknown, but what is certain is that people perform better in terms of memory and concentration after a nap.
5. Do nothing. If a snooze isn’t possible, then simply sit in a quiet place and allow yourself to relax for ten minutes. Just as when sleeping, important mental processes occur when we daydream.
Brain breaks can make a big difference in your ability to be productive, creative, and innovative. The paradox is that doing less often allows you to do more.
What do you do to give your brain a break, and how does your company help you do it?
Loans, Credit, Volume—Up: Reports Beige Book
Commercial loan volumes grew in each of the Districts reporting on banking except St. Louis, where lending declined marginally.
Loan demand strengthened since the previous Beige Book. Credit quality improved in the Philadelphia, Cleveland, Richmond, and Kansas City Districts. New York and Dallas reported especially strong increases. New York, Philadelphia, Cleveland, and Richmond cited the inclement weather as a factor reducing home sales and therefore mortgage borrowing.
With respect to credit quality, slight improvements were noted in Philadelphia and Cleveland, and modest advancements were made in Richmond and Kansas City. The New York and Dallas Districts reported especially strong increases. San Francisco indicated no net change in credit quality but noted that credit standards had tightened and that small business lending was primarily reserved for better-quality borrowers. Credit standards were reported to be loosening in the Atlanta District. New York, Cleveland, Richmond, and Kansas City indicated that standards were unchanged.
Conditions in the manufacturing sector improved since the previous Beige Book. The Chicago and Minneapolis Districts reported moderate growth, with a pickup in new orders and production. The San Francisco District stated that manufacturing activity appeared to gain some momentum. Manufacturing in the Boston, New York, Atlanta, St. Louis, and Dallas Districts grew at a steady pace, while Philadelphia, Cleveland, and Kansas City reported mild growth. Richmond reported mixed conditions in manufacturing. The Boston, New York, Philadelphia, Cleveland, Richmond, Atlanta, Chicago, Kansas City, and Dallas Districts noted that lingering winter weather hampered business activity, but the impact was less severe than earlier this year.
Reports by District
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Community Banks Keep Rural America Growing
Washington, D.C.—Community banks keep rural America growing by lending to local farmers and ranchers, said the Independent Community Bankers of America ® (ICBA) and thousands of its community bank members that are celebrating ICBA Community Banking Month this month. Community banks are able to serve as financial first responders to the agricultural community because they operate locally—knowing their marketplace—and putting local deposits back to work in their communities through loans to local farmers, ranchers, residents and small businesses.
John Buhrmaster, Chairman, ICBA
“Community banks are pivotal to the overall health and financial success of rural America because they provide an overwhelming share of credit to local farmers,” said ICBA Chairman John H. Buhrmaster, president of 1st National Bank of Scotia, N.Y. “Many community banks have been serving farmers for well over 100 years. And because community banks are small business owners—like farmers and ranchers—they are better able to serve their agricultural customers because they know both the local market and have highly specialized expertise in the agriculture business.”
Community banks have consistently been the largest provider of agricultural credit within the commercial banking sector and are often the catalysts for new and expanded business opportunities within their communities to ensure long-term economic viability and vitality. In fact, community banks with assets under $10 billion provide more than 75 percent of all commercial bank agricultural loans, and banks with assets less than $1 billion provide nearly 60 percent of all commercial bank agricultural financing.
“Community banks stimulate rural economies in a multitude of ways, including creating off-farm jobs, maintaining the local tax base and facilitating development of the infrastructure and public services necessary to keep rural communities vibrant,” Buhrmaster said.
There are more than 6,500 community banks, including commercial banks, thrifts, stock and mutual savings institutions, with more than 50,000 locations throughout the United States. Assets may range from less than $10 million to $10 billion or more. Community banks constitute 96.8 percent of all banks.
To find your community bank, visit ICBA’s Community Bank Locator at www.banklocally.org. Simply type in your ZIP code and you will see community banks in your area. Customers can also download the free ICBA bank locator apps on their iPhone, Android or BlackBerry devices.
To follow the conversation on ICBA Community Banking Month, follow the hashtag #BankLocally on Twitter. To learn more about community banks, visit www.icba.org.
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(Leasing News provides this ad as a trade for investigations
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Coast Capital Group of Companies & Travelers Financial
VANCOUVER (BC), – Coast Capital Equipment Finance Ltd. (CCEF), a subsidiary of CoastCapital Savings, and Travelers Financial Corporation (TFC) announced today that the assets of the prime equipment and vehicle finance business of TFC will become part of the Coast Capital Group of Companies.
The deal is expected to close early next month. Following the close, the consolidated equipment finance business of the Coast Capital Group of Companies will be carried out under CCEF and two new entities, Travelers Finance Ltd. and Travelers Leasing Ltd.
The combined organizations’ position in the Canadian equipment financing sector will be strengthened as a result of this agreement. The transaction will allow the two organizations to align their combined expertise and core strengths, while capitalizing on shared efficiencies and reaping the benefits of increased opportunities, including a broader customer base across the country and position it for future growth.
TFC is one of the largest independent finance and leasing companies in Canada, offering a wide range of assets-based financing solutions to commercial and industrial sectors. Headquartered in Burnaby B.C., they also have offices in Alberta, Saskatchewan, Manitoba and Ontario.
While the ownership structure is changing, it’s business as usual. Customers can expect the same level of personal attention from the staff they have come to know. In the future, customers will benefit from the new arrangement, including a more efficient credit and funding process and more competitively priced products.
“At Travelers we’re proud of all that our employees and leadership team have accomplished. Finding an organization that shares mutual goals for growth and improved service means that we can continue to watch our team grow and succeed while ensuring that we’re doing the best we can for our customers in a competitive marketplace,’ says Jim Case, Chief Executive Officer, Travelers Financial Corporation“ This opportunity holds so much potential and really puts us on the map as an industry leader.”
“We’re excited about the possibilities that bringing Travelers’ business into the Coast Capital Group of Companies offers,” says Tracy Redies, Coast Capital Savings’ President and CEO. ‘With our combined industry expertise and superior offerings, this deal brings our customers several new financing options that will ultimately help our business customers access the tools they need to succeed and continue to grow.”
Under the terms of the agreement, Travelers’ shareholders will have a minority equity interest in the combined operations. TD Securities Inc. acted as financial advisor to Coast Capital in connection with the transaction.
ABOUT COAST CAPITAL EQUIPMENT FINANCE LTD. (“CCEF”)
Coast Capital Savings, directly and through CCEF offers commercial and industrial equipment leasing and financing to companies located from British Columbia to Ontario. The activities of CCEF are focused on securing financing opportunities primarily in the transportation, manufacturing, and construction markets, as these financings are secured with strong resale values to mitigate risk.
ABOUT TRAVELERS FINANCIAL CORPORATION (“TFC”)
TFC was founded in 1986, and has since maintained a focus on the mid-market equipment leasing business. TFC offers a wide range of asset-based financing solutions to commercial and industrial sectors including transportation, construction, manufacturing, and other capital intensive industries, as well as corporate aircraft and automobile leasing.
In addition to the business operated by TFC, the operations of the Travelers Group were diversified in 1993 with the acquisition of a consumer acceptance company, Travelers Acceptance Corporation, which in 2010 was acquired by Servus Credit Union. Further diversification was achieved in 1995 with the national expansion of Travelers Leasing Corporation, an automobile leasing company that in 2007 was acquired by Scotiabank and renamed Scotia Dealer Advantage. Travelers expanded again in late 1999with the acquisition of an Alberta-based equipment leasing company, which was later merged into Travelers Financial Corporation.
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Poodle Miniature Cross/Terrier
Animal ID: 324393
Breed: Poodle Miniature Cross
A Little Bit About Me:
"I'm Zeus....A big name for a little boy! I was abandoned at someone's home and now want to find a home to call my own - forever!
"I'm affectionate and cuddly and I love people. In fact, I prefer to be with someone all the time, getting anxious when left alone so I need guardian who will not be gone for long hours and will work on getting me confident on my own with gradual departure exercises.
"I am currently living happily in a foster home with dogs and cats - having another canine buddy does help ease my anxiety when I'm left so I hope to find an adoptive home with another dog. I am silly and playful, throwing my stuffies around and catching them. I have a previous injury that has affected some nerves in my hind legs. Though it doesn't cause me any pain, I am sometimes unsteady but it sure doesn't slow me down.
"If you are looking for a big love in a little body and have a lot of time for me, please speak to the staff at the Vancouver SPCA about meeting me.
Where can you find me?
You can contact me by
Leasing Industry Outsourcing
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Easter in Saratoga, California
It was 81 degrees in Saratoga, California on Easter Sunday. Walked Bode early as not to get into the heat of the day. It seems many had the same idea, as ran into many friends and told them of our spring break vacation in Hawaii with grandkids, as well as a few days just by ourselves.
This is a small part of large estate on Monte Vista Drive, former head of Juniper Networks, etc.
Their vineyard with roses.
Up the street, a neighbor also has a vineyard with roses. The original idea was if the roses got mildew, spray the grapes with sulphur before they also succumbed. Today with all the other types of sprays as well as making sure there is good air flow, the roses serve primarily as decorations. He also has a large lighted outdoor tennis court.
It seems since I was gone this job is almost finished, and there is grass, too.
There is more planting and the front of the house is also being re-done. It is quite a large house and this is only part of it, as it not only has a large swimming pool but tennis court, and golf putting green area in the large backyard area.
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The Truth about Green Tea
Lines Written in Early Spring
I heard a thousand blended notes,
To her fair works did Nature link
Through primrose tufts, in that green bower,
The birds around me hopped and played,
The budding twigs spread out their fan,
If this belief from heaven be sent,
Bruins even series against Red Wings
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This Day in History
1649 - The Toleration Act was passed by the Maryland Assembly. It protected Roman Catholics within the American colony against Protestant harassment, which had been rising as Oliver Cromwell's power in England increased.
1977 - ABC airs Frank Sinatra's TV special Frank Sinatra and Friends, featuring guest stars Natalie Cole and John Denver.
1980 - Birthday of Football Quarterback Antonio Ramiro "Tony" Romo, San Diego, California, raised in Burlington, Wisconsin. He played college football at Eastern Illinois University in Charleston, Illinois. He went undrafted during the 2003 NFL Draft; he joined the Dallas Cowboys in summer training camp, sitting third on the depth chart. After Vinny Testaverde's tenure in Dallas ended in 2005, the Cowboys signed veteran quarterback Drew Bledsoe, the eighth starting quarterback for the Cowboys since 2000. Elevated to the Cowboys' #2 quarterback in 2005. He eventually took over the starting quarterback role from Drew Bledsoe during half time against the New York Giants on October 23, 2006. Romo finished the 2009 season as the first quarterback in team history to take every snap for a full season. He also passed his own mark for single season passing yardage, with 4,483 yards, and became the first Cowboys quarterback to throw 20+ touchdowns and less than ten interceptions in a season. His eight 300 yard games was also a team record, surpassing his own record from 2007. His 1.6% interception percentage tied a team record, and his career interception percentage is now the lowest in franchise history.
1993 - Bill Kreutzmann, drummer for the Grateful Dead, spots a 17-year-old surfer foundering in a riptide near Mendocino, CA and dives in, saving his life.
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You can save up to 20 different routes and check them out with one click,