Pictures from the Past--1995

Warren Capital Corporation

Jeff Allard, Clay Stevens, Roger Wood
Warren Capital Corporation has provided in excess of
$200 million of long term financing for over 1,000 California
mid-market companies.

Today

W. Clayton Stephens
Founder of Warren Capital Corporation (1984) and presently
serves as the President and CEO of the firm

Warren Capital marks 30 years, $1.8 billion in financing

 

J. Roger Wood

CEO of Wood, Warren & Co. and also a senior officer of Warren Capital Corporation.
He has spent 30 years in investment banking and corporate finance. 

 

Jeff Allard
Film Producer, Financier and Founder
Indie Entertainment
www.linkedin.com/pub/jeff-allard/0/451/a59

His most recent film:

 
“Ping Pong”
Starring Susan Sarandon

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Classified Ads---Senior Management

(These ads are “free” to those seeking employment
or looking to improve their position)

Credit, syndication, workout experience Exceptional work ethic, common sense coupled with practical experience in equipment finance, consumer, commercial. Can interact with all levels of borrowers and intermediaries. Not an originator – but can help sales team close – great up sell ability. Will relocate for the right opportunity AND can work remotely.aaacorrespondent@gmail.com

Orlando, Florida As a Commercial Credit Analyst/Underwriter, I have evaluated transactions from sole proprietorships to listed companies, across a broad spectrum of industries, embracing a multitude of asset types. Sound understanding of balance sheet, income statement and cash flow dynamics which impact credit decisions. Strong appreciation for credit/asset risk.  rpsteiner21@aol.com  407 430-3917

 

Free Posting for those seeking employment in Leasing:
http://www.leasingnews.org/Classified/Jwanted/Jwanted-post.htm

All “free” categories “job wanted” ads:
http://www.leasingnews.org/Classified/Jwanted/Jwanted.htm

 

John Kenny Receivables Management www.jrkrmdirect.com • End of Lease Negotiations & Enforcement • Fraud Investigation • Credit Investigations • Asset Searches • Skip-tracing • Third-party Commercial Collections The Solution to Your Credit & Accounts Receivable Needs  John Kenny 315-866-1167 |  John@jkrmdirect.com

(Leasing News provides this ad as a trade for investigations
    and background information provided by John Kenny)

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Effective Use of Hell or High Water Provisions In Leases

Hell or High Water Provisions Are Easily Discussed, But Do You
Know If Your Lease Achieves Such Protection? 
By Martin B. Robins

Those involved with equipment leasing in any capacity will often hear the term “hell or high water lease” thrown around. However, its significance is not always understood. A lease becomes a “hell or high water” obligation when it is non-cancelable and the lessee’s rental payment obligation is expressly not subject to any claim which the lessee may have against the lessor, the manufacturer or anyone else on account of dissatisfaction with equipment performance, equipment delivery, encumbrances upon the equipment or anything else. That is, the rent is payable, come hell or high water. 

A lease is made “hell or high water” through the inclusion (typically in a master lease agreement) of language such as “This Lease provides for a net lease, and the rent due hereunder from Lessee to Lessor shall be absolute and unconditional and shall not be subject to any abatement, recoupment, defense, claim, counter-claim, reduction, setoff or any other adjustment of any kind for any reason whatsoever.” 

UCC Article 2A recognizes this concept, but characterizes it as a “finance lease,” where the lessor did not supply the equipment and certain other technical requirements are met. Lease documents will often recite that they are a “finance lease” (whether or not that is true) within the meaning of the above UCC sections, in addition to the language quoted in the preceding paragraph.  In some states, the hell or high water provisions of the lease are unenforceable by themselves, the UCC finance lease reference is required, and must be true in fact. Well advised lessors will always include both regardless of the situs of the transaction. This type of finance lease should not be confused with a capital or finance lease for financial accounting purposes. Numerous cases make clear that a finance lease with a hell or high water provision will be enforced as written in a commercial context.  

This provision is the essence of the leasing industry, and its absence would make it difficult for lessors to enforce obligations and to secure capital in financing the lease through securitization or assignment. While there is nothing which can be done to eliminate credit risk from the equation, lessors who are laying out funds to procure equipment need to know that their legal ability to recoup their investment is not subject to any dispute to which the lessee may become a party.

Lessees need to recognize the implications of entering into such a commitment. Once they manifest their acceptance of the equipment, they must pay the rent whether or not the equipment works, or was delivered. To mitigate this risk, lessees should not sign the certificate of acceptance (or a lease with such language included) until they actually receive and test the equipment. The lessee should also insist upon an express assignment of the manufacturer’s warranty from the lessor.  

Lessees who wish the ability to pay-off a lease before its stated termination should negotiate for an early termination clause, which allows a payoff of the present value of remaining rent. 

In conclusion, a hell or high water structure is fundamental to the existence and operation of the leasing industry, by limiting the rights of the lessee. It should not be undertaken without a full understanding of its enforceability and lessor’s counsel should be consulted to determine whether, under the choice of law provision and the facts, the provision is enforceable.

Martin B. Robins is a lawyer at Fisher Broyles in Chicago, Illinois and specializes in corporate and leasing law.  He may be reached at 847.277.2580 or martin.robins@fisherbroyles.com

 

 

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Who to Approach for an Informational Interview/Session

Career Crossroad---By Emily Fitzpatrick/RII

Gathering “inside information” about a company you are interested in working for or about a specific job, can be accomplished with an informational interview (aka information sessions, informational meetings, or research interviews). These interviews are conducted to gather information.

Please note that an informational interview is NOT a job interview

Choosing Who to Interview

When you are seeking information about a job, company, or industry, there are a variety of sources, including:

• Someone currently in the position you want
• An individual who works in your desired industry
• An employee who works at the company you want to work for
• A professor or instructor who teaches classes or certifications in the industry you are interested in

Finding Specific People to Interview

Methods include:

• Contacting your target industry’s trade associations and ask if there is a member (or members) who would be willing to talk to someone new to the field
• Utilizing networking sites / groups to conduct searches by job title or company and then requesting to connect
• Reaching out to a recruiter in the industry; a recruiter who specializes in the industry will have great insights on industry potential, salary and benefit expectations, and who is hiring

Next Step

After conducing your research, make a list of people and/or companies and job titles you would like to conduct an informational interview with and start reaching out, email is recommended.

Sample Template

Dear [Name]:

I was given your name by our mutual acquaintance, [Name]; in the hopes that you would answer a few questions, I have about working [in the __ industry, or at ___ company]. I would love to [speak with you by phone/meet with you] for [time] at a [time/place] that is convenient for you. I am [looking to make a career change to __ industry], and your insights would be most helpful.

If you would be willing to [meet with me/talk with me by phone], please let me know of your availability. If you do not have the time to [meet with me/talk with me] at this time, I understand.

Emily Fitzpatrick
Sr. Recruiter
Recruiters International, Inc.
Phone:  954-885-9241
Cell:  954-612-0567
emily@riirecruit.com
Invite me to Connect on LinkedIn
www.linkedin.com/pub/emily-fitzpatrick/4/671/76
Also follow us on Twitter #RIIINFO

Career Crossroads Previous Columns
http://www.leasingnews.org/Conscious-Top%20Stories/crossroad.html

 

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Leasing Industry Help Wanted
 

Rosemont, Illinois Billing Specialist Leasing Experience, knowledge LeasePlus preferred, click here for more information   Accounts Receivable Specialist Experienced Collector/AR Associate click here for more information http://www.elasalle.com Awards & Recognition

 

 

 

STRADA Capital recently moved into its new facility and is hiring Top Sales Producers to work in our Equipment Financing and Working Capital Divisions. High Level Performance, Collaborative Creativity, Integrity and Transparency define our Culture. The Company offers generous commission plans, industry leading support and benefits. Email your resume to: SalesCareers@STRADAcapital.com www.STRADAcapital.com The Place where Professionals Prosper

 

For information on placing a help wanted ad, please click here:
http://www.leasingnews.org/Classified/Hwanted/Hwanted-post.htm 

Top Stories: November 3 - November 7
Opened Most by Readers of Leasing News

1) Why Lease - Leasing 102 Terry Winders
http://leasingnews.org/archives/Nov2014/11_04.htm#why

2) Pictures from the Past—1995—“Dancing the Night Away”
http://leasingnews.org/archives/Nov2014/11_07.htm#pictures

3) Pictures from the Past
1991: Russ Runnals and Charlie Meaker, CLPs
http://leasingnews.org/archives/Nov2014/11_04.htm#pictures

4) New Hires---Promotions in the Leasing Industry
http://leasingnews.org/archives/Nov2014/11_07.htm#hires

5) Evolving Landscape Of Alternative Lending Industry
Directly Affects Equipment Leasing Business
http://leasingnews.org/archives/Nov2014/11_07.htm#evolving

6) America's Most Expensive Home
http://leasingnews.org/archives/Nov2014/11_07.htm#america

7) Ascentium Capital Surpasses $1 Billion in Funded Volume
http://leasingnews.org/archives/Nov2014/11_04.htm#volume

8) The $9 Billion Witness: Meet JPMorgan Chase's Worst Nightmare
http://leasingnews.org/archives/Nov2014/11_07.htm#jp

9) U.S. small business borrowing highest in 7 years
http://leasingnews.org/archives/Nov2014/11_04.htm#borrowing

10) Gas prices dip below $3 gallon, what's behind the slide?
http://leasingnews.org/archives/Nov2014/11_04.htm#gas

 

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Sales Commissions

One of the most important subjects for lessors is how to compensate the sales force. The movement of banks and manufacturers into commercial leasing brought salaries with limited commissions. The thought of providing additional income for just doing the job did not sit well with many new leasing companies. However, the leasing companies that offered commissions based on performance produced higher rates on better credits.

One of the most popular commission structures is based on a percentage of equipment cost. The trouble with this form of commission is its lack of margin control, so to achieve volume, the rates sold were low. Therefore, commissions need to be tied to term and margin. Some will add credit requirements to qualify for higher commissions, but while the sales person is in control of margin and term, the lessor is in charge of acceptable credit.

There are some programs that require the return of commissions when a transaction goes bad and charge offs occur. This once penalizes the sales force for credit decisions that they do not control. The question of when to pay commissions is usually connected to when the transaction is booked and advanced payments received. If there are volume requirements to earn commissions, they should be monthly so shortfalls on volume may be made up in the near future.

Lessors who discount transactions often start out with a commission based on 30% of the yield, with volume changing the percentage.  Often, the sales director or others involved, will also get a percentage.  It is not uncommon for the salesman to participate in the discounted residual, when earned, with the caveat that the salesman must still be employed by the company. I am told there have been instances where salesmen were approaching the qualification for compensation from these residuals, but were let go before the maturity dates.

It appears that when salaries represent the majority of the compensation for the sales force, the time for performance to become acceptable is very short. Some markets take longer to mature and are harder to penetrate when the sales force is constantly changing. A compensation plan with small salary plus a commission component of two thirds incents the sales staff to perform without it breaking the back of the lessor.

I have never understood lessors that put a cap on the amount a sales person can earn. So what if they make more that the president of the lessor? In my opinion, tell the president to return to the sales so he can earn just as much.

Commissions are a touchy subject with strong emotions on both sides. When it does work well, and the sales staff sticks around for the long haul, lessors begin to grow and are usually very successful. Additionally, the industry has found that top sales people often leave a company to start their own leasing company, hire a back office to do the paperwork, and become an entrepreneur.  So to offer vacations, retirement, health, and other assistance, plus a good commission--- many will find it more advantageous to stay than go out on their own.

Mr. Terry Winders, CLP, has been a teacher, consultant, expert witness for the leasing industry for thirty years and can be reached at terrywinders11@yahoo.com or 502-649-0448.
He invites your questions and queries.

Previous #102 Columns:
http://www.leasingnews.org/Conscious-Top%20Stories/Leasing_102/Index.htm

 

Mr. Terry Winders available as a consultant regarding assisting attorneys in resolving disputes or explaining procedures or reviewing documents as utilized in the finance and leasing industry. He is the author of several books, including DVD's, as well as weekly columnist to Leasing News. He also performs audits of leasing companies as an expert on documentation, and has acted as an expert witness on leasing for litigation in legal and tax disputes, including before the IRS. He also has taught the senior bank examiners, how to review a bank leasing department, for the Federal Reserve in Washington D.C. and has trained the examiners for the FDIC on how to prepare a lease portfolio for sale. 502.649.0448/terrywinders11@yahoo.com

(This ad is a “trade” for the writing of this column. Opinions
contained in the column are those of Mr. Terry Winders, CLP)

 

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Compensation Plan
by Ralph Mango, Leasing News Associate Editor

Throughout my career, as a Sales manager and Business Unit Head, Sales compensation has been a responsibility of mine usually in combination with top management and HR.

Our plans usually had a base salary with commission and bonuses comprising as much as ¾ of the total comp.

Components involved not only volume and margin/yield, but targets for new customers or vendors, retention, applications volume, approval volume, and close ratios as a percentage of apps to keep the app flow somewhat consistent with our risk management and portfolio quality targets.  We also had FPD targets as well.  The rationale behind this was to guide sales calls into desirable credit quality markets so they were not just throwing mud as against the walls and clogging the credit flow with deals that had no chance.  Sales call efficiency was an objective as a result.

Regarding compensation caps, I concur with Terry that they make no sense other than to assuage the CEO’s ego.

In this regard, as part of the strategic planning process for next year, we would map what the rep may expect in total comp if s/he met objectives.  Then there were accelerators that positioned a rep to participate in any incremental revenue (above par) that would also benefit the company. 

For example: assume the commission payout is 1% of equipment cost.  That would be paid out up to par. The accelerators may look like:

101-110% of par: incremental commission on the incremental volume = .1%

111-120% of par: "                          " = .25%

126-135% of par: "                          " = .35%, etc.

These accelerators were also an effective deterrent to sand-bagging from those who have made plan, who may be about to go into accelerators and without such accelerators, would delay execution of the contract into Q1.

Finally, we wanted to build a compensation plan that motivated the individual rep to act in her/his best interest…and by default do so for the company.)

 

 

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Western community banks lead US loan growth in Q3
By Ken McCarthy and Robin Majumdar
SNL Exclusive

Community banks in the West region led the nation in loan growth in the third quarter as the Southeast continued to lag.

When compared with the linked quarter, the West showed the best growth, coming in at 2.26%, according to an SNL analysis. And on a year-over-year basis, the West region again produced the strongest median expansion, at 9.22%.

Seattle-based Sound Financial Bancorp Inc. was just one example of a Western bank that saw strong results in the quarter. Loans increased 6.8% to $417.4 million at Sept. 30, compared to Dec. 31, 2013, and grew 9.9% from Sept. 30, 2013, the company said in a third-quarter 2014 earnings release. "Loan demand in our market areas remains steady and we are taking advantage of this economic improvement with measured portfolio growth," President and CEO Laurie Stewart said in the release.

Median third-quarter loan growth among commercial banks with less than $10 billion in assets, when compared with the previous quarter, came in at 1.75%, the SNL analysis of regulatory filings found. Median loan growth between the third quarter of 2014 and the year-ago quarter was 5.99%.

The Southwest region achieved second-best quarter-over-quarter growth behind the West, with 2.07% expansion, while the Southeast produced the weakest result with a gain of 1.32%.

Drexel Hamilton analyst David Bishop told SNL that loan growth was mostly in line with expectations for the $10 billion and below banks in his coverage universe. There was an expected rebound for some banks, including Conway, Ark.-based Home BancShares Inc., which saw a strong recovery in its commercial real estate pipeline. "That certainly came to fruition," he said. There was also continued strength on the commercial side from Rockland, Mass.-based Independent Bank Corp., he said.

Commercial construction seems to be rebounding nicely, Bishop noted. Some banks now have the capital capacity, and are seeing opportunities, to get back into the commercial real estate space. "I think a lot of this is reflective of efforts that they've been working on for the past three or four quarters," he said, as some commercial construction projects are starting to take shape. "I think that's consistent with the message managements have been espousing that they continue to see health in the commercial real estate and construction markets," he added.

Meanwhile, the oil patch areas in Texas and Louisiana continue to be a bright spot and the commercial market in Tampa and greater west-central Florida is strengthening too. But pricing competition in many markets remains intense and deal structures continue to feel pressure in terms of issues such as lengthening duration and waiving guarantees, he said.

Median year-over-year growth was notable in some regions but still hovered mostly in the mid-single digits. Banks in the New England region saw 8.33% growth while the Southeast struggled the most, generating median loan growth of just 4.44%, SNL found.

The Southwest, including Texas, experienced 7.91% year-over-year growth. Danny Payne, a banking industry consultant and a former Texas Department of Savings and Mortgage Lending commissioner, told SNL he has already seen some cautious optimism following the mid-term election results. Texas and the Southwest are still enjoying the fruits of oil and gas activity in the form of deposit growth, especially in central and west Texas, he said. Texas-based banks saw loan growth of 2.30% compared to the linked quarter and 9.29% growth on a year-over-year basis, SNL found.

Payne said he still hears rumbles about unique niche lending in the smaller community banks. "I think there will be revisits to the growth strategies discussions at senior management and board levels to toss around the political crystal ball relating to any new perceived opportunities if D.C. gridlock eases and we see some congressional efforts and/or movements toward reg relief, economic improvements etc.," he said. "However, on the other hand, we may see gridlock like never before."

Banks between $1 billion and $10 billion in assets saw better growth than their smaller counterparts during the quarter and experienced total median loan growth of 2.10%. Residential construction loans were one of a few categories where all asset sizes saw positive results, growing 6.56% for banks of less than $100 million in assets, 8.86% for those between $100 million and $1 billion and 5.79% for companies of $1 billion to $10 billion in assets.

Drexel Hamilton's Bishop said he expects loan growth in the fourth quarter to be fairly consistent with the third quarter. He said there will be continued elevated margin compression relative to the first half of the year. His coverage universe saw margin compression of eight basis points in the quarter, which was much higher than the one or two bps of compression seen in the first half of the year. The beneficial effects of purchase accounting accretion income is starting to accelerate for some of the banks. "And that's obviously having an impact on the margin," he said. On the flipside, the recently completed quarter was the first without a sequential decline in interest bearing deposit costs. "So it appears that those have reached an inflection point," he said. Deposit pricing is becoming more important in terms of asset liability management for some banks, he said.

Payne believes banks will see quality loan growth in the "stable to lacking" range for the coming quarter, though 2015 may bring more optimistic attitudes and opportunities — especially in M&A. "Overall, things seem to be status quo and relatively quiet," he said.

 

 

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Here's The Single Force That Could Set Off Inflation
businessinsider.com

Renting is all the rage these days, and the tightening of the residential rental market is the biggest threat to inflation, according to Ian Shepherdson, the chief economist at Pantheon Macroeconomics. 

The logic is simple. When there are few places to rent, landlords will jack up prices.

This chart was featured in Shepherdson's new monthly chartbook. We reached out to him to ask him why this is the biggest threat. Here's what he had to say: 

"...it's by far the biggest component of core CPI, accounting for about 40% of the index.  Rents reflect the vacancy rate (very low and falling) and wage growth (very low but about to accelerate, given the drop in unemployment and the pressures evident in surveys like the NFIB) so the risk is substantially to the upside.  Rents are much bigger driver of inflation than all the things people think of as indicative of price pressures, like clothing, tech gadgets, prescription drugs, cars, etc."

Shepherson has cautioned about falling vacancy rates being a threat to inflation before. Here's a quote from a note he put out in August (emphasis Shepherdson): 

"...a sharp and continuing decline explains the gradual upward pressure on rents, which we think are likely ro rise much faster once wage gains begin to pick up. Landlords are likely to be prime beneficiaries of faster wage gains, in our view, because tenants clearly have a shrinking pool of other options. Remember, rents and rent-equivalents account for 40% of the core CPI."

### Press Release ############################

Wells Fargo is Top SBA Lender for Sixth Straight Year

For the sixth straight year, Wells Fargo & Company (NYSE:WFC) is America’s top SBA lender in dollar volume, approving a record $1.6 billion in SBA 7(a) loans for small businesses in federal fiscal year 2014 (Oct. 1, 2013 – Sept. 30, 2014). The company increased its dollar volume of SBA 7(a) loans by 10 percent from a year ago. An SBA preferred lender in all 50 states, Wells Fargo also is the second largest SBA lender by units, extending 4,036 SBA 7(a) loans in federal fiscal year 2014, a 16 percent increase in units from the prior year.

“Through the SBA loan program, we know the financing that we provide helps drive economic growth at a very local level, and helps communities we serve succeed financially by providing local businesses access to the capital they need to thrive and grow.”

“At Wells Fargo, we work hard to help America’s small business owners, and we are incredibly proud to earn their business and increase our lending to businesses across the country each of the last six years,” said Donna Serres, new head of Wells Fargo’s SBA Lending Division. “Through the SBA loan program, we know the financing that we provide helps drive economic growth at a very local level, and helps communities we serve succeed financially by providing local businesses access to the capital they need to thrive and grow.”

During the six-year period Wells Fargo has been the No. 1 SBA lender, the company has increased its SBA 7(a) lending 72 percent in units and 96 percent in loan dollars from federal fiscal year 2009 to 2014.

“Our growth in SBA lending during the last few years underscores the importance of SBA loan programs for thousands of creditworthy small businesses,” said Serres. “SBA loans provide options for creditworthy entrepreneurs and small business owners who may not be able to obtain a conventional loan that meets their business needs.”

Among the customers who worked with Wells Fargo to expand a business with an SBA loan this year is business owner, Larry Chavez. His Albuquerque-based business, Dreamstyle Remodeling, is a leading home improvement and remodeling company in the Southwest. Over the past seven years, the company has gone from 40 employees to 240.

“To grow and strengthen our business for the future, it was important for us to find the right financing,” said Chavez. “Working with Wells Fargo, we secured an SBA loan that gave us the opportunity to expand into new markets, and introduce innovative ideas and products.”

Wells Fargo is the No. 1 SBA 7(a) lender in dollars in 10 states: Arizona, California, Colorado, Minnesota, North Dakota, Nevada, New Mexico, Oregon, South Carolina and Texas – and the No.1 SBA 7(a) lender in number of loans (units) in 8 states: Alaska, Arizona, California, Georgia, North Carolina, New Mexico, South Carolina and Virginia.

In addition to being the No. 1 SBA lender in dollars, for the 12th consecutive year Wells Fargo continues to be the nation’s No. 1 small business lender for loans under $100,000 and loans under $1 million categories, according to the most recent Community Reinvestment Act (CRA) data (2002-2013).

### Press Release ############################

 

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Frontier Bank, FSB, Palm Desert, California Closes
Marks 17th bank failure in 2014

Regulators closed a small lender in California on Friday, marking the 17th U.S. bank failure this year after 24 closures in 2013.

The Federal Deposit Insurance Corp. said it has taken over Frontier Bank FSB, based in Palm Desert.

The bank, better known as El Paseo Bank, operated two branches. It had about $86.4 million in assets and $82.1 million in deposits as of June 30.

Bank of Southern California NA, based in San Diego, agreed to pay the FDIC a premium of 1.06 percent to acquire all of Frontier Bank's deposits. In addition, Bank of Southern California agreed to buy essentially all of the failed bank's assets.

Frontier Bank's failure is expected to cost the federal deposit insurance fund $4.7 million.

U.S. bank failures have been declining since they peaked in 2010 in the wake of the financial crisis and the Great Recession.

Only three banks went under in 2007. That jumped to 25 in 2008, after the financial meltdown, and ballooned to 140 in 2009.

In 2010, regulators seized 157 banks, the most in any year since the savings and loan crisis two decades ago. The FDIC has said 2010 likely was the high-water mark for bank failures from the recession. They declined to 92 in 2011 and fell to 51 in 2012.

In a strong economy, about four or five banks close annually.

From 2008 through 2011, bank failures cost the deposit insurance fund, which is financed by insured banks, an estimated $88 billion, and the fund fell into the red in 2009. With failures slowing, the fund's balance turned positive in the second quarter of 2011, and it had a $51.1 billion balance as of June 30.

The FDIC has said it expects bank failures from 2012 through 2016 will cost the fund $10 billion.

Golden Retriever Mix
Nashville, TN  Adopt-a-Dog

Bear
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News Briefs----

Five banks fined more than $3 billion in currency probe
http://money.cnn.com/2014/11/12/investing/banks-currency-fx-probe/index.html

Google to Lease NASA’s Moffett Field for $1.2 Billion
http://www.bloomberg.com/news/2014-11-11/google-to-lease-nasa-s-moffett-field-for-1-2-billion.html

Ex-wife gets nearly $1B in divorce ruling
http://www.usatoday.com/story/money/business/2014/11/10/energy-tycoon-divorce-settlement/18812087/

Apple's enterprise assault gets into higher gear
http://www.reuters.com/article/2014/11/10/us-apple-ibm-enterprise-exclusive-idUSKCN0IU2ED20141110

 

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--You May Have Missed It

Can Money Buy Happiness?
http://online.wsj.com/articles/can-money-buy-happiness-heres-what-science-has-to-say-1415569538

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SparkPeople--Live Healthier and Longer

Get Fit before You Feast: A November Challenge!
http://www.sparkpeople.com/blog/blog.asp?
post=get_fit_before_you_feast_a_november_challenge

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Winter Poem

Late lies the wintry sun a-bed,
A frosty, fiery sleepy-head;
Blinks but an hour or two; and then,
A blood-red orange, sets again.

Before the stars have left the skies,
At morning in the dark I rise;
And shivering in my nakedness,
By the cold candle, bathe and dress.

Close by the jolly fire I sit
To warm my frozen bones a bit;
Or with a reindeer-sled, explore
The colder countries round the door.

When to go out, my nurse doth wrap
Me in my comforter and cap;
The cold wind burns my face, and blows
Its frosty pepper up my nose.

Black are my steps on silver sod;
Thick blows my frosty breath abroad;
And tree and house, and hill and lake,
Are frosted like a wedding-cake.

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Sports Briefs----

Red Sox "all in" on signing Sandoval
http://espn.go.com/boston/mlb/story/_/id/11861086/boston-red-sox-making-big-push-sign-free-agent-pablo-sandoval

Toe injury ends Willis' season
http://sports.yahoo.com/news/49ers-linebacker-patrick-willis-season-220202428--nfl.html

Inside the NFL's Replay Command Center
http://mmqb.si.com/2014/11/11/inside-the-nfls-replay-command-center/

 

(Leasing News provides this ad “gratis” as a means
to help support the growth of Lease Police)

 

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California Nuts Briefs---

Robin Williams reportedly leaves $50 million estate to children
http://blog.sfgate.com/dailydish/2014/11/11/robin-williams-reportedly-leaves-50-million-estate-to-children/

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“Gimme that Wine”

Scotch/Whisky Edition

http://www.youtube.com/watch?v=EJnQoi8DSE8

LIMITED EDITION JOHNNIE WALKER® GOLD LABEL RESERVE™ EXCLUSIVE TRAVELLERS’ EDITION LAUNCHED IN TRAVEL RETAIL
http://www.whiskyintelligence.com/2014/11/limited-edition-johnnie-walker-gold-label-reserve-exclusive-travellers-edition-launched-in-travel-retail/

Dewar’s Master Blender on “The Last Great Malts Collection”
http://whiskyadvocate.com/whisky/2014/11/07/dewars-master-blender-on-the-last-great-malts-collection/

 

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