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 Monday, July 26, 2010 
 
 
 Richard  Anderson passes away 
 
  [headlines] Richard  Anderson passes away “Richard  Charles Anderson, 73, passed away peacefully Tuesday, July the 20th,  at his home in Phoenix, Arizona.  He was born January 21st, 1937 in  Minneapolis, Minnesotan to Charles and Alice Anderson.  He served in  the Army prior to graduating from the University of Minnesota.  He  worked most his life in Leasing and Finance (twenty years at  LeaseAmerica.)  Richard had a passion for living life and an energy  that was boundless.  He loved golf, good conversation, and his  friends and family.  He is survived by his loving wife Sheila Brooks  Anderson, son Chad Anderson, sisters Patricia Polydisky & Susan  Kennell, and brother Walter Anderson.  Please join us at Richard’s  life celebration on Saturday July, 31st from 2:00 – 5:00 PM at the  Heritage Heights Unit 4 Clubhouse at 2837 E Mission Lane, Phoenix,  Arizona.” 
      [headlines] Classified Ads---Controller 
 
 
 For  a full listing of all “job wanted” ads, please go to: Other  e-Mail Posting Sites: 
        [headlines] LEAF Specialty to Vacate Premise by July 31st 
 Andrew Weddle, principal/managing partner for HighBridge Properties, Corte Madera, California, told Leasing News that Marketpark Offices owned by Al Said has agreed to a settlement with LEAF Financial on the 21,000 square foot office in Columbia, South Carolina. He credits it as a "win-win" for both sides due primarily to LEAF Financial CFO Robert Moskovitz. The new tenant will start work Monday with IT and other improvement for 30% of the property. Marketpark Offices plans to lease the remaining 70% within 60 days, speaking to several probably tenants. In the meantime, Dwight Galloway, LEAF Specialty CEO, continues with the hopes of having a new operation ready to open by August 2, 2010. Accordingly, he is to vacate the premises by July 31st and complete his negotiations and find a new office in the meantime. He was not available at press time for a comment. He remains as an "individual" member of the National Association of Equipment Leasing Association and National Equipment Finance Association. August 18, 2008: "LEAF Financial Corporation announces today that it will be consolidating two of its processing centers and transitioning essentially all of its third party operations and servicing to Columbia, South Carolina. This consolidation coincides with the September opening of LEAF’s new expanded facility in South Carolina. The new office will provide nearly 20,000 square feet of space and room for over 150 employees dedicated to serving the broker and third party market segment. With the opening of this new facility and business consolidation, LEAF will be phasing out its Santa Barbara, California location. The new location will combine the programs, products, and services of LEAF Third Party Funding (formally the leasing division of Pacific Capital Bank) and LEAF Specialty Finance (formally NetBank Business Finance) under one roof in order to provide third party lease originators an integrated solution for all of their business needs. Dwight Galloway has been promoted and will run the combined operations. “Although  combining operations is the right thing to do from an efficiency  standpoint to better serve this market segment, it is personally very  difficult to close our Santa Barbara office. The very talented  employees, while only a small percent of our overall staff, have been  a big part of LEAF’s growth and success over the past year,” said  Crit DeMent, Chairman and CEO of LEAF Financial Corporation. “The  opening of our new facility and expansion of our operations in  Columbia demonstrates our commitment to the indirect market. While  several financial institutions have abandoned this segment in the  past several months, LEAF continues to be committed to supporting our  valued partners.” 
      [headlines] Financial Pacific updated Funder List ‘A’ 
 
 A -Accepts Broker Business | B -Requires Broker be Licensed C -Sub-Broker Program | D -"Private label Program" E - Also "in house" salesmen "FinPac has lowered their best rates by 400 bps to 12%. While our focus is still in our second tier credit niche with appropriate pricing, we are trying to respond to our TPO's (third party originators) needs in that better rate segment. We believe that our historical knowledge and the experience we've gained over the past two years helps us properly identify and price for risk." Paul  J. Menzel, CLP Funder  List “A” 
 
      [headlines] Commercial Capital added to “Broker-Lessor” List 
 
 A - City Business License | B- State License | C - Certified Leasing Professional | D - State(s) sales/use tax license |E - Named as "lessor" on 50% or more of lease contract signed. | “Commercial  Capital Company has been in business for over 25 years centrally  located in Overland Park, Kansas, a suburb of Kansas City. Throughout  our history, we have been known as the company that can get it done.” Click  here: Commercial Capital Team:   Full  List “A” Broker-Lessor: 
 
 
 
      [headlines] Leasing  102 
 Hiring Sales Personnel One of the most difficult tasks for the leasing industry is hiring “competent” sales personnel. Some people are eager to work, but lack the skills to be a leasing sales person. Sales require a person who is aggressive, organized, neat, and personable. Sounds funny that I did not say smart or good looking, or even well dressed. The smartest sales person I ever had work for me was fat, older, and mostly bald headed, But he was one that dressed for his market, enjoyed the people he called on and loved the market because those few industries were passions of his and he loved to talk about the equipment. He became a part of those industries and could discuss it with his customers. He not only knew his customer but much about the equipment they used in their industry. Always hire someone that has sold before or expect a long ramp-up period. Learning sales is harder than learning leasing. However both can be taught if the person is capable. Most leasing companies try to teach their products and capabilities to their new sales staff but forget that they will face all kinds of competition and need to know leasing in its entirety. Look for people that have sold equipment in the market you want to penetrate. They usually understand how important it is to know the subject completely and also they can get in to see the decision makers with relative ease because they have been there before. Generally they know the importance of leasing and financing and also know the equipment sales personnel from having been there. They may even have some information on customer needs they would help with your lease structures. I think hiring sales personnel is made easier or harder by the markets you chose to approach and the equipment cost. Select your target markets that will accept your capabilities and your limitations and then look for sales personnel that fit those markets. A sales person becomes a liaison between the Lessee and the Lessor. Someone who is a negotiator! Therefore they need to have people skills. Understanding leasing and credit is not enough. Any trained individual can review credit and price a deal, but someone that can sense what a lessee is looking for and can present reasons for accepting your proposal is rare. Learning to “listen” to the lessee is one of the most important qualities of a successful salesperson. Knowing how to ask leading questions that lead the conversation into the structure that will be acceptable is a conversational talent. Listening to the lessee or the vendor and knowing when they are “over asking” for parameters that are out of reach and redirecting them back to what is possible takes patience. A good salesperson must be able to sell not just to present. Look for people that are good at explaining a complex subject. Pick something they understand, but you do not, and have them explain it to you. Do not sound like you understand it too quickly and request them to try a different method or way for you to get it. You may even want to challenge their thought process. This will show their talent for listening to your difficulties to understand the subject, and then can they assess how to convince you that they are correct. See how they think out the problem and see if they can handle the presentation with finesse and maintain your good will. Those people that can teach a subject seem to have the listening skills required to learn what it takes to convince a lessee of the benefits of their leasing product. I know that a good sales person can sell in any market but it is also important that your sales staff have longevity. The slow steady and consistent performer that stays around is preferred to the flash in the pan that produces excellent volume and then moves on. The longer you work with a customer base or a vendor the more stable your company will be and the secret to that is a stale sales staff. Mr. Terry Winders, CLP, has been a teacher, consultant, expert witness for the leasing industry for thirty years and can be reached at leaseconsulting@msn.com or 502-327-8666. He invites your questions and queries. Previous  #102 Columns: 
 
(This  ad is a “trade” for the writing of this column. Opinions 
      [headlines] Leasing Industry Help Wanted 
  Please see our Job Wanted section for possible new employees. 
      [headlines] Top Stories---July 19-July 23 
 
 Here are the top ten stories opened by readers: (1) U.S. Bancorp Oliver-Allen  group Closing Down (2) Correction ---U.S. Bancorp  Oliver-Allen group Closing Down (3) Funder List Up-dated: Bank  of the West Leasing (4) Two More Cases against  Allied Health (5) ABCO latest to file  against Allied--More to follow? (6) 7th Bank files against  Allied Health Care Services (7) Bank Beat---Ex BofA Exec.  buy 23 Branches; MI,FL again (8) US  Bancorp Profits Increase—plus Leasing Numbers (9) ZRG Partners—Unemployment  is the worst behind us? (10) Key Corp Starts to Control  Leasing Portfolio 
 
      [headlines] The Famous Leasing News “The List” ---June 
 Synopsis: U.S. Bank Manifest Funding Services, Marshall, Minn. (06/10) More cuts (06/10) Division changes, executives being moved to vendor side, brokers staff being cutback, brokers being informed on new requirements, many to be dropped. GCR Capital, Safety Harbor, FL (06/10) Receives Bulletin Board Complaint not paying broker since January. LEAF Financial (Philadelphia, PA (06/10) Having trouble with Columbia, South Carolina landlord regarding 21,000 square foot lease (06/10) Receives modified, lower line of credit. Full  Listing: Chronological: Full  Listing: Alphabetical 
 
      [headlines] Bank Beat----103 Bank Failures 
 The pace of bank failures continues faster than last year at this point when it reported 64 bank failures. At this date, 2010, it now stands at 103. The 100th bank to fail this year was accepted into the national banking group January 28, 1903, became part of the FDIC program when President Roosevelt started this program January 1, 1934 and when closed had 18 full time employees. They had opened their second branch 1917 in Hunter, Kansas. The two branches of Thunder Bank, Sylvan Grove, Kansas were closed with The Bennington State Bank, Salina, Kansas, to assume all of the deposits. According the Sylvan Grove Historic Society, "On March 4, 1892, eleven men met for the purpose of organizing a bank at Sylvan Grove. The capital stock of Five Thousand Dollars was subscribed and the name of the bank selected. On April 7, 1892, the Sylvan State Bank opened for business. It was a little wooden building located one block north of the tracks on the west side of main street. On November 12, 1894, the Sylvan State Bank was involved in an event that has survived the decades to become a legend – the first attempt to rob a bank in Lincoln County. An armed bandit robbed the bank, but upon his attempted getaway, was shot and killed by the bank cashier. Two accomplices on horseback managed to get away. All of the stolen money was recovered on the dead man. 
 "In  1912, a new brick bank was built with office rooms and then later the  city library upstairs. This building, although renovated and  expanded, still houses the bank in Sylvan Grove today." 
 
 2000 census states there were 324 people, 157 households, and 88 families living in Sylvan. The median income for a household in the city was $27,188, and the median income for a family was $36,375. 96% White Non-Hispanic (Ancestries: German (37.7%), English (11.7%), French (9.6%), Irish (8.0%), French Canadian (4.6%), Swedish (4.3%). Over two-thirds of the businesses on the main street are located in limestone buildings. As of March 31, 2010, Thunder Bank had approximately $32.6 million in total assets and $28.5 million in total deposits. The bank equity was $2 million, going from $3.3 million March 31, 2009, losing $200,000 the period before and $759,000 March 31, 2010 with $586,000 in non-current loans after a charge off of $195,000 ( $71,000 in construction and land development, $122,000 1-4 multifamily residential property, and $2,000 in loans to individuals. Tier 1 risk-based capital ratio 3.19%. The bank was considered to specialize in agricultural loans. The  FDIC estimates that the cost to the Deposit Insurance Fund (DIF) will  be $4.5 million. SouthwestUSA Bank, Las Vegas, Nevada was closed with Plaza Bank, Irvine, California, to assume all of the deposits. When  it opened May, 2001, it was Peter Kingman’s “vision" to have  a "private banking services for elite clients...to serve the  ever-growing affluent population in Southern Nevada...Unlike other  banks, SouthwestUSA Bank has no teller windows or lines. Entering the  bank foyer, clients encounter a beautifully appointed lobby with an  aquarium and a large, wall-mounted flat-screen television tuned to  the business and financial market news of the day. Once the client’s  desired banking services are ascertained, meetings take place in a  one-on-one conference room where a personal banking officer  negotiates the desired transaction or banking service for the client.  The system is designed to provide personalized service with absolute  discretion. An additional unique amenity at the bank is a  full-service, professional kitchen. It is designed to prepare  refreshments for clients during routine visits or scheduled meetings,  and also to provide  for special events at the bank, such as financial planning seminars." As of March 31, 2010, SouthwestUSA Bank had approximately $214.0 million in total assets and $186.7 million in total deposits. The bank had 33 full time employees. Equity had dropped from $21.5 million to $9 million following a $3.6 million loss March 31, 2009 to a $866,000 loss March 31, 2010 but with $47.5 million in non-current loans. The FDIC and Plaza Bank entered into a loss-share transaction on $111.3 million of SouthwestUSA Bank's assets. Tier 1 risk-based capital ratio 4.68%. The  FDIC estimates that the cost to the Deposit Insurance Fund (DIF) will  be $74.1 million. The five branches of Home Valley Bank, Cave Junction, Oregon, were closed with South Valley Bank & Trust, Klamath Falls, Oregon, to assume all of the deposits. The bank was founded August 15, 1980 in Cave Junction, then in 1994 opened their first branch in Grants Pass, another in 1998, a third in 2004 and a fourth in 2007. "Oregon's smaller commercial banks loaned heavily to residential real estate developers during the boom and paid a heavy price when the housing industry fell into disarray, “Jeff Manning wrote for the Oregonian. "With the exception of Central Oregon, Home Valley's home turf of Josephine and Jackson counties has suffered some of the steepest housing value declines and highest foreclosure rates in the state. He notes, "Seven other Oregon banks are also operating under orders from regulators to boost their capital or otherwise improve operations: PremiereWest Bancorp of Medford; Albina Community Bancorp of Portland; Liberty Financial Group, parent of Liberty Bank of Eugene; Pacific West Bank of West Linn; Cascade Bancorp in Bend; Merchants Bancorp in Gresham; and Columbia Community Bank of Hillsboro. " Home Valley Bank had 59 full time employees when they closed following a $403,000 loss March 31, 2009 and a $457,000 profit March 31, 2010, plus had reduced their non-current loans from $18.5 million to $12.8 million with $633,000 charge offs in real estate ( $621,000 construction and land development.) Bank equity had gone done from $17.4 million March 31, 2009 to $12.4 million March 31, 2010. Tier 1 was above the 5% goal at 6.70%. Among recent banks that were closed, this one appears healthy by the numbers and may have been more a management issue or perhaps geographical decision. As of March 31, 2010, Home Valley Bank had approximately $251.80 million in total assets and $229.6 million in total deposits. South Valley Bank & Trust will pay the FDIC a premium of 1.05 percent to assume all of the deposits of Home Valley Bank. The  FDIC estimates that the cost to the Deposit Insurance Fund (DIF) will  be $37.1 million. As  in a community fresh water fish tank, the first that grow larger than  the small fish eat the smaller fish and become larger. The six branches of Sterling Bank, Lantana, Florida, were closed with IBERIABANK, Lafayette, Louisiana, to assume all of the deposits. For Iberiabank, this marks its third failed bank acquisition in Florida. In November, it acquired the assets and 34 branches of Sarasota-based Century Bank and Naples-based Orion Bank. The $8.7 billion-asset Iberiabank now has 220 offices in 12 states. The company said it now has $3 billion in deposits and 42 offices in Florida and should rank 20th in the state in deposits. Sterling Bank was the fifth-largest bank chartered in Palm Beach County. As of March 31, 2010, Sterling Bank had approximately $407.9 million in total assets and $372.4 million in total deposits. The bank had 64 full time employees. The net equity had gone from $27.6 million March 31, 2009 to $5.1 million with $30.1 million in non-current loans. The bank had lost $1.97 million the previous period and $5.47 million March 31, 2010 with charge offs of $3.3 million, all in real estate ($2.5 million construction and land development, $500,000 in 1-4 multifamily residential property, $332,000 in nonfarm nonresidential property. Tier 1 risk-based capital ratio 3.26%. The FDIC and IBERIABANK entered into a loss-share transaction on $244.3 million of Sterling Bank's assets. The  FDIC estimates that the cost to the Deposit Insurance Fund (DIF) will  be $45.5 million. The 11 branches of Crescent Bank and Trust Company, Jasper, Georgia were closed with Renasant Bank, Tupelo, Mississippi, to assume all of the deposits. As of March 31, 2010, Crescent Bank and Trust Company had approximately $1.01 billion in total assets and $965.7 million in total deposits. Renasant Bank will pay the FDIC a premium of 1.0 percent to assume all of the deposits of Crescent Bank and Trust Company. In addition to assuming all of the deposits of the failed bank, Renasant Bank agreed to purchase essentially all of the assets. According to the Atlanta Journal-Constitution Newspaper, "Crescent was a heavy lender to subdivision developers, strip retail centers and builders of vacation homes. From 2004 to 2008, Crescent doubled in size from $500 million in assets to $1 billion, fueled by a diet of real estate development loans. "Problems started in 2007 with the collapse of the housing market." From the March 31, 2009 period to March 31, 2010 the bank had gone from 186 full time employees to 169, net equity had diminished from $56 million to $12.3 million after a loss of $4.7 to a loss of $13.2 with $112.6 million in non-current loans and a charge off of $12.8 million ($9.7 million construction and land development, $1.4 million in 1-4 multifamily residential property, $736,000 multifamily residential property, and $611,000 in non-farm non-residential property, as well as $233,000 in commercial and industrial loans. Tier 1 risk-based capital ratio 1.52%. The FDIC and Renasant Bank entered into a loss-share transaction on $617.4 million of Crescent Bank and Trust Company's assets. Renasant Bank will share in the losses on the asset pools covered under the loss-share agreement. The  FDIC estimates that the cost to the Deposit Insurance Fund (DIF) will  be $242.4 million.  The five branches of Williamsburg First National Bank, Kingstree, South Carolina were closed with First Citizens Bank and Trust Company, Inc., Columbia, South Carolina, to assume all of the deposits. The bank had 46 full time employees. First Citizens bought another failed bank in September, Georgian Bank of Atlanta. As of March 31, 2010, Williamsburg First National Bank had approximately $139.3 million in total assets and $134.3 million in total deposits. First Citizens Bank and Trust Company, Inc. will pay the FDIC a premium of 0.5 percent to assume all of the deposits of Williamsburg First National Bank. In addition to assuming all of the deposits of the failed bank, First Citizens Bank and Trust Company, Inc. agreed to purchase essentially all of the assets. Bank net equity had dropped from $12.8 million March 31, 2009 to $2.27 million March 31, 2010 following a $2.2 million loss, $13.2 million non-current loans and $3.5 Million charge off ($1.6 million construction and land development, $598,000 1-4 multi-family residential property, $1.199 million secured by non-residential non-farm property. Tier 1 risk-based capital ratio 3.02%. The FDIC and First Citizens Bank and Trust Company, Inc. entered into a loss-share transaction on $64.4 million of Williamsburg First National Bank's assets. The  FDIC estimates that the cost to the Deposit Insurance Fund (DIF) will  be $8.8 million. Community Security Bank, New Prague, Minnesota was closed with Roundbank, Waseca, Minnesota, to assume all of the deposits. As of March 31, 2010, Community Security Bank had approximately $108.0 million in total assets and $99.7 million in total deposits. Roundbank will pay the FDIC a premium of 0.89 percent to assume all of the deposits of Community Security Bank. They had 23 full time employees with bank equity going from $9.9 million March 31, 2009 to $3.37 million March 31, 2010, following a $653,000 loss the previous time period and $1.8 million March 31, 2009 with $20.4 million in non-current loans. Tier 1 risk-based capital ratio 2.12% The  FDIC estimates that the cost to the Deposit Insurance Fund (DIF) will  be $18.6 million. List  of Bank Failures: Bank  Beat: 
  ((Please Click  on Bulletin Board to learn more information))  [headlines] Housing and Banks and Equipment Leasing 
 The dots connect from the housing marketplace to banks and involve equipment leasing as one of the industries affected. From writing the Bank Beat column every Monday, and also seeing the news from the bank trade publications, the construction and land development has taken a very large hit. In almost all the bank failures, the huge write offs and non-current loans fall into this category. A survey recently found 80% of the regional and small banks out of this market place. Driving down the street and seeing a sign that says, "Construction Financing by First National" is rare today. One reason is the "take out" loan being available, another is the interim financing not be available, and thus the construction industry is down, one of the largest numbers of activity in the Equipment Leasing and Finance Industry monthly report. This in turn affects employment, property values for schools, taxes for cities and counties and states, and gives many business fear about spending cash or extending credit to expand their business. In addition, it takes away a profit center from smaller banks that are being squeezed out of other products by the very large banks and their pricings as well as products. According  to Al Schuler, who Leasing News has been quoting for almost ten years  as the US Agriculture forecaster, involved in wood products ( the key  to understanding construction of new houses and commercial property),  new housing will continue to fall not only due to mortgage money  available, but the over building of homes  in many areas of the United States: "Regionally new housing starts were weak everywhere: the northeast was off 11.3%; Midwest was off almost 7%; the south was off 2.4% 5 and the west was down 5.9%. He  predicts new home construction will continue to fall, particularly without  tax stimulus or other government incentives. "Although  we have a number of difficult problems facing the economy,  there are two "elephants" that will hold back the economy for an  extended period of time. 
 
 “(1)  Debt - which exists at both the government level (federal, and state),  and the private sector, particularly individual citizens. Those sectors  that don't have access to "printing presses" ( i.e., you  and me),  are deleveraging or paying off debt. 
 
 “2) Jobs - the job market is stabilizing 5 but consider these alarming numbers: 14  million remain unemployed -  Both  the debt problems and the weak job market will continue to impact  consumer spending ( 70% of the economy) including housing  expenditures. An indicator of consumer  spending is confidence that too is feeling the impact of the weak job  market. 
 
 "Another set of issues the mortgage market, foreclosures, and housing supply: --The mortgage market is in a state of disarray to put it mildly 95% of the mortgages written, held, or insured in the past 24 months were by the GSE's ( Fannie, Freddie, etc.). They hold/insure about 53% of all residential mortgages here in the USA. Fannie and Freddie have an enormous amount of debt, and by the way, they were placed in conservatorship two years ago ( i.e, insolvent). --Foreclosures  will continue to be a problem 24% of U.S. mortgages are  underwater.” 
 “--- We built too many homes over the past decade according to some analysts, this one included. If you compare houses built ( net of houses torn down) with household formations, beginning in the early 1990's, we probably built about 4 million excess homes. E.g., between 2002 and 2006, we built 12 million new homes while the number of households went up by 7 million. “If  you subtract about 1 million destroyed (beyond economic life, etc.),  the "net" is 11 million new supply compared with 7 million  (household formations) demand: 11 million 7 million = 4 million  excess supply.” 
 
 The question is does this mean Florida, Arizona, Nevada, and California or areas hardest hit by unemployment, such as Michigan, or suburban areas from larger population areas that were at one time expanding and today are not. Or is this a trend for home re-modeling or tearing down old homes or just abandoning them, which are happening in areas of Illinois and Michigan. 
  [headlines] Glendale, California--Adopt-a-Dog 
 SPENCER  - Male, Beagle "Spencer  is your typical handsome, forty pound, five year old Beagle. He was  turned in by a local family. They were moving out of the country and  could not take him with them. Spencer is affectionate, comical, and  keeps his nose to the ground. He would do best in an adult home or  with a family with older children" Adoption  Procedure: Glendale  Humane Society 
 Adopt-a-Pet  by Leasing Co. State/City Adopt  a Pet [headlines] 
 
 
 
 BP  chief Tony Hayward 'set to stand down' LEAF  Financial Announces expansion of capital 
 
 
 Naked  Cowboy Slaps Leather at Naked Cowgirl 
 
         40,283  of our neighbors are in mortgage limbo 
 
 California  Chardonnay With a French Accent Dan  Berger: Blended reds are back in style Chianti  Classicos With an Identity Crisis 
 Free  Mobile Wine Program  Wine  Prices by vintage  US/International  Wine Events  Winery  Atlas  Leasing  News Wine & Spirits Page [headlines] 
 This Day in American History     1526 -  The Spaniard Lucas Vasquez de Ayllon and his colonists left Santo  Domingo in the Caribbean for Florida. 
 [headlines] Baseball Poem 
 Gaylord I  have a friend that calls it the  good ole boys I  heard Dietz said that required a windshield. the  denial itself is legendary, and  later the country drawl, Written  by Tim Peeler 
 
 -------------------------------------------------------------- SuDoku The object is to insert the numbers in the boxes to satisfy only one condition: each row, column and 3x3 box must contain the digits 1 through 9 exactly once. What could be simpler? http://leasingnews.org/Soduku/soduko-main.htm -------------------------------------------------------------- Daily Puzzle How to play: Refresh for current date: -------------------------------------------------------------- 
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