Sorry, Readability was unable to parse this page for content.
Source: http://hardforum.com/showthread.php?t=1774358&goto=newpost
Texas Bombing breaking news new york post Sean Collier Kyrgyzstan Suspects in Boston Bombing Kerry Rhodes
Thursday, August 1, 2013
Monday, July 29, 2013
Forum Energy CEO sees chances for more acquisitions
By Jeannie Kever
Houston Chronicle
Forum Energy Technologies was formed through a five-way merger three years ago and hasn?t stopped growing. The acquisition of Moffatt 2000 Ltd., announced earlier this month, was the company?s 14th, and CEO Cris Gaut said Forum continues to look for opportunities that expand what it can offer customers.
Gaut worked for Ensco International ? he was co-chief operating officer and now serves on the board of directors ? and was president of the drilling and evaluation division at Halliburton before taking the helm at Forum. He talked with FuelFix about Forum?s growth and how the company evaluates new opportunities. Here are edited excerpts:
FuelFix: What will the acquisition of Moffatt 2000 give your company?
Gaut: We are growing our drilling equipment business, our subsea business and our production business. The acquisition of Moffatt 2000 fits into our subsea business line and expands the product offering for our existing customer base, the offshore construction companies.
Moffatt is a leading provider of pipeline integrity and testing equipment, based in Newcastle, in northeast England.
FuelFix: So it will strengthen your position in Europe?
Gaut: Moffatt has a good market position in the North Sea, and with the combination of Moffatt and Forum, we can expand their sales into Brazil and the Gulf of Mexico and Asia. We?re already pretty big in the North Sea with our remotely operated vehicles. This is just another product that helps us with that market position in the North Sea.
FuelFix: Just before that, you closed on the acquisition of Blohm + Voss Oil Tools, and a joint venture with Quantum Energy Partners to purchase Global Tubing. How did that add to your portfolio?
Gaut: Blohm + Voss expands our drilling equipment business. It primarily serves international drilling contractors, offshore drilling contractors. Previously, Forums? offering was primarily directed to North American drilling contractors, so there?s an obvious complement there.
With Global Tubing, part of our strategy is to look for companies in markets that are fairly consolidated, where there aren?t a large number of big competitors. Another aspect of Global Tubing?s business that was attractive is their products are repetitive sales. The oil service companies who use Global Tubing for the servicing of their wells and the completion of their wells frequently have to replace the coiled tubing. We like the repetitive nature of the business.
FuelFix: What guides you in looking for companies? How do you know what?s the right fit?
Gaut: Strategically they need to fit with our existing business lines. So we?re looking for things that will help us round out our production lines. We look for companies that have established a good market position but might need further help or additional resources to take their growth to the next step.
Obviously we have to review many different opportunities and talk to many different prospects in order to winnow that down to the deals that finally get completed.
FuelFix: Do you have a goal that you want to reach and then you?ll slow down on acquisitions, or is it all about being ready for the right opportunity?
Gaut: At this point, we see a very good environment for future acquisitions and a large number of attractive opportunities. But we are also continuing to grow organically, developing products internally, expanding geographically.
FuelFix: How much of your growth is acquisition vs. internal?
Gaut: It?s been about half and half.
FuelFix: How did your background with Halliburton and Ensco prepare you for running a company?
Gaut: When I joined Ensco, it was very small. We made Ensco a success through a large number of acquisitions and rapid growth. I had the opportunity to be very involved and benefit from that experience. I also learned a great deal from my time with a much larger oil service company in Halliburton and the very sophisticated systems that a larger company like that has.
Source: http://fuelfix.com/blog/2013/07/28/forum-energy-ceo-sees-chances-for-more-acquisitions/
cabin in the woods the legend of korra three stooges the three stooges the bee gees woodward keratosis pilaris
Happy Monday, Facebook fans! A new report shows more agencies are now using elec...
Sorry, Readability was unable to parse this page for content.
Source: http://www.facebook.com/wcybnews5/posts/10151843698478825
Confederations Cup Phil Costa Fruitvale Station BART strike nhl draft dexter dexter
Second-Gen Nexus 7 Coming Soon to Canada
Users in Canada will soon be able to purchase the recently unveiled second-generation Nexus 7 tablet PC, as Google themselves confirmed plans to bring it to shelves in the country in the not too distant future.
Apparently, the device is set to hit stores there as soon as this week, with Best Buy and Future Shop (which already list it for reservations) expected to launch it on July 30, and with Staples said to have it up for grabs as of July 31.
According to a recent article on MobileSyrup, however, only the 16GB Wi-Fi flavor of the device might be released, with a price tag of $249.99 (?183).
Google has already listed the new Nexus 7 on its website with a ?coming soon? tag attached to it, which means that users will also be able to purchase it via the official Google Play Store soon. However, it remains to be seen what price tag it will sport at the company.
Source: http://news.softpedia.com/news/Second-Gen-Nexus-7-Coming-Soon-to-Canada-371771.shtml
tropic thunder carnie wilson missing reese witherspoon pregnant billy joel bent new york jets
Sunday, July 28, 2013
Ford recalls 33,021 C-Max hybrid cars due to roof issue
(Reuters) - Ford Motor Co
The vehicles were built between January 19, 2012, and June 26, 2013, in Michigan. Only vehicles without the optional panoramic glass roof are included in the recall.
Ford said it would install plastic energy-absorbing material under the roof on both sides of the vehicle to correct the problem.
No accidents or injuries have been attributed to the issue, the company said. Tests by the National Highway Traffic Safety Administration and the company uncovered the roof safety issue.
(Reporting by Susan Kelly in Chicago; Editing by Peter Cooney)
Source: http://news.yahoo.com/ford-recalls-33-021-c-max-hybrid-cars-012005662.html
rock and roll hall of fame 2012 brandon rios oklahoma news nascar news doppler radar colorado rockies moonshine
Former Montana coach Robin Pflugrad defends program following penalties
MISSOULA, Mont.?Penalties to the University of Montana football program following an investigation are the result of the NCAA being "extremely technical," former head coach Robin Pflugrad said.
Ex-athletic director Jim O'Day said the NCAA spent so much time investigating that it had to find something wrong.
MORE: NCAA reinstates Georgia lineman | Kiffin safe | Playoff hosting contest
The NCAA on Friday said the school and Pflugrad failed to monitor the football program, allowing boosters to provide benefits to players, including bail money and free legal representation for two players. The NCAA also said in the results released following a yearlong investigation that other player perks provided by boosters included free meals, clothing, lodging and transportation.
The penalties, many self-imposed by the school, include a three-year probationary period, the loss of four scholarships in each of the next three seasons and vacating five wins in which ineligible players participated after receiving help with their legal problems that is not allowed under NCAA rules.
"I understand some of those scholarship losses only in the fact the NCAA has been in here 18 months and they've allocated a lot of resources and personnel and time to look at it," O'Day told the Missoulian in a story on Saturday." They absolutely had to come away with something. It's no different than the IRS when they go in and they are red-flagged on something. They've got to come away with something."
Pflugrad and O'Day were fired in March 2012 without the university giving a reason. The school was notified of the NCAA investigation in January 2012, but it was not announced until May.
Pflugrad, who is now the offensive coordinator at Weber State, is suspended from coaching during the first game of the 2013 season and faces recruiting restrictions this season. He also must attend an NCAA regional rules seminar in 2014.
He told the newspaper that he disagrees with the NCAA's definition of a "booster." The NCAA determined that backup quarterback Gerald Kemp and cornerback Trumaine Johnson were bailed out of jail after their arrest on Oct. 23, 2011, by the mother of a teammate who paid $130 and $190. Kemp's grandfather later reimbursed the woman.
Police officers used stun guns on the two players trying to break up a loud party.
The NCAA also found that an attorney provided each player with about $1,500 in free legal representation. The NCAA said Pflugrad learned a booster had posted bail, but did not report it to university officials. NCAA officials also found O'Day and the compliance director were aware that a booster was providing legal assistance to the players.
Johnson, who now plays for the St. Louis Rams, and Kemp pleaded no contest to disorderly conduct charges in December 2011.
"In the highest degree of technicality, I looked at that relationship, as a mother of a player whose teammate was in trouble, and when does that cross over to being a booster?" Pflugrad said. "If that's my biggest mistake, then I'm going to move forward with it. Because there has to be some form of humanity in what we do.
"You know the first thing I did, I made sure none of our coaches had bailed out players. That was my job and I moved on from there."
Pflugrad disagreed with his firing.
"There was an overall climate and publicity that assisted in creating a certain atmosphere in which the administration overreacted," he said. "That resulted in the termination of the athletic director and myself as head football coach."
President Royce Engstrom and athletic director Kent Haslam issued statements Friday saying the university has expanded its compliance office and is improving its communication of NCAA rules to the university's fan base.
zsa zsa gabor illinois primary trayvon martin 911 call kiribati vernal equinox mr rogers jamie lee curtis
Steve Jobs: The Least Disruptive Entrepreneur Ever
Last night, as I watched "Jobs," the new Apple-founder biopic starring Ashton Kutcher, I realized something: Jobs was not a disruptor.
The movie doesn't open until August 16, but Open Road Films, the studio releasing it, had invited me and the ReadWrite community to a private screening in San Francisco, after which I moderated a question-and-answer session with Kutcher and the film's director, Joshua Michael Stern.
Kutcher may be burned into the American pop-culture mind as the unduly good-looking comic talent of such hits as "Dude, Where's My Car?"?But in recent years, he has become a more serious actor and a key figure bridging Hollywood and Silicon Valley as an angel investor, backing startups like Flipboard, Path, and Airbnb, among many others.
Kutcher never met Steve Jobs, he told the audience, but he loved him and mourned him.
"I loved a man I never knew," he said. That's because Jobs sought to be loved through the products he created, Kutcher argued.
You Can't Disrupt Your Way To Love
There is a vogue in Silicon Valley today for disruption?the eruptive flood of change, washing away the old and leaving in place the new. Founders are courted by venture capitalists based on their brash declarations of which billion-dollar industry they will overturn.
But the message of "Jobs" is quite different. What we learn by watching Jobs over the decades, from the '70s to the earliest years of the present millennium, is that he was at his best not when he disrupted but when he took what was broken and fixed it.
Disruption is facile. Disruption is easy. Disruption is ineffective. It's the technological equivalent of a temper tantrum?nothing more.
What Jobs did at Apple is the exact opposite.
A Brief History Of Change
If you don't live in San Francisco or the office-park sprawl and leafy suburbs to its south, it is easy to mistake Apple's recent innovations as bursts of change from out of nowhere. And the classic Jobs marketing style?the flashy unveiling, the "one more thing" surprise?sought to cast every new product as revolutionary.
In an all-too-brief two hours, "Jobs" tells the story of Apple and its early team at a pace that shows how every product it brought out built on the last one.
The Apple 1, for example, lacked a keyboard and monitor (though it was more complete than other computer kits of its time). That taught Jobs and cofounder Steve Wozniak that they needed to make an all-in-one device to reach the mass market?that was the Apple II.
And the Apple II's stronghold in classrooms laid the groundwork for the Macintosh's success in that same market.
While the story of "Jobs" ends at the creation of the iMac and the iPod, those inventions, too, relied on decades of effort in industrial design and a courtship of music creators.
What followed?the iTunes Music Store, the iPhone, the App Store, the iPad?were all logical progressions, one building on top of another. They may have been unexpected, but they could never have come other than stepwise, innovation by innovation. These were not disruptive waves?these were stairs of change, solidly constructed, taking Apple and the rest of us to the next level.
Fixing What's Disrupted
Obituaries for Steve Jobs often list the industries whose fates he altered. But he did not disrupt those industries, I'd argue: He came in with solutions to problems at a time when they had already been disrupted.
Take music, for example. Napster had already done its damage by the time Apple appeared on the digital-distribution scene. Likewise, Jobs saw Apple's opportunity in books only after Amazon had already upset the balance of power with book publishers.
When Jobs genuinely tried to disrupt things?say, with the Lisa computer, or his NeXT workstations?he fell flat on his face.
The best inventions do not arrive abruptly. Think of Square, the payments service that doesn't replace credit cards, but makes taking them a little easier for the smallest of businesses. Or consider Twitter, whose evolution from quirky insider-chat tool to worldwide town square took long years of struggle. These are not disruptive technologies: They are evolutionary ones, driven by patience and vision.
If there's any reason for the masses to watch "Jobs," it's this: to learn that truly valuable technology is not about disruption and chaos. Instead, it requires inspiring teams to work for greater goals and creating institutions that last beyond the founder.
I just wasn't expecting to learn that lesson from the star of "That '70s Show."
Lead image from "Jobs"; photo of Ashton Kutcher as himself by Euan Rannachan
Source: http://readwrite.com/2013/07/26/steve-jobs-jobs-movie-disruption-versus-improvement
Sequester Miami Heat Harlem Shake Harlem Shake Miami Heat dr seuss History Channel The Bible alex smith alex smith
Subscribe to:
Posts (Atom)