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Posts Tagged ‘Board Of Intellectual Capital’

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San Francisco, March, 2014
Successful “Date Certain M&A” of Bell & Howell Intellectual Property/Patents
Steven R. Gerbsman, Principal of Gerbsman Partners and Kenneth Hardesty a member of Gerbsman Partners Board of Intellectual Capital, announced today their success in monetizing and maximizing Intellectual Property/Patents value for Bell & Howell. The company’s Intellectual Property/Patents covered the same technology which enables users to select and manage his/her preferences for receiving information from a business.

Gerbsman Partners provided Intellectual Property Investment Banking leadership and facilitated the sale of the Intellectual Property and Patents.  Due to market conditions, Bell & Howell made the strategic decision to monetize and maximize the value of the Intellectual Property/Patents. Gerbsman Partners provided leadership to the company with:

1.  Intellectual Property Investment Banking and technology domain expertise in developing the strategic action plans for monetizing and maximizing value of the Intellectual Property;
2.  Proven domain expertise in maximizing the value of the Intellectual Property/Patents through a Gerbsman Partners targeted and proprietary “Date Certain M&A Process”;
3.  The ability to “Manage the Process” among potential Acquirers, Lawyers, Management and Advisors;
4.  The proven ability to “Drive” toward successful closure for all parties at interest.

About Gerbsman Partners

Gerbsman Partners focuses on maximizing enterprise value for stakeholders and shareholders in under-performing, under-capitalized and under-valued companies and their Intellectual Property. Since 2001, Gerbsman Partners has been involved in maximizing value for 81 Technology, Life Science and Medical Device companies and their Intellectual Property and has restructured/terminated over $810 million of real estate executory contracts and equipment lease/sub-debt obligations. Since inception in 1980, Gerbsman Partners has been involved in over $2.3 billion of financings, restructurings and M&A transactions.

Gerbsman Partners has offices and strategic alliances in Boston, New York, Washington, DC, San Francisco, Orange County, Europe and Israel. For additional information please visit http://www.gerbsmanpartners.com or Gerbsman Partners blog.

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GERBSMAN PARTNERS
Email: steve@gerbsmanpartners.com
Web: www.gerbsmanpartners.com
BLOG of Intellectual Capital: blog.gerbsmanpartners.com
Skype: thegerbs

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San Francisco, September, 2013
Successful “Date Certain M&A” of Syncapse, Corp., its Assets and Intellectual Property
Steven R. Gerbsman, Principal of Gerbsman Partners, Kenneth Hardesty and James Skelton, members of Gerbsman Partners Board of Intellectual Capital, announced today their success in maximizing stakeholder value for Syncapse, Corp., a venture capital backed, technology enabled social performance management services company.

Gerbsman Partners provided Crisis Management and Investment Banking leadership, facilitated the sale of the business unit’s assets and its associated Intellectual Property. Due to market conditions, the board of directors made the strategic decision to maximize the value of the business unit and Intellectual Property by putting the Canadian parent corporation into receivership. Gerbsman Partners was retained by the Receiver and Gerbsman provided leadership to the company with:

1.  Crisis Management and technology/social commerce domain expertise in developing the strategic action plans for maximizing value of the business unit, Intellectual Property and assets;
2.  Proven domain expertise in maximizing the value of the business unit and Intellectual Property through a Gerbsman Partners targeted and proprietary “Date Certain M&A Process”;
3.  The ability to “Manage the Process” among potential Acquirers, Lawyers, Creditors Management, Advisors and the Receiver;
4.  Communicate with the Board of Directors, senior management, senior lender, creditors, vendors and all stakeholders in interest.
About Gerbsman Partners

Gerbsman Partners focuses on maximizing enterprise value for stakeholders and shareholders in under-performing, under-capitalized and under-valued companies and their Intellectual Property. Since 2001, Gerbsman Partners has been involved in maximizing value for 77 Technology, Life Science, Medical Device, Solar and Social Commerce companies and their Intellectual Property and has restructured/terminated over $810 million of real estate executory contracts and equipment lease/sub-debt obligations.

Since inception in 1980, Gerbsman Partners has been involved in over $2.3 billion of financings, restructurings and M&A transactions.

Gerbsman Partners has offices and strategic alliances in San Francisco, Boston, New York, Washington, DC, McLean, VA, Europe and Israel.

GERBSMAN PARTNERS
Email: steve@gerbsmanpartners.com
Web: www.gerbsmanpartners.com
BLOG of Intellectual Capital: blog.gerbsmanpartners.com

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San Francisco, March, 2013
Successful “Date Certain M&A” of Medical Device company, its Assets and Intellectual Property
Steven R. Gerbsman, Principal of Gerbsman Partners, Kenneth Hardesty, Philip Taub and  John Andreadis members of Gerbsman Partners Board of Intellectual Capital, announced today their success in maximizing stakeholder value for a venture capital backed medical device company. This company was in the medical device skincare space.

Gerbsman Partners provided Crisis Management and Investment Banking leadership, facilitated the sale of the business unit’s assets and its associated Intellectual Property. Due to market conditions, the board of directors made the strategic decision to maximize the value of the business unit and Intellectual Property. Gerbsman Partners provided leadership to the company with:

1.  Crisis Management and medical device domain expertise in developing the strategic action plans for maximizing value of the business unit, Intellectual Property and assets;
2.  Proven domain expertise in maximizing the value of the business unit and Intellectual Property through a Gerbsman Partners targeted and proprietary “Date Certain M&A Process”;
3.  The ability to “Manage the Process” among potential Acquirers, Lawyers, Creditors Management and Advisors;
4.  The proven ability to “Drive” toward successful closure for all parties at interest.
About Gerbsman Partners

Gerbsman Partners focuses on maximizing enterprise value for stakeholders and shareholders in under-performing, under-capitalized and under-valued companies and their Intellectual Property. Since 2001, Gerbsman Partners has been involved in maximizing value for 76 Technology, Life Science, Medical Device and Solar companies and their Intellectual Property and has restructured/terminated over $810 million of real estate executory contracts and equipment lease/sub-debt obligations. Since inception in 1980, Gerbsman Partners has been involved in over $2.3 billion of financings, restructurings and M&A transactions.

Gerbsman Partners has offices and strategic alliances in San Francisco, Boston, New York, Washington, DC, McLean, VA, Orange County, Europe and Israel.

Steven R. Gerbsman
Principal
Gerbsman Partners
Phone: 415.456.0628
Fax: 415.459.2278
Cell: 415.505.4991
steve@gerbsmanpartners.com
thegerbs@pacbell.net
http://www.gerbsmanpartners.com

BLOG of Intellectual Capital
http://blog.gerbsmanpartners.com
Skype: thegerbs

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By Ronald H. Coelyn, Founding Managing Partner – The Coelyn Group

I recently read an article in a major newspaper purporting to give advice about recruiting executive talent in today’s extremely challenging economic climate.  Frankly, the advice given by these so-called experts in both print and broadcast media is unsubstantiated nonsense and very misleading – giving the distinct impression that their stories represent the “real” world.  It doesn’t work that way!

Myth 1 – Hiring only the “employed” in the current economy: The theory behind this statement is that unemployed executives are not as qualified as those who are employed.  This tried and “true” belief is untrue – most especially today.  In more than 23-years of executive search consulting I’ve never seen so many exemplary candidates become available through no fault of their own.  My firm would and has presented “A” player candidates who were currently between assignments.

Myth 2 – Age matters; don’t hire candidates in the third third of their career: This statement basically says that executives have about a 45-year career timeframe (from age 21 to age 65) prior to retirement.  But in reality, health, energy, passion and desire are the key components in evaluating a candidate of any age. More to the point, recent studies have shown that the average stay for a senior level executive is 2.3 years (reflecting the challenges of senior management, M&A activity, etc.). So hiring someone with perhaps 15 or more years left in their career, or even 3-4 years, should never be a problem.  And I would seriously consider candidates beyond age 65 assuming they have the aforementioned energy, etc.

Myth 3 – Wealthy executives don’t want to work anymore: they can’t be motivated: Clearly, this is an individual decision and many executives who have become independently wealthy elect to retire.  But I have personally come to know a great many such fortunate executives who have decided to continue their business careers. They just love the process, the thrill of competition and the realization that their contributions are truly important to society.

A perfect example is the venture capitalists.  As a group these creative leaders have often amassed considerable wealth and yet they “remain steadfastly in the game.”  And notwithstanding the current economic crisis which is impacting their sector we all know that they will come back strong, albeit perhaps with a different model for conducting business – but raise new funds and invest they will.  Of that, you can be certain.

Ronald H. Coelyn – Founding Managing Partner, The Coelyn Group
Ron is the Founding Partner of The Coelyn Group which specializes in Healthcare and Life Sciences. For the past 17 of his 30-year career, he has been active in these industries as a senior executive officer and, most recently, as an executive search consultant (both as a Founder of this Firm and as a Partner in the prestigious international executive search firm SpencerStuart). His executive search consulting practice spans engagements ranging from Chairman of The Board, Members of The Board of Directors, President & Chief Executive Officer to a variety of Vice Presidential and other senior level executive positions.

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I guess that the economic crisis only apply to some. Here is a report by way of Digital media Wire.

“Palo Alto, Calif. – Facebook, the online social network with more than 200 million members, earlier this month turned down funding that would have valued the company at $8 billion, the blog TechCrunch reported on Tuesday, citing a source “with direct knowledge of the proposed transaction.” The company reportedly turned down the $200 million in proposed funding because of a stipulation that would have required it to give up a board seat, with founder Mark Zuckerberg intent on keeping control of the board, according to TechCrunch.

The blog also reported that “investors are now being told the company expects $550 million in 2009 revenue,” well above previous projections of up to $400 million”

Read the full article here.

Related article can be found here: TechCrunch, Blogrunner, Social Median, Seeking Alpha, Dintz,

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RGE recently pubsliched a lengthy article on what needs to happen to save tu US banking system. It makes for a good read and I highly recommend it.

“Many important US banks are currently in a dangerous halfway house between public and private, fragile and failed. This is unprecedented in scale, but not in situation. The United States faced a very similar problem with our Savings and Loan crisis of the mid-1980s, Japan and Sweden had systemic banking crises during the 1990s, and a host of less advanced economies have suffered from this type of problem.”

It continues…

“The ongoing accumulation of nonperforming loans and the resulting continued decline in solvency of many American banks has been a significant drag on growth and will only get worse absent government action. Properly capitalized banks will face losses from the recession no matter what, but will not roll over bad loans because they would have enough of their own capital at risk and can bear the costs of writing off bad loans. The costs to the US economy of leaving its financial system undercapitalized are enormous in terms of lost growth, missed investments in new firms and projects (due to the bias towards rolling over old loans to avoid write-offs by undercapitalized banks), and low returns on savings.

The Obama administration has announced that it will do strict examinations of the 20 biggest banks’ balance sheets starting this week. If anything close to current asset values are used to evaluate those books, and they should be, many of these banks will need public capital injections or closure. The reluctance to pull the trigger appears to be based on the fact that such forced write-offs would require the unpopular steps of another injection of public funds and/or round of closures, either way involving government ownership of those banks, a.k.a. nationalization. Failing to be so strict and leaving current shareholders and top management in control will just lead to further losses and repeated suspicions about some banks’ viability, as we saw in the stock market last week.”

Read the full article here.

Others covering this topic: Peterson Institute, Steve Lendman Blog, Institutional Partners and The BaseLine Scenario.

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The new top-level domain .tel began the go-live process on March 6. Unlike older domain iterations, .tel is not designed for hosting conventional Web sites. Instead, it uses the domain name system to store and transmit contact information that domain holders customize for content, keywords and privacy.

Here we examine how .tel will revolutionize social media and extend social networking features to cellular telephone networks. We also look at how .tel provides directory services and supports unified communication platforms.

The new .tel domain is not meant to replace or compete with older domain name extensions. Nor is it designed to provide an identity system for financial institutions.

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The new domain uses the domain name system to store and communicate contact data and associated keywords. These contact records will create the world’s largest directory of businesses and individuals, supported by privacy features that allow access to some or all contact information to be kept accessible only to those who have been granted permission by the record holder.

The privacy features of .tel adopt the “friending” principles of social networking Web sites without competing with instant message systems such as Yahoo (Nasdaq: YHOO) More about Yahoo Messenger, Live Messenger, Jabber, Skype More about Skype or the micro-blogging platforms Twitter More about Twitter and Identi.ca. Instead, .tel will facilitate messaging and social network platforms by providing a neutral identity management tool that any platform or service can access.

Read the full article here

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