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Data released today by the Commerce Department show that real GDP grew at an annual rate of 3.5 percent in the third quarter of the year.  This is in stark contrast to the decline of 6.4 percent annual rate just two quarters ago.  Indeed, the two-quarter swing in the rate of growth of 9.9 percentage points was the largest since 1980.  Analysis by both the Council of Economic Advisers and a wide range of private and public-sector forecasters indicates that the American Recovery and Reinvestment Act of 2009 contributed between 3 and 4 percentage points to real GDP growth in the third quarter.  This suggests that in the absence of the Recovery Act, real GDP would have risen little, if at all, this past quarter.

After four consecutive quarters of decline, positive GDP growth is an encouraging sign that the U.S. economy is moving in the right direction.  However, this welcome milestone is just another step, and we still have a long road to travel until the economy is fully recovered.  The turnaround in crucial labor market indicators, such as employment and the unemployment rate, typically occurs after the turnaround in GDP.  And it will take sustained, robust GDP growth to bring the unemployment rate down substantially.  Such a decline in unemployment is, of course, what we are all working to achieve.

Christina Romer is Chair of the Council of Economic Advisers

NEW YORK (Reuters) – The drawn-out sale of Bank of America’s (BAC.N) $1 billion wealth management business ultimately came down to how much protection against any unforeseen losses bidders demanded, rather than price.

The fact that asset quality was a key issue in the First Republic auction shows just how concerned many investors still are about the financial sector, where shares have rallied significantly since March, but where future loan performance is still an open question.

But the price that the two final bidders were willing to offer — around the net value on Bank of America’s books — also illustrates that conditions have improved since earlier this year, when investors would only have bought banks at a significant discount.

Other issues also came into play in the bidding, such as whether First Republic’s management would remain and certainty of closing a deal, a source familiar with the situation said.

A consortium of investors, including private equity firms General Atlantic and Colony Capital, ultimately beat out a bid from a rival team that included Blackstone Group (BX.N), Carlyle CYL.UL, TPG TPG.UL and financial services executive Gerald Ford. They paid about $1 billion for the bank, which reported $19 billion total assets, $16 billion deposits and $15 billion in wealth management assets for the end of September.

The consortium that didn’t win had done months of due diligence on the 24-year-old bank, which was seen as desirable because of the loyalty of its customers.

Of particular concern to that consortium was the likely performance of large mortgages, many of which were made in 2006 and 2007 when the housing market was already starting to deflate, a second source familiar with the situation said.

First Republic’s loan book is generally concentrated in California, New York, Connecticut and Massachusetts. The cheaper part of the housing market is showing some signs of stabilizing, but the outlook appears less rosy for pricer properties.

The members of the consortium that didn’t buy First Republic wanted a “stop-loss” or “loss-sharing” agreement to ensure that they wouldn’t take a big hit if loans on its balance sheet deteriorated significantly, the second source said. Under that, Bank of America would absorb losses on the assets after a certain point, that source said.

But the winning consortium, which has a long history with First Republic, had a better view of the loans and was less concerned about future asset deterioration, the first source said.

First Republic tends to offer relatively high rates on deposits, and demand low rates for mortgages it makes, meaning it has narrow profit margins, several people familiar with the process noted. On top of that, it offers a good deal of personalized service, which can be expensive.

With tight margins, loan losses can make the difference between turning a profit and posting losses.

Under the winning bidders’ deal, that consortium is entitled to “put back,” or sell back, some loans to Bank of America between now and closing in the second quarter of 2010, the first source said, but not after then.

Bank of America gained First Republic when it bought Merrill Lynch & Co. It put the business up for sale because it already has a wealth management business, U.S. Trust.

LARGE LOANS

First Republic, which then-independent Merrill Lynch bought just over two years ago for about $1.8 billion, tends to focus on professionals such as doctors and lawyers.

Some potential bidders, who dropped out earlier in the process, had hoped to use the bank as a platform to bring in ultra high net worth customers such as entrepreneurs, and offer them a wider array of financial products like hedge funds.

These prospective bidders thought that to take that step would require new management, separate sources familiar with the bidding process said.

First Republic’s founding management team — Jim Herbert and Katherine August-deWilde, who are part of the consortium buying the bank — plans to stay at its helm, and the winning group views them as crucial to First Republic’s success, the first source said.

The business as it is could be quite profitable, said Sebastian Dovey, managing partner at Scorpio Partnership, a wealth management consulting firm in London. Doctors and lawyers can expect solid income even amid market turmoil.

“These guys are important clients, and they’re growing their wealth,” Dovey said.

General Atlantic and Colony have a history with First Republic. General Atlantic was an early investor in First Republic in the 1980s. It had a representative on the bank’s board from 1987-1990. Colony’s founder Thomas Barrack has also been a board member of the bank.

The two private equity firms will be the largest of First Republic’s minority shareholders, with each holding less than 24.9 percent.

Colony, General Atlantic, TPG, Blackstone, Carlyle, and Bank of America all declined comment for this story.

The sources all declined to be named because details of the deal have not been made public.

By Megan Davies and Dan Wilchins
(Editing by Gary Hill)

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Black Opal Equity has launched as a Jersey City, N.J.-based private equity firm focused on U.S. middle-market businesses in the infrastructure, essential service and government sectors. Managing partner Matthew Day previously focused on infrastructure and essential services investments with Macquarie.

PRESS RELEASE

Black Opal Equity LLC launches today. Black Opal Equity is a unique, privately held investment firm that specializes in acquiring and actively managing established middle-market businesses in the United States.

Black Opal Equity will invest in companies that service, or partner with, the infrastructure, essential service and government sectors in the United States.

Black Opal Equity looks to acquire well-established companies with strong potential for organic growth, typically with annual EBITDA of between $2.5 million and $20 million.

Black Opal Equity is lead by Matthew Day, who has spent much of his career at The Macquarie Group, making private equity acquisitions in the infrastructure service and essential service sectors.

Black Opal Equity’s strategy is to make controlling investments in private companies and to assume an active, day-to-day operational role. As owner-operators Black Opal Equity is able to provide additional management resources as well as growth capital to help develop market-leading enterprises.

Black Opal Equity’s active participation strategy provides a unique liquidity opportunity for business owners looking to remove, or partially remove, themselves from day-to-day operations, as well as for larger businesses looking to divest of non-core divisions.

Black Opal Equity represents the capital and expertise of an accomplished group of institutional and individual investors, entrepreneurs and operators. The team has acquired and grown numerous profitable middle-market businesses, and understands the financial and operational issues faced by owners and managers of growth companies. Black Opal Equity’s active management strategy demonstrates its high level of commitment to driving its investments to success.

Mr. Stephen Clearman, Managing Partner and Founder of Kinderhook Partners, said: “We are strong believers in the value of the infrastructure service and essential service sectors. We look forward to working with Black Opal to unearth these opportunities and invest into sectors which provide the foundation of US enterprise.”

Matthew Day, Managing Partner of Black Opal Equity, said: “This venture provides a very unique access to infrastructure service and essential service investment opportunities — at a time when the future vision for the infrastructure backbone of America is experiencing a great deal of re-evaluation and re-investment from both the government and private sectors.”

About Black Opal Equity
Black Opal Equity is a unique, privately held investment firm that specializes in acquiring and actively managing established middle-market businesses in the United States. Black Opal Equity represents the capital and expertise of an accomplished group of institutional and individual investors, entrepreneurs and operators.

For more information visit http://www.blackopalequity.com

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A health care reform bill set to be unveiled this morning will include a government-run public option for health insurance that will negotiate rates with insurers, much like private insurers operate.

The Washington Post: House Speaker Nancy Pelosi will release a health-care reform bill today that includes a public option and “a historic expansion of Medicaid.” But legislative sticking points regarding abortion and immigration remain unresolved. “Senior Democratic House aides said the bill would likely include a version of the ‘public option’ preferred by moderates and may raise Medicaid eligibility levels to 150 percent of the federal poverty level for all adults, a steeper increase than in earlier drafts.” The bill will cost just under $900 billion over 10 years without increasing the deficit for at least 20, House Democrats said. A plan that would have tied the public option to Medicare rates lacked the votes needed to secure its passage (Murray, 10/29).

The Hill: “The negotiated rates plan is estimated to cost about $85 billion more than the Medicare-based reimbursements. … The Congressional Progressive Caucus vehemently pushed the Medicare-based public option, saying it was the best and cheapest way to expand coverage and lower costs. Most of its members support a full single-payer plan, and felt they’d compromised enough with the ‘robust’ option. Many centrist and rural Democrats say hospitals and physicians in their districts are already underpaid by Medicare” (Allen and Soraghan, 10/28).

The New York Times reports that the bill would cover an additional 35 million to 36 million people and includes a surtax on high-income earners — those making $1 million as a married couple or $500,000 on individuals, equal to three-tenths of one percent of all households (Pear, 10/28).

The Wall Street Journal reports that the plan to raise Medicaid eligibility for the poor could keep costs down because it would be cheaper for the government to insure them than to give subsidies to allow people to purchase private insurance themselves. “The Medicaid expansion is likely to prompt protests from the states, who share the program’s costs with the federal government” (Vaughan and Bendavid, 10/29).

The Los Angeles Times: “The House bill also will include a complex mechanism for limiting the use of taxpayer subsidies for abortion services: Insurance companies that offer abortion coverage would be required to segregate funds received from consumers from subsidies provided by the federal government” (Levey and Hook, 10/29).

CongressDaily reports that it’s not a sure thing that all Democrats will even support the bill. “Rural House Democrats could also revolt if a House agreement to address geographic disparities in Medicare rates is not included in the conference report. The agreement calls for an Institute of Medicine Study to report within 18 months on the geographical disparities in healthcare costs and quality” (Hunt and House, 10/29).

The Associated Press reports that the bill would require everyone to sign up by 2013 for insurance through their employer, a government program or a purchasing pool called an exchange. No Republicans are expected to vote for the legislation. “One change expected to be revealed Thursday is that some of the benefits in the bill, which mostly were set to take effect in 2013, have been moved up so that Americans would see the benefits of the legislation more quickly, according to Pelosi spokesman Nadeam Elshami” (Werner, 10/29).

In the meantime, Pelosi is moving to secure votes and playing hardball, even with members of her own caucus, Politico reports. “Pelosi can lose at least 38 Democrats on the bill she’s introducing Thursday and still tally a win. But the ‘no’ votes are already stacking up — a mix of freshmen in GOP-leaning seats, fiscal conservatives and even more senior members skittish about an anti-Democratic wave come 2010” (O’Connor, 10/29).

Politico has a second story about how most liberals can live with — for now — the compromises Pelosi is suggesting because the Senate side has a public option in their bill also. “In the end, liberal Democrats felt Pelosi and her leadership team did everything possible to push for the strongest possible public plan, both because the speaker favors it — especially since it saved about $85 billion more from the final cost of the bill — and because it would bolster her hand in negotiations with the Senate” (O’Connor, 10/29).

But Roll Call reports that the plan has liberals waving the white flag of surrender. “Rep. Lynn Woolsey (D-Calif.), co-chairwoman of the Congressional Progressive Caucus, cautioned that her group has made no decisions about whether to support the more moderate approach pending a look at legislative language. But she echoed many others in her ranks when she signaled liberals are ready to claim victory on dragging the plan back from the dead and accept a compromise” (Newmyer and Dennis, 10/29).

Finally, The Hill reports in a second story that a widely-reported whip count was wrong that said the so-called “robust” public option that tied rates to Medicare lacked the votes to pass in the House. House Majority Whip James Clyburn, D-S.C., said Wednesday: “Sources indicated that the numbers on the list are accurate or close to accurate, but that some lawmakers’ positions are listed incorrectly” (Soraghan, 10/28).

ComVest Group has been completed its $81 million acquisition of Cynergy Data LLC, a payments processor that filed for Chapter 11 bankruptcy protection earlier this fall.

PRESS RELEASE

Cynergy Data and The Comvest Group announced today that Cynergy Holdings, LLC, an investment vehicle that is managed by The Comvest Group, has completed the acquisition of substantially all of Cynergy Data’s assets for $81 million.

In conjunction with Cynergy Data’s September 1, 2009 bankruptcy filing, the company sought approval from the United States Bankruptcy Court for the District of Delaware of its transaction with The Comvest Group as “stalking horse bidder.” Following an extensive marketing and sale process, The Comvest Group emerged as the victorious bidder. The bankruptcy court then approved the sale on October 9, 2009, paving the way for the transaction to close. The closing culminates Cynergy Data’s expedited bankruptcy sale process, which was completed in less than two months.

The Comvest Group is a private investment firm focused on providing debt and equity solutions to middle market companies. It is a leading provider of capital to the financial technology markets and owns controlling interests in a number of companies in the electronic payment processing industry, including Pipeline Data, CardAccept, AirCharge, SecurePay and Northern Merchant Services.

The sale enables the core operations of Cynergy Data, a merchant credit card processing service provider, to emerge quickly from bankruptcy as a new company positioned for growth, with a well-capitalized partner, a substantially lower cost structure, and a much stronger balance sheet. The Comvest Group is investing $35 million into the business.

The Comvest Group has indicated its support for Cynergy Data’s management team, its employees and its business plan. “I am very excited about this business and its opportunities in the future. I look forward to working with Marcelo Paladini, whose leadership and vision have helped make Cynergy a leader in our industry, and the entire Cynergy team to build upon the company’s reputation for excellence. Just as Marcelo was the driving force behind creating a successful and dynamic business in the first place, going forward he will play an integral role in strengthening existing business relationships, continuing to build the Cynergy Data brand in the marketplace and shaping the strategic direction of the company. His leadership will remain a key component of our success and we will be working closely together,” said Randal McCoy, chief executive officer for the new company and operating partner with The Comvest Group.

According to Cynergy Data founder Marcelo Paladini, who has assumed the role of vicechairman and executive vice president of business development, “The approval by the bankruptcy court and subsequent closing of our sale to The Comvest Group are critical components of our restructuring strategy. The speed and skill with which this transaction was executed is a testament to the hard work and professionalism of our management, employees, attorneys, financial professionals, investment bankers and other advisers. The entire Cynergy Data team is now focused on continuing to provide world-class products and services to our merchants and ISO partners. I’m very excited about what the future holds for our organization.”

About Cynergy Data

Launched in 1995, Cynergy Data is a merchant credit card processing service provider that gives business owners excellent customer support and unparalleled merchant services. The company emphasizes honest, service-oriented business practices and customer-friendly products and services. During the past 14 years, Cynergy Data has rapidly expanded from a two-person operation to one that employs over 130 service-oriented team members. Headquartered in New York City, Cynergy Data manages a portfolio of nearly 80,000 merchants processing in excess of $10 billion annually.

About The Comvest Group

The Comvest Group is a leading private investment firm focused on providing debt and equity solutions to middle-market companies with enterprise values of less than $350 million. Since 1988 Comvest has invested more than $2 billion of capital in over 200 public and private companies worldwide. Through its extensive financial resources and broad network of industry experts, Comvest offers its portfolio companies total financial sponsorship, critical strategic support, and business development assistance. Comvest additionally owns controlling interest in Pipeline Data, CardAccept, AirCharge, SecurePay and Northern Merchant Services; all credit card merchant servicing organizations.

About the Restructuring

On September 1, 2009, Cynergy Data, its parent corporation and a wholly owned subsidiary filed voluntary petitions for business reorganization under Chapter 11 of the U.S. Bankruptcy Code. The Honorable Kevin Gross of the U.S. Bankruptcy Court for the District of Delaware is presiding over Cynergy Data’s chapter 11 proceedings. Copies of court documents are available at http://www.kccllc.net/cynergydata.

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Virdante Pharmaceuticals, a Cambridge, Mass.-based developer of technology to increase the anti-inflammatory potency of plasma-derived intravenous immune globulin, has expanded its Series A funding to $47.75 million. Thomas, McNerney & Partners led the new tranche, and was joined by Osage Partners and return backers Clarus Ventures, Venrock, MedImmune Ventures and Biogen Idec New Ventures.

PRESS RELEASE

Virdante Pharmaceuticals today announced its debut with the closing of a new financing, management additions and expansion of internal product development programs. Virdante Pharmaceuticals was initially funded in 2008 to develop safer and more effective biopharmaceuticals based on the pioneering research by Jeffrey Ravetch, M.D., Ph.D., of The Rockefeller University. Virdante is incorporating Dr. Ravetch’s “Sialic Switch” technology to improve the anti-inflammatory activity of antibody-based drugs to treat autoimmune and inflammatory disorders.

$47.75 Million Series A Financing

Virdante extended its Series A financing, with the recent expansion led by Thomas, McNerney & Partners with participation by Osage Partners and previous investors: Clarus Ventures, Venrock, MedImmune Ventures and Biogen Idec New Ventures. The new funds bring the Series A total since January 2008 up to $47.75 million.

“Virdante’s Sialic Switch technology represents a breakthrough in the understanding and modulation of the inflammatory response that can be applied to human antibody therapeutics, which make up a significant and growing share of the global pharmaceutical market,” commented Eric Aguiar, M.D., Partner at Thomas, McNerney & Partners. “Dr. Ravetch’s work suggests that this technology could have a significant impact on the $4 billion market for plasma-derived IVIG products. We believe the Sialic Switch technology also has the potential to improve antibodies that exploit other anti-inflammatory pathways for a variety of autoimmune and inflammatory diseases.”

Additions to Management and Board of Directors

Over the last year, Virdante has attracted a leadership team with a track record of success in the biotechnology industry. Recent additions include: L. Patrick Gage, Ph.D., Executive Chairman of the Board; Cristina Csimma, PharmD, Vice President of Drug Development; and Rajeev Chillakuru, Vice President of Pharmaceutical Sciences. Eric Aguiar, M.D., Partner at Thomas, McNerney & Partners also joined the Virdante Board of Directors.

Virdante’s other Board members include: Anders Hove, M.D., Partner at Venrock; John Ripple, Chief Executive Officer; Michael Steinmetz, Ph.D., Managing Director at Clarus Ventures; and Gail Wasserman, Ph.D., Senior Vice President, Development, MedImmune.

“The leadership team at Virdante is committed to rapidly achieving human proof of concept for the broad applications of our Sialic Switch technology by advancing our lead sIVIG development candidate into the clinic,” stated John Ripple. “Our business model is to develop and commercialize a proprietary pipeline of biopharmaceuticals and to apply our technology to development candidates from a select group of corporate partners.”

Virdante’s sIVIG and sFc Development Programs

Virdante’s lead program, sIVIG, applies Sialic Switch technology to increase the anti-inflammatory potency of plasma-derived intravenous immune globulin (“IVIG”). This novel approach reduces the time to administer a therapeutic dose from days to hours. IVIG is used to treat inflammatory and autoimmune disorders, representing over $4 billion in worldwide revenues in 2008.

Virdante also announced today that the Company plans to use the proceeds from the new financing to pursue development of a second drug, a sialylated recombinant IgG Fc fragment (“sFc”), the segment of IgG responsible for the anti-inflammatory activity of IVIG. In addition, Virdante plans to expand the application of its Sialic Switch technology to improve the potency of important anti-inflammatory antibodies such as anti-TNF drugs.

About Sialic Switch Technology

Virdante’s proprietary Sialic Switch technology increases the anti-inflammatory activity of antibody-based drugs by enhancing signaling via a novel pathway. Dr. Jeffrey Ravetch, the Company’s founder and professor at The Rockefeller University and a member of both the National Academy of Sciences and the Institute of Medicine, discovered this novel anti-inflammatory pathway activated by specifically sialylated Fc-linked glycans of IgG antibodies. This discovery was based on the observation that only a minor fraction of the pooled IgG molecules in IVIG is responsible for the therapeutic anti-inflammatory properties of the drug due to specific sialic acid linkages on their Fc-linked glycans. Virdante has exclusively licensed the Sialic Switch technology from The Rockefeller University and established a strategic research alliance with Dr. Ravetch’s laboratory to continue to explore this novel anti-inflammatory pathway. Dr. Ravetch has further shown that these anti-inflammatory properties can be reproduced with a fully recombinant preparation of appropriately sialylated IgG Fc fragments (sFc), providing a more efficacious and potent treatment at lower dose levels. Virdante is using enzymatic methods to apply the Sialic Switch technology to antibody-based therapeutics. References on the Sialic Switch technology can be found on Virdante’s website, www.virdante.com.

About Virdante

Virdante Pharmaceuticals is developing safer and more effective drugs for autoimmune and inflammatory diseases. Our products incorporate a proprietary “Sialic Switch” technology to improve the anti-inflammatory properties of antibodies. Virdante’s investors include: Clarus Ventures; Venrock; Thomas, McNerney & Partners; MedImmune Ventures; Biogen Idec New Ventures; and Osage Partners. Virdante is located in Cambridge, MA. www.virdante.com

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Smarterville Inc., a provider of supplemental educational content like Hooked on Phonics, has acquired selected operating and brand assets of Educational Resources Inc. and Sunburst Technology Corp. No financial terms were disclosed. Smarterville is a portfolio company of Sterling Partners.

PRESS RELEASE

A subsidiary of Smarterville, Inc., Smarterville Educational, LLC, has acquired selected operating and brand assets of Educational Resources Inc. and Sunburst Technology Corporation.

“This asset purchase fits strategically with Smarterville’s corporate vision of being the leader in branded, supplemental educational content and solutions,” said Judy L, Harris, CEO of Smarterville, Inc. “The Sunburst brand has a long-standing reputation with schools for producing high quality software and other supplemental tools and Educational Resources is an established, trusted resource for schools wanting to leverage technology in the classroom.”

Smarterville, Inc. is a leading provider of branded, supplemental educational content and solutions. Serving both the consumer and educational markets with respected product brands such as Hooked on Phonics® and Sunburst Technology®, Smarterville empowers parents and teachers to help children succeed. For more information, please visit www.smarterville.com, www.hookedonphonics.com or www.sunburst.com

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(Reuters) – Tire maker GPX International Tire Corp said on Tuesday its U.S. operations filed for Chapter 11 protection as a result of 44 percent antidumping duties levied by the U.S. Commerce Department against its manufacturing facility in China.

GPX, which specializes in making tires for off-road use, said it would use the restructuring process to split its operations into three parts and sell them separately.

Under the restructuring plan, Alliance Tire Corp will acquire GPX’s U.S. operations, including worldwide rights to the Galaxy and Primex brands, the company’s medium radial truck tire distribution business and the company’s South African entity, GPX Tyre South Africa.

The company will wind down its European operations, while its Canadian unit, Dynamic Tire Corp, will become a separate entity.

The bankruptcy filing applies only to GPX and not to its foreign subsidiaries including Canada’s Dynamic Tire and China’s Starbright Group Inc, the company said.

In a bankruptcy petition filed late on Monday, the company said it had both assets and liabilities of between $100 million and $500 million.

Malden, Massachusetts-based GPX said that although some job eliminations may arise from redundancies in corporate functions, the restructuring will allow 95 percent of its current North American workforce to remain employed.

A list of creditors holding the largest unsecured claims includes U.S. Customs and Border Protection, which is owed $5.7 million, and China’s Tianjin United Tire and Rubber, which is owed $1.8 million, according to the bankruptcy petition.

The case is In re: GPX International Tire Corp, US Bankruptcy Court, District of Massachusettes (Boston), No. 09-20170. (Reporting by Santosh Nadgir in Bangalore; Editing by Mike Miller)

peHUB Note: Sterling Investment Partners had acquired a minority equity stake in GPX four years ago for just over $40 million.

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You’ve heard of Borderlands, right? It’s one of the new FPSs out there but forget about the rest, you must play this game. I just started yesterday after beating Prototype (another killer game) and I have to say I’m hooked. So far I’m getting the vibe that the game is kind of like a cross between a western-themed FPS and a RPG with a simple, but robust character development. (I’m playing as Mordecai, the sniper) Anyway, just watch the trailer above and then get the game. It’s on Steam or your favorite torrent site. Oh, and it has a Co-Op mode. Everyone loves Co-Op.

Coachman Industries Inc. (OTC BB: COHM), an Elkhart, Ind.-based home construction company, has raised $20 million in debt financing from an affiliate of H.I.G Capital. The deal includes $10 million of convertible debt funded at closing and a $10 million revolving line of credit.

PRESS RELEASE

Coachmen Industries, Inc. (Pink Sheets: COHM.PK) announced today that it had completed a $20 million two-year financing arrangement with an affiliate of H.I.G. Capital, LLC for the working capital needs of the Company.

“This culminates almost a year of effort to secure new financing for the Company and puts to rest any lingering questions about our Company’s financial stability. It enables us to proceed immediately on two pending major construction projects. In addition, we can now resume making strategic investments critical to our future,” said President and Chief Executive Officer Rick Lavers.

“While the capital itself provides us with increased financial flexibility, equally important is the effect this transaction has had on our bonding capabilities,” Lavers continued. “With the assistance of H.I.G. Capital, we have been able to dramatically reduce the collateralization requirements on bonds necessary to operate our businesses. This reduction has allowed us to accept a contract for the long-anticipated second stage of the Ft. Bliss, Texas barracks project in the amount of $8.1 million, for which we received a “go forward letter” this week. Construction on that project will start in the fourth quarter of this year. In addition, we have also received a verbal award based on our RFP for a major dormitory project of about the same size, which also requires bonding. But for the support of H.I.G., the Company would not have been able to move forward on either of these opportunities.”

Coachmen expects that this transaction will also free up millions of dollars in restricted cash currently pledged to support various letters of credit. The Company also announced that it has signed a contract for the sale of its shuttered facility in Zanesville, OH for $2.9 million. That transaction is scheduled to close October 31, although that closing date may be extended into November.

H.I.G. Capital is a leading global private equity investment firm with more than $7.5 billion of equity capital under management. Based in Miami, and with offices in Atlanta, Boston, and San Francisco in the U.S., as well as affiliate offices in London, Hamburg and Paris in Europe, H.I.G. specializes in providing capital to small and medium-sized companies with attractive growth potential. Matt Sanford and Fabian de Armas, both of H.I.G., will join Coachmen’s Board of Directors, effective immediately.

Sanford, a Managing Director of H.I.G., said, “We are pleased to provide the financial support necessary to allow Rick and his team to pursue their strategic vision for the company less encumbered by short term liquidity constraints. While it continues to face extremely tough market conditions in the short-term, we believe this is a good business with solid long-term potential.”

The $20 million credit line consists of two components, $10 million of convertible debt funded at closing and a $10 million revolving line of credit to be drawn as business conditions dictate. Under certain circumstances, HIG may convert the debt into shares of Company stock, and may also exercise warrants it will receive in the transaction that in combination could give them voting control of approximately 51% of the outstanding stock of the Company. That percentage could increase if the Company either misses certain performance covenants, or if the Company exercises its option to pay interest on the debt in additional notes, rather than cash.

About Coachmen Industries

Coachmen Industries, Inc. is one of America’s premier systems-built construction companies under the ALL AMERICAN BUILDING SYSTEMS®, ALL AMERICAN HOMES® and MOD-U-KRAF® brands, as well as a manufacturer of specialty vehicles. Coachmen Industries, Inc. is a publicly held company with stock quoted and traded on the over-the-counter markets under the ticker COHM.PK.

About H.I.G. Capital

H.I.G. Capital is a leading global private equity investment firm focused exclusively on the middle market. It has a broad and flexible capital base and more than $7.5 billion of equity capital under management. Based in Miami, and with offices in Atlanta, Boston, New York and San Francisco in the U.S., as well as affiliate offices in London, Hamburg and Paris in Europe, H.I.G. specializes in providing capital to small and medium-sized companies with attractive growth potential. Since its founding, H.I.G. has invested in and managed more than 200 companies worldwide. The firm’s current portfolio includes companies with combined revenues in excess of $7 billion. For more information, please refer to the H.I.G. website at www.higcapital.com.

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The House Democratic leadership is expected to unveil its health-overhaul legislation Thursday, the Associated Press reports. The next step will be for the merged bill – consolidated from three separate committee reports – to go to the Congressional Budget Office for a cost estimate, before lawmakers vote. In the Senate, Majority Leader Harry Reid is awaiting the CBO’s analysis of his bill, before taking it to the floor (10/29).

“CBO’s answers will help determine whether the public option lives or dies. Even whether we get reform or not,” according to PBS’ Nightly Business Report. The budget office will face significant challenges in preparing a forecast, however, and it will have broad margins of error. A former director of the office told Nightly Business Report that many of the new, untested provisions in the bill, like health exchanges and interstate insurance markets, would be difficult to estimate. He also points out that the CBO is constrained by congressional demands. For instance, lawmakers insist that they are scheduled to cut doctors pay by 20 percent in the next few years, and for budgeting purposes, Congress ignores the fact that they are extremely unlikely to do so (Gersh, 10/28).

Meanwhile, “Senate Democrats are concerned that cost estimates for a health care reform bill will not be available for another week and a half, pushing back their quest to begin debating the bill on the floor sometime next week,” Roll Call reports. “That timeline could complicate Reid’s ability to finish debate before Thanksgiving, because the Veterans Day holiday on Nov. 11 falls on a Wednesday and the Senate is not expected to be in session that day or the remainder of that week. That would leave just one full week of floor debate on the bill before Thanksgiving on Nov. 26” (Pierce, 10/28).

Franklin Myers has joined Paine & Partners as an operating advisor, with a focus on energy investment opportunities. He is a former advisor and senior executive with Cameron International Corp.

PRESS RELEASE

Paine & Partners, LLC (“Paine & Partners”) today announced that Franklin Myers has joined Paine & Partners as an Operating Advisor focused on identifying and evaluating energy investment opportunities globally for the firm.

“Franklin has exceptional experience building, growing and guiding large, successful and global energy organizations,” said Troy Thacker, a Partner of the firm. “Paine & Partners has a long-standing interest and strong investment track record in the energy sector.  We believe Paine & Partners’ creative approach to problem solving combined with Franklin’s wealth of experience in the industry will allow our fund to serve as a differentiated capital provider to the energy sector.”

 

“I have great respect for Paine & Partners’ investment approach, which creates long-term value through deep industry knowledge, operational improvement and innovative problem solving, in partnership with management teams,” said Mr. Myers. “The principals and I share a view that the current environment presents a range of compelling energy investment opportunities.  I look forward to pursuing these opportunities as part of the Paine & Partners team, contributing my operational expertise and experience in the energy industry.”

 

W. Dexter Paine, III, a Partner of Paine & Partners, added, “We are very pleased to welcome Franklin to our growing group of Operating Directors and Advisors.  This group, comprised of leaders in our focus industries, is a unique and important part of Paine & Partners’ investment process.”

 

Until recently, Mr. Myers was a Senior Advisor to Cameron International Corporation (formerly known as Cooper Cameron Corporation).  Mr. Myers served as Senior Vice President of Finance and Chief Financial Officer of Cameron International Corporation from January 2003 until April 2008 when he became a Senior Advisor to the company.  Mr. Myers served as Senior Vice President of Cooper Cameron Corporation from July 2001 to January 2003, as Senior Vice President and President of the Cooper Energy Services division from August 1998 to July 2002 and Senior Vice President, General Counsel and Secretary from April 1995 to July 1999. Prior to joining Cooper Cameron Corporation, Mr. Myers was employed by Baker Hughes Inc., where he served as Vice President and General Counsel from January 1988 to December 1994 and as Senior Vice President and General Counsel from December 1994 to April 1995. 

 

Previously, Mr. Myers was an Attorney and Partner at the law firm of Fulbright & Jaworski.   Mr. Myers has served as a Director of ION Geophysical Corporation (previously Input Output Inc.) since 2001, and is currently Chairman of the Compensation Committee and a Member of the Audit and Governance Committees. Mr. Myers also serves on the Boards of Directors of Comfort Systems USA Inc., ION Geophysical Corporation, Reunion Industries Inc., Seahawk Drilling, Inc and Convest Energy Corp. 

 

Mr. Myers received a Bachelor of Science in Industrial Engineering from Mississippi State University and a J.D. degree, with honors, from the University of Mississippi.

 

About Paine & Partners, LLC

Paine & Partners provides equity capital for management buyouts, going private transactions, and company expansion and growth programs. Paine & Partners engages exclusively in friendly transactions developed in cooperation with a company’s management, board of directors, and shareholders. Since it was established in 1997, the firm has executed 18 platform investments and 63 add-on acquisitions, representing a total enterprise value of USD $6.5 billion.  For further information, see www.painepartners.com.

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Google began rolling out its new music search feature late yesterday. The feature enables search results with links to audio previews of songs provided by MySpace (which just acquired iLike) or Lala, when a user searches for music-related queries like the name of a song, artist, or album. The results also include links to purchase full songs.

Google says it is always looking for ways to reduce the "time to result," or the length of time it takes a user to actually find what they are looking for. Since Google gets millions of search queries about music each day, they figured this feature would be a good way to reduce that in many cases. "If you’re searching for music, ‘time to result’ is really ‘time to music,’" Google says.

Google takes a step further by providing results based on specific lyrics. "Many times, though, you don’t know the name of the song or the artist who sings it," the company says. "Maybe you remember only the chorus — or maybe you remember who sang it, but you forgot the exact name of the song. If you’ve ever heard a catchy song in a car or cafe, but just can’t figure out the name of the song, you’ll know what I’m talking about. This search feature also helps you find many of those songs by entering a search containing a line or two of lyrics."

Google has also partnered with Pandora, imeem and Rhapsody to include links to their sites where you can discover music related to your queries as well.

Yahoo took Google’s announcement as an opportunity to bring up what it has been doing with music search itself. "We have found that nearly 6 percent of all Yahoo! searches are music-related," says Larry Cornett, Vice President, Consumer Products, Yahoo Search. "Given the massive number of things people search for, we think it is pretty significant."

"We’ve made it easier to find music videos, artist information, and play full length songs from within the search results page," he adds. "This is just one of the many ways Yahoo! is enhancing the search experience for music lovers. With Search Assist, Search Monkey, and Yahoo! Shortcuts, you can discover even more relevant information about your favorite artist. Wonder what U2 is up to these days? Search for U2 and you’ll see images and videos, and hear full-length songs all in one place."

Since the overwhelming majority of searchers are using Google, finding music looks like it will be much more convenient now. Not everybody can access Google’s feature yet, but they should be able to sometime today. Do you have it yet? What do you think? Share your thoughts.

Related Articles: 

> MySpace Introduces New Music Features

> Google Phone and Music Service Both on the Way?

> MySpace Music Goes Down Under

The rumors were correct. Nintendo was planning a larger screen DSi. Fair enough. So now you’re probably wondering just how big of a difference a 4.2-inch screen is over a 3.25-inch screen. Well, Nintendo is fielding that question with a little interactive page, which trys to up-sell the new, large screen model over the original one. Seeing is believing, after all.

The page is in Japanese but the picture doesn’t need translation. The new DSi LL is a monster compared to the standard DSi. Aging gamers are going to dig it for sure. (John’s in that group, btw)

Two years ago, a class action lawsuit was filed against the cable companies for not offering a la carte channels. This is an issue that gets people up in arms — even as studies have suggested that mandated a la carte would cost consumers more (though, others dispute those findings). On the whole, I think that a la carte offerings that let people choose their own channels would certainly make consumers much happier (a good thing), but I have trouble believing that it should be mandated by the government.

So does the district court where the lawsuit was filed. It’s now been dismissed, with the court saying that the plaintiffs failed to show the harm to the market. Of course, the case will be appealed, so this is a long way from over.

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ScanScout Inc., a Cambridge, Mass.-based developer of software for inserting contextual advertising into Internet video, has raised new Series B funding from EDB Investments of Singapore. This closes out an $8.5 million Series B round. Other company backers include Catalyst Partners, First Round Capital, Time Warner and Ron Conway.

PRESS RELEASE

ScanScout ( http://www.scanscout.com ) today announced that Singapore-based EDB Investments (EDBI) has made an investment in ScanScout to close the in-stream video ad provider’s series B round at $8.5 million. The new funds will aid growth of the company in the United States as well as establish new developments in the Asian market, including the company’s new Singapore headquarters, its first office in the region. The strategic investment from EDBI follows the launch of ScanScout’s new Super Pre-Roll video ad unit. The format solves pre-roll’s engagement limitations by integrating interactive elements into the ads and creates an environment that is more compelling for viewers and beneficial for brands.

“ScanScout continues to provide advertisers and consumers the best experience with in-stream video ads and EDBI’s investment will ensure that we maintain that practice,” said Bill Day, CEO, ScanScout. “Adding EDBI as an investor is a testament to ScanScout’s desire to grow both domestically and internationally and is a resounding endorsement of the potential of online video industry.”

“ScanScout has proprietary technologies that are scalable and borderless, and fits very well with EDBI’s investment interests in the exciting field of digital media,” said Swee-Yeok Chu, CEO of EDB Investments. “With its novel underlying technologies and the strong growth of online videos in the industry, we look forward to ScanScout expanding its international footprint and growing new capabilities in Singapore as its global launch point in Asia.”

Over the past year, ScanScout has experienced tremendous growth. ScanScout was ranked by comScore in July 2009 as the largest online video ad network and its network of 600-plus premium publishers continues to grow rapidly due to market-beating CPM pricing and the ability to monetize both pre-roll and overlay ad impressions. ScanScout is the only comprehensive online video advertising company in the market today with an at-scale network for both pre-roll and overlay ad units. Over the last year, ScanScout has run several hundred ad campaigns for leading ad agencies and their clients.

The popularity of online video continues to grow at an impressive rate across the globe. In the United States alone, advertising revenue within the medium is projected to eclipse $4b by 2013 with 85 percent of U.S. Internet users interacting with online video, according to recent eMarketer reports.

About ScanScout
ScanScout is video advertising that guarantees results. As the leading in-stream video advertising provider, the company connects advertisers and consumers through online video maximizing brand impact and providing unmatched transparency and measurability within the industry. By utilizing breakthrough proprietary technology that ensures precision targeting, real-time optimization and brand protection, Scanscout generates engagement and value throughout the entire video-viewing experience. Partners include more than 600 premium sites including RealNetworks, Fox News and Broadway.tv. For more information, please visit: www.scanscout.com.

About EDB Investments
EDB Investments (EDBI) is a leading investment firm headquartered in Singapore with worldwide presence. EDBI invests globally in the innovative and dynamic sectors of Biomedical Sciences, Clean Technologies, Digital Media, as well as key industries in Singapore. As a value adding investor, EDBI works closely with its portfolio companies, leveraging on its extensive networks and experience to help bridge and drive the companies’ growth strategies for Asia. For more information please visit www.edbi.com.

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SnapLogic, a San Mateo, Calif.-based provider of a data integration platform, has raised $2.3 million in Series A funding. Backers include Andreessen Horowitz, Maples Investments, Naval Ravikant (Epinions co-founder) and Brian McClendon (Google VP of engineering).

PRESS RELEASE

SnapLogic, the DataFlow pioneer, announced today that it has closed a $2.3 million Series A round of venture capital financing. The investors included Andreessen Horowitz, Maples Investments, Google engineering vice president Brian McClendon, and Vast chairman and Epinions co-founder Naval Ravikant. The new funds will be used to continue development of the company’s pioneering DataFlow platform for on-demand data integration. The company also announced that Gaurav Dhillon, co-founder of SnapLogic and a founder and the former chief executive officer of data integration leader Informatica Corporation, has been named chief executive officer of SnapLogic.

“The SnapLogic DataFlow platform is the future of data integration, making business data available when and where it’s needed, flexibly and simply,” said Ravikant. “I’m looking forward to working with Gaurav and the SnapLogic team as they take data integration beyond batch-oriented approaches and into the new realm of on-demand data flow.”

SnapLogic DataFlow uses Web technology to provide an open, scalable, and extensible data integration platform. It provides organizations of all sizes with the most complete, flexible, and cost-effective solution for on-demand data integration. SnapLogic DataFlow can read from and write to any data source, easily integrating data from SaaS applications, the Web, databases, files, and on-premise applications. Extensions for integrating data from NetSuite, SalesForce, SugarCRM, Twitter, and more are available now. More information is available http://www.snaplogic.com/products.

“This round of investment from Internet veterans Marc Andreessen, Mike Maples, Brian McClendon, and Naval Ravikant is a gratifying endorsement of SnapLogic’s mission and approach,” said Dhillon. “The growth of Web data is rapidly changing the volume, composition, uses, and storage of business data, and the requirements for data integration are changing in lock-step. I’m excited to roll up my sleeves and step into a full-time leadership role at SnapLogic at this time of market acceleration and the rise of a new age of data integration.”

Dhillon co-founded SnapLogic in 2006, provided seed capital, and served as the company’s chairman since inception.

Prior to that, he was chief executive officer at Informatica, which he co-founded in 1992. As its first employee, he systematically grew Informatica from a startup idea to a leading software enterprise with customers and operations around the world. As the chief executive, Dhillon led Informatica through its initial launch, its successful initial public offering (IPO), and its expansion to Europe and Asia. And, by the time he left in 2004, he gained industry-wide recognition of his pioneering vision for data integration. Prior to founding Informatica, Dhillon held management and engineering positions at Sterling Software and Unisys Corporation.

About SnapLogic

SnapLogic advances the data integration market with its innovative DataFlow platform, open architecture, and simple subscription business model. The DataFlow platform connects to almost any SaaS, cloud, or Web computing application via open connectors and data pipelines, providing information as a utility to business users and applications. SnapLogic was founded in 2006 by data integration pioneers and is headquartered in San Mateo, Calif. For more information, please visit www.snaplogic.com or call (650) 525-3540.

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You’ve been pregnant for 40 years huh? Wait, I mean 40 weeks. Most women can’t wait for their baby to be born once they hit the last month of pregnancy. Bladders are small, backs are sore, feet are swollen, and they can’t wait to meet their new bundle of joy. Many women seek advice from friend, books, or the Internet on how to naturally induce their labor. Nipple stimulation almost always comes up in conversation. If you are pregnant and someone tells you to use nipple stimulation to induce your labor, smile but don’t take their advice.

In order for the female body to naturally go into labor, a chemical called oxytocin is created. This signals the uterus to begin contracting and the cervix to thin and dilate. If you have ever heard of Pitocin, it is the synthetic version of oxytocin. A woman’s body will never leave her pregnant forever. The body will begin producing oxytocin when it is ready. For many women, this isn’t soon enough. Some try nipple stimulation to jump start their labor.

Nipple stimulation makes the body begin producing oxytocin. The main reason for this is after delivery. When a baby nurses on it’s mother’s breast, the stimulation causes her uterus to contract and shrink back down to it’s normal size. Many women use this natural phenomenon to stimulate contractions BEFORE their baby is born.

There are a couple downfalls to nipple stimulation: nipple pain, and intense contractions. Nipple stimulation for labor induction is not a gentle thing. You either have to manually tug at your nipples for a couple hours or use a breast pump. Either way, your nipples will be red and swollen afterward. If, by chance, the nipple stimulation works, extra oxytocin in body caused by the stimulation will cause the woman to have much more intense contractions. If you have ever been put on pitocin to augment your labor, the intensity is similar to extra oxytocin in your system. A more painful labor is not good for the mother’s psyche or body.

I may sound completely against nipple stimulation, but that doesn’t mean I didn’t try it with my first child. Unfortunately, or fortunately (however you want to look at it), the nipple stimulation did not work for me. I did experience regular contractions, but only while I continually stimulated my nipples. Once I stopped, the contractions. would stop. it just goes to show, the female body will go into labor when it is ready and not a moment sooner.

If you feel like you can’t be pregnant any longer, talk to your doctor. Maybe he/she will induce your labor in a hospital or under the supervision of a professional with pitocin. At least this way you have easy access to an epidural and don’t have red, swollen nipples. As desperate as you may be, try to stay away from nipple stimulation induction.

Related posts:

1. Usurping Mother Nature: The Rise in Induced Births
2. Pregnancy and Your Body
3. Early Pregnancy Test

Your relationship with your caregiver is the most important one you should develop during your pregnancy. It is important that your OB/GYN or midwife shares the same beliefs and views that you do. You have chosen this person to bring your precious bundle into the world and have entrusted them with not only your life, but the life of your unborn child – and your aftercare. It is important that you set up a time to meet with them before making your final decision; you can then determine if they are the right fit for you. You may be able to get recommendations from friends or even your family doctor if they do not deliver babies themselves. A lot depends on whether you want a natural birth in a birthing center, which is more personal and less clinical, or if you want to go the traditional route in the hospital. A lot will also depend on your medical condition during pregnancy. You may be limited. No matter which one you choose, it is important to make your views known.

During your regular doctor’s check-up it is best to ask as many questions as you want. Don’t hold back. That is what your healthcare provider is there for and being paid for. Don’t be afraid to speak up and don’t worry if you feel that you are taking up too much time. It is always best to be well informed. You surely will feel better going home with your questions and concerns addressed. Most clinics also have phone nurses for any additional queries that come up once you are home.

If, after a few visits to your provider, you do not feel comfortable or he or she may seem distracted or forceful during your visit, SWAP DOCTORS! Trust me. They will not be offended in any way. After all, you are the most important person there. You do not want to dread your next visit or risk a miserable delivery. Labor is one of the most important days of your life, and having the confidence that the OB will honor your wishes should the birthing plan suddenly change. Your doctor may not agree with your wishes or listen to your opinion. If you are not okay with this, don’t be afraid to speak up or find someone who will listen to you. You deserve the respect.

During active labor you have the right to change your birth plan and demand medication (although if you are too far into labor you will be denied). Your labor and the delivery of your baby is a once in a lifetime experience and you shouldn’t have to associate negativity with it. If your wishes are denied, demand someone else immediately. You may get another partner in the practice or a doctor on duty, but they may be more inclined to treat you adequately.

Postpartum is every bit as important as the pregnancy itself – if not more so – because now your body is attempting to repair the ravages of childbirth, whether it was a C-section or a vaginal delivery. It is vital that you keep a close eye on your body for any negative symptoms that are listed on the hospital or birthing center discharge paperwork. For example, if your C-section incision site becomes red and painful, contact your doctor. If he or she says tells you this symptom is normal but you don’t feel it is, get it checked out immediately. I, personally, was told this and ended up with multiple C-section infections because I did not speak up. It is imperative that you follow your instinct. If you feel that your worries are not being adequately addressed, speak to someone about it. Don’t take the risk of getting sicker.

Some doctors are not as in tune with postpartum depression as others. It is not something to be ashamed of; it is a serious condition that will affect your recovery as well as your bonding time with your baby. If your doctor dismisses it, bring it to his or her attention. If you are given medication that makes it worse, tell your doctor and they will be able to help. They should be familiar with postpartum depression and should understand how important this is. If not, they can refer you to someone who can help.

Hopefully all will go well for you and your baby. It is up to you to help to make it possible. Make yourself comfortable with your healthcare and lifestyle. This is the best and most important time of your life.

Related posts:

1. Caesarean Section – A Soft Option?
2. Usurping Mother Nature: The Rise in Induced Births
3. What is Postpartum Depression?

By Daniel Gross
Slate.com

Recent data provided newspaper lovers with fodder for despair and newspaper haters with fodder for glee. As Reuters reported, citing Audit Bureau of Circulations figures, “Average weekday circulation at 379 daily newspapers fell 10.6 percent to about 30.4 million copies for the six months that ended on Sept. 30, 2009 from the same period last year.” “Those numbers take my breath away,” said Josh Marshall. “A ten percent decline year over year is the rate of a mode of distribution going out of existence.” Kevin Drum of Mother Jones reaffirmed his view that newspapers would be gone by 2025. Megan McArdle of the Atlantic declared, “I think we’re witnessing the end of the newspaper business, full stop, not the end of the newspaper business as we know it.”

Chillax, people.

At some point in the future, newspapers may disappear. But count me in the later rather than sooner camp. And I can’t help but think that many newspaper-doomsayers are conflating hope with analysis. According to many of the digerati, newspapers and other printed matter that people pay for through clunky old distribution systems (the mail, kids on bicycles, vans) can never make money and are bound to fail, while publications distributed online for free are destined to rule the world. (Of course, I could be guilty of the same impulse. I have feet in both worlds and could no more choose between print and the Web than I could choose between my two children.) But I also think this might be a case of making too much of a few numbers and ignoring some important ones.

First of all, there’s nothing ipso facto shocking about a decline in patronage of 10 percent in six months. Many political blogs and cable news shows have seen their audiences fall by much more than 10 percent since the feverish fall of 2008. And advertising at plenty of online publications has fallen by a similar amount. In case anybody has forgotten, we’ve had a deep, long recession, a huge spike in unemployment, and a credit crunch. Consumers have cut back sharply on all sorts of expenditures. . . READ FULL STORY