Mo Vaughn’s home runs

By Amanda Fung

Published: February 14, 2010 – 5:59 am

Six months after Mo Vaughn set up Omni New York in 2004, the fledgling real estate firm struck, snapping up a 286-unit affordable housing complex in the Bronx. By the end of its second year, Omni New York had tripled its holdings to a total of 869 units.

As far as most people were concerned, however, Mr. Vaughn was still a Mets first baseman, even though his baseball career ended in 2003.

“I wanted people to take us seriously and know that we were the real deal,” says Mr. Vaughn, who is seated at a Brooklyn eatery with his partner, Eugene Schneur, explaining his transition from baseball hero to real estate mogul—albeit one whose new uniform includes not just sharply tailored suits but large diamond-encrusted hoop earrings. “I wanted respect.”

These days he’s got it—not as the American League’s former MVP but as the managing director of one of the city’s best-regarded and most active buyers and managers of affordable housing. Along the way, Mr. Vaughn and company have earned a place as one of the city’s top choices for turning around distressed residential properties.

Today Omni ranks as a midsize firm capable of competing with the bigger players, swallowing up sprawling properties such as the decrepit 14-building, 416-unit complex in the South Bronx that Omni bought the mortgage on at a foreclosure auction—with the city’s blessing—in December. “Given their track record, they are ideally suited to deal with troubled projects,” says NYC Housing Preservation and Development Commissioner Rafael Cestero.

Since 2004, Omni has spent over $500 million buying and rehabilitating 21 affordable-housing buildings with a total of nearly 3,500 units in the Bronx, Brooklyn, Long Island and as far away as Wyoming. The majority of the buildings they own and manage are Section 8 buildings, whose low-income tenants rely on federal vouchers to help pay their rent. Omni finances its deals using tax-exempt bonds and the proceeds from the sale of low-income-housing tax credits.

Making money and doing good

That is exactly what it did when it acquired the Noble Drew Ali Plaza in the Brownsville section of Brooklyn—the 2007 deal that put Omni on the map. At the time, the five-building complex with 358 units was a haven for drug dealers and addicts, its hallways urine-soaked and graffiti-lined and its apartments crumbling.

Omni purchased the property out of bankruptcy for $23 million with financing from various city agencies, including HPD, as well as federal grants. The developer then poured $25 million into refurbishing everything from new elevators and energy-saving appliances to 326 security cameras. After two years of work, Messrs. Schneur and Vaughn capped off the revitalization by giving the complex a new handle: “The Plaza.”

“Noble Drew Ali, without a doubt, was one of the most complicated projects [we've seen],” says Mr. Cestero. “They restored it to a quality place for people to live by taking a very aggressive approach to renovating buildings.”

Today Mr. Vaughn, who played for the Boston Red Sox in the 1990s, spends most of his time on the operations side of the business, working with Omni’s construction, management and maintenance teams, while Mr. Schneur focuses on the dealmaking.

“I’m the eyes,” said Mr. Vaughn, who got his start in real estate by investing in Manhattan nightclubs with help from Mr. Schneur, then his attorney. “I make sure that everything that needs to get done gets done.”

In fact, Omni was his idea. In Ohio, where Mr. Vaughn spent his off-seasons, he met a developer successfully buying affordable housing using tax credits and decided to try the concept out in New York.

“They are smart people,” says Lisa Gomez, executive vice president of affordable housing developer L+M Development Partners. “They get how to do affordable housing and look to the double bottom line [of making money and doing good].”

Size doesn’t matter

But competition for distressed properties is increasing as the drought in luxury housing deals drags on. Meanwhile, the price of tax credits—a key currency in such deals—has plummeted by nearly a third, forcing Omni to scramble for more state and city subsidies to fill the gap.

“We used to be able to get deals done without subsidies,” says Mr. Schneur.

Omni’s rapid growth also presents challenges. By year’s end, it expects to have close to 5,000 units. For a firm whose two founders visited their early holdings as many as four times a week, the sheer scale of the portfolio now makes maintaining that degree of oversight difficult—even with the aid of a staff at its midtown headquarters that now numbers about 120.

“We can’t cut corners and be complacent,” says Mr. Vaughn. “If we continue to be humble and work hard, we will be fine.”

In fact, Mr. Vaughn and his partner are stepping up their act. Prior to the market collapse, Omni had been priced out of Manhattan. Mr. Schneur recalls one deal where Omni bid $20 million for a Manhattan building that went for $30 million.

Last month, Omni had better luck, buying its first Manhattan properties—two Section 8 buildings in Harlem with 53 units—for $5.5 million. Now, as a number of big, financially troubled properties, including Lawrence Gluck’s 1,230-unit Riverton in Harlem, make their way through foreclosure, they are weighing a bid. Even Manhattan’s vast middle-income oasis Stuyvesant Town-Peter Cooper Village looms as a potential target.

“Size doesn’t matter,” says Mr. Vaughn. “They fit within our philosophy of preserving decent affordable housing.”

Christy Mihos aide: ’Financial advantage’ key in 2010 race

BOSTON — The chief political consultant for Cape Cod businessman Christy Mihos said Tuesday his client lost the 2006 gubernatorial race solely because he ran as an independent.

Conservative commentator and author Dick Morris also predicted that Mihos will beat fellow Republican Charles Baker in the 2010 GOP primary and Gov. Deval Patrick, a Democrat, in the general election because of his opposition to Big Dig spending and the “considerable financial advantage” the multimillionaire brings to the campaign.

“I don’t think Baker is going to be a serious problem,” Morris told The Associated Press in an interview. “I think he’s subject to many of the same negatives that Patrick is. Patrick raised our taxes; Baker raised our tolls.”

The criticism harkened back to Baker’s work in the Weld and Cellucci administrations, when he served as the top finance official in the Cabinet from 1994 to 1998. During that time, the state sought to finance the $15 billion Central Artery tunnel project, which has triggered toll increases.

More recently, Patrick signed a 25-percent sales tax hike into law.

Yet Morris didn’t limit his attack there. He criticized Baker, who went on to become president of Harvard Pilgrim Health Care, for helping negotiate a state receivership for the troubled insurer and then taking a $1.5 million salary package from the now-profitable company until he resigned in July to run for governor.

“I wonder how popular health insurance companies are,” Morris said. “Let’s put it this way: I’d rather run a hedge fund.”

A Baker spokesman dismissed the complaints.

“Looks like Christy Mihos is back negatively attacking Republicans again,” Baker spokesman Andrew Goodrich said. “Christy’s negative campaign is one reason elected Republican officials from across the state are flocking to support Charlie Baker and see Charlie as our only hope to defeat Deval Patrick.”

Mihos garnered only 7 percent of the vote in 2006, when he squared off against Patrick and Republican Lt. Gov. Kerry Healey. The Christy’s convenience store magnate is running as a Republican this time around.

Mihos has hired Morris to develop strategy. He is a newspaper columnist and Fox News analyst who once served as Democrat Bill Clinton’s political adviser.

His work with Mihos is not the New Yorker’s first venture into Massachusetts politics. He previously ran Ed King’s successful campaign against Democrat Michael Dukakis, and also worked on state campaigns to limit property tax increases and elect William F. Weld as governor in 1990 and 1994.

Morris said Mihos’s candidacy will resonate with voters because he fought against cost escalation in the Big Dig project while a member of the Massachusetts Turnpike board of directors. The consultant also said Mihos knows how to cut government spending but won’t be afraid to spend his own money promoting his candidacy — perhaps as early as this fall.

He said Mihos lost 2 1/2 years ago only because he ran as an independent.

“It was a basic mistake to think that as an independent in a highly polarized, partisan year,” Morris said. “I think that people were not in the mood for a third choice.”

Article URL: http://www.bostonherald.com/news/politics/view.bg?articleid=1191857

U.S. payment-card industry grapples with security

By Ross Kerber

BOSTON (Reuters) – Fresh details of large-scale cyber attacks against data processor Heartland Payment Systems Inc and supermarket chain Hannaford Brothers show the challenges facing the efforts of the U.S. credit-card industry to upgrade security measures.

While both companies say their computer networks met the tough new standards meant to prevent data breaches, Visa Inc said Heartland at least may have let its guard down.

The positions reflect broader disagreements in the industry, as squabbling between merchants and financial firms over technology and the cost of systems upgrades continues to impede progress, said Robert Vamosi, an analyst for California consulting firm Javelin Strategy & Research.

“They both need to fight fraud and they are fighting each other,” he said.

The financial stakes are getting higher. Fraud involving credit and debit cards reached $22 billion last year, up from $19 billion in 2007, according to California consulting firm Javelin Strategy & Research.

The security of consumer information came under renewed scrutiny on August 17 when a 28-year-old Florida man, Albert Gonzalez, was indicted along with two other unnamed hackers for breaching the computer networks of Heartland and Hannaford, both of which said they were in compliance with security requirements.

Those standards were set by a council that includes the world’s two largest credit card networks, Visa and MasterCard Inc; fast-food leader McDonald’s Corp; oil major Exxon Mobil Corp; and big banks Bank of America Corp and Royal Bank of Scotland Plc.

All these companies face rising costs linked to fraud and its prevention. Of the 275,284 complaints received last year by the government’s Internet Crime Complaint Center, 24,775 were tied to credit or debit card fraud, up from 13,033 in 2007 and 9,960 in 2006.

Yet some 5 percent of the largest retailers and restaurants still have not met compliance deadlines set in 2007, according to Visa.

Even companies that meet the standards could be vulnerable should they lower their guard, Visa security executive Ellen Richey said last spring in a speech critical of Heartland.

“It was the lack of ongoing vigilance in maintaining compliance that left the company vulnerable to attack,” she said in March.

Merchants, for their part, complain via trade groups like the National Retail Federation that Visa and MasterCard are asking them to pay more than their fair share for security upgrades.

Some retail executives also say Visa and MasterCard have been slow to adopt better encryption technology and cards with high-security computer chips because of the associated costs.

“I can’t even tell you how many sour, disgruntled calls I get from retailers,” said Gartner Inc technology consultant Avivah Litan, who also works with banks.

GOVERNMENT REGULATION?

At Heartland, Gonzalez was charged with stealing more than 130 million payment card numbers, a record. Previously the biggest such hacking case was at TJX Cos Inc, where federal prosecutors last year accused Gonzalez and others of conducting an electronic break-in starting in 2005 that companies said compromised as many as 100 million card numbers.

Gonzalez, who is awaiting trial, has pleaded not guilty to the charges related to TJX, which had not met security standards at the time of the data breach.

This time, prosecutors say Gonzalez and his co-conspirators penetrated Hannaford and Heartland’s systems in late 2007 with code known as “structured query language,” which the security standards require companies to protect themselves against.

They also charged the ring breached systems at convenience store operator 7-Eleven Inc, roughly in August 2007. The company said the breach only affected transactions at automated teller machines owned by a third party at some of its stores, and wouldn’t comment further.

A spokesman for Hannaford, a unit of Belgium’s Delhaize Group, said an audit unit of Verizon Communications Inc showed it met the security standards.

Heartland said through a spokesman that its systems had been checked by audit firm Trustwave of Chicago as recently as April 2008 — about four months after prosecutors say the hackers began their theft.

The security standards represent “the lowest common denominator and the bad guys have figured out how to get around some of the weaknesses,” the spokesman said.

A Verizon spokesman confirmed it had audited Hannaford and found it to meet the standards, but declined to elaborate. A Trustwave spokeswoman said the firm wouldn’t comment.

Security is critical to Heartland because it processes card payments for merchants, and its stock dropped sharply in the two months after the attack was discovered.

In response, Chief Executive Robert Carr has tried to reassure customers and stepped up calls for better data encryption.

Ultimately, should the payment card industry fail to get its act together, it could face more government regulation, said Cynthia Larose, an attorney at Mintz Levin in Boston.

“If the stakeholders cooperate, we would see much better security,” she said.

(Editing by Matthew Bigg and Gerald E. McCormick)

Kennedy’s Death Opens Up Succession Debate

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By Steve Adams – The Patriot Ledger

A Privileged World Begins to Give Up Its Secrets

About 10 years ago, when I was working in Frankfurt, Germany’s banking capital, I was invited to the top floor of the glittering skyscraper headquarters of one of the country’s most venerable banks. There, I was treated to something that, it was made clear to me, few eyes usually had the privilege of seeing — a tour of its private art collection, an impressive spattering of modern and ancient European and American masters.

The point was, those pictures reflected the bank’s wealth. And the fact the secretive treasures were kept forever behind closed doors for the enjoyment of the privileged few reflected its power.

If that seems like a different era, it is. Banks around the world are reeling, as we know; the European banks’ losses are among the most ruinous. And their prestige and putative secrecy and independence received a further blow last week, when the government of Switzerland agreed to release to the United States the names of 4,450 American citizens suspected of using secret Swiss accounts at UBS, the country’s biggest bank, for tax evasion.

The victory for the United States was made possible by evidence from an American-born whistleblower — code name Tarantula — a disgruntled former UBS employee from the Boston area who was working in Switzerland. Until he left the bank, he was part of a UBS team that made frequent trips across the Atlantic to aggressively market investment strategies to rich Americans to elude the scrutiny of the Internal Revenue Service.

But it would be wrong to see the settlement as a one-off strike against just one bank by a single government. It is in fact the result of a broader political moment created in the wake of the global financial crisis when disenchantment with financial globalization is causing governments to repatriate wealth back to within national borders, especially at a time when countries badly need to balance their books.

Just a few years ago, in the pre-crisis era, the shadowy workings of cross-border banking — and what may or may not have been happening there — were generally overlooked.

And, while some of the alleged tax evaders may be the war criminals, gunrunners or despots usually linked with secret foreign bank accounts, the target of the latest efforts are much more likely to include rich businessmen and high-net-worth individuals. “There is a political movement because of the financial debacle,” said one veteran European banker who insisted on speaking anonymously because he has retired. “They are turning toward the so-called rich and want to hurt them.”

Of course, the United States looks at it a bit differently. Prosecutors have contended that in the UBS case alone, wealthy Americans hid billions of dollars, thereby evading taxes of hundreds of millions of dollars a year.

While Switzerland is arguably the largest off-shore center, it is not the only one. Supporters of its banking secrecy code point out that the code is wrapped up in the country’s claims to neutrality and being above the global political fray. But secrecy has also turned out to be immensely lucrative; according to some estimates one-quarter of the world’s offshore money now resides in Switzerland.

Other countries or territories have copied the model — Liechtenstein, Bermuda, the Cayman Islands, Macao and Hong Kong among them. And while Switzerland is probably seen as the most conservative, blue chip, upstanding offshore haven, the others are measured by a sliding scale of probity and association with dubious business practices, if not crime. The European banker said that in the early 1990s, following the fall of the Soviet Union, he worked in Switzerland where he said agents of Russian expats would show up with “boxes of cash” from Cyprus, a popular haven for capital fleeing the Russian authorities and the country’s post-collapse chaos.

The backlash against this illicit world has not been confined to the United States; it is apparent across Europe, too.

France will become of one of the first European countries to put in place a new tax treaty with Switzerland to improve transparency and access to banking information. Germany is in discussions with Liechtenstein over issues related to tax evasion by German companies and individuals. Liechtenstein has also struck a disclosure agreement with Britain, encouraging British clients of Liechtenstein banks to volunteer information to British tax authorities in return for reduced penalties. In Italy, tax officials have started an investigation into whether the estate of the late Gianni Agnelli, the former chairman of Fiat, has money hidden away in Switzerland. In Britain, the government has become particularly exercised by tax competition — the offering of low tax rates and other advantages like tax secrecy to lure capital away.

In the Swiss settlement last week, the American authorities got the information they needed after they saw an opportunity in the weakness of UBS, a bank that once enjoyed a sterling global reputation but has suffered billions of dollars in losses linked to United States subprime securities and had to be saved by a big government bailout last October. For the Swiss government, the deal lifts the immediate threat of heftier legal action and frees the bank — one of the mainstays of the Swiss economy — to concentrate on recovery.

But will anything really change? Although the United States is supposed to learn the identities of a few thousand tax evaders, those names will go first to an intermediate tax administration in Switzerland for review. The actual process of recovering the names may become lost in bureaucracy and foot-dragging.

Moreover, as The Times reported last week, smaller Swiss banks say they are confident that they can continue to profit by finding new, more elaborate ways to protect the privacy of their clients. Those banks continue to help clients hide billions of dollars through complex structures in offshore havens.

But the I.R.S. commissioner, Doug Schulman, said the agreement with UBS was a “major step forward” in the government’s efforts to pierce bank secrecy, and he warned that “wealthy Americans who have hidden their money offshore will find themselves in a jam.”

In the new political climate, expect to see a few rich Americans shifting uncomfortably.

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Apartments, museum lead race for Greenway site

BRA says proposals most consistent with its plans for parcel

Young investors wary of jumping into market lows

By Erin Kutz

BOSTON (Reuters) – Young investors may accept the argument that those who begin investing when stocks are cheap end up with more retirement money, but after the turmoil of the past year, some find it hard to put their money in the market.

Asset managers and analysts say that those who invest in rock-bottom stocks of a bear market will see share values rise for decades.

But many in their 20s and early 30s are not buying rosy projections, due to immediate financial pressures and exposure to the longest recession since the 1930s Great Depression.

“I would keep all my money in cash,” said Alex Corbacho, a senior at Boston University.

The trend has some worrisome long-term implications. Stock brokers may find themselves largely shut out of a big customer base, and demand for equities will likely be crimped as investors favor safer havens, hurting the stock market’s prospects. It’s also unclear whether these young investors will have accumulated enough to fund their retirements when the time comes.

Corbacho is no stranger to markets. At age 13 he invested his birthday money and a matching donation from his father, $1,000 in total, in tech stocks only to feel the sting when the Internet bubble burst.

He carried the lesson with him in early 2008, after seeing signs of economic trouble as an intern at a Boston investment bank. He put the majority of his stock investments, which had reached about $5,000, into a certificate of deposit instead.

Corbacho doesn’t plan returning to stocks for a few years after graduation and is instead focusing on saving.

The recent market collapse has made holding cash for immediate expenses far more attractive to young people than investing, said Rodger Smith, managing director of Connecticut consulting firm Greenwich Associates.

“They are taken aback by how much they lost and how quickly they lost it,” Smith said.

The early exposure to such dramatic declines could restrain many from investing aggressively when they are older and have accumulated more money to put into the market, some say.

Asset managers, financial advisers and investors agree that young people will emerge from the financial crisis more educated, and more cautious, about managing their money.

“I do think they are taking a more practical and slightly more conservative view of the world,” said Michael Doshier, vice president of Fidelity’s Workplace Investing Group.

Corbacho said his generation should not expect to accumulate sudden wealth like some in the past.

“We might be a little smarter and a little wiser moving forward. We will have been more conservative and more observant and won’t have 65 percent of our life savings invested in equities,” he said.

Assets in U.S. retirement plans fell 22 percent in 2008 or nearly $4 trillion, with almost 75 percent of the drop in the second half of 2008, the Investment Company Institute found.

“These folks need to be resold on the idea that a 401k is a long-term investment,” said Smith, who oversees a profit-sharing plan for his firm and advises younger investors.

LONG-TERM CONCERNS

Financial advisers have long suggested that those further from retirement invest more heavily in equities, then switch to less risky assets as they near their golden years.

But the portfolios of those in their early 20s don’t reflect that advice. At Fidelity Investments, those 20-24 years old invest 31 percent of their 401ks in equities, compared to those 50-59 years old with 35 percent equities investments.

Overall, those saving for retirement have pulled back from stocks. In June, 48 percent of all Fidelity 401k participants were in equities, down from 53 percent a year ago.

Those in the investment industry say young investors should buy stock early and often.

“The key message is that it’s not a bad time for everybody,” said Christine Fahlund, senior financial planner at T. Rowe Price.

Ita Mirianashvili, a 35-year-old fellow at Massachusetts Institute of Technology’s Sloan School of Management, has confidence in long-term stock market prospects.

“I know the downturn cycle we are in will continue for some time but it will come back,” she said outside a MIT class that simulates a stock trading room.

But concerns about inflation, heavy government spending and rising bankruptcies has left many young investors uncertain.

“It’s still difficult to be bullish … for the long-run,” said Ashan Walpita, a 2009 Boston University graduate and former president of the school’s finance club.

Other short-term obstacles may hold young investors back. Employer-sponsored retirement plans often give people their first market exposure but with many graduates not finding work, they are yet to get started on making investments.

(Editing by Mark Egan and Cynthia Osterman)

Financial tech web plays arise from ashes of economy

Article Courtesy of:  MASS HIGH TECH

Former MIT computer scientist Jim Psota hopes that Panjiva can attract more gatherers of esoteric data to help serve traders.

When the world financial markets fell apart last fall, the prognosis was dire for startups bent on selling information technology to financial services firms. But entrepreneurs and investors in Massachusetts’ financial services IT sector didn’t blink: And now, three new companies founded or funded here are developing new models for both individual investors and data-driven money managers.

Panjiva Inc., a New York company with a Cambridge-based development team, is aggregating, cleaning and analyzing global trade data. Another New York firm, Covestor Inc., has taken funding from Boston-based Spark Capital for a service that allows users to automatically co-invest with other investors. A third company, Lexington-based StreamBase Systems Inc., has applied its real-time complex event-processing engine to the rising global tide of micro-blog posts on Twitter.

Providing investors with new sources of information, however obscure, remains a good business model, said Battery Ventures general partner Michael Brown, who invested in Panjiva. “When it comes to the guys who are managing money, it’s all about that little nugget of data that you can use,” he said.

Founded in 2007 by MIT computer scientist Jim Psota and former Boston Consulting Group associate Josh Green, Panjiva has taken in $5.5 million so far from Battery and a dozen angel investors. Its data sources include the U.S. Department of Homeland Security shipping records, reports from overseas factory inspectors, and a Chinese government insurer’s due diligence on eight million  companies. Last week, the company launched a partnership program designed to attract other gatherers of esoteric data relevant to trade.

The two originally envisioned a customer base of importers, but Panjiva has seen growing interest from the data distribution channels that target investor communities, Green said. Overseas factories often shutter with no warning, crippling a company’s supply chain. “To the investor community, there’s often little transparency about how much (supply chain) risk those companies are facing,” he said.

Last week, StreamBase, founded in 2003 by serial entrepreneur Michael Stonebraker, announced it had adapted its complex event processing system to support semantic analysis in real time on the stream of comments and dialog on the microblog sharing service Twitter.

“It’s pretty well understood on Wall Street that companies with the best data are going to make the most money,” said StreamBase CTO Richard Tibbetts. Changing trends in brand sentiment on Twitter may be the data point that influences a decision, he said.

Covestor hopes to capitalize on trends at the opposite end of the pool, where private individuals are disillusioned with Wall Street money managers. The company’s online service, launched last week, is designed to let investors piggy back on trades and investments made by a single other investor — who may or may not be a professional.

“Right now, you’re only able to follow the however many thousand professionals around the world,” said co-founder Perry Blacher. “We all know people we think are good at investing. Why can’t I invest alongside one of them?”

To navigate prohibitions against paying commissions to nonqualified, private investors, Covestor treats its record of investors’ trades as publishable information and charges a subscription fee, Blacher said. Followed investors receive $120 a year per subscriber, and the company itself reaps a fixed management fee of 0.5 to 1.5 percent.

Covestor is similar to existing services like the Motley Fool website’s Caps network, which lets investors share predictions — except it takes out the work of researching and making investments yourself, said Richard Gibble, director of the Hughey Center for Financial Services at Bentley University.

For investors chary of part-time day trading and mistrustful of Wall Street money managers, that “plug-and-play model” may be a compelling offering, he said. “The markets are complicated,” Gibble said. “Even if you know what you’re doing, it’s not easy to make money. Even for me, I like to think I know what I’m talking about, but it takes a lot of time. If you don’t have that time, you have to outsource it.”

White House reviewing ‘cash for clunkers’ program

WASHINGTON – The White House said Thursday it was reviewing what has turned out to be a wildly popular “cash for clunkers” program amid concerns the $1 billion budget for rebates for new auto purchases may have been exhausted in only a week.

Transportation Department officials called lawmakers’ offices earlier Thursday to alert them of plans to suspend the program as early as Friday. But a White House official said later the program had not been suspended and officials there were assessing their options.

“We are working tonight to assess the situation facing what is obviously an incredibly popular program,” White House press secretary Robert Gibbs said of the Car Allowance Rebate System. “Auto dealers and consumers should have confidence that all valid CARS transactions that have taken place to date will be honored.”

Gibbs said the administration was “evaluating all options” to keep the program funded.

A Transportation Department official said the department was working with Congress and the White House to keep the program going. The administration officials spoke on condition of anonymity because they were not authorized to speak publicly about the discussions.

The CARS program offers owners of old cars and trucks $3,500 or $4,500 toward a new, more fuel-efficient vehicle.

Congress last month approved the program to boost auto sales and remove some inefficient cars and trucks from the roads. The program kicked off last Friday and was heavily publicized by car companies and auto dealers

Through late Wednesday, 22,782 vehicles had been purchased through the program and nearly $96 million had been spent. But dealers raised concerns about large backlogs in the processing of the deals in the government system, prompting talk of a possible suspension.

A survey of 2,000 dealers by the National Automobile Dealers Association found about 25,000 deals had not yet been approved by NHTSA, or nearly 13 trades per store. It raised concerns that with about 23,000 dealers taking part in the program, auto dealers may already have surpassed the 250,000 vehicle sales funded by the $1 billion program.

“There’s a significant backlog of ‘cash for clunkers’ deals that make us question how much funding is still available in the program,” said Bailey Wood, a spokesman for the dealers association.

Alan Helfman, general manager of River Oaks Chrysler Jeep in Houston, said he was worried that the government wouldn’t pay for some of the clunker deals his dealership has signed because they aren’t far enough along in the process.

His dealership has done paperwork on about 20 sales under the clunker program, but in some cases the titles haven’t been obtained yet or the vehicles aren’t yet on his lot.

“There’s no doubt I’m going to get hammered on a deal or two,” Helfman said.

The clunkers program was set up to boost U.S. auto sales and help struggling automakers through the worst sales slump in more than a quarter-century. Sales for the first half of the year were down 35 percent from the same period in 2008, and analysts are predicting only a modest recovery during the second half of the year.

So far this year, sales are running under an annual rate of 10 million light vehicles, but as recently as 2007, automakers sold more than 16 million cars and light trucks in the United States.

Even before the suspension, some in Congress were seeking more money for the auto sales stimulus. Rep. Candice Miller, R-Mich., wrote in a letter to House leaders on Wednesday requesting additional funding for the program.

“This is simply the most stimulative $1 billion the federal government has spent during the entire economic downturn,” Miller said Thursday. “The federal government must come up with more money, immediately, to keep this program going.”

Michigan lawmakers planned to meet on Friday to discuss the program.

Brendan Daly, a spokesman for House Speaker Nancy Pelosi, D-Calif., said they would work with “the congressional sponsors and the administration to quickly review the results of the initiative.”

General Motors Co. spokesman Greg Martin said Thursday the automaker hopes “there’s a will and way to keep the CARS program going a little bit longer.”

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AP Auto Writer Tom Krisher in Detroit contributed to this report.

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Dealers riding clunkers to the bank

Allure of $4,500 boost for trade-in pulls buyers into auto showrooms

By Sean Sposito, Globe Correspondent  |  July 30, 2009

Massachusetts auto dealers say the new “cash for clunkers’’ voucher program is giving them a much-needed boost in business this week.

The federal promotion – which offers buyers an instant discount of up to $4,500 when a qualifying vehicle is traded in for a new, fuel-efficient model – was rolled out over the weekend, and by yesterday dealers were reporting a jump in sales. Buyers have an additional incentive, too – avoiding the 25 percent increase in the state sales tax that takes effect Saturday.

While there have been complaints that the program is too complicated and won’t ultimately cure automakers’ ills, for now area dealers are just happy to see customers flocking to their showrooms.

“It’s the best week in several years for people in the automotive industry,’’ said Dan Quirk, president of Quirk Auto Dealerships. Quirk said the prospect of shaving thousands of dollars off the price of a car is driving up activity at his 10 showrooms.

Quirk said he usually sells about 1,500 cars a month, but expects to do significantly better in July. “We’ve probably sold 350 just this weekend, 120 through cash for clunkers,’’ he said.

Kevin Haggerty, 60, of Pembroke was shopping at Quirk Chevrolet in Braintree on Monday, hoping to trade in his 1999 Ford F-150, which he estimates is worth around $1,600, as a clunker. The Chevrolet Colorado he was eyeing had already been sold, but Haggerty expects to eventually buy a new car under the voucher program.

“I’m 90 percent sure that I’m going to make a move, unless something is too pricey,’’ he said.

Juan Banos, lead sales manager at Expressway Toyota in Dorchester, said his dealership closed about 30 cash for clunkers deals over the weekend alone. Banos said that even if the program increases monthly sales modestly, he’ll consider it a success.

“An extra 10 to 30 deals, we make at least an average of $1,000 per deal, that’s $30,000 for the dealership just in one weekend,’’ he said. “That could either make it or break it, as far as quotas go.’’

Gregg McCutcheon of Brockton said he was motivated to shop by the promise of cash for clunkers, formally the Car Allowance Rebate System, or CARS. The $1 billion program, which will run through Nov. 1 – or as long as the funds last – allows $3,500 to $4,500 trade-ins on cars that get less than 18 miles per gallon and are less than 25 years old. The money can be applied only toward new cars, and there are other restrictions.

“Cash for clunkers is what got us out here,’’ said McCutcheon, 57, after he bought a car from Mansfield Jeep-Chrysler. But McCutcheon ended up with a 2007 Chrysler Town & Country van instead of a current model.

“I’m 6-foot-6,’’ he said. “The dashboards on the new ones seemed to come out a little bit further, so I picked up a used one.’’

Not buying a new car meant McCutcheon wasn’t eligible for the CARS program, however.

Despite the upbeat moods in showrooms, some dealers said the paperwork associated with the federal program has been overwhelming. Reidar Davies, general sales manager of Prime Honda in West Roxbury, said his dealership has already written more than 40 cash for clunkers deals, but it has required a lot of extra effort.

“The paperwork is extremely, extremely rigorous and demanding,’’ he said. “It requires a ton of data entry.’’

And submitting the deals for government approval online has been painfully slow, Davies said.

Melissa Steffy, general manager at Herb Chambers BMW and Mini in Boston, said sales made with customers over the weekend are just now getting processed online.

“It’s a matrix to put these deals together,’’ Steffy said.

Even signing up to participate in the program was a headache for some dealers. Karen Aldana, a spokeswoman for the National Highway Traffic Safety Administration, said more than 20,000 of the nation’s 25,000 auto dealers have enrolled in the program. But the demand was so high that some dealers could not get onto the agency’s website, she said.

Some local auto industry officials are trying to put the promotion in perspective. With Chrysler merging with Fiat to survive, and General Motors emerging from bankruptcy propped up by $50 billion in taxpayer funds, no one is saying automakers’ troubles are history.

“It’s a $1 billion program and the money will go fast,’’ Quirk said of cash for clunkers. The funding translates to about 225,000 vehicles – just one week of sales across the country.

Sean Sposito can be reached at ssposito@globe.com.

Uneasy times for the Shapiro family

Ties to Madoff could spur effort to recover investment gains

The festive affair belied the uneasy times for the Shapiro family. Three days before attending the party, Shapiro son-in-law Robert Jaffe was accused by federal regulators of delivering $1 billion in client funds to Madoff, reaping $150 million in improper payments in return. Jaffe denies the charges.

By DAMIAN PALETTA

WASHINGTON — Documents unearthed by congressional investigators reveal disagreements among senior Federal Reserve officials about how to handle Bank of America Corp.’s acquisition of Merrill Lynch, fueling concern on Capitol Hill over giving the central bank even more power to regulate the financial system.

The glimpse inside the regulatory machinery provided by emails, memorandums and handwritten notes show a Fed that wrestled with how tough it should be on Bank of America, one of the biggest U.S. banks. It also shows Fed officials questioning more broadly their response to the financial crisis months earlier.

In December, Bank of America approached top U.S. officials about abandoning a deal, forged in the heat of the crisis, to buy investment bank Merrill Lynch. In the end, the government arranged a $20 billion rescue package for the bank to cover growing losses at Merrill.

In between, the documents show areas of disagreement within some of the Fed’s 12 regional reserve banks.

The Federal Reserve Bank of Richmond, where supervision of Bank of America’s parent company is based, pushed for a tougher approach than other regulators, emails suggest. Bank of America officials appealed more than once to the Fed’s Washington headquarters to intervene.

Bank of America CEO “Ken [Lewis] may also raise his favorite perennial issue — that is, is the Richmond supervisory team on the same page as the [Fed] Board,” Fed governor Kevin Warsh wrote in an email Dec. 30 to Fed Chairman Ben Bernanke and other senior officials. “Richmond staff was on our call today, but prior to the call, it sounds like they may have threatened a little more than ideal…”

On Jan. 10, Fed General Counsel Scott Alvarez wrote to Mr. Bernanke and others that Richmond Fed President Jeffrey Lacker was raising some issues over the final deal. Mr. Lacker wanted the entire Federal Open Market Committee to vote on any loan to Bank of America.

Mr. Bernanke responded at 2:01 a.m.: “Thanks. If we are nimble we can manage this.”

Whether or not Mr. Bernanke threatened Mr. Lewis’s ouster over the rescue remains a source of contention. Mr. Lewis suggested in testimony to New York Attorney General Andrew Cuomo that the Fed chief did just that. Mr. Bernanke has denied making such a threat to Mr. Lewis.

On Jan. 16, just days before government aid for the deal was supposed to be announced, Federal Reserve Bank of Boston president Eric Rosengren sent Mr. Bernanke an email saying that the Fed shouldn’t dismiss too hastily the idea of tossing management at Bank of America.

Mr. Rosengren suggested such a shake up might be necessary, “particularly if we believe that existing management is a significant source of the problem.”

Mr. Bernanke, at a contentious hearing Thursday, defended the Fed against suggestions it had been too lenient with management.

“The supervisory process is not a onetime thing. It’s an ongoing process, and in an ongoing supervisory process, we have made demands of the Bank of America on terms of their board and management,” he told Rep. Dennis Kucinich (D., Ohio).

The documents reveal Fed officials questioning the central bank’s response to the financial crisis even before negotiations began on the effort to aid Bank of America’s acquisition of Merrill Lynch.

“At this point I have [the] sense that the hearts and minds war in Iraq was handled better than it has been in this crisis, particularly within the Fed system,” wrote Meg McConnell, a top Federal Reserve Bank of New York official, on the day the House of Representatives voted down the Bush administration’s first financial-rescue package, sending the Dow industrials down almost 800 points.

The Obama administration earlier this month proposed giving the Fed powers to oversee and examine the largest companies in the financial system.

The disclosures could bolster the central bank’s argument that it needs more power to manage future crises. One reason for the government’s lurching response last year, officials say, was that it didn’t have the needed tools.

The Fed has been dealing with a steady stream of criticism from Republicans. Democrats have recently joined in, and the disclosures being aired through the congressional inquiry have put the central bank on the defensive.

Write to Damian Paletta at damian.paletta@wsj.com

BikeNow Inc. Seeks 2 Million

BikeNow Inc.
Headquarters: Boston
Employees: 3
Founded: 2008
Web: www.bcycle.com
E-mail: amytrus@gmail.com
Phone: 301-461-6170
The Pitch: BikeNow is seeking funding to buy and install its technology, pay its staff and market its product.

PITCHING THE TECHNOLOGY
BikeNow’s product is an automated bicycle-share program for the Boston area, which it positions as a Zipcar Inc.-style service for bikes.

Users would swipe a card at a solar-powered station and ride off on one of the company’s bikes.

The company says it was formed in response to a city of Boston request for proposals for bike-sharing programs and is modeled on Paris’ Velib bike-share program. The startup plans to roll out 1,500 bikes at 150 locations, translating to 9,000 rides a day.

BikeNow plans to generate revenue through subscriptions, helmet sales, rental fees, sponsorships and advertising on bikes and stations.

PITCHING THE PEOPLE
Who is on the management team? Amy Trus, Jeff Dang and James Sinclair, co-founders.

Have executives been involved in a cashout prior to this venture? No.

Who is on the board of advisers? Erik Molander, entrepreneurship professor at Boston University and former director of CSX Transportation Inc.; Ben Morris, owner, Boston Pedicab Inc.; Cambridge city councilman Craig Kelley; and Mark Williams, finance professor at BU.

PITCHING THE BUSINESS
How much money is being sought? BikeNow is seeking $2 million.

What partnerships, collaborations or affiliations are already in place? The startup says it’s partnered with B-cycle LLC — which supplies its technology — Trek Bicycle Corp., health insurance company Humana Inc., and advertising agency Crispin Porter + Bogusky.

List any federal or state grants, contracts or awards received: BikeNow was a finalist in the BU $50K Business Plan Competition.

What’s the market size being pursued? BikeNow says it expects to attract about 2.4 percent of the 900,000 people living in Boston, Brookline and Cambridge — 22,000 people — and 200,000 tourists in its first year.

Who are the likely competitors, direct or indirect? BikeNow competes with corporate bike share programs, bicycle ownership, public transportation and car ownership.

Is the company profitable? No.

Despite the weak economy, comedy clubs around Boston like the Improv Asylum are seeing a steady flow of customers.

Comedy clubs bank on

recession laughs

When the economy is bad, laughter is often an effective way to cope. That’s a good thing for area comedy clubs, several of which say patrons are still crowding their venues for much-needed escapes.

Richard Jenkins, owner of the Comedy Studio in Harvard Square, said business is up 10 percent compared to last year. He pointed to tickets of $10 or less as a major selling point to customers yearning for entertainment on the cheap.

“Stand-up comedy is one of most affordable entertainment options someone has, so to be able to have a good night out and save money looks very appealing,” Jenkins said. “We’re turning away more people, and we’re selling out on a regular basis.”

At ImprovBoston in Central Square, managing director Daniel Binderman said, “Sales holding up pretty well.” Meanwhile, at the Improv Asylum in the North End, a third show on Saturday nights and a Sunday evening show were added in April to meet the growing demand.

“I think the fact that people are looking for more local things at home to do has helped,” said events manager Kristin Martin.

It’s not just smaller venues that are enjoying the business. Sales remain strong at the Comedy Connection — which moved from Faneuil Hall to the 1,100-seat Wilbur Theatre last July — according to marketing director Andrew Mather.

“We are actually are selling very well,” said Mather, who credited part of the reason to more customers from the suburbs, perhaps opting to stay closer to home for excursions. “We’ve haven’t seen a lag in sales at all.”

Boston Comedy Clubs CLICK HERE

Fed’s specter could steer GE Capital revamp

By Scott Malone – Analysis

BOSTON (Reuters) – The possibility of the Federal Reserve gaining regulatory authority over General Electric Co’s hefty finance arm could influence how the company restructures that business.

When President Barack Obama this week unveiled his proposal for the most sweeping overhaul of U.S. financial regulations since the 1930s, he proposed the central bank oversee not just banks but “other large firms that pose a risk to the entire economy in the event of failure.”

That was a reference to troubled insurer American International Group, which has received roughly $180 billion in government bailout money. But GE investors said the label could just as easily apply to the U.S. conglomerate’s finance business, a major commercial lender.

“I could definitely see that potentially becoming an issue if companies like GE and their finance arms came under more scrutiny,” said Perry Adams, vice president and senior portfolio manager at Huntington Private Financial Group in Traverse City, Michigan, which holds GE shares.

The Fairfield, Connecticut-based company is already working to scale back GE Capital, which has faced a sharp drop in profit through the recession and is a major reason for the 58 percent drop in GE shares over the past year, a sharper decline than the 30 percent slide of the Dow Jones industrial average.

Finance had accounted for half of GE’s profit in 2007, but Chief Executive Jeff Immelt said he plans to downsize the unit so that in the future the world’s largest maker of jet engines and electricity-producing turbines would rely on it for just 30 percent of earnings.

Last year GE Capital earned $8.6 billion, about one-third of the corporate total, and executives said in March it could earn $2 billion to $2.5 billion this year if the conditions envisioned in the Fed’s base case for the economy pan out.

GE aims to reduce its reliance on investments including real estate and on consumer finance, instead focusing more on financing GE products and other heavy equipment.

‘POUND OF FLESH’

While Obama did not name GE Capital, investors said it could easily come in for more federal oversight.

“Anybody who got aid of some sort, whether it was direct or indirect, probably is going to find that the government is going to extract their pound of flesh, have more regulation just because they don’t want to do that again,” said Peter Klein, senior portfolio manager at Fifth Third Asset Management in Cleveland, Ohio, which owns GE shares.

GE did not seek capital under the Troubled Asset Relief Program, but it did participate in Washington’s Commercial Paper Funding Facility and issue debt backed by the Temporary Liquidity Guarantee Program.

GE Capital has braced for more government oversight, but is waiting to see how it will be affected, said spokesman Russell Wilkerson.

“We have anticipated and planned for increased regulation of financial institutions and are supportive of the broad themes of addressing systemic risk and increased transparency,” Wilkerson said. “However, many elements of the administration’s proposal are new and bear further scrutiny.”

Given that the company is already working to downsize its finance arm, it may choose to exit businesses that will face substantial new regulations, investors said.

“What happens with regulation, obviously, is the returns come down,” Klein said. “All things being equal, it will find less pleasure in being a regulated entity, and there may be less emphasis on GE Capital.”

BANK WITHIN FIVE YEARS?

During the worst of the credit crisis last year, GE officials considered seeking a bank holding company charter, which would have given them access to the Fed’s lending window but also would have subjected them to more regulation. They ultimately opted not to seek a federal charter.

But under the new regulatory framework, the company may need to become a bank holding company within the next five years, wrote Goldman Sachs analyst Terry Darling, in a note to clients.

That is not necessarily a bad thing for GE investors, who in March watched the shares fall briefly below $6 — about half their current level — as Wall Street worried that GE Capital contained a “time bomb” or some sort of massive liability that investors did not know about.

GE executives responded by holding a day-long investor briefing where they reviewed GE Capital in great detail, in a bid to assuage Wall Street’s anxiety.

“We believe the ultimate outcome is unlikely to be perilous for GE shares,” Goldman’s Darling wrote. “A strong (GE Capital) is in the best interest of the economic recovery the government is trying to foster.”

(Reporting by Scott Malone, editing by Matthew Lewis)

State Street fights to put uncertainty behind it

A Boston stalwart fights its way through a crisis that’s putting even its steady strategy to the test

By Beth Healy, Globe Staff | June 14, 2009

Ronald Logue had a nagging suspicion the financial climate was getting dangerous. But he didn’t know where the risks were looming, or how close they would come to his company.

Logue, the chief executive of State Street Corp., a financial services giant in Boston that handles investments around the world, said he first started to worry in 2007, while traveling abroad on business. He feared that markets were becoming so complex and intertwined that the next hedge fund meltdown or foreign currency crisis could threaten the financial system, and ultimately State Street.

He was right about the mounting risks. But they weren’t brewing in some far-flung corner of the world; rather, they were lurking in the US debt markets and right inside the halls of State Street’s downtown offices. By early this year, State Street said it was facing $9 billion in potential losses on seemingly safe debt investments, and shareholders reacted violently, cutting its stock price in half in a single day last January.

“I think the market stepped back and said, ‘Oh my God, even State Street?’ ” Logue said in a recent Globe interview.

Logue has spent the past six months trying to convince investors that a company known as a careful steward of other people’s money had not lost its way. He has repeatedly made the case that State Street stuck to safe kinds of investments. The debt instruments in question were backed by basic consumer loans – for autos and homes, for example. The only real risk with the securities was if, inexplicably, the trading markets were to freeze up.

Which is exactly what happened. When the global credit markets melted down last year, State Street had no way to value those assets and so was forced to acknowledge the potential multibillion-dollar losses. It was something no one could have predicted, Logue said. Still, Wall Street analysts were laying the blame at his feet.

“If there were just 50 percent illiquidity in the marketplace, we would have handled this fine,” Logue said.

On Tuesday, Logue and State Street completed a portion of a tumultuous journey back from those dark days. The company received permission from the US Treasury to repay the government the $2 billion it was forced to accept last October, in the first wave of the bank bailout launched by the Bush administration to prop up the tottering financial system.

Logue had pledged from the beginning to get out of the federal program as soon as possible. At last month’s annual shareholder meeting, he said the company had gone a long way toward completing that effort, by raising $2.8 billion in stock and debt to repay the government. And last week, he declared victory of sorts, saying State Street had “assisted the federal government’s efforts in stabilizing the financial markets.”

It has been a longer road than Logue could have imagined to this place.

How did centuries-old State Street – which made its name as “a stodgy old record keeper,” as Logue says – become ensnared in the subprime mortgage debacle that brought down far racier investment houses? State Street makes its money managing $1.4 trillion for pension funds and other large investors, and handling accounting and record keeping for $12 trillion in mutual fund and hedge fund assets. Since Logue took over as chief executive in 2004, he has pressed the company to grow, including using its vast pools of cash to invest more aggressively.

“You could question whether they went overboard on growing the investment portfolio, and with greater risk,” said Gerard Cassidy, a longtime State Street watcher and banking analyst for RBC Capital Markets in Portland, Maine. Senior management of the bank bears responsibility for that, he said: “They accepted that risk and now they’re paying the penalty for it.”

Logue’s strategy made money for the shareholders, and for himself, as he reaped one of the biggest paychecks in banking. Indeed, even in 2008, while Wall Street titans were crumbling, State Street posted a record $1.8 billion profit. But that success was overshadowed by the uncertainty around the troubled investments.

Nearly half of that looming liability emerged from a surprising place: a small side business that produced just $59 million in revenue last year, a tiny sliver of the company’s $10.7 billion in total revenues. That business was providing mutual fund clients, particularly money market funds, with a way to make a little extra on cash. State Street issued short-term debt for those clients to buy, which financed the purchase of what it deemed to be safe, longer-term debt, such as mortgage loans, car loans, and student loans. These pools of investments, called conduits, never had problems until the debt markets froze, making the underlying assets difficult to sell or even price.

“Two years ago, no one had a clue what a conduit was,” Logue said, weary of having to discuss the issue. While the business was started long before Logue became CEO, it was on his watch that the risks came to far outweigh the modest rewards. Assets in the conduits had grown to $29 billion by early 2008, without any red flags being raised.

“They’re not buying anything different than they were buying in 1992,” Logue said. “What happened is the markets changed dramatically.”

Meanwhile, a similar problem developed in State Street’s investment portfolio, where it had about $5.3 billion in unrealized losses on securities at the end of last year. According to one director during this period, the investment risks the company had accumulated were something of a surprise. “We were aware of it – but not how much risk and the extent of it,” this person said, speaking on condition of anonymity because of the sensitivity of the subject.

But there were warning signs along the way. An early signal came in a presentation by company executives to analysts in November 2004, reproduced in a regulatory filing. An item on the PowerPoint slides told investors of the shifting strategy: “Beginning to reposition investment securities to enhance yield while controlling risk.” That was a cue that the company was taking on more risk, said a former State Street financial executive, who asked not to be named so he would not anger the company. By February 2008, the company disclosed it had $6.2 billion of assets backed by subprime mortgages. Bear Stearns Cos. would fail the next month.

By then, not only was Logue worried about the investments, but so was State Street’s board. In April 2008, Logue hired Maureen J. Miskovic, a member of State Street’s board and a polished British veteran of several Wall Street firms, to be chief risk officer. She was also made a member of the company’s operating committee, or group of senior executives. Logue dispatched Miskovic to make sure there were no other hidden time bombs buried in the business.

Last month, Logue acted to end the negative questions dogging State Street. After months of insisting the conduits would not prove a permanent problem, the company moved the securities onto its balance sheet, effectively taking a $3.7 billion hit even though the assets continue to pay interest. In so doing, State Street said, it would put the uncertainty behind it, but still earn money on the investments.

It was one of several moves that have gone Logue’s way since mid-May. State Street raised $2.8 billion in new capital, and its stock recovered from the January bloodletting, buoyed by news that the company was sound enough to repay the government. Shares closed at $47.56 on Friday.

On the morning of May 20, 36 floors above the city, Logue faced shareholders at the company’s annual meeting with a remarkably bullish tone. He boasted that State Street was now one of the “most well-capitalized banks in the country.” He talked about finding opportunity in the aftermath of the financial earthquake.

And he allowed himself to show just a glimmer of the frustration he has felt these many months. Times have been tough, he said, but, “We never lost a penny through all of this.”

Beth Healy can be reached at bhealy@globe.com.

Boston Power Inc.

(Source: Boston Herald) By Jay Fitzgerald, Boston Herald

Jun. 1–About 600 jobs will be created at a new Boston-Power Inc. battery-manufacturing plant in Auburn, contingent on the company securing millions of dollars in defense and federal stimulus money.

Christina Lampe-Onnerud, founder and chief executive of Westboro-based Boston-Power, Gov. Deval Patrick and other dignitaries are expected to appear at an event today to announce that Boston-Power plans to renovate an old 455,000-square-foot Filene’s Basement distribution facility into a manufacturing plant to make state-of-the-art automobile batteries.

Boston-Power, which already makes lithium-ion batteries for Hewlett-Packard notebook computers, still needs to secure federal money, but it’s already signed a tentative lease agreement in anticipation of federal funds eventually flowing into the project.

The state is prepared to invest about $9 million in matching funds, perhaps from its Clean Energy Center, created last year by the Legislature.

Lampe-Onnerud, a native of Sweden and a post doctorate grad from MIT, said her 4-year-old company, which has already received about $125 million in venture capital, is in a sweet position due to the new emphasis on developing alternative energy products.

“It’s almost like a perfect storm,” she said, adding she hopes a retrofit of the Auburn facility can start later this summer, with up to 600 jobs added over the next three years.

The plant, which other states sought to have built in their regions, will make lithium-ion batteries for all-electric, plug-in cars. Lampe-Onnerud declined to say which automakers are interested in her firm’s cutting-edge battery technology.

State officials, who have been pushing to make Massachusetts a center for alternative-energy development and manufacturing, were ecstatic that Boston-Power is expanding here.

“It’s fantastic,” said Ian Bowles, Patrick’s secretary of energy and the environment. “We see it as a cornerstone of our growing clean-energy sector.”

Among other firms, Marlboro’s Evergreen Solar and Tyngsboro’s Beacon Power have recently announced expansion plans in Massachusetts.

—–

To see more of the Boston Herald or to subscribe to the newspaper, go to http://www.bostonherald.com.

Boston moves ahead in world finance rank

The global recession has actually enhanced Boston’s reputation as one of the top financial centers in the world.

A new report ranks the Hub within the top 10 financial centers in the world, moving from 11th place to ninth place, as many other financial hotspots tumbled along with the global economy.

The “Global Financial Centres Index,” prepared for the City of London Corp., indicates that major investment players across the globe appreciate Boston’s steady environment for financial firms and experts at a time of deep market turmoil.

Previous rankings by other firms usually have Boston in top 20 lists of financial cities – thanks to the large number of mutual-fund, wealth-management, venture capital and private-equity firms based here.

But the City of London Corp.’s study, which was conducted by the UK-based Z/Yen Group, stands out because, in addition to data measuring the amount of funds flowing through a city, it relies on surveys of financial executives who are asked to rate cities.

Those interviewed are also dominated by European executives, confirming that Boston has an international, Old World flare appealing to those on the other side of the Atlantic.

Jim Lowell, editor of Fidelity Investor, an independent print and online newsletter, said Boston is considered a “hidden gem” by some international investors.

“Boston has long been known for being staid, fiduciary (minded) and for its long-term asset management,” said Lowell.

Those somewhat conservative traits have apparently helped Boston during tough financial times.

London and New York remain the unquestioned leaders of the financial world, the index report said.

If anything, London and New York’s leads may have solidified, despite London, in general, and New York, in particular, being epicenters of the current financial crisis. The two cities have maintained their lead partly because many up-and-coming, fast-growing cities in Asia and elsewhere took heavy hits during the current economic crisis, the City of London report said.

Boston was also a beneficiary of the recession, in terms of rankings.

The Hub rated particularly high for its financial “infrastructure” and “market access” to funds and deals, the report said.

How long Boston can maintain its strong, top-tier status is in question.

Cities throughout Asia and the Middle East – such as Shanghai, Beijing and Dubai – are emerging as financial powerhouses that want a larger piece of the funds and jobs flowing to more established financial centers, the report said.

Article URL: http://www.bostonherald.com/business/general/view.bg?articleid=1174535

Facebook raises $150 million more to cash out employees

Matt Marshall | May 16th, 2009
Facebook

Facebook has almost finished raising $150 million in capital, in an extraordinary move by the company to buy out shares of hundreds of regular employees.

Hundreds of the Palo Alto, Calif.’s employees have now toiled at the company for more than two years, and many have worked three to five years. Increasingly, some have become restless, and would like to cash in on the huge value they’ve created. Most employees were awarded several thousands of shares valued at far less than a dollar each. Now, by selling to those shares investors for a private market value of $10 each, employees can enjoy a nice windfall. According to our sources, the transaction will include the buying out of roughly 15 million common shares – thus equaling around $150 million total value.

Facebook declined comment on the financing.

The deal has not quite closed yet. But it’s another sign that large private companies like Facebook are desperately seeking ways to find “liquidity” for their employees – especially now that the IPO market remains difficult, in particular for unprofitable companies.

Because of the size of the round, Facebook’s existing investors – Accel, Greylock, Founders Fund and several others – found it a stretch to supply the full amount of capital. We’re hearing the final part of the deal is being sold to new Asian investors.

Speculation about Facebook raising cash has swirled for several months, but most reports have misunderstood the reason why Facebook wanted to do so. Some outsiders claim the social networking company needs the cash to cover high storage and server costs, now that more than 200 million users are sharing photos at an increasing rate. But the company has constantly rejected such arguments, and now our sources are corroborating that.

The company declined to comment specifically on the fundraising, or the amount. Spokesman Larry Yu confirmed the existence of a Facebook common stock sale program, which lets employees sell up to 20 percent of their common share holdings, but he wouldn’t comment on any other details. “Facebook is a private company, so as a matter of policy, we don’t typically share details about our financial plans or comment on rumor and speculation,” he said, using a prepared statement. The company delayed the program in October, but we’re hearing the program will resume once this latest funding is finalized, which should happen very soon.

Before this, the company raised more than 400 million. It also raised debt of at least $100 million, much of that coming last year, and most of it in the form of a lease line to buy servers.

There’s no denying the company faces significant costs in covering photo-sharing costs. However, over the past six months, the company dedicated a crack team of three engineers to drive down the costs considerably. The initiative, called Haystack, replaced off-the-shelf storage products – which contained a lot of “head room” costs – with a proprietary architecture that shrunk the company’s computing costs to what really mattered. There’s also no sign the company is holding back from rolling out new high-bandwidth initiatives. It’s about to roll out a new live video chat feature, according to a report by AllFacebook (Update: We’ve since heard from another source that, while this is video chat feature in testing, there are no current plans to launch it).

Yu said speculation last last year by TechCrunch about Facebook’s server costs were an “order of magnitude wrong:” He added: “There’s a perception that our costs are skyrocketing…But those costs are not as nearly as radical as people are beginning to report.” He said that if nothing were to change at all, the company is on a “clear path to be cash-flow positive in 2010.” This is possible given Facebook’s cash in the bank, its managing of infrastructure costs and growth of its business, he said.

The company has repeated several times that it doesn’t need cash. Last month, the company’s COO Sheryl Sandberg told Bloomberg: We could not be doing better financially … We might take money-but it doesn’t mean we need to.”

The buyout of employee shares in this latest transaction should be distinguished from the separate process of “secondary market” transactions, in which former Facebook employees sell their shares to accredited investors. Those transactions are commonplace. Until now, however, Facebook has asked its current employees to refrain from such sales.