Endeavor Appoints Ursula Burns to Board of Directors
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1 Bloomberg Philanthropies Announces 2017 Mayors Challenge Selection Committee Co-Chaired by Former Ambassador Caroline Kennedy
Bloomberg Philanthropies Announces 2017 Mayors Challenge Selection Committee Co-Chaired by Former Ambassador Caroline Kennedy and Former Xerox Chairman & CEO Ursula Burns 4th Mayors Challenge Will Invest $17.5 Million in American Cities to Test and Implement Innovative Solutions to Urgent Local Issues Applications From More Than 320 Cities Reveal Common Challenges Related to Opioid Crisis, Job Growth, and Resident Engagement NEW YORK, November 29, 2017 – Bloomberg Philanthropies today announced the selection committee for the 2017 U.S. Mayors Challenge, a nationwide competition that encourages city leaders to think big, be bold, and uncover inventive ideas that confront the toughest problems U.S. cities currently face. More than 320 cities are taking part in this year’s competition, the fourth Mayors Challenge Bloomberg Philanthropies has held since 2013. Former U.S. Ambassador Caroline Kennedy and Former Xerox Chairman and CEO Ursula Burns will co-chair the selection committee, which is comprised of distinguished policy experts, artists, academics, business executives and social innovation leaders, that will choose the winning cities. “We’re glad to have such a dynamic set of experts from around the United States making up this committee. Determining the winning ideas won’t be easy, but I know this group will help us ensure a successful competition,” said Michael R. Bloomberg, founder of Bloomberg Philanthropies and three- term Mayor of New York City. The Mayors Challenge returns to the U.S. as the first investment in the American Cities Initiative, a suite of new and expanded programs from Bloomberg Philanthropies to strengthen cities. The 2017 edition of the U.S. -
2018 Board of Trustees
BOARD OF TRUSTEES BIOGRAPHIES BIOGRAPHIES2018 - 1 SAM DI PIAZZA CHAIR, BOARD OF TRUSTEES UNIVERSITY OF ALABAMA; UNIVERSITY OF HOUSTON BOARD MEMBER SINCE 2010 Mr. Di Piazza is the retired global CEO of PwC. He held multiple leadership positions during his 36- year career at the company, including chairman and senior partner and member, Global Leadership Team. He also served as vice chairman, Global Corporate and Investment Bank for Citigroup, Inc. Mr. Di Piazza is a recipient of the Ellis Island Medal of Honor and the INROADS Leadership Award. He is an internationally recognized author and commentator in fields such as corporate reporting, transparency, anti-corruption and sustainable development. He serves as a member of the board of directors of AT&T, Jones Lang LaSalle, Inc., ProAssurance, Inc., the UN Global Compact, and Regions Financial Corporation. Mr. Di Piazza is a member of the board of trustees of St. Patrick’s Cathedral, the Inner-City Scholarship Fund of New York, the National September 11 Memorial and Museum, The Partnership for Inner-City Education and Seton Education Partners. He serves as a global counselor to The Conference Board. 2 - BIOGRAPHIES JOHN H. NOSEWORTHY, M.D. PRESIDENT & CEO, MAYO CLINIC DALHOUSIE UNIVERSITY; ROYAL COLLEGE OF PHYSICIANS AND SURGEONS OF CANADA; UNIVERSITY OF WESTERN ONTARIO; HARVARD MEDICAL SCHOOL BOARD MEMBER SINCE 2009 John H. Noseworthy, M.D., president and CEO, Mayo Clinic, leads one of the largest not-for-profit, academic health systems in the U.S. with $11 billion in annual revenues and 63,000 employees. With a focus on caring for patients with serious, complex illnesses, Mayo Clinic operates in five states and cares for more than a million people a year, from all 50 states and nearly 140 countries. -
Becoming Legendary: Slate Financing and Hollywood Studio Partnership in Contemporary Filmmaking
Kimberly Owczarski Becoming Legendary: Slate Financing and Hollywood Studio Partnership in Contemporary Filmmaking In June 2005, Warner Bros. Pictures announced Are Marshall (2006), and Trick ‘r’ Treat (2006)2— a multi-film co-financing and co-production not a single one grossed more than $75 million agreement with Legendary Pictures, a new total worldwide at the box office. In 2007, though, company backed by $500 million in private 300 was a surprise hit at the box office and secured equity funding from corporate investors including Legendary’s footing in Hollywood (see Table 1 divisions of Bank of America and AIG.1 Slate for a breakdown of Legendary’s performance at financing, which involves an investment in a the box office). Since then, Legendary has been a specified number of studio films ranging from a partner on several high-profile Warner Bros. films mere handful to dozens of pictures, was hardly a including The Dark Knight, Inception, Watchmen, new phenomenon in Hollywood as several studios Clash of the Titans, and The Hangoverand its sequel. had these types of deals in place by 2005. But In an interview with the Wall Street Journal, the sheer size of the Legendary deal—twenty five Legendary founder Thomas Tull likened his films—was certainly ambitious for a nascent firm. company’s involvement in film production to The first film released as part of this deal wasBatman an entrepreneurial endeavor, stating: “We treat Begins (2005), a rebooting of Warner Bros.’ film each film like a start-up.”3 Tull’s equation of franchise. Although Batman Begins had a strong filmmaking with Wall Street investment is performance at the box office ($205 million in particularly apt, as each film poses the potential domestic theaters and $167 million in international for a great windfall or loss just as investing in a theaters), it was not until two years later that the new business enterprise does for stockholders. -
Motion Picture License List of MPL Participating Theatrical Distributors & Producers
Motion Picture License List of MPL Participating Theatrical Distributors & Producers MAJOR HOLLYWOOD STUDIOS & AFFILIATED LABELS 20th Century Studios Paramount Pictures (f/k/a Twentieth Century Fox Film Corp.) Paramount Vantage Buena Vista Pictures Picturehouse Cannon Pictures Pixar Animation Studios Columbia Pictures Polygram Filmed Entertainment Dreamworks Animation SKG Republic Pictures Dreamworks Pictures RKO Pictures (Releases 2011 to present) Screen Gems PLEASE CHOOSE Dreamworks Pictures CATEGORY: (Releases prior to 2011) Searchlight Pictures (f/ka/a Fox Searchlight Pictures) Fine Line Features Sony Pictures Entertainment Focus Features Major Hollywood Studios STX Entertainment & Affiliated Labels Fox - Walden Touchstone Pictures Fox 2000 Films TV Tristar Pictures Fox Look Triumph Films Independent Hanna-Barbera United Artists Pictures Hollywood Pictures Faith-Based Universal Pictures Lionsgate Entertainment USA Films Lorimar Telepictures Children’s Walt Disney Pictures Metro-Goldwyn-Mayer (MGM) Studios Warner Bros. Pictures Spanish Language New Line Cinema Warner Bros. Television Nickelodeon Movies Foreign & International Warner Horizon Television Orion Pictures Warner Independent Pictures Paramount Classics TV 41 Entertaiment LLC Ditial Lifestyle Studios A&E Networks Productions DIY Netowrk Productions Abso Lutely Productions East West Documentaries Ltd Agatha Christie Productions Elle Driver Al Dakheel Inc Emporium Productions Alcon Television Endor Productions All-In-Production Gmbh Fabrik Entertainment Ambi Exclusive Acquisitions -
CONVERSATIONS with MIKE MILKEN Ursula M. Burns
CONVERSATIONS WITH MIKE MILKEN Ursula M. Burns Former Chairman and CEO, VEON; Former Chairman and CEO, Xerox July 17, 2020* Mike Milken: Ursula. Thank you for joining me today. It's a privilege to be able to visit with you. Ursula Burns: I'm really happy to be here. And I'm happy to finally actually get to talk to you. Growing up in New York City to a single mother who came from Panama, going to an all-girls school, as you think back today, how did those early years affect you as you look at the world today? I think that it's impossible for me to imagine myself without thinking about where I grew up, the circumstances that I grew up in. They are the foundation of everything that I am; all the good and all of the bad. When it came time for us to go to school, my mother had a couple of choices. One was to go to the neighborhood school, which was PS 118 in lower east side of Manhattan, or Catholic schools run by the Catholic church. Generally low tuition, you have to pay to go, but it wasn't anywhere near as expensive as private school. And in those two choices, it seems like the most obvious for my mother would have been to send us to a public school because she had no money at all. But if you saw the public school, knew the This interview has been lightly edited for clarity and readability. 1 Conversations with Mike Milken: Ursula M. -
Ways Accompanies Our Review of Official Court Granted Certiorari
2764 125 SUPREME COURT REPORTER 545 U.S. 912 first and second displays to the third. Giv- Court of Appeals for the Ninth Circuit, 380 en the presumption of regularity that al- F.3d 1154, affirmed, and the Supreme ways accompanies our review of official Court granted certiorari. action, see n. 9, supra, the Court has iden- Holding: The Supreme Court, Justice tified no evidence of a purpose to advance Souter, held that one who distributes a religion in a way that is inconsistent with device with the object of promoting its use our cases. The Court may well be correct to infringe copyright, as shown by clear in identifying the third displays as the fruit expression or other affirmative steps taken of a desire to display the Ten Command- to foster infringement, is liable for the ments, ante, at 2740, but neither our cases resulting acts of infringement by third par- nor our history support its assertion that ties. such a desire renders the fruit poisonous. Vacated and remanded. * * * Justice Ginsburg filed concurring opinion For the foregoing reasons, I would re- in which Chief Justice Rehnquist and Jus- verse the judgment of the Court of Ap- tice Kennedy joined. peals. Justice Breyer filed concurring opinion in which Justice Stevens and Justice O’Con- , nor joined. 1. Copyrights and Intellectual Property O77 One infringes a copyright contribu- 545 U.S. 913, 162 L.Ed.2d 781 torily by intentionally inducing or encour- METRO–GOLDWYN–MAYER aging direct infringement and infringes STUDIOS INC., et al., vicariously by profiting from direct in- Petitioners, fringement while declining to exercise a v. -
News Release
NEWS RELEASE Telestream Vantage Enables Automated and Lower Cost IMF Packaging Workflows Vantage IMF Producer enables automated IMF workflows plus support for IMSC-1 Subtitles Nevada City, California, February 24, 2020 – Telestream®, a leading provider of workflow automation, media processing, quality monitoring and test and measurement solutions for the production and distribution of video, today announced Vantage IMF Producer, a Vantage option that automates the creation of IMF (Interoperable Master Format) packages from Adobe® Premiere® Pro CC. IMF packages are the preferred method to deliver show masters to companies like Netflix, 20th Century Studios, Disney and many others. Through the use of automated processing, editing staff can focus on the creative functions of storytelling and pacing without worrying about the complexities of the IMF delivery format. IMF is a SMPTE standard for providing a single, interchangeable master file format and structure for the distribution of content between businesses around the world. IMF provides a framework for creating a true file-based final master. Part of the Vantage Media Processing Platform, IMF Producer automates the creation of all files required in an IMF package from a single output render of an Adobe Premiere Pro timeline. In addition to generating the primary package, editors can create additional sequences, which become supplemental IMF packages that contain different versions of audio, subtitles, edit points, Dolby Vision HDR metadata and more. “The ability to manage IMF workflows in an application like Adobe Premiere Pro is an economical and highly powerful way of managing IMF supplemental package requirements,” says Scott Matics, Director of Product Planning at Telestream. -
Endeavor Pulls the Plug on Its IPO in the Eleventh Hour
cc Thursday, September 26, 2019 latimes.com/news Endeavor pulls the plug on its IPO in the eleventh hour By RYAN FAUGHNDER, STACY PERMAN TIMES STAFF WRITERS Endeavor Group Holdings Inc., the owner of talent agency WME- IMG and mixed martial arts league UFC, has canceled plans for its highly anticipated initial public offering, reversing course the day before its stock was ex- pected to begin trading on Wall Street, the company said Thurs- day, citing hazardous “market conditions.” The dramatic retreat came as Endeavor, run by Chief Executive Ari Emanuel of WME-IMG, left, with sportscaster Jim Gray, and Tony and Margaret McGregor, parents of UFC fighter Conor McGregor, in Ari Emanuel, appeared to rethink 2017. (Ethan Miller / Getty Images) its plans amid concerns that inves- tors were cool on the stock and “Endeavor will continue to million by selling about 19.4 mil- given the weakening of the broad- evaluate the timing for the pro- lion shares for $30 to $32 a share. er IPO market. This month, office posed offering as market condi- Endeavor, backed by private leasing firm We Co., the parent of tions develop,” Endeavor said in a equity firm Silver Lake Partners, WeWork, withdrew its planned statement. was expected to become the first IPO. Earlier in the day, Endeavor talent agency owner to go public, Peloton Interactive Inc., a com- lowered the targeted price range of making it the subject of much pany that sells internet- its shares, according to a regulato- speculation in Hollywood. Silver connectedindoor exercise equip- ry filing. The Beverly Hills com- Lake Partners declined to com- ment, on Thursday saw its stock pany had expected to offer 15 mil- ment on the aborted IPO. -
Modpathol2016223.Pdf
Modern Pathology (2017) 30, 160–168 160 © 2017 USCAP, Inc All rights reserved 0893-3952/17 $32.00 Editorial #InSituPathologists: how the #USCAP2015 meeting went viral on Twitter and founded the social media movement for the United States and Canadian Academy of Pathology David Cohen1, Timothy Craig Allen2, Serdar Balci3, Philip T Cagle1, Julie Teruya-Feldstein4, Samson W Fine5, Dibson D Gondim6, Jennifer L Hunt7, Jack Jacob8, Kimberly Jewett9, Xiaoyin ‘Sara’ Jiang10, Keith J Kaplan11, Ibrahim Kulac12, Rashna Meunier13, Nicole D Riddle14, Patrick S Rush15, Jennifer Stall16, Lauren N Stuart17, David Terrano18, Ed Uthman19, Matthew J Wasco20, Sean R Williamson21, Roseann I Wu22 and Jerad M Gardner7 1Department of Pathology and Genomic Medicine, Houston Methodist Hospital, Houston, TX, USA; 2Department of Pathology, The University of Texas Medical Branch, Galveston, TX, USA; 3Department of Pathology, Yildirim Beyazit University Faculty of Medicine, Ankara, Turkey; 4Department of Pathology, Icahn School of Medicine, Mount Sinai Health System, New York, NY, USA; 5Department of Pathology, Memorial Sloan Kettering Cancer Center, New York, NY, USA; 6Department of Pathology, Indiana University School of Medicine, Indianapolis, IN, USA; 7Department of Pathology, University of Arkansas for Medical Sciences, Little Rock, AR, USA; 8Department of Pathology, Montefiore Medical Center, Bronx, NY, USA; 9Kimberly Jewett Consulting, Inc., Plainfield, IL, USA; 10Department of Pathology, Duke University, Durham, NC, USA; 11Publisher, tissuepathology.com, Charlotte, -
Teneo, the Ford Foundation and the Executive Leadership Council Launch the Board Diversity Action Alliance
TENEO, THE FORD FOUNDATION AND THE EXECUTIVE LEADERSHIP COUNCIL LAUNCH THE BOARD DIVERSITY ACTION ALLIANCE Taking action to increase the representation of racially and ethnically diverse directors on corporate boards of directors Led by Ursula Burns and Gabrielle Sulzberger September 8, 2020 – New York City – Ursula Burns, Gabrielle Sulzberger, the global CEO advisory firm Teneo, the Ford Foundation, the Executive Leadership Council, and a group of founding signatories today announced the launch of Board Diversity Action Alliance, a business-led initiative taking action to increase the representation of racially and ethnically diverse directors on corporate boards of directors, beginning with Black directors. Corporate diversity and board diversity go hand in hand – leadership starts at the top. To best serve the broader stakeholder community, companies need to understand their employees’ communities, have a clear point of view and set a purposeful course of action. By joining the alliance, signatories voluntarily commit to accelerate change by supporting a concerted enterprise transformation approach to diversity by integrating talent, accountability and engagement. Specific signatory commitments include: • Increasing the number of Black directors on the board of directors to one or more; • Disclosing of the self-identified race and ethnicity of directors on corporate boards; • Reporting on Diversity, Equity and Inclusion measures on an annual basis. Founding signatories include Dow, Macy’s, Mastercard, PNC, UPS, WW The Board Diversity Action Alliance will lead the focused and aligned effort to quantify, convene and amplify the work being done by building partnerships with the corporate and non-profit community to increase awareness and expand influence. Visit www.boarddiversityactionalliance.com to learn more. -
Tesla, Inc.: the Automotive Business Analysis Senior Honors Thesis
Tesla, Inc.: The Automotive Business Analysis Senior Honors Thesis Presented to Undergraduate Program in Business Ben Gomes-Casseres, Primary Advisor and Michael McKay, Second Reader Awarded Honors By Nikita Ivanchenko December 2017 Copyright by Nikita Ivanchenko Table of Contents Executive Summary .............................................................................................................3 Background, History and Business Description ..................................................................6 Introduction ........................................................................................................................11 Part I: Financial Analysis ........................................................................... 13 1. Income Statement .......................................................................................................13 Automotive revenue ........................................................................................................14 Cost of automotive revenues ..........................................................................................17 Operating expenses ........................................................................................................24 Stock-based compensation and interest expenses ..........................................................29 2. Cash Flow Statement ..................................................................................................32 Part II: Key Value Drivers ......................................................................... -
Uber 2021 Proxy Statement and Notice of Annual Meeting of Stockholders Proxy Summary
Uber 2021 Proxy Statement And Notice of Annual Meeting of Stockholders Proxy Summary Uber’s Purpose Why we exist Who we are What we do To reimagine the way Fearless optimists: Make real life the world moves crazy enough to believe, easier to navigate for the better tenacious enough for everyone to make it happen Our Cultural Norms and tell a story to the world about Uber’s corporate purpose. We do the Period. right thing We build globally, We harness the power and scale of our global operations to deeply connect with the cities, communities, Drivers, and riders that we serve every day. we live locally We are customer We work tirelessly to earn our customers’ trust and business by solving their problems, maximizing their earnings, or lowering their costs. We surprise and obsessed delight them. We make short-term sacrifices for a lifetime of loyalty. We celebrate We stand apart from the average. We ensure people of diverse backgrounds feel welcome. We encourage different opinions and approaches to be heard, and differences then we come together and build. We act like owners We seek out problems, and we solve them. We help each other and those who matter build Uber to last. And when we make mistakes, we’ll own up to them. We persevere We believe in the power of grit. We don’t seek the easy path. We look for the toughest challenges, and we push. Our collective resilience is our secret weapon. We value ideas We believe that the best ideas can come from anywhere, both inside and outside our company.