2017 Colorado Tech
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2017 Colorado Tech
BizWest | | 2017 Colorado TECH $100 CHEERS, CHALLENGES FOR • Colorado companies help to propel • UCAR, NREL to co-anchor COLORADO’S TECH INDUSTRY fledgling drone industry forward The Innovation Corridor at WTC Denver • Startup creating platform for patents, • Symmetry Storage plans to grow its app crowdfunding, idea protection for storage solutions ‘city by city’ • Two-man company in Fort Collins The Directory: info on innovating backup cameras for autos 2,400+ Colorado Tech Firms Presented by: BizWest GO FAST WITH FIBER Stay productive with Fiber LET’S GET DOWN Internet’s upload and download speeds up to 1 Gig. (Some speeds TO BUSINESS. may not be available in your area.) BE MORE EFFICIENT WITH MANAGED OFFICE Spend less time managing CenturyLink products and services are designed to help you your technology and more on your business. with your changing business needs, so you can focus on growing your business. Now that’s helpful, seriously. STAY CONNECTED WITH HOSTED VOIP Automatically reroute calls from your desk phone to any phone you want. Find out how we can help at GET PREDICTABLE PRICING centurylink.com/helpful WITH A BUSINESS BUNDLE or call 303.992.3765 Keep costs low with a two-year price lock. After that? Your monthly rate stays low. Services not available everywhere. © 2017 CenturyLink. All Rights Reserved. Listed broadband speeds vary due to conditions outside of network control, including customer location and equipment, and are not guaranteed. Price Lock – Applies only to the monthly recurring charges for the required 24-month term of qualifying services; excludes all taxes, fees and surcharges, monthly recurring fees for modem/router and professional installation, and shipping and handling HGGHQTEWUVQOGToUOQFGOQTTQWVGT1ƛGTTGSWKTGUEWUVQOGTVQTGOCKPKPIQQFUVCPFKPICPFVGTOKPCVGUKHEWUVQOGTEJCPIGUVJGKTCEEQWPVKPCP[OCPPGT including any change to the required CenturyLink services (canceled, upgraded, downgraded), telephone number change, or change of physical location of any installed service (including customer moves from location of installed services). -
OUTPUT-WSIB Voting Report
2006 Proxy Voting Report 3M Company Ticker Security ID: Meeting Date Meeting Status MMM CUSIP9 88579Y101 05/09/2006 Voted Issue Mgmt For/Agnst No.Description Proponent Rec Vote Cast Mgmt 1.1Elect Linda Alvarado Mgmt For For For 1.2Elect Edward Liddy Mgmt For For For 1.3Elect Robert Morrison Mgmt For For For 1.4Elect Aulana Peters Mgmt For For For 2Ratification of Auditor Mgmt For For For Amendment to Certificate of Incorporation to Declassify the 3Board Mgmt For For For STOCKHOLDER PROPOSAL REGARDING EXECUTIVE 4COMPENSATION ShrHoldr Against Against For STOCKHOLDER PROPOSAL REGARDING 3M S ANIMAL 5WELFARE POLICY ShrHoldr Against Against For STOCKHOLDER PROPOSAL REGARDING 3M S BUSINESS 6OPERATIONS IN CHINA ShrHoldr Against Against For Abbott Laboratories Inc Ticker Security ID: Meeting Date Meeting Status ABT CUSIP9 002824100 04/28/2006 Voted Issue Mgmt For/Agnst No.Description Proponent Rec Vote Cast Mgmt 1.1Elect Roxanne Austin Mgmt For For For 1.2Elect William Daley Mgmt For For For 1.3Elect W. Farrell Mgmt For For For 1.4Elect H. Laurance Fuller Mgmt For For For 1.5Elect Richard Gonzalez Mgmt For For For 1.6Elect Jack Greenberg Mgmt For For For 1.7Elect David Owen Mgmt For For For 1.8Elect Boone Powell, Jr. Mgmt For For For 1.9Elect W. Ann Reynolds Mgmt For For For 1.10Elect Roy Roberts Mgmt For For For 1.11Elect William Smithburg Mgmt For For For 1.12Elect John Walter Mgmt For For For 1.13Elect Miles White Mgmt For For For RATIFICATION OF DELOITTE & 2TOUCHE LLP AS AUDITORS. Mgmt For For For SHAREHOLDER PROPOSAL - PAY-FOR-SUPERIOR- 3PERFORMANCE ShrHoldr Against Against For Page 1 of 139 2006 Proxy Voting Report SHAREHOLDER PROPOSAL - 4POLITICAL CONTRIBUTIONS ShrHoldr Against Against For SHAREHOLDER PROPOSAL - 5THE ROLES OF CHAIR AND CEO . -
Dell Technologies FY19 10K
UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, D.C. 20549 Form 10-K (Mark One) ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the fiscal year ended February 1, 2019 or TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the transition period from to Commission File Number: 001-37867 Dell Technologies Inc. (Exact name of registrant as specified in its charter) Delaware 80-0890963 (State or other jurisdiction of incorporation or organization) (I.R.S. Employer Identification No.) One Dell Way, Round Rock, Texas 78682 (Address of principal executive offices) (Zip Code) 1-800-289-3355 (Registrant’s telephone number, including area code) Title of each class Name of each exchange on which registered Class C Common Stock, par value $0.01 per share New York Stock Exchange Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes No Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act. Yes No Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days. Yes No Indicate by check mark whether the registrant has submitted electronically every Interactive Data File required to be submitted pursuant to Rule 405 of Regulation S-T during the preceding 12 months (or for such shorter period that the registrant was required to submit such files). -
COMPLAINT I 1 G
1 TABLE OF CONTENTS Page 2 I. INTRODUCTION. 1 3 II. NATURE OF THE ACTION. 6 4 III. JURISDICTION AND VENUE.. 10 5 III. THE PARTIES. 11 6 A. The Plaintiff. 11 7 B. The Nominal Defendant. 11 8 C. The Individual Defendants. 11 9 D. The Bank Defendants.. 14 10 E. The Auditor Defendant. 15 11 F. Unnamed Participants. 15 12 IV. STATEMENT OF FACTS. 16 13 A. A Brief History of the Hewlett-Packard Company. 16 14 B. Mark Hurd Rejects Autonomy Acquisition. 17 15 C. HP’s Recent History of Bad Deals and Failures.. 18 16 D. Road to Autonomy: Léo Apotheker Becomes New CEO.. 20 17 E. HP Acquires Autonomy.. 23 18 1. August 18, 2011: HP Announces Autonomy Acquisition.. 23 19 2. September 13, 2011: HP Hypes The Value of the Transformative 20 Autonomy IDOL Technology in Order to Finalize the Autonomy Acquisition. 28 21 3. September 22, 2011: CEO Léo Apotheker Forced Out of HP; New 22 CEO Meg Whitman Continues to Praise the Autonomy IDOL Technology. 30 23 F. HP Ignored Serious Concerns About The Propriety of the Autonomy 24 Acquisition For $11.7 Billion.. 30 25 1. HP’s Chief Financial Officer Warned HP Against the Autonomy Acquisition. 30 26 2. HP Knew About Multiple Reports of Improprieties at Autonomy 27 and Multiple Red Flags About Autonomy. 31 28 3. Analysts Warned of Autonomy’s Outdated Technology.. 34 DERIVATIVE COMPLAINT i 1 G. Multiple Companies Refuse to Acquire Autonomy Because It Was OverPriced.. 36 2 1. Oracle Warns HP of Autonomy’s Overvaluation. -
Here People Can Belong When They Travel by Being Connected to Local Cultures and Having Unique Travel Experiences
... for the implementation of sound, long-term tax policies that promote the global competitiveness of the U.S. high technology industry. Background The Silicon Valley Tax Directors Group is composed of representatives from leading high-technology companies with corporate offices predominantly located in the area between San Francisco and San Jose, California (widely known as the “Silicon Valley”). The group was formed in 1981 with current members representing the following companies: Organization Representative Autodesk SVTDG Co-Chair: Kirsten Nordlof; VP, Tax, Treasury, Risk and Procurement Cisco Systems, Inc. SVTDG Co-Chair: Robert F. Johnson; Sr. VP, Global Tax and Customs Dolby Laboratories, Inc. SVTDG Co-Chair: Grace L. Chu; Vice President, Tax and Treasurer Accenture N. James Shachoy; Senior Managing Director, Global Tax Activision Blizzard, Inc. Alex Biegert; Senior Vice President, Tax Advanced Micro Devices, Inc. Steven Kurt Johnson; Senior Director, Head of Tax Agilent Technologies, Inc. Stephen A. Bonovich; Vice President, Tax Airbnb, Inc. Mirei Yasumatsu; Global Head of Tax Amazon, Inc. Kurt Lamp; Vice President | Global Tax Analog Devices Tom Cribben; Global Tax Director Ancestry.com Edward R. Gwynn; Vice President of Tax Apple Inc. Phillip Bullock; Senior Director of Taxes Applied Materials Steven K. Shee; Vice President - Tax Aptiv, PLC Tim Seitz; Vice President Tax, Trade & Government Affairs Arista Networks Inc Jennifer A. Raney; Head Of Global Tax & Treasury Atlassian Anthony J. Maggiore; Global Head of Tax Bio-Rad Laboratories Kris L. Fisher; Vice President, Global Tax BMC Software, Inc. Matt Howell; Vice President, Global Tax Broadcom Limited Ivy Pong; Vice President, Global Taxation Cadence Design Systems, Inc. -
Q&A: Does Machiavelli's the Prince Have Relevant Lessons for Modern
Technology Innovation Management Review August 2017 (Volume 7, Issue 8) Q&A Clovia Hamilton Q. Does Machiavelli’s The Prince Have Relevant Lessons for Modern High-Tech Managers and Leaders? A. When we think of Machiavellian conduct in tech- goodness and effectiveness are not likely to go hand in nology companies, we think of cut-throat, cunning, be- hand. Individuals that take this view of The Prince may haviour. Cut-throat competition in technological not think the book is relevant to modern day leaders innovations can be the barrier to market entry (Lee, that are under considerable pressure to engage in cor- 2014). The lean philosophy is that managers and leaders porate social responsibility and ethical behaviour. Yet, are to strive for the efficient and effective use of re- morality and achieving business results are intercon- sources in order to overcome this barrier and gain com- nected. Character is the combination of a person’s petitive advantage. In order for there to be cut throats, moral habits and internalized beliefs that shape his or there have to be cut-throat technology innovation lead- her relationship to others (Kiel, 2015). Today, charac- ers and managers. What the lean philosophy lacks is ter-based business results have been coined “return on guidance on how to achieve an efficient and effective character” (ROC) and have been studied. The ROC has use of resources in a cut-throat competitive environ- been identified as an element of a CEO’s formula for ment. The challenges posed by that type of environment creating value (i.e., processes, products, raw materials do not go away and cannot be swept under the rug. -
CONC 1365.Pdf
República Argentina - Poder Ejecutivo Nacional 2018 - Año del Centenario de la Reforma Universitaria Resolución Número: Referencia: EX-2018-35104847- -APN-DGD#MP - CONC. 1365 VISTO el Expediente N° EX-2018-35104847- -APN-DGD#MP, y CONSIDERANDO: Que, en las operaciones de concentración económica en las que intervengan empresas cuya envergadura determine que deban realizar la notificación prevista en el Artículo 8° de la Ley Nº 25.156, procede su presentación y tramitación por los obligados ante la ex COMISIÓN NACIONAL DE DEFENSA DE LA COMPETENCIA, organismo desconcentrado en el ámbito de la SECRETARÍA DE COMERCIO del MINISTERIO DE PRODUCCIÓN Y TRABAJO, en virtud de lo dispuesto y por la integración armónica de los Artículos 6° a 16 y 58 de dicha ley. Que la operación de concentración económica notificada el día 13 de septiembre de 2016, llevada a cabo en el exterior, consiste en la toma de control por parte de las firmas DENALI HOLDING INC. y DELL INC. de la firma EMC CORPORATION, a través de un Acuerdo de Fusión mediante el cual la firma UNIVERSAL ACQUISITION CO. se fusiona con la firma EMC CORPORATION, siendo esta última la compañía subsistente y convirtiéndose en consecuencia, en una subsidiaria exclusiva de la DELL INC. a cambio de una suma de dinero y acciones de la compradora. Que la citada operación se instrumentó mediante un Acuerdo y Plan de Fusión con fecha 12 de octubre de 2015 Que el cierre de la operación tuvo lugar el día 7 de septiembre de 2016. Que las partes solicitaron eximirse de acompañar la traducción pública del Acuerdo de Confidencialidad (Non Disclosure Agreement) suscripto el día 28 de octubre de 2014 entre EMC CORPORATION y DELL INC. -
Iquit: HP in the Post-PC Era
iQuit: HP in the Post-PC Era MSc in Business Administration Inês Relvas | 152110022 Supervisor: Professor Ilídio Barreto Dissertation submitted in partial fulfillment of requirements for the degree of MSc in Business Administration, at the Universidade Católica Portuguesa, 04/06/2012 i MSc in Business Administration Acknowledgements ACKNOWLEDGEMENTS First and foremost, I would like to thank my dissertation supervisor Professor Ilídio Barreto, for his support, his constant motivation and inspiration, and for his willingness to transfer his experience and wisdom in advices for my future professional life. His great knowledge of the Dynamic Capabilities theory helped me immensely throughout the elaboration of this thesis. Moreover, I would like to express my gratitude to Católica Lisbon School of Business and Economics and to Nova School of Business and Economics, to its Professors and to the supporting staff, which have taught me so much and have helped me grow into a better student, a better professional, and a better person. Additionally, I would like to thank my family, especially my parents and my sister, for the patience, the love and for making me believe I can achieve whatever goals I set myself. I would also like to thank my friends for the supporting words during the elaboration of this dissertation. A special thanks to Vera, Diogo, Henrique and Sofia, who shared this experience with me – the highs and the lows – and were crucial for my motivation and my endurance throughout this period. Last but not least, I would like to thank Miguel, for everything. ii MSc in Business Administration Abstract ABSTRACT Throughout the years, scholars and researchers have focused on the fundamental question of how firms manage to develop and sustain competitive advantages in rapidly changing environments. -
For Immediate Release Vmware Completes Acquisition of Pivotal
For Immediate Release VMware Completes Acquisition of Pivotal VMware, Combined with Pivotal, Committed to Connecting Infrastructure and Application Owners to Accelerate Software Delivery and Drive Business Outcomes PALO ALTO, Calif., December 30, 2019 – VMware, Inc. (NYSE: VMW), a leading innovator in enterprise software, today announced it has completed the acquisition of Pivotal Software, Inc. (“Pivotal”), a leading cloud-native platform provider. As a result of the completion of the acquisition, Pivotal’s Class A common stock was removed from listing on the New York Stock Exchange with trading suspended prior to the open of the market today, and Pivotal will now operate as a wholly owned subsidiary of VMware. The transaction represented an enterprise value for Pivotal of approximately $2.7 billion. Pivotal’s offerings will be core to the VMware Tanzu portfolio of products and services designed to help customers transform the way they build, run and manage their most important applications, with Kubernetes as the common infrastructure substrate. The combination of Pivotal’s developer-centric offerings with VMware’s upstream Kubernetes run-time infrastructure and management tools will deliver a comprehensive enterprise solution that enables dramatic improvements in developer productivity in the creation of modern applications. VMware is able to offer product building blocks and integrated solutions that are tested and proven with technical expertise that customers need to accelerate software delivery across data center, cloud and edge environments. “It's my pleasure to announce Ray O'Farrell as the leader of VMware’s new Modern Applications Platform business unit—uniting the Pivotal and VMware Cloud Native Applications teams,” said Pat Gelsinger, CEO, VMware. -
Vmware Product Guide
VMWARE PRODUCT GUIDE DECEMBER 2018 Table of Contents 1 TERMS APPLICABLE TO ALL PRODUCTS 4 - 8 2 DATA CENTER AND CLOUD INFRASTRUCTURE 9 - 25 2.1 VMware vSphere 9 - 12 2.2 VMware vSphere Essentials Plus with vSphere Storage Appliance 12 2.3 VMware vCloud Director 12 2.4 VMware vSphere Storage Appliance 13 2.5 VMware NSX 13 - 16 2.6 VMware vSAN 16 - 21 2.7 VMware vSphere Data Protection Advanced 21 - 22 2.8 VMware vCenter Support Assistant 22 2.9 VMware Software Manager 22 2.10 VMware Continuent 23 2.11 VMware Hyper-Converged Infrastructure Kits 23 2.12 VMware Pivotal Container Service 23 - 25 3 INFRASTRUCTURE AND OPERATIONS MANAGEMENT 26 - 33 3.1 VMware vCenter Server 26 3.2 VMware vRealize Suite 26 - 27 3.3 VMware vRealize Operations Insight 27 3.4 VMware Site Recovery Manager 27 - 28 3.5 VMware vRealize Automation 28 - 29 3.6 VMware vCloud Connector Core 29 3.7 VMware vRealize Log Insight 29 - 31 3.8 VMware vRealize Operations Management Pack for EPIC 31 3.9 VMware vRealize Code Stream 31 3.10 VMware Health Analyzer Collector 31 3.11 VMware vRealize Operations Management Pack for MEDITECH 31 - 32 3.12 VMware vRealize Network Insight 32 - 33 3.13 VMware Integrated OpenStack 33 3.14 VMware vRealize Configuration Manager 33 4 SECURITY PRODUCTS 34 4.1 VMware vCloud Networking and Security 34 5 VMWARE SUITES 35 - 43 5.1 VMware vCloud Suite 35 - 36 5.2 VMware vSphere with Operations Management 36 - 38 1 5.3 VMware vRealize Operations 38 - 40 5.4 VMware vCloud NFV 40 - 41 5.5 VMware Cloud Foundation 41 - 42 5.6 Server SAN Suite 42 - 43 6 DESKTOP -
Hewlett-Packard's Secret Surveillance of Directors and Journalists
For the exclusive use of C. Luong, 2016. NA0050 Unauthorized Disclosure: Hewlett- Packard’s Secret Surveillance of Directors and Journalists Anne T. Lawrence, San Jose State University Randall D. Harris, California State University, Stanislaus Sally Baack, San Francisco State University n September 28, 2006, members of Congress, their staffs, reporters, prospec- tive witnesses, and the curious public packed the wood-paneled hearing room Oof the U.S. House Committee on Energy and Commerce. The subject of the day’s hearing, called by the Subcommittee on Oversight and Investigations, was “Hewlett-Packard’s Pretexting Scandal.” 1 At issue were methods the technology firm had used to investigate the unauthorized disclosure of nonpublic information to the press by members of its board of directors. Hewlett-Packard (HP) apparently had hired investi- gators who had used a technique known as pretexting—calling the phone company and posing as someone else in order to obtain that person’s records. Newsweek had summed up the situation in a cover story published ten days earlier: “Lying, spying, name-call- ing, finger-pointing—all of it is a tragicomedy that Shakespeare might’ve penned if he had gotten an MBA.” 2 Hewlett-Packard and its board chairman, Patricia Dunn, had initially defended the company’s investigation of directors and journalists, saying aggressive efforts to ferret out the source of leaks were fully justified. But in the past few weeks, the situation had begun to spin out of control as the Securities and Exchange Commission and the California Attorney General had opened probes into the company’s actions.3 Now, nearly two dozen of HP’s top executives, directors, lawyers, and investigators—includ- ing the company’s CEO Mark Hurd—had been called before Congress to account for their firm’s alleged out-of-bounds behavior and to explain what they intended to do about it. -
Examining Chair-CEO Leadership Structure
CHAIRMAN-CEOJANUARY STRUCTURE 2015 I REPORT A PUBLICATION OF VELL EXECUTIVE SEARCH INC. CHAIRMAN-CEO STRUCTURE Fortune 100 Leadership Trends and What You Can Learn from Them (REVENUE RANGE $100 MILLION TO $1 BILLION) Material in this report is for educational purposes only. For legal advice, please consult your lawyer. The views expressed by individuals (or companies) in this report do not necessarily reflect the views shared by the companies they refer to. For corrections, company/title updates, comments or any other inquiries, please email [email protected]. Published by Vell Executive Search Inc. © Vell Executive Search, Inc., 2015 ISBN-10: 0980249446 ISBN-13: 978-0-9802494-4-6 Printed in the United States of America No part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, except as permitted under sections 107 or 108 of the United States Copyright Act, without prior written permission of the publisher. CHAIRMAN-CEO STRUCTURE Fortune 100 Leadership Trends and What You Can Learn from Them IV Contents Introduction 1 Executive Summary 2 Leadership Structure Trends 6 About the Vell Executive Search Study 10 Always Combined 12 Combined with Transitions 15 Single Combine 23 Always Split 25 Single Split 28 Complex Changes 36 Transitions from Long-Term CEOs 42 Comparing Combined versus Split 45 Advice for Boards 48 Appendix 50 Vell Executive Search 56 Endnotes 58 V Figures and Tables Figure 1: Chairman-CEO Structures and Changes 3 Figure 2: Lead and Presiding Director