Podcasts about pacific group

Highlights from this week's conversation include:Malcolm's Background and Experience (0:10)Experience as an Allocator (2:43)LP Perspective on Investment Risks (4:07)Advantages of Smaller Check Writers (6:43)Criteria for Assessing Fund Managers (8:44)Exciting Opportunities in Healthcare and Deep Tech (12:09)Challenges of Sourcing Family Offices (15:06)Insider Segment: The Impact of AI on Hardware Ecosystems (18:30)Interest in Hardware Financing (21:15)Diversifying Capital Stacks (22:20)Formation of the Black LP Association (24:12)Growth of Diverse Emerging Managers (27:27)Challenges in Fundraising (30:34)Differentiation in Asian Markets (32:12)Value Addition as an LP (37:05)Internship Opportunities in VC (39:33)Building a Talent Pipeline (42:04)Final Thoughts on Market Opportunities (44:20)Malcolm Robinson founded and serves as the executive director of the Black Venture Capital Consortium (BVCC), which educates, trains and places top students from HBCUs into the venture capital and startup ecosystem. In addition, Mr. Robinson co-founded and is the executive director of the Black LP Association (BLPA). Prior to BVCC and BLPA, Mr. Robinson was a general partner at Avenue Capital Group where he launched Avenue's Asia investment management business in 1999 and grew it to over $5 billion AUM, opening 9 offices in 8 countries and building and managing a team of over 110 employees throughout China, India and Southeast Asia. The fund invested in private equity, distressed debt, nonperforming loans and mezzanine investments. Prior to joining Avenue in 1999, he was the chief investment officer for the Richmont-Parley Investment Company, a Hong Kong based investment company. Before that, he was a portfolio manager at The Pacific Group's Asia Hedge Fund based in Hong Kong and affiliated with the U.S. based hedge fund, Tiger Management Corporation. The Asia Hedge Fund directly invested in long/short equities, convertible bonds, fixed income securities, currencies and derivatives. Prior to that, Mr. Robinson was an investment professional with the Prudential Investment Corporation. During his seven years at Prudential, he participated in $600 million of direct investments in private credit and private equity. Mr. Robinson founded the New Jersey Advocates for Education, a college scholarship program which has awarded scholarships to over 300 students from the greater Newark, NJ area. Mr. Robinson graduated with Honors with a B.S. in Business Administration from Florida A&M University in 1987 and received an M.B.A. from the Wharton School of the University of Pennsylvania in 1994.Camber Road is the most cost-effective, flexible and nimble leasing company for venture-backed businesses. We are experienced, but not stodgy. We're hungry, like the startup companies we serve. And we hold every lease on our balance sheet. We finance business-essential equipment for venture-backed companies. We do one thing, and we do it better than the rest. Learn more at www.camberroad.com.Swimming with Allocators is a podcast that dives into the intriguing world of Venture Capital from an LP (Limited Partner) perspective. Hosts Alexa Binns and Earnest Sweat are seasoned professionals who have donned various hats in the VC ecosystem. Each episode, we explore where the future opportunities lie in the VC landscape with insights from top LPs on their investment strategies and industry experts shedding light on emerging trends and technologies. The information provided on this podcast does not, and is not intended to, constitute legal advice; instead, all information, content, and materials available on this podcast are for general informational purposes only.

Lishelle Blakemore ‘89 (she/her/hers) is the Associate Vice Chancellor (AVC) of Development in the Office of the Vice Chancellor for the University Development and Alumni Relations (UDAR) department at the University of California, Berkeley.Lishelle has served as the AVC of Development since 2017. Prior to this role, Lishelle established and led the Annual Programs department in UDAR. Before joining UDAR in 1994, Lishelle served as Assistant Vice President for The Pacific Group, where she provided consulting and fundraising services for universities throughout the country.On campus, Lishelle serves on the University Athletics Board, the Executive Advisory Committee for UC Berkeley Discovery, and the BSFO Program Committee. Outside of Cal, Lishelle has been an active volunteer with CASE District VII and currently serves on the US/Canada Council, the Summer Institute for Educational Fundraising and Black Leaders in Philanthropy.

Sandy Beach SHARES at the Pacific Group in 2011. Click this link to Donate to Sober Shares with your debit or credit card: https://www.paypal.com/donate/?hosted_button_id=MD6DFY5RUYT5A Website: www.SoberShares.com Email: mike@SoberShares.com

Today we have multiple speakers all sharing at the same meeting, we start off with Mac B he was 29 years sober at the time of this speak at a meeting held in 1995 at the Pacific Group in Los Angeles. We then move to Joe who tells some of his story and then Eileen at 3 years sober closes out the remaining time. Email: sobercast@gmail.com Support Sober Cast: https://sobercast.com/donate Next AA Event: If you are anywhere near San Luis Obispo California, the weekend of August 25th, the 56th Annual District 22 Convention is going on and it looks like a fun one.  It is a great place to spend a quick vacation weekend less than a 4 hour drive from Los Angeles and the San Francisco Bay Areas https://scast.us/d22 AA Event List: https://scast.us/events If you have an AA roundup, retreat, convention or workshop coming up, we would be happy to give you a shout out here on the podcast and list the event on the Sober Cast website. Visit the link above and look for "Submit Your Event" in the blue box. Sober Cast has 2300+ episodes available, visit SoberCast.com to access all the episodes where you can easily find topics or specific speakers using tags or search. https://sobercast.com

Tony H speaking at the Pacific Group in 1995, he is still sober and still a member of AA in 2020. "Your going to die soon, I dont think you will make it to 40!" Repost from 2017 Email: sobercast@gmail.com Support Sober Cast: https://sobercast.com/donate Next Event: AALA Roundup - lgbtQIA+ at the Pacific Design Center in West Hollywood, May 26-28. With the theme of “Don't take yourself too damn seriously” the AALA Roundup is the perfect opportunity to connect with others who share your experiences and journey towards a fulfilling sober life. https://scast.us/aala AA Event List: https://scast.us/events If you have an AA roundup, retreat, convention or workshop coming up, we would be happy to give you a shout out here on the podcast and list the event on the Sober Cast website. Visit the link above and look for "Submit Your Event" in the blue box. Sober Cast has 2200+ episodes available, visit SoberCast.com to access all the episodes where you can easily find topics or specific speakers using tags or search. https://sobercast.com

Tình hình phát triển kinh tế và cơ sở hạ tầng giao thông vận tải tại Việt Nam mang đến lợi thế và thách thức nào cho các doanh nghiệp tại Việt Nam? Liệu theo góc nhìn của chuyên gia, năm 2023 có thật sự là năm suy thoái kinh tế ở Việt Nam hay không? Ngành nào sẽ dẫn đầu xu thế trong năm 2023 và những năm tới?   Tất cả sẽ được giải đáp trong tập mới nhất của Vietsuccess Business cùng host Vanessa và khách mời Lê Ngọc Ánh Minh - Chủ tịch Điều hành Pacific Group và đại diện Phòng thương mại BRICS-ASEAN Việt Nam.   Mời các bạn cùng đón xem!   #vietsuccessbusiness #vietsuccess #kinhte2023   00:00 - Mở đầu - Giới thiệu khách mời Lê Ngọc Ánh Minh 01:51 - Nhận định về tình hình giao thông vận tải tại Việt Nam 04:29 - Thông tin về công trình xây dựng các tuyến đường miền Tây 06:21 - Sợi dây liên kết giữa kinh tế và giao thông 09:06 - Tiến độ của dự án sân bay Long Thành 13:18 - Coming Up 13:45 - Tiến độ của công trình cao tốc Bắc Nam 14:52 - Cơ hội và thách thức cho ngành năng lượng xanh tại Việt Nam 18:32 - Kinh tế Việt Nam có suy thoái trong năm 2023? 22:48 - Lĩnh vực là ngôi sao trong năm 2023 23:34 - Bất động sản vẫn đi theo hướng phù hợp trong năm 2023 26:47 - Lời nhắn gửi đến các chủ doanh nghiệp 28:25 - Chào kết ----------------------------------- VIETSUCCESS Channel Produced by KAT MEDIA Email: team@katmedia.vn ----------------------------------- © Bản quyền thuộc về VIETSUCCESS - Vui lòng không REUP ©

Tình hình phát triển kinh tế và cơ sở hạ tầng giao thông vận tải tại Việt Nam mang đến lợi thế và thách thức nào cho các doanh nghiệp tại Việt Nam? Liệu theo góc nhìn của chuyên gia, năm 2023 có thật sự là năm suy thoái kinh tế ở Việt Nam hay không? Ngành nào sẽ dẫn đầu xu thế trong năm 2023 và những năm tới?   Tất cả sẽ được giải đáp trong tập mới nhất của Vietsuccess Business cùng host Vanessa và khách mời Lê Ngọc Ánh Minh - Chủ tịch Điều hành Pacific Group và đại diện Phòng thương mại BRICS-ASEAN Việt Nam.   Mời các bạn cùng đón xem!   #vietsuccessbusiness #vietsuccess #kinhte2023   00:00 - Mở đầu - Giới thiệu khách mời Lê Ngọc Ánh Minh 01:51 - Nhận định về tình hình giao thông vận tải tại Việt Nam 04:29 - Thông tin về công trình xây dựng các tuyến đường miền Tây 06:21 - Sợi dây liên kết giữa kinh tế và giao thông 09:06 - Tiến độ của dự án sân bay Long Thành 13:18 - Coming Up 13:45 - Tiến độ của công trình cao tốc Bắc Nam 14:52 - Cơ hội và thách thức cho ngành năng lượng xanh tại Việt Nam 18:32 - Kinh tế Việt Nam có suy thoái trong năm 2023? 22:48 - Lĩnh vực là ngôi sao trong năm 2023 23:34 - Bất động sản vẫn đi theo hướng phù hợp trong năm 2023 26:47 - Lời nhắn gửi đến các chủ doanh nghiệp 28:25 - Chào kết ----------------------------------- VIETSUCCESS Channel Produced by KAT MEDIA Email: team@katmedia.vn ----------------------------------- © Bản quyền thuộc về VIETSUCCESS - Vui lòng không REUP ©

To support independent ski journalism, please consider an upgrade to a paid subscription. The discounted annual rate is back through March 13, 2023.WhoChristian Knapp, Vice President and Chief Marketing Officer of Pacific Group ResortsRecorded onFebruary 27, 2023About Pacific Group ResortsPacific Group Resorts (PGRI) owns and/or operates six North American ski areas:While they don't have a single unified pass like Vail Resorts or Mountain Capital Partners, PGRI's ski areas do offer reciprocity for their passholders, largely through their Mission: Affordable product. Here are the 2022-23 exchanges – the company has not yet released 2023-24 passes:Why I interviewed himThere are more than a dozen companies that own three or more ski areas in North America. The National Ski Areas Association itemizes most of them* here. Everyone knows Vail and Aspen, whether they ski or not. The next tier is a little more insider, but not much: Alterra, Boyne, Powdr. These are the ski companies with national footprints and Ikon Pass headliner resorts. If skiers haven't heard of these companies, they're familiar with Mammoth and Big Sky and Snowbird. Everything else on the list is regionally dense: Invision Capital's three California ski areas (Mountain High, Dodge Ridge, China Peak); Wisconsin Resorts six Midwestern bumps (Alpine Valley, Pine Knob, Mt. Holly, and Bittersweet in Michigan; Alpine Valley in Wisconsin; and Searchmont in Ontario); the State of New York's Belleayre, Gore, and Whiteface. Some – like Midwest Family Ski Resorts' trio of gigantors – align with Indy Pass, while others stand alone, with a pass just for their mountains, like Mountain Capital Partners' Power Pass.PGRI doesn't fit any of these templates. The company has a national footprint, with properties stretching from coastal BC to New Hampshire, but no national pass presence (at least before the company inherited Jay Peak's Indy Pass membership). Its properties' season passes sort of work together but sort of don't. It's all a little strange: a small ski area operator, based in Park City, whose nearest ski area is more than a 400-mile drive away, on the edge of Colorado's Grand Mesa. PGRI is built like a regional operator, but its ski areas are scattered across the continent, including in improbable-seeming locales such as Maryland and Virginia.Despite the constant facile reminders that American Skiing Company and SKI failed, small conglomerates such as PGRI are likely the future of skiing. Owning multiple resorts in multiple regions is the best kind of weather insurance. Scale builds appeal both for national pass coalitions and for banks, who often control the cash register. A larger company can build a talent pipeline to shift people around and advance their careers, which often improves retention, creating, in turn, a better ski experience. Or so the theories go. Independence will always have advantages, and consolidation its pitfalls, but the grouping together of ski resorts is not going away. So let's talk to one of the companies actively growing on its own terms, in its own way, and setting a new template for what corporate skiing balanced with local control can look like.*Missing from the NSAA's list is the Schmitz Brothers trio of Wisconsin ski areas: Little Switzerland, Nordic Mountain, and The Rock Snow Park; the list also includes Sun Valley and Snowbasin, which are jointly owned by the Holding Family, but excludes the other two-resort groups around the country: Berkshire East/Catamount, Labrador/Song, 49 Degrees North/Silver Mountain, Homewood/Red Lodge, Perfect North/Timberline, and Mission Ridge/Blacktail - there may be others).What we talked aboutThe bomber western winter; closing Wintergreen early; the existential importance of Eastern snowmaking; why Mid-Atlantic ski resorts are such great businesses; growing up in the ski industry; Mt. Bachelor in the ‘90s; Breck in the early Vail days; why founding the Mountain Collective was harder than you probably think; the surprising mountain that helped start but never joined the pass; how essential the existence of Mountain Collective was to Ikon Pass; why Ikon didn't kill Mountain Collective; the origins and structure of Pacific Group Resorts (PGRI); reviving the historically troubled Ragged Mountain; the two things that PGRI did differently from previous owners to finally help Ragged succeed; the Mission: Affordable pass suite; how Jay Peak turbocharged reciprocity between the company's resorts; how reciprocity for Jay Peak may shape up for 2023-24 passes; why we're unlikely to see a Mission: Affordable pass at Jay Peak; why Mount Washington Alpine hasn't had a Mission: Affordable pass; the future of Jay Peak – and, potentially the rest of PGRI's portfolio – on the Indy Pass; the fate of Ragged's Pinnacle Peak expansion; how and why PGRI started running and eventually purchased Wisp and Wintergreen; wild and isolated Mount Washington Alpine; could that Vancouver Island resort ever be a destination?; thoughts on replacing the West End double at Powderhorn; why PGRI has not prioritized lift replacements at the rate of some of its competitors; priorities for lift upgrades at Wisp; winning the bid for Jay Peak; reflecting on receivership; the chances of getting a new Bonaventure lift; and whether PGRI will buy more ski areas.Why I thought that now was a good time for this interviewThe lazy answer: PGRI just bought Jay Peak, and while writing the various stories leading up to and after the auction in which they acquired the joint,  I established contact with PGRI corporate HQ for the first time. My first impression was not a great one (on their side), as I managed to not only jack up the company name in the headline announcing their opening bid, but get the fundamentals of the story so wrong that I had to issue a correction with a full article re-send for the only time in Storm history. Which apparently created a huge PR pain in the ass for them. Sorry.Maybe the stupid jokes eventually disarmed them over or something, but for whatever reason Knapp agreed to do the pod. As you know I don't typically host marketing-type folks. I work with them all the time and value them immensely, but that's just not the brand. The brand is talk-to-whoever-is-in-charge-of-whatever-mountain-or-company-I'm-talking-about. But Knapp is a unique case, the former CMO of Aspen Skiing Company and the creator of the uber-relevant-to-my-readers Mountain Collective Pass. So Knapp joins the equally impressive Hugh Reynolds of Snow Partners as the only other marketing lead to ever carry his own episode.Ahem. What I was trying to get to is this: yes, this was a convenient time to drill into PGRI, because they just bought one of the most important ski resorts on the Eastern seaboard and everyone's like, “Now what, Bro?” But this is a company that has been quietly relevant for years. It cannot be overstated what an absolute shitshow Ragged Mountain was for five decades. No one could get that thing right. Now it is one of the most well-regarded ski areas in New Hampshire, with knockout grooming, a killer glade network, one of the state's best lift systems, and a customer-friendly orientation that begins with its ridiculous Mission: Affordable season pass, one of the few all-access season passes under $400 at a thousand-foot-plus mountain in New England.Which set them up perfectly to glide into the Jay marquee. Almost any other buyer would have ignited mutiny at Jay. No one I've spoken to who skis the mountain regularly wanted the place anywhere near the Ikon Pass. So no Alterra, Powdr, or Boyne. Epic? LOL no. Locals have seen enough downstate. Another rich asshat cackling with cartoon glee as he shifts hundreds of millions of dollars around like he's reorganizing suitcases in his Escalade? F**k no. Jay will be shedding the scabs of Ariel Quiros' various schemes for decades. PGRI hit that Goldilocks spot, a proven New England operator without megapass baggage that has operated scandal-free for 15 years, and is run by people who know how to make a big resort go (PGRI CEO Vern Greco is former president and GM of both Park City and Steamboat, and the former COO of Powdr Corp).PGRI is just good at running ski areas. Wisp opened Thanksgiving weekend, despite 70-degree temperatures through much of that month, despite being in Maryland. Visitation has been trending up at Powderhorn for years after steady snowmaking improvements. It's hard to find anyone with a bad opinion of Ragged.But PGRI has never been what business folk call a “consumer-facing brand.” Meaning they let the resorts speak for themselves. Meaning we don't know much about the company behind all those mountains, or what their plans are to build out their network. Or build within it, for that matter. PGRI has only stood up one new chairlift in 16 years – the Spear Mountain high-speed quad at Ragged. Powderhorn skiers are side-eyeing the 51-year-old, 1,655-vertical-foot, 7,000-foot-long West End double chair and thinking, “are you kidding me with this thing?” Five years into ownership, they want a plan. Or at least to know it's a priority. There are lesser examples all over the portfolio. It was time to see what these guys were thinking.Questions I wish I'd askedI had a few questions teed up that I didn't quite get to: why is Ragged still owned by something called RMR-Pacific LLC (and operated by PGRI)? I also wanted to understand why some PGRI ski areas use dynamic pricing but others don't. I'm still a little confused as to the exact timeline of Pacific Group purchasing Ragged and then PGRI materializing to take over the ski area. And of course I could have filled an entire hour with questions on any of the six ski areas. What I got wrongWhen I summarized Ragged's traumatic financial history, I said, “ownership defaulted on a loan.” It sounded as though I was suggesting that PGRI defaulted on the loan, when it was in fact the previous owner. You can read the full history of Ragged's many pre-PGRI financial issues on New England Ski History.I said that Midwest Family Ski Resorts had announced two new high-speed six-packs “in the past couple years.” They've actually announced two within the past year, both of which will be built this summer: a new Eagle Mountain lift at Lutsen, and a new sixer to replace three old Riblets on the Jackson Creek Summit side of Snowriver.Somehow though I got through this entire interview without calling the company “Pacific Resorts Group” and I would like credit for this please.Why you should ski PGRI's mountainsWell let's just fire through these real quick. Jay: most snow in the East. Nearly 300 inches so far even in this drab-until-the-past-two-weeks New England season. Some of the best glade skiing in the country. Just look:Ragged: Also strong on glades, though it gets maybe a third of Jay's snowfall if it's lucky. When the snow doesn't come, Ragged has some of the best grooming in New Hampshire:Wisp and Wintergreen: you know, I take my kid to Mt. Peter, a small ski area outside of New York City, every Saturday for a seasonal ski program. I'd say 80 percent of the parents arrive in street clothes, drop their kids, and sit in the lodge zombie-scrolling their phones for 90 minutes. Why? Why wouldn't a person ski every opportunity they have? This is what Wisp and Wintergreen exist for. Sure, you live in the Mid-Atlantic. No one is trying to pretend it's Colorado. But these are good little mountains. Wisp is a zinger, with terrific fall line skiing. Wintergreen sprawls, with a fun trail network and two high-speed sixers. If you live anywhere near them, there's absolutely no reason not to pick up their sub-$400 season passes (though Wintergreen's is not a true season pass, excluding Saturdays and holidays, which are reserved for club members) to supplement the Epic or Ikon Pass you use for those Western or New England vacations:Powderhorn: If you live in Grand Junction, you can fight your way east, or stop on the Mesa and go skiing:Mt. Washington Alpine: I know you'll all tell me this is for locals, that no one would bother trekking out to Vancouver Island when they can reach Whistler in a fraction of the time. But I don't know man, I've done enough wild voyages to the ass-ends of the earth to have convinced myself that it's always worth it, especially if skiing is involved:Besides, you're not going to find Whistler crowds here, and this is about enough mountain for most of us.Podcast NotesOn Wisp and Wintergreen opening and closing datesI mentioned on the podcast that Wisp opened in November. The exact date was Nov. 25 for Wisp. The resort is still open today, though on “limited terrain,” and I imagine the season is winding down quickly. Wintergreen opened on Dec. 20 and closed Feb. 26. Ugh.On the world's largest snow fortKnapp said he helped start this tradition when he worked at Keystone:On the Mountain CollectiveKnapp and I had an extensive discussion about his role founding Mountain Collective, which debuted in 2012 with two days each at Alta, Aspen-Snowmass, Jackson Hole, and Palisades Tahoe. At $349, it's underwhelming to today's ski consumer, but it's impossible to overstate how miraculous it was that the product existed at all. I won't give away the whole story, but this 2012 Powder article crystalizes the shock and stoke around the realization that these four resorts were on the same pass, Brah!On Pinnacle Peak at Ragged PGRI is probably hoping I will stop asking them about this stalled expansion at Ragged sometime this century. No luck so far, as I presented Knapp with the same set of questions that I'd asked Ragged GM Erik Barnes on the podcast last year. Here's what I was talking about: in 2007, PGRI took over Ragged. From 2014 to 2019, the mountain teased this future expansion on its trailmaps:Then, without explanation, the expansion disappeared. What happened? “The expansion does not make financial sense,” Knapp told me last year. But I wanted a more thorough explanation. Knapp delivered. This is still one of the most talked-about projects in New England, and its sudden abeyance has been a source of curiosity and confusion for Ragged skiers for a few years now. Listen up to find out what happened.The Storm Skiing Journal and Podcast is a reader-supported publication. To receive new posts and support my work, please consider becoming a free or paid subscriber. The discounted annual rate is available until March 13, 2023.The Storm publishes year-round, and guarantees 100 articles per year. This is article 19/100 in 2023, and number 405 since launching on Oct. 13, 2019. Want to send feedback? Reply to this email and I will answer (unless you sound insane, or, more likely, I just get busy). You can also email skiing@substack.com. Get full access to The Storm Skiing Journal and Podcast at www.stormskiing.com/subscribe

Tony H speaking at the Pacific Group in 1995. "Your going to die soon, I dont think you will make it to 40!" If I remember correctly he now has 47 years sober, at the time of this repost of one of the very first episodes from July of 2017. Email: sobercast@gmail.com Support Sober Cast: https://sobercast.com/donate If you have an AA roundup, retreat or convention coming up, we would be happy to give you a shout out and list the event on the Sober Cast website. Visit our Linktree, click "Submit An AA Event" and fill out the short form. Linktree: https://linktr.ee/sobercast Sober Cast has 2000+ episodes available, visit SoberCast.com to access all the episodes where you can easily find topics or specific speakers using tags or search. https://sobercast.com

Vice President Harold Cunliffe with The Pacific Group joins the Atlanta Real Estate Forum Radio podcast to dive into the real estate development business, founding The Pacific Group and more. Cunliffe joins host Carol Morgan on the tenth guest on the Legends of Real Estate series. A graduate of the University of British Columbia, Cunliffe earned a degree in civil engineering and went on to work for several construction companies with real estate developer clients. Seeing the wealth of these developers (think Rolex and Mercedes), Cunliffe was inspired to go down the same path. After accruing some savings, he purchased a small piece of property to begin amassing his wealth. During this experience, he became familiar with zoning, development regulations and many other things, and started to realize the real estate business is far from simple. Situated in British Columbia in the 80s, Cunliffe was front row to a commodity boom and a market flooded with cash. Cunliffe said, “It was pretty easy for me to stumble into this particular real estate deal, pull it off and make a bunch of money.” As he was doing this, he worked for a construction company where the boss acted as his mentor, aiding him along the way. During development, Cunliffe was able to get a sewer line attached to his property, allowing him to transfer from one unit per acre to two units per acre. Luckily at the time, lot values were increasing by the thousands. Lots Cunliffe intended on selling for $30,000 became worth $80,000 in value. Seeing the incredible increase in value, Cunliffe's boss congratulated and terminated him, forcing him to complete the real estate transaction and search for another job. At this time, the commodity market crashed, and jobs were scarce. A friend and company partner, Mike Kilgallon, attended the University of British Columbia with Cunliffe and went into business with him. Eventually, the two also went broke together. Kilgallon was able to secure employment with a Canadian developer in the Los Angeles market and ran into some partners in Texas with access to savings and loan (S&L) money by chance. The meeting prompted the partners to ask Kilgallon to open an Atlanta office. Cunliffe said, “At that time, Atlanta had created 100,000 jobs, and I knew that should equate to about 60,000 housing starts. But at that point, Atlanta was only doing 20,000, so there was a big lack of supply and a big demand.” After looking around, Cunliffe secured a 200-acre piece of land in Roswell for $12,000 per acre. Cunliffe quickly secured citizenship and went to work before the S&L crisis. At this time, Kilgallon's Texas partners had gone under while Cunliffe formed The Pacific Group. A big fan of the analogy “you have to keep swimming,” Cunliffe believes it's key to keep your nose above water as a real estate developer. Becoming involved, positioned and furthering your education is a crucial part of the business. Cunliffe said, “There's going to be a low tide. You're going to get down there and be able to pick up all the treasure. All you have to do is pick it up and get to shore as fast as possible. Don't go back in the water when it's high tide again because you'll lose all your treasure. That's what happened to me three times.” After operating in metropolitan Atlanta for a time, a partner in Texas with access to S&L money approached Cunliffe's team with a deal. The partner would front the funds if his team handled the deals, resulting in a 50/50 split. When the S&Ls ran out of money in 1992, the Resolution Trust Corporation searched for people to complete the projects to return as much money as possible to the FDIC. The managers of the Resolution Trust Corporation recognized that Cunliffe and Kilgallon were not discredited borrowers and tasked them with finishing real estate projects. This resulted in the duo entering into a forbearance agreement that stated the two were to pay off the corporation with a certain amount of money o...

Pacific Group Resorts makes winning, $76 million bid for Jay Peak; Banking transfer is bumpy for some new M&T Bank customers; Scott makes 3 appointments to the Green Mountain Care Board; UVM Health Network names Sunil Eappen its next president and CEO.

Tony SHARES his recovery story which was recored at the Pacific Group in Los Angles California in 1991. This recording was made when he had 16 years sober, Tony is still sober today and has 46 years of continuous sobriety. Please click the link below to make a donation to this podcast so we can keep it ad free. Our Paypal user name for donations is mike@sobershares.com Website: www.SoberShares.com Email: mike@SoberShares.com Click this link to Donate to Sober Shares with your debit or credit card: https://www.paypal.com/donate/?hosted_button_id=MD6DFY5RUYT5A --- Send in a voice message: https://anchor.fm/michael-quigley4/message

Almost every industry uses industrial brushes for a variety of purposes and it is an often overlooked but crucial element in all businesses. Ang Poh Yee, Executive Director of Yew Lee Pacific Group, who is one of the key players in the manufacturing of industrial brushes in Malaysia and is also seeking a listing on the ACE Market of Bursa Securities, talks to us about their intention with IPO proceeds and expansion plans.

While studying at university Manny Spinola (Lola's on Level 1, Grand Pacific Group), started a travel and tour guide business with a friend and fell in love with the connections and impact that great hospitality brings. Although he never had plans to work in the industry, the experience triggered a detour where opportunity and risk combined to let his natural flare flourish, first taking over the space to become The Tea Room, and beyond to build one of the most influential event and function businesses downunder. And after forging a strong relationship with industry professional Marco Ambrosino (10 William, Fratelli Paradiso) the pair stumbled upon a space to good to be true and have rolled the dice on their first venue together in the heart of one of Sydney's most vibrant suburbs.https://lolaslevel1.com.auFollow Deep In The Weeds on Instagramhttps://www.instagram.com/deepintheweedspodcast/?hl=enFollow Huckhttps://www.instagram.com/huckstergram/Follow Rob Locke (Executive Producer)https://www.instagram.com/foodwinedine/LISTEN TO OUR OTHER FOOD PODCASTShttps://linktr.ee/DeepintheWeedsNetwork

Anglo Pacific Group PLC (LSE:APF, TSX:APY, OTC:AGPIF) Chief Executive Julian Treger catches up with Proactive's Katie Pilbeam to talk about selling their 1% gross revenue royalty over the Narrabri mine in Australia to the operator, Whitehaven Coal Limited (ASX:WHC). The deal is for up to US$36mln (£26mln), marking its exit from thermal coal. The sale improves the group's carbon footprint with a remaining portfolio of assets now increasingly weighted towards cobalt, vanadium, copper and nickel - commodities which will be essential to decarbonise energy generation in the years ahead, it said. Anglo Pacific will receive fixed payments totalling US$21.6mln, along with contingent payments which could generate a further US$14mln.

Karen G from the Pacific Group speaking at the West Portland Group at 23 years sober in January of 2005 Email: sobercast@gmail.com Support Sober Cast: https://sobercast.com/donate We have added a page of meetings that have moved online https://sobercast.com/online-meetings Sober Cast has 1500+ episodes available, visit SoberCast.com to access all the episodes where you can easily find topics or specific speakers using tags or search.

Anglo Pacific Group PLC's (LON:APF, TSE:APY) Chief Financial Officer Kevin Flynn talks to Proactive London about their first quarter performance. The group has now received its first deliveries under the cobalt stream from Voisey's Bay and will record its first revenue in the second quarter. The completion of the transformational acquisition of the Voisey's Bay cobalt stream and the resumption of activity at McClean Lake returning the group's portfolio of producing assets to full operation are the two key highlights.

In this episode of The Real Build, I got the opportunity to sit down with top real estate developer Scott Choppin out of Long Beach, California. Scott is the Founder of the Urban Pacific Group and oversees all operations of the Urban Pacific family of companies, including business development, capital acquisition, and strategic planning. Scott and I talked about how someone can get started in multi-family development and how he runs his business. Scott's business model is unique in that he builds multi-family units that can house up to a family of 10 people. This allows people to pay the rents individually as a family and makes the housing more affordable in middle-class areas. What Scott is doing in multi-family development is impressive, and you don't see its concept in many other areas. If you are a multi-family investor or thinking about getting into it, you will want to listen to this episode! Scott Choppin: https://www.instagram.com/scottchoppin/ Website: The Urban Pacific Group of Companies - Workforce Housing Real Estate Development Follow me Instagram: https://www.instagram.com/imbillreiman/ Email: Bill@rkreiman.com CONNECT WITH ME ON SOCIAL MEDIA: ▶︎ YOUTUBE | https://www.youtube.com/channel/UCxAdSxHN0dIXZPhA-6p1HYA ▶︎ INSTAGRAM | https://www.instagram.com/imbillreiman ▶︎FACEBOOK| https://www.facebook.com/billy.reiman ▶︎ LINKEDIN | https://www.linkedin.com/in/bill-reim... ▶︎ TWITTER | https://twitter.com/ImBillReiman ▶︎ WEBSITE | https://www.rkreiman.com

United States v. The Blacksands Pacific Group

Sería el puente entre la representante de Pacific Group and Business SAS y altos mandos del Ejército que controlan la contratación de la Cenac. Exclusivo Mañanas BLU 10:30. See omnystudio.com/listener for privacy information.

La Justicia Militar abrió investigación penal en contra del coronel Fredy Alberto Baquero Jaimes, quien ya fue separado del cargo, por presuntas irregularidades en un contrato realizado entre el Comando de Adquisiciones Central Administrativa y Contable Regional de Medellín Cenac y la empresa Pacific Group and Business SAS. See omnystudio.com/listener for privacy information.

Una nueva denuncia de sobrecostos en contratos firmados en el marco de la emergencia por el coronavirus salpica al Ejército. Se trata de un contrato realizado entre el Comando de Adquisiciones Central Administrativa y Contable Regional de Medellin CENAC, adscrito a la Fuerzas Militares, que maneja un presupuesto cercano a los 10.000 millones de pesos al año. De acuerdo con documentación en poder de BLU Radio dicho comando pagó tapabocas referencia N95 a $ 45.500 por unidad. Se trata del contrato de Compraventa 044 de 2020, firmado el pasado 27 de marzo, entre el coronel Fredy Alberto Baquero Jaimes y la empresa Pacific Group and Business SAS, representada legalmente por Luisa María Castiblanco Zapata.See omnystudio.com/listener for privacy information.

The Storm Skiing Podcast #14 | Download this episode on iTunes, Google Podcasts, Stitcher,TuneIn, and Pocket Casts | Read the full overview at skiing.substack.com.Who: Hugh Reynolds, Vice President of Marketing & Sales for Snow Operating, owners of Big Snow American Dream and Mountain CreekWhy I interviewed him: Modern New York City and its environs can be a frustrating place to live. There are many reasons for this, but one of the most grating is standing by while a tangle of ineptness swallows every large infrastructure or construction project. Simply building three new subway stations cost $4.5 billion and took a decade. Manhattan’s Essex Crossing mega-development is finally rising on land cleared for development 70 years ago. And across the river in New Jersey, the state still owed $110 million on the old Giants Stadium when they tore it down to build a new one right next door. When the wait-why-is-this-necessary-in-a-region-with-200-outdoor-ski-areas mottled snowshed rose off the turnpike sometime in the mid-aughts and then appeared to be abandoned before it was ever occupied, I figured its fate would be another chapter in the Big Book of Stupid Things Done In the Name of Flushing Money Down the Sewer. This had after all already been tried in Tokyo – another place where it is not exactly difficult to reach outdoor ski options – and it had reportedly cost as much to demolish as to build. When rumors ticked out last year that the New Jersey Snowdome would at long last be occupied, I was surprised and skeptical. But as I read more about it and I began to understand Snow Operating’s vision, my opinion evolved. Founder Joe Hession and his team have immediately established Big Snow American Dream – as the New Jersey Snow Dome is somewhat inelegantly known – as the nation’s premier learn-to-ski center. With its 365-day-a-year operating schedule, affordable all-gear-included ski packages, optimal conditions, and accessible-by-mass-transit location in the heart of the 20 million-person New York City metro area, the center has the potential to introduce more new skiers – and far more diverse skiers – to the sport than every backyard ropetow in the country combined. How Snow Operating transformed an abandoned hunk of aspirational scrap metal into one of the most visited and important ski areas in the country was a story I wanted to hear. Also, I’m a Mountain Creek season pass holder, and I had a lot of questions about the future of that place.What we talked about: Big Snow American Dream: attendance and reception; who’s using the facility, both skills- and diversity-wise; Big Snow as the gym of skiing and snowboarding; will the snow dome become a summer training center for pros?; why Snow Operating kept the Snow Dome’s price low and included everything from skis to snow pants to helmet to locker in one package; which outdoor ski areas they are partnering with to encourage folks to keep skiing after their indoor introduction; why Big Snow doesn’t have a season pass; hey, we admit it, the experience can’t compete with outdoor skiing, and that isn’t the point; whether they’ve spoken with Alterra or Vail about potential partnerships; why the snow dome is more amusement park than ski area; how Disney inspires them; why you should pre-purchase your tickets; why they limit the number of guests on the snow at any given time; why the place is attracting diverse customers even though they’re not doing that on purpose; the simplicity of the ski experience at the snow dome and why that’s important for beginners; why resorts are speaking to beginners all wrong; how Snow Operating got involved with revitalizing the snow dome and ultimately brought it on line; the history of the New York City Parks Department’s Winter Jam event and how that ties into Big Snow; what Snow Operating found when they cracked the doors open on a facility that had been set up a decade ago and never used; the chairlift hangs from the ceiling; their process for cycling snow through and keeping the surface fresh; how they may spruce the place up aesthetically; where and when we may see more Big Snow indoor ski centerMountain Creek: Why Snow Operating bought Mountain Creek; what Intrawest did right and wrong in transforming the derelict Vernon Valley Great Gorge into Mountain Creek; the statement they’re making with aggressive snowmaking; the challenges of operating with almost no natural snow; despite all the shifting owners, the snowmaking and lift systems are in remarkably good shape because of staff continuity that goes back uninterrupted for as much as five decades; where they are investing in the mountain; why they finally paved the South parking lot driveway after it sat crumbling and potholed like some third-world mountain road for years and years; the kind of new lift they’re thinking about investing in and where that may go; everyone hates the cabriolet; everyone also hates walking to the mountain from the Vernon lot; Mountain Creek’s ghost trails and which ones may return and which one is done forever (and why); the mountain is no longer in bankruptcy; why they offer dirt-cheap season passes; why they haven’t explored partnerships with Indy Pass or anyone else; and whether they are looking to buy Jay Peak or any other mountainsQuestion I wish I’d asked: My habit is to way over-prepare for interviews to make sure we can fill an hour. In most cases, I end up with maybe a half dozen questions that I don’t get to, either because my guest inadvertently addressed them in a different way or we run out of time or I end up realizing that they weren’t worth asking. In this case, Snow Operating is doing so much so quickly, and there was so much to talk about, that I not only had to skip individual questions, but entire sections. I had a whole line of questioning about their Terrain Based Learning program and their Snow Cloud point-of-sale software, for example, and I really wanted to ask about some of the crowd-management changes they’ve put in place at Mountain Creek, as that is the number one qualitative issue with skiing there and they do appear to be addressing it. I also had a bunch of more mundane questions about Mountain Creek that would likely have been interesting only to passholders, about some recent changes to trail names and the long drama with the Soujourn Double and the new glade trail they added this year. The good news is that Snow Operating appears to be just getting started, so I have little doubt that I will have plenty of reason to feature Hugh or someone else on the team at some point in the future.What I got wrong: Toward the end of the interview, I indicated that Snow Operating had been listed as a “possible bidder for Jay Peak.” While that isn’t entirely wrong, it isn’t entirely correct either. I would have been better off to frame them as a “party of interest” in the Jay Peak sale. My source that Snow Operating had visited the resort was a Vermont Digger article from last September [emphasis and boldface mine]:At that meeting, Elander also talked to the board about the sale progress, including visits by potential buyers, according to the meeting minutes. “The first one is Ultara [sic], they possibly have the funds, second is FoSun (privately owned), third is Pacific Group, fourth is two different groups Snow Operating and a fund called Oz, fifth is AWH (privately owned),” the minutes stated. “He (Elander) stated Vale [sic] showed no interest in Jay Peak.”An Alterra purchase of Jay would have the biggest immediate impact given the reach and popularity of the Ikon Pass, but as Snow Operating’s long-term vision comes into clearer view, a statement purchase of a Northeast crown jewel would be less surprising to me now than it would have been six months ago. And this may be the best possible outcome for locals (who would get an experienced resort operator), for Vermont (which does not need more consolidation with Vail and Alterra together owning five of their largest mountains), and for skiers (who would know this mountain is now on a sustainable path after years of the uncertainty of receivership). I don’t have any particular rooting interest here other than to see Jay end up with someone who cares deeply about skiing and skiers and would respect what the mountain is. Snow Operating would be exactly that sort of owner. I also said that Mountain Creek didn’t run shuttle service from the Vernon lot to the base, but Hugh corrected me and pointed out that they do in fact run shuttles from the farthest-out lots. I actually haven’t parked in the Vernon lots in several years - bypassing them to go to South lot, two miles down the road - so either my memory wasn’t clear or they’ve updated the transportation. Why I thought that now was a good time for this interview: The Snow Dome just opened and has become a thing way faster than I could have anticipated. Who, I thought, is going to trek out to Jersey to ski on the smallest vertical drop on the East Coast? About 2,000 people per day, as it turns out. I will admit that I completely misunderstood the purpose and potential of this place. That Snow Operating not only saw what it could become, but made it into that thing so fast, is encouraging and honestly a little inspiring. Also, I have noticed incremental but unmistakable change at Mountain Creek over the past year – everything from paving the long-neglected South parking lot driveway to aggressively ramping up snowmaking to stretching the season to an almost-unfathomable-for-New Jersey April 7 closing to opening in mid-November. While the Snow Dome has gotten all the expected media attention, Mountain Creek is everyone’s favorite punching bag, and I wanted to give the place a little props for the noticeable pivot toward helping it to realize its enormous potential.Why you should go there:Big Snow American Dream: Skiing scares you because it’s too far and expensive and complicated and involved and intimidating. A ski resort with its cluster of indeterminate buildings and rental shed hell and titanic parking lots and lift queues and holy-crap-I-could-buy-a-TV-for-that day ticket prices befuddle you. You think that skiing is too rich, too white, too bougie, too inherited. You’re a skier and you want to get your non-skiing friends to try it and you can’t figure out a way they can afford it without selling their car. You like novelty. You’re like me and you’ll ski anywhere. It’s summer and you haven’t skied since that one day at Killington in May and man you ended up just mainlining IPAs out of the back of your buddy’s pickup after three runs on Superstar and so was that even really skiing any more than this but who cares you just need to make some turns. You’re a tourist. It’s winter but it’s raining. You only have a couple hours to ski and hey it’s right there. You’re a park kid or a racer or some other class of competitor who needs to get your train on but it’s July and it’s a long way to Whistler or Oregon or Andorra or Chile. You’re ready to stop being cynical. Or hell maybe you just want to try it because it’s a thing now.    Mountain Creek: You live anywhere that is closer to north Jersey than the Catskills or the Poconos. You want a quick-fix option for when you can’t get farther north. You don't see skiing as a graduated activity, where after you fly to Colorado once you’re forever bronzed in a sort of ski-god metallic sheen that makes you too gilded to make turns in, uck, New Jersey. You know where and when to go (park in South lot, go as early as possible). You understand what it is and where it is and you can appreciate things for what they are. It isn’t perfect, and it can be chaotic and downright unruly, but Mountain Creek is my home hill because it’s an hour and 15 minutes from my apartment and has a $230 no-blackout season pass (that’s the early-early price and is no longer available for the 2020-21 season; see current prices here). It is bigger than you think it is. It has a legitimate 1,000-foot vertical drop. South Peak is a joyous ramble of ramps and features. The lift system is excellent because the place was at one time owned by Intrawest, who stripped that thing bare and in one summer stapled a web of high-speed lifts to the mountainside. I go there on weekend mornings and ski from when the lifts open at 8 a.m. (to season pass holders) until 11 or so, until it starts to get busy. I also run up there some evenings after work. These two- to four-hour intermittent sessions keep me tuned up between runs upstate and to New England and elsewhere. The place is big, well-maintained, fun, and, for me, necessary. It is also the most misunderstood mountain in the Northeast. If you haven’t been there in a while, reorient yourself around the reality of what it is and try it for a quick hit. Snow Operating is changing things, and you could do worse things than give them a chance to show you its potential.Additional reading:-          I wrote an extended essay on Mountain Creek a few months ago, when I had far fewer subscribers than I do now – please read if you’re interested in knowing why I dig this mountain that so many haters reflexively dismiss.-          This article, by the Colorado Sun’s revered ski reporter Jason Blevins, is the most well-researched account yet of Big Snow American Dream’s long-term potential to infuse more diversity into the sport.-          Here’s what claims to be an exhaustive list of all the current and defunct indoor snowdomes in the world.-          Here’s a trailmap of the pre-Intrawest Vernon Valley-Great Gorge, it’s tangle of antique lifts crisscrossing one another in a wild jumble up the mountainside:-          And here’s the 1998-99 version, the year that Intrawest came in, stripped the old lifts, and installed high-speed quads on South and Bear Peaks, the yeah-it’s-weird-but-it-works cabriolet up Vernon peak, and the Granite Peak Quad. This is more or less the lift configuration that exists today, though some of the tows and carpets have been removed or relocated:The Storm Skiing Podcast is on iTunes, Google Podcasts, Stitcher, TuneIn, and Pocket Casts. The Storm Skiing Journal publishes podcasts and other editorial content throughout the ski season. To receive new posts as soon as they are published, sign up for The Storm Skiing Journal Newsletter at skiing.substack.com. Follow The Storm Skiing Journal on Facebook and Twitter.Previous podcasts: Killington & Pico GM Mike Solimano | Plattekill owners Danielle and Laszlo Vajtay | New England Lost Ski Areas Project Founder Jeremy Davis | Magic Mountain President Geoff Hatheway | Lift Blog Founder Peter Landsman | Boyne Resorts CEO Stephen Kircher | Burke Mountain GM Kevin Mack | Liftopia CEO Evan Reece | Berkshire East & Catamount Owner & GM Jon Schaefer | Vermont Ski + Ride and Vermont Sports Co-Publisher & Editor Lisa Lynn | Sugarbush President & COO Win Smith| Loon President & GM Jay Scambio | Sunday River President & GM Dana Bullen | Get on the email list at www.stormskiing.com

Tony H speaking at the Pacific Group in 1995, he is still sober and still a member of AA in 2020. "Your going to die soon, I dont think you will make it to 40!"  (Repost from 2017) Email: sobercast@gmail.com Support Sober Cast: https://sobercast.com/donate Sober Cast has 1000+ episodes available and many podcast players only list the last 100. Visit SoberCast.com to access all the episodes where you can easily find topics or specific speakers using tags or search.

An Interview with Julian Treger, CEO of Anglo Pacific Group (LSE: APF, TSX: APY).We like royalties as an investment class. It can give investors access the much of the excitement of mining, with considerably less risk. Green royalties tick two of our boxes and get us rather excited. And large institutional funds like Blackrock seem to agree.Anglo Pacific is perhaps a victim of its own pragmatism, and by focussing on de-risking royalty streams for investors, the market may have perceived the company as picky and stagnant. The reality is that Anglo Pacific has a clear, sensible, thorough criteria for royalty deals: the prospect of returns, quality of jurisdiction, position in a coherent narrative about purer and less pollutive materials, cost, and honesty/integrity of counter-parties. Because Anglo Pacific is unwilling to deviate from these criteria, the company has only made two recent deals. Two new transactions are expected by the end Q1/20, borrowing facilities have been extended to US$120M and the pace of investing has accelerated.Anglo Pacific Group is a “unique financing vehicle for the mining sector” listed in London and Canada. Anglo Pacific's primary focus isn't on widely prevalent gold and silver royalties. Instead the company's central aim is to secure royalties on commodities that are part of the changing world; specifically, energy metals.Anglo Pacific has a reasonable portfolio of around 15 “major” royalties. Anglo Pacific started with 1 and have been diversifying the portfolio moving away from Kestrel, an underground coking coal mine located in the Bowen Basin, Queensland, Australia. The company concentrates on safe jurisdictions. Anglo Pacific appears to be a relatively unique opportunity for investors to get access to the EV story.By taking the focus off Kestrel, Anglo Pacific is moving away from an aura of "dirty old coal." However, Treger claims Anglo Pacific's coking coal resources are cleaner. It is used in the making of steel and is not as dirty as other coal. Kestrel has produced, and continues to produce an enormous amounts of income. This will decline in next few years. Treger was keen to stress the distinction between the coal used for energy (7% of Anglo Pacific's total income) vs coal used for steel (much more difficult to substitute).Anglo Pacific's challenge for 2020 is to segue to greener commodities. It wants to be a large-cap royalty company. The competition in gold/silver Royalties is high, but for EV-related commodities, there is an increasing lack of capital in mining sector; therefore, the cost of capital continues to go up.Anglo Pacific's share price has underperformed on recent months. Anglo Pacific's challenges for this year involve resolving the liquidity trap for North American investors, telling the story to more investors and developing a better portfolio of streams, with a focus on battery metals (lithium, cobalt, copper, nickel, graphite, manganese, vanadium), rare-earths, potash, phosphates, and even high-quality Labrador iron ore. Company page: https://www.anglopacificgroup.com/Make smarter investment decisions, subscribe here: https://www.cruxinvestor.comFor FREE unbiased investment information, follow us on Twitter, LinkedIn and Facebook:https://twitter.com/cruxinvestorhttps://www.linkedin.com/company/crux-investor/https://www.facebook.com/cruxinvestorTake advantage, hear it here first: https://www.youtube.com/CRUXinvestor

Cathay Pacific Group is set to receive 65 new aircrafts by 2024 despite recent developments in Hong Kong; in an effort for fleet modernisation, the group’s 3 airlines – Cathay Pacific, Cathay Dragon and HK Express (acquired since March 2019 for HK$4.93 billion or US$628 million) will be each taking deliveries of a dozen new aircrafts that better suits their respective market positioning. In order to continue strengthen Hong Kong’s position as Asia’s leading international aviation hub; the group’s existing aircraft order is comprised of 21 Boeing 777-9 aircrafts, 12 A350s and 32 A321neo aircrafts between 2020 and 2024, the group has decided upon the following fleet allocation after a comprehensive review. B777-9X A350 A321neo Cathay Pacific 21 12 n/a Cathay Dragon n/a n/a 16 (2020-2022) HK Express n/a n/a 16 (2022- ) “We have four airlines in the group, each of them has its clear proposition. Cathay Pacific will continue to operate as an international full-service airline providing premium services to customers while Cathay Dragon is our regional full-service carrier. Meanwhile, HK Express will remain as a standalone, low-cost airline focusing on serving leisure travel destinations. AHK Air Hong Kong will continue to be the Group’s all-cargo carrier specialising in express cargo services. “We will continue to invest in each of our airlines, their products and services. New aircraft are always the best platform to showcase our customer experience offerings which we are continuously enhancing in the spirit of our progressive and thoughtful ‘Move Beyond’ brand values. Our goal is always to move people forward in life through our ability to connect them to meaningful people, places and experiences through our Hong Kong hub.” Cathay Pacific Group Chief Executive Officer Augustus Tang The Chinese market currently makes up around 20% of Cathay Pacific’s daily flights, however, the airline is facing negative exposure in China following criticism from the Civil Aviation Administration of China, resulting the airlines earning of HK$1.34 billion in the first half of year 2019. HK express currently operates 13 routes to Japan, marks up half of its total destinations, recent meetings between executives at HK Express and Japanese official and business in both Hong Kong & Japan signals the airline group will double its effort for Japanese expansion to offset its negative exposure from China. Aircraft Type Inventory On Order Firm Cathay Pacific Boeing 777-200 3 Boeing 777-300 15 Boeing 777-300ER 52 Boeing 777-9X 21 Airbus A330-300 33 Airbus A350-900 23 Airbus A350-900 5 Airbus A350-1000 12 Airbus A350-1000 8 Cathay Dragon Airbus A320 15 Airbus A321 8 Airbus A321neo 16 Airbus A330 25 HK Express Airbus A320 8 Airbus A321 11 Airbus A321neo 16 Airbus A320neo 5 Cathay Pacific Boeing 747-400ERF 6 Boeing 747-400BCF 1 Boeing 747-8F 14 Air Hongkong Airbus A300F 10

"There is no greater agony than bearing an untold story inside you." --Maya Angelou This is episode 7 of series #, and I guess I'll call it a bonus episode although whether or not it's a bonus to you, I can't say. It's my "qualification" at a recent meeting of The Long Island Group. A really wonderful meeting for beginners formatted similarly to meetings of the Pacific Group in California. I know I put off a few people, but I also hope I helped a few. Thankfully, I stopped trying to make everyone happy all the time a long time ago. Hope you enjoy/benefit/have a laugh. Don't listen if atheists, liberals, or feminists make you angry. ;-) PS Sorry about the sound quality.

An Interview with Julian Treger, CEO of Royalty & Streaming company Anglo Pacific Group (LSE: APF, TSX: APY). Understand the difference between a Royalty and Streaming finance. Also understanding that Royalty and Streaming companies are finance companies, not in this case a mining company. It is however a good way for investors to get de-risked exposure to the mining sector and pick up a dividend too.A Royalty is where the company take cash in exchange for a share of the company or a percentage of of the revenues. So a combination of production and the price that they get for the commodity. Streaming is more like a contract around a specific amount of the commodity at a fixed price. What both have in common is that they are structure finance, where the deal are wrapped in complex financial and legal terms which protect the Royalty and Streaming company.The terms offered need to better than what else is being offered in the market.Company page: https://www.anglopacificgroup.com/Make smarter investment decisions, subscribe here: https://www.cruxinvestor.comFor FREE unbiased investment information, follow us on Twitter and LinkedIn:https://twitter.com/cruxinvestorhttps://www.linkedin.com/company/crux-investor/Take advantage, hear it here first: https://www.youtube.com/CRUXinvestor

Viwanou Gnassounou is Assistant Secretary General for Sustainable Economic Development & Trade at the ‎African, Caribbean and Pacific Group of States (ACP) Secretariat

Anglo Pacific (APF) is unlike most commodity groups listed in London. It has just a handful of employees, based in a small office in Mayfair, and doesn’t actually mine any of the goods it makes its money from. That’s because it is a mining royalty company, collecting income streams from the likes of Rio Tinto and Whitehaven Coal. In the first in a free new podcast series from Investors Chronicle, Alex Newman speaks with Anglo’s chief executive, Julian Treger, about the outlook for commodities including coal and uranium, and what it’s like to rely on the production plans of other companies. See acast.com/privacy for privacy and opt-out information.

After working for both Wells Fargo Securities and Infolocity in the SF Bay Area and then 12 years at Pacific Group in Orange County as Director of Group Sales, Greg founded IntelliBenefits Insurance Services in 2014. Greg was born in a suburb of Portland, Oregon and went to middle school and high school in the CA Central Valley town of Manteca. He then enrolled in the Haas School of Business at UC Berkeley, majored in Marketing, and graduated in 1999. Greg and his wife Thu make their home in Irvine with their 4-year old daughter.

Diane Steward is the Director for Performance Improvement at Pacific Group on Health based in San Francisco. Her work includes large system change and the spread and encouragement of adoption of better ideas across California. In this podcast Diane discusses the challenges of measuring the spread and adoption of these changes over time, across large geography, many individuals and large numbers of organisations. Diane and her colleagues at PBGH are at the forefront of discovering ways to carry out this type of measurement.