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: 133 existent Questions

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Seniors main route to success for Norton women basketball group | existent Questions and Pass4sure dumps

1/31/2019 - West aspect leader      permalink bookmark

by artery of Sean Patrick

NORTON — With the Norton tall college women basketball team out to a 9-0 start within the Portage trail convention (PTC), and a 13-3 record standard, Norton ladies basketball head educate Brian Miller observed he is elated with what he has viewed this season.

“I admiration existent decent about the region we're in accordance with their depth thus far,” he referred to. “We at each and every times play with goals of winning the PTC. The district title is an incredible aim for this program each year and the girls basically want a random to glean to Columbus.”

final season, Miller noted, Norton finished first within the PTC and gained a district title. The educate mentioned this yr’s team back eight seniors but lost 5-foot-eleven wing Paisionce Harper to an ACL rend each and every over the summer time.

“We recrudesce two four-yr starters in Kelsey Hosey and Bryana Housley,” the school noted. “Bryana at the ingredient safeguard spot and Kelsey on the wing are huge for us. both are all-district avid gamers. They lead us in each and every stat classes, however each are very unselfish players and simplest worried about successful, not stats. Bryana has formally signed a scholarship to play at Indiana Wesleyan school. She likewise is very nearby to adding the college listing for assists in a profession, on arrogate of possessing each and every the cop information at Norton. Kelsey, who scored her 1,000th ingredient ultimate week at Cloverleaf, has formally signed a scholarship to play basketball nearby at Malone tuition.”

Miller talked about the crew has acquired contributions from the entire senior class.

“[Seniors Madison Burns, Nicole Lester and Logan Favor] complement each and every different neatly, and they are marvelous defenders also,” the instruct pointed out. “Madison and Nicole provide us size and rebounding and women who've tourney journey. both can ranking when vital. Logan is an gargantuan Part of the preserve spot with Bryana and freshman Bailey Shutsa. i'm hoping that [seniors] Kylie Lewis and Sam Bucha can maintain preparing for his or her moments when they might breathe crucial, which i achieve know will turn up earlier than the season is over. Paisionce Harper [has remained] along with her teammates and she has achieved first-rate in rehab. they now acquire eight astonishing seniors and that i’m affection a haughty father or mother once I talk about them. They’ve been high-quality gamers prerogative here and even more suitable residents and college students.”

based on Miller, a brace of underclassmen acquire additionally made an repercussion for this 12 months’s group.

“Sophomore Kaylee Murawski is definitely enjoying enhanced, and he or she has began to rebound and play more always with power and more advantageous protection. they are able to necessity her to preserve getting stronger down the stretch,” he talked about. “Sophomore Riley Ballinger has given us a very noble shooter they are able to set up on offense. She is starting to glean improved on protection and more confident. Freshman Bailey Shutsa is a starter at shield and she is a superb on-ball defender and she or he is in fact playing neatly. She has started to rating more and she knows she belongs at the varsity degree.”

Over the next few weeks, Miller famous he'll breathe interested to view “how extreme observe is as they system the tourney and who buys into doing what is anticipated of them in their role on the group.”

“We necessity to glean even improved on protection through sectionals,” he spoke of. “Our defense may likewise breathe very decent and they feed off their force on the opponent. They likewise acquire to build the effortless photographs across the basket and on the line.”

The largest energy of this yr’s team, Miller talked about, is “an expectation to breathe triumphant.”

“They believe they can always win and they acquire astonishing religion of their teammates,” he observed. “no one is in it for herself. It’s a extremely unselfish community. they acquire faith in every different on and off the courtroom to at each and every times achieve the reform factor.”

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Symantec appoints Debora Beachner Tomlin as unique marketing chief | existent Questions and Pass4sure dumps

FILE picture - The Symantec brand is pictured on a monitor June 13, 2016. REUTERS/Thomas White/File photograph

ny (Reuters) - Cyber security company Symantec Corp on Monday appointed Debora Beachner Tomlin as chief advertising officer, a region that had been vacant since December.

The appointment comes after a slew of key govt exits at Symantec due to the fact that late 2018 including Chief fiscal Officer Nicholas Noviello, who announced that his departure on Thursday.

Tomlin, former chief advertising and marketing and consumer officer for CSAA coverage neighborhood, follows Michael Williams, who left Symantec in December. The enterprise didn't expose the judgement behind his departure.

Tomlin starts off in her unique function on Feb. 22, the business pointed out.

different govt departures from Symantec embrace those of President and Chief working Officer Michael Fey and senior vice president of international earnings engineering and product advertising, Bradon Rogers.

Symantec shares closed up 0.5 % at $23.02 on Monday.

Reporting by artery of Angela Moon; modifying with the aid of Cynthia Osterman

Norton Museum of know-how finds its artery | existent Questions and Pass4sure dumps

Norton Museum of art, West Facade © Nigel younger, Foster + partners

The Norton Museum of artwork in West Palm seaside opens its unique entrance doorways day after today after a $100m expansion, while getting ready to enlighten goodbye to its director of nine years, Hope Alswang. She has raised the museum’s synchronous paintings profile, including its dedication to travail with the aid of female artists, apart from steering the constructing task, designed by artery of the Pritzker Prize-profitable architect Norman Foster.

“We had an adequate but undistinguished facility that one board member had likened to a gymnasium in a public school in Minnesota,” Alswang says. The Norton’s building and campus now embraces its steeply-priced Florida waterfront website. Anchoring the unique 59,000 sq. toes wing and entrance on South Dixie highway is an impressive 80-12 months-historical banyan tree, its expansive boughs bursting via a reduce-out within the polished stainless-steel cantilevered roof of the addition. The tree—which Foster calls “the protagonist of the total mission”—had in the past guarded the Norton’s service entrance.

The museum initially opened in 1941 in an artwork Deco constructing that unfolded symmetrically around a needful courtyard, with a waterfront- dealing with leading entrance. It housed masterworks of European, American and chinese know-how amassed by artery of the Chicago industrialist Ralph Norton and his spouse, Elizabeth, who wintered in Palm seaside. Additions in 1995 and 2001 moved the leading entrance and additional galleries to at least one aspect of the constructing, accessed from a august vehicle park.

“Architecturally, the establishment had misplaced its method,” says Foster, who has reorientated the museum entrance to the main street and reinstated its usual east-west axis, creating sightline during the constructing to the water. there is a committed auditorium, indoor and outside dining, unique school rooms and 50,000 sq. ft of gallery house, a soar of 35%. The renowned banyan colorations a major window on to what Alswang calls the “lounge”, a public zone with lounge seating and a espresso bar, aligned with the courtyard and 1941 entrance.

the former motor vehicle park has been remade into a lush backyard studded with synchronous presents of 13 sculptures by artists together with Ugo Rondinone, Keith Haring and Jenny Holzer.

The Norton Museum's enlargement opens with a parade of paintings via Nina Chanel Abney © Nina Chanel Abney. image via J. Caldwell. Courtesy of the artist, Jack Shainman Gallery, unique york and the Nasher Museum of artwork, Durham.

The changed museum showcases how Alswang has grown the collection via very nearly 25% to 7,600 objects, in particular within the areas of modern know-how and images and travail by means of female artists. An inaugural expose raw: Nina Chanel Abney (9 February-25 June), with unique paintings by means of the unique york-based mostly artist, is the newest within the exhibition collection consciousness of know-how with the aid of ladies, launched with the aid of Alswang in 2011. The programme has given Klara Kristalova and Svenja Deininger their first US solo museum shows, and Njideka Akunyili Crosby her first solo museum exhibit any place.

other inaugural exhibitions consist of Going Public: Florida Collectors celebrate the Norton and Oldenburg and van Bruggen: the Typewriter Eraser, a Favoured form (both 9 February-four June). both suggests shine a lightweight on gargantuan donations, and promised gifts, from collectors with buildings in the area, comparable to Howard and Judie Ganek and Ronnie Heyman.

“The board desired a stunning building to attract presents of high-quality know-how and breathe an immense landmark in the community, which is soundless culturally below-resourced,” Alswang says. Even with the proliferation of arts corporations further south in Miami, the Palm seaside enviornment has few cultural associations other than the Norton and the Boca Raton Museum of paintings, which is additionally finishing a renovation. The enviornment is home not best to the vacation properties of the Norton’s filthy rich donors, however additionally a population it really is each and every of a sudden diversifying when it comes to age, ethnicity and economic background. The enhanced facility now offers free entry on Fridays and Saturdays. “We’re very dedicated to being a friendly vicinity and are cognisant there’s a huge random for adult gaining information of prerogative here,” Alswang says.

When she retires on 1 March, Alswang will rush the baton to Elliot Bostwick Davis, who has spent 18 years on the Museum of exceptional Arts, Boston, as head of the artwork of the Americas wing—also designed by using Foster. “I’m in reality drawn to taking a view at paintings museums as places that promote human flourishing,” says Davis, who hopes to expand on a analysis programme she launched in that zone at the MFA. She will breathe the third girl in a row to steer the Norton, a hasten that started with Christina Orr-Cahall from 1990 to 2009.

For Alswang, the building assignment has been a beneficial probability to drill just about every thing she has scholarly about museums in her 45 years in the box. “To breathe in a position to accomplish this late in my career—it’s a fine option to disappear out,” she says.

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Altiris IT Management Suite 7.0 Helps Manage Endpoints | existent questions and Pass4sure dumps

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Suite offers complete IT management that reduces costs and complexity, improves manageability, automates complicated IT processes

Note: ESJ’s editors carefully elect vendor-issued press releases about unique or upgraded products and services. They acquire edited and/or condensed this release to highlight key features but build no claims as to the accuracy of the vendor's statements.

Symantec Corp. announced Altiris IT Management Suite 7.0, providing comprehensive client, server, and asset management with plenary service desk and automation capabilities. The unique suite helps ensure business productivity tools are functioning properly, delivers visibility to IT assets, facilitates license compliance, and automates complicated management tasks, such as Windows 7 migrations. IT Management Suite is built on the Symantec Management Platform version 7, driving drill automation and providing modular and extensible integration across Symantec's product portfolio and third-party solutions.

IT Management Suite automates the Windows 7 migration process from halt to end, including assessing the environment for migration readiness, building images, and preparing applications, preserving user settings, deploying images and software and reporting results. The necessity to palpate each computer during the upgrade is eliminated, and the process is mercurial and smooth to execute with reliable results.

IT Management Suite provides complete visibility into IT assets, automates processes, and produces license reports for permanent vendor audits and compliance. An sample is the automated process for obtaining software within an enterprise environment. This process is initiated by a software request through Symantec ServiceDesk, which kicks off other processes including performing an inventory of existing licenses, matching installed software against contracts, reviewing relationships between software assets and their owners, measuring actual usage, determining license entitlements, reassigning existing licenses or procuring unique ones, and then delivering the requested software to users.

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The Most Powerful Black Executives in America Meet 50 black business men and women who wield unprecedented clout. | existent questions and Pass4sure dumps

The Most Powerful Black Executives in America Meet 50 black business men and women who wield unprecedented clout.

(FORTUNE Magazine) – Sometimes the tale of black power in America can breathe told in images. Back in 1969, power was political, epitomized by a Newsweek cover with a juvenile black man named Tom Jones brandishing a rifle and a raised fist after leading a militant revolution at Cornell University. These days the image that resonates is corporate, of that very man in his corner office suite at Citigroup. Cuff links displaying the Travelers umbrella peek out from Jones' conservative dark-blue power suit. Another red Travelers umbrella shines from his lapel, and the company logo covers his tie too. In other words, he's armed with each and every the accoutrements befitting his current role: chairman of Citigroup's asset-management, global-investment, and private-banking operations.

Sometimes the tale is better told in numbers. Jones, 53, now oversees four business units, 12,000 employees, and almost $700 billion in assets. Though something of a long shot, he is reportedly one of five contenders to supersede his mentor Sandy Weill as CEO of Citigroup.

And sometimes each and every you necessity is words. While Jones soundless boasts that he proved he could "lead an armed revolution," he says turning to corporate America was the logical next step after college: "One of the unique frontiers for African Americans would breathe business. Clearly if America was going to breathe a more open society, then one of the testing grounds would acquire to breathe where the dollar was made--where significant wealth and resources were at stake."

This list is testament to the fact that a whole lot of wealth and resources are now controlled by black men--and some women--in corner offices. Since 1999, three black men acquire ascended to become CEOs of FORTUNE 50 companies, and the No. 1 man on their list, Merrill Lynch President Stanley O'Neal, will probably link them soon. The Executive Leadership Council, a networking organization for senior black executives in FORTUNE 500 companies who are no more than three steps away from the CEO, today boasts 275 members; it was founded in 1986 with 19 members.

For each and every their remarkable wealth and gargantuan resources, black business leaders acquire largely been less visible than more celebrated black leaders such as media celebrities Oprah Winfrey and Magic Johnson or powerful political appointees affection National Security Advisor Condoleezza Rice, FCC Chairman Michael Powell, and Roger Ferguson, vice chairman of the Federal Reserve. The sea change captured by this list of the 50 most powerful black executives is the depth of black power in mainstream U.S. business. Sure, the four top-ranked men acquire already been hailed as major players at American icons--O'Neal at Merrill Lynch, Ken Chenault at AmEx, Dick Parsons at AOL Time Warner (this magazine's publisher), and Franklin Raines at Fannie Mae. But read further down the list, and at every desist you'll find an executive with existent sway: There's No. 5 Jones at Citigroup; No. 8 Cal Darden, the head of operations at UPS and a candidate for the top job; No. 12 John Thompson, CEO of Silicon Valley stalwart Symantec; No. 34 Cathy Hughes, founder of Radio One and the first black woman to head a publicly traded company; No. 43 Charles Tribbett of headhunter Russell Reynolds, who has led corporate board searches for almost each and every of the FORTUNE 500; and each and every the artery down at No. 50, Cecil Pickett, who runs the R&D operations of $10-billion-a-year drugmaker Schering-Plough. That's not just a list of powerful black execs but a list of powerful executives, period.

So how did they define power? It wasn't just a question of whose company has the highest market cap, revenues, or profits, or which executive oversees the most employees or has the fanciest title. They were looking for people who are wielding power, putting it to vigorous use. And that's why, after a long debate, they decided that Stanley O'Neal, COO of Merrill Lynch, had to top the list.

How could they elect someone who isn't a CEO? Well, there's simply no question that O'Neal is the man in saturate at a company that, despite its recent troubles, remains the nation's largest brokerage firm. terminal summer O'Neal won a brutal power struggle to succeed CEO David Komansky. He's not slated to elevate over until 2004, but O'Neal's aggressive maneuvering over the past year--demoting rivals and replacing the heads of every major unit from investment banking to asset management and research--has given him a solid power groundwork and convinced most of Wall Street that his ascension will probably Come sooner than planned.

A former GM executive, O'Neal rose to prominence at Merrill by turning around its junk bond business in the early '90s. That helped him straggle into the CFO job. But what clinched his position as CEO-in-waiting was his recent leadership of the firm's brokerage house. Although never a broker himself, O'Neal made a strategic decision to concentrate on customers with $1 million or more in assets, which helped reduce operating costs while raising revenue per client. And he did so while quelling hostility from the firm's skeptical army of 15,000 brokers. Now O'Neal is trying to scale back the firm's sprawling empire and focus on the bottom line, helping to protect it against any potential takeover bids. Komansky has stepped back into the limelight recently to manage the various nightmares--the Henry Blodget e-mails that Eliot Spitzer uncovered, the Martha Stewart mess, and so on--that occurred under his watch. But O'Neal is the man who will acquire to antiseptic up after the scandals are over, and his record so far indicates that he will breathe unafraid to achieve whatever it takes.

Following O'Neal are the CEOs. Ken Chenault comes in at No. 2 on their list. Since he took over in January 2001, Chenault has been fighting an uphill battle to regain momentum for American Express. In his 21 years at the company, he gained a reputation for turning dead-end posts into star vehicles. One troubled division he turned around in the 1980s was the equivalent of corporate Siberia--merchandise services. Then barely profitable, the low-profile unit hawked luggage tags and gifts to cardholders. In just three years Chenault pushed annual sales from $100 million to $700 million. He has yet to travail that kind of magic on the company as a whole: With business travel soundless lagging and the stock market skidding, AmEx stock is off 31% under Chenault. It remains to breathe seen if he is the leader who can steady this ship.

There's even more that remains to breathe seen about Richard Parsons, who took control of the world's largest media company in May. With AOL Time Warner's revenues about equal to those of Merrill and its market cap twice as large, it could breathe argued that Parsons deserves the top spot. Maybe next time--for now he's No. 3. He has been in the job only for a brace of months, the stock has plummeted, the internal politics are nasty, and it's unclear whether what has been described as the "mother of each and every mergers" is genius or a hairball. Parsons, an attorney and former aide to Nelson Rockefeller, wins tall extol for his diplomacy; he'll necessity each and every that and more to turn this behemoth around.

The man they ranked No. 4, however, has been proving for years that he has what it takes. When Franklin Raines, the Harvard-educated Rhodes scholar and former White House budget chief, took over as CEO of Fannie Mae in 1999, he became the first African American to lead a FORTUNE 500 company. Since then he's grabbed market share from competitors, overseen double-digit profit growth, and terminal year cranked out a record $5.9 billion in earnings on revenues of $50.8 billion. He's likewise successfully fended off critics who accuse Fannie of everything from being too august to having an unfair advantage, in Part because its quasi-governmental status lets it raise long-term money at better rates than its competitors. So why isn't he No. 1? Because for each and every of Fannie's influence over the mortgage market, it's simply not the very kind of corporate global powerhouse as Merrill, AmEx, or AOL.

So much for the high-level beauty contest. affection everyone in the world, they knew each and every about those four guys when they started researching this list back in March. But it is the depth of black corporate power that has been overlooked. To identify leaders who not only control huge numbers in terms of revenues and employees but likewise wield power within a company and its industry, they combed through hundreds of executive bios and resumes and talked to industry experts, analysts, and executive recruiters. They likewise looked at what could breathe called the arc of an executive's career: How mercurial has the person risen, and how much further is he or she likely to go? As with their four-year-old survey of America's most powerful women, they limited their search to the private sector, which eliminated influential African Americans affection Powell, Ferguson (see box), and Lloyd Ward, the former CEO of Maytag, who now runs the U.S. Olympic Committee.

Our pains was not embraced by all. Some candidates did not want to breathe included, fearing the attention would cause more harm than noble to careers so carefully built. "What are you trying to achieve to me?" snapped one senior executive, wishing to acquire his cognomen removed from the list. (He's soundless there.) Stanley O'Neal refused to talk to us for this story. Others who acquire fought a lifetime to rupture down walls could not root the singling out of black executives. each and every of them view forward to the day when a list of top black executives will appear as ridiculous as a list of the top 50 white men in business.

"I don't wake up in the morning and mediate of myself as a 'black' executive," says Thompson, the 52-year-old CEO of software and Internet security company Symantec. "I mediate of myself as a CEO of a tech solid who, affection each and every CEOs, has to serve shareholders well. The fact that I am black is undeniable--but it is not what motivates me." Thompson arrived at Symantec in the spring of 1999, coincidentally just a few days after Jesse Jackson descended upon Silicon Valley to condemn the tech bastion for its want of diversity. Before Symantec, Thompson spent 28 years at IBM where, as one of the company's most senior executives, he led IBM Americas, a $37 billion business unit with 45,000 employees. Despite his accomplishments at august Blue, though, he instantly became known as the "black CEO in Silicon Valley."

The veracity is that today's boardrooms and executive suites are not filled with African Americans, which means that being black at this flat does draw attention. Just five days after assuming the CEO post of AOL Time Warner, Parsons, who does not build a point of emphasizing race when he tells his own corporate story, could not contravene the added pressure that comes with being a black CEO. "It's an annoyance," he says defensively. "Of course your priority is the shareholders and 90,000 employees. But there are likewise countless numbers of people outside who, for whatever reason--race being the biggest--are rooting for you. And not."

Another worry of the people they interviewed was that a list of the black corporate elite might create the illusion that each and every barriers acquire crumbled. That is indeed an illusion. In the past five years, as many black executives were making strides, the FORTUNE 500 likewise lost two black CEOs. Ward, who rose through the ranks of P&G, Ford, and PepsiCo, walked away from Maytag after battling with its board, while a merger forced Barry Rand out of a job at Avis. Both CEOs lasted less than 15 months. Pessimists bicker that the august question is, Why are there only three sitting black CEOs of FORTUNE 500 companies? "Have things changed in the past five years?" asks William Lewis, head of global banking for Morgan Stanley and No. 13 on their list. "On Wall Street that is a short conversation. There is nothing nearby to black power on Wall Street. Period. plenary stop."

We are soundless at the stage historically where almost everyone on this list has been "the first" or "the only" African American at some point in his career. Lloyd Trotter (No. 11) became GE's first black business head when he was named CEO of $6 billion Industrial Systems in 1992. Charles Tribbett is the only African American to sit on the global executive committee of search solid Russell Reynolds. "You may mediate that these are personal accomplishments, but abysmal down you know that your achievements depict large numbers of other people," says Eula Adams (No. 16), head of card operations for First Data--and, artery back in 1983, the first African-American confederate at Touche, the accounting solid that has since become Deloitte & Touche. When 52-year-old Adams graduated from Morris Brown College in 1972 and went to travail at Touche Ross, as it was then called, the solid had about 800 partners; nonexistent were African American. Adams estimates that there were probably only about ten black partners in the entire profession. "The loneliness, especially in the early days, was the hardest," he says of his career. "I lived in two worlds. I'd leave travail and disappear home to one world, and then wake up and disappear back to travail in that other world." Today Deloitte & Touche has just 25 black partners.

Although everyone on this list has overcome adversity, the individual tales of success vary widely. admiration the stories of Cal Darden of UPS, Arnold Donald, CEO of Merisant (No. 17), and Brenda Gaines, president of Diners Club (No 20). Darden, 52, began his career at UPS in 1971. A senior in college and a newlywed interested for cash, he took a part-time job delivering packages for $3 an hour. The $36 he made each week served as the couple's grocery money. After graduation he started working at UPS full-time. Over the next 20 years, as he climbed the management ladder, Darden moved his family seven times, zigzagging from Buffalo to California. In Nashville, by increasing training and boosting morale, he turned a suffering operation that was making its deliveries only 60% of the time into one that was 100% efficient two years later. In 1995 UPS asked Darden to examine service property issues for the entire company. He introduced customer service techniques that are UPS staples now, such as giving drivers more time to build deliveries so they could build relationships with clients. And he launched unique technology that allowed deliveries to breathe made to private homes rather than central drop-off spots. Named senior VP of U.S. operations in 2000, Darden now oversees each and every of the company's $30 billion in revenues and 340,000 employees. terminal year he was nominated to the UPS board of directors. These days the voicemail of the former part-timer is clogged with messages from headhunters offering COO and CEO posts at smaller companies, but insiders enlighten that he'll glean the top job at UPS one day. "The door is wide open," says Darden of corporate America. "Anyone can Come in, roll up their sleeves, and build a difference."

Arnold Donald, 47, CEO of Merisant, decided on his career goal--to breathe a "general manager of a science-based" FORTUNE 500 company--as a tall school junior. He was convinced that science was the future, and he wanted to breathe a universal manager because as a black teenager in the segregated unique Orleans of the 1960s he could hope for no higher position. His ambition was fueled three times a day at the all-black Catholic school he attended; that's how often the nuns would glean on the loudspeaker to show the student body, "Gentlemen, one day you are going to hasten the world. Prepare yourselves." Such reinforcement was unheard of at the time. Donald remembers the day a classmate accused a white priest of picking on him just because he was black. The priest quickly shot back, "Yes," then challenged the class with, "Now what?"

"Growing up indigent and African American was a blessing," Donald now says. "It toughened me up early. I scholarly I couldn't let other people's problems breathe my problems. There is no better preparation for business."

Donald went on to glean a BA at Carleton College, a BS in mechanical engineering at Washington University, and an MBA at the University of Chicago. He joined Monsanto, the agribusiness giant, in 1977 as a salesman in its industrial chemical division. "At first people assumed that I didn't know what I was doing--they assumed I was a token." But by 1995 he was leading the company's $4 billion agriculture business, a star black executive in a lily-white industry. He was considered the leading contender to hasten the company. But he took a different route when Monsanto decided to unload its Equal ersatz sweetener business. With financial backing from Pegasus Capital and Michael Dell's MSD Capital, Donald bought Equal and founded Merisant. Now Merisant dominates its industry, with 19 ersatz sweetener brands around the world.

For Brenda Gaines, 52, the route to prominence in the business world was a bit more circuitous. Gaines served as deputy chief of staff under Chicago's first black mayor, Harold Washington, after holding posts in the U.S. Department of Housing and Urban evolution and heading the Chicago Housing Authority. When Washington died unexpectedly in 1987, Gaines decided that it was time for her career in public service to halt too. Citibank wasted no time, immediately recruiting the well-connected government official to breathe in saturate of its government and community relations. Relying on her background in housing, she quickly moved up to senior VP in saturate of residential lending. In 1992 she moved to Citigroup subsidiary Diners Club, thus completing her transformation from government bureaucrat to corporate exec. She now leads the day-to-day operations for the $30 billion card company. "Clearly more and more companies recognize the importance of diversity," she says. "But the fact remains that African-American women acquire greater responsibility faster in government."

While black men acquire made remarkable strides in the past several years, black women soundless acquire a long artery to disappear in corporate America. Although 11 women show on this list, most are clustered toward the bottom. And rather than running big-ticket mainstream divisions or companies, they watch to drive more entrepreneurial businesses, often creating the opportunities themselves. No other woman was nearby to joining Oprah in the top ten. Asked to mediate of potential black female CEOs, countless recruiters, analysts, and diversity experts touted former Kraft executive Ann Fudge. That's curious, considering that she left her post as president of Maxwell House two years ago in hopes of landing a "bigger opportunity." Once viewed as the most powerful black woman in corporate America, she's soundless waiting. And she doesn't build their list.

"Black women acquire been made invisible," says Ella L.J. Edmondson Bell, professor at Dartmouth's Tuck School of business and author of Their sever Ways: Black and White Women and the Struggle for Professional Identity. Bell half-jokingly calls FORTUNE's list of the most powerful women executives the "white women list"; she calls this one the "brothers list." "Sure, black women want to rejoice in the successes of a Dick Parsons, Ken Chenault, or Stanley O'Neal, but it puts them in an maladroit position. Black women are not included in the discussion."

Perhaps as a result, the women who acquire made their list are fiercely competitive after years of digging to the surface of corporate America. They watch to breathe more openly ambitious than their manlike counterparts. "Of course I would treasure to breathe a CEO," says Myrtle Potter, the 43-year-old COO of Genentech and No. 18 on their list. "It is needful to me not only as an African American or a woman but as an African-American woman."

When Potter arrived at the University of Chicago, the native of unique Mexico was an outsider from day one--"rural, African American, and female," as she says. One of six children, she could afford a college education only after her father mortgaged the family home. She helped pay the bill by working in a local hospital as a lab technician. After her junior year she convinced the university's business school to allow her to apply for one of the company internships normally reserved for its MBA students. She landed one in the sales department of IBM, and it changed her life. She was convinced if she could marry medicine with business, it would breathe a flawless fit. After graduation she landed a sales job at Merck.

There she constantly pressed for greater responsibilities, even taking lateral moves to broaden her skills during her 14-year tenure. In the mid-'80s one manager told her that black women did not acquire the "intellectual ability" to achieve analytical work. He advised sticking with sales. "As an African-American woman I was really going against the grain," she says. In 1991, when Potter was Put in saturate of the Astra Merck joint venture, which required her to design a business draw for the unique $4 billion company, the appointment was met with some skepticism inside Merck. When she took over the business, it seemed doomed to miss an internal deadline management had set as a precondition for spinning off the unit as an independent company. Potter dove prerogative in, and in just eight weeks was able to recharge Astra Merck's brands, including Prilosec, which became the world's bestselling ulcer medicine. And she likewise beat that internal deadline, by four months. From Merck she went on to Bristol-Myers Squibb, where in 1998 she became the first black woman to head a major pharmaceuticals business when she took the helm of the $3 billion U.S. cardiovascular/metabolic division. Now she's at Genentech, and her dreams of becoming a CEO acquire not faded: "One day," she insists. In fact, experts enlighten she does acquire a noble shot.

As they got to know this powerful 50, it became transparent that many saw the past two years--with the soar of O'Neal, Parsons, and Chenault--as an needful milestone in black history. Many view this list as a celebration of what's been achieved by finally reaching the corner office--and as an acknowledgement of how far there is soundless left to go.

"The only judgement I can breathe here is because of the civil rights movement," says No. 6 Bruce Gordon, 56, head of the $25 billion retail services division of Verizon. "Dr. King could never acquire been hired by a FORTUNE 500 company; not because he didn't acquire the talent, but because he never would acquire been given the chance. But he and others got me in the door. Now I acquire an responsibility to spend the power he Put in my hand and build positive that door stays wide open."

Most of the people on this list are in their late 40s or in their 50s. The next generation of black business leaders, those in their mid-30s, elevate the possibility of corporate success as a given. This next generation already has the degrees, connections, experiences, and resumes that those breaking the color barrier could only acquire dreamed of. When this highly competitive group knocks on the door, they are often mien better credentials than many of their white counterparts. "What that should translate into is a pipeline touching to CEO and senior exec jobs over the next five to ten years," says Harvard business School professor David A. Thomas. "It will breathe a test of how open the system really is."

Given their expectations, the next generation is less patient then the one in power now. They are likewise likely to breathe much less tolerant if the system does shut them out--they will leave their large corporations to hasten smaller companies. Furthermore, these younger execs are likewise bolder about their desire to succeed as black executives, not simply as executives who occur to breathe black.

"My goal has always been the same. I went into business so I could bring power to the African-American community," says No. 45 Kim Crawford, 37, a VP at Dell. Crawford has a BA in political science, an MS in industrial engineering from Stanford, and an MBA from Harvard. She spent 11 years as a technology consultant at Bain & Co., where in 1998 she became the first African American at the solid to build partner. Two years ago she came to Dell to hasten unique business evolution and convinced the computer company to enter the networking business, which she now leads. "The only artery African Americans are going to breathe uplifted is if they build major strides in the business front. The keys to improving [the black] community are improvement in education and improvement in their participation in capitalism."

Tom Jones and his generation took control of student unions. Crawford and hers draw to storm the chief-executive suite. And that should build for an even more powerful image down the road.



Desktop Firewalls | existent questions and Pass4sure dumps

Photo: Forrest MacCormack

Thayer Lodging Group takes a dual-prong approach to firewalls, says Vice President of IT Mike Uwe Dickersbach.

During the past 10 years, there has been a growing trend toward more aggressive network and end-user security. System administrators and information technology staff members acquire no shortage of threats to safeguard against — from relatively passive threats, such as phishing and malware to more malicious threats, such as botnet attacks and self-propagating worms.

The latter can cripple your company financially without warning, without charity — and more disturbingly, without provocation or end-user interaction. each and every it takes is one compromised machine being brought inside the network to undermine even the best traditional perimeter defenses, prompting numerous IT shops to elevate a hard view at implementing a redundant, desktop and/or notebook PC firewall on user machines.

While desktop firewalls are an emerging trend, running a notebook firewall is the de facto standard. “Anyone on the very wireless network as you has an unblocked connection to your computer,” says Larry Pable, a senior IT specialist at IBM. “Whether it’s a curious neighbor kid connecting to your home wireless network, another guest in the very hotel, or someone sitting in the corner of the coffee shop, the threats can breathe peers on your local network, and it’s needful to protect yourself.”

Microsoft Windows XP and Vista operating systems embrace a built-in firewall, but some organizations won’t want to reckon on this lonely to maintain desktops safe. admiration this: Windows XP’s firewall was successfully compromised and disabled on some fully patched XP machines terminal October. If it came with Windows, you can breathe positive it is a favorite target of hackers and script kiddies.

Like many businesses, Thayer Lodging Group in Annapolis, Md., takes a dual-prong approach — using the firewall built into Windows for desktops while deploying a sever firewall for external machines.

“We acquire to view at costs versus usability and the repercussion on both the corporate IT environment and at the halt user, and determine which combination gives us the balance,” says Mike Uwe Dickersbach, vice president of IT at Thayer. The company relies on the firewall built into Windows XP to safeguard desktops, but runs a McAfee firewall on notebooks.

“It’s an added flat of protection for notebooks,” Dickersbach says. “We turn the Windows firewall down to a bare minimum and a sever firewall on notebooks because they are constantly subjected to various networks.”

Applying a third-party solution, you add a layer of “security through obscurity” because to bring the firewall down, malicious code will acquire to breathe engineered against whatever specific software you are using. That broad-side-of-a-barn target, which was once a benchmark Windows component, has suddenly become a needle in a haystack.

Do Your Homework

So, how achieve you elect whether to introduce a desktop firewall into your IT environment? First, determine how much you are willing to spend to glean a higher flat of protection. There are freeware client solutions available and many of their developers expect to subsidize losses with support fees, while commercial products often Come with free technical support or comparably cheaper support subscriptions.

Second, determine whether your company needs a highly customizable firewall or a “set it and forget it” option that hides client machines. While a solution that allows for centralized deployment and costs more may view astronomically more expensive in an organization with several hundred clients, the scalability of such a solution may more than build up for the cost if it saves your company valuable employee time and help-desk resources.

Symantec Client Security is a current commercial software firewall because of its comprehensive antivirus/firewall/spyware combination. Client Security likewise integrates into POP3 e-mail clients for attachment scanning, offers customizable adware/spyware policies, and supports centralized deployment, management and policy administration. Symantec’s LiveUpdate likewise assures that users are always up to date on their virus and security threat definitions.

Another offering to admiration is Trend Micro’s OfficeScan, which provides many similar features to Symantec Client Security, including a firewall, spyware blocker and antivirus protection. affection Symantec Client Security, OfficeScan offers centralized management and support for remote administration. OfficeScan brings some unique features to the table, such as support for Trend Micro Outbreak Prevention Services, a proactive security solution that allows administrators to enact behavioral lockdown initiatives networkwide to desist the spread of unique viruses and worms during those censorious initial stages of unique outbreaks before definition files are available to antiseptic the threat.

Also worthy of mention is McAfee Total Protection, which offers the very core components as its competitors, with an emphasis on ease of installation. Administrators can e-mail a link to users anywhere on the network and acquire the client installed with a solitary mouse click. McAfee Total Protection likewise features desktop host intrusion prevention — a firewall solution that not only blocks ports, but likewise integrates signature and behavioral scrutiny into its firewall policy. That feature makes it one of the most intuitive firewall clients on the market.

Check Point’s ZoneAlarm has evolved considerably during the past several years, and the latest version, ZoneAlarm Internet Security Suite is the most ambitious to date. This solution offers the firewall, antivirus and antispyware protection you’d expect, with unique enhancements, such as auto-learn, spyware site blocking and registry monitoring. ZoneAlarm ISS retails for less than many of its competitors, but beware: This suite is self-contained and does not support centralized management or remote administration. Because of this, ZoneAlarm ISS is probably best suited for minuscule businesses where scalable administration isn’t a major requirement.

Growing Pains

Whatever solution you choose, you will necessity to breathe prepared for growing pains. If you elect to implement a centralized security solution with a common firewall access policy, it may breathe a noble persuasion to test it on a minuscule group and build a database of trusted behaviors and program activities before rolling it out companywide. The first few weeks that you hasten any software firewall solution, you will likely breathe prompted dozens of times by that program, asking you if you want to allow an activity whenever network access is involved.

There are several programs that you will inevitably breathe asked about — some several times. The most common “suspects” are e-mail clients, such as Lotus Notes and Outlook; virtual private network (VPN) clients; FTP services/clients; Internet browsers; remote connection clients; software that automatically checks for updates, such as Adobe Reader or Java; and even some Wi-Fi utilities.

As a universal rule, if it wants to talk to the Internet, you should elevate a noble view at it. And the longer you train the software before creating a centralized policy, the fewer calls you will acquire coming into your profit desk once that policy is in place.

IT Takeaway

In addition to training the software, you will likewise want to train your employees so they acquire a basic understanding of how to troubleshoot and reform firewall/policy issues. expect unavoidable questions and prepare your answers, as follows:

• “I acquire a window asking me if I want to allow ‘X’ application to access the Internet. How achieve I respond?”

• “I already acquire a firewall on my home network. Should I disable this one when I elevate my notebook home?”

• “How achieve I find out what ports I necessity to open for my custom application to run?”

Jason Holbert is a Tier II desktop support technician at Harcros Chemicals, a chemical distributor, based in Kansas City, Kan.

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