May 9, 2024

Archives for July 2011

Amid New Talks, Some Optimism on Debt Crisis

After a tense day of Congressional floor fights and angry exchanges, Senator Harry Reid, the majority leader, called off a planned showdown vote set for after midnight, but said he would convene the Senate at noon on Sunday for a vote an hour later. He said he wanted to give the new negotiations a chance to produce a plan to raise the federal debt limit in exchange for spending cuts and the creation of a new Congressional committee that would try to assemble a long-range deficit-cutting proposal.

“There are many elements to be finalized and there is still a distance to go before an arrangement can be completed,” said Mr. Reid, who just a few hours earlier had played down talk of any agreement. “But I believe we should give everyone as much room as possible to do their work.”

Mr. Reid’s announcement set off an almost audible sigh of relief on Capitol Hill, where lawmakers and their aides had been bracing for an overnight clash over the debt following a day that had seen a heated House vote and lawmakers trudging from office to office in search of an answer to the impasse.

The first indication off a softening of the hard lines that have marked weeks of partisan wrangling over the debt limit came in the afternoon when the two leading Congressional Republicans announced that they had reopened fiscal talks with the White House and expected their last-ditch drive to produce a compromise.

Following the House’s sharp rejection of a proposal by Mr. Reid to raise the debt limit and cut spending, Senator Mitch McConnell of Kentucky, the Republican leader and a linchpin in efforts to reach a deal, said he and Speaker John A. Boehner were “now fully engaged” in efforts with the White House to find a resolution that would tie an increase in the debt limit to spending cuts and other conditions.

“I’m confident and optimistic that we’re going to get an agreement in the very near future and resolve this crisis in the best interests of the American people,” said Mr. McConnell, who noted he was personally talking to both Mr. Obama and Vice President Joseph R. Biden Jr., a favorite partner in past negotiations.

Mr. Boehner, who would have to steer a compromise through the House, said he based his confidence on the prospect of an agreement on the sense that “we’re dealing with reasonable, responsible people who want this crisis to end as quickly as possible.”

A Democratic official with knowledge of the talks said that Mr. McConnell called Mr. Biden early Saturday afternoon, the first conversation between the two men since Wednesday. The official said they talked at least four more times on Saturday as they tried to work out an agreement.

The deal they were discussing, this person said, resembled the bill that Mr. Boehner won approval for in the House on Friday more than it did the one that Mr. Reid had proposed.

It would immediately raise the debt ceiling by about $1 trillion, accompanied by a similar range of spending cuts, and set up a new bipartisan committee that would work to find deeper cuts in exchange for a second debt limit increase that would extend through the 2012 election.

A failure of the new committee to win enactment of its proposal could then set off automatic spending cuts across the board, including to entitlement programs. Other ideas were swirling around the Capitol as lawmakers searched for a way to avoid default. One of Mr. Reid’s top lieutenants said he saw at least a glimmer of hope.

“We are a long way from any sort of negotiated agreement,” said Senator Richard J. Durbin of Illinois, the No. 2 Senate Democrat, “but there is certainly a more positive feeling about reaching an agreement than I’ve felt in a long time.”

The flurry of activity came as anxiety built up in many corners, including among Wall Street investors worried about the effects on the markets and active-duty soldiers worried about their paychecks.

After Mr. McConnell sounded a hopeful note, Mr. Reid called members of the Senate to the floor to hear him dispute the claims by his Republican counterpart and accuse Republicans of failing to enter into serious negotiations even as the Treasury risked running out of money to pay all its bills after Tuesday.

Reporting was contributed by Jackie Calmes, Helene Cooper, Binyamin Appelbaum and Robert Pear from Washington, and Thom Shanker from Kandahar, Afghanistan.

Article source: http://www.nytimes.com/2011/07/31/us/politics/31fiscal.html?partner=rss&emc=rss

Letters: Benefits Denied

Opinion »

The Thread: Scold Your Own

Conservatives turned to the founding fathers to urge Tea Party holdouts to take the long view on the debt crisis fight.

Article source: http://feeds.nytimes.com/click.phdo?i=81de8102aac85be67d114797c3c61f25

Letters: Side Effects of Ever-Bigger Law Schools

Opinion »

The Thread: Scold Your Own

Conservatives turned to the founding fathers to urge Tea Party holdouts to take the long view on the debt crisis fight.

Article source: http://feeds.nytimes.com/click.phdo?i=812d469086b2cee04e4bfa15693036e8

Letters: Will the Rich Sacrifice? History Suggests Not

Opinion »

The Thread: Scold Your Own

Conservatives turned to the founding fathers to urge Tea Party holdouts to take the long view on the debt crisis fight.

Article source: http://feeds.nytimes.com/click.phdo?i=bee57574cf64768db8b9e0f9b77261e8

Howard Stein, Who Helped Teach Public to Invest, Dies at 84

The cause was complications of a stroke, his son-in-law Jamie Stokien said.

Mr. Stein was a powerful force in bringing stock and bond investment to the general public. He broadened the mutual fund market by flooding potential investors with direct mail, rather than using salesmen. He helped devise the famous Dreyfus television commercials in which a lion stalks out of a subway. He not only invented the first “no load” money market fund — meaning no upfront fee — but also created the first tax-free municipal bond fund. He was the first to sell an American mutual fund in Japan.

Mr. Stein was adept at picking investments, notably Polaroid in the company’s early days. His instinct to go for what he called “unloved” stocks and against market trends was legendary.

“People now realize that Howard is always a step ahead of the market,” Barton Biggs, chairman of Morgan Stanley Asset Management, told Crain’s New York Business in 1990.

When Mr. Stein joined Dreyfus as a young analyst in 1955, it had around $2 million in assets. At the time of its sale to the Mellon Bank Corporation in 1994, it had assets of $80 billion.

During the 1970s, Mr. Stein set up a fund to invest in companies that had shown unusual concern for the environment and for consumers. He recruited people from outside the conventional business world, like the journalist Bill Moyers, to join Dreyfus’s board. He invited provocative public figures like the feminist writer and editor Gloria Steinem to speak to directors and top executives and offer them new points of view: the Steinem session kept the mostly male group arguing until 1:30 a.m.

Mr. Stein himself was an early critic of the Vietnam War. In 1968 he took a six-month leave of absence to be chief fund-raiser for Senator Eugene J. McCarthy’s antiwar presidential campaign. He was on President Richard M. Nixon’s so-called enemies list. He worked with John Gardner in planning Common Cause, the citizens’ lobby group.

In 1988, Mr. Stein served on the Presidential Task Force on Market Mechanisms, known as the Brady Commission, which investigated the market crash of Oct. 19, 1987, or Black Monday.

Howard Mathew Stein was born in Brooklyn on Oct. 6, 1926, to immigrants from Poland. His family moved around New York, finally settling in an apartment over the Stage Delicatessen on Seventh Avenue in Manhattan. His parents, a brother and a sister worked in the garment industry. At 5, he began to play the violin. He was soon practicing for as many as 10 hours a day and planned to be a musician.

By his own account he pursued his formal education between encounters with truant officers. He attended the Straubenmuller Textile High School on Manhattan’s West Side and the Juilliard School, which gave him a scholarship. He gave up on a music career when he realized he was not destined to be a great violinist.

At 23, he got a job loading steel onto trucks for 75 cents an hour. “It was invigorating for three or four hours,” he said in an interview with The New York Times in 1982.

He looked for work on Wall Street and became a trainee at Bache Company, where he noticed that responses to sales brochures piled up unanswered while salesmen concentrated on person-to-person contacts. He contacted the writers of those responses and built up a rich commission business. He left Bache in 1955 because he didn’t believe he was rising fast enough, Time magazine said in a cover article about him in 1970.

He joined Dreyfus and soon became an assistant to Jack J. Dreyfus Jr., the firm’s founder, chief executive and chairman. He became president in 1965, and chairman and chief executive in 1970.

Mr. Stein’s record of sharp investing included buying New York City real estate at cheap prices during the city’s fiscal crisis in the 1970s. But he was roundly criticized in the ’80s and ’90s for holding back on buying stocks when the markets were surging. When Fortune magazine asked him about this in 1996, he replied, perhaps jocularly: “I was stupid! I wasn’t paying attention.”

In fact, his conviction that stocks were overvalued saved him from the devastation many of his competitors experienced in the 1987 crash.

In 1994, the Mellon Bank Corporation of Pittsburgh acquired Dreyfus in a stock swap valued at $1.85 billion. Mr. Stein continued as Dreyfus’s chairman and chief executive, joined Mellon’s board and was reported to have made around $90 million personally from the deal. He resigned in 1996.

Mr. Stein is survived by his wife, the former Janet Gelder; his daughters, Julia Stokien, Jocelyn Hayes, Jessica Levine, Joanna Stein and Jennifer Seay; and six grandchildren.

A former employee of Mr. Stein’s gave Fortune an example of how Mr. Stein’s thinking strayed from the beaten path. Years earlier, Dreyfus was heavily invested in enterprises owned by the reclusive tycoon J. Paul Getty, some of which were looking shaky. When Mr. Stein suggested that this employee speak with Mr. Getty, the employee replied that “nobody” talks to Mr. Getty.

“Well, have you tried?” Mr. Stein asked. A week later, the employee was in Rome, where Mr. Getty answered all of Mr. Stein’s questions.

Article source: http://feeds.nytimes.com/click.phdo?i=9dd61caad875772f3287e6a385325b3c

Hint of Deal as Congress Wrangles Over Debt Crisis

After a tense day of Congressional floor fights and angry exchanges, Senator Harry Reid, the majority leader, called off a planned showdown vote set for after midnight, but said he would convene the Senate at noon on Sunday for a vote an hour later. He said he wanted to give the new negotiations a chance to produce a plan to raise the federal debt limit in exchange for spending cuts and the creation of a new Congressional committee that would try to assemble a long-range deficit-cutting proposal.

“There are many elements to be finalized and there is still a distance to go before an arrangement can be completed,” said Mr. Reid, who just a few hours earlier had played down talk of any agreement. “But I believe we should give everyone as much room as possible to do their work.”

Mr. Reid’s announcement set off an almost audible sigh of relief on Capitol Hill, where lawmakers and their aides had been bracing for an overnight clash over the debt following a day that had seen a heated House vote and lawmakers trudging from office to office in search of an answer to the impasse.

The first indication off a softening of the hard lines that have marked weeks of partisan wrangling over the debt limit came in the afternoon when the two leading Congressional Republicans announced that they had reopened fiscal talks with the White House and expected their last-ditch drive to produce a compromise.

Following the House’s sharp rejection of a proposal by Mr. Reid to raise the debt limit and cut spending, Senator Mitch McConnell of Kentucky, the Republican leader and a linchpin in efforts to reach a deal, said he and Speaker John A. Boehner were “now fully engaged” in efforts with the White House to find a resolution that would tie an increase in the debt limit to spending cuts and other conditions.

“I’m confident and optimistic that we’re going to get an agreement in the very near future and resolve this crisis in the best interests of the American people,” said Mr. McConnell, who noted he was personally talking to both Mr. Obama and Vice President Joseph R. Biden Jr., a favorite partner in past negotiations.

Mr. Boehner, who would have to steer a compromise through the House, said he based his confidence on the prospect of an agreement on the sense that “we’re dealing with reasonable, responsible people who want this crisis to end as quickly as possible.”

A Democratic official with knowledge of the talks said that Mr. McConnell called Mr. Biden early Saturday afternoon, the first conversation between the two men since Wednesday. The official said they talked at least four more times on Saturday as they tried to work out an agreement.

The deal they were discussing, this person said, resembled the bill that Mr. Boehner won approval for in the House on Friday more than it did the one that Mr. Reid had proposed.

It would immediately raise the debt ceiling by about $1 trillion, accompanied by a similar range of spending cuts, and set up a new bipartisan committee that would work to find deeper cuts in exchange for a second debt limit increase that would extend through the 2012 election.

A failure of the new committee to win enactment of its proposal could then set off automatic spending cuts across the board, including to entitlement programs. Other ideas were swirling around the Capitol as lawmakers searched for a way to avoid default. One of Mr. Reid’s top lieutenants said he saw at least a glimmer of hope.

“We are a long way from any sort of negotiated agreement,” said Senator Richard J. Durbin of Illinois, the No. 2 Senate Democrat, “but there is certainly a more positive feeling about reaching an agreement than I’ve felt in a long time.”

The flurry of activity came as anxiety built up in many corners, including among Wall Street investors worried about the effects on the markets and active-duty soldiers worried about their paychecks.

After Mr. McConnell sounded a hopeful note, Mr. Reid called members of the Senate to the floor to hear him dispute the claims by his Republican counterpart and accuse Republicans of failing to enter into serious negotiations even as the Treasury risked running out of money to pay all its bills after Tuesday.

Reporting was contributed by Jackie Calmes, Helene Cooper, Binyamin Appelbaum and Robert Pear from Washington, and Thom Shanker from Kandahar, Afghanistan.

Article source: http://feeds.nytimes.com/click.phdo?i=3bd08865264e67df9311c9d7d10d6651

A Mobilization in Washington by Wall Street

Wall Street is no longer watching from the sidelines as the most polarizing political fight in years plays out on Capitol Hill. In the last few days, top executives have been in close contact with Washington in a last-ditch attempt to prod lawmakers toward a compromise by Tuesday, the administration’s deadline to reach a deal.

On Friday, Jamie Dimon, JPMorgan Chase’s chief executive, raised concerns with Treasury Secretary Timothy F. Geithner about the standoff over the debt ceiling and its potential to disrupt the system through which JP Morgan and other big banks disburse federal payments. Mr. Geithner assured him that the Treasury and Federal Reserve had taken steps to keep the payment system functioning smoothly, according to individuals briefed on the call.

In addition, more than a dozen chief executives from the nation’s biggest financial services firms wrote a joint letter to President Obama and members of Congress on Thursday warning of “very grave” consequences for the economy and the job market if an agreement wasn’t reached.

It’s not just chief executives who are now doing the talking, either.

Bankers have deluged Congressional staff members with research reports outlining the bleak consequences of a default, or even a downgrade of United States government debt by the major rating agencies. And in corporate America’s version of grassroots mobilization, Allstate e-mailed 45,000 employees urging them to call their local members of Congress and demand a deal.

Hedge fund managers, normally among Wall Street’s most secretive tribes, have been stepping out of the shadows, too.

Marc Lasry, a major Democratic fundraiser who manages the $14 billion Avenue Capital hedge fund, said he spoke to half a dozen members of Congress from both parties on Thursday and Friday with blunt warnings that failure to compromise on the debt ceiling risked permanently damaging the nation’s financial standing.

“Over the last couple of weeks, everybody assumed it would get done,” said Mr. Lasry. “It’s only in the last couple of days that I’ve gotten worried it might not.”

Not since 2008 have federal officials and bankers been so clearly aligned in their push for the same policies. Back then, the industry and regulators pressed Congress to pass legislation allowing the federal bank bailout at the height of the financial crisis.

“They both have the same interests at the end of the day,” said Tom Block, a consultant and formerly the global head of government relations at JPMorgan Chase. “They both want the banking system to be safe and sound.”

To be sure, with market turbulence almost certain to follow a default, Wall Streeters also want to safeguard bank profits and their own bonuses. Nevertheless, for much of the spring and early summer, while battle lines were being drawn by Republican and Democratic lawmakers, financial executives mostly stayed out of the fray.

According to lobbyists and executives, banks believed the two sides in Washington would ultimately find a way to make a deal. Plus, there were worries that being too outspoken might spook the financial markets. Most important, with the industry’s image in tatters in the wake of the financial crisis and subsequent bailout, some bankers feared their involvement might actually be detrimental.

“Every time Wall Street raises its head, there are a lot of people ready to chop it off,” said one senior banking industry official.

But as the deadline approached, anxiety began to take hold. A turning point came on July 11, when top officials from some of Wall Street’s most powerful lobbying groups filed into an ornate conference room opposite Mr. Geithner’s office on the third floor of the Treasury Building to make their case about the danger of inaction.

Several of the representatives, like Frank Keating of the American Bankers Association and John Engler of the Business Roundtable, were former governors with deep political connections. Others, including Robert S. Nichols of the Financial Services Forum and Leigh Ann Pusey of the American Insurance Association, are among the most powerful lobbyists in Washington.

“Everyone was on the same page,” said Mr. Nichols. “We all said this had to get done and it was urgent.”

Mr. Geithner told the group that anything they could do to get the debt ceiling lifted would be helpful, according to Mr. Nichols.

Louise Story and Julie Creswell contributed reporting.

Article source: http://feeds.nytimes.com/click.phdo?i=510a0c439f5e80b97c1219a630264750

Square Feet | The 30-Minute Interview: John T. Livingston

Q It’s been a year since the acquisition. What changes have been made so far?

A I like to say that in one day we went global. Tishman was a New York-centric construction services firm, and through the merger with Aecom, we became global, with access to people in 125 countries, 400 offices and all kinds of business lines.

So it’s a much bigger platform now, and the changes are corporate and administrative. At the day-to-day level it’s the same company and we do the same thing: we build for clients all over the U.S. No one has left or resigned, and there were no layoffs.

Q The Tishman name won’t disappear, right?

A Yes, it will stay. Dan Tishman is incredibly well known in the business, and he’s our icon.

Q What is Dan’s role now?

A Dan is on the board and the vice chairman of the parent company. He also remains the chairman and C.E.O. of Tishman Construction. His role is a more strategic role, and more with new clients and corporate relationships.

Mine’s more day-to-day of the business affairs of the company.

Q You started at Tishman in 1994.

A I have a real estate development background, and when I came here, we set up Tishman Urban Development Corporation. I was the first — and I think only — president and C.O.O. of that company. It was an internal company that provided development management services to Tishman on the real estate side. About nine years ago Dan asked me to move over to the construction company; I came on as the president.

Q How is business?

A We’re beginning to feel that things are getting better. And some of the evidence of that is that some very significant projects in the last few months have restarted. One is called Revel, a large casino in Atlantic City. The other is the International Gem Tower in the Diamond District. They started a number of years ago; each stopped for about 18 months and started up again in the last six months.

Q How many projects is Tishman working on now?

A We’re doing about 125 projects — that’s Tishman — and primarily in this country.

Q What’s the breakdown between public and private projects?

A It’s pretty straightforward: you follow the money. If the money is in private-sector work, that’s where you are; and if the debt is harder to get, you follow the public-sector money. Today it’s 40 to 50 percent public, and around 50 percent private, where historically it had been 20 percent public.

Q You’re working on public and private projects at ground zero.

A We’re doing most of the work at ground zero. We built the original World Trade Center, which was John Tishman’s legacy, Dan’s father, and we built the original 7 World Trade Center that collapsed after the Trade Center collapsed. One World Trade Center is past the 74th floor the last time I checked; No. 4 is past the 33rd; No. 3 we’re building it up to grade, and about 80 percent of the steel has been sent over to the PATH Hall — the Calatrava-designed birdlike structure.

Q Has One World Trade Center been difficult for you?

A It’s a very complex building because: A) the sheer size of it; B) where it sits, which is basically on a postage-stamp location and it goes straight up; and C) there’s so much happening around and under it, including the PATH, the subway and the retail. You don’t see all this, but all this gets brought to grade, so it’s a very complicated piece of work. That’s why it’s taken the time it’s taken to figure all these things out. You’re putting so many pieces together — all under the view of the public that says, “Why can’t you finish it tomorrow?”

Q Tishman has also done work for Hudson Yards in Midtown.

A We did a little bit of work for Related on Hudson Yards, and we hope that will continue. We did a lot of preconstruction for almost five years. We’re helping them figure out what will get built.

Q Do you have a favorite project?

A I like the Plaza Hotel, because I was married there. When we first went in and started the renovation there, I tried to find the room that we stayed in and the ballroom that’s no longer there that we got married in.

Everybody knew how pretty it was from the outside, but they didn’t know how tired it was on the inside.

Article source: http://feeds.nytimes.com/click.phdo?i=7e5568e7867020e85d0b86af662baa5a

Career Couch: Putting a Shared Office to the Test

A. If you’re feeling isolated working from home, you may want to test co-working — a concept described earlier this month in the Workstation column on this page. As you try to put the idea into practice, several options may be available, especially if you live in a major city. So clarify what you hope to achieve through co-working before settling on a space.

Are you looking for a space that caters to people in your industry? One for creative professionals? One that hosts events? You may want a location with a specific identity, like Green Desk in New York, which offers what it calls “environmentally responsible” office space, or the Summit SF in San Francisco, geared to entrepreneurs.

Web sites like LiquidSpace.com, Loosecubes.com and WorkSnug.com can help people find appropriate co-working spaces.

When searching, keep in mind what you will need on a daily basis, whether it’s the ability to make private calls or access to a meeting or conference room, says Julie K. Clark, founder of a national online office-sharing directory, SharedBusinessSpace.com, in Seattle.

Because there is limited privacy and some level of noise in these offices, look for a variety of space within the space, she says, with some areas that are quieter and more private than others.

On average, co-workers pay $275 to $375 a month to work in an open environment that usually includes Wi-Fi, and can also include coffee, snacks and office supplies, Ms. Clark says.

Liz Elam, founder of Link Coworking in Austin, Tex., suggests spending a day working in the space before joining. “Most places will let you try it out before you sign up,” she says. “You want to make sure you fit in with the feel of the space, the mix of people and that you can actually get work done.”

Q. What equipment will you need?

A. You will definitely need your laptop, a cellphone and their chargers. Bring headphones for music and videos. If you need periods when you can’t be disturbed, Ms. Elam suggests, it would be wise to invest in a noise-canceling headset, which will block out ambient noise and signal to others not to interrupt.

And you may need to bring ergonomic accessories you use at home, like a wrist rest for your keyboard or a pillow for your lower back, she says.  

Q. Co-working spaces can be hives of activity and interaction. How could this type of environment help you?

A. Working alone can make you miss having colleagues with whom you share ideas and frustrations. “It’s almost like technology has come too far,” says Andrew Laing, director of strategy at the Manhattan office of DEGW, a strategic business consultancy. “It’s great I can be anywhere and work, but there’s a lot of value to rubbing elbows with others, working alone, but together.”

Co-working spaces let you connect with people who may wind up collaborating on projects or sharing ideas, advice and skills. If you find yourself creatively blocked at times, talking with someone else is often all you need to unblock and get ideas flowing again, says Mark Goulston, a business psychiatrist and executive coach in Los Angeles.

You may expand your career by meeting other independent professionals in your field or in complementary fields, Mr. Laing says, and many spaces offer educational and networking events for professional development.

Q. Though you want to work around other people, it is possible that a co-working arrangement isn’t best for you?

A. Co-working spaces are really communities of workers, so if your personality isn’t open to the idea of sharing— whether of ideas or office supplies — you may well find little value in it, says Antonina Simeti, a consultant at DEGW.

“The ‘co’ in ‘co-working’ is having a community of people with complementary or somewhat similar interests who want to work together and share ideas,” Ms. Simeti says. “If you don’t want to answer the question ‘What are you working on today?’ a co-working space may not be right for you.”

If you work in a more traditional field or one where you see clients regularly — like financial advising or law — you may need a more traditional, private environment, Ms. Clark says. In that case, renting unused space in the offices of a complementary or similar business would probably be a better fit.

If you sometimes see clients, consider how they will adapt to visiting a co-working office. “It could be challenging for you,” Ms. Clark says, “if your clients aren’t comfortable coming into this type of environment.”

A variety of professionals can have success with co-working — Ms. Elam’s facility has marketing, real estate and sales professionals working there, as well as a lawyer and a pastor.

“In the end, it really doesn’t matter what you do,” Ms. Elam says. “It’s more about what you need.”

E-mail: ccouch@nytimes.com.

Article source: http://feeds.nytimes.com/click.phdo?i=40ef6e9f14c4646a9e99a833f429b906

The Boss: The Vending Machine Kid

One day, when I was 13 or 14, I was driving my mother crazy, so she asked one of her customers to take me with him to fill the machines. We drove to the first machine, and I asked him how long some of the slots in it had been empty. He said, “How am I supposed to know?” The machine at the second stop was full, and I said, “Why are we here?” He shot me a look as if he regretted taking me along.

I didn’t fully understand the implications of what I had seen, but it didn’t make sense from a business perspective. I knew the operators should know more than they did before visiting the machines. That idea was the genesis for my company.

In 1998, I enrolled at the University of California, Los Angeles, in computer science. A professor predicted that the country would run out of Internet protocol addresses at some point because so many devices would be using them. I recall thinking that vending machines would eventually have I.P. addresses, too.

During my sophomore and junior years, I interned in a manufacturing area at Cisco Systems and learned about quality control. I got into Stanford for graduate school but decided to stay in Los Angeles and set up a company with Anant Agrawal, a fellow student from U.C.L.A. who is now our chief marketing officer. I figured I could do one thing well or two things half-baked.

My brother Rob was graduating from high school at the same time I was graduating from college. At our graduation party, my father gave a speech saying that he and Rob had had their difficulties, but that my brother had matured and he was proud of him.

When he got to me, he said, “And Mandeep, he thinks he’s too good for Stanford.” I understood his disappointment and laughed, but the guests were uncomfortable. When a friend’s father jumped up and told some stories about me, everyone relaxed.

At the same time, my father supported me, asking what he could do to help with the business. After all, my parents were entrepreneurs. They suggested that my co-founders and I live with them until the company got off the ground, so Anant and I and our three partners at the time moved in. We ended up staying 18 months. My parents let me know they were still upset about grad school, but then they’d teach us about accounting and business plans.

One of our founding partners, Eric Chu, is responsible for our name. The five of us had developed a list of possible names and, as a joke, someone had written Cantaloupe. As we were crossing off other names, Eric suggested that we go with Cantaloupe. The rest of us said no, but a few days later he came back with a color scheme and business cards. That was all it took to sell us on the name.

Our company allows vending machine operators to log into our system to track the inventory in their machines. We also enable their customers to pay by credit card at the machine, and we alert the operators if a vending machine door is open at an odd time. A few have caught thieves as a result.

A new employee once commented that he didn’t understand how Anant and I could appear to be at each other’s throat one minute and be goofing around the next. But when you have tremendous respect and trust for each other, you can have heated conversations and no one gets offended.

My parents still have their company. Every once in a while, they half-jokingly mention working for me. I just smile and change the subject.

As told to Patricia R. Olsen.

Article source: http://feeds.nytimes.com/click.phdo?i=09d2f5e27806eeaf2ec7190b52e28d6b