Messaging, Marketing, and the whole mess.
  • Walter High
    am a
    Freelance Marketing Communications Specialist
    with over 25 years of experience in coaching clients on their creative marketing and communications strategy and in the hands-on creation of marketing materials for small and large companies alike.
    My work over the years has included:
    Web Pages (content writing)
    Nationally Broadcast Radio Programs (writing and producing)
    Feature Film / Home Video Trailers (writing, editing, and producing)
    Print Ads / Brochures / Product Pitch Pages / Direct Mail Packages (writing and design)
    Web Pages (design, coding, SEO, and photography)
    PowerPoint Presentation Pages (content, design, and photography)
    Product Packaging Covers (writing)
    Production Scripts (writing)
    Television Commercials (writing, producing, and directing)
    The sectors I have worked in include:
    Business Publishing
    Commercial Real Estate
    My technical skills Include:
    Photoshop, Illustrator, Word, Power Point, Final Cut.
    Website coding:
    HTML, CSS, Php, Javascript.
    CMYK 4+ color process art prep and approval, RGB printing.
    Post Production:
    Video editing. Post Production and special effects supervisor.
    Extensive voice-over and commercial direction.
    My education includes:
    Bucknell University, Lewisburg, PA - BA - Double Major: Economics/Studio Art with minor in English
    UCLA, Los Angeles, CA - Numerous courses in writing and graphic design.
    My past lives include jobs as:
    Director Account Services/Senior Copywriter for The Mednick Group an LA based Graphic Design/Advertising Firm.
    Vice President Marketing and Sales for The Business Library Corp., a CA based enterprise software firm.
    Western Region Marketing Manager for Westvaco Corporation, USEnvelope Division (now Meadwestvaco)
  • Official Services Flowchart
    y services are available in whatever manner best suits your needs. I am happy to work on a single project or on a long-term basis as time and budgets allow. I work directly with clients, but am happy to work with agencies as well. My services include:
    Messaging and Materials Analysis
    Relying on 25+ years of marketing experience, I provide expert analysis of messaging and materials that pinpoints weaknesses in your company's marketing approach, while laying the groundwork for the development of...
    Strategic Solutions / Creative Concepts
    Having been intimately involved with the marketing missions of companies in a multitude of business sectors, I am able to bring a level of strategic insight and collective creative wisdom to enhancing your company's marketing efforts that few others can.
    Company Branding
    Refinement of corporate identity, messaging, tag lines, and graphic signature requires a disciplined, discerning approach that combines both a thorough comprehension of company competencies and an objective viewpoint. As a seasoned, objective consultant, I know the questions that need to be to asked to flesh out a company's message. I know how to articulate that message. And I know how to convey that message to the appropriate audience through...
    Materials Development
    In support of my clients' marketing and communications efforts, I have designed and developed websites, brochures, sales sheets, pitch materials, Power Point presentations, email campaigns, white papers, direct mail, business cards, stationary, trade show displays, blogging, and social networking strategies — all of which are critically dependent upon...
    Here's the thing, when it comes to marketing, message is the driver. 
Not graphic design. Not web design. And not clever headlines. Don't get me wrong, nobody loves a clever headline more than me, but it's the way your company defines itself and, in the process, differentiates itself from the competition that matters. That's your message. And that is conveyed through writing.
    The problem is most companies (and many marketing/advertising professionals, for that matter) do a poor job articulating message, which means entire marketing efforts are built upon weak foundations and without context. And that translates to money lost.
    My expertise in writing enables me to produce copy/writing for any medium, whatever the style required and whatever the business. I am a quick study of business, and I specialize in honing complex concepts into clear, concise, compelling copy.
    Graphic Design
    The key to great design is in conveying information. As an extension of a company's message, graphic design demands an appropriate, cohesive approach that is best developed by a professional who understands your business. I have seen many companies burdened with graphics (developed by enthusiastic young designers) that fight against or distract from the company's message, rather than enhance it. As a seasoned consultant, I ensure graphics are message driven.
    Website Development
    Having designed, built, and coded multiple websites for companies, my services include web site architecture and development, enhancement, design, Search Engine Optimization (SEO) and maintenance. The primary calling card for most companies today, the website usually acts as the primary collateral piece for conveying a company's message.
    Often overlooked, photography can be a critical component to a company's marketing strategy. Having taken more than 100,000 photographs in my career, I have a well-trained eye for capturing the imagery that will enhance your company's brand. My work has included company operations, personnel, and facilities, executive portraits, commercial real estate, architecture, products, events, activities, concerts, scenics, milieu, and much more.
    Executive Speaking/Media Coaching
    Having directed talent in commercial shoots, recording sessions, and photography sessions totaling in the thousands, I have a keen ear for spoken word presentation and a sharp eye for what works best best in front of a camera. As a result, I can help executives polish their public image, prepare for media interactions, and produce recorded presentations. In doing so, I can help them bring out their best performances.
  • My Clients have included:
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    Bluegrass is a controlled demolition / decommissioning, contracting, engineering, and consulting company specializing in the non-explosive, selective demolition and removal of any structural or foundational formation, consisting of any combination of metals or concrete or natural materials, in virtually any environment from nuclear to subsea.
    Utilizing proprietary, precision, demolition/decommissioning technologies, including diamond wire cutting, robotic hammering, core drilling, chemical demolition agents, and concrete shaving, Bluegrass has built an international reputation for swift mobilization, methodical planning and operation, and highly choreographed, timely execution in hostile and outage conditions throughout the United States and the world.
    With an extensive portfolio of projects nearly 30 years in the making, Bluegrass boasts a deep bench of dedicated, in-house talent, including engineers, project managers, CAD/CAM designers, machinists, equipment fabricators, mechanics, and credentialed field technicians who have cross-platform experience and training in the following areas:
    • Nuclear decontamination and decommissioning (D&D) and maintenance and refueling outage segmentation and modification projects.
    • Offshore oil and subsea gas decommissioning, plug and abandonment, clean-up, and upgrade and topside infrastructure maintenance, restoration, and decommissioning.
    • Civil infrastructure modification and maintenance.
    • Industrial mill and plant outage modification, maintenance, and demolition, equipment foundation sectioning and removals.
    • Bridge, lock and dam, dock, wharf, and hydro electric maintenance and demolition, including slot cutting, pier modification, and removal.
    • Commercial modification and removals.
    • Maintenance outage and critical path modification and demolition.
    Whether collaborating as a reliable partner in a joint venture consortium of contractors, working as a subcontractor, or managing our own turnkey operations, Bluegrass can cost-effectively provide solutions to businesses, utilities, and agencies in need of any scope of work from the surgical removal of a single concrete block by a solo technician to the dismantling and segmentation of a nuclear reactor by an expert team.
    To learn more about our company, services, and technologies, please browse this website or, for immediate assistance, call 1.800.320.1462.
    Since 1990, Bluegrass has completed over 110 large-scale, selective decommissioning projects for Department of Energy (DOE), Department of Defense (DOD), agency, utility, and commercial nuclear clients. During maintenance and refueling outages and in decontamination and decommissioning (D&D) operations, we have provided our customers with cost-effective, cutting-edge consulting and contracting solutions that have consistently met or surpassed critical path objectives, ALARA guidelines, and budgetary considerations.
    In doing so, we have accumulated unparalleled experience in the innovation and demonstration of small footprint, remotely operated, low noise, and vibration and emission free technologies in limited-access, seismically sensitive, highly activated nuclear environments.
    Through our pioneering and engineering successes in the use of diamond wire sawing, robotic hammering, core drilling, expansive grout, and concrete shaving, in combination with innovative secondary waste management and collection systems, we are able to surgically penetrate, segment, or modify the massive concrete and metal structures common to nuclear settings without compromising surrounding structures or releasing unwanted airborne contaminants.
    Maintenance and Refueling Outage projects have included:
    • Man access cuts
    • Equipment hatch enlargement
    • Massive containment wall precision penetrations
    • Dog house walls and roof cutting for steam generator replacement projects (SGRP’s)
    • Diamond wire cutting and core drilling of bio-shield walls
    • Elevated platform removals
    • Fuel pool and transfer canal segmentations
    • Hot cell modifications
    • Modifications of heavily-reinforced walls, floors, ceilings, and foundations
    Decontamination and Decommissioning projects have included:
    • Cryogenic cutting of reactor nozzles
    • Cryogenic segmentation of pressurized water reactor head
    • Diamond wire cutting of steam generator vessel
    • Reactor shield plug segmentation and robotic hammering
    • Diamond wire cutting of 120-ton condensers
    • Ion guide tube removals
    • Cutting of Control Rod Drive Mechanisms (CRDM), heat exchangers, carbon containment liners, and steel plate stabilizers
    • Concrete shaving of active floors, walls, ceilings to remove surface contamination
    • Robotic hammer separation of active concrete from inactive concrete
    A Highly Versatile Toolbox:
    Any nuclear site related structure, be it a bio-shield wall composed of steel aggregate heavyweight concrete or a carbon steel reactor head clad with stainless steel can be modified or segmented utilizing Bluegrass' advanced demolition technologies.
    Remotely operable with exacting tolerances and low manpower requirements, and deployable individually for small projects or in combination for large-scale undertakings, our tools can be quickly configured in a multitude of ways to selectively modify structures of any size or shape into any size or shape, with little or no vibration, emissions or noise — making them the perfect choice for retrofitting, maintenance, and decommissioning projects.
    And after two decades of honing our equipment and methodologies to the specific demands of the nuclear industry, we have a toolbox of proven techniques, engineering expertise, and proprietary approaches that are unmatched in delivering successful nuclear outcomes in a cost-effective and expeditious manner.
    Innovative Advances through In-House Research and Development:
    Thanks to our extensive in-house research and development capabilities at Bluegrass (complete with our own in-house design, engineering, CNC precision machining, and fabricating facilities), we are constantly finding better and safer ways to address the challenges associated with decommissioning in nuclear environments. As a result, we have pioneered new approaches in the following areas:
    Managing contamination and secondary waste: The cutting wire of a diamond wire saw is typically cooled with water, which cleans the cutting kerf in the process. In active environments where secondary waste is of concern, we either utilize customized waste water treatment systems to collect and recycle one hundred percent of the water needed to cool the saw or we utilize our cryogenic cooling system which allows for the dry cutting of highly activated metal and concrete with the only secondary waste being the fine shavings of the material being cut.
    Minimizing costs: Bluegrass has the distinction of being the first to apply diamond wire sawing technology to a nuclear reactor segmentation project. In doing so, we were able to segment a pressurized water reactor head into five manageable pieces, saving the utility nearly one million dollars in transport and burial costs.
    But segmenting a reactor head was only one milestone in a portfolio of milestones that extends back two decades in which our highly efficient and adaptable demolition technologies have enabled our nuclear clients to precisely and cost-effectively penetrated, modify, or segment and remove massive structures that were not previously thought to be modifiable, saving millions in the process.
    ALARA mrem exposure: Bluegrass also has the distinction of having pioneered the remote operational use of equipment like robotic hammers and diamond wire saws in highly active nuclear environments. As a result, we have been able to achieve new benchmarks for man hours worked in active environments with minimal mrem exposure.
    Committed to Safety:
    At Bluegrass we adhere strictly to regulatory compliance training and paperwork. All Bluegrass nuclear engineers and equipment specialists operate with 40-hour HAZWOPER training, 10-hour OSHA training, and Rad Worker training in order to be fully compliant and familiar with ALARA guidelines and be eligible to access nuclear facilities without escort. In addition, they engage in plant and site specific training as well as daily safety meetings incorporating a job hazards analysis. They also undergo background checks and drug testing, and are all U.S. citizens. The backbone of our company, our workers are committed to safety and the successes we achieve on behalf of our clients.
    Nuclear Decommissioning Contractor, Consortium Partner, or Subcontractor:
    Bluegrass decommissioning services are available in many ways. We can:
    • Manage our own turnkey operations, working with clients directly.
    • Collaborate as a highly experienced and reliable partner in a joint venture consortium of contractors.
    • Be hired as a dependable and efficient subcontractor.
    Whatever the manner in which we deliver our services, Bluegrass can cost-effectively provide both contracting and consulting solutions to utilities, agencies, and commercial interests in need of any scope of nuclear outage or decommissioning work.
    Technology Demonstrations:
    As part of our consulting and engineering services, Bluegrass can perform technology demonstrations for our nuclear customers to answer any concerns prior to project commencement or on a consulting-only basis to assess and quantify project requirements in creating an RFP. These demonstrations can be performed on-site or off-site at our corporate headquarters location.
    Bluegrass has a rich history of performing technology demonstrations, some of which have included:
    • The construction of numerous full scale mock-ups of reactor vessels and nozzles to demonstrate our dry, cryogenic cutting techniques. Successful cuts have included carbon steel nozzles up to 55-inches in outer diameter with a 15-inch wall thickness.
    • On site demonstrations of our Marcrist Diamond Floor Shaver and Wall Shaver, mounted to a remotely operated Brokk 250, in which concrete surface contamination was shaved at 1/8" to 1/4" depths. The smooth, finished surface the shaver left behind helped ensure effective and reliable surface radiological beta scans.
    • Construction of a nuclear fuel assembly mock-up which was successfully cut using Bluegrass diamond wire cutting technologies.
    These demonstrations can also be accompanied by project risk assessments, feasibility studies, engineering reports, manning and scheduling considerations, environmental evaluations and waste processing flow path recommendations, as well as CAD methodology and approach animations, and equipment development, design, manufacturing, and testing.
Bluegrass Offshore
When the CEO of Bluegrass first contacted me, the company was in the process of branching out from working in the radioactive environments of nuclear power plants and research facilities to working in the equally hostile environment of subsea oil drilling. My task was to create an identity for Bluegrass Offshore, while also creating messaging and identity for their other areas of expertise (including industrial and infrastructure). My work included: logo designs, brochure writing and design, trade show booths and poster design, writing and design for numerous Power Point Presentations, a photographic journal of the firm and its personnel (see photos above), rewriting of all copy for their website (still in the works), and t-shirt design.
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    - Animation of Paradigm Logo for website "under construction" announcement.
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  • Our Investing Style
    The style we employ for fund investing is a conservative one. One that focuses on fundamentals and constantly searches the market for intrinsic value.
    In general, we are strong believers in the market’s natural regression toward the mean, and, therefore, are not capital markets or momentum investors. As a result, our leaning tends toward idiosyncratic opportunities versus systemic opportunities, toward market anomalies versus market trends, and toward skepticism versus optimism.
    More specifically, our style calls for a highly disciplined, comprehensive approach to investing that links micro level investment sourcing, underwriting, and asset management practices directly to our macro level investing strategy for a particular fund or program.
    Key to our Investing Style are the following 10 proven principles:
    • We place a high emphasis on the preservation of capital.
    • We know and adhere to our risk profile.
    • We pro-actively manage the downside risk in our investments.
    • We enhance the upside potential of our investments through seasoned underwriting expertise and meticulous underwriting practices.
    • We seek investment returns that are positively disproportionate to the market’s perception of the risk taken.
    • We utilize our capital markets and operational expertise to exploit idiosyncratic inefficiencies and add value to investments.
    • We don’t make aggressive assumptions about factors beyond our influence and control. (e.g. exit cap rate, interest rates, rent rates, etc.)
    • We draw upon our deep structuring expertise to give us the best risk reward scenario in the capitalization of any asset position, be it in the form of fee simple ownership, preferred equity, senior debt, mezzanine debt and/or leaseholds, in either controlling or non-controlling interests.
    • We build our portfolios defensively, cautiously factoring in potential downside risks.
    • We learn from past market conditions and experiences and utilize that knowledge in future investing scenarios.
    These principles create the foundation for the investment sourcing, underwriting, and asset management practices that comprise our daily activities, also known as our Investing Methodology. In linking all aspects of our Investing Methodology back to this Investing Style, we believe we have a higher probability of achieving both our investing objectives and our client’s expectations.
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    Industrial Property Acquisition/Aggregation Strategy

    A key component of the Paradigm Capital Advisors investment methodology is the constant assessment of the real estate marketplace for asset and market-based inefficiencies that can be exploited for immediate and/or long-term incremental return without the assumption of additional risk. These inefficiencies can be either idiosyncratic (i.e. property or situation specific) or systemic in nature, and generally fall into four categories as detailed in the diagram to the right. For APCA Property Fund II, we have developed sector-specific strategies for exploiting these inefficiencies in order to capitalize on opportunities others may miss.
    One such strategy is designed to exploit a systemic investment market inefficiency inherent to the industrial property sector. It addresses the well-identified difficulty that institutional real estate investors and sector-weighted core funds face in filling their allocations to industrial property: Primarily due to its low volatility, the industrial sector has been one of the property sectors most favored by institutional investors, yet these investors often do not fill their industrial product allocations largely because the dollar value of a typical industrial property is too small to allow efficient use of staff time. Therein lies the inefficiency Paradigm intends to exploit.
    Our strategy consists of an acquisition program focused on acquiring income producing industrial properties on the East Coast of the United States from New England to the Mid-Atlantic region, packaging these properties into one or more distinct portfolios, and selling the portfolios to core funds or directly to institutional investors. It is specifically designed to tap the arbitrage between the market value of individual industrial properties and the higher value of well constructed aggregated pools of industrial properties, and by doing so, generate gross returns for our investors in the 16%-19% range, or better, while taking disproportionately lower risk.
    The return profile of this strategy is compelling in that it focuses on obtaining value-add type returns from assets with a core/core-plus profile and is not dependent upon market timing or economic cycles. The following details the specifics of this APCA Property Fund II strategy.
    Industrial Sector Overview
    Each year PricewaterhouseCoopers, in cooperation with the Urban Land Institute, interviews hundreds of professionals in the commercial real estate industry and produces a report entitled “Emerging Trends in Real Estate.” According to the report, of all the various property types (including apartments, housing, hotels, industrial, office, and retail) institutional investors, particularly pension funds, have historically ranked industrial as either their top or second favorite choice among property investment alternatives. They do so for a number of compelling reasons:
      1. Industrial properties provide attractive risk-adjusted returns with low volatility as well as attractive total returns as compared with other types of real estate investments.
      2. They generate a high level of distributable, steady cash flow.
      3. They tend to be less costly to manage.
      4. They require lower and more predictable amounts of capital expenditures and tenant improvement dollars than other property types.
      5. They generally require relatively short development periods; thereby enabling a better balancing of supply and demand, while reducing the risk of market instability through overbuilding.
      6. The vacancy rate for the national industrial market is generally low compared with office properties (7.25% as of the end of 2007, according to Cushman and Wakefield).
      7. Over the past 12 years, the industrial sector produced the highest annualized returns of all commercial real estate sectors, as measured by NCREIF.
    The industrial real estate sector is an appealing, yet inefficient property sector. It is ripe with idiosyncratic inefficiencies that offer many opportunities for the investor in search of intrinsic value: Ownership is particularly fragmented compared with other sectors, and sector participants are generally less sophisticated. But beyond its idiosyncratic inefficiencies, the industrial sector also hosts a systemic inefficiency that is the impetus behind our industrial aggregation strategy: The average selling price of an industrial property does not meet the purchase minimum set by many investors and, therefore, the number of private equity funds, institutional advisors, and REITS focused on the sector is much smaller than those pursuing the other property sectors. (Only 20% of U.S. industrial property is owned by institutions, a percentage far lower than found in other major property sectors.)
    In fact, according to Real Estate Alert, for the past three years, institutions invested on average eight times more money into the office sector than the industrial sector, despite the fact that industrial property has been considered a favored asset class by institutional investors. This did not take place because institutions had a proportionately higher allocation of their investment dollars targeted to office property or because of a lack of available industrial properties. It took place because the average selling price of industrial properties fell below institutional purchasing parameters. Of the 10,000 industrial properties that changed hands in 2007, for example, according to Costar, the average selling price was approximately $3,526,000.
    Many pension fund advisors and managers of core funds will not pursue an acquisition unless it is at least $20 - $30 million. (According to Real Capital Analytics, the average industrial deal size in 2007 for institutions was $28 million.) And, although they will occasionally lower their purchase minimums to $10 - $15 million in markets where they already have significant holdings, most managers need to invest so much money every year that they cannot afford to pursue much more than ten percent of the average industrial properties sold annually. There are firms that have successfully pursued industrial acquisition strategies including, Cabot Partners, Cobalt, First Industrial, Crow Holdings, Stag Capital, and KTR, among others. However, the fact remains that there are relatively few, leaving a greater percentage of opportunity to those firms positioned to take advantage of the sector’s highly favorable supply and demand dynamics.
    Property Acquisition Analysis
    The industrial market contains a variety of property types. These include manufacturing space, distribution space (high bay, cross dock, and small bay warehouse), R&D/light assembly space (flex) space, and specialized space such as cold storage/freezer space.
    Users of industrial property have varying property and space requirements. Large national and major regional distributors generally require efficient large bulk distribution facilities located near logistics centers and transportation hubs. Due to the size and sophistication of these companies’ logistics operations, they are drawn to facilities with significant clear height (30’+). Many smaller companies do not need this higher clear height and place more emphasis on the flexibility of the work space so that it can accommodate a mix of uses, including light assembly, storage, warehousing, and a relatively small amount of office space.
    Paradigm Capital Advisors’ focus for APCA Property Fund II will be on the acquisition of Class B small-bay distribution, storage, and light assembly facilities located in densely developed areas. While smaller properties are often more management intensive, due to the greater number of tenants, we believe these properties offer higher returns for the following reasons:
      1. This property type appeals to smaller users, the fastest growing segment of the tenants in our target market.
      2. Users of this type of space are very location sensitive and much less inclined to move if the properties they occupy are well situated and well managed.
      3. This property type offers strong real estate fundamentals: high barriers to competition, critical location attributes, flexibility and utility of space, low capital and re-leasing costs, low operating costs, and strong tenant demand.
      4. Individual properties are often sold by less sophisticated owners, which provide opportunities for NOI enhancement through improved operations, minor property upgrades, and more proactive leasing practices.
      5. Individual properties are often sold by less sophisticated investment sale brokers, which provide opportunities for better pricing at the buy.
      6. This property type provides an excellent cap rate arbitrage opportunity (i.e. the difference in value for an asset in a one-off transaction vs. its value as part of a portfolio).
    In most markets, the small-bay property was developed from the mid-1960’s through the 1980’s when available rents allowed for the construction of buildings that could accommodate small tenants within an established industrial park with good frontage and good access to transportation networks. Today, this product is simply not being built, because construction of new, well-located, small-tenant-focused industrial properties is not economically viable, with many in-fill, land parcels now priced for higher and better use as office or retail.
    In addition, industrial developers are focused on building larger facilities where they can gain better economies of scale on their development costs. As a result, over 85% of all industrial construction during the past five years was for distribution buildings larger than 150,000 square feet. These properties have been constructed on the outskirts of major population centers in areas where large, flat land parcels that are necessary for industrial properties can be acquired at reasonable cost. One effect of the introduction of this new supply is that rates for large distribution spaces have remained relatively flat during the past few years. In contrast, in many markets, since smaller-bay, lower-clear-height properties are not being built, inventories are increasingly constrained. And, with smaller companies increasingly acting as the growth drivers of our economy, the supply/demand dynamics for these properties have caused upward pressure on rents for existing buildings. This is evidenced by the fact that over 73% of all leases in the major industrial markets around the country during 2007 were for space of 25,000 square feet or less.
    The focus of our acquisition criteria for this fund will emulate that of our previous funds. It will focus on the functionality of the building and its appeal to the companies in its market. We will target tenants who focus their business on the local economy and require access to customers. Our acquisition guidelines will direct us to properties with a low percentage of office space (typically less than 20%, thereby limiting our exposure to excessive improvement costs upon tenant turnover), minimum clear heights of 18 feet, a reasonable ratio of loading docks, and adequate truck parking and storage. We will focus on properties with small and mid-size bays, enabling the buildings to be divisible into multiple units. We will rarely take development or re-development risk, and we will only acquire properties at pricing below replacement cost and anticipate that the vast majority of our acquisitions will be in the $5 million to $20 million range. Our tenant base will be spread across numerous industries and our portfolios will be constructed with a blend of lease expirations and with a segmentation into multiple submarkets and primary markets to mitigate investment risk, while maintaining enough concentration of buildings in each market to facilitate efficient management of the properties.
    Geographic Focus
    Paradigm’s Industrial Aggregation Strategy will focus on the East Coast from New England to the Mid-Atlantic. This section of the country contains over 3.2 billion square feet of industrial property and has historically been highly appealing to institutional investors. It is populated by some of the country’s most dynamic metropolitan areas including New York City, Washington DC, Philadelphia, Baltimore, and Boston. Of these, New York, Boston, and Washington consistently rank in Emerging Trends’ top-ten metropolitan areas in the country for real estate investment. In addition, this section of the country contains one of the East Coast’s fastest growing ports, Hampton Roads/Norfolk/Newport News, and a number of other large industrial markets including Northern and Southern New Jersey, Central Pennsylvania, Delaware, and Connecticut. Importantly, this section of the country is well developed compared to most of the rest of the country. As a result, significant barriers to new competition exist resulting in higher probability for rental rate growth for well-located properties.
    Portfolio Construction
    Paradigm’s Industrial Aggregation Strategy emphasizes the critical importance of thoughtful portfolio construction. Every acquisition will be carefully analyzed with regard to its role in a future portfolio. Each property will be acquired only if it is deemed accretive to the portfolio into which it will be placed. Property location, cash flow stability, the growth potential of the net operating income, diversification of lease expiration dates, diversification of industries, diversification of sub-markets, consistency of property type and property features, tenant credit, and limited capital exposure are all criteria that will be evaluated when each potential acquisition is considered. Our objective will be to aggregate portfolios of $100 million-plus in the major industrial markets of our geographic focus. In the regional markets of Boston, New York, Philadelphia, and Washington D.C/Baltimore, our objective is to be one of the most active buyers in the marketplace. The anticipated result is the creation of a number of geographically focused portfolios that will be uniquely concentrated and highly attractive to institutional buyers, thereby garnering the best possible premium when we elect to exit via a sale of the entire portfolio or individual regional/metropolitan area portfolios.
    Strategy Execution
    Paradigm anticipates acquiring $75 - $150 million of industrial property every year for the next four years. This assumes a typical acquisition volume of one to two properties per month. At 65% leverage, this means we will commit $25- $50 million of equity each year to this strategy. With regard to portfolio disposition, we believe that a well constructed portfolio of $100 million of properties located in one of our primary metropolitan areas will achieve a cap rate arbitrage of 50-75 basis points. This has been borne out historically. One of the most active national brokerage teams that sell industrial portfolios is headed by Jack Fraker at CBRE. His team’s experience, coraborated by other brokers and numerous transactions, suggests that well constructed portfolios will trade at this premium. That premium translates to a 400 -500 basis point increase in return to equity above typical returns for targeted individual properties on property leveraged at 65% of purchase price. As our acquisition activity will be spread over a variety of metropolitan areas on the East Coast, we do not expect to have the portfolios constructed for approximately three to four years. Once the geographically concentrated portfolios are constructed, we may elect to combine them. This will depend upon the appetite of the institutional investor community at the time for larger transactions.
    Of course, one of the most compelling features of this strategy is that it is not dependent upon timing. If, for example, there is a dislocation in the capital markets, we can simply hold the properties, take advantage of the safe and steady cash flow that makes the investment so appealing to institutional investors, and wait for the capital markets to regain their footing.
Paradigm Properties / Paradigm Capital Advisors
When I began working for Paradigm Properties, they had one company and a Joint Venture Investment LLC with The Ashforth Company. Branching out to form their own Capital Advisory/ Investment Funds LLC, they hired me to create identities for their company as well as their Funds and brand them accordingly. Over the course of five years, my work for this client included: messaging and identity work, logo designs and animations, writing, design, and coding of websites for three separate LLCs and two secure investor portals, white papers, marketing materials for two funds and companies, Fund Annual Report design, photography of buildings and executives, tradeshow booth design, stationary designs for two LLCs, and the concept and design of a creative email/blog contact campaign.
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  • The Acute Care advanced practice nursing specialty prepares you to assess and manage the care of adult patients who are physiologically unstable, technologically dependent, and highly vulnerable to health complications.
    School of Nursing Programs Offering the Acute Care Specialty
    • Direct-Entry Master of Science, Nursing (NP curriculum)
    • Master of Science, Nursing Post-RN (NP curriculum / CNS curriculum)
    • Doctor of Nursing Practice for RNs (NP & CNS curriculum)
    • Certificate of Advanced Study (Post MSN curriculum / Post NP curriculum)
    With a collaborative model for providing holistic care to acutely or critically ill patients, this track focuses on health promotion and disease prevention concerning the special needs of acutely ill adults across their life spans.
    The Acute Care track prepares you for practice within the inpatient/hospital setting and across hospital-to-clinic settings, including the emergency department, intensive care unit, specialty labs (interventional radiology), acute care wards (oncology, trauma, transplantation, cardiac surgery), specialty clinics (congestive heart failure, urgent care, rehabilitation, pulmonary, in-patient medical and surgical units), or any combination of the above.
    Core Competencies Developed
    Knowledge and skills preparation include:
    • Health promotion and disease prevention (epidemiology/risk analysis, genetics, risk reduction, health behavior guidelines, biological considerations, growth and development, screening tests, wellness assessment)
    • Assessment of acute and chronic illness (epidemiology/disease risk and control, anatomy and pathophysiology, psychopathology, diagnostic reasoning including differential diagnoses, health assessment)
    • Clinical management (standards of practice, clinical guidelines, pharmacotherapeutics, clinical therapeutics, clinical decision-making, patient safety, application of theoretical models, and documentation)
    • Pharmacology (pharmacokinetics/dynamics indications, side effects, drug interactions & contraindications, patient education)
    • Practitioner-patient relationship (cultural and spiritual awareness, communication, teaching/coaching, patient advocacy)
    • Professional issues (health care/public policy, ethical standards, scope of advanced practice nursing, access to care, coordination of services, scholarly activities)
    • Research utilization (evidence-based practice principles)
    Certification for the Acute Care Specialty
    Upon completion of this course of study, graduates from the NP track are eligible to take the Acute Care Nurse Practitioner (ACNP-BC) certification exam given by the American Nurses Credentialing Center (ANCC).
    Graduates from the CNS track are eligible to take the Acute Care Clinical Nurse Specialist certification exam given by the American Association of Critical Care Nursing (AACN).
  • The MGH Institute of Health Professions Department of Physical Therapy provides students unparalleled opportunity to play an increasingly vital role in helping patients restore function, improve mobility, relieve pain, and limit permanent physical disabilities resulting from injury or disease.
    Our Physical Therapy program empowers you with the kind of access, information and contemporary clinical experience that can only be obtained through affiliation with world-class health care facilities – including Spaulding Rehabilitation, Massachusetts General and Brigham & Womens' hospitals in Boston – while being mentored by master clinicians on the cutting edge of their profession.
    Clinical Focus/Clinical Expertise
    We take full advantage of our unique affiliation with world-class medical centers and expose our students to the progressive thinking and contemporary teachings of master clinicians through internships and advanced clinical preceptorships that include options for an Orthopaedic Residency and for practica in teaching and research. See Clinical Affiliations.
    Interprofessional Education/Solid Preparation
    We offer an interprofessional mix of contemporary, evidence-based academics, clinical research, and clinical experience. Special emphasis is paid to critical inquiry, clinical science, and case analysis – crucial skills for physical therapists in today's complex and demanding health care environment.
    Our teaching methodology enables you to immediately meld theory with clinical practice in stages throughout your program and, as a result, more easily apply what you are learning to your knowledge and skill set.
    Renowned Faculty/Contemporary Education
    Our internationally recognized faculty are actively engaged in physical therapy and its associated professional activities and use their own real-world experience as teaching examples. As a result, you are not only instructed in the field's most current and relevant practices, you are privy to the innovative thinking and professional and ethical standards that will define tomorrow's practices as well. See Featured Faculty.
    MGH Institute's physical therapy program is recognized for its excellence. Our entry-level Doctor of Physical Therapy program is ranked seventh in the country by U.S. News & World Report, and is the top-rated program in New England.
    Endorsing the American Physical Therapy Association's (APTA) vision that by the year 2020, "all physical therapy will be provided by physical therapists who are doctors of physical therapy," ours was one of the first programs in the country to offer a transitional Doctor of Physical Therapy degree for licensed physical therapists. Explore our Degree Options.
    Areas of Focus/Board Certification
    The post-professional curricula include options for focus in neurologic, orthopaedic or cardiopulmonary physical therapy as well as for the cross-training needed for practice areas such as pediatrics or acute care. These foci allow you to prepare for board certification as clinical specialists. Many MGH Institute graduates have become certified clinical specialists.
    Post-Professional Mentoring/Professional Relationships
    Practicing therapists, who are students in our post-professional program, often serve as clinical mentors, teaching assistants, and research consultants to students in our entry-level Doctor of Physical Therapy program where they can develop their professional skills as educators. Teaching preceptorships are also available for students enrolled in the Master of Science for International Students program.
    Our physical therapy students also develop professional bonds through the mentoring program for newly enrolled students as part of our active Physical Therapy Club.
    Graduate Education/Individualize Attention
    Since MGH Institute is solely dedicated to post-baccalaureate education, you don't compete with undergraduates for faculty attention as you might at other institutions. This, in addition to our small class sizes, allows for a uniquely personalized environment in which students are the center of faculty attention and, as a result, you maximize your professional skills within a nurturing environment.
    Flexible Scheduling/Individualized Options
    Students have opportunities for full- or part-time study, with classes scheduled in the evening on site or through online learning. All courses for the tDPT degree, as well as many other courses, are available in a distance learning format. Some courses are offered in a hybrid online format, which reduces the time students need to be on site.
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MGH Institute of Health Professions
In 2004, Massachusetts General Hospital Institute of Health Professions hired me to write 100+ pages of new content for their website. My task was to construct content for five distinct graduate level medical programs based on information I acquired from interviews with their department heads. I needed to organize the content into a logical web navigational architecture and sell the school to would-be graduate students in the process. I also wrote brochures for a number of programs and wrote the headlines and copy for their advertising campaign.
In 2009, MGHIHP completely overhauled their website, changing their logo, website design, and graphic appearance. But despite the overhaul, my copy is still primarily intact and on their site today.
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    Ready to be scared? Then think about this... change. As it turns out change is one of the most intimidating events we humans face. And according to evolutionary psychologists there’s a good reason for it.
    According to a recent article in the Harvard Business Review, evolutionary psychologists believe that basic behavior was hardwired into the human brain in the Stone Age. Back then, change often meant encounters with life threatening events-- predators, food shortages or natural disasters. As a result, humans learned to avoid the risks associated with change, except when they were truly threatened and change would enhance their chances for survival.
    The same is true today. People don’t like taking risks as long as they are comfortable with the status quo. So if you’re a manager trying to encourage your employees to take risks like thinking outside the box or engaging in entrepreneurial endeavors, you might want to frame the alternatives to change as threatening-- the competition is going to destroy us with a new product, or our brand has lost its cache and market share is slipping fast. Because when threatened, our hardwired instincts will not only tell us to embrace change, but to fight desperately to find alternate means of survival.
    Of all the communications skills you possess, can you guess which one is the most neglected? Here’s a clue...
    Of all the communications skills you possess, can you guess which one is the most neglected?
    I repeated that because, according to Harvard Management Update, odds are many of you weren’t listening. Why?
    Studies show that our brains comprehend speech four to five times faster than people speak. So while people are talking, we have lots of time for those mental excursions we too often take when we’re supposed to be listening.
    Active listening takes work. It means getting out of the habit of interrupting or finishing other people’s sentences, and instead, trying to fully absorb what the other person is saying before considering your response.
    So pay attention and talk a little less — and your hearing will improve overnight.
    In 1994, Quaker Oats acquired Snapple Beverage Company for $1.7 billion. At the time, Snapple’s revenues were $700 million a year and growing. But just two years later, Quaker sold Snapple for a mere $300 million.What went wrong?
    According to Harvard Management Update, Quaker Oats undoubtedly performed due diligence into Snapple’s finances before acquiring the firm, but what they neglected to do was marketing due diligence.
    As a barometer of a company’s entire marketing effort, marketing due diligence examines three core areas of a company as they relate to corporate strategy — its people, products, and processes — and in doing so, raises questions like: How healthy are a company’s distribution channels? How strong is its competitive position? and How effective is its overall marketing strategy?
    Had Quaker done its marketing due diligence, it would have discovered confusion in Snapple’s distribution channels, an array of competitors aggressively vying for its market share, and a need to quickly reposition Snapple as a national brand.
    In not doing their homework, Quaker overlooked critical warning signs and allowed a potentially viable juice harvest to whither on the vine.
    Talk to Zen practitioners about the conscious mind and you’ll likely hear the phrase “monkeys in the trees.” They use it to describe the way thoughts frenetically flit through our minds, making concentration and staying in the moment seem next to impossible.
    But according to Harvard Management Update, the monkeys can be tamed, and with practice you can boost your ability to concentrate.
    Begin by concentrating on a single task for five minutes. When outside thoughts enter your mind-- as they will-- acknowledge them, but gently bring your attention back to the main task.
    Once you can do five minutes without your thoughts wandering, increase the time in intervals up to a half hour. Try introducing outside distractions to master those as well. With practice, you should be able to concentrate anywhere at any time.
    In 1984, the Marshall Plan funneled billions of American dollars into war-ravaged Europe. At the time, many criticized the act as a means of financing America’s future competitors. Were they right?
    According to an article in Harvard Business Review, the Marshall Plan did finance some competitors to American business. But it also kick-started the world economy and, as a result, helped sustain the decades of American prosperity that have followed.
    One of the tenets of a capitalist democracy is that it falls upon the rich, be they states, corporations, or individuals, to provide what is needed but can’t otherwise be afforded. In ensuring the global spread of prosperity where poverty would have surely reigned, the Marshall Plan created both a market and a valuable lesson for future generations.
Harvard Business School Publishing
When Harvard Business School Publishing conceived of creating a daily 90-second radio spot summarizing articles from the Harvard Business Review, Management Update, and Communications Letter, they held auditions to find an appropriate writer/producer to create the show. Relying on my skills as a feature film trailer producer, I was awarded the program and spent the next three years writing and producing over 700 Ideas@Work radio programs, which aired nationally.
The program could also be heard via the Harvard Business School website, and it ultimately became the second most popular visitor destination on the HBS website, second only to the dean's address. Voice by David O'Leary. Music by John Cook.
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Robert Fondren Architect, LLC
This project for Boston architect Robert Fondren was created in one day's time. The purpose was to create four portfolio pieces in a two-page brochure format that he wanted to use in a proposal presentation to a government agency the next morning. It included travel to four sites, photography of the architectural project at each site, processing and culling my photos, and then designing, laying out, and printing four brochures in time for the meeting.
The project was completed on time, and Mr. Fondren was awarded the contract.
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  • BATMAN: The Animated Series
    Story snyopses written for home video packaging:
    When an insurance company pulls the plug on a cryonics experiment aimed at saving a man's wife, a once loving husband is left with nothing but a stone cold heart and a chilling desire for revenge. Genetically altered as a result of the company's interference, the man later returns to Gotham City as the frosty Mr. Freeze — an icy figure bent only on serving his personal vendetta. Now, Batman must stop the forlorn fiend and ensure the only thing served in Gotham is justice.
  • SUPERMAN: The Animated Series
    Story snyopses written for home video packaging:
    Exposed to a deadly dose of toxic chemicals, Rudy Jones, a meager man with a major chip on his shoulder, is transformed into a parasitic creature who thrives on the energy he sucks from others. Discovering an ultimate power source in Superman, the Parasite takes the superhero hostage and plans to use him as his own personal energizer, while getting even with a world that done him wrong!
  • THE MASK: The Animated Series
    Story snyopses written for home video packaging:
    Chasing the time-warped Dr. Kronos into a time capsule, Stanley ends up stuck in the past without much hope for a f-f-f-future... unless he can find a way to dig up The Mask, that is! Only problem is, he left his Mask behind-- or is that ahead? Only time will tell!
    When the Mayor’s jilted girlfriend decides to confront her former boyfriend wearing only a few stick’s of d-d-d-dynamite, The Mask finds himself in the rather disarming position of convincing her to put down her weapons. It’s a tough job, but s-s-s-somebody’s got to do it!
    In November of 1944, while the world was off at war, a young John’s Hopkins Medical University Hospital surgeon by the name of Alfred Blalock quietly cut open the chest of a fifteen-month-old child and began the first reconstructive surgery on the human heart.
    Up to this point in time, medical science had all but left the heart untouched; no one dared tread on such sacred ground. But from that day forward, history would remember Blalock as the father of cardiac surgery.
    What history wouldn’t remember that day was the man standing just behind Blalock, coaching his every move — a man who had perfected the operation Blalock was about to perform, but would never be given a chance to actually perform it himself.
    This is the story of Vivien Thomas, a man who would have been one of the great surgeons of his time, given the opportunity — but given his circumstances, became one of the great legends of his time instead.
    It is a story of broken racial barriers, of a partnership that changed medical history, and of a legacy of dignity, healing, and hope.
    Vivien Thomas never received a college education, a medical degree, or society’s permission to actually touch the human heart. But a full quarter century before the first black surgical resident would be admitted to John’s Hopkins, Vivien Thomas found a way to touch more hearts than any single surgeon ever could.
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  • Welcome to the home of an entirely new kind of nonprofit organization. We were created in response to a heady question:
    What if there was a way to tap into the boundless philanthropic human potential housed inside all those buildings that make up our cityscape and channel it toward ensuring that collectively those buildings also make up a robust, vibrant community?
    The answer required some outside-the-box thinking. It called for creating partnerships between unlikely factions and building consensus among traditionally competitive organizations. It demanded rethinking everything from the fundamentals of fundraising to the core constructs of a traditional nonprofit organization. And most of all, it compelled us to realize that community-based challenges are best solved with community-based solutions.
    The result is Building Impact, a truly unique and highly innovative nonprofit organization that harnesses the collective civic energies of companies and individuals housed in office and residential properties in the Greater Boston area and channels those energies in the form of volunteer hours, monetary gifts, and in-kind donations to local area nonprofit organizations.
    Simply put, we are a grass-roots level civic organizer that unites key community players in partnerships that benefit all involved.
    This website is the jumping off point for community empowerment and improvement throughout the Greater Boston area. We invite you to explore it. Look around, learn, contact us with questions, and join the expanding network of civically engaged citizens working to make theirs a more robust, vibrant community …building by building.
  • Leadership. It is one of our most powerful human traits. It is visionary, influential, effective, transformative, authentic, courageous, and inspiring. It can change the course of lives and propel organizations toward bold initiatives. To the business executive, it can be the difference between professional success and failure.
    But why does it seem elusive to some, while appearing to come so naturally to others?
    The answer is not that leadership is a trait that one is either born with or without. The answer is that some have simply not yet learned to tap into the powerful leadership resource that lies dormant within them.
    Activating leadership acumen begins with an exploration into the foundational beliefs that frame one’s perspective. It requires the development of self-awareness, both in terms of one’s aspirations and one’s impact on others. It involves a commitment to personal vision and the courage to take a stand for what’s right in the face of obstacles.
    In the end, it’s a learning process that yields the wisdom necessary to rapidly assess people and complex situations and to then take targeted, productive action that will ensure positive results.
    Christina Luddy Leadership Consulting specializes in helping individuals activate their leadership acumen and exercise it effectively throughout their professional and personal communities. We believe that leadership is present within all individuals and that, through coaching and personal development, it can be cultivated into the edge business executives need to successfully navigate increasingly volatile and competitive markets.
    The process we use for leadership cultivation is one we developed and tested in a leading financial services firm with a 97% success rate. It is one that goes beyond providing behavioral training panaceas and offers our clients real, personal, foundational insights from which they can build a repertoire of authentic leadership skills.
    Learn more.
Other Work...
My work in marketing has taken a great many forms and given me a portfolio as diverse as my clients have been.
Over the years, in addition to the work you see in the windows above, I have produced 600+ feature film/home video trailers, conceived and written copy for 100+ print ads and product packaging covers, produced and directed a handful of TV commercials, ghost written dozens of direct mail letters, written and designed numerous websites, and even coached some top executives in media training.
Here are some examples. The client for each project is shown in the window below.
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