Jeffrey Hollender forced out of Seventh Generation

first_imgSeventh Generation,Jeffrey Hollender, co-founder and former CEO of Seventh Generation, has been removed as director of the company and his employment has been terminated, according to a spokesperson for the company. The story was first reported by www.greenbiz.com(link is external).Chrystie Heimert told Vermont Business Magazine that the board of directors announced the decision regarding Hollender on October 26. The closely held company is employee owned. Heimert said Hollander and his wife, Sheila, who will remain as an employee and on the board, are still major shareholders in company. Hollender had helped start the company 20 years ago, took it public, then engineered a plan to return it to a private, employee-owned company.Greenbiz.com released an email it said was sent from Hollender to a friend that said, in part, that he was removed from the board and terminated ‘without cause.’ He also said he could not discuss ‘the unpleasant circumstances that led to this.’Fortune Magazine writer, author and Hollender friend Marc Gunther posted the board’s letter and Hollender’s email on his Web site. Heimert said Hollender was removed from the company because there was an issue of leadership. Chuck Maniscalco was Hollender’s hand picked successor, but she said the board did not feel it was “clear and unambiguous” as to who was leading the company.The board’s letter says that Maniscalco tendered his resignation in September, but that the board persuaded him to stay on. The letter also said that Hollender was put on a leave of absence in September. The letter and email are pasted below.Heimert confirmed that when Hollender turned over leadership of Seventh Generation in June 2009 to Maniscalco that a separation agreement between Hollender and the company was put in place and then exercised in October. She also confirmed that Hollender was put on a leave of absence in September. She said she could not release the board letter, but referred Vermont Business Magazine to Gunther’s blog.Maniscalco, she said, will remain as CEO of the company until a new CEO is chosen. Heimert said Maniscalco is now in the process of deciding whether he wants to continue in that role and apply for the job he is currently holding. Seventh Generation, based in Burlington, markets environmentally safe household and personal-care products. www.seventhgeneration.com(link is external)Heimert told Vermont Business Magazine that Seventh Generation employs about 80 in Vermont and a little over 100 system wide; it reported revenues to VBM of $138 million in 2008. Gunther’s blog cited 2009 sales of $150 million.Hollender Email: More than two decades ago, I founded Seventh Generation with the idea of creating a different way of doing business.  Since then, the company has established new benchmarks for ethical and sustainable corporate behavior, grounded in the principles of employee ownership, pay equity, environmental responsibility and transparency.  At the same time, Seventh Generation is a recognized pioneer in its category and a successful business enterprise.On Monday, October 25th, the Seventh Generation Board announced to it’s shareholders and employees that they have ‘decided to end the company’s employment relationship’ with me ‘. . .without cause’.   Though I cannot discuss the circumstances that led to this, I wanted you to hear this news directly from me. [I have also attached the letter that was sent out by the Company.]Over the past twenty years, I have had the privilege to work with an extraordinary group of committed, talented people ‘ and I thank them all and wish them the best. I plan to remain fully engaged in the work of creating a new paradigm for justice, equity and corporate responsibility through my new book, Planet Home that will be published by Random House in January 2011; my work on the boards of Greenpeace and Veritee; and in my role as the co-founder of the American Sustainable Business Council.I greatly appreciate your support and friendship over the years.Board letter:October 26, 2010Dear Friends and Shareholders of Seventh Generation,In the life of every company, there comes a time when the most difficult of decisions must be made. These moments are rarely deliberately sought but instead thrust upon us by unexpected circumstance and by events, which demand that hard choices be made.Recently, the Board of Directors of Seventh Generation faced such a decision and was forced to act in what we firmly believe to be the best interests of both our company and you, its shareholders. First, I want to offer you some context. In mid September, Chuck Maniscalco, our CEO since June 2009, resigned after a very difficult period. Following lengthy discussion the Board convinced Chuck to stay to lead the company at least through a transition while the Board immediately commenced a search for a new CEO. Chuck is personally committed to and focused on leading our company through this transition period, and is considering applying for the job of leading Seventh Generation as part of our search process. We are all committed to having the best leadership we can for our company.With that as background, I want to share with you that, following our September meeting, the Board of Directors reluctantly voted to put Seventh Generation co-founder Jeffrey Hollender on a leave of absence from the company and to remove him from the Board pending further discussions about his future role. Since that time, and after further deliberation, the Board has decided to end the company’s employment relationship with Jeffrey. Importantly, when Jeffrey stepped down as CEO, he negotiated an agreement with the company that allowed for the termination of his employment and provides him with generous severance and other benefits were his employment to end. We have honored that agreement to date, and we intend to honor that agreement going forward. And, I want to assure you that the board, in making these decisions, did so with the best interests of the company, as well as fairness to Jeffrey in mind.All of this was difficult, and I must emphasize that these decisions were not taken lightly. As the leader of the company since its very earliest days and its philosophical guiding light for over two decades, Jeffrey has been an integral part of our brand and an obvious lynch pin of our success, our unique corporate spirit, and our much acclaimed emphasis on equity and justice in the way we conduct our business. It is no overstatement to say that without his unwavering dedication to our cause and his tireless efforts on our company’s behalf, we would not be the company we are today, and indeed might not be here at all. His is a legacy worthy of the highest respect and admiration, and nothing in our recent decision should dim that in any way.Nevertheless, recent events have forced us to choose between divergent paths. We have elected to set the company on the one we strongly feel has the very best chance of fulfilling the commitment we’ve made to all our stakeholders to achieve the greatest possible lasting success, financially but especially in terms of making our world a better, safer place for our children and the following seven generations.To a large extent, present circumstances mirror those at many other companies whose founders have made the decision to turn over the reins to someone else. As organizations grow, so do their managerial requirements. Eventually these increasing layers of complexity demand the recruitment of experienced professional leadership whose abilities and experiences are required to move forward. This is the crossroads at which Seventh Generation now stands.And that is an important point that must be made: Though our leadership has changed, our aspirations have not. It remains our objective to continue to grow Seventh Generation while staying true to the strategies we’ve previously shared with you over the years. We believe deeply in our business and its model, and will continue to do all that is within our power to drive our business, our social mission, and our global imperatives forward.Despite this period of executive transition, the Board remains confident in the company’s ability to continue to grow its business and social mission for long-term success. Our accomplishments over the past year are numerous, and each reflects the company’s ongoing commitment to corporate responsibility and to growth. These important milestones include:‘Achieving three consecutive quarters of growth despite an extraordinarily challenging economic and competitive landscape. Year-to-date, our sales have grown at a double-digit pace, which would be the envy of many of our competitors during this extraordinarily challenging economic landscape.‘Successfully introducing the first ever EPA-registered botanical disinfectant cleaner.‘Launching our first-ever national advertising campaign, which more than doubled awareness of toxic cleaning product issues as well as our brand itself.‘Expanding our already extensive distribution base to include Safeway and also Wal-Mart, a partnership that accelerated our commitment to make green products affordably accessible to more consumers.‘Increasing our involvement with Women’s Action to Gain Economic Security (WAGES) in order to more effectively address our economic equity concerns.‘Marshalling public support for reform of the badly outdated Toxic Substances Control Act.‘Engineering the first cleaning product packaging made from 90% post-consumer recycled content.‘Successfully completing a $30 million equity capital raise with a group of investors aligned with existing shareholders as responsible, long-term stewards of the Seventh Generation brand.Change is always difficult, and this particular evolutionary moment has certainly been more challenging than most. What matters, however, is not what has happened but what will happen. On this count, the Board is confident that it has taken the steps necessary to ensure that Seventh Generation’s untapped growth potential is fully realized in the years ahead. As we move into that promising future, we continue to express our thanks for everything Jeffrey has done for us and for the company he has built. That company has a rewarding road ahead of it indeed, but this success cannot and does not depend on any one individual. Instead it springs from the unique synergy that comes when many act together to realize a singular ideal. That’s the task before us now, and with your continued help and support, I’m certain we’ll achieve it.Respectfully,Peter GrahamChairmanRELATED:Marc Gunther Blog with letter to employees and Hollender email:http://www.marcgunther.com/2010/11/01/seventh-generation-sweeps-out-its-…(link is external) Greenbiz.com Story:http://www.greenbiz.com/blog/2010/11/01/seventh-generation-fires-chief-i…(link is external) Burlington Free Press story:http://www.burlingtonfreepress.com/article/20101102/NEWS01/101102022/Sev…(link is external)center_img 2003 Vermont Business Magazine Profile of Jeffrey Hollender and Seventh Generation:http://vermontbiz.com/article/june/jeffrey-hollender-and-seventh-generationlast_img read more

McIntyre feels SU ‘moves boulder’ in coach’s debut season

first_imgSyracuse men’s soccer has started to move the boulder. So says first-year head coach Ian McIntyre. In the first season — a season in which McIntyre’s team was primarily comprised of newcomers — SU was simply making that first push. It was building a team, establishing a core, learning to play as a unit and slowly trying to set the boulder that is the SU soccer program in motion. Although McIntyre said the 2-10-5 season was ‘disappointing’ given the high hopes for the program, he realizes this season was just the first step. ‘There’s high expectations in this program and that’s exciting,’ McIntyre said. ‘We feel that we have a bright future. But you understand. You use the metaphor that you’ve got to get this boulder moving, and the hardest work is always that initial force required and then as things get rolling, things get a little easier.’ The team had the fewest wins of any SU team since 1971. It was unable to score in nine of its 17 games and amassed just 10 goals the whole season. But much of this disappointment is likely a result of the fact that this was a building year.AdvertisementThis is placeholder text Coming into the season, 10 players on a team of 30 were returners. The team had no base to build from. The only way to describe the hodgepodge of returners, transfers and freshmen was ‘new.’ It was this newness that encompassed the team all season. There was an upside for many of the returners as they were given a fresh start, but on the field a lack of familiarity was apparent. For the transfers and the returning players, the new coaching staff and the changes to the team meant getting to start over. Particularly for the returners who endured a season of intra-team conflict over the ultimate firing of former head coach Dean Foti, the clean slate was important. Sophomore David Neumann said particularly after a bad season last year (3-15-0), it gave the players new hope. ‘Coming into the season with a fresh outlook, new faces, it was like we were starting over again,’ Neumann said. ‘Almost like it was my first year again, being able to start over.’ Yet the team had little time to mature, individually and together. It took some time for players to figure out where their teammates would be, junior Nick Roydhouse said. The communication issues often led to turnovers and kept the Orange from stringing passes together. During the course of the season, four freshmen got playing time. Brett Jankouskas and Robbie Hughes started most of the games. But having such young players can be challenging. McIntyre said they had to get used to the physicality and speed of college soccer, which takes time. The burden was placed on them to truck on anyway. ‘We’re a work in progress,’ McIntyre said. ‘We will continue to evolve as a team. A lot of young players got a lot of experience this year. … And perhaps players that we would have liked to have slowly introduced to our program and Division I soccer really had a baptism by fire this year.’ Looking ahead, however, the Orange has established its core group. In the offseason, Neumann anticipates the players will continue to work on getting to know each other. This will specifically take the form of ball work, to eliminate the communication issues. And with the season only over for four days, the team was already back on the field running. It struggled with fitness throughout the season and was unable to catch up given the short time between games. Next year there will be no excuses. As Roydhouse said, ‘You can never be too fit.’ So with the first push behind it, Syracuse continues to get that boulder up to speed. ‘We’ve got a really good core group now to work off,’ Roydhouse said. ‘Everybody kind of knows what’s going on. And it will be easier for new players to come and just to see what’s happening from the players that are already here so they can catch up and join them.’ alguggen@syr.edu Published on November 3, 2010 at 12:00 pm Commentscenter_img Facebook Twitter Google+last_img read more

Lakers podcast: Why have the Lakers collapsed defensively

first_imgThe Lakers are in the middle of an eight game losing streak, and the main reason is that the Lakers have been unable to get stops on the defensive end. Mark Medina and Bill Oram of the Southern California Media Group examine what’s going on with the Lakers on that end of the court, with audio from Jordan Clarkson and head coach Luke Walton.Listen to the podcast. Newsroom GuidelinesNews TipsContact UsReport an Errorlast_img