Page 1

Green Building Goes Big-Time p 06

A New Generation of Office Design p 16

Becoming Friends with Social Media p 20



BR Takes the LEED in Sustainability

Farmers Market Brings Fresh to the Fore


Gourmet Food Trucks: A Feast on Wheels



Tri-Valley Makes High Tech Feel at Home



The Business Side of Social Media



Office Design Gets an Extreme Makeover













DUBLIN Oakland International Airport

Livermore Corporate Airport





The gateway to Bishop Ranch. Folded Circle Two Rings, Fletcher Benton 1982




San Francisco International Airport



BR Executive Forum Draws Top Names



Bishop Ranch Map PALO ALTO


Bishop Ranch Tenant Roster iii

A Note from Bishop Ranch

welcome to Bishop Ranch’s newest publi-

Ranch. While large corporate customers

showcase our community and highlight in-

business, we are now proud to be home

cation: Ranch. We’ve created this piece to

dustry trends that we have been incorporating here in recent months and years.

Bishop Ranch is a 585-acre development in San Ramon, California. Purchased by

Sunset Development Company in September of 1978, it has been evolving as an industry leader ever since. We are now home to

more than 10 million square feet of offices and 30,000 users.

In our early days, creating a revolutionary,

iconic business community was our priority. Starting from raw land, we had an opportu-

nity to set a new standard as suburban office environments sprang up nationwide. This

meant a focus on value, quality, affordability, and transportation. This focus drove us to

take an integrated approach to the project, where Sunset could ensure high standards by acting as the principal, the planner, the general contractor, the leasing agent, and the manager. This model was not new for

Sunset as it had been central to our success in master-planned community construction

since 1951. Today in 2012, we remain stead-

fastly committed to this model and are proud

to be one of the premier business communities in the world with an unrivaled tenant roster. The nationwide slowdown in ground-up

construction has allowed for an introspective

period of product enhancement and improvement at Bishop Ranch. Hard times have

allowed Bishop Ranch to differentiate itself

with Sunset’s stable commitment to quality, offering customers continued value through difficult economic times. New programs in-

clude our BR Ready prebuilt office program, mobile gourmet trucks, new collaborative

workspaces, sustainability, farmers markets, B2B seminars, and social gatherings. These

programs serve to accent strong fundamentals and have driven customer satisfaction.

have always been our “bread and butter” to hundreds of small businesses who have come to Bishop Ranch through our BR

Ready program. Additionally, we are excited by recent leases completed with General

Electric and Pacific Gas and Electric, both

of whom are anchoring high-value operations at Bishop Ranch. General Electric is in

the development stages of a San Ramon

software center that CEO Jeff Immelt has

predicted will become one of the company’s

key growth markets. Pacific Gas and Electric will build an operational nerve center for all of Northern California. These two transactions were not only recognitions of Bishop

Ranch’s offerings, but more so they are an indicator of the type of employee demographic that companies will tap into by

locating here. A highly educated workforce, diverse housing stock, a safe environment,

and multiple recreational alternatives make our area second to none.

We would be remiss not to recognize and thank our long-term anchor customers,

with whom we have enjoyed many years of productive and cooperative relationships,

including Bank of the West, Chevron, Robert Half International, Hill Physicians, Armanino McKenna and 24 Hour Fitness, IBM, Ford, Toyota, Chubb, NY Life, Nestlé…many of whom have been with us for more than 20 years.

As Bishop Ranch evolves into the future,

we are most excited about the vibrant com-

munity that has grown here. Walking through the complexes, one can feel the hum of

productivity, the balance of work and life,

and the sheer quality of the work environment. Please enjoy the first edition of Ranch

and stop by to experience Bishop Ranch for yourself.

The programs have resulted in substan-

tial changes in our tenant profile at Bishop iv


New to Bishop Ranch Sep 2011

Bank of the West (BNP) expands at Bishop

marketing, support, and business continuity,

Ranch, bringing their total presence to more

serving tens of thousands of agents working

than 325,000 square feet, from their initial

for customers of all sizes on five continents,

240,000 leased in 2009.

announced its plan to relocate its global headquarters to Bishop Ranch in San Ramon and


signed a full floor lease of 50,000 square feet.

General Electric leases 125,000 square

feet in Bishop Ranch to house 400 software engineers in what it is calling a $1 billion

global software research center working to

create its vision for the "industrial internet."


Pacific Gas and Electric leases 250,000

square feet in Bishop Ranch to house 800 people and a state-of-the-art gas control

center, responsible for monitoring and ad-


Black & Veatch, a $2.3 billion world-class engineering, consulting, and construction

justing gas pressures in PG&E's vast network of pipelines 24 hours a day.

leader, announced plans to lease 15,000 square feet in Bishop Ranch.



Kaiser Permanente finalizes its purchase

of 2300 Camino Ramon, a building in Bishop Ranch, for a 73,000 square foot outpatient medical facility, boosting Bishop Ranch’s established medical presence at Bishop Ranch 11.

Five9, the leading global provider of

cloud-based call center software for sales, 2


On-site Level 3 Charger fully charges electric vehicles in less than 20 minutes

05 5 4 04

Taking the LEED on a gray, windy day in early february,

made up of more than 15,000 companies and

the nation’s preeminent consulting firms for

more sustainable buildings and communities.

Barry Giles, founder of BuildingWise, one of high-performance buildings, strolls along

a walkway at San Ramon’s Bishop Ranch,

pointing out buildings like a museum guide might linger over a favorite work of art.

“Now, this one here, it was very close to

being Silver,” says Giles, his eyes scanning

the horizon. “We just needed to install some new flush valves. And over there, that one

was in great shape, too. So even though the project was huge, a lot was done before we ever got involved.”

The project Giles referred to is perhaps the

most ambitious LEED certification effort ever undertaken: a coordinated effort to certify

every one of Bishop Ranch’s multistory build-

Building sustainability from the ground floor up 6

ings—more than 10 million square feet in all. LEED stands for Leadership in Energy and Environmental Design, an education and certification program created in 2000 by

the United States Green Building Council

(USGBC)—a nonprofit, volunteer consortium

organizations dedicated to creating greener,

Alex Mehran Jr., general manager of Sunset

Development, the principal developer of Bishop Ranch, says that LEED certification is an

important validation of what the company has

been doing for more than three decades to create a truly eco-friendly business environment. “We saw from the very beginning that

sustainability was essential to smart development,” Mehran says. “This included

everything from efficient building design to land planning that provides tenants with

ample open space. In the long term, what

may have seemed like an uneconomic shortterm investment yielded huge long-term

value in a campus that is not only efficient, but is also a great place to spend time. It was both good for the environment and good for business.”

According to Giles, Bishop Ranch is the largest and most varied portfolio of properties to have undergone the LEED certification pro-


cess at a single time. And when the process

the certification has to be rigorous enough

largest LEED-certified business community in

onerous that building owners simply throw up

is complete, the development will be the

America. Giles should know. He helped write the first LEED guidelines for existing buildings, and since then has helped shepherd

more than 100 buildings through the process. Back in his San Francisco office, Giles recalls how he first came to partner with Bishop

Ranch. “In 2009 I got a phone call from Alex asking if we could meet. BuildingWise had

done a big project with Chevron, one of their major tenants, and Alex wanted us to look

at the rest of his portfolio. He already knew quite a bit about what LEED meant, both

operationally and environmentally. And at the end of the meeting, he just said, ‘I want a

plaque on every building. Let’s get to work.’” Work they did. The project began with Build-

ingWise determining how many LEED credits, or points, Bishop Ranch had already ac-

crued as part of its day-to-day operations.

Giles and his team, together with the Bishop Ranch facilities staff, combed over every

square foot of the massive development,

carefully measuring and recording the myriad factors required for certification—from water and energy usage to how much natural light

the windows let in. The results were encouraging. “We found that Bishop Ranch was

already doing a lot of the things that would score points,” says Giles, “even though

Bishop Ranch wasn’t specifically doing them for that purpose.” This included upgrading

hundreds of bathrooms to reduce water con-

sumption and installing air filters to make the indoor air in each Bishop Ranch building as clean as a hospital operating room.

The initial analysis took a full month and in-

volved a dedicated team of BuildingWise and

to be valid. On the other hand, it can’t be so

Meanwhile, back at Bishop Ranch, the

Effectively communicating the positive im-

Bishop Ranch’s buildings will be Gold Rated,

pact of LEED certification has been a major hurdle for the USGBC, and one reason that the program has yet to gain the level of

acceptance its creators envisioned. Even

with the rest slated to achieve that ranking soon thereafter. Ironically, that’s when the real work begins.

increase in net operating income and have

the end,” says Giles. “That’s not to say it

LEED buildings generate a 7 to 12 percent a far lower cost of ownership, less than 3

percent of all commercial office space in the United States is LEED certified.

So why isn’t LEED certification more sought after? Many critics say the certification

process is too complex and the required paperwork too burdensome. Still others

point to a ratings system that can at times

seem arbitrary and counterproductive, citing

a classic example (since rectified) of a build-

ing owner getting the same amount of points for installing an electric car powering sta-

tion as for a heat recovery system that would save $500,000 a year in energy costs. In

response, the USGBC has continually revised

their plaque goes up is the day their build-

ing will operate at its worst condition. Then I

challenge them: do something every day that improves your building’s performance by just

one percent. That’s where the magic happens. And that’s what Bishop Ranch is doing.”

leed: what’s it mean? in addition to being a

globally recognized stamp of sustainability, leed is a framework that identifies and

“In the final analysis, the LEED plaque you see in a building is the start of the job, not

doesn’t signify a real achievement. But if you

implements eco-friendly solutions that help buildings minimize their environmental impact, conserve natural resources, and improve the lives of their occupants.

“We see LEED certification as a springboard for constant improvement.”

its ratings system, taking into consideration

just rest on your laurels, if you don’t operate

through independent, third-party verifica-

improvements in heating and cooling sys-

and detail it took to get the plaque, it might

awarded points in five major categories:

new building materials and techniques,

tems, and people-friendly practices such

as alternative transportation and flex sched-

the building with the same amount of care as well be made of tin.”

tion, building owners and operators are

sustainable sites, water efficiency, energy and atmosphere, materials and resources, and indoor environmental quality.

uling. They’ve also developed specific rating

Mehran concurs. “We see LEED certification

and retail; increased their focus on interiors

We are working with PG&E to help pilot its

the more points earned, the higher the

are installing towel dispensers with sen-

points–leed silver, 60 points–leed gold, 80

systems for schools, health-care facilities, and existing buildings; and weighted the

system to more properly recognize energy efficiency, renewable energy, and a site’s

overall carbon footprint. All are changes that Giles heartily applauds.

seem intimidating but is ultimately necessary

what the USGBC is doing. They’re being more

manage what you don’t measure. I think that’s pragmatic about what it means to be ‘green.’

“There’s a very fine line that the US Green

"Because of that, they’re recognizing there



Building Council has to walk. On one hand,

process continues. By this summer, 20 of

though numerous studies have shown that

“One of my favorite sayings is that you can’t

if LEED is to remain a meaningful benchmark.

much more flexible and transparent process.”

their hands and say, ‘It’s just not worth it.’”

Bishop Ranch personnel. According to Giles, it’s a time- and labor-intensive effort that can

a building truly high-performance. So it’s a

are multiple angles one can take to make

as a springboard for constant improvement. automatic demand response initiatives, we

sors to save paper, and we have diverted all of our green waste to on-site composting

facilities. We also continue to push our long-

standing initiatives in the fields of transporta-

leed rating: 40 points–leed certified, 50 points–leed platinum.

here in the bay area, notable leed projects include the adobe headquarters in san

tion, high-quality green cleaning, recycling,

jose and san francisco’s transamerica

square footage, we have endless possibilities

platinum certification. for more information

and sustainable construction. With so much to make a big impact.”

It’s all part of what Giles refers to as his One

pyramid, also a buildingwise client and leed on leed, visit and

Percent Rule. “I tell my clients that the day


The Omnivore's Delight

as one drives through the East Bay’s bus-

tling I-680 corridor, it’s hard to imagine that just two generations ago this place was an

agricultural oasis. Old farmhouses have given

way to single-family homes; where boulevards that crisscross the landscape were once row

upon row of fruit trees. However, there’s still a

place where one can literally get a taste of this area’s rich agricultural heritage: the Farmers

Market at Bishop Ranch. Home to more than 50 purveyors of farm-fresh meats, produce, artisanal foods, and handmade crafts, this

biweekly event has quickly become a destina-

tion for those looking to fill their baskets—and lives—with something more authentic than

prepackaged fare. Marjorie Graham of San

Ramon has been a regular since the market

was located in its old Forest Home Farms location and appreciates not just the abundant selection, but the sense of community. “San

Ramon doesn’t really have a downtown,” she

said on a recent Saturday, pulling a red Radio Flyer wagon brimming with apples, potatoes,

and bright red peppers. “So it’s great to come and see all the families, the kids, the really

great food—it’s kind of like a big block party!” It’s an authentic vibe that Harv Singh, the

market’s executive director, thinks is more important than ever. “You never meet the people who build your car or make your clothes.

But here, you get to know the people who

grow your food. There’s a real connection.

It’s honest. It’s local. And I think people really appreciate that.” Just one visit shows you

why. Rows of brightly colored tents shelter a

dazzling array of straight-from-the-field fruits and vegetables. People mingle and meet,

the aroma of kettle corn and freshly baked

enchiladas vying for their attention. And over

in the corner next to the freshly cut flowers, a really a wonderful place to shop,” says Steve

Mantz, an architect and Bishop Ranch tenant. “I’ll grab some things at the Thursday market during lunch. And then the whole family will

come down on Saturday morning.” With that, Mantz takes a bite from a crisp Sierra Beauty apple and smiles. “The only problem is, the food doesn’t always make it home.” 10

Photo courtesy of Tammy Gordon

guitarist gently strums an old Dylan tune. “It’s

San Ramon Farmers Market grows at Bishop Ranch 11

Gourmet Food Trucks Give New Meaning to Dining Out from the day of the first barbecue,

coming together to eat has been an essential human experience. Even today, in our

high-tech, fast-paced world, taking the time to share a moment and a meal is one of

life’s true pleasures. At least that’s what Matt Cohen thinks.

Cohen is the founder of Off the Grid

(, a coalition of Bay Area gourmet food trucks and a driving force

behind the “mobile foodie phenomenon.” By

offering everything from Chinese baked buns (bao) to chicken tikka masala burritos to

handmade crêpes suzette, Off the Grid’s mobile chefs are rapidly running old-fashioned

“roach coaches” off the road. And yet, Cohen thinks their popularity has as much to do with the experience as the menu.

“I think it's natural to want to be in a place

that feels energized,” he says from his San

Francisco headquarters. “So we try to create spontaneous communities where people can gather for great food, but also have encounters with co-workers, neighbors, and friends

that are outside traditional places, like an office or their house.”

It’s an idea that’s captured the imagination—

Says Cohen, “In the Bay Area, it’s very hard for small food service businesses to get

credit and capital to launch a new restau-

rant. So for talented chefs that can't afford to take the leap, food trucks are an attrac-

tive alternative. The start-up costs are lower. And the menu’s smaller, so chefs can really

concentrate on the dishes they do best. It’s like every truck is a signature experience.” An experience that’s absolutely booming.

From an original band of just five trucks in

2010, Off the Grid has grown to represent 60 trucks, and its weekly Friday night happen-

ing at Fort Mason attracts upwards of 10,000 hungry souls drawn by 30 trucks, a full bar, and live music.

In addition to The City, Off the Grid trucks can be found all over the Bay Area: in San Mateo, Berkeley, Marin, and since last year, in San

Ramon’s Bishop Ranch. According to Cohen, Bishop Ranch is one of their fastest growing engagements. “We began with four trucks,

once a week, at one site. This year we’ll do

16 trucks, twice a week, at four locations. It’s really mushroomed.” And when Cohen says

"mushroom," he means grilled portobello with shaved Parmesan and balsamic vinaigrette. From a truck. With a friend.

not to mention the appetite—of legions

of fans, as well as a generation of rising

chefs who are bypassing brick-and-mortar restaurants to take their creations directly to the people.



Gourmet food trucks at Bishop Ranch serve up extraordinary variety

15 14

Reworking the Workplace

ask doug wittnebel whom he considers

among the world’s most influential workplace

designers, and you’d expect his answer might be Clive Wilkinson, the celebrated designer

of Googleplex, Google’s modernistic Moun-

tain View headquarters. Or going back further, maybe Frank Lloyd Wright, whose modern

layouts for the Larkin Building or the Johnson Wax Building predated the current benching

seat layouts of many technology companies. Instead, Wittnebel, a design director in the

San Ramon office of Gensler, a global design firm that’s been a leader in workplace de-

sign innovation for decades, looks up from

his iPad and says simply, “Conan O’Brien.” Surely you don’t mean Conan O’Brien, the comedian and late-night talk show host?

“Yeah, actually I do,” says Wittnebel with a

smile. “Not in the sense that he designs for the workplace, but rather from the strong

public reaction to a bit he did a few years

ago at Intel. Since then, our clients invariably come to us and say, ‘Whatever you do, we don’t want that!’”

The bit Wittnebel refers to is now part of

Silicon Valley lore. In it, O’Brien is given a

guided tour of Intel’s Santa Clara headquarters, where he’s introduced to the classic

old-school Valley workplace—a monotonous, soul-numbing maze of high-walled cubicles,

where employees identify themselves by what pillar they’re near (“I’m an E-4”), and first-time visitors need a trail of bread crumbs to find their way out.

It’s the kind of workplace design Wittnebel is only too happy to see being torn down, one gray cubicle wall at a time.


Gensler’s San Ramon Office at BR 1

New office designs foster collaboration and creativity

“Workplace design today is much more reflective of social and technological dynamics,” he says. “We carry our office in our iPads. So the

actual physical location is less a place to work as it is a place to meet, to gather and collaborate. It’s more about sharing than staking out a space and saying, ‘This is mine.’”

It’s a new way of designing that has profound 17

implications not only on how we work, but

that were more horizontal and less hierarchi-

sparking conversations and collaborations

corner office to aspire to, how will we know

important than accomplishing tasks, and the

or her own little world. The result? Between

how we define success. After all, if there’s no when we’ve “made it”?

Perhaps we should blame Frederick Taylor.

cal; where generating ideas became more traditional roles of worker and boss were replaced by the concept of team.

Scion of a wealthy Philadelphia family, Taylor

Designers soon picked up on this shift. Walls

applying scientific principles to create a more

and workflow were rerouted to create areas

was a successful engineer obsessed with productive, efficient workplace. His pio-

neering time and motion studies led him to

publish The Principles of Scientific Management in 1911, in which he argued that work

was best accomplished by highly trained and

came down. Blinds came up. Foot traffic

of spontaneous collaboration where people

that wouldn’t happen if each stayed in his

precise effects of our work. For example,

So does workplace design mirror our behav-

open now, we’ve found that people still need

constantly ponders.

their releases—Toy Story 3, Finding Nemo

and Up—ranking among the top 50 highestgrossing films of all time.

Wittnebel is referring to the legendary ad

modern corporate life as work-sharing and

“1984” commercial and today serves as a

and people-friendly is now as entrenched in

environment? According to Wittnebel, it takes

a lot more than just tearing down cubicles and putting in a Ping-Pong table.

“We classically think of workplace design

in terms of its physical components: walls

and desks and meeting rooms. But design

is also about processes and systems. What business are you in? Do you have clients

or customers in on a regular basis? What’s your workflow? We have to answer a lot of One of the most famous examples of using

were staying on task, Taylor advocated that

ated, not surprisingly, by Steve Jobs. In

Many of these questions are answered through

obsessive attention to detail and design to

Gensler’s proprietary process for identifying,

mance. And in the corner where he could see

space to shape corporate culture was cre1999 as the head of Pixar, he applied his

influence the construction of the studio’s Emeryville headquarters.

the first step.”

the Workplace Productivity Index (WPI),

implementing, and quantifying what changes, if any, a company should make.

all, the Top Man.

First he had the entire building arranged

Wittnebel explains, “The Workplace Produc-

While many of Taylor’s theories were later

mailboxes in the lobby, followed by meeting

or satisfaction within the workplace. From

refuted, the essential nature of the office re-

mained unchanged through most of the 20th century. It wasn’t until the 1970s that many

social scientists and management theorists began to break free from Taylor’s grip. Re-

flecting the social and cultural upheavals of

the ’60s, they advocated creating companies 18

questions before we even consider taking

specialized employees performing discrete,

their behavior and measure their perfor-


think. We don’t want our clients repeating

of the workplace as being open, flexible,

And not every company is Pixar. But the idea

tional needs, while still being a productive

surrounded by managers who could observe

quiet places where they can be alone and

building a group dynamic that yielded new

that meets its employees’ physical and emo-

modern office was born: a sea of workers

even though workspaces are generally more

Of course, not every boss is Steve Jobs.

ways of thinking and working together.

around a central atrium. Then he put the

rooms, the cafeteria, gift shop, and coffee

bar. He even went so far as to locate the only bathrooms in the entire building in the lobby.

(He later relented and installed a second set.)

tivity Index gauges the level of productivity

a single set of data, we’re able to establish

what’s working and what’s not, and benchmark the results.”

Jobs’s idea was simple. Everyone from writ-

Based upon their findings, Gensler is then

literally forced to run into each other, thus

a company’s unique needs and goals. And,

ers to producers to crew members would be

arrangements is far easier than it might have

mercial and critical success, with three of

says Wittnebel, "we’re able to pinpoint the

from different departments with different perspectives would be exposed to each other,

to forgo fixed spaces in favor of more fluid

“By applying a very careful methodology,”

films that garnered unprecedented com-

So how does a company create a workplace

they be constantly monitored. Thus, the

cess to quantify the results.

the office, they are the office.” Asking them

1999 and 2011, Pixar produced a string of


repetitive tasks. To ensure that employees

once a project is complete, repeat the pro-

able to provide focused solutions to meet

what happened at Chiat\Day.”

agency that created the famous Apple

cautionary tale of design overreach. In the

early ’90s the firm completely dismantled all

its offices in favor of “hot-desking”—providing employees with cell phones and laptops and refusing to provide designated work-

spaces. CEO Jay Chiat would even walk the floor and force people to move who’d been

occupying a space for more than a day. The result was sheer disaster. People began

forming secret departments, sending in different team members to claim office space

and refusing to turn in their laptops and cell

been just a decade ago.

ior or help shape it? It’s a question Wittnebel

“I think the answer is a little bit of both,” he

says, “and let me give you an example. I ran a design office in Bangkok for four years. Now, traffic in Bangkok is just horrible, so my staff wouldn’t arrive at work until about 10 a.m.

What does that have to do with design? Well, once people got to the office, they tended

not to leave. From 10 in the morning until 8 at night, they’d be at their desks, which meant

they ate at their desks. And not one big meal, but constant small snacks throughout the

day. From a design perspective, that meant

we had to provide a surface next to their work surface where they could cut and prepare

food. We also had to move the kitchen and

bathrooms closer to the central work area. So that’s design mirroring behavior.”

phones at the end of each day. Turf wars

And what about design shaping behavior?

prime real estate to themselves. Five years

an overweight Thai.”

erupted, and senior staff pulled rank to keep later, Chiat\Day scrapped the idea, and its

“Well,” laughs Wittnebel, “you very rarely saw

employees returned, happily, to their offices.

about gensler: since 1965 gensler has been

That’s not to say hot-desking has fallen

new areas of expertise to serve the growing

completely out of favor. Corporations like

IBM and Microsoft still practice it, and thanks

designing for the workplace, while adding

needs of their clients. they’ve gone from a handful of employees at the start to more

to advances in high-speed Internet, cheap

than 3,000 people today, with 43 locations

ing where Chiat\Day failed. Part of the reason

has maintained a

laptops, and Wi-Fi, many firms are succeedis as much economic as technological. As

around the world. as it has grown, gensler


firm firm” philosophy,

which allows them to capitalize on a wide

a result of the Great Recession, many firms

range of talent and skill sets throughout

less, and because hot-desking requires much

design and problem-solving for our clients

have become very adept at doing more with

the firm.

less space, they’ve found they can generate

is one of our core strengths,” says matin

more dollars per square foot. Another fac-

tor is social. Today’s employees, especially younger ones, are quite comfortable com-

municating via mobile devices wherever they are, whenever they want. They feel, in the

words of one pundit, “that they don’t go to


integrated approach to

zargari, principal and managing director of the san ramon office.


allows us to serve

them with small, dedicated teams while

accessing the benefits and resources of a large firm.”


Socially Acceptable with 800 million users and counting,

Sutton said when they asked why he robbed

vasive social media platform ever created—a

book is where the people are.

Facebook is easily the most popular and pergame-changer that’s literally reshaped the

banks, “That’s where the money is.” Face-

way we think and communicate. All of which

How has it changed the way companies

all, with so many people spending so much

There’s your first mistake right there (LAUGHS).

has not been lost on businesspeople. After

time there, it’s an incredibly powerful way for companies to connect with a vast audience of interested, engaged users.

But like any medium, there’s a right way

and a wrong way to use Facebook. Which

is why Ranch recently sat down with Steve

Nelson, “Free Floating Electron” at AP42, an

market to their customers?

It’s not marketing or messaging. It’s not even

about two-way conversations, “Oh, I can talk to my customers, they can talk to me, and I can listen to them,” and so on. It’s really more about a place you can facilitate ex-

tended and continued conversations among your customers. You’re the host.

advertising, branding, and technology agen-

I don’t want to be a host. I want to sell stuff.

New Marketing. Nelson has seen the rise of

of what people do now starts with a search.

cy that humbly promotes itself as Masters of social media from the very beginning. In fact, he was one of the very first people to use it, posting messages on Usenet, an early part of the Internet and a precursor to modern

social media. And for the last three decades, he’s been a serial entrepreneur, writer, and

and human behavior have developed in new, and often unexpected, ways.

Why should companies be on Facebook?

It’s like what the old-time bank robber Willie 20

And more and more, search engine optimization relies upon the validation of the social space to say, “Yeah, you’re relevant. You

have value. So we’re going to return you in a search ranking when people ask for, say, the best office supply store.” So simply

having your presence there is the first step to selling.

Ninety-five percent of success is just showing up. Exactly.

Steve Nelson of AP42

lecturer on how technology, marketing,

Then you need to remember that so much

How (and how not) to create your social media presence 21

So what happens when I have a presence

up a page that looks like you’re going to be

The first thing is that you create a network of

or twice a week. It’ll look like a ghost town...

on Facebook?

involved 24/7, and then check it only once

influence, and this is well documented, that

and people will not be nice about that.

you know, but the people they know, and the

Interesting point, people posting rotten

grees of Kevin Bacon.

when they’re not true. What can I do

what you say doesn’t just affect the people people they know, and so on. The Six De-

So my fans have their friends, who have their friends, and…

And they all have their own Facebook page.

things about your company, especially about it?

Remain calm. There are people who are

always going to be unhappy. The thing is, now they’re out in the open, too. And you

It gets real big real fast.

can respond to it. And other people can see

How do I control that?

your customers, and if you’re sincere, they’ll

that you’re truly interested in taking care of

“The pace of change today is so fast You don’t. You have your website, where you run the show. And maybe you have a blog,

see the whiners for who they are and take your side.

now, and so constant, that you have to be incredibly adaptable.” where you can start conversations. And then you move out a ring farther, and you’ve got Facebook and LinkedIn and Twitter, etc., where you have less control, but more reach. And you make sure all these channels are tied together, so each one feeds back into the other.

OK, I’m sold. What’s the first thing I do? Observe.

Observe whom?

That’s your network of influence at work. Uh-huh.

So, it sounds like having a Facebook page is pretty much a must-have. Yes and no.

What do you mean, no?

Today Facebook is the dominant social me-

dia platform. But remember, it’s less than 10

years old. The pace of change today is so fast

Other companies in your industry. See what

now, and so constant, that you have to be

see what your customers are doing, how

have your Facebook strategy nailed, someone

they’re doing right...and wrong. You can also

incredibly adaptable. Because the minute you

they’re using it.

will ask what your Pinterest presence is, and

So, kind of scope out the landscape.

Right. And the second thing is, be realistic

about how much time you’re willing or able

you’ll be like, “Pinterest, what’s that?” That’s why they have you.

That’s what I keep telling them.

to spend managing your presence. Don’t set 22



high tech is back in high gear. After

But it’s more than affordable rent that’s at-

demand, massive layoffs and plunging stock

people. Or, more to the point, good people.

a decade-long slump that saw shrinking

prices, the economic engine that powers the Bay Area economy is once again at full

throttle. Hiring levels have returned to pre-

recession levels. The NASDAQ has climbed

back to over 3,000. And companies that were recently closing doors and consolidating

operations are gobbling up office space at a frenzied pace. But instead of locating in Silicon Valley and San Francisco, many

companies are staking out new ground in

the East Bay’s Tri-Valley, where Interstates 580 and 680 meet. In the last year alone,

everyone from scrappy start-ups to high-

tech heavyweights have been attracted to

the area’s affordability and accessibility to talent. In fact, Connecticut-based GE just

recently began construction of its $1 billion, 225,000-square-foot Software Center for

Excellence in San Ramon’s Bishop Ranch. Considering that the multinational giant could have located virtually anywhere, some were

a bit surprised by the company’s decision to

build in San Ramon. But not Lynn Sedway of Sedway Consulting. As a real estate and ur-

ban economist who’s been studying the Bay

Area for more than 30 years, she sees the TriValley as a relatively undiscovered resource and the region’s next great area of growth.

“You look at Silicon Valley and San Francisco,” she says, “and it’s almost impossible to get

a large block of contiguous space, and rents

are extremely high. That’s what makes the TriValley so attractive to so many firms. There’s room for growth; there’s access to a highly

educated workforce; and in relation to the other areas, office space is still very affordable.” The numbers bear Sedway out. A recent

survey comparing the asking price of ClassA office space in the Bay Area revealed that rents in the Tri-Valley are nearly 50 percent

less than in Silicon Valley, and nearly a quar-

ter of that in cities like Palo Alto, where prime office space can command more than $90 per square foot. 24

tracting companies to the Tri-Valley. It’s According to Sedway, this is one of the area’s biggest advantages.

“In nearly every ranking, the Tri-Valley exceeds the Bay Area average in terms of the qual-

ity of its employees,” she says. “Education,

household income, home ownership...all major factors a company considers when moving...

they’re all higher there than the Bay Area as a whole. There’s really a vast talent pool.”

It’s a talent pool that local companies—and not just high-tech companies—have been drawing from for decades. And while the

arrangement benefited both employer and

employee, it came with one very large down-

side: crushing commutes. Thousands jammed area freeways and BART trains, straining the area’s infrastructure and costing companies

millions of dollars in lost time and productiv-

ity. Finally, the situation got to the point where a few visionary firms decided to “reverse the

commute” and moved to where their workers were. Most notably, to Bishop Ranch.

Toyota was the first in 1981. A year later,

Chevron announced it would move its headquarters there and left San Francisco. And

High Tech Makes Tracks to Tri-Valley

in 1983, Pacific Bell announced the largest corporate relocation in US history, a move

that brought 7,500 workers to Bishop Ranch. Today, the 585-acre business community is home to such marquee firms as IBM, Sie-

mens, AT&T, Ford, Toyota, State Farm, CocaCola, Procter & Gamble, Bank of the West, and JPMorgan Chase. And in a deal just

recently announced, PG&E signed a lease at Bishop Ranch for 250,000 square feet, the

area’s single largest transaction in the last 12

months. According to Ed Hagopian, executive vice president with Sunset Development, the

principal developer of Bishop Ranch, PG&E’s choice of Bishop Ranch was based upon more than just price and square footage.

“It used to be that tenants would just look at bricks and mortar and rent,” says Hagopian.

“Today the questions are much different. ‘What 25

are you doing for my employees; what’s your

office manager at a human resources firm,

long haul, or are you just going to turn around

more than 10 years.

corporate responsibility; are you in it for the and sell the property to someone else?’”

All of these are issues that Hagopian and his team have spent years addressing, develop-

ing programs and services to which he points with obvious pride. “Companies look at our

“Companies look business community and see stability and

at our business community and see stability and security.” security. They know we go the extra mile to

care for them and their employees,” he says. “Take transportation. It’s a huge issue in Bishop Ranch multimodal Transportation Center



terms of employee satisfaction and productivity. So we provide free bus passes. We

have discounts on the ACE train and free

shuttles to and from the stations. Our Bike to

Work program is one of the biggest in Contra

who’s been working at Bishop Ranch for

“It sounds funny, but this is really a com-

munity,” she said recently. “I was taking a walk about six months ago and met three

other ladies from three other companies. We struck up a conversation, and now we meet

every lunchtime. We walk about three miles,

and then each of us goes back to her office.

I don’t think that would have happened if I’d worked in a high-rise somewhere.”

It’s the kind of story Ed Hagopian loves

to hear. And one he’d like to see repeated. Which is one reason why Sunset Develop-

ment and the City of San Ramon are exploring the possibility of what is being called

San Ramon City Center, a 24/7 mixed-use destination, complete with shops, restaurants, a hotel, plazas, open spaces, and residences, all within Bishop Ranch.

“We want to help create an urban center here in San Ramon,” he said. “A place where,

after work, people will be able to go to the

local pub, hang out with their friends, watch the ball games, go to a movie, get dinner,

go home. Some people will even be living in residences at Bishop Ranch.” It sounds like

quite an ambitious plan for a company that’s made its name in commercial real estate. “We’re always trying to anticipate what

people are going to want and need,” replied

Hagopian. “It’s like what Wayne Gretzky said

when someone asked him what made him so great. ‘I don’t skate to where the puck is,’ he answered. ‘I skate where it’s going to be.’”

Costa County. And we actively promote car

pools, with a guaranteed ride home if someone has to work late or misses their ride.”

The personal care and attention don’t stop

after employees arrive at work. On-site facilities include a host of restaurants, miles of

trails and open spaces, and even a full slate

of fitness classes. One fan is Ivy Johnsen, an 27

Bishop Ranch Executive Forum

plunging stock prices. Soaring bankrupt-

Williams cited the Fed’s role as “lender of last

are either unwilling or unable to loan money.

institutions when normal funding wasn’t avail-

cies. Credit in short supply, as nervous banks If this sounds like ’07 all over again, maybe

that’s because it was. 1907, that is, when a

failed bid by stock speculators to corner the

copper market caused a run on the banks and

corporations use to get short-term funding to finance payrolls and inventories.

“There’s no doubt that some of the actions

It was against this backdrop that the Federal

a time when so many people are suffering,”

dent, central bank that could serve as a safeguard against the wild economic booms and busts that plagued the country during the

taken have not been popular, especially at

said Williams. “But, in the midst of a financial panic, they were essential to stabilizing the financial system and saving the economy.”

late 19th and early 20th centuries.

And while we may have avoided econo-

It also served as a compelling context for

forecaster would admit we’re not nearly out

remarks by John C. Williams, president and CEO of the Federal Reserve Bank of San

Francisco, during his recent appearance at the Bishop Ranch Executive Forum Series—a series of invitation-only events featuring leading

business and financial experts exploring some of the biggest issues of our time.


able, as well as backstopping the market that

sent America reeling into a severe recession.

Reserve System was created—an indepen-

Business leaders explore the top issues of our day

resort,” including emergency loans to financial

Speaking before a packed house, Williams

mic meltdown, even the most optimistic

of the woods. Especially in one of the major areas the Fed has been chartered by Congress to address: maximum employment.

Even with good hiring numbers over the past few months, unemployment remains stub-

bornly stuck above the 8 percent mark, and Williams predicts it will still be above 7 percent by the end of 2014.

outlined the history of the Federal Reserve,

“Unemployment is high, of course, and

most recent crisis to keep the economy from

percent objective for years to come,” he

its function, and the role it played during our going into an even deeper abyss.

it’s likely that inflation will be below our 2 said. “In those circumstances, most Fed 29

policymakers expect that we will keep shortterm interest rates at their current very low

levels into 2014 or later.” That may be good

news for big banks and other major borrow-

ers, but not so good for those who count on their savings to generate any sort of significant return. Still, Williams is bullish on the

future of the American economy, providing

the dark clouds gathering over Europe don’t become a full-blown storm.

“In the US, households are repairing their

finances. Businesses are slowly increasing

production and hiring extra hands. The hous-

“Businesses are slowly ining market is no longer falling, and home

creasing production and

hiring extra hands. construction eventually will recover to levels consistent with a growing population. But if

Europe fails to keep the euro afloat, all bets are off.”

bishop ranch executive forum series

compelling issues. leading thinkers. lively discussion. they all add up to the bishop ranch executive forum series—exclusive explore and examine the most important

business, economic, and social issues of our day. since its inception in 2006, the executive series has been proud to welcome notable

speakers such as john silvia, chief economist of wells fargo securities; richard w. fisher, and richard kovacevich, chairman of wells fargo & company.



Caption here...

ceo of the federal reserve bank of dallas;

Q&A at Bishop Ranch Executive Forum

events where br tenants and their guests


The San Francisco Bay Area’s premier business address

As owner, developer, and manager, Sunset Development has worked with a talented

team of architects and designers to estab-

lish strict design criteria and shape Bishop

Ranch into a premier corporate location that

conveys an ethos of quality in every respect. Intelligent planning ensures spatial balance,

visual continuity, and graceful integration with the surrounding landscape.

Sunset Development has also endowed the

park with numerous works of art, including a

dramatic kinetic sculpture at the park entrance announcing the dynamic nature of the business community within. As an exceptional

work environment, Bishop Ranch has earned

the prestigious Urban Land Institute Award for Excellence in Commercial Development.




















DUBLIN Oakland International Airport

Livermore Corporate Airport







San Francisco International Airport






Dougherty Valley


San Ramon Regional Medical Center



Market Place Shopping Center

San Ramon Central Park and Recreation Iron Horse Middle School


Hwy 680


Marriott Hotel



Chevron Park

Hwy 680




The Shops at BR





Toyota Motor Sales U.S.A.


Crow Canyon Commons Shopping Center




Future San Ramon City Center

Future San Ramon City Center



BR Medical



PG&E Learning Center









Fortune 100 Companies at Bishop Ranch: Chevron, AT&T, JP Morgan Chase, Bank of the West*, NestlĂŠ*, IBM, FedEx, Toyota*, Ford, Liberty Mutual Group, Honda*, New York Life Insurance, Sprint Nextel, State Farm Insurance, American International Group, Coca-Cola, Siemens, Procter & Gamble, General Electric, and United Parcel Service.

*Global 100 40

Accounting Services Angela Wong, CPA Armanino McKenna, LLP Boyer & Conniff, LLP Brian Breckenridge, a sole proprietor CT Tax Consulting, Inc. Frank F. L'Engle, CPA Jeff Wilson, CPA John Davidson Accountancy Karen G. Stepper and George Carathimas Lindquist, LLP Miles Mochizuki & Associates, CPA Padgett Business Services Yerina, Pascual & Dizon, Inc. Architectural & Engineering Services Advent Engineering Services, Inc. AEPC Group, LLC Allied Engineers, Inc. Black & Veatch Corporation Brass Engineering International, Inc. Carlson, Barbee & Gibson, Inc. Gensler & Associates, Inc. Hill International, Inc. Interform Commercial Interiors Robert Hidey Architects Ware Malcomb West Coast Code Consultants, Inc. William Hezmalhalch Architects, Inc. Wilsey & Ham Automotive Ford Motor Company Biotechnology Austral Biologicals DataPhysics Research, Inc. Business Services American Ratings Corporation BI Worldwide Business Information Services, Inc. Brookfield Global Relocation Services, LLC Horizon Business Products Paychex North America, Inc. Plainview Products, Inc. PTG Call Center, LP Trowbridge & Associates, CPA Clean Technology Advanced Instruments & Equipments, Inc. BEW Engineering CSI Solar, Inc. enXco Development Corporation Green Plug, Inc. Phoenix Solar Systems, Inc. Shamrock Renewable Energy Services, Inc. Sky Power Systems Viasyn Construction Bechtel Communications, Inc. Hanson Aggregates West, Inc.

Max Fusion, Inc. The Okonite Company Otis Elevator Company Rosendin Electric, Inc. Sheeno General Construction Consulting Services Accenture, LLP Alliance Leadership Alvis Solutions Bureau Veritas North America, Inc. Business Solutions Group Consulting Catapult Consulting Associates, LLC Chiral Management Endowance Solutions Fidelis Pro Solutions, Inc. Fishman Consulting Group, LLC Gary J. Negherbon & Associates, LLC Global Inventures, Inc. Globiz Consulting Group, Inc. Harsco Corporation InsMark, Inc. Iron Horse Interactive Kapur International, Inc. Kerr Hill, Inc. MCJ Consulting Meeting Possibilities Michael Brandman Associates Right Management The Saint Consulting Group SalesMasters Solutions, Inc. Salesmark, Inc. Scientific Researcher SPK Associates Stratedge, Inc. Torchiana, Mastrov & Sapiro, Inc. Consumer Products Aidan Aryl Enterprises AssistGuide, Inc. Aqua Guardian Group Bayer HealthCare, LLC Business Exchange International, Inc. Cal Lighting Challenge Sales, Inc. Enterprise Rent a Car Company of San Francisco Express Signs FedEx Corporation G4S Security Solutions Georgia-Pacific Consumer Products, LP Japonesque Professional Makeup Supplies, Inc. Lea Journo Cosmetique, LLC Procter & Gamble SAFE, Inc. San Ramon Boat Center, Inc. Toshiba Business Solutions Visual Supply Company Education Services JEI Self-Learning Center Learn N Review, LLC University of California, Davis University of San Francisco

Electronics Cresyn Co., Ltd Energy Production, Products, and Services Anderson Plant, LLC Chevron Corporation Enpower Management Corp. Pacific Convenience & Fuels, LLC Pacific Gas and Electric Company Pike Energy Solutions, Inc. Targa Liquids Marketing & Trade West Coast Energy Design Financial Services A10 Capital, LLC AccountNow, Inc. AEL Financial, LLC Allison Low American Honda Finance American Investors Company APayments, Inc. Ascend Management, LLC Balboa Capital Corporation Bank of the West Blue Star Investment & Financial Planning California Financial Advisors Cannon Beach Consultants Certified Planners, Inc. Chevy Chase Bank, FSB Community Accounting & Management Services Consilium Wealth Management Cornerstone Wealth Management, Inc. Credit and Debt Assistance Center of America, Inc. DebtMarket, Incorporated Diana Chan, CFP edMD Edward Jones ENGS Commercial Finance FGD-Financial Group Direct, LLC First Allied Securities Fremont Bank G-Bar greenlight payments, Inc. H. Young International, Inc. International Assignee Services JDN Capital Management Jeff Wang Joseph Duca JP Morgan Chase Bank, N.A. Kaplan & Ezra, LLC Kearney-Burch Financial Services, Inc. Keystone National Group, LLC Lexington Investment Counsel, LLC Lincoln National Sales Corp. Mark R. Swartz Martin Wolf Associates Mason Associates, Inc. Maureen Hughes, CFP New Spring Financial Planning, LLC NLR Investment Services Pacific Mortgage Group Performance Lending & Investments


Presidium Partners, LLC PrimeLending Provident Funding Associates, LP R.A. Bradford & Co., Inc. RG Capital Management, LLC Seacoast Commerce Bank Scott Sprague SF Financial Group, LLC Sound Benefit Solutions Starmont Asset Management, LLC Stephenson Financial Toyota Motor Credit Corporation Union Estate Planning Valentine Capital Zuk Financial Group Food and Beverage Anheuser-Busch, Inc. Brands of Britain, LLC Coca-Cola Enterprises, Inc. DeCredico & Associates Del Monte Foods H.J. Heinz, LP International DIVA California, Inc. Nestlé, U.S.A., Inc. New Era Foods Sodexo Management, Inc. Strategic Restaurants Acquisition Corp. Sun Tropics, Inc. Unibic North America U.S. Brands International Wrigley Sales Company Government Entities Assembly Committee on Rules, California State Assembly Joan Buchanan for Assembly 2008 Health/Fitness 24 Hour Fitness USA, Inc. ClubSport of San Ramon Home Builders Lafferty Homes Lennar Homes Taylor Woodrow Homes True Life Communities, LLC Warmington Residential California Industrial General Electric Company ITW Tool Works, Inc. Keyence Corporation of America Mirion Technologies Occidental Chemical Corporation Praxair, Inc. RedZone Robotics, Inc. Rheosense, Inc. Rockwell Automation, Inc. Siemens Energy, Inc.

Insurance Services AIG Domestic Claims, Inc. AGI Healthcare Group AMCOM Insurance AON Service Corporation Arthur J. Gallagher & Co. Audatex Berger & Jones Insurance Agency, Inc. Carlos Gutierrez CCI Financial & Insurance Services Chubb Group of Insurance Companies Diablo Insurance Edgewood Partners Insurance Center Farmers Insurance Gallagher Benefit Services, Inc. The Guardian Life Insurance Company of America Hartford Fire Insurance Company Hausman Insurance Agency H. Mahdavi Insurance Agency Innovative Claims Solutions, Inc. Jeff Carvalho John Glenn Adjusters and Administrators Liberty Mutual Insurance Company Malou Adams Minda L. Carcamo, State Farm Insurance New York Life Insurance Company Old Republic Home Protection Company Omni-Prestige Insurance Services, Inc. Premier Benefit Resources, Inc. Ryan M. Mooney, an individual Sams & Associates State Farm Mutual Automobile Insurance Smolgovsky Insurance Agency Trouette Insurance, LLC Wealthwise Insurance Solutions Legal Services Anthony Deichler, Attorney at Law Craddick, Candland & Conti Frankel & Goldware, LLP Fazio Micheletti, LLP Geraldi Law Offices Greenan, Peffer, Sallander & Lally, LLP Horizon Elder Law & Estate Planning, Inc. James Romag Jonathan Watts, Attorney at Law Kopy Kat, Inc. Law Offices of Cristin M. Lowe Law Office of Mary C. Whipple Law Offices of Weiler & Borst, LLP Logan Law Group Mark Ressa, Attorney at Law Silicon Valley Law Group Schofield & Associates, PLC Tri Valley Law Group Manufacturing Hyperion Development, LLC ThreeFive Corp

Information Services Thomson Reuters

Marketing Services AP42, Inc. blueSky Companies, Inc.



Car Dealer Promotions, Inc. C.K ONE Marketing, Inc. GCS Promotion Specialties J. Stone Promotional Advertising, LLC Luna Bella, Inc. Meridian Associates Nagy Design S & J Advertising, Inc. TargetCast Networks, Inc. Trans World Marketing Corp. Medical Products and Services Adam’s Safety Training Advanced Rx Management, Inc. Alliance Home Health Atlas Lift Tech Bailer Research Barry N. Gardiner, M.D., Inc. BioVentrix Cabulance Comfort, Inc. Chiropractic Center @ Bishop Ranch CVH Home Health Services Elvina Lui Endoscopic Technologies, Inc. Foresight Management Services, LLC Healthcare Design Solutions Heritage Home Care Services, Inc. Hill Physicians Medical Group, Inc. Independent Pharmacy Company Medical Anesthesia Consultants Medical Group, Inc. Pacific Imaging Technologies, Inc. Primary Eyecare Network Prime Clinical Systems, Inc. PST Services, Inc. Scientific Image Center Management, Inc. SG Medical Billing Tender Heart Home Care UroMed Technology, Inc. Medical Providers Allergy & Asthma Medical Group of the Bay Area, Inc. Anisa Ulrich, R.N. Barry N. Gardiner, M.D., Inc. Barry S. & Sue S. Hoch, D.D.S. Camino Ramon Dental Diablo Family Physicians Diablo Valley ENT East Bay Medical Oncology/Hematology Associates, Inc. East Bay Psychiatric Group Family Smile Center George F. Wong, D.D.S. & Grace X. Wu, D.D.S., Inc. Grace Hospice James Choi, D.D.S., M.S., Inc. John Muir Urgent Care Laboratory Corporation of America Marjan Moinzadeh, Ph.D. Melissa McNamara, M.D. New Age Dentistry Oak Tree Internal Medicine Pediatric Dentistry Pro Smile Dental Care

Rhonda Otway, LMFT Robert B. Neves, M.D., EyeCare Associates San Ramon Dental Excellence Sarah J. Carey and Christine S. Mahon Scott McElroy, DDS, MDS Smrutirekha Misra, M.D., Inc., and Sujatha Rajagopalan, M.D., Inc. Susan Gutierrez, M.D., F.I.P.P. Suzanne Saidi, D.D.S., Tri-Valley Endocrinology Virginia Luchetti NonProfit Organizations Art For Education CALNOC Growing Healthy Churches Local Roots New Life Church of the Assemblies of God NISH Pacific West San Ramon Chamber of Commerce Sentinels of Freedom W. Charitable Foundation Western Conference of Teamsters Pension Trust Fund World Initiative for Science & Healthcare Personnel and Outsourcing Services Advantage Technical Resourcing, Inc. Aerotek, Inc. Alliance IT ASAP Quality Staffing Solutions Ascot Staffing BulletHire Chozen, Inc. eQuest, LLC HRI HS Solutions, Inc. Kair In-Home Social Services, Inc. Leadership Group Executive Search Merit Resource Group Niles Kvistad & Company Reaction Search International RGIS, LLC Robert Half International Inc. RosCor Group, Inc. Rose International Spherion Corporation Strategic Outsourcing, Inc. System 1 Executive Search of Northern California, Inc. Volt Information Sciences, Inc. Talentmine Tekforce Publishing and Printing Services American Reprographics California Newspapers Partnership CopyRite Moore Wallace North America, Inc. Real Estate Services Alain Pinel Realtors, Inc. AMR Appraisals, Inc.

The Bridgeport Company Equity Residential Properties John Beatty & Associates K.A.D. Alliance, Inc. The New Home Company Northern California, LLC Pacific Eagle Holdings Company NRT / Coldwell Banker Realty World Regus Business Centre Corp. Rubay & Rubay SMG Consultants Summerhill Construction Company Synergy Corporate Housing William Lyon Homes, Inc. Technology Accela, Inc. AdageSoft Corporation Affiliated Computer Services, Inc. Alan King and Company, Inc. AMCOM Computer Services, Inc. aMind Solutions, LLC Angus Systems Group, Inc. Annams Systems Corporation ArisGlobal, LLC aurionPro Solutions, Inc. Avatier Corporation Bara Infoware, Inc., Inc. Brocade Communications Systems, Inc. Calypso Software Casahl Technology, Inc. CCITE, Inc. Clare Computer Solutions Cinram Distribution, LLC Cognizant Technology Solutions Comindware, Inc. CompuCom Systems, Inc. Customer Care, Inc. Daggubati-Rice, Inc. DeviceLock, Inc. Drive Headquarters, Inc. Elsevier, Inc. Enclipse Corp. EPM Solutions Five9, Inc. Fujitsu Network Communications, Inc. General Electric Company Global Logistics Village, Inc. GoPrint Systems, Inc. Gorilla Technology Americas, Inc. HP Enterprise Services, LLC IBM ImpulseLogic, Inc. Intelli-Services, Inc. Intellix Solutions IntraGlobe, Inc., Inc. M & S Solutions, Inc. Mobelitix, Inc. MobiXIP, LLC Modular Information Systems MRT, Inc.

Netpace NetXperts, Inc. Nextrials, Inc. Nobix, Inc. NorCal Internet Ventures OutSystems, Inc. Pen Rite Systems, Inc. Planet Pro, Inc. Recall Management, Inc. RedShift Networks Reply!, Inc. rfXcel Corporation Rootstock Software Searchlight Systems, Inc. ScribeBase, Inc. SellPoint, Inc. Six Dimensions Sublime Solutions, Inc. Symyx Software, Inc. Systema Software Systems America, Inc. Team Effort International, LLC Terraspan TESCRA, Inc. Tiara Consulting Services, Inc. Trace3 Twin Industries, Inc. Unibrain, Inc. UST Global, Inc. Vikarta, LLC WANdisco xMatters, Inc. Yaaman, Inc. Telecommunications Products and Services Clear Wireless, LLC eOnTheGo Extenet Systems, Inc. Healy & Company Intelligent Bills RFC Wireless, Inc. Ridge Communications Sprint True Wireless, Inc. vCom Solutions, Inc. Walsh Wireless Solutions, LLC XO Communications Transportation and Logistics Services 4 Way Logistics, Inc. ConGlobal Industries, Inc. Iron Horse Logistics, LLC Marine Air Land International Services, LLC One Stop Logistics Corporation OOCL (USA), Inc. Peterbilt Motors Company SeaCube Containers, LLC Travel Services King Tut Travel & Tours, Inc. Marketplace Travel Trans American Tours


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