QUESTION: Gerald, Do we have a dedicated speaker phone in the deposition room? My phone number over the weekend is 850 510 5308. I keep it on all the time. Bill
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ANS: Deposition
I got a letter from Lou Alexander asking me to sign something regarding distribution of Mon's IRA. Do you know anything about that? I thought Liz moved everything to Legg Mason.
Q: What is a potential subject line for this email?
answer: Mom's IRA
Attendees: AT&T: David Dorman, President of AT&T (bio points below) Enron: Jeff Skilling, Stewart Seeligson, David Cox Adventis: Partha Ghosh, Andy Belt and Mark Bruneau (via telephone) Background: As you well know, over the last 9 months EBS has made substantial efforts to establish a significant commercial relationship with AT&T. Thus far, there have been no transactions between EBS and AT&T other than a couple dozen of circuit purchases by us mostly local loop. Previously, our primary senior point of contact with AT&T has been Frank Ianna (President of Network Services). It is probable that Ianna brought only the typical legacy perspective which prevented him from seeing how we could facilitate the AT&T business from a wholesale relationship. They seemed to only want to sell us services. Adventis advises us that Ianna now reports to David Dorman and that Dorman should be able to better understand the value that EBS can bring to further his business objectives. It is my understanding that it will only be Dorman at the meeting (he is supposedly not bringing Ianna). I view this meeting as a worthwhile shot to see if it is worth pursuing AT&T at all for the balance of the year for a big transaction. Dorman's positive receptability to us is the only reason I can see to spend significant resources on AT&T in the near future. EBS - AT&T History Jun 2000 EES sponsored Executive Briefing with focus on EES and EBS - attendants include Frank Ianna from AT&T. Oct 2000 - Extensive EBS team meets with extensive AT&T team to set up eight tactical and strategic working teams to find opportunities for the companies to build a bilateral commercial relationship. After three weeks, results were presented to executive committee of both teams. Nothing materializes. Potential Opportunities AT&T currently spends a significant amount each year (expected to be in the $100s of millions) on offnet services (wholesale expenses) . EBS would like AT&T to allocate a potion of the purchases towards EBS. Adventis states there are currently numerous major undertakings by AT&T which are transforming the telecommunications operations at AT&T. Is there not something EBS could do to help advance these undertakings? At a minimum we would like AT&T to interconnect to our pooling points. Final Note I do not think we should lead with trading. We should lead with our ability to provide services to the wholesale sector of the industry. The typical reaction we get from incumbent players is that if they don't trade or if they think that trading puts downward pressure on prices, then they should not do business with Enron. They need to understand that they don't need to trade to have a valuable business relationship with Enron Bio Points on David Darmon Received a bachelors degree in Industrial Management from Georgia Institute of Technology Became the 55th employee at Sprint Rose quickly to become the president of Sprint Business and grew it from $5 million to $4.5 billion in revenue with 10,000 employees. Became CEO of Pacific Bell in 1994 at age 39 Joined AT&T in 1998 as the CEO of Concert Appointed President of AT&T in 2000
Answer: Talking Points - AT&T
Here is an email: I have found the events of the last two months to be among the most unsett= ling in my 15 years of owning stock in public companies. I have sold my 1= ,800 shares of Enron Corp. because I no longer have faith in the board to = be a good watchdog for the best interests of the shareholders. I just don= 't understand how senior managers can manipulate the financial results of = the company for the past five years and only recently be discovered. I ex= pect the board to act as more than a lap-dog for senior management. I am = encouraged you turned down the chance to accept a $60 million payday for t= his merger that salvages what little shareholder value remains in Enron. = I would expect the board to seek repayment of any and all bonuses paid to = senior managers based on these inaccurate financial results, including the= estimated $30 million paid to the CFO, who allegedly is the architect of = this scheme to defraud stockholders. Had I known the company was apparent= ly built on smoke and mirrors, I would have sold my stock long ago and not= be forced to watch my children's college fund be pocketed by executives = who have little regard for the stockholders they were hired to serve. I g= uess the only lesson I can take from this is that no company, no matter ho= w large or prestigious is safe from dishonest management. I do not includ= e you in this group, but I do believe you and the board bear some blame fo= r allowing this happen for the past five years. =20 Wayne Heilman Former Enron Stockholder
What is a potential subject line for this email?
A: Upset stockholder
Q: I called Steve Douglas to check on who should be our tax contacts, and he said he, Jeff Blumenthal and Morris Clark can certainly help us with trading related tax issues. However, he is grooming Susan Musch to become the lead trading tax person, so we might want to start calling her. Her ph no. is x56010.
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A: Tax Contacts
Here is an email: Deb, Can you check the VP list for Bill. He was promoted to VP of Enron North America Corp. in January and, looking at the corporate database, his name is not showing up on the list. Thanks!
What is a potential subject line for this email?
A:
VP List