Online Journal February, 2012

Feb
26
2012

Spotlight on the Seminar Series: A Conversation with MLB's Jonathan Mariner

On Tuesday, February 21st Business Today proudly hosted a conversation with Jonathan Mariner, the Chief Financial Officer of MLB. In addition to his daily responsibilities for overseeing the MLB’s central office budgeting, financial reporting, treasury, and risk management activities, Mr. Mariner's duties include overseeing all Club-level financial reporting through the team CFO's, administering MLB's $1.5 billion league-wide credit facility, and providing updates at Owners' Meetings on the industry's financial health. Mariner's heightened public profile and responsibilities led Sports Illustrated to rank him as No. 11 on its 2003 list of the 101 most influential minorities in sports.

MLB is about much more than just the sport. Mr. Mariner explained that the issues and challenges professional sports leagues now face can be broken down into 5 main areas: enhancing revenue, controlling labor costs, competitive balance, engaging fans further, and expanding the fan market.

Feb
22
2012

Spotlight on the Seminar Series: A Conversation with 5th & Pacific's Bill McComb

On Monday, February 20th Business Today warmly welcomed Bill McComb, CEO of Liz Claiborne Inc., now reestablished as 5th and Pacific. Mr. McComb is responsible for the rebranding of the Liz Claiborne. 5th and Pacific owns Juicy Couture, Lucky Brand Jeans, and Kate Spade. McComb, 48 years old, joined the company as CEO in November 2006. His prior experience at Johnson & Johnson in the areas of consumer products and brand marketing, as well as his direct operation of international businesses, provides important insights in the area of brand management and marketing. Mr. Mccomb lives here in Princeton.

The company has gone through some truly radical transformations. Liz Claiborne Inc. has met much success since the 1980s. Mr. Mccomb’s predecessor became comfortable with the Liz Claiborne brand name and decided to buy some other brand names. After buying over 50 other brands, the company had to do some restructuring.