Heres a paradox: What I like about Man on a Ledge is that it is a puzzle, slowly pieced together by plot. What I dont like about Man on a Ledge is the ridiculous plot.

Man on a Ledge falls into line with countless thrillers that attempt to pull off the balancing act of being grounded in reality while presenting a story so over-the-top, so ridiculous and so convenient that its hard, if not impossible, to buy. The film struggles to be a serious action thriller, but wobbles on the edge of absurdity.

I could nitpick it to pieces; magnify its endless holes and the improbable premise. Yet the fact is, I had quite a bit of fun. So in the end this standard-issue action thriller that tries to be smart but comes off as dumb also provides an enjoyable escape.

The plot follows Nick Cassidy (Sam Worthington), who, upon escaping from prison, positions himself on the ledge of a New York City building and demands to see police investigator Lydia Mercer (Elizabeth Banks).

For the viewer, the film is an interesting mystery to solve part conspiracy thriller, part heist film. It gains momentum and becomes increasingly engaging as the film rolls.

Man on a Ledge is no masterpiece, but its worthy enough for a watch.

Come the end of the year, this movie will barely be in my memory anymore. Even now, its becoming a bit hazy. But for the 100 minutes I watched it on screen, Man on a Ledge was clear and accessible entertainment.

Greg Vellante is the film critic for The Eagle-Tribune. He is currently attending Emerson College and has been reviewing and writing about movies for The Eagle-Tribune since 2007.

Earlier this month it was announce that Glee star Lea Michele was named the new spokeswoman for the Candies Spring 2012 campaign, following in the footsteps of past spokeswomen such as Britney Spears, Fergie and Vanessa Hudgens.

Candies is such an iconic brand and I am so happy to be working with them, she says.

The trendy clothing amp; footwear firms new campaign is called, Hangin At Home, and Lea explains the idea behind the new ads.

She says, The concept for the new Candies at Kohls campaign is about enjoying being at home, feeling relaxed, comfortable and happy.

The new ads feature Lea in her own environment and gives fans and consumes an idea of her every day life with photos of her hanging by the pool, relaxing in bed and causing more than a little stir in the kitchen.

Lea, when asked which one of the past campaigns was her favorite, reveals, Britney Spears is definitely my favorite past Candies girl, her campaigns were gorgeous.

Candies shoes are sold exclusively at Kohls Department Stores across the US; and Leas new ads will start rolling out in the March issues of such magazines as Seventeen, Cosmo and Teen Vogue.

Check out the full Candies Collection at Kohls.com!

Check out more pics of Lea from her Candies campaign after the behind-the-scenes video from her photoshoot.

I recently celebrated my 36th birthday so perhaps it was senility setting in when I not only dipped into the Xbox Live Marketplace again for a game to review but also strayed once more toward a game leaning on the supernatural in the wake of my ghastly experience with AMY. AMY, reviewed last week, is a horror-themed game that is just plain horrible.

Haunt is definitely no AMY, however not only is it a kid-friendly ghoulish adventure and not some hopeless attempt at the grotesque, but Haunt lives within its means, uses the Kinect about as well as you could hope for, and offers a few genuinely entertaining hours of gameplay for the same price as the train wreck that is AMY.

This game is Kinect Required, so everyone who tries it out will already be used to acting like a fool in front of their TVs (and possibly onlookers as well).

Good thing too, as Haunt expertly milks the motion-capturing technology to control everything from movement via walking in place to shining a flashlight around with your hand.

Other more instinctual actions like ducking ghostly attacks and covering your ears from a banshees wails are also well within the Kinects tolerances and, for the most part, it registers each motion control deftly.

Youll occasionally find it hard to hit an apparition properly with your light or swear you ducked at the right time and still got hit, but thats the nature of this beast and such moments are few and far between.

The storyline a G-rated tale about a departed individual trapped within the paintings hanging about his former residence wont earn any writing accolades but provides the right motivation for players to tromp about this eerie mansion in search of flasks, puzzle solutions and the occasional spectral baddie.

Haunt teases players with the idea that you can basically take off and run about the mansion at will, but like a classic Scooby-Doo phantasm its all an illusion as the game gently guides you back to where you need to go and you soon realize youre basically on rails for the most part.

The ghosts and spirits in the mansion come in a few basic varieties.

All are G-rated but their sometimes sudden appearance on the screen is good for a couple of jumpy scares. Its nothing gamers five and up cant handle.

Visually the game doesnt crowd the screen with too much going on but what is here is done well.

The atmosphere is the perfect blend of creepy and cartoony at the same time.

Sound work is also well done, especially some of the catchier musical numbers; I expected nothing less from the developers who also gave the world PaRappa The Rapper.

Perhaps the most pointed complaint I have about this game is that you can tip-toe and ghost-bust your way through it in a single gaming session, depending on your zeal for puzzle solving and dispatching the paranormal.

That might not seem like a great value for older gamers, but since this clocks in at about $10 in real money and understanding that kids have no problem revisiting games like this ad nauseum, it suddenly seems like a far more attractive bargain.

Haunt surprised me enough that I think Id rank it alongside Child of Eden as a Kinect game that harnesses what the Kinect controls can do in almost a perfect way while keeping the gameplay simple, accessible and fun.

If youre looking for a Kinect title to enjoy with younger gamers or maybe just to appeal to the younger gamer in us all, Haunt will scare up the fun at a price that wont terrify you.

UPSIDE: Nice use of Kinect controls, fun for whole family. Looks and sounds great, nice bang for the buck.

DOWNSIDE: Perhaps a little too simple, not very long to finish. Illusion of freedom when youre actually on rails.

BOTTOM LINE: Haunt puts the super in supernatural.

Neil MacFarlane is a Halifax video game enthusiast.

( nmacfarlane@herald.ca)

According to a news release, the BDC a nationally accredited Main Street Community won the Best Public-Private Partnership in Downtown Revitalization award under the Organization category of 2011 NC Main Street Awards, in conjunction with the Company Shops Market Co-op.

Other categories included Economic Restructuring, Promotion and Design, and awards were presented by NC Department of Commerce Secretary J. Keith Crisco. He said in the release, Our successful Main Street programs have proven that revitalizing our downtown areas can help grow local small businesses, attract new investments and create jobs.

The Company Shops Market Board of Directors was also named one of the 31 Main Street Champions of last year, which are nominated by their local NC Main Street Programs for contributing to their areas downtown revitalization, according to the release.

Whether volunteers, business or property owners, corporate citizens, civic leaders, municipal employees or public officials, Main Street Champions are the stewards of downtown, who go the extra mile to restore vibrancy and vitality to the hearts of the communities they love, said Director of Urban Development Division Liz Parham in the release.

We had a solid quarter with margins reflecting both leverage
gained from improved volume and a somewhat better pricing environment as
we continue to operate in what we believe is the early stages of a
global industrial recovery.

Net sales in the third quarter of fiscal 2012 were $24.3 million, up
from net sales of $19.2 million in the third quarter of the fiscal year
ended March 31, 2011, which is referred to as “fiscal 2011″. Organic
sales increased $2.4 million, or 13%, to $21.0 million. Energy Steel
contributed $3.4 million to net sales in fiscal 2012′s third quarter and
represented approximately 53% of the growth in the quarter.

Net income was $1.6 million, or $0.16 per diluted share, in fiscal
2012′s third quarter compared with $0.8 million, or $0.08 per diluted
share, in the same prior year period. Included in fiscal 2011′s third
quarter net income was $0.5 million, or $0.05 per diluted share, of
transaction costs related to the acquisition of Energy Steel.

Mr. James R. Lines, Graham’s President and Chief Executive Officer,
commented, “We had a solid quarter with margins reflecting both leverage
gained from improved volume and a somewhat better pricing environment as
we continue to operate in what we believe is the early stages of a
global industrial recovery.”

Nuclear energy projects and naval nuclear propulsion program
contribute to growth

Sales to the US market doubled to $13.9 million, or 57% of total
sales, in fiscal 2012′s third quarter compared with $6.9 million in the
same prior year period. Sales for Energy Steel, which are substantially
all in the U.S, represented 36%, or $2.6 million, of the increase in
US sales in the quarter. International sales in the third quarter of
fiscal 2012 were $10.4 million compared with $12.3 million in the same
prior year period. International sales represented 43% of total sales in
the third quarter of fiscal 2012 compared with 64% in the third quarter
of fiscal 2011.

In the third quarter of fiscal 2012, $7.5 million of sales were to the
refining industry, down slightly from $7.6 million of sales in the same
period of the prior year, while sales to the power market in the third
quarter were up $2.0 million to $6.5 million. The increase reflects the
addition of Energy Steel, which sells exclusively to nuclear energy
facilities (power generation market). Sales to other commercial and
industrial applications in the third quarter increased $1.7 million to
$5.6 million from $3.9 million in the same prior-year period, which
primarily reflects revenue recognized for the US Navy aircraft carrier
nuclear propulsion program. Other commercial and industrial applications
accounted for 23% of sales during the third quarter of fiscal 2012
compared with 20% in the prior year’s third quarter. Sales to the
chemical/petrochemical market increased $1.5 million, or 47%, to $4.7
million as petrochemical operations continue to expand domestically due
to low cost natural gas and to grow globally in order to support
developing middle classes in emerging markets.

Fluctuations in Graham’s sales among geographic locations and industries
can vary measurably from quarter to quarter based on the timing and
magnitude of projects. Graham does not believe that such
quarter-to-quarter fluctuations are indicative of business trends, which
it believes are more apparent on a trailing twelve to twenty-four month
period.

Operating leverage realized on improved volume

Gross profit was $6.5 million, or 27% of sales, in the third quarter of
fiscal 2012 compared with $4.8 million, or 25% of sales, in the third
quarter of fiscal 2011. Improved profit margin was the result of greater
absorption of costs through increased facility utilization on higher
volume and improved prices.

Selling, general and administrative, or SGamp;A, expenses in the third
quarter of fiscal 2012 were $3.8 million. As a result of improved
operating leverage from higher sales, SGamp;A was 15% of sales in fiscal
2012′s third quarter compared with 19% in the prior year’s third quarter.

Operating profit in the third quarter of fiscal 2012 was $2.6 million,
up from $1.2 million in the prior year’s third quarter. Operating margin
expanded to 11% in the current quarter compared with 6% in the prior
fiscal year’s third quarter reflecting the leverage gained on higher
sales and better pricing.

Earnings before interest, taxes, depreciation, and amortization, or
EBITDA, was $3.2 million, or 13% of sales, in the third quarter of
fiscal 2012 compared with $2.3 million, or 12% of sales, in the same
period of the prior fiscal year when excluding acquisition related
transaction costs. Graham believes that when used in conjunction with
GAAP measures, EBITDA, which is a non-GAAP measure, helps in the
understanding of its operating performance. Graham’s credit facility
also contains ratios based on EBITDA. The attached tables provide a
reconciliation of Net Income to EBITDA.

First Nine Months Fiscal 2012 Review

Net sales for the first nine months of fiscal 2012 were $82.9 million
compared with $48.3 million in the same prior year period. Organic sales
increased $20.9 million, or 43.9%, to $68.5 million, while Energy Steel
contributed $14.5 million to net sales in fiscal 2012′s first nine
months. The strong sales growth during the nine-month period reflected
the addition of Energy Steel, the ongoing production of certain major
refinery projects, the progress made on the US Navy’s nuclear
propulsion project, and what Graham believes is the early stages of an
economic recovery in its markets. International sales were 48% of sales
during the first nine months of fiscal 2012 compared with 59% in the
same prior year period. International sales increased to $40 million in
the fiscal 2012 nine-month period compared with $28.4 million during the
same prior-year period. US sales were 52% of sales for the fiscal 2012
nine-month period, compared with 41% in the same period of the prior
year. US sales increased $23.0 million, with Energy Steel contributing
approximately 60% of the increase.

Sales in all industries grew measurably, except for the
chemical/petrochemical market. Sales to the chemical/petrochemical
market were negatively impacted primarily as a result of the timing of
projects released.

Gross profit for the current nine-month period was $27.5 million, or 33%
of sales, compared with $13.9 million, or 29% of sales, in the same
prior-year period. Such expansion reflects the quality of the projects
that were in production during the period, strong pricing as well as
operating leverage gained in operating facilities because of higher
volume.

SGamp;A expenses increased to $11.8 million in the fiscal 2012 nine-month
period compared with $9.2 million in the first nine months of fiscal
2011. Higher SGamp;A was the result of investments in personnel to execute
on Graham’s diversification strategy and the addition of Energy Steel.
As a percentage of sales, SGamp;A was 14% in the first nine months of
fiscal 2012 compared with 19% in the same period in the prior year. The
improvement on a percentage basis reflects the operating leverage gained
as sales increase at a greater rate than required spending.

Net income in the first nine months of fiscal 2012 was $10.1 million, or
$1.01 per diluted share, compared with net income of $3.2 million, or
$0.32 per diluted share, in the same period of fiscal 2011. Excluding
transaction costs associated with the acquisition of Energy Steel,
fiscal 2011′s first nine months net income and diluted earnings per
share were $3.7 million and $0.37, respectively.

Solid balance sheet with strong cash position and no debt

Net cash provided by operating activities in the first nine months of
fiscal 2012 was $3.9 million compared with cash used in operations of
$5.8 million in the prior-year period. The increase in cash provided by
operations was primarily related to growth in net income.

Cash, cash equivalents and investments at December 31, 2011 were $44.5
million compared with $37.7 million at September 30, 2011 and $43.1
million at March 31, 2011. The increase was primarily due to the
generation of cash from operations and the timing of working capital
requirements.

Capital expenditures were $1.1 million in the third quarter of fiscal
2012, compared with $0.7 million in the third quarter of fiscal 2011.
Higher capital expenditures during fiscal 2012, which are expected to be
approximately $3.0 million to $3.5 million for the full year, have been
primarily related to investments in machinery and equipment to improve
productivity, expand production operations, and enhance information
technology.

Graham has a credit facility that provides a $25 million revolving
credit line, which is expandable to up to $50 million. Graham had no
borrowings outstanding under the credit facility at the end of the third
quarter, excluding $8.3 million in outstanding letters of credit.

Order strength reflects success of diversification strategy

Orders during the third quarter of fiscal 2012 were $21.9 million, up
23% from $17.8 million in the third quarter of fiscal 2011.
Approximately 44% of the total order value, or $9.7 million, in the
third quarter of fiscal 2012 was won by Energy Steel. Excluding Energy
Steel, organic orders declined 28%, or $4.7 million, in the third
quarter compared with the same period in the prior year. Total orders
for the power market, which includes nuclear energy, were $10.9 million,
up from $1.5 million in the prior year. For the organic business, orders
from the chemical/petrochemical market more than doubled to $4.7
million, helping to offset the $6.2 million decline in orders from the
refining industry.

Orders from US customers represented 80%, or $17.6 million, of total
orders during the third quarter of fiscal 2012. Energy Steel, which
primarily does business in the US, had approximately 55% of these
domestic orders in the quarter. Graham expects that orders will continue
to be variable between quarters, but in the long run relatively balanced
between domestic and international markets given both the addition of
Energy Steel and the anticipated continued growth in the Asian and Latin
American markets.

Graham’s backlog was $72.6 million at December 31, 2011, down from $75.1
million at the end of the trailing second quarter and also down from
$90.5 million at December 31, 2010. Included in backlog was $12.8
million associated with Energy Steel, which improved when compared with
its backlog of $6.8 million at September 30, 2011. At December 31, 2011,
approximately 40% of backlog was related to other industrial or
commercial applications, which included the US Navy carrier project
order. In addition, 14% of backlog was related to refinery projects, 24%
for power projects, including nuclear, and 22% for chemical and
petrochemical projects as of the end of the third quarter.

Approximately 85% to 90% of orders currently in backlog are expected to
be converted to sales within the next 12 months. The US Navy project
order, which was received in December 2009, continues to have a
measurable impact on backlog and conversion. While a significant portion
of the project has converted during fiscal 2012, more than 50% of the
order is expected to still be in backlog at the end of fiscal 2012.

Full year revenue outlook tightened to range of $105 million to $108
million

Graham now expects for fiscal 2012 that revenue will be in the range of
$105 million to $108 million, gross profit margin will be 32% to 33%,
SGamp;A will be about 15% of total annual sales, and the effective tax rate
for the year will approximate 34%.

Mr. Lines noted, “We benefitted earlier this year from the shipment of
orders that had been received during the strong part of the last up
cycle, and now are seeing the impact of the current industrial economy
and pricing environment. While improving, recovery is still in the early
stages. Orders were bolstered this quarter by the success of Energy
Steel in the new-build nuclear energy arena, but overall the decline in
the refining industry was apparent in the organic business despite a
surge in orders from the petrochemical industry. Although the early
stages of the recovery have been protracted, based on the strength of
our pipeline and the number of quality projects in consideration, we
remain bullish on the long-term outlook for our industry.”

Webcast and Conference Call

Graham will host a conference call and live webcast today at 11:00 am
Eastern Time. During the conference call and webcast, James R. Lines,
President and Chief Executive Officer, and Jeffrey F. Glajch, Vice
President – Finance amp; Administration and Chief Financial Officer, will
review Graham’s financial condition and operating results for the third
quarter and first nine months of fiscal 2012, as well as Graham’s
strategy and outlook. Their review will be accompanied by a slide
presentation which will be available on Graham’s Web site at www.graham-mfg.com.
A question and answer session will follow the formal discussion.

Graham’s conference call can be accessed by dialing 1-201-689-8560. The
webcast can be monitored on Graham’s Web site at www.graham-mfg.com.

A telephonic replay will be available from 2:00 pm Eastern Time on the
day of release through February 3, 2012. To listen to the archived call,
dial 1-858-384-5517, and enter conference ID number 386497. A transcript
will also be available on Graham’s website, once available.

ABOUT GRAHAM CORPORATION

With world-renowned engineering expertise in vacuum and heat transfer
technology, Graham Corporation is a global designer, manufacturer and
supplier of custom-engineered ejectors, pumps, condensers, vacuum
systems and heat exchangers. For 75 years, Graham has built a reputation
for top quality, reliable products and high standards of customer
service. Sold either as components or complete system solutions, the
principal markets for Graham’s equipment are energy, including oil and
gas refining and nuclear and other power generation,
chemical/petrochemical and other process industries. In addition,
Grahams equipment can be found in diverse applications, such as metal
refining, pulp and paper processing, shipbuilding, water heating,
refrigeration, desalination, food processing, pharmaceutical, heating,
ventilating and air conditioning, and in nuclear power installations,
both inside the reactor vessel and outside the containment vessel.

Graham Corporation’s subsidiary Energy Steel amp; Supply Co. is a leading
code fabrication and specialty machining company dedicated exclusively
to the nuclear power industry.

Graham Corporation’s reach spans the globe. Its equipment is installed
in facilities from North and South America to Europe, Asia, Africa and
the Middle East. Graham routinely posts news and other important
information on its website, www.graham-mfg.com,
where additional comprehensive information on Graham Corporation and its
subsidiaries can be found.

Safe Harbor Regarding Forward Looking Statements

This news release contains forward-looking statements within the meaning
of Section 27A of the Securities Act of 1933, as amended, and Section
21E of the Securities Exchange Act of 1934, as amended.

Forward-looking statements are subject to risks, uncertainties and
assumptions and are identified by words such as “expects,” “estimates,”
“projects,” “anticipates,” “believes,” “appears,” “could,” and other
similar words. All statements addressing operating performance, events,
or developments that Graham Corporation expects or anticipates will
occur in the future, including but not limited to, statements relating
to Graham’s acquisition of Energy Steel amp; Supply Co. (including but not
limited to, the integration of the acquisition of Energy Steel, revenue,
backlog and expected performance of Energy Steel, and expected expansion
and growth opportunities within the domestic and international nuclear
power generation markets), anticipated revenue, the timing of conversion
of backlog to sales, market presence, profit margins, foreign sales
operations, its ability to improve cost competitiveness, customer
preferences, changes in market conditions in the industries in which it
operates, changes in general economic conditions and customer behavior,
forecasts regarding the timing and scope of the economic recovery in its
markets, and its acquisition strategy are forward-looking statements.
Because they are forward-looking, they should be evaluated in light of
important risk factors and uncertainties. These risk factors and
uncertainties are more fully described in Graham Corporations most
recent Annual and Quarterly Reports filed with the Securities and
Exchange Commission, included under the heading entitled “Risk Factors.”

Should one or more of these risks or uncertainties materialize, or
should any of Graham Corporations underlying assumptions prove
incorrect, actual results may vary materially from those currently
anticipated. In addition, undue reliance should not be placed on Graham
Corporations forward-looking statements. Except as required by law,
Graham Corporation disclaims any obligation to update or publicly
announce any revisions to any of the forward-looking statements
contained in this news release.

Here’s a round-up of Chevron Corp. (NYSE:CVX) news stories from this week. Chevron Corp. (NYSE:CVX) company shares ended the week at 103.96 (as of 1/27/2012).

Weekly News Roundup: Chevron Corporation (NYSE:CVX)

Monday 23 January

Engen Petroleum has acquired Chevron Corporation (NYSE:CVX) assets in seven sub-Sahara African countries.
According to an announcement made by Africa-based company Engen Petroleum, it has acquired the assets of Chevron Corporation (NYSE:CVX) in seven countries in sub-Sahara Africa.

Henry Akwaboah, Managing Director of Engen Ghana said, “We have completed the acquisition process from Chevron Corporation (NYSE:CVX), now the sky is the limit as we seek to become the champion in Africa. The company would continue to operate in its core functions – refining of crude oil, the marketing of primary refined petroleum products and the provision of convenience services through its extensive retail network.”

This week, in an email titled â??Moss Metamorphoses 2012,â? Moss and his business and life partner Franklin Getchell announced that the store on Greene and Houston would close on February 17, a casualty of the economic crunch. After coming to the hard realization that their much-loved and once lucrative retail location wasnt making any money, becoming what Getchell called an unmaintainable â??free museum,â? the two decided their business needed to change direction, they explained â?? and they would be expanding the scope of Moss as we know it. Brick and mortar stores were out, and consulting, public speaking, and think-tanks hosted in the comfort of their own living room would make for a more lucrative future. The new business is called Moss Bureau.

Last night, Moss was preparing salmon toast points for a party of 17 â?? among them Metropolitan Museum of Art curator Jane Adlin, collectors Nancy Olnick and Giorgio Spanu, and gallerist Asher Edelman and his wife, Michelle â?? who would be arriving that evening for the first of his living-room salons, a lively discussion on unflattering contemporary jewelry. A piece of bread lodged in the toaster set off the fire alarm. â??Weâ??ve never had people over in 40 years,â? Moss told BLOUIN ARTINFO. â??My friend said I had to serve canapÃs, and I said, I donâ??t even know how to do that.â?

As the design impresario went about clearing out the smoke from his kitchen, we asked him about the state of the design industry, his romantic visions of what Moss Bureau will be, and why he isnt that sad to leave his SoHo outpost, frankly. 

Its been 18 years now that youve been in SoHo, running what many have come to revere as a design mecca. Why leave?

The world changes. And also things get stale, and the dynamics change, as we know. There canâ??t be nostalgia. We intentionally never did a book because I wanted it all to be ephemeral. I didnâ??t want it to be about pictures about display, I wanted it to be live theater where you had to go or you missed it. And when the show ends, itâ??s passed on through narrative.

How did things get stale?

I feel that the gallery, in my opinion, doesnâ??t work. Something is wrong. Moss is not, in fact, a museum. It used to support itself very well financially, but people stopped buying things. Our customers, based on empirical evidence, were people who worked in the financial industries, so they just stopped buying. Then a few years went by that were very damaging, and then a few years went by. What I call the art content, where the function of an object didnâ??t rob it of its possibilities of being seen in a broader light, was very exciting in 2003. I felt we showed it very well, everyone came to the openings, but it was kind of from the inside hollow because people werenâ??t actually participating.

In Franklin Getchellâ??s email announcing that Moss would be closing the SoHo store, he said the two of you were deeply wounded by the recession. How bad had things gotten that you could come to the decision it was time to call it quits?

Iâ??m never market driven, God knows, so I donâ??t find out what everyone wants and go do that. I like to say, â??Hey everybody, look what I found,â? and change everybodyâ??s minds. When the whole system seems to be kind of failing, then somebody has to take responsibility for it. I have no nostalgia over the classic brick-and-mortar â?? and I hate the term â?? situation. None whatsoever. Itâ??s a venue. Itâ??s a tool. I could easily write something or give a talk or talk to someone from our apartment. I donâ??t really care. Itâ??s not interesting to me. 

Where did this concept of the Bureau â?? the discussions, the consulting services, and so on â?? arise?

When I looked to see what happened in fashion, the last 15 years â?? Dior, Lanvin, St. Laurent, Bottega Veneta â?? I looked to see the equivalent in our sector. I see our sector shrinking and disappearing. I see the fashion model growing and thriving, and I think something is wrong. Steuben closed, Iittala has gone though a mess of buying and selling. Baccarat is in a mess of buying and selling. A lot of our producers are in trouble. I think, what am I going to do about this? Continue to show it in an idealized way, this work, when no one is buying it? Maybe Moss needs to address what is happening in the world, because we can. Thereâ??s such turmoil at the iconic companies â?? imagine whatâ??s happening in the smaller companies. What we need is what weâ??re trying to do tonight with 17 people. Talk. Organize. The fashion people do. We need to analyze, discuss, and arrive at a better paradigm. At this point of my life, I think I know a lot. Iâ??ve looked for 18 years. I look at so much product every day. I know how to look at something.

Can you talk about some of the products that particularly caught your eye?

I donâ??t want to toot my own horn, but the first company that I felt I made a contribution to was Tupperware back in â??94 with [Tupperware manufacturer] Morrison Cousins. I was like three minutes old, and I said to him â??Morrison, how come you discriminate against Manhattan? There arenâ??t any Tupperware parties in Manhattan. Donâ??t you think we need to store our dried noodles?â? They allowed me to have a Tupperware party at Moss, and I did a dramatic installation of Tupperware. Looked fabulous. They bussed in, like, 18 killer Tupperware saleswomen. We served margaritas. And, excuse the 80s term, it was like the A-list. I had the editors from Vogue there. You know what the average sale was? Like $2,000! Do you know how much Tupperware you have to buy to spend $2,000?

It proved a point that you can somehow go outside of your target. You can take a vacation from your ideas, and you can go with something without changing the product, or marketing it with smoke and mirrors. Just let it be seen through a different filter or juxtaposed with other things. I had them make a special line with black lids specially for New York.

In Franklins email, he also said you would be moving elsewhere that didnâ??t have such a â??fat rent.â? Have you already been scouting locations?

Yes. First of all, weâ??re looking for something cheap, because I think thatâ??s a design reality. Weâ??re looking for something instead of say, $70,000 a month, something thatâ??s 4.

Does that mean youâ??re heading to Brooklyn? Or perhaps Queens?

Iâ??d love to, but Franklin wonâ??t, so weâ??re looking in the Garment District. I love casement windows and polished concrete floors. Iâ??m looking for a crummy but big space where you need a key to the toilet in the hallways. Thatâ??s what it is, because those spaces are available.

And what will you put inside?

Whatâ??s my fantasy? We find a space and we donâ??t decorate it. Itâ??s clean, but itâ??s a romantic 1968 French hovel in the Garment District. We put desks in there, the people in the Bureau. I have people working, and then Iâ??ll have in the middle of it all a piazza where we have a platform, a little exhibition of Maarten Baas. Over by my ugly black file cabinet will be a white metal box that will have three of these beautiful new Italian vases made out of shellac and leaves. Itâ??s all mixed together, like the conference table isnâ??t in this private room, but right by a desk where somebody else is talking. Itâ??s also next to a beautiful sculpture, or a painting that Iâ??m representing from Edelman Arts. Maybe we have a 16th-century painting. The doorâ??s open, and you just go in. It would be cool for people to say, â??Lets go to the Bureau today!â? Thatâ??s my movie script version of it.

If you donâ??t care for brick-and-mortar stores anymore, as you mentioned, whatâ??s the point of a new location?

Itâ??s not going to be a store. Here Iâ??m talking about something that doesnâ??t exist yet. We know we need a place to sit.

Kind of like Andy Warholâ??s Factory. 

The Factory! Thatâ??s exactly what it is. Itâ??s another type of manipulation. Theatricality. But you donâ??t have to do anything! You just let it coexist. What I want is an honest situation where the expenses are in line with what the reality is, but the quality of work remains higher and higher and higher, and that it speaks for itself.

Clearly, running a â??free museumâ? doesnâ??t benefit you, but it has provided an amazing resource and desination for the design world. When you leave SoHo, will you leave a void behind?

When I say â??free museum,â? I donâ??t mean to say that bitterly. Iâ??m not a whiner. Well, not publicly. I whine that my feet hurt. Iâ??m not saying, â??Damn you. If you liked us so much, why didnâ??t you buy things?â? Everybody has issues. I felt we did a great job! Repeatedly, consistently, and well. Who pays for that? Will there be a void? I actually think so.

Is leaving that void something you feel bad about?

Do I feel bad about it? I hadnâ??t thought about it, so I guess I donâ??t! I donâ??t feel bad for me. Look at whatâ??s happened through that area. Iâ??ve lived in New York I think 45 years. You know how long it takes for things to change? Even SoHo has gone through so many metamorphoses, of which I was a contributor and a major instigator. Before, when it was artists housing and the galleries were there, the galleries moved because the paradigm changed. The rents got so high they couldnâ??t afford to stay there. History is repeating itself. That area is so expensive now. We were instrumental, the anchor for creating the design district. And now that itâ??s become so expensive, we have to move, so I donâ??t think thereâ??s going to be a void very long. Who wouldâ??ve thought that on our block was going to be a Prada? Chanel? Itâ??s sort of crazy. Pace, which is now a Paul Smith, was extremely important to the city. People move on. It becomes part of the history of New York. I donâ??t feel that the void will remain very long.

Iâ??m excited about the paradigm to be changing to one I truly believe will be correct and vital, and give the industry, through my own small actions a chance to come back. So and I donâ??t care where I do that. I really donâ??t feel sentimental about it. I never felt that Moss was about that address. Itâ??s sort of egotistical, but I feel that itâ??s me. Itâ??s created to be autobiographical, and as I move, it moves. After all, itâ??s a place, itâ??s a venue, and it neednâ??t necessarily be a gallery in a certain district. Itâ??s morphed so many times. I demand that Moss be what I feel it should be and go where I go. Iâ??m not going to follow it. Itâ??s inside of me.

Kenzi (Ksenia Solo) and Bo (Anna Silk) – Photo: Showcase

Next, a man is out in the forest, green fires popping around him. He seems to be looking for something, enters into a deserted house and finds a treasure.

Back home, while moving new furniture into the house, Bo suggests Kenzi not to attract the Faes attention on them. Suddenly, a guy shows up after the couch caught fire. Hes a woodland Fae, named Will. And he apologizes for the couch. He needs Bos help to find his missing treasure, after a human terrorized his woods. Once Kenzi hears the word treasure, she is suddenly interested.

Bo wants to know why he came to her for help. Turns out he knows a lot about her and her childhood. Hes not willing to share more until Bo does the job he hires her for. He gives her the gun he found at his place. Since Bo wants to find out more about her parents, she agrees to help him.

Bo goes to talk to Dyson at the station and enlists his help. She assures him shes not going on a murder spree and gives him the gun she got from Will to identify its owner. Dyson warns her to stay out of it, but agrees to help her.

He then takes Bo to Dal Riata where she meets Trick, and is introduced to the political systems of the Fae world. The Light and Dark Fae have been on the edge of a war for over 1,000 years. A war between them would end the human race as well as theirs. Bo talks to Trick and wants to know why her parents abandoned her.

Trick suggests they have done that in order to protect her. Not a good enough answer for Bo, though. Meanwhile, Dyson discovers who the gun belongs to: Michael Connell. Dyson is thinking of a way to manage Bo, in order to not get killed in her quest of finding out who she is.

Bo and Kenzi decide to pay a visit to Connell and are welcomed by a shotgun pointed to the door. Bo injures her hand. The house is empty. A neighbour sees them, assumes theyre thieves and threatens them with a gun. Bos instinct to feed pushes her to succubus the woman. As Kenzi tries to stop her, Bo turns around and nearly strangles her friend. Luckily, she didnt kill anyone.

Bo then goes to a jewellery store to find the uncut jewels Connell sold them. The store owner, with his arm twisted, tells her hes in a motel and gives her the address. She arranges with Kenzi to meet her there. When Bo gets there, Connell is expecting her. He wants Bo to make his father meet him, and he will give him back the treasure. Turns out, Will the woodland Fae is his father. He got his mother pregnant and abandoned her.

Then a guy with a removable head shows up and dash into the motel room with a sword. Bo fights with him and tells Connell to go. Meanwhile, Kenzi who saw the entire scene from the car comes to rescue Bo. They both manage to kill the headless creature, throw the body in their trunk and go back to Dyson. The detective says its a Dulahan, a mercenary of the Fae world. Bo then asks Dyson to give her Laurens number. She tells him Lauren could help her control her urges to feed.

Back home, Bo and Kenzi break Will the news that hes a daddy and Connell is his son. Bo goes to see Lauren and asks her for a solution to her problem; if not for her, for the next person she feeds on. Lauren gives her an injection using something she developed earlier for an incubus and suggests her to join the Light Fae. It would be easier for Lauren to help Bo, since shes working for the Light Faes leader.

Bo meets Connell at a storage unit where he hid the treasure. She then calls Kenzi to tell her where she and Will can meet them. Connell walks Bo to the treasure and then threatens her with a gun. He doesnt want to just meet his father; he also wants to make him pay for what he did to his mother. He takes her phone and locks her in with the treasure.

Kenzi and Will arrive. Connell sees them and tells Will exactly what he told Bo. While Will tries to explain why he abandoned his mother, the headless guy from the motel shows up again. Will is unable to stop him. Once a Dulahan takes a job, he follows through. Kenzi releases Bo who starts fighting with him. He manages to slit Bos neck before Kenzi throws his head in the fire and he vanishes.

Will then tells Bo more about what she wants to know about herself. The woman he saw 28 years ago running away with a baby was a scared Fae midwife. She said someone was trying to hurt Bo. He just tells her to find her parents and give them a chance. Then he disappears with Connell in a puff of green fire.

With her neck wounded Bo asks Kenzi to get her Dyson so she can heal. Dyson knows what she needs. Bo, although in real need to heal, is concerned and hopeful he will survive their hot encounter.

Next week, Bo and Kenzi head to college. Tune in Monday, 10 pm on SyFy for a new episode of Lost Girl.

 2012 Anca Dumitru

A senior official said this was part of the digitisation process the corporation planned to start in the coming fiscal. A tax receipt through e-mail works fine for both the payer and the corporation. The payer doesnt misplace it and the corporation can save on paper, he said. About 80% of the corporations total revenue collection comes from property tax.