Last week the Indian-government-run telegraph service which was, once upon a time, the primary form of communication across the nation, was shut down. At its peak, less than three decades ago, a network of 45,000 telegraph offices served the nation. Last week, there were only 75 offices left. The service, like many others, was the victim of the digital age. In the end, the service was more of a nostalgic relic of a time when communication was slow and steady with no such thing as instantaneous delivery and response. A few weeks ago, I also commented on the demise of National Envelope, another artifact of the past. I highlight these not only because they are interesting, but they are also a reminder that businesses need to stay alert to emerging trends. They are moving at warp speed and can be incredible tools to facilitate communication and other leverage points. Ignoring them can undermine a business if leadership does not move rapidly to adapt.

Tony LoPinto

ROSS STORES, INC.
Director, Real Estate
(PLEASANTON, CA) Duties include directing the analysis, selection, negotiation, administration and coordination of Ross' new store real estate program, and/or the relocation, replacement, expansion and surplus store programs. Specific duties include negotiating the business points for sites approved by the company as well as lease renewals, store expansions, modifications and surplus store space available for sublease; training real estate manager and staff and improving negotiation skills; and traveling to required market areas to visually inspect and evaluate proposed sites, existing stores and competitors within the trade area.

THE ARC COMPANIES
Controller
(NEW YORK CITY) The controller will be responsible for all accounting and reporting activities, and will manage and supervise all day-to-day accounting operation, as well as supervise a team of two staff members. Duties include preparing financial statements, forecasts and other financial reports; planning and implementing the annual budget process; maintaining capital account balances; managing all financial transaction recording and reporting for the real estate portfolio; establishing internal audit programs to ensure compliance; and performing periodic reviews of financial reports, reconciliations, budgets and other financial information prepared by accounting and/or property management personnel to ensure complaisance with the terms of all management, lease and operating agreements as well as loan documents.