Finding the Money

For Immigrants, Red Tape Across the Golden Door

New for Women Entrepreneurs

Corporate Angels

Donate Please

Corrections or additions?

These articles by Kathleen McGinn Spring & Bart Jackson were prepared for the February 11, 2004 edition of U.S. 1 Newspaper. All rights reserved.

Rising on the Wings Of a Positive Attitude

There can be no doubt that Rosemarie Strawn was born with a smile on her face. Bubbly to the point of effervescence, she brims with joy and enthusiasm when talking about everything from her marriage — married for eight years and still mistaken for a honeymooner — to her lay-off from Telcordia. Of the latter event, she says, “Others were crying, but I had to try to curtail my happiness.”

A positive attitude can indeed be stitched into DNA, but Strawn declares that it also can be learned. What’s more, it is her contention that anyone who wants to get ahead in business had better work at developing one. She speaks on “Attitudes are Contagious: Is Your Catching?” on Tuesday, February 17, at 6 p.m. at a meeting of the Central Jersey Women’s Network at the Holiday Inn in Princeton. Cost: $35. Call 908-281-9234.

Strawn was born and raised in Guyana, South America, in a family of CPAs. “There are three in a family of six,” she says with a laugh. “Too many! We need a doctor and a lawyer.” Whether CPA, engineer, or scientist, her parents were determined that their children would have the opportunity to achieve in a wide range of professions. They were among a small group of relatively wealthy people in Guyana. “We had two cars,” says Strawn. Most people in the country had none. “Ninety-five percent of the people were poor,” she says.

Her family was well to do by Guyana standards, but that was not enough for her parents. Her mother, a CPA, looked around and saw that educated people were limited to careers in retail or banking. “She was astute,” says Strawn, “she asked ‘where is the future of my children?’”

The answer: New Jersey. Strawn’s father, also a CPA, saved and saved to get the family out of the country just as she, the oldest of four siblings, was old enough to get started on her higher education. Visas in hand, the family immigrated to America, where a cousin in New Jersey was ready to get them settled.

Strawn, who had excelled in the sciences in high school, chose NJIT for college because of its proximity to her home and its relatively low cost. She earned a bachelor’s in computer science in 1988 and an MBA in management information systems from St. Peters in 1991.

She then held technology jobs in some nine companies, ranging in size from software start-ups to Dean Witter and AT&T. Her assignments included everything from testing software to designing employee incentives in an effort to boost customer satisfaction. His last job, with Telcordia, for whom she worked for four years, resulted in a lay-off, a severance package, and the birth of her company.

Landing on the street three years ago — with a smile on her face — she asked friends, family, and colleagues for advice on her next career move. “Everybody said ‘speaker and trainer,’” she reports.

Her business plan was simple. It consisted of answering three questions. “I asked myself ‘will you enjoy it; does it meet a need; will you be paid well,’” she recounts. Answering yes, yes, and yes, she was on her way.

Her business, Positive Actions (, is located in Piscataway. It offers in-house training to business, coaching in public speaking and business networking to individuals, and motivational speaking to groups.

Strawn knows that she started her business in the worst possible economic climate. In that, too, she sees a plus. “I started when times were really bad,” she says. “When you’re at the bottom, what can you do? It has to go up. It can only get better.”

Her first two years were difficult, last year was better, and 2004 started off with a bang. Within the first two weeks of the year she booked no fewer than four speaking engagements and got the nod to go ahead with two big corporate proposals. “It cannot be anything but better,” she declares. “I feel we’ll have more work than we can handle in 2004.” Her husband, Mark Strawn, a transportation negotiator, tells her: “If you ride it out, you’re going to be around for a long time.”

Nothing but optimistic, and almost preternaturally positive, Strawn urges the same attitude on others.

Who would want to work with you? This question is at the heart of an self-evaluation Strawn uses with clients and audiences. It applies both to corporate workers and to business owners, to team situations and sales. Evaluate the temperature in your vicinity. Is it warm and inviting, cold and off-putting, or dangerously turbulent?

Do you time your complaint sessions? “No one likes a complainer,” says Strawn. Grousing becomes a habit, a downward spiral into misery. Think twice about going over your boss’ faults once again, and avoid co-workers who obsess over perceived shortcomings in their colleagues, superiors, customers, family members, and the weather. Don’t be a downer, and don’t hang out with those who are.

That said, even Strawn acknowledges that “everyone has to vent once in a while.” She is happy to listen to friends’ grievances — but only for a short time. Members of her inner circle feel the same way, and make a practice of laying out their complaints succinctly, and then moving on to more positive topics.

“You can visit pity city,” she says, “but you can’t stay there.”

Are you happy to get up in the morning? A positive attitude can be a matter of perspective. “If you got up this morning, you’re blessed,” says Strawn, “not everyone was so fortunate.” If you’re driving to work in a traffic jam, she counsels, be grateful that you are not standing out in the sleet waiting for a bus.

You get the idea: Count your blessings.

But there is a part two to this “happy to get out of bed” thing. Strawn doesn’t dismiss negative attitudes out of hand. If, in fact, going to work has become just drudgery, ask yourself why you do it. A positive attitude flows from passion. If there is none left, find another way to spend your day.

Do you waste money on stuff you don’t really want? The connection between conspicuous consumption and a negative attitude may not be immediately obvious. But, Strawn points out, people who try to blot out a bad day with a trip to the mall may be fencing themselves into a lifetime of bad days. Possessions, and the debt that often accompanies them, can make it difficult to pursue more satisfying work.

During Strawn’s days in the corporate world she was making enough that co-workers often asked: Why don’t you get a better car? Why don’t you get a better house? Her answer was that she was happy with the car and house that she had. Avoiding upsizing her life has made it possible for her to take a chance on starting a business that she loves.

The American dream has come true for Strawn and her family. She and her three siblings “all have an MBA or better,” she says. She has not been back to Guyana, and has no desire to return.

“I’m spoiled,” she says. “I’m Americanized.” There is, however, one thing that she and her family do not like about their adopted state. “We all hate the cold!” she exclaims. Not dwelling on the negative, she lights up as she talks about plans for a trip to the Caribbean. She fulfilled a long-time goal by conquering water skiing there last year. It wasn’t easy, she says, but she kept trying until she got it.

This is a woman who sprints over obstacles gleefully. “I have to control my laughing,” she says. “Things tickle me.” While her training business is doing well, one wonders if Strawn couldn’t make serious money by putting her scientific/technical background to work and coming up with a way to bottle her soaring high spirits.

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Finding the Money

Since the first copper coin was minted with the image of King Tut, people have complained that money was unusually tight. Investment capital was hard to come by because the pharaoh was liberal; because the pharaoh was conservative; because the Nile flooded too early. We’re still singing the same song. Money is tight because investment bankers have been burned; because the IPO window is not yet fully open; because bankers rely on computer scoring rather than personal relationships.

New reasons, the same complaint.

The fact is there is money available for those with the skills to find it. For business owners on this hunt, Mercer Community College offers a one-evening course, “Developing A Borrowing Relationship,” on Wednesday, February 18, at 6:30 p.m. Cost: $51. Call 609-586-9446 for more information. Professional arbitrator, entrepreneur, and CPA Kenneth Horowitz leads the class and outlines methods for getting the funds flowing — both at start-ups and at more established companies.

A man walks into a bank. He goes to a loan officer and says “I need some money.” The loan officer says “How much?” The man replies “I don’t know.” Sound like a bad joke? Maybe, but it happens all the time, says Horowitz.

A native of Newark, Horowitz graduated from Fairleigh Dickinson in 1969 with a B.A. in accounting. Earning his C.P.A. led to a succession of CFO jobs with mid-size firms around the state. At one point he worked for Arthur Anderson. “That was way back in l974,” he hastens to point out with a laugh. “Before all their troubles.”

For the last six years Horowitz has shifted into teaching and arbitrating commercial disputes. Unlike mediators, who shuttle back and forth between two parties in separate rooms trying to move each into a compromise, arbitrators listen to both sides and hand down a definite judgment. “Studies have shown that arbitrators’ decisions are typically very close to court decisions,” he says. But they generally cost each party a lot less.

Money is not tight, insists Horowitz. He dismisses the popular myth, and points out that with interest rates so low, there has been a build up of capital in the coffers of all types of lenders. Many lenders are actually facing the problem of finding good places in which to invest their money. The time is ripe. How do you take advantage?

Where to search. Conventional wisdom assures us that less established businesses must deal with less established lenders. Banks invariably laugh the new entrepreneur out of their marble halls. “Bunk,” responds Horowitz. “Banks, venture capitalists, or commercial investment groups are all much more interested in getting their individual criteria met than in the age of your firm. The loan applicant must be aware of these differing needs and tailor his presentation toward them.

Banks and traditional lenders are primarily interested in how they are getting paid back. They require proof of potential cash flow. The question of collateral and current assets is secondary because they truly want no direct involvement in your business. Banks see their recipient businesses as works in progress that will go on long term, continually borrowing and repaying.

The venture capital or private investment group, as Horowitz puts it, “seeks the big hit.” They want to invest one lump of cash at the start, get the business launched, and then reap a huge reward by selling it to some other firm. To ensure that the company will be attractive to outside buyers, the investors often want to exert managerial control. They want people on the board and veto rights, and may even take a hand in day-to-day operations. Owners who want to grow a business themselves, retain total control, and remain at the helm may not want to look venture funding.

Loan avenues. Typically, lenders specialize in one type of loan and don’t cross the line. Capital leases, which can involve borrowing $1 million for a piece of equipment that will last 10 years, tend to be the purview of commercial lenders. Such firms probably will not fund your corporate expansion.

Start-up capital for the entrepreneur operating out of his basement often comes from venture capital and private groups. However Horowitz urges all start-up firms to at least approach traditional lenders initially because of their lower rates.

Working capital loans, which cover the delay between potential income stream and actual cash stream during a new sales expansion effort, are the meat of traditional lenders’ business. Banks are happiest financing the operating cycle as you turn inventory into profit and repay them promptly. This said, it should be noted that for the past decade traditional lenders have been involving themselves in asset-based lending. In such loans, consideration shifts to the value of accounts receivable and other easily collectible collateral over current ability to repay. The lender carefully scrutinizes the security behind the loan. While this criterion could disqualify many software start-ups, it could be the breath of life for an established construction firm.

Making the pitch. “You are not a beggar, you are a customer,” declares Horowitz. “Keep reminding yourself of the obvious truth that lenders need to make loans, not turn them down.” Lovely colored charts, expensive displays, and a grand — if nebulous — vision were the tools of the 1990s. Today, lenders seek applicants who have a solid business story, backed up an insightful plan and ample numbers to justify it all.

Selling your expertise, both personally and on paper is a prime factor in securing funding. Lenders want to know that you have a good idea, and the brains and horsepower to make it a reality. Your product or service may be wonderful, but can you convince a lender that it will make money in this market?

Have you got the brainpower on your staff and board? This goes beyond production to include accounting, management, distribution, and all aspects of business.

Lenders tend to be much more receptive if they believe your business will last at least the life of the loan. This obvious need often goes unaddressed by applicants. Business horsepower is an intangible quality, but it has kept funds away from many fields such as software development, in which so many firms have started with a flourish and simply run out of steam.

Facing failure. Once a lender has turned you down, you have an opportunity. Ask him why and where else you might go to seek funding. Most likely, your application was rejected for one of two reasons: Your story wasn’t good enough or your business wasn’t good enough.

“If it is a poor business,” says Horowitz, “the lender has just done you a great favor.” Sometimes it just takes a third party to see the flaws in your plan. Or perhaps you were asking for too much money. Advice is cheap and most experienced lenders will freely dispense provide valuable assessments. They also know other players in the lending trade and frequently can direct you past the doors of institutions, and into an individual’s office.

Every lender has traditional ideas about what kind of loans he wants to make to what kind of businesses. But the marketplace is dynamic. The keg is full, and new lending sources arise all the time. Armed with the tools of tenacity and information, you can tap your share.

— Bart Jackson

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For Immigrants, Red Tape Across the Golden Door

America is a worker’s oasis. For centuries immigrants have flocked to this land seeking not to lounge on easy street, but to labor their way into successful lives. Historically, businesses accommodated these willing workers, paying those in unskilled jobs a pittance, yet still far more than they would make in their homeland. Now a flurry of conflicting state and federal plans propose everything from total amnesty for any job-holding illegal immigrant to dousing the Statue of Liberty’s lamp altogether.

Employers, meanwhile, are shaking their heads, desperately trying to figure out their legal responsibilities. The issues get a thorough airing at “Maintaining Immigration Compliance in a Changing Workplace,” a five-hour seminar taking place on Wednesday, February 18, at 10 a.m. at the Sheraton Parsippany. Cost: $55. Register at Sponsored by the Employers Association of New Jersey (EANJ), this event features David Nachman, managing attorney of Nachman & Associates in Upper Saddle River; attorney John Sarno, president of EANJ; attorney Robin Ross, an EANJ trainer; and Rhoda Dent, trial attorney for the Office of Special Counsel, Unfair Immigration Related Employment Practices, Washington, D.C.

More than 250,000 undocumented aliens live in the Garden State, and most of the adults work. Another 300,000 legal guest workers are in the state’s workforce. Sarno has been following the legal ramifications of this situation for the past two decades.

A New Jersey native, Sarno grew up in Elmwood Park, and earned his B.A. in psychology from Ramapo College. He also holds a law degree and an M.A. in counseling from Seton Hall. He calls his mix of professional degrees “an odd but invaluable blend” for the work he does at EANJ. An author, his first book, published in 1997,was “The New Employment Contract.” It is a handbook for employers who want to stay out of court. His latest book, “The New Economy,” specifically delineates the fiscal situation of the Garden State.

“In this past decade employers have become increasingly aware that they owe a responsibility to and for foreign workers,” says Sarno. There are onerous penalties attached to violations. Yet while sweeping changes have been proposed and some small changes have actually been enacted, basic employer concerns remain the same.

Amnesty enigmas. Governor Schwarzenegger recently tested the waters with a plan to deny undocumented immigrants various licences and privileges available to citizens. Meanwhile, President Bush, in his State of the Union address urged a federal policy change that would allow any undocumented immigrant who is employed to apply for legal status.

Sarno does not see California’s planned restrictions as sweeping east any time soon. As for the Bush proposal, he says that “at best it is very far off…and very similar to the mass amnesty programs of the l980s. If it ever surfaces as law, it will be in a heavily compromised form.”

The ramifications of illegal immigrant amnesty are often misunderstood, in Sarno’s opinion. “First, it is not a fast track to citizenship,” he says. “It simply calls off current prosecution and deportation.” The individual employee who stands up under an amnesty program and says “I want to be sponsored” is taking a great leap of faith. The odds are excellent that he has falsified his original employment record, and is therefore jeopardizing his job. Part of the official I-9 form required for each foreign employee includes an affidavit swearing all statements made are true.

An illegal would have had to lie to get the job. He got the job, therefore he lied. So even though he would be eligible for amnesty, he has committed perjury, and his employer still has the right to fire him.

Amnesty takes the employer out of a legal quandary and places him in an ethical one. No culpability comes to the unknowing employer who hires an illegal individual who misrepresents himself at the hiring. Even if he suspects that the employee has lied, the employer is not required to become a detective and ferret out the employee’s status. He is only required to act if he learns of the misrepresentation through a reliable source. With amnesty, however, the employee is admitting his misrepresentation. Do you want to keep an illegal alien on board? Is he an asset? Is he trustworthy?

Immigrant rights. Whether he invents a new AIDS cocktails or sweeps up the lab, your foreign worker, if he’s documented, holds one of several temporary work visas that allow him to stay in the United States for as long as he’s in your employ. If he quits, he must leave the country. It may seem that this regulation gives the employer all the leverage. But think again, warns Sarno.

Any worker on American soil is entitled to the full protection of the country’s labor laws. This includes prohibitions against discriminatory hiring, coverage under Workman’s Compensation, and protection under all statues of the Fair Labor Practices Act. It does not, however, make him immune to his INS obligations.

Sarno tells a story of an undocumented worker who won a multi-million dollar judgment against his employer for cheating him on his wages. At the same time, the employer reported the employee’s lack of documentation to the INS. The employee received his settlement just in time to board his deportation transport back home.

Homeland security. “In New Jersey,” says Sarno, “Homeland Security has had a psychological impact on hiring, particularly in the chemical, pharmaceutical, and utility industries.” Work visas are not any tougher to get than they ever were. The American work permit has always been near impossible to obtain and worth its weight in golden dreams. Yet the inspection process has increased dramatically.

Any company bidding on a government defense contract must perform a full a criminal history check, plus drug and alcohol testing. This has caused a change in hiring climate because many firms want to maintain the option of government bidding. The result has been growing scrutiny and suspicion.

H-1B. This basic work visa allows foreign nationals to become guest workers in America for six months to three years. Recent caps on the total number issued has had an effect on the high tech and academic fields.

I-9. This is the voluminous bundle of forms that each employer and foreign employee must wade through and turn over to the government. Early in 2002, Congress voted to streamline the number of forms and come up with new ones. “It’s been 18 months now,” says Sarno, “and we’re still waiting.” His advice: Don’t search for new forms, the old ones still work. They are intimidating, but Sarno insists that a tenacious business owner can complete the process himself — without a lawyer.

While the letter of immigration law is important, the spirit can best be kept through well-maintained employer records. The most frequent and most unfortunate blunder Sarno witnesses is premature destruction of records.

“Labor recording goes beyond what you file with the government,” says Sarno. “It’s the maintaining of ongoing records on all employees.” So before you dump the old files in the shredder, you may want to inspect them and stow some in the back room. When a Department of Labor audit comes, those aging papers might just fend off disaster.

— Bart Jackson

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New for Women Entrepreneurs

Fairleigh Dickinson University has just launched the Female Entrepreneurs’ Alliance, a program within its Rothman Institute of Entrepreneurial Studies. The main objective of the alliance is to provide a venue where female entrepreneurs in the region can network and provide business support and mentoring to one another. A secondary aim is to provide the business owners with the opportunity to hear speakers address issues affecting business in general and more specifically, female entrepreneurs. The alliance seeks to provide a basis for women to explore resources surrounding them and understand how they might contribute to their success.

The university has decided to offer this service because, while female entrepreneurs now own nearly 50 percent of all U.S. businesses, they often work in isolation, particularly at the start-up stage, and tend not to have ready access to the more established supportive networks available to men.

One of most important supports can be mentoring, and a recent study shows that fewer women than men have mentoring relationships. To address this need, the alliance has set up a mentoring program that is designed to bring female entrepreneurs together with more seasoned entrepreneurs and business people. Any woman now in business — or exploring the path of entrepreneurship — can sign up to be matched with a mentor. Potential mentors are encouraged to volunteer their time, and the alliance is happy to accept male, as well as female mentors. To sign up, visit, or simply type “FDU female entrepreneur” into Google.

Mentors are expected to share their own experiences and insights and to give advice to less-senior female entrepreneurs. The alliance expects that the junior business owners will be interested in hearing about how their mentors started their businesses, formed their managerial style, and provide leadership within their organizations. The experiences can be shared via E-mail or phone, although a face-to-face meeting twice a year is suggested.

Mentors are not expected to act as personal business coaches.

Making the most of the advice of a mentor takes work. The alliance urges those working with a mentor to prepare for their conversations. It is a good idea to draw up a set of goals and objectives, and it is imperative to approach the relationship in a professional way, which includes respecting the limits of the mentor’s time and attention.

Ethne Swartz, director of the alliance, has written about the evolution of women as entrepreneurs, a trend which is quite recent. In a paper on the FDU website she quotes a study by the Center for Women’s Business Research in Washington, D.C. It reports that businesses owned by women are increasing in diversity and breaking out of the Cinderella segments of the economy.

In the period leading up to the 1970s, both because of their mainly liberal arts university education and their incorporation into the service sector, women tended to own businesses related to their university studies or knowledge of services. These women also drew on their competencies in running a household and their businesses reflected the milieu out of which they had come.

These women have been called “traditionals” and their businesses tended to be small, often not growing beyond 10 employees. Any that did grow bigger were most definitely the exception.

Before 1970, women in the U.S. owned only 5 percent of all businesses. However, according to census data for 1997, by 1992 women-owned businesses numbered 5.9 million and accounted for 34.1 percent of all businesses in the country. During the past decade the number has jumped to 6.2 million businesses, which employ 9.2 million people and generate sales of $1.15 trillion.

New Jersey has seen an increase in women-owned business, but lags much of the country, ranking only 34th in the growth of the number of women-owned businesses between 1997 and 2002.

In 2002, there were approximately 174,616 majority-owned, privately held businesses owned by women in New Jersey. This represents 26 percent of all businesses in the state. These firms employ about 242,000 people and generate $35.4 billion in sales. The number of women-owned firms increased by 12 percent during this period.

Nationally, New Jersey ranks 10th in the number of firms owned by women, while New York City ranks third, and Los Angeles claims first place.

Swarz points out that there has been an increase in the number of businesses started by black and by Latina women. There has also been a tremendous amount of growth in the types of companies women are starting and in the number of people they are employing. These 21st century entrepreneurs are being referred to as the “ultra-moderns” and little research has yet to be conducted on them.

FDU’s Female Entrepreners’ Alliance will be following the trend, and providing substantial assistance along the way.

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Corporate Angels

Mrs. G’s and Frigidaire have donated appliances to a transitional housing apartment at 11 Mercer Street for a homeless family. Administered by a coalition, Housing Initiatives of Princeton, the apartment will be dedicated in the name of Tu-Anh Pham, an immigrant from Vietnam, who died in the 9/11 attack on the World Trade Center. When she first came to Princeton she had received help from the coalition, and she had found a job at Fred Alger Management.

Other participating organizations include the Unity and Spirit of America program, which honors 9/11 victims with service projects; Points of Light Foundation; and HomeFront.

For the ninth consecutive year, PNC was a major sponsor of the Princeton Area Community Foundation (PACF), contributing $20,000 in 2003 to community organizations at the annual Community Breakfast held on December 5 at the Nassau Club in Princeton.

This year’s recipients of PNC grants included Community Without Walls, Crisis Ministry, Family and Children’s Services of Central New Jersey, Family Guidance, Hands on Helpers, Home Front, Mercer Street Friends, Passage Theater, Princeton Child Development Institute, Gente y Cuentos, Princeton Nursery School, Princeton Pro Musica, Princeton Public Library Foundation, Princeton YMCA, Princeton Young Achievers, Recording for the Blind & Dyslexic, Stony Brook Watershed and, Trinity Counseling Service. Special awards were also given to the National Alliance for Autism, Passage Theater, and Womanspace.

Martin House recently received the 2003 Lillian P. Schenck Trust Fund award at a reception hosted by PNC Advisors at the Stony Hill Inn in Hackensack. The fund was established to benefit organizations in our communities that help others.

As a recipient of the award, Martin House was presented a check for $5,000 to put toward their 100 Homes for 100 Families campaign.

As part of the 100 Homes for 100 Families campaign, Martin House is working to build, during the next five years, 100 homes for very-low income families, who would not be granted mortgages from traditional financial institutions.

It takes $63,000 to build a new home for a low-income family through Martin House. Private contributions are augmented by $42,000 in matching government funding. The combination allows Martin House to create a home with an 11-year, $21,000 interest-free mortgage.

Since its inception, Martin House has provided more than 4,000 adults and children with housing and educational services.

National Business Parks, managers of College Park at Forrestal Center, are to be honored by the American Cancer Society at a gala to be held on Saturday, March 13, at the Princeton Hyatt. The property management company has provided long-time support, including the creation and sponsorship of the annual Princeton “Corporate Challenge” softball game between the New York Giants and a team composed of College Park tenants.

For information about the gala call the American Cancer Society at 609-895-0101.

Thomas Edison State College’s John S. Watson Institute for Public Policy has received a grant of $5,000 from The Bunbury Company in support of Leadership Trenton.

Leadership Trenton develops civic leadership for Trenton through an extensive training program. It is a program of the Watson Institute of Thomas Edison State College.

The Bunbury Company is a grant-making private foundation that supports charitable and educational tax-exempt organizations, especially those in New Jersey whose focus is handicapped or underprivileged youth, ecological and environmental concerns, the encouragement of the arts, or education.

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Donate Please

Princeton Fitness & Wellness Center, an affiliate of University Medical Center at Princeton, is holding a Ride for Love 2004 to benefit the National Multiple Sclerosis Society on Saturday, February 28, and on Sunday, February 29, from 12:30 p.m. to 3:30 p.m. at its facility, which is located at 1225 State Road.

The fundraiser is the brainchild of Jennifer Potter, Skillman resident and member of the fitness center, and of Pam Paley, the fitness center’s director. When a close friend of Potter’s was diagnosed with multiple sclerosis, Potter contacted Paley to suggest a fundraiser, and discovered that Paley’s brother had been diagnosed with multiple sclerosis at the age of 19.

The two decided on three-hour bike rides as the fundraising mechanism, and won the support of the fitness center, and of its cycling team, which provided an 8-week training program for participants. For more information on the fundraiser, call Jennifer Potter at 609-466-5625 or Pam Paley at 609-683-7888.

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