A small shelf supports the tire bead for tubeless setup. Wheelset weights come in at about 1,495g (27.5”) and 1,595g (29er).The hub uses an 11-speed ready freehub body, which comes in handy since the same internal setup will be used for their upcoming wider, tubeless ready Cicilia road wheels. Those will have an inside width of 19mm, 23.8mm external and be 21mm tall. A Disc brake version of that will follow this month.Not shown, the new alloy VLR Triathlon frame, which they say is popular in Europe and Australia, gets a slightly slacker headtube than the carbon version to make it a little more accessible for beginners not ready for the super sharp handling of a race-specific carbon triathlon frame. But the rear end is slightly stiffer, so it’s still a performance bike that could tackle an Ironman. $599 for the frame, fork, headset and seatpost. The fork is their Atmos model, which has carbon legs and alloy steerer. Starts as small as a 46, running up to a 60. The new Pro-Lite Antero Carbon mountain bike wheels will come in 27.5 and 29, with the latter working just fine for cyclocross, too.They use their oversized pawl mechanism to get 84 points of engagement using six 2-step pawls. That’s clicking along next to an oversize Japanese EZO bearing to handle the higher loads caused by modern oversize cogs. The carbon rim has a width of 26mm ext/21mm int and measures 23mm tall. Check the internals and rim profiles, plus more new stuff, below… Note the massive diameter of the sealed cartridge bearing just behind the pawls. With two engagement points per pawl, they provide about 4.2º of rotation before engaging.
Vermont Creamery, Inc,Vermont Business Magazine The Land O’Lakes, Inc Board of Directors announced today its selection of Beth Ford as President and CEO of one of the nation’s largest food and agricultural cooperatives and #216 on the Fortune 500. Ford assumes leadership of the company following the retirement of Chris Policinski. Ford will assume the role of President and CEO effective August 1. Land O’Lakes owns Vermont Creamery in Websterville, which it bought in March 2017 for an undisclosed sum. Vermont Creamery produces goat cheese and butter.Ford comes to the CEO role after a series of successful executive postings within the company. In December 2017, Ford was named Chief Operating Officer of Land O’Lakes Businesses, in which role she oversaw Land O’Lakes’ WinField United, Purina Animal Nutrition and Dairy Foods business units. Prior to that, Ford was head of Land O’Lakes’ Dairy Foods and Purina Animal Nutrition businesses, where she led record performance and growth, leveraging innovation through R&D to strengthen both brands. She also was instrumental in the acquisition of Vermont Creamery in early 2017.Prior to joining Land O’Lakes in 2011, Ford had excelled in executive operations management and supply chain roles at International Flavors and Fragrances, Mobil Corporation, PepsiCo and Pepsi Bottling Company and Scholastic. Ford has more than 20 years’ experience specifically in the areas of technology and R&D, as well, across these four companies.Born in Sioux City, Iowa, Beth earned an MBA at Columbia University Business School and a BBA at Iowa State University. She remains involved in both universities, sitting on the Deming Center Board of Advisors for Columbia Business School and the Dean’s Advisory Committee for the College of Business at Iowa State.Ford also sits on the Board of Directors for the National Milk Producers Federation and non-profit boards, including Greater Twin Cities United Way in Minneapolis. She sits on the Boards of Directors of two publicly traded companies, including PACCAR, Inc.Announcing her appointment, Board Chairman Pete Kappelman said, “At a time of unprecedented change in the agriculture and food industries, no person is better suited to lead us into the future than Beth Ford. Since joining our company in 2011, Beth has proven she’s not afraid of hard work, and she sees every challenge as an opportunity to deliver more value for our cooperative. She’s built a track record of success in a wide array of leadership roles across a decades-long career, and in her seven years at Land O’Lakes, she has earned the trust and respect of our members, employees and customers. We are thrilled to have someone of such strong qualifications and character to build on the legacy of growth that Land O’Lakes has established.”Commenting on her appointment, Ford said, “I’m humbled and honored to have the chance to serve this great organization. I am grateful to the Board of Directors for their trust in me and for the management team that built the strong foundation we currently enjoy. I look forward to continuing to work with the talented and dedicated leadership team, as well as our outstanding employees to deliver for our member-owners, customers and communities. There has never been a more exciting time to be in the agriculture and food industry. Together, our team will work to continue our growth trajectory, as we lead the way forward into the company’s next 100 years.”Ford becomes the ninth CEO of Land O’Lakes, one of the nation’s largest agricultural cooperatives, which was founded in 1921. Ford and her spouse, Jill Schurtz, have three teenage children and live in Minneapolis. About Land O’Lakes, Inc(link is external). Land O’Lakes, Inc., one of America’s premier agribusiness and food companies, is a member-owned cooperative with industry-leading operations that span the spectrum from agricultural production to consumer foods. With 2017 annual sales of $14 billion, Land O’Lakes is one of the nation’s largest cooperatives, ranking 216 on the Fortune 500. Building on a legacy of more than 97 years of operation, Land O’Lakes today operates some of the most respected brands in agribusiness and food production including LAND O LAKES® Dairy Foods, Purina Animal Nutrition, WinField United and Land O’Lakes SUSTAINTM. The company does business in all 50 states and more than 60 countries. Land O’Lakes, Inc. corporate headquarters are located in Arden Hills, Minn.SOURCE ARDEN HILLS, Minn., July 26, 2018 /PRNewswire/ — Land O’Lakes, Inc. www.landolakesinc.com(link is external)
Photos: Tony MilesTerminating the Northern franchise ‘is not a silver bullet for all the problems’‘We think that there are definitely some things that can be done quickly’, Hoggarth insists. TfN and political leaders believe the focus should be on performance and things that will build trust with passengers, and ‘we hope that the 100-day review that Richard George and his team are going to carry out will bring that focus.’Hoggarth defends the way that what is now seen to be a clearly over-ambitious timetable plan for May 2018 was accepted. After three stages of review involving Arriva, DfT, TfN and Network Rail, and ‘a whole series of checks and balances with changes made along the way’, it was the fragmented industry structure that led to a timetable which the infrastructure was unable to handle.The Glaister review of problems with timetabling ‘points to some of the gaps that are in the system not picking the problems up; but for us it’s not pointing the blame in one area, it goes back to the system because it’s too fragmented. Now we’ve got the Network Rail report with the Castlefield Corridor through central Manchester being declared “Congested Infrastructure” so that at least means there’s a line in the sand and something needs to happen before more services can go in’.In the meantime, Hoggarth confirms that regional political leaders are prepared to accept some short-term pain in the form of service reductions as long as a pipeline of infrastructure improvements is also agreed.#*#*Show Fullscreen*#*# Photos: Tony Miles‘Just doing Manchester isn’t enough’, said Hoggath. ’Leeds has got its challenges as well as York, Middlesbrough, Sheffield and so on.’‘We’ve now got clarity and the opportunity to do the right thing in terms of completing the Northern Hub.’ He adds that a key lesson is ‘just doing Manchester isn’t enough – Leeds has got its challenges as well as York, Middlesbrough, Sheffield and so on.’Some areas will lose out from short-term service changes, but ‘the current level of performance is not acceptable’, and ‘overall everybody will gain in the long term.’Hoggarth also accepts that a ‘more comprehensive rewrite of the timetable specification’ will be needed, because of the time required to deliver major infrastructure enhancements.Franchising system not fit for purposeHoggarth is reluctant to accept that the late delivery of new trains should have been seen as a mitigating factor in the performance collapse and levels of overcrowding, even though the operator was under extreme pressure from TfN and its members to withdraw Pacer DMUs which could have provided some short-term additional capacity.#*#*Show Fullscreen*#*# Transport for the North Strategic Rail Director David HoggarthIndustry sources have expressed some unease at the decision, and Transport for the North’s apparent willingness to see the franchise terminated rather than agree to Arriva’s proposals to stabilise the business.However, there was no alternative to termination, Transport for the North Strategic Rail Director David Hoggarth told Rail Business UK.Hoggarth said financial issues were the tipping point for the region’s political leaders. ‘Northern has got to the point where it is financially unsustainable’, he said. ‘There were multiple points where aspects of the franchise weren’t delivered to plan; whether that is the delays in the rolling stock, the refurbishment programme or some of the underlying performance issues around short formations and the crowding problems. But the financial issue meant that change had to happen and the DfT had two options, as it did for LNER.’TfN’s political leaders had to take a view on which option was going to give the best answer, ‘and the view they took very strongly was that a fresh start was needed’.TfN felt that Arriva had lost the trust of passengers, and that a direct award agreement would not rebuild this. ‘At the end of the day it is still DfT which makes the decision, but our view was made clear; the only way to restore trust was to go down the OLR route.’Knotty and thorny issuesFreed from the constraints of a franchise agreement, Hoggarth expects OLR to make decisions that will put Northern on a sound footing ahead of the release of the Williams Review into the structure of the industry and a decision on how the next contract will be managed.#*#*Show Fullscreen*#*# Photos: Tony MilesFreed from the constraints of a franchise agreement, Hoggarth expects OLR to make decisions that will put Northern on a sound footing ahead of the release of the Williams Review‘The OLR-type option that we are now moving to brings with it the holding group, with Richard George and Robin Gisby coming in as the rail industry’s trusted experts, who can work at a level above the day-to-day operations on some of the more strategic issues; perhaps some of the more knotty or thorny issues as well and really help move it forward.‘Also the construct of OLR means it’s much easier to move to whatever comes out of the Williams Review, as opposed to a direct award where you still have a franchise agreement and all the constraints that system has.’No silver bulletTfN is ‘clear that this is not a silver bullet for all the problems of Northern’, which include inadequate infrastructure, staffing matters and historic issues carried forward from previous franchises.#*#*Show Fullscreen*#*# Industry sources have expressed some unease at the decision to terminate Arriva’s franchise rather than agree to its proposals for stabilisation. But termination was the only available option, Transport for the North Strategic Rail Director David Hoggarth tells Rail Business UK’s Tony Miles.,UK: The Department for Transport’s Operator of Last Resort is scheduled to take over the Northern franchise from Arriva on March 1, nationalising the services following a lengthy period of poor performance which Arriva has claimed was largely beyond its control.#*#*Show Fullscreen*#*# The operator was under extreme pressure from TfN and its members to withdraw Pacer DMUs‘This goes back to franchising not being fit for purpose, because it tends to focus procurement into a short space of time and the plans get concertinaed. At the end of the day it has to be the operator’s responsibility to manage – they are the ones who selected the suppliers and they have to manage them. It’s not for the northern authorities to go out and procure the trains, that’s not the way in the current franchise model. The franchise holders are the operators, they’ve made those choices on the rolling stock and they need to be absolutely persistent with the manufacturers and the ROSCOs and be pressing the buttons to make sure they’re doing everything they can.’TfN’s Rail North Committee has made it clear that ‘accountability has to be primarily through the operator, and that also holds true for the infrastructure as well because we should have all aspects of track and train working together.’#*#*Show Fullscreen*#*# Photos: Tony MilesNew trains are finally arriving at both Northern and TransPennine ExpressWith several fleets of new trains finally arriving at both Northern and TransPennine Express, Hoggarth strikes an optimistic note. ‘Getting those trains in is at the core of the transformation of both of these franchises. Those new trains will be in service this year and we’re pushing the operators to do that but do it in a measured way … that’s been the key thrust of TfN’s members; to make sure that passengers see that benefit in an ordered way.‘I think when they look back, at the end of 2020, passengers will be in a much better place even if there are still the ongoing infrastructure issues, but just having the ability to be able to get on the train because it’s five coaches rather than three is quite a difference.’It is the system that’s failed#*#*Show Fullscreen*#*# ‘Our focus has been on putting passengers first and delivering reliable services’, said HoggarthConcluding his explanation of the ending of the Northern franchise, Hoggarth emphasises ‘it is the system that’s failed, you can look at individual elements and say that wasn’t right and that has been recognised. When the Williams Review is out we’ll be really strong on what we want to get out of it. Better decisions will be made when they are made locally and with full information and visibility, delivered through a single point of accountability, that’s the bit that’s been missing; then hopefully we’ll get that growth and transformation.‘Our focus has been on putting passengers first and delivering reliable services; this is about learning lessons, moving forward and grasping the magnificent opportunity for the future. The North has never had such attention put on it in terms of what we need for infrastructure; we’ve got the evidence base, we’ve got the long-term plan, we have the people and the skills ready to support the delivery around that plan and we want everybody to push with us for that journey. The whole of TfN is up for that.’