Latest news with #Stout
USA Today
7 hours ago
- Sport
- USA Today
Oklahoma State's Preston Stout runs away with title at 2025 Northeast Amateur
Preston Stout had a dominating victory Saturday to capture the 2025 Northeast Amateur title at Wannamoisett Country Club in Rhode Island. Stout, a rising junior at Oklahoma State, vaulted into contention during Thursday's second round, tying the course record with an 8-under 61. He then slammed the door Saturday, shooting 4-under 65 in the final round, finishing at 9 under for the week and winning by eight shots over 16-year-old Miles Russell, the only other player to finish under par. With the win, Stout officially locked up his spot in the 2025 U.S. Amateur at Olympic Club in San Francisco, but there was hardly any doubt. He's ranked eighth in the World Amateur Golf Ranking. But the win did likely help solidify his spot on the U.S. Walker Cup team, set for Sept. 6-7 at Cypress Point in California. Stout was far from the only Oklahoma State golfer to collect a big win Saturday. Teammate Ethan Fang became the first American in 18 years to win the British Amateur. Fang, No. 7 in WAGR, and Stout both helped the Cowboys win their 12th national championship last month at Omni La Costa, and now they're off to great starts this summer and have busy schedules ahead. The Northeast Amateur is the second event of the Elite Amateur Golf Series. Tyler Watts had a record win last week at the Sunnehanna Amateur. Up next is the North & South Amateur, contested at Pinehurst, set for June 22-28.
Yahoo
11-06-2025
- Business
- Yahoo
Stout recognized for community impacts with Large Business of the Year
MENOMONIE — While being recognized as Large Business of the Year by the Menomonie Chamber of Commerce, the University of Wisconsin-Stout also celebrated its role in the community. The recognition comes as the chamber annually recognizes several entities in the community, including small businesses, with this year's recipient as Markquart Menomonie; nonprofits, recognizing The Bridge to Hope; emerging leaders and others. Seth Hudson, executive director of corporate relations and economic engagement, said the recognition is an honor. 'It really celebrates our partnerships with the community and our relationships with businesses and our collaborations that we put in place over a number of years,' he said. 'We sit in the heart of downtown Menomonie and we are a large economic impact to the community as well, but we see ourselves in a relationship where we are working collectively and I think that's what this award really calls out and shows.' Amid this recognition, the university was also able to talk about community impact. On average, Stout sees roughly 7,000 students enroll and attend classes annually. Furthermore, the college employs roughly 1,100 faculty and staff throughout their campus and off-campus facilities. In total, the university has an estimated annual economic impact of $306 million. 'Stout is a very large driver for our community,' said Ashley DeMuth, Menomonie Chamber CEO. 'When the Chancellor [Katherine Frank] was first hired, I had the opportunity to get to know her a little bit and it was fun getting to know her and watching her get to know the community through the eyes of the university. Because the university is not only our largest employer in the community, but it also brings in those large influx of temporary residents to the community as well.' Hudson said as part of their role, there are strong relationships with industry within the community created through a variety of programming, alumni relationships and investments into the community. For the region as a whole, Hudson said, 'we're very fortunate to have that educational ability and the ability to work with industry from that collective,' noting that Stout sits in a very unique place in the 10-county region alongside two other Universities of Wisconsin, UW-Eau Claire and UW-River Falls, and two technical schools, Chippewa Valley Technical College and Northwoods Technical College. Hudson said there are 'lots of different ways to engage and we're always looking for new ways to do that and give back.' 'We have a great, deep and strong relationship with the university,' DeMuth said. 'They do a really great job participating in our programs and events. They also help us enhance our programming here at the chamber because they are such a large footprint in the community, so they really lend their expertise to us in a variety of ways as well.'
Yahoo
11-06-2025
- Business
- Yahoo
Stout recognized for community impacts with Large Business of the Year
MENOMONIE — While being recognized as Large Business of the Year by the Menomonie Chamber of Commerce, the University of Wisconsin-Stout also celebrated its role in the community. The recognition comes as the chamber annually recognizes several entities in the community, including small businesses, with this year's recipient as Markquart Menomonie; nonprofits, recognizing The Bridge to Hope; emerging leaders and others. Seth Hudson, executive director of corporate relations and economic engagement, said the recognition is an honor. 'It really celebrates our partnerships with the community and our relationships with businesses and our collaborations that we put in place over a number of years,' he said. 'We sit in the heart of downtown Menomonie and we are a large economic impact to the community as well, but we see ourselves in a relationship where we are working collectively and I think that's what this award really calls out and shows.' Amid this recognition, the university was also able to talk about community impact. On average, Stout sees roughly 7,000 students enroll and attend classes annually. Furthermore, the college employs roughly 1,100 faculty and staff throughout their campus and off-campus facilities. In total, the university has an estimated annual economic impact of $306 million. 'Stout is a very large driver for our community,' said Ashley DeMuth, Menomonie Chamber CEO. 'When the Chancellor [Katherine Frank] was first hired, I had the opportunity to get to know her a little bit and it was fun getting to know her and watching her get to know the community through the eyes of the university. Because the university is not only our largest employer in the community, but it also brings in those large influx of temporary residents to the community as well.' Hudson said as part of their role, there are strong relationships with industry within the community created through a variety of programming, alumni relationships and investments into the community. For the region as a whole, Hudson said, 'we're very fortunate to have that educational ability and the ability to work with industry from that collective,' noting that Stout sits in a very unique place in the 10-county region alongside two other Universities of Wisconsin, UW-Eau Claire and UW-River Falls, and two technical schools, Chippewa Valley Technical College and Northwoods Technical College. Hudson said there are 'lots of different ways to engage and we're always looking for new ways to do that and give back.' 'We have a great, deep and strong relationship with the university,' DeMuth said. 'They do a really great job participating in our programs and events. They also help us enhance our programming here at the chamber because they are such a large footprint in the community, so they really lend their expertise to us in a variety of ways as well.'
Yahoo
06-06-2025
- Business
- Yahoo
Medium-sized Nevada apartment operator thrives by staying local
This story was originally published on Multifamily Dive. To receive daily news and insights, subscribe to our free daily Multifamily Dive newsletter. As the larger multifamily management companies get bigger and bigger, with many over 100,000 units and Charleston, South Carolina-based Greystar approaching 1 million apartments, it's easy to wonder how smaller firms can compete. Taylor Verhaalen, president of Stout Management, may have an answer. The Las Vegas-based operator has found success focusing on its home state, with a special emphasis on Sin City. 'The knowledge that we have in Vegas has been our special sauce,' Verhaalen told Multifamily Dive. 'We've been here. We've seen the ups and downs and know each submarket.' Stout, founded in 1978, is family-owned and operated and has almost 300 employees. The firm operates roughly 9,400 units, and it just added more than 150 units in Reno after taking over The MOD at Riverwalk II and The Oslo. 'We had close to 1,000 units in Reno years and years ago,' Verhaalen said. 'And then that client sold their portfolio. We had a client who asked us to go up there a couple of years ago. We took on one asset, actually in Sparks, and then through a little bit of effort, I've taken over a couple of other ones.' With good post-pandemic growth, Verhaalen thinks Reno is a good place to expand Stout's model. 'I'm the owner,' Verhaalen said. 'I still walk properties and still talk to clients. My COO runs my operational site organization and still hits sites and meets his regionals. We're all here in Nevada. There is just another level of attention on each asset.' Here, Verhaalen talks with Multifamily Dive about technology, maintenance and the Las Vegas market. This interview has been edited for brevity and clarity. TAYLOR VERHAALEN: If you're not exploring different avenues of using technology, you're going to be left behind. We're aggressive on things that we think can improve efficiencies and minimize redundant work and things that can be automated. So, as far as rent reminders and resident communication, those things can be automated through text messaging or AI. We take payments strictly through online and digital means now. So, no one is dropping checks off in the office. Technology helps you automate and integrate all your marketing and advertising. So if you've got it synced up with your core systems, people aren't having to change prices daily. We've got databases internally that take all of our data from our properties and aggregate it. So we've got really good visibility in the KPIs from a global level and we can identify certain properties operating outside of the norms of our portfolio. If someone's operating expenses are too high, it's pretty obvious. There are areas we haven't jumped into quite yet, which I think makes us a little more effective. Because we're local, I make those decisions personally. I'm not automating leasing calls and I'm not using call centers or centralized stuff because I don't think they're as effective as your person on site being able to sell the amenities and knowing what happens on their actual properties. We're not quite as far along as the others, but that's by choice. I think there is a benefit to talking to someone who knows their property, not just someone reading a sheet somewhere in a centralized office. I do believe that technicians who sit on site and know that there is a recurring slab leak issue with the properties, for instance, know exactly why things are not working. I think it takes less time for them to understand and fix things that are occurring on the property. That being said, Stout Management also has a floating maintenance team. We've got specialized people within our organization that are not assigned to any property and can be assigned at any given time to assist when there's a flare up in HVAC, for example, in Las Vegas. I'm not going to have my owner pay for an extra person for 40 hours a week. But when we get in a few more calls than we can handle, I have a team I can send out. So it's an avenue of centralization that minimizes costs for owners. We've been asked by our clients and owners to expand out of Nevada. We said no so far, and that's where we are now. I sit on the board of the Nevada Apartment Association. I'm very familiar with the legislative landscape and landlord-tenant laws here in Nevada. I like where we are. We're familiar with it. It would take a large portfolio for me to expand into another state. And it would have to be somewhat similar, like Arizona — a market with a similar kind of construction, feel and growth pattern. But at the moment, that's not our plan. I think the highs and lows are less drastic than they used to be. After the Great Recession, people were highly hesitant to get into Vegas because they thought we were a one-trick pony with casinos and hospitality, which drove the market. And when there's stress elsewhere, that means people don't come to visit Las Vegas. At that point, we were not insulated at all from our core economic driver. If people were having a tough time just paying their bills, they weren't going to come to Vegas. There's still some of that, but we've diversified quite a bit. We've got multiple professional sports teams now, which is a good indicator. We've worked on healthcare — we've got investments there. Our education and our universities are getting better. Even the casinos themselves have sort of diversified their offerings. It's not just gambling. It's events and things like that. You've got world-class hiking and outdoor stuff as well. So we are more diverse. That being said, there are still the ups and downs of Vegas. Click here to sign up to receive multifamily and apartment news like this article in your inbox every weekday. Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
Saba Yemen
02-06-2025
- Politics
- Saba Yemen
US Military: We faced one of most intense combat operations in history in Red Sea
Sana'a – SABA: The US Navy has acknowledged that the aircraft carrier USS Harry S. Truman experienced one of the most intense combat operations in history while operating in the Red Sea—highlighting the severity of the threat posed by Yemeni attacks during the second wave of American escalation in Yemen. A report by the US Naval Institute (USNI) described the relief and joy among the crews of the Truman and the destroyer USS Stout upon their return from what was described as a grueling combat mission. The report confirmed that three F/A-18 fighter jets were lost during the Truman's recent deployment and that over 1.1 million pounds of munitions were used by US forces over a 50-day campaign against Yemen. After five months of confronting Yemeni forces in the Red Sea, the Stout and Truman concluded what the report called one of the most intense naval operations in decades for the US Navy. Observers interpret the return of the Truman and Stout as a clear sign of the scale of the threat posed by Yemeni armed forces in the Red Sea against US military assets. The intensity of Yemeni attacks reportedly forced the US to seek an agreement to avoid further escalation, fearing a direct strike on the aircraft carrier itself—which would be a humiliating blow to the US military, especially after Yemeni forces posed real threats to advanced F-35 jets and succeeded in downing three F/A-18s. The Yemeni forces also relentlessly pursued US naval assets with continuous missile attacks around the clock. Yemeni revolutionary leader Sayyed Abdul-Malik Badr al-Din al-Houthi stated: 'The Americans have destroyed many civilian targets, and there are hundreds of martyrs and wounded among our dear people, but they have not been able to stop the operations, destroy our capabilities, or break our people's will.' He added: 'If the Americans get involved in a third round of aggression, we are fully prepared to confront them.' Whatsapp Telegram Email Print
