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More on FPL management greed
Note:  I see that nothing has changed since I left FPL. FPL's 
management style is to eliminate employees, pay them as little as 
possible, at the same time lining their pockets with millions! In 
this case, Broadhead received $22.7 million for a failed merger, and 
then has the gall to say that the Entergy employees who would be 
terminated should have no severance paid. Like I said .. not much has 
changed, except that FPL management has become even greedier. BTW, 
Broadhead is the highes paid utility executive.
Palm Beach Post 
April 4, 2001
JUNO BEACH -- Energy analysts said Tuesday the breakup of the FPL-
Entergy deal saw one of the most shocking displays of bitterness 
between managements they've ever seen. 
A day after FPL Group and Entergy Corp. announced they were ending 
the $15.8 billion deal to create the nation's largest electric 
company, analysts are still trying to get over what they heard. 
"The Entergy people aired more dirty laundry than I've ever heard on 
a conference call in 10 years. I was sitting here in complete 
astonishment," said Fred Schultz, analyst with Raymond James and 
Associates in Houston. 
Juno Beach-based FPL Group (NYSE: FPL) and New Orleans-based Entergy 
(NYSE: ETR) agreed Monday to end the deal, announced July 31. It 
would have created a company with 6.3 million customers in five 
states. 
FPL blamed Entergy for the breakup, saying Entergy gave FPL 
"significantly" higher earnings projections than Entergy gave its own 
board and investment bankers. Entergy countered that it uses several 
sets of different financial forecasts, and pointed instead to 
management conflicts with FPL Chairman and CEO James Broadhead. 
Entergy CEO Wayne Leonard said Broadhead wanted to fire him and 
Entergy CFO John Wilder. 
Entergy's stock rose $1 Tuesday, closing at $39 after the company 
announced that its earnings for the first quarter of 2001 would beat 
estimates by 10 to 15 percent. FPL's stock closed Tuesday at $61.46, 
up 25 cents. 
Analysts said it is clear the companies have completely different 
management styles -- FPL's more conservative, Entergy's more 
aggressive. The styles have served each company well, analysts said, 
but didn't mesh. 
Leonard said Monday corporate culture differences started to become 
an issue in February. Leonard said Broadhead called Entergy's culture 
"chaotic," and told FPL and Entergy directors in a March 22 meeting 
that Leonard was not up to the job of CEO, and that Wilder should be 
fired. 
Analysts say if that is true, it's odd, because FPL would have had 
eight board members to Entergy's seven after the deal was done, and 
could have ousted Leonard and Wilder later. 
But Leonard said Broadhead criticized every part of Entergy's 
business, saying the company gave too much in corporate donations, 
and that it should kill a severance program for employees who would 
lose their jobs during the consolidation. 
"I've never seen that behavior in my 28 years in the business," 
Leonard told analysts Monday. "I've never had anyone question my 
confidence level like Mr. Broadhead did. FPL's distrust in Entergy 
seemed to apply universally to all personnel." 
FPL spokeswoman Mary Lou Kromer said Tuesday the utility didn't want 
to get into a "war of words," but that FPL began to lose confidence 
in Entergy managers when they refused to explain discrepancies in 
financial forecasts. 
Analysts and industry experts say many deals fail because of cultural 
differences, though many companies try to put a positive spin on the 
fallout. 
"In most cases parties tend to hide any severe difficulties to 
protect themselves. I thought the statements of both sides seemed a 
little intemperate," said Jonathan Cole, a managing partner with the 
Edwards & Angell law firm in Palm Beach, which has handled several 
consolidations. 
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