Ameritech Yellow Pages

Candidate for judge sued over bill

A Texas advertising company has sued Toledo judicial candidate Mark Davis for nonpayment of a $29,982 bill.

Columbus attorney James Kozelek filed the suit Tuesday in Lucas County Common Pleas Court on behalf of Ameritech Publishing Inc. of Dallas. The suit claims Mr. Davis agreed in November, 2009, to the contract for display ads in Ameritech's Yellow Pages under the listings for "Attorneys" for criminal law, drug charges, drunk driving, family law, sexual harassment, and traffic violations.

The suit is against Mr. Davis' business, Davis Law Office LLC.

Mr. Davis, an endorsed Republican, is one of three people seeking election to an open seat on Toledo Municipal Court in the Nov. 8 election.

Mr. Davis said he had an unresolved dispute over the bill.

"This is an advertising dispute. They had my ad incorrect in the phone book and they have not given me credit for payments I did make," Mr. Davis said.

"Anybody can sue anybody for anything. They owe me a credit. It'll get resolved," he said.

A spokesman for Mr. Kozelek's law firm declined to comment.

Mr. Davis's Democratic opponent, Michelle Wagner, said she had not read the complaint but found it troubling, if true.

"I've seen his campaign finance report, and he loaned himself over $50,000," Ms. Wagner said. "If the allegations contained in the complaint are true, it shows a profound lack of judgment."

Mr. Davis' campaign finance report shows he made loans to his campaign in May, August, and October totaling $55,000, on top of prior loans totaling $53,500.

The third contestant for the open seat, independent David Toska, did not return a phone call seeking comment.

Also, a five-judge panel of the Ohio Supreme Court has reversed a lower court that found Ms. Wagner violated rules about advertising.

The panel split 3-2 in favor of Ms. Wagner, according to an opinion released Wednesday.

A lower-court panel ruled Oct. 3 that Ms. Wagner's yard signs, T-shirts, and bumper magnets violated the judicial candidate rule requiring that campaign signs indicate in "prominent" type if the candidate is not a judge but is merely seeking the office. The lower judicial panel's ruling was that Ms. Wagner did not knowingly violate the judicial canon, but that she was in reckless disregard of it.

The higher judicial panel said there was not clear and convincing evidence that Ms. Wagner knowingly or with reckless disregard violated the judicial canon.

A Team That Gleamed | New Computer

Too many techies get a bad rap for lacking teamwork and communications skills. The stereotype is that while techies are great at what they are trained to do, they cannot parlay their knowledge onto others. Because of the stereotype that techies cannot communicate, they also can be stigmatized that they lack adequate teamwork skills. So, what are the chances of two Helpdesk teams communicating with each other to successfully form one team while not compromising customer service? In 1997, I started working at the Ameritech Advertising Helpdesk, which was supporting Yellow Pages Salespeople, Artists and Data Entry from Michigan, Indiana, Ohio, Illinois and Wisconsin. When Southwestern Bell Corporation acquired Ameritech in 1998, procedures started to change. Ultimately, The Ameritech Advertising Helpdesk became the SBC Yellow Pages Helpdesk and we were to support clients not only in the five-state Great Lakes region, but clients in other regions in which SBC resided. SBC had Yellow Pages clients in the east in Connecticut, in the middle of the country in Missouri and Kansas, in the southwest in Oklahoma and Texas and in the west in Arizona, Nevada and California. There were two Helpdesks: the Helpdesk who supported clients in the Great Lake region and the Helpdesk that supported clients in the eastern, middle, southwestern and western regions. The Helpdesk supported clients 24/7 during the weekdays, a part of Saturday and was on call for Sunday. The Great Lakes Helpdesk had about seven to eight dayshift personnel, two afternoon people and one mid-nighter. The eastern, middle, southwestern and western region Helpdesk had about eight to ten personnel that worked different hours from 7 a.m. until 10p.m. eastern time. The grand plan was to combine both Helpdesks and have all of the analysts versatile in all of the applications in order to support clients from all of the 13 states. For example, most of the analysts who supported clients in the Great Lakes region had never worked with VMS systems, but were very familiar with systems like the Remedy Helpdesk software. Conversely, most of the analysts who supported clients in the eastern, middle, southwester and western U.S. had been trained on the VMS systems, but had never worked with Remedy. 6. Every analyst was receptive to any question from other analysts. Every analyst was in the same boat – so to speak. Every analyst knew that he or she would have questions about systems in which he or she was not as familiar.

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