Avaya Holdings Corp. tapped law firm Kirkland & Ellis LLP to advise the company on its options following an earnings miss that tanked prices of a $600 million debt deal completed in June, according to people familiar with the matter.
The cloud-communications company also said Tuesday that there is substantial doubt about its ability to continue as a going concern in light of a debt maturity next year and third-quarter revenues that came in “substantially lower” than Avaya expected.
The MarketWatch News Department was not involved in the creation of this content.
RALEIGH-DURHAM, N.C., (BUSINESS WIRE) -- Avaya (NYSE: AVYA), a global leader in solutions to enhance and simplify communications and collaboration, is reimagining digital campus learning with the Avaya OneCloud™Experience Platform. Avaya offers significant advantages for higher education where it’s more important than ever to attract and retain students given increased competition and slowing admission growth.
According to a 2021 Aragon Research report1 authored by lead analyst Jim Lundy, a communications-enabled digital campus involves creating seamless communications and collaboration allowing both voice and video-based calls; enables meetings with users and rooms; and an overall shift from email to messages delivered in real time or team collaboration. Lundy also indicated a student’s digital experience with a university begins before ever setting foot on campus, when a prospective student decides to apply with the educational institution.
Clemson University, Kingsborough Community College, and Nicholls State University are among the educational institutions using the Avaya OneCloud platform with its industry-leading technology of CCaaS, UCaaS, CPaaS, and Workstream Collaboration providing one solution. This composable solution enhances the digital learning experience these educational institutions provide while keeping students and faculty connected and safe. Through this unique platform approach, Avaya transforms the cloud from a service to an experience — one that not only reduces cost, time, and effort but also provides the toolset required to compete in the experience economy.
“With digital campus learning, the need to communicate faster to multiple audiences in a variety of ways has become more important now than ever,” said Simon Harrison, SVP and Chief Marketing Officer, Avaya. “The Avaya OneCloud platform enables educational institutions with modern unified communications and collaboration offerings to transform their digital learning experience while engaging their students, faculty, administration, and alumni.”
In a technology study by Ellucian, 97 percent of students surveyed indicated technology outside of the classroom was just as important as inside the classroom. Additionally, 87 percent of students responded that the university’s technology competency was an important factor for them when deciding upon a school to attend.
Clemson University is one of the leading public research institutions in the U.S. experiencing the benefits from Avaya OneCloud collaboration capabilities. Built on the Avaya Spaces platform, its Spaces Learning solution combines asynchronous digital learning (allowing students to view coursework at any time) with synchronous video conferencing and collaboration tools (where students are required to login and participate at a specific time) to create a virtual classroom. Through Avaya OneCloud, a Clemson professor of Bioinformatics was able to deliver students and faculty a total experience--memorable experiences with an interconnection between customer and employee experiences.
At Kingsborough Community College, a City University of NY school, improving student experiences was paramount. Management made it a top priority by forming a task force. Avaya deployed an AI Chatbot solution built on the Avaya OneCloud Experience Platform that is available 24x7 to respond to inquiries and deliver valuable information. It also includes full reporting and analytics, which is changing the way they are serving and communicating with current and prospective students, parents, and constituents.
Avaya offered Nicholls State a free trial of Avaya Cloud Office® by RingCentral and it turned into a full implementation after the Louisiana-based University used the solution to transition to remote work during the pandemic. The comprehensive cloud phone system and collaboration tool offers seamless call, chat, meeting, and collaboration capabilities, all in one app. The ease of installation and use proved to be key value-added benefits of using the solution. Not only did Nicholls State see drastic improvements in productivity and user experience, but they also achieved estimated annual cost savings of $60,000.
1Aragon Research study commissioned by Avaya. “The 2021 Digital Campus: Cloud Communications as the Catalyst to Learning Innovation” by Jim Lundy, February 22, 2021.
Businesses are built by the experiences they provide, and everyday millions of those experiences are delivered by Avaya Holdings Corp. (NYSE: AVYA). Avaya is shaping what's next for the future of work, with innovation and partnerships that deliver game-changing business benefits. Our cloud communications solutions and multi-cloud application ecosystem power personalized, intelligent, and effortless customer and employee experiences to help achieve strategic ambitions and desired outcomes. Together, we are committed to help grow your business by delivering Experiences that Matter. Learn more at http://www.avaya.com.
Cautionary Note Regarding Forward-Looking Statements
This document contains certain “forward-looking statements.” All statements other than statements of historical fact are “forward-looking” statements for purposes of the U.S. federal and state securities laws. These statements may be identified by the use of forward-looking terminology such as "anticipate," "believe," "continue," "could," "estimate," "expect," "intend," "may," "might," “our vision,” "plan," "potential," "preliminary," "predict," "should," "will," or “would” or the negative thereof or other variations thereof or comparable terminology. The Company has based these forward-looking statements on its current expectations, assumptions, estimates and projections. While the Company believes these expectations, assumptions, estimates and projections are reasonable, such forward-looking statements are only predictions and involve known and unknown risks and uncertainties, many of which are beyond its control. The factors are discussed in the Company’s Annual Report on Form 10-K and subsequent quarterly reports on Form 10-Q filed with the Securities and Exchange Commission (the “SEC”) available at www.sec.gov, and may cause the Company’s genuine results, performance or achievements to differ materially from any future results, performance or achievements expressed or implied by these forward-looking statements. The Company cautions you that the list of important factors included in the Company’s SEC filings may not contain all of the material factors that are important to you. In addition, in light of these risks and uncertainties, the matters referred to in the forward-looking statements contained in this press release may not in fact occur. The Company undertakes no obligation to publicly update or revise any forward-looking statement as a result of new information, future events or otherwise, except as otherwise required by law.
All trademarks identified by ®, TM, or SM are registered marks, trademarks, and service marks, respectively, of Avaya Inc. All other trademarks are the property of their respective owners.
Source: Avaya Newsroom
View source version on businesswire.com: https://www.businesswire.com/news/home/20220615005072/en/
SOURCE: Avaya Holdings Corp.
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Lorea Martinez- Perez
Pro Seminar in Education Leadership: SAT and Social Emotional Leadership
Lorea is a researcher and consultant, supporting schools to implement Social Emotional Learning (SEL) programs and practices, by teaching educators and administrators the principles of emotional intelligence. She is a faculty member of the Principals Academy at
Teachers College, Columbia University. Past and current clients include Aspire Public Schools, New Schools Venture Fund, Learning Policy Institute, Hispanic Information Telecommunications Network
(HITN), Facebook, Nearpod, LEEP Dual Language Academies, as well as a number of public, private and charter schools. Her favorite emotions are curiosity, courage and serenity.
Lorea approaches the implementation of SEL programs with the expertise of a practitioner and the rigor of a researcher. Her most exact case study, conducted with the Learning Policy Institute (LPI), investigates how pre-service and in-service teacher training can support good teaching practices and SEL integration into the school day. Using Six Seconds assessment tools, Lorea has studied how principals’ emotional intelligence support their leadership effectiveness, and has partnered with school districts to develop the capacity of their leadership teams. Her doctoral dissertation received
highest honors from the Universitat Autònoma de Barcelona, and won the 2014 Graduate Student Award for Excellence in SEL Research from the American Association of Educational Research (AERA). A testimony of the impact SEL can have on students and teachers, her research identifies the conditions that make SEL implementation successful in schools. She is part of the leadership committee at AERA’s SEL Special Interest Group, currently serving as the Program Chair.
Lorea published her first book for teachers, the EQ Educator, in 2018, and she is currently working on a second book, Teaching with the HEART in Mind. She has published several peer-reviewed articles in the Journal of Character Education, the Journal of Advanced Developmental Psychology, the International Journal of Emotional Education, the Advances in SEL Research, the Manual de Orientación y Tutoría, and the well-known educational website Edutopia. She frequently blogs about how to incorporate SEL in teaching practices. Prior to her research and consulting work, Lorea was a special education teacher and administrator, serving students and adults in Spain, Nicaragua, Peru and California where she led several successful innovative initiatives. She developed the first Special Education Program for 8 charter schools in the San Francisco-Bay Area and created a training-of-trainers program to enable 500+ school data leaders to interpret student achievement results
to make instructional decisions.
By Clive Couldwell
More and more small-to-medium-size businesses (SMBs) are using technology to punch above their weight against much larger competitors.
“Triggered by the recession, generational changes, and globalization, a tectonic shift is changing the face of small business. But, just like larger entities, SMBs need to use technology-based solutions to help Improve business productivity, increase revenues and profitability, and drive innovation,” says Laurie McCabe, partner at Northborough, Maine-based market research and consulting firm, SMB Group.
Stamford, Connecticut-based market research firm Gartner says 45% of what is spent on information technology world-wide now comes from SMBs. The company expects SMBs to spend $836 billion on IT this year.
Technology such as “cloud computing” — where IT resources are hired over the Internet — is helping SMBs to compete against bigger, more established companies. No large upfront investments in hardware or software are needed, and companies can be up and running quickly without being dragged into long implementation projects.
“Companies only pay for what they use and since all upgrades are automatic and seamless, companies derive continued value over time without massive maintenance costs,” says Dr. Steve Garnett, the London-based European chairman of Salesforce.com, a San Francisco-based cloud computing vendor.
SMBs also don’t need to spend a lot of money on huge offices because small technology teams are more focused on developing technology and less on supporting it.
“SMBs only need a powerful and informative Web site that is the face of the company, and through which its product can be accessed by customers around the world 24/7, with little to no support from the vendor,” says Charles Clark, CEO of London-based Rosslyn Analytics, a provider of cloud-based spend analysis tools.
Helutrans Group, a Singapore–based logistics consulting and project management firm, has just 100 employees, yet operates in three global markets, including Greater China, Australia and New Zealand.
Its Salesforce.com Sales Cloud technology allows this small company to service clients wherever they are and not rely on the support of a large office-based team. The staff manages customers and jobs from any location using a standard Web browser. Customers’ specific preferences and booking status information are delivered through it in real time.
Formerly a part of U.S. retail giant Procter & Gamble, Dallas–based hair and beauty product maker Johnson Products became a stand-alone, start-up company overnight. Yet it was still expected to operate like a large enterprise by its global retail customer base which demanded more consistent, faster and personalized service.
Its SAP Business ByDesign system maintained by just one IT staffer provides the SMB with the operational functionality it needs to compete internationally with its more established multi-billion-dollar competitors. The company has been able to increase sales, Improve customer satisfaction and nearly double its product portfolio since its time with Procter & Gamble. It has also become a much leaner business.
As well as IT, SMBs know that having reliable, always-on communications helps them maintain the kind of quality of service that has traditionally been provided by much larger competitors with an established 9 to 5 culture.
Headquartered in Los Angles with operations in multiple U.S. and Asia-Pacific locations, the 25-person Aurora data security consultancy didn’t want to risk losing business because of slow responses to proposal requests and troubleshooting demands.
“Allowing an engineer to take a five-minute customer call straightaway while on deployment is preferable to an unhappy customer waiting impatiently for a call back,” says Philip de Souza, Aurora’s CEO. “Our Avaya solution helps us to provide that personal interaction, keeping our customers loyal and helping us win new business. Most importantly, it has given us the ability to even out the playing field and compete against bigger competitors globally.”
Videoconferencing is another technology being used by SMBs to expand their business into new geographies without having to add a large distributed work force or incur a major capital investment.
Melbourne, Australia-based CLIVE (Continuous Learning in a Virtual Environment) International is a small business that provides English- language teaching to students and teachers in South Korea, Japan and China. English-language skills are highly valued in Asia and students want to learn these skills from qualified and experienced native English- speaking teachers.
Currently, demand for these teachers exceeds supply in Asia. CLIVE is therefore using Vidyo high–definition desktop video conferencing technology to link them up with native English-speaking teachers in Australia.
“By using this kind of technology we don’t have to consider the cost of air travel and accommodation for teachers,” says Dr. Soon Teh, CLIVE’s CEO and founder. “It also gives us a lead over competitors. With Australia in a time zone closer to Asia than the U.S. or U.K., we can offer something that other, much larger companies in the those regions would find very difficult to offer.”
SMBs’ adoption of digital marketing media is accelerating this year, as more and more are turning away from traditional, predominantly print, media toward online marketing, using social networking sites, such as Facebook and Twitter.
London–based BT Business supplies one million U.K. SMBs from start-ups and sole traders to corporate-size firms. The company’s largest-ever survey of 7,000 U.K. SMBs found that smaller organizations are investing in online marketing to help their businesses not only thrive in the present economy but also to help prepare themselves for the upturn.
Brendon Craigie, U.K. managing director of Hotwire, an international public relations firm, maintains there is a clear and measurable link between buzz on social networks and the influence on purchasing decisions. “Advertising budgets are now being slashed in favor of more bespoke online PR and marketing tactics that can directly influence and engage target audiences,” he says. “Smaller organizations are ideally placed to exploit this trend because they are typically closer to the customer and so can be more nimble and responsive to demands.”
The biggest challenge to this approach is that businesses sometimes mistakenly see directly targeting the end user via social media as an easy option. Richard Hoptroff, founder of a London-based start-up of the same name that supplies customized watch movements to luxury watch makers globally believes online can resemble a playing field veiled in a marketing fog.
“When our customers make the decision to integrate our electronic watch movements, they are trusting us with the core of their business — their reputation as a brand. They need assurance that they are making the right decision, that their concerns will be addressed, and we will do whatever it takes to ensure their business success. We can’t do that online,” says Mr. Hoptroff. “You have to know why your customers value your products. Face-to-face works best when the customer is doing at least 70% of the talking.”
Nevertheless good examples of SMBs using social media to their advantage abound. Sydney–based Aquabumps started out in 1999 as an email to friends with a couple of snaps of the local surf conditions. Run by founder and independent surf photographer Eugene Tan, the company successfully communicates with customers using Facebook and a daily email marketing report which offers the morning’s view of Bondi Beach to 35,000 subscribers around the world. The company’s Web site Aquabumps.com also receives between five and seven thousand unique visits a day.
“We sell our artwork all over the world as well as to locals in Sydney. However, we still love the personal service in the gallery and all our online orders are reviewed and processed individually,” says Mr. Tan. “We recently received a touching letter from an Australian soldier in Afghanistan who said he reads the Aquabumps email everyday to remind him of home. I’m pleased that sharing pictures can bring so much inspiration and evoke so many emotions wherever our readers are.”
“Today’s SMBs need to recognize that technology is a strategic component of their business that can facilitate their own business operations and bring value to their customers as well,” says David L. Cunningham Jr., president, FedEx Asia-Pacific, based in Hong Kong.
“For instance, the next generation strategy at FedEx, is to go beyond a mere Web site and move to richer Internet applications and integrate more services for customers — such as store location or shipping and tracking applications,” says Mr. Cunningham.
“By allowing customers to better engage and personalize their experience, SMBs are able to transform their businesses, gain greater access to markets and compete more confidently against larger corporations.”
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Dubai Silicon Oasis Authority (DSOA), the regulatory body for Dubai Silicon Oasis (DSO), the integrated free zone technology park, has announced the completion of construction work on a 10,000 square meters student accommodation complex built at a total investment value of AED56 million.
Comprising four buildings with fully furnished units of varying sizes, the complex can accommodate up to 432 students. The faculty will welcome students from the DSO-based Rochester Institute of Technology (RIT-Dubai), as well as the neighbouring Dubai International Academic City.
The student accommodation complex is the result of a careful analysis of the prevailing housing options for university students in the emirate which shows a definite shortage in supply. This has often posed a challenge for universities with regard to attracting international students and their families. The new complex has been conceptualized to offer students an ideal environment to live in and study.
The modern and advanced housing facility complies with the latest, best-in-class international standards and meets the personal and academic needs of students across Dubai. The ground floor of the buildings will include retail shops, F&B outlets, recreational common areas, and study halls for the students. The entire facility will offer free Wi-Fi access, through a campus-wide secure wireless network by Avaya.
Dubai has 57 academic institutions offering programs in higher education. Of these, 26 are international universities, with total numbers exceeding 50,000 students. Although tuition fees for universities and colleges in the UAE are lower than those in similar institutions abroad, the high cost of housing is an important concern for parents and has adversely impacted the admission of such students to Dubai’s colleges.
Technology Implementation with Avaya
Dubai Silicon Oasis Authority’s ICT department has implemented an advanced and feature-rich wireless solution, to cover each room and the entire hostel premises. The campus, with four buildings of three floors each, includes cabling to each room, connecting all buildings with fiber, procuring active network components, and wireless access points. Building on existing relationships and implementations, Avaya was selected as the preferred technology provider for this project.
Avaya has implemented indoor routers, with expandable range for maximum coverage and quality of service.
These will be connected via the new released Avaya Access Switches ERS4900 Series with high-performance and Fabric attach capability. This site is connected to the main Avaya SDN Fabric Network in the DSOA datacentre with a simple, flexible, and secure Entire end-to-end Fabric deployment. This makes it easy for DSO to deploy solutions and applications across campuses quickly and securely.
A wholly-owned entity of the government of Dubai, DSO operates as a free zone technology park for large enterprises, medium and small companies looking to set up their offices in Dubai.
(Bloomberg) -- Investors fuming over the rapid collapse of a leveraged loan issued in June have hired a law firm to examine legal options over what they view as inadequate disclosures during the debt’s marketing process.
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The loan, issued by technology company Avaya Holdings Corp., plunged nearly 30 cents on the dollar over the last week after the company slashed quarterly revenue and earnings expectations and jettisoned its chief executive officer. The rapid change in Avaya’s fortunes -- revealed mere weeks after the debt hit investors’ accounts -- left some buyers questioning why the information wasn’t disclosed when Avaya was marketing the deal with help from Goldman Sachs Group Inc. and JPMorgan Chase & Co.
Investors who bought the company’s $350 million incremental first-lien leveraged loan have hired law firm Akin Gump Strauss Hauer & Feld to explore their options, according to people with knowledge of the matter, who asked not to be named discussing a private transaction. Some holders of the company’s other first-lien loans have also joined the group, the people said.
Representatives for Avaya, Goldman Sachs and JPMorgan declined to comment. A representative for Akin didn’t respond to requests for comment. LevFin Insights earlier reported on Akin’s hire, and other elements of the situation.
Avaya, which offers communications software and services and competes with the likes of Cisco Systems Inc. and Microsoft Corp., wasn’t an easy sell in the leveraged loan market. The company needed to raise money to refinance convertible bonds due in 2023 that were deeply out-of-the-money. It brought the deal in a market weakened by recession fears, inflation and rising interest rates, after previously trimming its full-year earnings forecast.
Investors balked at a proposed $500 million leveraged loan, forcing the company to split the planned issuance into a smaller loan and $250 million of privately-placed exchangeable notes, both secured on a first-lien basis. To get the deal done, Avaya agreed to hike the interest rate on the loan to 10% over the Secured Overnight Financing Rate -- the highest margin of the year -- include an upfront fee, and add other investor protections.
JPMorgan and Goldman priced the debt on June 24. New investor Brigade Capital Management bought a $125 million chunk of the new exchangeable notes, one of the people said, while multiple investors purchased the rest, according to a July regulatory filing. A representative for Brigade declined to comment.
Barely a month later, on July 28, Avaya said it was slashing its forecasted adjusted earnings for the third quarter by more than 60%, to between $50 million and $55 million. It also cut its revenue expectations by over 16%.
Even more concerning to some investors, Avaya removed its CEO, James Chirico, and replaced him with Alan Masarek, former head of Vonage Holdings Corp. Hiring a new chief executive typically takes weeks or months, raising questions about why the company didn’t disclose the transition during the June debt offering, some of the people said.
The news sent Avaya’s new term loan falling to quotes in the 60s as of Tuesday, different people said, from around 89 to 90 cents on the dollar. Its shares and other debt also plunged.
Now, investors await the company’s full earnings release on Aug. 9. In the meantime, Avaya’s share price closed Tuesday around 82 cents, a potential threat to the company, which must maintain a $1 share price over a 30-day trading period to remain listed on the New York Stock Exchange. Under terms of its new exchangeable notes, Avaya must be listed on the NYSE or Nasdaq, according to a Friday report from S&P Global Ratings.
The credit grader lowered its rating on Avaya two steps to CCC, saying the company may struggle to maintain the listing requirements or seek to restructure its debts.
(Updates with graphic of stock price.)
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Welcome to Santa Clara University! We are excited that you are exploring the opportunity to become a Professional Staff member at SCU.
With nine Residential Learning Communities (RLCs) and one upper-division community, the Office of Residence Life employs nine Resident Directors (RDs). The Resident Director team is collectively called the Professional Staff.
Resident Directors work collaboratively as part of the Leadership Team to provide oversight for an assigned residential community ranging in size from 240 to 550 residents. The Leadership Team plays an integral role in facilitating the implementation of a residential program that reflects the Jesuit mission of the University, namely the development of the whole person, and promotes a supportive and inclusive environment that encourages the academic, social, and spiritual growth of each student. In addition, the Resident Director serves in a collaborative role with Residence Life staff, the Housing Office, the Office of Student Life, Campus Ministry, and other campus partners to further develop and strengthen the overall residential program.
The Leadership Team in each of our 9 Residential Learning Communities (RLC) includes a Resident Director, Faculty Director(s), Spirituality Facilitator(s), and Assistant Resident Director(s). These communities include Alpha, Communitas/Xavier, Cura, Cyphi, da Vinci, Loyola, Modern Perspectives, and Unity/Nobili Residence Hall. Each RLC is associated with a specific residence hall and organizes its community around one or two broad themes.
The Leadership Team in our one junior and senior community in University Villas, includes a Resident Director, Spirituality Facilitator(s), Assistant Resident Director(s). This community does not have an RLC component and focus their engagement and programming efforts on the upper-division student experience.
Due to the live-in nature and high visibility of the position, it is essential that Resident Directors model the values of a Jesuit, Catholic university and demonstrate the Office of Residence Life's commitment to the mission of Santa Clara University.
The Resident Director position is a full-time, 12-month, four-year fixed-term position ending June 26, 2026, and requires flexibility of work hours, such as performing some work on weekends and evenings.
Review of applications will begin immediately and will continue until the position is filled. We are currently hiring to fill immediate vacancies. To apply, please complete your application via the Santa Clara University Human Resources website.
Professional Development Opportunities
The Department of Residence Life is committed to the individual professional development of its Professional Staff. Santa Clara University is an exceptionally collaborative environment, and Professional Staff regularly have the opportunity to work with other campus offices, academic departments, and advisory committees.
Each Professional Staff Member is assigned to several emphasis areas, including departmental and campus committees, on a yearly, rotating basis. In addition, summer projects provide alternate opportunities to work on departmental projects and personal interests.
Emphasis Areas include:
Potential Campus Engagement Opportunities Include:
Other opportunities on campus that Professional Staff have participated in include an Alcohol and Other Drug Advisory Board, Staff Senate leadership, Sexual Assault Awareness Month Planning Committee, and the Momentum Men's Discussion Group.
Each Professional staff member also receives a professional development allowance*. In exact years, Professional Staff have utilized these funds to attend national and regional conferences and trainings, including:
*Professional Development funds are dependent on budget availability and may be limited for the 2021-2022 academic year.
ITS offers a variety of services and products to the Saint Louis University community. We strive to create the best and most technologically-advanced environment for all students, faculty and staff at SLU.
Learn about Canvas, Panopto, Zoom, Respondus LockDown Browser, Campus Pack, Blue course evaluations, Qualtrics Web-based survey tool and more.
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Learn about eIRB, eIBC, eSirius, and other research administration products at Saint Louis University.
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A custom SLU skill deployed on each Alexa device on campus provides instant answers to more than 100 questions specific to the University.
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Learn about software in classrooms, standard classroom technology, software requests, and classroom technology repair and maintenance at SLU.
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SLU ITS supports the technology needs for SLUCare as well as other health-related disciplines at the University.
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ITS maintains public computer labs on campus, as well as as classroom labs that are reserved for use as part of specific courses.
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SLU offers faculty, staff and students access to Google Apps and Listserv technology that can help make campus communication and collaboration easier.
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Edit video and audio, grade tests, print posters, laminate, dry mount materials and more in SLU's Academic Tech Commons located on the first floor of Pius XII Library.
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There are several ways to get connected at SLU, including SLU Users, a residence hall network, Billiken Secure Connect (VPN) and more.
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Office 365 and Microsoft Teams are available for University computers. Many campus devices are already enabled.
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Learn more about advanced research computing and consulting services to the Saint Louis University research community.
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ITS supports telecom services at SLU. For more information or to enter a ticket for adding/moving/changing or repairing a phone at SLU, visit help.slu.edu.