Ken Lay Information

Dr. Kenneth Lee Lay
April 15, 1942 – July 5, 2006

Ken Lay birthday is April 15, 1942 in Tyrone, Missouri to a loving father and mother – Omer and Ruth Lay. Ken spent 64 years on earth doing God’s work helping others with great compassion. We know that Ruth and Omer have embraced their precious son once

Ken’s life exemplified Galatians 5:22: But the fruit of the Spirit is love, joy, peace, patience, kindness, goodness, faithfulness, gentleness, self-control.

Despite his meager upbringing, Ken was always generous with his time, money, love, talents and leadership. To know Ken was to love him. Many benefited from Ken’s generosity – the American Heart Association, Aspen Camp School for the Deaf, Aspen Institute, Assistance League of Houston, Beta Theta Pi Fraternity, Brookwood Community, Child Advocates Inc., The Counsel for Alcohol and Drugs Houston, DIFFA,  Episcopal High School, First United Methodist Church, Holocaust Museum Houston, Horatio Alger Scholarship Fund, Houston Area Women’s Center, Houston Food Bank, Houston SPCA, NAACP, Open Door Church, Susan G. Komen Breast Cancer Foundation, Rice University, Salvation Army, Star of Hope, University of  Houston, United Negro College Fund, United Way of Texas Gulf Coast, YMCA of Greater Houston.

Ken’s door was always open, whether it was to help with college funds for a child, to help a former Enron employee pay their mortgage; to help young entrepreneurs make their dreams a reality, or to give a second chance when he believed in a person. Ken could not say no to anyone needing help.  When asked why he always looked for the best in everyone, Ken would simply reply that it was much better than the alternative.

Ken gave his time and energy to lead huge Houston events like the Economic Summit of Industrialized Nations, the Welcome Home Desert Storm/Desert Shield Troops parade, referendum campaigns to finance the new Houston baseball park and football/rodeo stadium, as well as the new Houston basketball arena, and the Republican National Convention. Ken did everything possible to make his much-loved city a better place to live.

Ken’s love of Linda was unsurpassed – they were to celebrate their 24th anniversary on July 10th – they were truly best friends, soul mates and partners. They were always holding hands and demonstrating their incredible adoration for each other. Their relationship was truly unique and Linda considers herself the luckiest woman in the world to have had those precious years with Ken.

He who fears the LORD has a secure fortress, and for his children it will be a refuge. Proverbs 14:26
Ken leaves behind five children, Robyn, Mark, David, Elizabeth and Beau, who all love him very much. He was their role model for life, business and Christian faith. They are blessed with strong memories of a father who respected each of them for their uniqueness and took the time to foster in them the desire to achieve their best. They enjoyed lively dinner conversations, festive holidays and particularly their quiet times with him.

Children’s children are a crown to the aged, and parents are the pride of their children. Proverbs 17:6

Twelve grandchildren, Nicholas, Hannah, Hailey, Sasha, Zach, Pate, Alex, Gage, Preston, Katie, Lucas and Tessa, remember their beloved “Papi/Papia” (depending on which of the 12 you ask) who was never afraid to be silly to entertain one of his treasured grandchildren. He loved teaching them how to whistle, cluck, ride ponies, build snowmen in Colorado and spent precious time with them, watching college football and attending many recitals.

Ken was loved and admired by his sisters, Bonnie and Sharon. They share memories of family, Ruth’s fried chicken and lots of conversation and humor. While the Lay family did not have much money, they were always close and supportive of each other. Ken always had the time to listen and support his family in the best and worst of times. He made many trips to Missouri for holiday celebrations and to visit his sick and dying parents in the last of their lives. He was the Rock of Gibraltar for his parents and his sisters.

Ken’s first wife, Judie, continued to love and support Ken through the greatest challenges of his life and never questioned his integrity.
Ken’s faith supported him throughout his life and gave him the confidence to believe in people.  Above all, he trusted God that He had a plan, even if it was never perfectly clear.

While Ken was the son of parents who did not have the opportunity to go to college, Ken graduated Phi Beta Kappa in 1964 from the University of Missouri with a Bachelor of Arts in Economics and a Master in Economics in 1965. At the University of Missouri, Ken was a member of and served as President of Beta Theta Pi.  Ken was proud of his fraternity and maintained strong contacts with his fraternity brothers through the years – he found great strength in their support.

Ken completed his formal education at the University of Houston, where he obtained a Ph.D. in Economics in 1970. While there, Ken achieved the additional honors of Omicron Delta Kappa, Omicron Delta Epsilon and was listed in Who’s Who in American Colleges and Universities.

Ken led a long and distinguished career in the public and private sector. Ken worked with Humble Oil (now Exxon Corp.) from 1965 -1968 as an economist in the Corporate Planning Department.

In 1968, Ken enlisted in Officer Candidate School for the United States Navy where, from 1968 to 1971 he served as an Ensign; Lieutenant Junior Grade; Lieutenant; Special Assistant to the Navy Comptroller and Financial Analyst; Office of Assistant Secretary of the Navy, Department of the Navy, at the Pentagon. While serving with the Navy, Ken received the Navy Commendation Medal and National Defense Service Medal.

Ken’s legacy as a leader in energy regulation was rooted in his service with the Federal Power Commission from 1971 to 1972 where he served as a technical assistant to Commissioner and Vice Chairman of the Federal Power Commission. Ken left the FPC to serve as the Energy Deputy Under Secretary for the United States Department of Interior.

In 1974, Ken left the public sector in Washington, D.C. to begin his career in the natural gas industry. Ken joined Florida Gas Company, in Winter Park, Florida as Vice President of Corporate Development, later holding the office of Senior Vice President of the transmission company and President of its successor company, Continental Resources Company.

Ken left Continental Resources Company in 1981 to join Transco Energy Company in Houston, Texas where he held the positions of President, Chief Operating Officer and Director.  In 1984, Ken accepted the position as Chairman and CEO of Houston Natural Gas Co., which merged with InterNorth in 1985, and which would later be renamed Enron Corp.

Ken loved Enron, and saw the company as one of limitless possibilities. He often talked of the incredible talent at Enron and believed that the Enron employees were unsurpassed in any industry. Ken believed the real value of Enron was in its people. From the most junior employee to his top executives, Ken treated all with the same dignity and respect they deserved as children of God. Employees often remarked on how he recalled their names, family, and other personal details they shared with him.

I, the Lord, search the heart and examine the mind, to reward a man according to his conduct, according to what his deeds deserve. Jeremiah 12:10

For those who know and love Ken, we take comfort in the knowledge that he is in the loving presence of the one true Judge.

Services
Celebrations of Ken’s life for family and friends will take place at the Aspen Chapel in Aspen, Colorado at 2 p.m. on Sunday July 9, 2006 and also on Wednesday, July 12, 2006 at 11 a.m. at First United Methodist Church-Downtown in Houston, Texas.

In lieu of flowers, the family requests donations be made on Ken’s behalf to First United Methodist Church, Houston – Lifeline Ministries for the Poor, United Way of Texas Gulf Coast, YMCA of Greater Houston, Aspen Center for Environmental Studies, Aspen Camp School for the Deaf, or the church or synagogue of your choice.v

Biography

Kenneth L. Lay Birth Date and Place: April 15, 1942; Tyrone, Missouri

Education: University of Missouri – Bachelor of Arts (Honors), Economics (1964) Master of Arts, Economics (1965) University of Houston – Doctor of Philosophy, Economics (1970) Ph.D. Thesis: The Measurement of the Timing of the Economic Impact of Defense Procurement Activity: An Analysis of the Vietnam Buildup

Education Honors:
Phi Beta Kappa, Omicron Delta Kappa, Omicron Delta Epsilon and Who’s Who in American Colleges and Universities

Business Summary:
1965 – 1968 Exxon Co., U.S.A. – Economist, Corporate Planning Department 1968 – 1971 United States Navy – Ensign; Lieutenant Junior Grade; Lieutenant; Deputy Director, (Research), Department of Defense Special Study Group on Defense Contractor Constructive Delivery (Accrual Accounting Implementation), Special Assistant to the Navy Comptroller and Financial Analyst, Office of Assistant Secretary of the Navy (Financial Management), Department of the Navy, the Pentagon. Received Navy Commendation Medal and National Defense Service Medal.

1970 – 1973 George Washington University – Assistant Professor (Evening Graduate Courses in Micro- and Macro-Economics)
1971 – 1972 Federal Power Commission (Currently Federal Energy Regulatory Commission) – Technical Assistant to Commissioner and Vice Chairman
1972 – 1974 United States Department of Interior – Deputy Under Secretary (Energy)
1974 – 1979 Florida Gas Company – Vice President, Corporate Development; Senior Vice President, President, Florida Gas Transmission Company
1979 – 1981 Continental Group – Executive Vice President; Continental Resources Company (Formerly Florida Gas Company) – President
1981 – 1984 Transco Energy Company – President, Chief Operating Officer and Director
1984 – 1985 Houston Natural Gas Co. – Chairman, CEO and Director
1985 – 1986 Enron Corp. – President, Chief Operating Officer, CEO, and Director
1986 – 2002 Enron Corp. – Chairman, CEO and Director
2002 – 2004 Lay Interests LLC – President

Family Status: Married to Linda Phillips Lay, five children and twelve grandchildren

Military Service: Officer, United States Navy – Navy Commendation Medal – National Defense Service Medal

Presentation

Kenneth L. Lay Speech: “GUILTY, UNTIL PROVEN INNOCENT”

Good Afternoon. I was pleased to receive the invitation to speak to the Houston Forum.

Of anything and everything that I could imagine might happen to me in my lifetime, the one thing I would have never even remotely speculated about was that some day I would become entangled in our country’s criminal justice system. Yet, that is exactly what has happened and I might add, has happened in a very extraordinary way.

I originally entitled my speech “Living in the Crosshairs of the U.S. Criminal Justice System”, which is where I believe I have been for the last four years. However, once indicted, on July 8, 2004, a more appropriate title is “Guilty, Until Proven Innocent”, which is where I believe I am today. Contrary to popular belief today, I firmly believe that Enron was a great company. Although, like most companies, it was not without some problems, Enron was a strong, profitable, growing company even into the fourth quarter of 2001. Moreover, except for the illegal conduct of less than a handful of employees, I am convinced Enron would not have had to seek protection under the U.S. Bankruptcy Code in 2001 and would still be a great and growing company today. Under a different corporate name, Enron was founded in 1930 to build and operate a large natural gas pipeline from West Texas to the upper Midwest. In 1985 that company purchased Houston Natural Gas, a company of which I was Chairman and CEO at the time. The new company became the largest natural gas company in the U.S. and a leader in the deregulation of wholesale natural gas and electricity markets in the U.S., as well as in many countries around the world.

By the late-1990’s, Enron’s wholesale business (involving the production, buying, selling, delivering, financing, hedging, and other services relating to natural gas, electricity, coal, and other commodities) became its largest, fastest growing and most profitable business. In the third-quarter of 2001, with the company’s sales and deliveries growing robustly, Enron’s physical volumes in its wholesale business—which had been a strong indicator of profitability for over ten years—were the energy equivalent of about one-fourth of all the oil consumed in the world—every day. During the same quarter, Enron Online—the company’s worldwide internet trading platform—completed on average over 5,000 transactions per day, buying and selling over 1,800 separate products online that generated over $2.5 billion in business every day. Enron was clearly the market maker in natural gas worldwide and a market leader in many other energy commodities. For the third-quarter 2001, Enron’s wholesale business generated $754 million of earnings (before interest and taxes), an increase of 35% from the previous year. This represented over 80% of Enron’s worldwide earnings. Even the Enron Task Force agrees that Enron’s wholesale business was highly profitable. Indeed, it maintains it was so profitable in the year 2000 that Enron attempted to hide some of the profits by inappropriately adding to reserves. The Enron Task Force is right about increasing reserves in 2000, but it is wrong about the reasons. It is this type of technical accounting detail that makes up a lot of the “criminal” charges in this case.

With Enron’s rapid growth, we were able to attract some of the smartest, most creative and hardest working employees in corporate America. Indeed, our major competitors for talent were companies such as General Electric, Goldman Sachs, McKinsey, JPMorgan Chase, as well as high tech companies in Silicon Valley and elsewhere. In 1999, Enron was selected as one of the 100 Best Companies to Work For in America by Fortune magazine and in 2001 we ranked 22nd on that list. Enron recruited the best and brightest from our nation’s top universities. And, even though we relied heavily on our outside legal and accounting experts, Vinson Elkins and Arthur Anderson, we also recruited the best and brightest from local and national accounting, law, consulting, engineering, and other professional firms. I remain convinced that Enron was so successful for so many years because it had the best people, as continues to be demonstrated by the success of Enron alumni in business and industry around the world today. In February 2001, I stepped down as CEO of Enron, having served in that position for over 15 years. I was confident that Enron was financially strong, highly profitable, growing rapidly, and had a “sustainable”—or as I referred to it, an “unassailable”—advantage over its competitors. Along with what was referred to as “old economy” assets (its extensive domestic and international pipelines, power plants, liquid plants) with Enron Online, the company had become one of the largest e-commerce or “new economy” companies in the world. (Indeed, Enron had become the Google for the energy business before most people even knew what Google was.) Enron had widened its already very substantial lead in the wholesale energy business, from being twice as big as its nearest competitors in the late 1990’s to being almost four times as big as these competitors by the second-half of 2001. In the trading/intermediation business, scale is critical because of market liquidity, market intelligence, and other competitive advantages.

Yet, in less than 10 months, on December 2, 2001, Enron would be forced to file for bankruptcy protection. This would result in thousands of employees being laid off, most of whom lived in Houston, loss of retirement benefits and savings for thousands more, substantial losses for shareholders, creditors, and suppliers, numerous other tremendous hardships and indeed, personal and business disasters. Tragically, large numbers of employees saw their dreams evaporate—dreams about retirement, a child’s education, a new home, keeping one’s home, caring for parents, and so many other things. Having always put a high priority on valuing and honoring my employees over a 35-year business and government career, the negative effects of the bankruptcy and scandal that the Enron employees and retirees have had to endure is the most devastating and heartbreaking tragedy of my life, and will most assuredly continue to haunt me until my death. With lightening speed, the events preceding the bankruptcy and the bankruptcy itself would not only become the biggest business story in America, but also the biggest overall story in America. Not surprisingly, this ignited strong interest in our nation’s capitol. Congressional hearings were announced almost before the ink on the bankruptcy papers was dry and, once started, continued for months. In the name of fact finding as to why Enron failed, Republicans and Democrats attempted to one-up each other with their vivid, memorable and very negative portrayals of Enron. Most of what was and is still being said, heard or read, was and still is either grossly exaggerated, distorted, or just flat out false. But a time of political and public hysteria is not a ripe environment for truth. Those with a public voice were telling the stories they wanted to tell and the people were reading and hearing the stories that they wanted to hear—stories of powerful, greedy and soulless executives eager to trample on anyone and everyone to achieve their ruthless aims and immoral goals. Regrettably, Enron and its former employees have had no voice and no defender since late January 2002, in part because the “turnaround” specialists brought in to run Enron chose not to speak out or defend either Enron or its former employees.

Why did Enron have to file for bankruptcy protection? When our trial begins in January, we will be presenting in considerable detail, along with documentation and testimony, the chronology, events and causes that forced Enron to file for bankruptcy. Obviously, I am unable to do that here today. Let me just summarize by saying that although a lot of events contributed to the decline in Enron’s stock price in 2001—including the bursting of what is now referred to as the stock market “bubble”, the California Energy Crisis, the meltdown of the global telecommunication and broadband business, India’s refusal to honor its contract or guarantees on a large Enron power plant and LNG facility in that country, and other things—the actual triggering event for Enron’s bankruptcy was the loss of confidence by the financial community and by Enron’s trading counter parties that began a collapse by early November 2001 that ultimately could not be arrested or reversed. Media articles began in late October 2001, raising questions about Enron’s Chief Financial Officer, Andrew Fastow, his personal involvement in—and possible self-enrichment from—certain Enron financial transactions. In response to the mention of one transaction called “Chewco”, Enron’s internal accounting staff and Arthur Andersen discovered a mistake in the financial structure of this 1997 transaction that required Enron to take a $400 million income restatement and various other adjustments for the period 1997-2001. These and other adjustments, publicly announced on November 8, 2001, accelerated the drain on Enron’s liquidity—a real-time “run on the bank”—such that by the end of November, Enron had no alternative but to seek protection under the U.S. Bankruptcy Law. It is probably more than coincidental that the architects of the “Chewco” transaction were Andrew Fastow and Michael Kopper.

As a point of historical significance, a Citibank analysis completed in early November 2001, clearly demonstrates that Enron’s bankruptcy was caused by liquidity problems, not by solvency problems—the company’s on and off balance sheet assets exceeded its liabilities by billions of dollars. In an April 2005 review of Kurt Eichenwald’s book “Conspiracy of Fools”, a former Wall Street analyst concluded that “…it does not seem a stretch to suggest that if someone [other than Andrew Fastow] had been CFO of Enron, the company would probably exist today. Fastow crossed the line… [allowing him]…to profit at the company’s expense. Ultimately, it was the crisis of confidence triggered by these transactions…that brought Enron down.” This reviewer also concluded, “If nothing else, Skilling and Lay installed Fastow as CFO and trusted him—a catastrophic error in judgment (though not itself a crime).” I agree. We did trust Andy Fastow and sadly—tragically—that trust turned out to be fatally misplaced. The amount of money that Fastow and Kopper have admitted they stole from Enron did not bring Enron down. As despicable and criminal as their deeds were, the amount they stole—tens of millions of dollars—given Enron’s size, was relatively small. It was the stench of possible misconduct by Fastow—the notion that Enron’s CFO might be involved in shady or even illegal activities that provoked the loss of confidence causing the run on the company’s treasury. Twenty-twenty hindsight pointed out the downside of becoming so big and so successful in the wholesale business. This business was dependent on trust—as is true of virtually all financial and trading/intermediation businesses in the world—and the actions of Andrew Fastow and his cohorts irreparably breached that trust. The result for Enron was catastrophic.

One of the early tragic consequences of Enron’s filing for bankruptcy was the ultimate annihilation of Arthur Andersen, at the time the largest accounting firm in the world and Enron’s auditors. In early 2002, Arthur Andersen told the Enron Task Force that they had discovered shredding of documents in their Houston office, which might be inappropriate. The Enron Task Force immediately launched an investigation. Despite repeated efforts by Arthur Andersen, as well as its newly formed and very distinguished board, chaired by former Federal Reserve Chairman Paul Volker, to negotiate a settlement that would allow the firm to survive, the Enron Task Force indicted Arthur Andersen in March 2002 and obtained a conviction three months later, resulting in an immediate death sentence for the firm. Earlier this year, the U.S. Supreme Court in a unanimous decision, overturned that conviction. The late Chief Justice William Rehnquist, who wrote the opinion, concluded that the instructions to the jury that had been urged on the federal district court judge by Andrew Weissmann, lead attorney in the case and at that time Deputy Director of the Enron Task Force allowed the jury to find the firm guilty of criminal conduct, “…even if Arthur Andersen honestly and sincerely believed that its conduct was lawful…”, he added, “[the]…jury instructions…simply failed to convey the requisite consciousness of wrongdoing. Indeed, it is striking how little culpability the instructions required.” Thus, Arthur Andersen was belatedly vindicated and just three weeks ago, the Enron Task Force advised the Fifth Circuit Court of Appeals, to which the Supreme Court had remanded the case, that it would not retry the case against Arthur Andersen. Additionally, the Enron Task Force allowed David Duncan, the head of the Arthur Andersen audit team for Enron, to withdraw his guilty plea agreement, but without any protection against further prosecution, which I’ll comment on later.

Despite these decisions, however, the death sentence given to an entire firm resulting from the Arthur Andersen indictment and conviction three and a half years ago cannot be reversed. One of the oldest, most respected and biggest accounting firms in the world was executed and, unlike Lazarus, cannot be brought back to life. Over 28,000 American jobs were destroyed, more than five times the number of jobs lost when Enron filed for bankruptcy, and cannot be recreated; retirement and savings were lost and cannot be restored. The “Big Five” accounting firms now became the “Big Four”, shrinking competition at the very time when there was increased demand for accounting services because of the Sarbanes/Oxley bill and other regulatory requirements. The sordid history of this case and how it was handled clearly begs the question: Does the U.S. Justice Department or anyone else in our federal government feel any need to find out how and why this happened, and whether anyone should be held personally accountable or responsible? The Supreme Court decision very clearly concludes that Andrew Weissmann and the Enron Task Force persuaded the judge to issue instructions to the jury that as the opinion stated, “[so]…diluted the meaning of ‘corruptly’ that it covers innocent conduct [and thus] no longer was any type of dishonesty necessary to a finding of guilt.” Our U.S. Justice Department makes no apologies for spending almost four years and by some estimates $100 million or more to investigate Enron, its executives and its outside advisors (such as Arthur Andersen). Shouldn’t the Justice Department feel at least some obligation to the American people to commit some time and money to determine how the Enron Task Force’s first indictment and first conviction caused such widespread devastation to so many, but yet was overturned by the highest court in our nation in a unanimous decision? The only response from the Justice Department following the Supreme Court’s decision overturning the Arthur Anderson conviction was a one sentence statement, “We remain convinced that even the most powerful corporations have the responsibility of adhering to the rule of law.”

This past summer, Enron Task Force Director and lead attorney in the Arthur Andersen case, Andrew Weissmann, left his post unexpectedly in the middle of the jury deliberations in the Enron Broadband trial, which resulted in 24 not-guilty verdicts and zero guilty verdicts. Indeed, thus far the Enron Task Force has been able to convict by trial exactly one former Enron employee, which was in the Nigerian Barge Trial. Andrew Weissmann’s sudden and unexpected departure occurred only months before his potentially career enhancing opportunity to try me along with Jeff Skilling and Rick Causey in what some have referred to as the biggest criminal business trial in U.S. history. Was it a coincidence that Andrew Weissmann’s decision to leave came only days after our defense team filed a motion in court claiming prosecutorial misconduct in our case? In less than a year after Enron’s bankruptcy, Enron Task Force Director Leslie Caldwell was quoted as saying that she expected all indictments relating to Enron to be wrapped up by year-end 2002. We now know that instead of finishing the investigation after one year, it was just beginning. The original Enron grand jury completed a lengthy 18-month term, only to be extended another 18 months. Then, at the end of the second, extended term, a whole new grand jury was convened for yet another 18 months and is now over one-half way through that term. If asked, I am certain that the Enron Task Force would say they have taken so much time because the crimes at Enron are so complicated. However, I would say the Enron Task Force has taken so much time because it is complicated to find crimes where they do not exist. The Enron Task Force investigation is largely a case about normal business activities typically engaged in on a daily basis by corporate officers of publicly held companies throughout the country. In virtually every other situation, if there were concerns that any of these business activities were not being done appropriately, these concerns would be addressed by a regulatory agency, like the SEC, or as a civil matter in the courts. However, in this case, the Enron Task Force is attempting to criminalize these very same business activities. In an article published in the National Law Journal, John Coffee, professor at Columbia Law School and director of its Center of Corporate Governance writes concerning my indictment, “to be sure, an intense political need to indict Lay may explain why prosecutors have pushed the envelope of securities and mail fraud theories to their limit. But, what happens once will predictably happen again.”

Top 6 juices and juicers from Ken Lay Information blog

So, the morning starts and the day brings lots of hopes, new opportunities and new energy to just gear up for all the hours yet to come. But OH..!! one look at the summer sky and one thought of scorching heat and you losing all that energy and freshness brings ALL THAT SPIRIT DOWN…!!
Well…Well… Well..!! Now you don’t have to worry over the sun stealing away the energy and that fiery spirit of summers as we at Ken Lay Information blog have all the very best collection of the most tongue tingling flavors of Juices and Smoothies to make you SUMMER READY, Body and Soul..!! We will also recommend you top juicer brands and models.

Summers can be harsh with all the heat and sweat and that constant urge from every inch of your skin exposed to the sunlight to just rush to an air – conditioned space and avoid any movement till the sun goes down. And you have to be ready with all the essential nutrients as well as keep your body hydrated to enjoy this season in every way possible. So, here we are with Top 6 Summertime Sips to make your summers easy on your body and tasty on your taste buds.All you need is juicer or blender to get started.

Orange Pineapple Lush:

JuicerThis juice can be enjoyed by all the citrus savvy people and can be had at any time of the day. You have to juice down oranges and pineapple in equal quantity or as per your taste and add some drops of lime juice and ginger juice to add some flavor to it. You can also add some leaves of green leaf lettuce or romaine. If you want to add some more taste to your drink you can add salt or a tablespoon of honey. Yo can use a citrus juicer or a general purpose juicer to make Orange pineapple Lush.If you don’t have a juicer you can read juicer reviews at best juicer website .

Garnishing Tip: Pour down the juice in a goblet and sprinkle some ground ginger or turmeric on it. Add a mint leaf and your day starter is ready with all the goodness of Vitamin C.

Apple Strawberry Juice:

Next we have a highly healthy and a juice with much recommended and well known health booster Apple – Apple Strawberry Juice. Juice up 6 – 7 strawberries with an apple and some 5 – 7 leaves of kale. You can also add 2 – 3 celery stalks to add more green nutrients to it. Salt and Ginger can be used to add more taste and you have all the goodness of Iron and Health of Apples in your glassful of juice.

Garnishing Tip: Place 2 – 3 fine slices of strawberry on the top of juice, add some finely chopped mint leaves and sprinkle Black Salt to make it a visual delicacy too.

Mix Fruit Crush:

Now there is a drink for all the fruit lovers to chill of all the heated body cells and REALLY Hydrate them after a long summer day. Take a cup of almond milk; add a frozen banana, 1 cup of frozen Blueberries and half a cup of frozen strawberries to it. Add some spinach leaves and 2 tablespoons of grounded flax seeds and juice them up. For those who have a sweet tooth, the addition off 1 medjool date can also be done. Blend all the ingredients until you have a smooth mix fruit crush to fill your glass and body with ultimate blend of nutrients.

Garnishing Tip: Garnish your glass with finely chopped almonds and fine slices of banana and strawberry.

Yellow Delight:

Next we have another delicious and healthy juice with the lip smacking flavors of Pineapple and Yellow capsicum. You will require half a pineapple and 1 yellow capsicum (pepper) to which you can add some lemon juice and ginger to add to its taste. This will not only offer a yummy drink to start your day with but will also supply necessary nutrients and Vitamin C to your body.

Garnishing Tip: Fill your Martini Glass with Yellow Delight and sprinkle it with chopped kale leaves or mint.

Kiwi Slush:

How can be list of the best and most refreshing drinks be complete without this delicious fruit and excellent source of water and vitamins?? So, just juice down 2 kiwis, a cucumber, 2 celery stalks and an apple to have your fresh Kiwi Slush. To add some more taste you can add some lime drops. Kiwi is an excellent source of water and Vitamins and thus proffers good protection against the summer heat.

Garnishing Tip: Fill your flute with the Kiwi Slush and add top it with finely slices strawberries or cucumbers.

Green Goody:

So, last but not the least a drink that is armed with all the essential nutrients, minerals and lots of iron to make your body summer ready – Green Goody. Take 6 – 7 leaves of Kale, 4 – 5 leaves of lettuce, a cucumber, 2 – 3 celery stalks, a frozen banana, 2 apples and 2 cups of water. Juice them all together and pour down in your juice mug and you have the green juice which has taste, nutrition, health and above all GOOD water content to enrich and rejuvenate your senses and taste buds.

So, with all the 6 delicious juices and their recipes explained, what are you waiting for?? Go grab your fruits, mix them up and get your body ready to enjoy the season we call SUMMER. Keep visiting Ken Lay Blog.

News

Houston Chronicle May 24, 2006 “Lay ‘calmly’ waiting to learn fate” By John C. Roper www.chron.com/disp/story.mpl/special/enron/3884362.html

Houston Chronicle May 3, 2006 “Expert backs Enron’s accounting practices” by John C. Roper

Houston Chronicle May 3, 2006 “Expert backs Enron’s accounting practices” by John C. Roper http://www.chron.com/disp/story.mpl/special/enron/3839212.html

Houston Chronicle April 21, 2006 “Skilling laments ‘tough 6 years’” by Mark Babineck http://www.chron.com/disp/story.mpl/special/enron/3808998.html

Houston Chronicle April 20, 2006 “Analysis: How did Skilling do at his Enron trial?” by John C. Roper and Tom Fowler http://www.chron.com/disp/story.mpl/special/enron/3808798.html

Houston Chronicle April 10, 2006 “SKILLING SAYS HE’S ‘ABSOLUTELY INNOCENT’ – Former CEO recounts the ups and downs of his career during first day of testimony” by Mary Flood http://www.chron.com/disp/story.mpl/special/enron/3785353.html

Houston Chronicle April 6,2006 “Witness calls warning ‘gossip’” http://www.chron.com/disp/story.mpl/special/enron/3774788.html

Houston Chronicle April 4, 2006 “Defense witnesses rebut earlier stories” http://www.chron.com/disp/story.mpl/special/enron/3771845.html

Houston Chronicle April 4, 2006 “Defense witness charges perjury” http://www.chron.com/disp/story.mpl/special/enron/3768789.html

Houston Chronicle July 21, 2005 “Broadband Trial: The Outcome; No guilty verdicts in latest Enron case” By Mary Flood http://www.chron.com/cs/CDA/ssistory.mpl/special/enron/broadband/3275470

Ludwig Von Mises Institute June 27, 2005 “Target: Private Enterprise” By William Anderson Ludwig Von Misses http://www.mises.org/story/1838

Ludwig Von Mises Institute August 16, 2004 “Is Ken Lay a Criminal?” By William L. Anderson and Candice E. Jackson http://www.mises.org/fullstory.aspx?control=1589

The National Law Journal August 16, 2004 “Overcriminalization?” By John C. Coffee Jr. Click Here to Download PDF

Houston Chronicle July 25, 2004 “Q&A/Attorney Sees High Calling in Rule of Law” By Mary Flood http://www.chron.com/cs/CDA/ssistory.mpl/special/enron/2699845

Houston Chronicle July 15, 2004 “Heaviest charges don’t involve Enron” By Mary Flood http://www.chron.com/cs/CDA/ssistory.mpl/special/enron/2681959

Energy Daily July 15, 2004 “My Friend in Handcuffs: Ken Lay’s Fall” Commentary by Llewellyn King Click Here to Download PDF

Houston Chronicle July 10, 2004 “Lay describes time in cell, reveals hopes for future” By Mary Flood http://www.chron.com/cs/CDA/ssistory.mpl/special/enron/2672127

The New York Times June, 27 2004 “Crimes of Others Wrecked Enron, Ex-Chief Says” By Kurt Eichenwald Click Here to Download PDF

The New York Times February 9, 2003 “Company Man to the End, After All” By Kurt Eichenwald Click Here to Download PDF

Houston Chronicle February 3, 2002 “The rise of Ken Lay as dramatic as his fall” by Laura Goldberg and Mary Flood http://www.chron.com/cs/CDA/ssistory.mpl/special/enron/1238307

Opening-statement

Opening Statement

Opening Statement Michael Ramsey
January 31, 2006
Transcript Of Proceedings Before The Honorable Sim Lake And A Jury

Opening Statement Exhibits
January 31, 2006
Exhibits Pages 1-28

Exhibits Pages 29-56
Click Here to Download PDF
Exhibits Pages 57-84
Click Here to Download PD