jimmy conway

LISLE, IL, Sept. 17 /PRNewswire-FirstCall/ - SXC Health Solutions, Corp. ("SXC" or the "Company") , a leading provider of pharmacy benefits management services and technology, is pleased to announce that Mr. Anthony R. Masso, and Mr. Curtis J. Thorne, have joined its board of directors.

"Tony and Curt are two experienced healthcare industry executives with proven leadership skills and track records for building successful businesses. They are very active within the industry as CEO's of leading companies serving health plan sponsors. Their presence on our board will enhance our organizational leadership and extend the Company's reach further into our key target markets," said Gordon S. Glenn, Chairman and CEO of SXC.

Mr. Masso, 65, is President and CEO of Consortium Health Plans, Inc., a national coalition of 19 Blue Cross Blue Shield ("BCBS") plans that is focused on building market share of its members amongst major employers and benefits consultants. Prior to Consortium he was President of StrongCastle LLC, a private consulting company that specializes in the development and implementation of strategic business plans for corporate clients.

Mr. Masso was also previously President of Litho Group, Inc., and Executive Vice President of Integrated Health Services, Inc. He spent four years as Senior Vice President of the Health Insurance Association of America, where he planned and implemented a transformation of indemnity insurers into managed care networks. As Senior Vice President of Aetna Health Plans, he was responsible for East Coast operations for all HMOs and POS health plans. Mr. Masso has several years of public sector experience with the U.S. Department of Health and Human Services. During his career he has spent time on the board of more than 15 different companies ranging from managed care organizations to physician partnerships to venture capital companies.

"Tony's extensive operational background in the healthcare industry coupled with his in-depth knowledge of health plans will be a valuable asset as our business continues to grow and evolve," added Mr. Glenn. "SXC counts several large BCBS organizations as customers and Tony's close involvement with BCBS plans at Consortium will provide us with valuable insight into this market segment."

Since 2000, Mr. Thorne, 48, has been President and CEO of MedSolutions, Inc., a company focused on management of medical imaging services. From 1998-2000, he was its President and COO. During his leadership tenure he grew revenue from $18 million to $200 million, contracted membership from 800,000 to over 20 million, and the employee base from 40 to approximately 700. Prior to MedSolutions, Mr. Thorne was President and COO of Adesso Specialty Services, a California-based specialty physician management company. Mr. Thorne also served as General Manager of Aetna Pharmacy Management and in other senior management positions at the Travelers and CIGNA.

Mr. Thorne earned his masters in business administration from the Babcock School of Management at Wake Forest University and a bachelor's degree in chemistry from the University of North Carolina. He has been active in serving on various national managed care policy making task forces, work groups and editorial boards.

"Curt has spent his career in managed care with a strong track record for developing and growing specialty healthcare organizations and business units," added Mr. Glenn. "This experience will be extremely valuable as we continue to expand our market presence into new vertical markets within the pharmacy benefit management space."

SXC is also announcing today that long-time board member and former CFO Jim Ryan has resigned from his position on SXC's board to pursue other interests. "On behalf of the Company and the board, I would like to express my sincere thanks to Jim for the many years of commitment and guidance that he has contributed to SXC, both as an employee and member of the board. We wish him well in his future endeavors," said Mr. Glenn.

Following these announcements, the number of directors on SXC's board is eight; with six independent members. In addition to Mr. Masso and Mr. Thorne, the members of SXC's board are Gordon S. Glenn, Chairman and CEO; Terrance Burke, private consultant; Steven Cosler, former President and CEO of Priority Healthcare Corp.; Bill Davis, CFO of Allscripts; Philip Reddon, Vice President Investments at Covington Capital; and Mark Thierer, President and COO of SXC.

About SXC Health Solutions

SXC Health Solutions, Inc. (SXC) is a leading provider of pharmacy benefits management (PBM) services and healthcare IT solutions to the healthcare benefits management industry. The Company's product offerings and solutions combine a wide range of software applications, application service provider (ASP) processing services and professional services, designed for many of the largest organizations in the pharmaceutical supply chain, such as Federal, provincial, and, state and local governments, pharmacy benefit managers, managed care organizations, retail pharmacy chains and other healthcare intermediaries. SXC is based in Lisle, Illinois with locations in; Scottsdale, Arizona; Warminster, Pennsylvania; Alpharetta, Georgia; Milton, Ontario and Victoria, British Columbia. For more information please visit www.sxc.com.

Forward-Looking Statements

Certain statements included herein, including those that express management's expectations or estimates of our future performance, constitute "forward-looking statements" within the meaning of applicable securities laws. Forward-looking statements are necessarily based upon a number of estimates and assumptions that, while considered reasonable by management at this time, are inherently subject to significant business, economic and competitive uncertainties and contingencies. We caution that such forward-looking statements involve known and unknown risks, uncertainties and other risks that may cause our actual financial results, performance, or achievements to be materially different from our estimated future results, performance or achievements expressed or implied by those forward-looking statements. Numerous factors could cause actual results to differ materially from those in the forward-looking statements, including without limitation, our ability to achieve increased market acceptance for our product offerings and penetrate new markets; consolidation in the healthcare industry; the existence of undetected errors or similar problems in our software products; our ability to identify and complete acquisitions, manage our growth and integrate acquisitions; our ability to compete successfully; potential liability for the use of incorrect or incomplete data; the length of the sales cycle for our healthcare software solutions; interruption of our operations due to outside sources; our dependence on key customers; maintaining our intellectual property rights and litigation involving intellectual property rights; our ability to obtain, use or successfully integrate third-party licensed technology; compliance with existing laws, regulations and industry initiatives and future change in laws or regulations in the healthcare industry; breach of our security by third parties; our dependence on the expertise of our key personnel; our access to sufficient capital to fund our future requirements; and potential write-offs of goodwill or other intangible assets. This list is not exhaustive of the factors that may affect any of our forward-looking statements. Investors are cautioned not to put undue reliance on forward-looking statements. All subsequent written and oral forward-looking statements attributable to SXC or persons acting on our behalf are expressly qualified in their entirety by this notice. We disclaim any intent or obligation to update publicly these forward-looking statements, whether as a result of new information, future events or otherwise. Risks and uncertainties about our business are more fully discussed in our Annual Information Form.

Certain of the assumptions made in preparing forward-looking information and management's expectations include: maintenance of our existing customers and contracts, our ability to market our products successfully to anticipated customers, the impact of increasing competition, the growth of prescription drug utilization rates at predicted levels, the retention of our key personnel, our customers continuing to process transactions at historical levels, that our systems will not be interrupted for any significant period of time, that our products will perform free of major errors, our ability to obtain financing on acceptable terms and that there will be no significant changes in the regulation of our business.
There are often misconceptions as people talk about "transparency" in the health-care field. They say the main societal value is to provide information so patients can make decisions about which hospital to visit for a given diagnosis or treatment. As for hospitals, people believe the main strategic value of transparency is to create a competitive advantage vis-à-vis other hospitals in the same city or region. Both these impressions are misguided.

Transparency's major societal and strategic imperative is to provide creative tension within hospitals so that they hold themselves accountable. This accountability is what will drive doctors, nurses, and administrators to seek constant improvements in the quality and safety of patient care.

Jim Conway at the Institute for Healthcare Improvement recently said this succinctly. By opening themselves up to public scrutiny, providers will "have the courage to be held accountable in the name of the patients coming to our hospitals, as well as to our own staff. Shining light on an organization drives improvement."

Driving Change
People who have studied process improvement in other service and industrial sectors have known this for years. The push for transparency has driven changes in fields as diverse as computers and chemical refineries. In those fields, the impetus was a desire to gain market share in the face of a rising tide of quality expectations from corporate customers. A decade ago, Bose wanted to sell its loudspeakers to Japanese car manufacturers, and it had to document to those companies that its equipment would meet the high expectations of Toyota (TM) and Honda (HMC). Likewise, Intel (INTC) had high expectations to meet if its processors were to find their way into a multitude of computers, from IBM (IBM) to Dell (DELL).

In health care, there appears to be a different driving force for transparency. We don't see just a few major suppliers selling to relatively major customers, as happens elsewhere in the corporate world. Instead, there are thousands of providers offering service to millions of patients, thousands of corporate employers, and hundreds of insurance companies. Notwithstanding the dispersion of this group of providers and consumers, momentum for transparency is growing. For the insurers and the employers, it is probably driven by cost concerns and an underlying belief that the rate of health cost increases can be trimmed if the quality of care is enhanced. For the patients, there has been a widespread growth in a more informed consumer economy in a variety of other fields. People now have expectations of being able to find data on the quality of products and service on the Internet.

"Wave of Accountability"
But as Conway notes: "The wave of accountability is moving more quickly than the speed of the industry in adapting to it." Why is this? I've had a chance to study the sociology of health-care institutions in Boston over the past few months on this topic. Several months ago, I started to post infection rates and other clinical information about Beth Israel Deaconess Medical Center (BIDMC) on my blog. I suggested, too, that it would be great if other hospitals in Boston would do the same thing. Not for competitive purposes, but to show the public that we were all willing to be held accountable and to demonstrate our commitments to quality improvement.

The response was either underwhelming or hostile. I received arguments against the idea because "the data wouldn't be comparable from one hospital to the next," and "the public won't understand it." I was accused of seeking competitive advantage. I never understood that one, in that I had no idea if our numbers were better or worse than the competition. (One chief executive actually said that he would post their numbers only when they were good and ready, but that their numbers were better than ours!)

I suggested that if we didn't do this ourselves, it would someday be mandated for the industry by legislators or regulators, and then we would have a great deal less say in how and which numbers would be presented.

Positive Statement
The sociological issue is this: Doctors are incredibly dedicated people who devote their lives to alleviating human suffering. They have to believe that the care they are giving patients is very good. How else could you live with yourself after all that training and clinical experience? They are also scientists who are expert at judging whether data presents an accurate representation of biological processes. So here we are proposing to post admittedly imperfect data about admittedly imperfect clinical results. It really rubs them the wrong way.

At BIDMC and several other hospitals in the country, there is an acknowledgement and understanding that the posting of clinical results for the public to see is not a statement of blame or criticism. It is actually a source of pride to our doctors and nurses in that it reaffirms to the public that we are trying our best to get better and better at what we do. We have a fundamental trust that the public will view these figures with understanding and tolerance because they know that we are acting in their interest. The task for other hospitals in the country is to get onto this bandwagon and enjoy the benefits that can come from this kind of disclosure.

He was born in New York City in 1931 and, for reasons unknown, was placed in a foster home when he was two, never to see his natural parents again. He was shuttled around various homes and orphanages, where he suffered physical and sexual abuse at the hands of various foster fathers and foster brothers. He eventually adopted the name of Burke after one foster family. When he was thirteen, Burke's foster father died in a car crash―he lost control of the car when he turned around to hit Burke, who was riding in the back seat. The deceased man's widow, who was in the car as well but survived, blamed Burke for the accident and gave him regular beatings until he was taken back into care.

As he approached adulthood, Burke began to get in trouble with the law and spent considerable time in jail. In 1949, aged eighteen, he was sentenced to five years in prison for forgery. This was, ironically, to turn out to be his break into the underworld of New York: his refusal to "rat" (inform) on his accomplices gave him a reputation as a "stand up guy", meaning he would not cooperate with the police and therefore could be trusted by other criminals. Behind bars, he mixed with a number of Mafia members and made many contacts. Being of Irish descent, Burke could not become a full-fledged member of the Mafia, as only Italians were accepted into their ranks. However, they were happy to have associates of any ethnic background so long as they made money and did not cooperate with the authorities. Italian-American mobsters dubbed him "the Irish guinea".

Burke was an immense presence: burly, tall, and with brick-layer arms as result of earlier work, along with a temper to match. He was known to be very polite and charming, but was a stone-cold killer. Said Henry Hill, "He was a big guy and knew how to handle himself. He looked like a fighter. He had a broken nose and he had a lot of hands. If there was just the littlest amount of trouble, he'd be all over you in a second. He'd grab a guy's tie and slam his chin into the table before the guy knew he was in a war....Jimmy had a reputation for being wild. He'd whack you."


[edit] "Jimmy the Gent"
It is rumoured that Burke committed a number of murders for the Mafia during the 1950s in addition to many other crimes such as importing cheap untaxed cigarettes and buying even cheaper liquor. He got married in 1962 to a woman named Mickey. He fathered a daughter, Catherine Burke and two sons: Frank James Burke and Jesse James Burke, (named after the famous outlaw brothers of the Old West). Burke is rumored to have murdered and dismembered an ex-boyfriend of his bride because he was being a nuisance. He gave the dismembered head to his new wife as a present. The police found his body cut up in pieces all over the inside of his car. After The Westies mobster Hugh Mulligan died, he took over his operations and became a close associate of Mickey Spillane.

Burke was a mentor of Thomas DeSimone and Henry Hill, who were both young men in the 1960s. They carried out errands for Burke, such as selling stolen merchandise. They eventually became part of Jimmy's crew and worked out of Ozone Park, Queens, Bensonhurst, Brooklyn and Long Island. The pair helped Burke with the hijacking of delivery trucks. According to Hill, Burke would usually give $50 to the drivers of the trucks they stole, as if he were tipping them for the inconvenience, which led to his nickname Jimmy the Gent.

Corrupt law enforcement officers, bribed by Burke, would tell him about any potential witnesses or informants. As many as 12 or 13 bodies a year would be found tied up, strangled, and shot in the trunks of stolen vehicles abandoned in the parking lots surrounding JFK Airport. Said Henry Hill about Burke: "Jimmy could plant you just as fast as shake your hand. It didn't matter to him. At dinner he could be the nicest guy in the world, but then he could blow you away for dessert."

He owned Robert's Lounge Bar in Ozone Park, Queens. He sold it just before he went away to prison, for six years, for the Florida extortion caper with Henry Hill. It was a favorite hangout of Burke, and many other mobsters, bookmakers, loan sharks, and other assorted criminals. Burke eventually began a loan shark and bookmaking operation that was based at the bar. Though Burke was not a made member of the mafia, he nonetheless had the respect of a capo in mob circles.

In 1972, Jimmy Burke and Henry Hill were arrested for beating up a man in Tampa, Florida who owed Casey Rosado a large gambling debt. They were charged with extortion, convicted, and sentenced to ten years in federal prison. Burke was paroled after six years, then went straight back to crime, as did Hill, who got out around the same time. Hill shortly began trafficking in drugs; Burke was soon involved in this new enterprise, even though the Lucchese Family―whom they were associated with―did not authorize any of its members to deal in drugs. This Lucchese ban was made because the prison sentences imposed on anyone convicted of drug trafficking were so lengthy that the accused would often become informants in exchange for a lighter sentence. This is exactly what Henry Hill would eventually do.


[edit] Child murders and serial murders
From a very young age, his mid teens, Burke was a willing hitman for the mafia and would kill anyone who stood in his way. His victims included the children, spouses, and other relatives of his enemies. The FBI believes he was involved in at least 50 murders during his career.

He notably slew nine people following the Lufthansa Heist. After a New York journalist had written a disparaging and accusative article on Paul Vario, Burke strangled the journalist, almost to death, in front of a bar full of witnesses. He ordered the murder of his best friend, Remo, who became an informant and helped the NYPD arrest Burke on a truck hijacking charge. Burke had Remo's body buried next to the bocce court behind Robert's Lounge. It was said that whenever Burke played bocce there with friends, he would jokingly say "Hey Remo, how're you doing?"

Much later, Burke allegedly attempted to kidnap and possibly hold to ransom, or kill Henry Hill's wife, Karen, and their two children when he suspected Henry of being an informant.

Burke frequently liked to lock his victims, notably the young children of his victims, in refrigerators. When Burke had a problem collecting money he was owed, and the unfortunate debtor had children, he would pick the child up in his huge arm, open the refrigerator with the other, and put the child inside and would say "if you don't do whatcha supposed to, I'm gonna lock your kid inside the fuckin' refrigerator".[citation needed]

Burke had no qualms about killing people; this was never more evident than his killing spree following the Lufthansa Heist.


[edit] The Lufthansa heist
The crime Burke is most famous for is the Lufthansa heist, the theft of approximately $6 million in cash and jewels from building 261 at the Lufthansa cargo terminal at JFK Airport. This was the largest robbery in American history at the time. He planned it and had it carried out by a crew of accomplices he put together that included Tommy DeSimone, Angelo Sepe, Louis "The Whale" Cafora, Joseph "Joe Buddha" Manri, Robert "Frenchy" McMahon, and Paolo LiCastri. Burke's son, Frank James Burke drove a "crash car" to ward off any possible chase of the robbery van by police. Another man who did not participate in the actual robbery, Parnell Steven "Stacks" Edwards was to dispose of the van used in the robbery at an auto junk yard in New Jersey where it was to be compacted. Burke never expected the robbery to yield so much cash; his initial estimate was that it would be only about $2 million. He realized that a robbery of this magnitude would attract the intense attention of local, state and federal authorities, causing a lot of problems for everyone involved. After the robbery was carried out, Burke and his son, Frank James Burke took all of the stolen money to a mob safehouse where they divided it up and then over the course of time distributed shares to the robbers and to others who played a supporting part in the robbery. Burke's take of the robbery money was believed to be a little over $2 million. Another $2 million went to capo Paul Vario. The remaining $2 million was disbursed among people who supported the robbery, and to the six actual robbers themselves, who ironically received the smallest share, anywhere from $10,000 to $50,000 depending on what their role in the robbery was.

The robbery took place during the early morning hours on December 11, 1978. Because it took place in the territory of the Gambino family, Burke had to get their permission―his contact in the Gambinos was then capo John Gotti―and agree to pay them a portion of the stolen money. This included having Paolo LiCastri as the sixth gunman for the robbery to ensure the Gambino's interests were kept.

There were a number of murders and disappearances following the Lufthansa robbery, as Jimmy Burke became increasingly concerned that the others involved would lead the police to him, and because the robbers, having found out the amount of money they stole was a lot bigger than first thought, kept pressing Burke for a bigger share than was originally agreed upon. Parnell Steven "Stacks" Edwards was shot to death on December 18, 1978 because he got high and forgot to dispose of the van used in the robbery. Tommy DeSimone's wife Cookie reported to the police that he had disappeared on January 14, 1979, although it should be noted that even Henry Hill, who informed against Burke, admitted that the death of Tommy DeSimone was the only occasion upon which he ever saw Burke 'shed a tear'(It was widely believed that DeSimone was murdered in revenge for his participation in the murder of Gambino crime family member and Gotti associate William 'Billy Batts' DeVino, and was not connected to the Lufthansa heist). Louis Cafora and his newly wed wife were reported missing in March, 1979 and never seen again. Robert McMahon and his close friend Joe Manri were found shot dead in a Buick Electra on May 16, 1979. Paolo LiCastri was found shot dead, his body burning in a garbage-strewn lot on June 13, 1979. A cosmetologist and part time cocaine dealer named Theresa Ferrara, who often frequented "Robert's Lounge" who was at the time the mistress of Tommy DeSimone and Paul Vario, was killed on February 10, 1979 when it was found out she was an informant. Her dismembered body was eventually found dumped on a New Jersey beach.

Martin Krugman, who provided the tip for the heist to Henry Hill and Burke's crew, vanished on January 6, 1979 and was never seen again. Henry Hill stated Krugman was killed on the orders of Burke who did not want to pay Krugman his $500,000 share of the stolen money. Said Hill, "It was a matter of half a million bucks. No way Jimmy was going to deny himself half a million dollars because of Marty Krugman. If Jimmy killed Marty, Jimmy would get Marty's half a mill."

The only robbers that survived Burke's murderous rampage following the Lufthansa Heist were Burke's son, Frank James Burke and Angelo Sepe, a protege of Burke. Burke knew that Sepe would never cooperate with the authorities under any circumstances, and he never pressed Burke for a bigger share of the robbery proceeds. Sepe was murdered years later in 1984 in retaliation for having robbed a mafia-connected drug dealer. Frank James Burke was found shot to death in 1987, over a drug deal gone bad.


[edit] Children
Frank James Burke (1960 - May 18, 1987) was one of two sons born to James and Michelle "Mickey" Burke in Brooklyn. Like his father, he was a career criminal and a suspect in the Lufthansa heist.

Frank James was a well known heroin addict in mob circles and had been arrested several times for possession of the drug. He spent time at his father's clubs, Robert's Lounge and The Suite, which was a hangout for hijackers, burglars, thieves and scam artists. One of his father's proteges, Tommy DeSimone, took Frank out on his first "hit" or contract killing at the age of sixteen or seventeen. The identity of Frank's victim is unknown. Tommy DeSimone reportedly told his father and criminal associates that Burke had "held up good." This earned Frank James respect among the Italian wiseguys and made his father very proud. However, his criminal associates never made him a full-fledged member because of his Irish heritage.

Frank James Burke was found by police, shot to death on Liberty Avenue in the Cypress Hills section of Brooklyn, New York at 2:30 a.m. on May 18, 1987. He was twenty seven. There is no record of any remorse or grief from Jimmy Burke about the death of his son.

A second son, Jesse James Burke, became involved in organized crime, but not to the extent of his father or older brother. Daughter Catherine married mobster Anthony Indelicato in 1992; as of 2006, the couple is still living together in Howard Beach, Queens, New York.


[edit] Downfall and death

James "Jimmy the Gent" Burke arrested by FBI Agents.In 1980, Henry Hill was arrested for drug trafficking. He became an FBI informant in order to avoid a long prison sentence. Also that year, Louis Werner, the Lufthansa supervisor who supplied all of the inside information about how to rob the Lufthansa cargo terminal to Jimmy Burke's crew and the only person to have actually been prosecuted for the Lufthansa robbery became an informant after serving just one year of a fifteen-year prison sentence in the hope of getting an early release.

According to Hill, a search warrant for Robert's Lounge was granted by a Judge. But by the time the police arrived, Burke had already re-located the bodies he'd buried, such as those of Remo under the bocce court, and Spider, a Robert's Lounge bartender who was shot to death by Tommy DeSimone for an insult, under the basement floor.

Partly thanks to the testimony of Hill and Werner, Jimmy Burke was taken into custody on April 1, 1980, on suspicion of a number of crimes. In 1982, he was subsequently convicted of fixing Boston College basketball games as part of a point shaving gambling scam in 1978, and was sentenced to twenty years' imprisonment. Burke protested "I gave the little bastard (Hill) some bucks to bet on games, that's all!" Authorities knew he had planned and organized the Lufthansa heist, but they did not have enough evidence to prove it in a court of law.

Though Burke was suspected of committing over 50 murders he was only convicted of one: the murder of Richard Eaton, a hustler and con-man. If Burke had disposed of Eaton the way he disposed of most of his victims, he could have been out of jail before he died. Instead, Burke beat and strangled him to death and dumped his body, hogtied and gagged on the floor of an abandoned tractor-trailer in a garbage-strewn lot in Brooklyn. It was winter at the time, and his frozen body wasn't discovered until days later by children playing there. Detectives found a small address book sewn into the lining of Eaton's clothing with the name, address and telephone number of James Burke listed in the book.

Burke was later charged with the murder of Richard Eaton, based on evidence Henry Hill gave to authorities. At the trial, Hill took the stand and testified against his former friend. Hill tesified Eaton had convinced Burke to invest $250,000 in a cocaine deal that promised immense profit. However, Eaton kept the money for his own use, and one day Hill asked Burke about Eaton's whereabouts, observing that he hadn't been around in a while. Hill said Burke replied "Don't worry about him. I whacked the fucking swindler out". With only the evidence of Burke's address and phone number found in Eaton's coat lining when his body was found and Hill's testimony, Burke was convicted, and on February 19, 1985, he was given a life sentence, protesting "the bastard died of hypothermia!".

There was an attempt by Henry Hill and Eastern District of New York Special Assistant United States Attorney Ed McDonald to convict Burke of taking part in the murder in 1970 of William 'Billy Batts' DeVino, but Hill was the sole living witness, so the charge was dropped due to a lack of evidence.

Burke was serving his time in Wende Correctional Facility in Alden, New York, when he developed lung cancer. He died from this disease on April 13, 1996, aged 64, while being treated at Roswell Park Cancer Institute in Buffalo, New York. Had he lived he would have been eligible for parole in 2004.


[edit] Movie depictions
Burke has been portrayed in three movies. In Goodfellas, a 1990 film based on a book cowritten with Henry Hill, Burke was portrayed by Robert De Niro, and the character received his biological mother's maiden name "Conway" because Burke's daughter Catherine demanded $100,000 for the use of her father's name in the movie. The producers refused. He was also portrayed by John Mahoney in the 1991 television movie The 10 Million Dollar Getaway, and again in the 2001 A&E television movie The Big Heist, in which he was played by Donald Sutherland.

In Goodfellas, Burke was portrayed as a powerful, arrogant, and shrewd gangster, but not as violent as he truly was: he was a classic sociopath. In The Big Heist, Burke was portrayed as an aging immigrant gangster whose actions were primarily motivated to keep in the Mafia's good graces and to keep his son from being killed. In ... Getaway, which focuses solely on the Lufthansa Heist, Burke is seen as a schmoozing but kind-hearted ex-con whose loyalty to his crew is only second to his loyalty to the Mafia. Here, Burke has no hand in the Mafia-ordered murders of his "friends" who participated in the robbery, and is deeply saddened by their deaths.