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A text message visible in his inbox: You’re missing the Independence Day Speech, auto-signed with Ren. Yuan ignores it. The next text plays in his brain when he is not looking at the CRAB: Come on! The war-hero can’t miss the speech in Alphatech when the war hero himself is its owner! Ren.

His thought about the bird halts as the CRAB in his wrist glows. CRAB—Conservable RNA Augmented Body, the faithful servant for a citizen, as the advertisements from the World Government say. This parasitic bio-computer, installed in his left wrist, bears his identity. A hologram projects on it when he fists that hand near his chest. A text message visible in his inbox: You’re missing the Independence Day Speech, auto-signed with Ren. Yuan ignores it. The next text plays in his brain when he is not looking at the CRAB: Come on! The war-hero can’t miss the speech in Alphatech when the war hero himself is its owner! Ren. Yuan doesn’t reply to Ren Agnello, the CEO of Alphatech—the world’s leading transport and robotics industry, of which the Monk is the founder. Well, one of the two founders.

And a ride in a hearse tells us we’re all close to that final cruise . . . when the body dies and we move on. It’s just the body, man. It’s just the body. The soul’s already gone. So don’t be afraid of a dead body absent a soul. It’s empty, man. No resident. What you need to worry about is a living body that’s lost its soul. Now that is scary, man.” - Funk N. Wagnalls, owner of the Grim Reapers auto lot, a character in Professor Brown Shoes Teaches the Blues.

Brian discovers that this first group features two bricklayers, a machinist, a doctor, a gun-store owner, a veterinarian, a plumber, a barber, an auto mechanic, a farmer, a fry cook, and an electrician. The second group—Brian thinks of them as the Dependents—features the sick, the young, and all the white-collar workers with obscure administrative backgrounds. These are the former middle managers and office drones, the paper pushers and corporate executives who once pulled down six-figure incomes running divisions of huge multinationals—now just taking up space, as obsolete as cassette tapes.

That’s why we say that the only authentic literature of the modern era is the owner’s manual.” Stretching forward toward the lens, revealing voluptuously freckled cleavage, Célestine fumbled for something off camera, then slumped back with a small, thick white booklet in her cigarette hand. She riffled through the pages, her face myopically close to the print—or was she smelling the paper, the ink?—until she found her page and began to read. “Auto-flash without red-eye reduction. Set this mode for taking pictures without people, or if you want to shoot right away without the red-eye function.” She laughed that rich, husky laugh, and repeated, this time with great drama, “Set this mode for taking pictures without people.” A shake of the head, eyes now closed to fully feel the richness of the words. “What author of the past century has produced more provocative and poignant writing than that?

It is not only through their complexity that the immune systems confuse their owners' longing for security; they cause even more perplexity through their immanent paradox, as their successes, if they become too thorough, are perverted to become their own kind of reasons for illness: the growing universe of auto-immune pathologies illustrates the dangerous tendency of the own to win itself to death in the battle against the other. It is no coincidence that recent interpretations of the immunity phenomenon exhibit a tendency to assign far greater significance to the presence of the foreign amidst the own than was intended in traditional identitary understandings of a monolithically closed organismic self - one could almost speak of a post-structuralist turn in biology. In the light of this, the patrol of antibodies in an organism seems less like a police force applying a rigid immigration policy than a theater troupe parodying its invaders and performing as their transvestites.

A major portion of the cost of defense against foreign aggression in a laissez-faire society would be borne originally by business and industry, as owners of industrial plants obviously have a much greater investment to defend than do owners of little houses in suburbia. If there were any real threat of aggression by a foreign power, businessmen would all be strongly motivated to buy insurance against that aggression, for the same reason that they buy fire insurance, even though they could save money in the short run by not doing so. An interesting result of this fact is that the cost of defense would ultimately tend to be spread among the whole population, since defense costs, along with overhead and other such costs, would have to be included in the prices paid for goods by consumers. So, the concern that “free riders” might get along without paying for their own defense by parasitically depending on the defenses paid for by their neighbors is groundless. It is based on a misconception of how the free-market system would operate. The role of business and industry as major consumers of foreign-aggression insurance would operate to unify the free area in the face of any aggression. An auto plant in Michigan, for example, might well have a vital source of raw materials in Montana, a parts plant in Ontario, a branch plant in California, warehouses in Texas, and outlets all over North America. Every one of these facilities is important to some degree to the management of that Michigan factory, so it will want to have them defended, each to the extent of its importance. Add to this the concern of the owners and managers of these facilities for their own businesses and for all the other businesses on which they, in turn, depend, and a vast, multiple network of interlocking defense systems emerges. The involvement of the insurance companies, with their diversified financial holdings and their far-flung markets would immeasurably strengthen this defensive network. Such a multiple network of interlocking defense systems is a far cry from the common but erroneous picture of small cities, businesses, and individuals, unprotected by a government, falling one by one before an advancing enemy horde.

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The fascination with automation in part reflected the country’s mood in the immediate postwar period, including a solid ideological commitment to technological progress. Representatives of industry (along with their counterparts in science and engineering) captured this mood by championing automation as the next step in the development of new production machinery and American industrial prowess. These boosters quickly built up automation into “a new gospel of postwar economics,” lauding it as “a universal ideal” that would “revolutionize every area of industry.” 98 For example, the November 1946 issue of Fortune magazine focused on the prospects for “The Automatic Factory.” The issue included an article titled “Machines without Men” that envisioned a completely automated factory where virtually no human labor would be needed. 99 With visions of “transforming the entire manufacturing sector into a virtually labor-free enterprise,” factory owners in a range of industries began to introduce automation in the postwar period. 100 The auto industry moved with particular haste. After the massive wave of strikes in 1945–46, automakers seized on automation as a way to replace workers with machines. 101 As they converted back to civilian auto production after World War II, they took the opportunity to install new labor-saving automatic production equipment. The two largest automakers, Ford and General Motors, set the pace. General Motors introduced the first successful automated transfer line at its Buick engine plant in Flint in 1946 (shortly after a 113-day strike, the longest in the industry’s history). The next year Ford established an automation department (a Ford executive, Del S. Harder, is credited with coining the word “automation”). By October 1948 the department had approved $ 3 million in spending on 500 automated devices, with early company estimates predicting that these devices would result in a 20 percent productivity increase and the elimination of 1,000 jobs. Through the late 1940s and 1950s Ford led the way in what became known as “Detroit automation,” undertaking an expensive automation program, which it carried out in concert with the company’s plans to decentralize operations away from the city. A major component of this effort was the Ford plant in the Cleveland suburb of Brook Park, a $ 2 billion engine-making complex that attracted visitors from government, industry, and labor and became a national symbol of automation in the 1950s. 102

Chris Papero has a long history in the world of luxury transportation and over 20 years of experience in aviation. Over this time, he has facilitated transactions ranging from Cessna’s to Gulfstream G-550’s and has provided thousands of hours in consultation and execution of aviation charters, fractional, card and membership aviation programs, and yacht charters.As a pilot, boat owner, auto enthusiast, former real estate developer and business development executive, Chris brings a unique expertise and personal passion to Asset Acquisition.

As a pilot, boat owner, auto enthusiast, former real estate developer and business development executive, Chris brings a unique expertise and personal passion to Asset Acquisition.

Daniel Rodd, a successful business owner and CEO of DriveSmart Auto Care Inc., is an innovator and leader in the automotive industry. He is dedicated to creating job opportunities in ocean county, including high-paying technology jobs.

This answer is amazingly simple. NEVER identify yourself as the Owner, real estate investor, or worse…“Landlord.” The simple answer is to identify yourself as the “Property Manager.

They act like “business owners” because they are. They put themselves in a position to continue networking, learning, and “being close to the action.” They don't go to court, paint houses, collect rent, cut grass, or help set out evicted tenants. They have systems in place to handle this for them.

When you treat your real estate as a business: You have a “business owner” attitude. You're “hands-off” and use “systems.” You assign or delegate repairs and maintenance. You NEVER knock on doors for rent. You've trained your tenants to pay rent with ACH, online payments, or mail payments. Tenants never call your home or cell phone. Tenants don't know the owner. You never go to court, (that's for attorneys). You never physically participate or even show up at your own evictions. You never show your own vacant units. You never cut grass. You have no trouble “getting to the next level” because you have time to achieve objectives.

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