Bidding Team Quotes

Fine, if you see no reason to worry about bisonbecks who do the bidding of Risto'-- he sat down on a log and pulled out his lunch--'or mordakleeps who team up with anything nasty and currently have a wonderful working relationship with that same evil wizard Risto, then why should I worry? Why should we warn Kale?' Leetu's scowl turned darker. Dar lifted his sandwich to his mouth, but had one more thing to say before he bit into it. 'Actually, I agree with you. Worrying now over an encounter that might occur later would only ruin our digestion.

Several years ago, researchers at the University of Minnesota identified 568 men and women over the age of seventy who were living independently but were at high risk of becoming disabled because of chronic health problems, recent illness, or cognitive changes. With their permission, the researchers randomly assigned half of them to see a team of geriatric nurses and doctors—a team dedicated to the art and science of managing old age. The others were asked to see their usual physician, who was notified of their high-risk status. Within eighteen months, 10 percent of the patients in both groups had died. But the patients who had seen a geriatrics team were a quarter less likely to become disabled and half as likely to develop depression. They were 40 percent less likely to require home health services. These were stunning results. If scientists came up with a device—call it an automatic defrailer—that wouldn’t extend your life but would slash the likelihood you’d end up in a nursing home or miserable with depression, we’d be clamoring for it. We wouldn’t care if doctors had to open up your chest and plug the thing into your heart. We’d have pink-ribbon campaigns to get one for every person over seventy-five. Congress would be holding hearings demanding to know why forty-year-olds couldn’t get them installed. Medical students would be jockeying to become defrailulation specialists, and Wall Street would be bidding up company stock prices. Instead, it was just geriatrics. The geriatric teams weren’t doing lung biopsies or back surgery or insertion of automatic defrailers. What they did was to simplify medications. They saw that arthritis was controlled. They made sure toenails were trimmed and meals were square. They looked for worrisome signs of isolation and had a social worker check that the patient’s home was safe. How do we reward this kind of work? Chad Boult, the geriatrician who was the lead investigator of the University of Minnesota study, can tell you. A few months after he published the results, demonstrating how much better people’s lives were with specialized geriatric care, the university closed the division of geriatrics.

.. when she looked at Nate she saw a kid who’d been shoved into lockers during high school. And now he wanted the last laugh, taking every opportunity to throw his (nerdy) weight around. He’d bought a hockey team, and he was going to make the jocks do his bidding, at least until the day he realized that vindication wasn’t everything in life.

One main reason why most dreamers cannot take their dreams off the ground is that they keep their ideas to themselves alone. The fact that you think you can make it alone is the first step to your failure!

Beanfest also holds the Great Arkansas Championship Outhouse Race in which teams from Arkansas and states as far as Louisiana and Missouri push outhouses built on wheels in a bid for the coveted gold toilet seat trophy.

Bill ran the box office for the 1983 Romeo and Juliet, played the piano, endured elocution lessons, fenced and played cards: bridge at Xavier but later five hundred. Shorten’s love of cards – of bluff and bidding – is a key to the boy and the man. Only in his final year did he outshine his brother as a debater; he was chosen for the state team in the national championships of 1984.

There was little to lead one to suppose that Abraham Lincoln, nervously rambling the streets of Springfield that May morning, who scarcely had a national reputation, certainly nothing to equal any of the other three, who had served but a single term in Congress, twice lost bids for the Senate, and had no administrative experience whatsoever, would become the greatest historical figure of the nineteenth century.

Chaplin left the Keystone studios on a Saturday night in December after cutting his last film, without bidding farewell to any of his erstwhile colleagues; he spent Sunday in his room at the Los Angeles Athletic Club and on the following day he turned up for work at the Essanay Studios in Niles, California. Of course, everyone at Keystone knew about his imminent departure, but he could not bring himself to make a speech or shake hands. He just left. Sennett said later that 'as for Charles Spencer Chaplin, I am not at all sure that we know him'. He had never really been part of the team; he would never become a member of any group.

The chorus of criticism culminated in a May 27 White House press conference that had me fielding tough questions on the oil spill for about an hour. I methodically listed everything we'd done since the Deepwater had exploded, and I described the technical intricacies of the various strategies being employed to cap the well. I acknowledged problems with MMS, as well as my own excessive confidence in the ability of companies like BP to safeguard against risk. I announced the formation of a national commission to review the disaster and figure out how such accidents could be prevented in the future, and I reemphasized the need for a long-term response that would make America less reliant on dirty fossil fuels. Reading the transcript now, a decade later, I'm struck by how calm and cogent I sound. Maybe I'm surprised because the transcript doesn't register what I remember feeling at the time or come close to capturing what I really wanted to say before the assembled White House press corps: That MMS wasn't fully equipped to do its job, in large part because for the past thirty years a big chunk of American voters had bought into the Republican idea that government was the problem and that business always knew better, and had elected leaders who made it their mission to gut environmental regulations, starve agency budgets, denigrate civil servants, and allow industrial polluters do whatever the hell they wanted to do. That the government didn't have better technology than BP did to quickly plug the hole because it would be expensive to have such technology on hand, and we Americans didn't like paying higher taxes - especially when it was to prepare for problems that hadn't happened yet. That it was hard to take seriously any criticism from a character like Bobby Jindal, who'd done Big Oil's bidding throughout his career and would go on to support an oil industry lawsuit trying to get a federal court to lift our temporary drilling moratorium; and that if he and other Gulf-elected officials were truly concerned about the well-being of their constituents, they'd be urging their party to stop denying the effects of climate change, since it was precisely the people of the Gulf who were the most likely to lose homes or jobs as a result of rising global temperatures. And that the only way to truly guarantee that we didn't have another catastrophic oil spill in the future was to stop drilling entirely; but that wasn't going to happen because at the end of the day we Americans loved our cheap gas and big cars more than we cared about the environment, except when a complete disaster was staring us in the face; and in the absence of such a disaster, the media rarely covered efforts to shift America off fossil fuels or pass climate legislation, since actually educating the public on long-term energy policy would be boring and bad for ratings; and the one thing I could be certain of was that for all the outrage being expressed at the moment about wetlands and sea turtles and pelicans, what the majority of us were really interested in was having the problem go away, for me to clean up yet one more mess decades in the making with some quick and easy fix, so that we could all go back to our carbon-spewing, energy-wasting ways without having to feel guilty about it. I didn't say any of that. Instead I somberly took responsibility and said it was my job to "get this fixed." Afterward, I scolded my press team, suggesting that if they'd done better work telling the story of everything we were doing to clean up the spill, I wouldn't have had to tap-dance for an hour while getting the crap kicked out of me. My press folks looked wounded. Sitting alone in the Treaty Room later that night, I felt bad about what I had said, knowing I'd misdirected my anger and frustration. It was those damned plumes of oil that I really wanted to curse out.

As the other startups do at the end of their presentations, Shen offers to the batch the expertise of his team's members: "Kalvin and Randy are developers," he says, and as for himself, he knows how to stay motivated in the face of rejection. "I've gotten rejected thirty days in a row," he says, a reference to his putting himself through "Rejection Therapy," in which one must make unreasonable requests so that one is rejected by a different person, at least once, every single day- inuring one to the pain of rejection. (One example of Shen's first bid to be rejected: he asked a flight attendant if he could move up to first class for free. In another case, he saw an attractive woman on the train and decided he would ask her for her phone number, and when she would turn him down, he would have fulfilled the day's required quota of rejection. He sat near her, fell into a conversation, and when they got off the train and he asked for her number, she said, "Sure." He categorized this as "Failed Rejection.") "So if you need to get pumped up for your sales calls, talk to me. p121

When Joe and I went to meet Goldman’s real estate team, though, we found they had a different view of the risks of this deal. Goldman wanted to bid as low as possible to avoid overpaying. For me, the biggest risk was not offering enough and missing out on a tremendous opportunity. I wanted to make sure we beat Bankers Trust’s expected bid. You often find this difference between different types of investors. Some will tell you that all the value is in driving down the price you pay as low as possible. These investors revel in the transaction itself, in playing with the deal terms, in beating up their opponent at the negotiating table. That has always seemed short term to me. What that thinking ignores is all the value you can realize once you own an asset: the improvements you can make, the refinancing you can do to improve your returns, the timing of your sale to make the most of a rising market. If you waste all your energy and goodwill in pursuit of the lowest possible purchase price and end up losing the asset to a higher bidder, all that future value goes away. Sometimes it’s best to pay what you have to pay and focus on what you can then do as an owner. The returns to successful ownership will often be much higher than the returns on winning a one-off battle over price.

Yet in 2012, he returned. Plenty of the speechwriters were livid. The club was the embodiment of everything we had promised to change. Was it really necessary to flatter these people, just because they were powerful and rich? In a word, yes. In fact, thanks to the Supreme Court, the rich were more powerful than ever. In 2010, the court’s five conservative justices gutted America’s campaign finance laws in the decision known as Citizens United. With no more limits to the number of attack ads they could purchase, campaigns had become another hobby for the ultrawealthy. Tired of breeding racehorses or bidding on rare wines at auction? Buy a candidate instead! I should make it clear that no one explicitly laid out a strategy regarding the dinner. I never asked point-blank if we hoped to charm billionaires into spending their billions on something other than Mitt Romney’s campaign. That said, I knew it couldn’t hurt. Hoping to mollify the one-percenters in the audience, I kept the script embarrassingly tame. I’ve got about forty-five more minutes on the State of the Union that I’d like to deliver tonight. I am eager to work with members of Congress to be entertaining tonight. But if Congress is unwilling to cooperate, I will be funny without them. Even for a politician, this was weak. But it apparently struck the right tone. POTUS barely edited the speech. A few days later, as a reward for a job well done, Favs invited me to tag along to a speechwriting-team meeting with the president. I had not set foot in the Oval Office since my performance of the Golden Girls theme song. On that occasion, President Obama remained behind his desk. For larger gatherings like this one, however, he crossed the room to a brown leather armchair, and the rest of us filled the two beige sofas on either side. Between the sofas was a coffee table. On the coffee table sat a bowl, which under George W. Bush had contained candy but under Obama was full of apples instead. Hence the ultimate Oval Office power move: grab an apple at the end of a meeting, polish it on your suit, and take a casual chomp on your way out the door. I would have sooner stuck my finger in an electrical socket. Desperate not to call attention to myself, I took the seat farthest away and kept my eyes glued to my laptop. I allowed myself just one indulgence: a quick peek at the Emancipation Proclamation. That’s right, buddy. Look who’s still here. It was only at the very end of the meeting, as we rose from the surprisingly comfy couches, that Favs brought up the Alfalfa dinner. The right-wing radio host Laura Ingraham had been in the audience, and she was struck by the president’s poise. “She was talking about it this morning,” Favs told POTUS. “She said, ‘I don’t know if Mitt Romney can beat him.

Everyone knows that Brearley the player could barely qualify for a place in the side for his batting. In fact but for England’s tradition of selecting its captain first and then the rest of the team, Brearley may not have played much for England at all. In contrast, Australia selects its best players and chooses the captain from that pool. England got it right with Brearley for without doubt he is among the best captains cricket has ever known. To be able to captain with such command, for players to look up to him and do his bidding, when he was himself a mediocre contributor must imply that Brearley must have been a magician of a leader. He was quite simply outstanding. Unruffled, technically very sound, able to move swiftly between attack and defense and above all the ability to get everyone together as a team to perform to their potential.

Here’s something you may not know: every time you go to Facebook or ESPN.com or wherever, you’re unleashing a mad scramble of money, data, and pixels that involves undersea fiber-optic cables, the world’s best database technologies, and everything that is known about you by greedy strangers. Every. Single. Time. The magic of how this happens is called “real-time bidding” (RTB) exchanges, and we’ll get into the technical details before long. For now, imagine that every time you go to CNN.com, it’s as though a new sell order for one share in your brain is transmitted to a stock exchange. Picture it: individual quanta of human attention sold, bit by bit, like so many million shares of General Motors stock, billions of times a day. Remember Spear, Leeds & Kellogg, Goldman Sachs’s old-school brokerage acquisition, and its disappearing (or disappeared) traders? The company went from hundreds of traders and two programmers to twenty programmers and two traders in a few years. That same process was just starting in the media world circa 2009, and is right now, in 2016, kicking into high gear. As part of that shift, one of the final paroxysms of wasted effort at Adchemy was taking place precisely in the RTB space. An engineer named Matthew McEachen, one of Adchemy’s best, and I built an RTB bidding engine that talked to Google’s huge ad exchange, the figurative New York Stock Exchange of media, and submitted bids and ads at speeds of upwards of one hundred thousand requests per second. We had been ordered to do so only to feed some bullshit line Murthy was laying on potential partners that we were a real-time ads-buying company. Like so much at Adchemy, that technology would be a throwaway, but the knowledge I gained there, from poring over Google’s RTB technical documentation and passing Google’s merciless integration tests with our code, would set me light-years ahead of the clueless product team at Facebook years later.

During the 2010 FIFA football World Cup, “Paul the Octopus,” from his tank at the Sea Life Center in Oberhausen, Germany, successfully predicted the outcome of the seven matches of the German national team and the final. “Prediction” took the form of Paul picking one of two boxes, each marked with the flag of one of the competing teams, and each containing food. The probability of getting all these predictions correct is 1 in 28 = 256—so not that startling. And it’s even less startling when we take into account the law of truly large numbers. In fact, in this case, because 1 in 256 is not so small a probability, the numbers don’t even need to be “truly” large. Nonetheless, Paul’s apparent “power” made him an instant media star. He was made an honorary citizen of a town in Spain, and ambassador for England’s 2018 World Cup bid.

A gun shot echoed in the mansion, freezing the guests and residents in their spots, and silence prevailed for a few seconds before a shuffle of feet and cries of dismay shattered it. Madeline reached the side of her dying lover in time to hold his hand and bid farewell to him with a passionate kiss. News of the murder spread like a wild raging fire, turning the mansion into a place of doom as the surveillance team stepped in to investigate the motive behind the murder.

Humans are wired to oversimplify explanations for both good and bad outcomes through what philosophers call the single cause fallacy. We shine a spotlight on one big reason for a calamity—say, a failed presidential bid (“neglect of a key swing state”) or a sports team’s late-season collapse (“the star pitcher’s torn hamstring”)—when the outcome is actually a result of multiple factors.

if we use electrodes to study its oddly intelligent brain, we can replicate a pack of cloned genius dogs to do our bidding.” Everyone in the room smiled along with their leader. They followed his gaze to the TV monitor, now showing a photo of Wolfe with his arm around a young woman, and talking to a smiling black couple, while the dog sat at their feet. If any of those people happened to witness Jake Wolfe’s murder, they’d be killed too. He turned to Gisela and demanded, “Is the laboratory completion on schedule?” “Yes, it’s ready now, awaiting the scientists.” She tapped the remote and played a video. Attached to the mansion, in what appeared to be a five-car garage, a secret laboratory had been prepared for two epidemiologists Belken intended to kidnap. They would be forced to mutate the 1918 influenza pathogen into an even deadlier strain to be used as an aerosolized microbe weapon sprayed from ships or planes onto targeted cities. Their other task, equally important, would be to develop a new flu shot to immunize against the threat. There were murmurs of approval around the table. Belken nodded, hearing their flattering remarks. “Any report on our team kidnapping the targets?

D’aron the Daring, Derring, Derring-do, stealing base, christened D’aron Little May Davenport, DD to Nana, initials smothered in Southern-fried kisses, dat Wigga D who like Jay Z aw-ite, who’s down, Scots-Irish it is, D’aron because you’re brave says Dad, No, D’aron because you’re daddy’s daddy was David and then there was mines who was named Aaron, Doo-doo after cousin Quint blew thirty-six months in vo-tech on a straight-arm bid and they cruised out to Little Gorge glugging Green Grenades and read three years’ worth of birthday cards, Little Mays when he hit those three homers in the Pee Wee playoff, Dookie according to his aunt Boo (spiteful she was, misery indeed loves company), Mr. Hanky when they discovered he TIVOed ‘Battlestar Galactica,’ Faggot when he hugged John Meer in third grade, Faggot again when he drew hearts on everyone’s Valentine’s Day cards in fourth grade, Dim Dong-Dong when he undressed in the wrong dressing room because he daren’t venture into the dark end of the gym, Philadelphia Freedom when he was caught clicking heels to that song (Tony thought he was clever with that one), Mr. Davenport when he won the school’s debate contest in eighth grade, Faggot again when he won the school’s debate contest in eighth grade, Faggot again more times than he cared to remember, especially the summer he returned from Chicago sporting a new Midwest accent, harder on the vowels and consonants alike, but sociable, played well with others that accent did, Faggot again when he cried at the end of ‘WALL-E,’ Donut Hole when he started to swell in ninth grade, Donut Black Hole when he continued to put on weight in tenth grade (Tony thought he was really clever with that one), Buttercup when they caught him gardening, Hippie when he stopped hunting, Faggot again when he became a vegetarian and started wearing a MEAT IS MURDER pin (Oh yeah, why you craving mine then?), Faggot again when he broke down in class over being called Faggot, Sissy after that, whispered, smothered in sniggers almost hidden, Ron-Ron by the high school debate team coach because he danced like a cross between Morrissey and some fat old black guy (WTF?) in some old-ass show called ‘What’s Happening!!’, Brainiac when he aced the PSATs for his region, Turd Nerd when he hung with Jo-Jo and the Black Bruiser, D’ron Da’ron, D’aron, sweet simple Daron the first few minutes of the first class of the first day of college.

With that said, Operation LUCKY-7 had its cut-out. The FSB’s Information Warfare Management Cell (IWMC) would create a false flag source to feed Assange the data taken from the DNC and any subsequent hacks through Guccifer 2.0. Assange was desperate to be relevant and the IWMC was going to create a new era where his own hatreds and agenda could be skillfully manipulated by the FSB’s active measures officers, while the cyber teams would keep him well fed. Assange was primed to do LUCKY-7’s bidding and now only needed the data they had stolen. WikiLeaks was now a wholly owned subsidiary of the FSB and essentially the cyber equivalent of a Laundromat, a Russian laundry —ready to clean and give a white appearance to the dirt.

I hated all of these pursuits, except photography and horseback riding, and little did the organizers know, I was already versed in a variety of social and leadership skills. After these confidence-building challenges, the various units headed off on separate expeditions. As the individual group developed the capacity to face challenges, the instructor would ask his allotted unit to make its own decisions. I was teamed with a group of five older boys between the ages of eighteen and twenty. Our Portuguese-French instructor was a twenty-three-year-old named Jules – the moment I’d set eyes on him, I was enthralled by his handsome ruggedness, and I had made it a point to join his team no matter what it took. Meanwhile, my “gaydar” also detected a half-Chinese and part Hispanic-American teammate called Kim. He, too, was checking out our instructor, and me. I befriended Kim and roomed with him on camping trips. Singapore, being a conservative society, did not condone homosexuality, let alone at this super ‘macho’ outpost. During a swimming sojourn, I decided to pretend to drown to get the instructor to come to my rescue. Sure enough, when I feigned suffocation in the ocean, Jules headed my direction. While swimming to pull me ashore, I reached to brush his groin, as if by accident. I did this several times and felt his growing penis with every touch. By the time he’d pulled me aground, he had sprouted a full erection behind his speedo. When he gave me the kiss of life, I jabbed my tongue into his mouth. Taken aback, he withdrew contact before resuming the revitalization process. This time, he lingered when his mouth was on mine. He played it cool, since our patrol was watching the entire incident. He ordered my teammates back to their respective duties when he carried me to the tent I shared with Kim. Although he knew I was capering with him, no words were exchanged throughout the entire process; neither did he make any attestation that he was aroused by what had transpired. Before leaving the tent, he uttered, “I’ll check in later to make sure you are okay…” He trailed off when Kim entered. My dearest ex, I’m sure you are intrigued to hear the rest of my story. You will… eventually. LOL! For now, I bid you adios, because my significant other is calling me to dinner.☺   Love and hugs. Your loving ex, Young XOXOXO

It is easy to understand why groups can fail. Bringing people together, giving them objectives and bidding them to work like a team regardless of body chemistry may not bring out the best in them. Moreover, almost all groups carry passengers. In a famous experiment, Max Ringelmann, a German psychologist, found that as more people joined a rope-pulling team, the average effort expended by individual team members fell. Indeed, studies of group behaviour reveal that most of the work in groups is done by a third of the membership.1

Costuming serves different, even opposite, functions for different people. For most, the wearing of team colors allows a fan to blend in with a mass of other similarly clad fans; it would be unwise to flout the color coding by inadvertently wearing the opponent's colors while sitting in a section of the bleachers occupied by home team fans. But for others, costuming - and in some cases, uncostuming, as with the Yalies who run naked through the stadium at the annual Harvard-Yale game - is a valid, some might say exhibitionist, bid for attention.

Writing a clean, lean, simple story is one of the hardest things in the world to do. When stories are first born, they’re always big and complicated, but simple stories are more powerful and meaningful. Think of Blaise Pascal’s famous postscript: “I’m sorry for writing such a long letter, but I didn’t have the time to write a shorter one.” Writers are always inclined to make their stories bigger and more complicated than anyone else wants them to be. Luckily, there are gatekeepers to cut us off at the pass. Editors chop novels down to size. Theater directors chop out scenes that don’t work. Producers slice the fat out of screenplays. They take sprawling, complicated messes and find the lean, simple story hiding inside. Ghostbusters was sold to the studio in the form of a forty-page treatment. It was set in the future. New York had been under siege by ghosts for years. There were dozens of teams of competing ghostbusters. Our heroes were tired and bored with their job when the story began. The Marshmallow Man showed up on page 20. The budget would have been bigger than any movie ever made, and far more than anybody was willing to spend. So why did the studio buy it? Because it liked one image: a bunch of guys who live in a firehouse slide down a pole and hop in an old-fashioned ambulance, then go out to catch ghosts. So the studio stripped away all the other stuff, put that image in the middle of the story, spent the first half gradually moving us from a normal world gradually that moment, and spent the second half creating a heroic payoff to that situation. That’s it. That’s all they had time to do. A few years after the success of Ghostbusters, one of the writers/stars of that movie, Harold Ramis, found himself on the other side of the fence. He wanted to direct a script called Groundhog Day, written by first-time screenwriter Danny Rubin. This was a very similar situation: In the first draft of that movie, the weatherman had already repeated the same day 3,650,000 times before the movie began! Everybody loved the script, so Rubin had his pick of directors, but most of them told him up front they wanted him to rewrite the story to begin with the origin of the situation. Ramis won the bidding war by promising Rubin he would stick to the in medias res version. Guess what happened? By the time the movie made it to the screen, Ramis had broken his promise. The final movie spends the first half getting the weatherman into the situation and the second half creating the most heroic payoff.

Capture the Quantitative Impact of Your Accomplishments Examine everything you’ve done, but don’t merely report what you’ve done. Report the quantitative impact, that is, the numbers that resulted from your achievement. That’s what hiring managers care about most. For example: When I was in school, I worked in the University’s Personnel department. During my time there, the Director asked if I could explain a monthly report she received from Accounts Payable. The report identified everything charged to Personnel. Unfortunately, neither the Director nor her team could understand what it was saying. After some analysis and research, I was able to translate the confusing report into something the Director could understand. What I did not do was ask the Director and her team for the financial impact of now being able to understand the report. While what I did was a valuable story to share at my next interview, it would have meant a lot more if I’d identified the dollars saved or some other quantified impact. As noted earlier, a few years later, I worked for a high-tech company that sold equipment to Fortune 500 firms. The company wasn’t winning the large deals like they had in the past, so I was asked to investigate. I identified the process breakdown causing the problem. I also created a short-term solution, so that the company could start winning bids again while the long-term solution was being developed. What I did not do — and almost have to kick myself now for not doing — was to ask for the value of the deals we were now winning. Those $$$ would have clearly explained the positive impact of my work. It would have been a wonderful talking point in my resume. After my job was eliminated for the second time in 13 years, I started doing a better job of quantifying the impact of my accomplishments.

Not only are they long-lasting injuries, but there are long-term effects of playing on turf,” Alex Morgan once explained. “The achiness, taking longer to recover than on natural grass, the tendons and ligaments are, for me at least, I feel more sore after turf. It takes longer to recover from a turf field than natural grass.” For this reason, some players with leverage have refused to play on artificial turf. When superstars Thierry Henry and Didier Drogba joined MLS clubs after careers in Europe, where artificial turf is rare, they refused to play at venues without natural grass. Grass also offers a better quality of ball movement and natural bounces, while artificial turf can negatively affect the flow of the game. In other words, soccer is meant to be played on grass, and that’s especially true during a World Cup, the most important tournament in the sport. When Canada’s bid, which included artificial turf fields, was selected by FIFA for the 2015 World Cup, the decision flew under the radar at first.

We were ready to submit the bid documents in sealed folders on May 28, at 10 am, as stipulated by the Ministry. Luckily, someone did a final check of our output against the ‘Invitation to Tender’ once more, just to make absolutely sure we hadn’t forgotten anything. He discovered at the last minute that the bid team leader had to initial all pages by hand. Since systems like DocuSign didn’t exist yet, Richard and I spent the whole evening and night signing pages, with me turning the pages and Richard initialing each one. There were thousands. Richard’s arm was hurting badly at the end of it, but we got it done in time. We put the folders in sealed envelopes and delivered it all by hand. One minute late and we would have missed an opportunity that we had already spent over USD 10 million on.

Want to be a Freelancer? Do You want to be a Freelancer? If so, first of all - You need to be well-versed in the subject you want to freelance on. If you can be good at a few things, you will get more work as a freelancer. Most of the clients on this platform are foreigners. So to communicate with them you have to master the English language very well. How to Start Freelancing? To start working as a freelancer you need to work step by step from the very beginning. Find a specific task or skill that you want to excel at. Must practice speaking or communication in English. Create your own freelancing account. You have to decide how much money you will take in exchange for the work. Choose the Topic that Suits You - There are many types of jobs that can be done on the freelancing marketplace. Both fairly easy and difficult jobs are available on this platform. Easy jobs include data entry, article writing, and jobs for which a large number of bids are received due to which these jobs have to be rushed and competition is high. Difficult jobs include high-quality expensive jobs like web development, web design, graphics design, and software development. Which have higher remuneration. Now you have to decide what kind of work you will do in freelancing. Everything You Need to Train - The first thing you need to train is patience. Without patience, you can never survive on this platform. There are quite a number of freelancing service providers in our country who provide coaching through various courses. You can complete your training through coaching if you want. You will need a good laptop or computer with an internet connection for regular practice. A minimum of basic computer knowledge is essential for learning the job, along with the ability to speak English. You have to focus hard on the subject you want to master and develop a mindset to stick with it. Incorporate what you have learned and done into your portfolio, gain an understanding of the marketplaces, be disciplined, and work on time. Work to Gain Experience - Your path to freelancing may not be smooth. But it should not stop there. Just as in life, there are various problems, pains, and dangers, so it is in the case of freelancing. At first, you may not get job offers or get results as expected. So don't be impatient, you have to strengthen yourself mentally. Because you are in the first step of gaining your experience. Don't just think of yourself as a freelancer, think of yourself as a student who needs experience, not money. So if you make a mistake at work, try to learn from it. You can Reduce the Unemployment rate by Teaching others to Work - Apart from earning income by teaching others to work, you can reduce the unemployment rate by contributing to the economic development of the country. Day by day the country's job market is deteriorating due to which the number of unemployed is increasing every year. Many youths have lost their whole lives, lost precious time of their lives in the pursuit of government jobs. If you are thinking of making your career permanently as a freelancer then you can train those youngsters and form a team of yours. By doing this you can help create employment for millions of youth and increase your income. Please Visit Our Blogging Website to read more Articles related to Freelancing and Outsourcing, Thank You.

Wash trading, as it was called, would have been illegal on a regulated US exchange, though the sight of it did not bother Sam all that much. He thought it was sort of funny just how brazenly many of the Asian exchanges did it. In the summer of 2019, FTX created and published a daily analysis of the activity on other exchanges. It estimated that 80 percent or more of the volume on the second- and third-tier exchanges, and 30 percent of the volume on the top few exchanges, was fake. Soon after FTX published its first analysis of crypto trading activity, one exchange called and said, We’re firing our wash trading team. Give us a week and the volumes will be real. The top exchanges expressed relief, and gratitude for the analysis, as, until then, lots of people assumed that far more than 30 percent of their volume was fake. Sam was less surprised that Binance was wash trading than by how badly they were doing it. “They were doing a B-minus job at market manipulation,” he said. One Binance bot would make a wide market in Bitcoin futures, and another Binance bot would enter and lift its high offer. If, to keep the numbers simple, the fair value of bitcoin was $100, the first Binance bot would insert a bid at $98 and an offer at $102. No normal trader would trade against either—why sell for $98 or buy for $102 on Binance what you could buy or sell on some other exchange for $100? But then, at regular and predictable intervals, the second Binance bot would enter the market and buy at $102. It looked as if a trade had occurred between two different parties, but it hadn’t. It was simply Binance buying from Binance.

Without help from a team of American political consultants and especially without a Clinton-arranged loan from the IMF coming on the eve of the elections, it is very likely that Boris Yeltsin would have lost his bid for re-election in 1996.

Art Modell, who pitted Cleveland and Baltimore against each other in a bidding war for his football team, was asked in 1996 about tax money going into his pocket at a time when libraries were being closed. It was a well-framed question. His Baltimore Ravens is the only major sports team whose name is a literary allusion, to the haunting poem by Edgar Allan Poe for his lost love Lenore. “The pride and the presence of a professional football team is far more important than 30 libraries,” Modell said. He spoke without a hint of irony or any indication that he had ever upon a midnight dreary, pondered weak and weary the effect of his greed on the human condition.

Ad-based growth teams should be optimizing pricing in a similarly fluid way. The largest advertising platforms, such as Google and Facebook, use an auction model to set the value of their ad inventory, which essentially means that when advertisers want to place an ad they set a bid price for what they’re willing to pay, then the site gives the ad space to the highest bidder (this is a dramatic oversimplification; the auction processes are dauntingly complex). When that bidder’s budget is exhausted, often by hitting a daily cap or other restriction, the next highest bidder is given the inventory, and so on, until all available inventory is used. These companies also use elements such as ad quality and customer response to factor into which

The cities of Asia Minor were as enthusiastic and as invested in hosting the imperial cult as modern cities are about convincing a major football team to relocate or winning the bid to host the Olympics.

WhatsApp info:+12723 328 343 As a freelance artist based just outside of Austin, I had always relied on platforms like Upwork to sell my work and connect with clients. So when I first heard about NFTs, I was intrigued by the idea of using blockchain technology to sell my art and reach new buyers. It seemed like the perfect way to break free from the limitations of traditional platforms and finally make my digital creations more profitable. I came across what appeared to be a reputable NFT marketplace. The platform had a flashy interface and showcased prominent artists, while the online art community buzzed with excitement around it. This validation gave me the confidence to dive in. I spent weeks creating a new series of digital artworks, pouring my heart and soul into them, and then minted them as NFTs on this platform. The fees associated with minting were steep around $20,000 but I believed the potential returns would more than justify the investment. With my NFTs listed, I eagerly promoted them on social media, leveraging my experience from Upwork to engage potential buyers. I received a couple of bids, which filled me with optimism. It felt like everything was finally coming together. But that excitement quickly turned into confusion and frustration when I tried to withdraw the funds from the bids. Instead of receiving my earnings, the platform displayed an error message. When I reached out to their support team, they requested additional payments to "process my withdrawal." At first, the fees seemed minor, but then they escalated, with new demands for payment popping up regularly. The requests quickly spiraled into an endless loop. Days turned into weeks, and my hopes of seeing any return on my investment faded. It dawned on me that I had been scammed. The platform was a fake, and the supposed big-name artists likely part of an elaborate scheme to lure in unsuspecting creators like me. I was devastated both financially and emotionally and felt too embarrassed to tell anyone. I feared people would think I had been reckless or gullible. After confiding in a close friend, I felt a sense of relief. She suggested I reach out to ADWARE RECOVERY SPECIALIST , a service that specializes in tracking down stolen digital assets and helping people who have fallen victim to online scams. Desperate, I contacted them, and to my surprise, they were able to recover my funds. The experience taught me a hard lesson, but it also gave me hope that not all was lost. It reminded me that even in moments of vulnerability, reaching out for help can lead to unexpected solutions.

If your competitor is generally aware and a fast responder, you may be able to send it a signal (as VacuCorp did by bidding on a few accounts, as a warning) and quickly achieve the desired effect. If the competitor is a slow responder, you may need to choke off the cash flow from a profit sanctuary before it gets the message. Behaviors to look for include: The company has only average financial performance or, better yet, poor financial results. It will not have the resources to resist a strategic pricing attack even if it has the will and intelligence to do so. It is likely to hear the message quickly and make the desired changes to reduce the heat. The competitor is sluggish, unaware, or does not display aggressive tendencies. Many businesses are followers; their management teams simply do what other companies do. Many more are clueless. You can attack the profit sanctuaries of follower or clueless businesses and it can take months for them to notice, more months to come up with a response, and even more months to execute it.

There was, however, a danger lurking in this strategy: Federal-Mogul’s own competitive instinct. It was very likely that Federal-Mogul could build its competitive advantage into decisive advantage and, conceivably, lure JPI so far down the rabbit hole that it could not escape. JPI was, after all, financially unstable. It might not realize what was happening to it—and take steps to change its strategy—before it came to the brink of disaster. Dennis Gormley knew that his team, conditioned by their long history of competing in a cutthroat industry with high fixed costs, had come to believe that there was nothing better than winning business, no matter how thin the margin. Gormley realized that now things had to be different; sometimes it would be better to lose a bid against JPI.

So, let’s say, hypothetically, that Mike Hughes gets frustrated after his adventures fail to persuade others that Earth is flat. But Mike has options other than building rockets. He’s charismatic, and rich! Through the power of his personality and the riches in his coffers, he launches a successful bid for governor of California, which turns into a successful bid for president of the United States. Before you know it, he’s sitting in the White House. Telling people “Elections have consequences!” and that he has a “mandate,” he announces that the flat-Earth theory is no longer theory but truth. Why? Because he and his team of experts (fellow flat-Earthers) say so! Airplane flight paths will have to be redesigned, weather predictions revised, and GPS coordinates reconfigured. Moreover, all dissenters in the federal government who object or otherwise resist will be fired. “Elections have consequences,” the White House declares, “and we will not tolerate federal employees who resist the will of the people.” This would be an authoritarian condition.