Completing 2 Years In Company Quotes

Bravo Company, 2nd Battalion had good, solid, professional noncoms, and its troops had served together for a long time. It was a good rifle company and I was happy to get it. Captain Diduryk was twenty-seven years old, a native-born Ukrainian who had come to the United States with his family in 1950. He was an ROTC graduate of St. Peter’s College in Jersey City, New Jersey, and was commissioned in July of 1960. He had completed paratrooper and Ranger training and had served tours in Germany and at Fort Benning. Diduryk was married and the father of two children. He was with his mortar platoon at Plei Me camp when he got the word by radio of his company’s new mission.

Tom Demarco, a principal of the Atlantic Systems Guild team of consultants ... and his colleague Timothy Lister devised a study called the Coding War Games. The purpose of the games was to identify the characteristics of the best and worst computer programmers; more than six hundred developers from ninety-two different companies participated. Each designed, coded, and tested a program, working in his normal office space during business hours. Each participant was also assigned a partner from the same company. The partners worked separately, however, without any communication, a feature of the games that turned out to be critical. When the results came in, they revealed an enormous performance gap. The best outperformed the worst by a 10:1 ratio. The top programmers were also about 2.5 times better than the median. When DeMarco and Lister tried to figure out what accounted for this astonishing range, the factors that you'd think would matter — such as years of experience, salary, even the time spent completing the work — had little correlation to outcome. Programmers with 10 years' experience did no better than those with two years. The half who performed above the median earned less than 10 percent more than the half below — even though they were almost twice as good. The programmers who turned in "zero-defect" work took slightly less, not more, time to complete the exercise than those who made mistakes. It was a mystery with one intriguing clue: programmers from the same companies performed at more or less the same level, even though they hadn't worked together. That's because top performers overwhelmingly worked for companies that gave their workers the most privacy, personal space, control over their physical environments, and freedom from interruption. Sixty-two percent of the best performers said that their workspace was acceptably private, compared to only 19 percent of the worst performers; 76 percent of the worst performers but only 38 percent of the top performers said that people often interrupted them needlessly.

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Perhaps the most remarkable elder-care innovation developed in Japan so far is the Hybrid Assistive Limb (HAL)—a powered exoskeleton suit straight out of science fiction. Developed by Professor Yoshiyuki Sankai of the University of Tsukuba, the HAL suit is the result of twenty years of research and development. Sensors in the suit are able to detect and interpret signals from the brain. When the person wearing the battery-powered suit thinks about standing up or walking, powerful motors instantly spring into action, providing mechanical assistance. A version is also available for the upper body and could assist caretakers in lifting the elderly. Wheelchair-bound seniors have been able to stand up and walk with the help of HAL. Sankai’s company, Cyberdyne, has also designed a more robust version of the exoskeleton for use by workers cleaning up the Fukushima Daiichi nuclear plant in the wake of the 2011 disaster. The company says the suit will almost completely offset the burden of over 130 pounds of tungsten radiation shielding worn by workers.* HAL is the first elder-care robotic device to be certified by Japan’s Ministry of Economy, Trade, and Industry. The suits lease for just under $2,000 per year and are already in use at over three hundred Japanese hospitals and nursing homes.21

Kim Dokja x Hansooyoung PART 1 [I shall kill you, Yoo Joonghyuk.] ~ Kim Dokja pg 4110 46. ⸢(Looks like you still don't know how it works. The heroine loses her consciousness, her hand falling away. And the male hero awakens! You see, in all the movies I've seen so far…) pg 4112 47. These idiots, I even died so that you two could talk to each other, but this…' She figured that she really needed to give these two men a harsh earful when she arrived there. But, when she pushed past the bushes and stepped forward, the ensuing spectacle freaked her out in a rather grand manner. Kwa-aaang!! Bang!!! Yoo Joonghyuk was mercilessly slamming his sword down on Kim Dokja, currently sprawled out on the ground. "Hey!! You crazy son of a bitch!!" pg 4125 48. There were plenty of things she wanted to ask, but she chose not to. Instead, she poked Kim Dokja's cheek and spoke up. "Still, this guy looks like he got completely fooled, doesn't he." "Looks that way." "How did it go?" "He went crazy and attacked me." Han Sooyoung smirked and lightly pinched Kim Dokja's cheek as if she was proud of him. pg 4127 49. the events of her dying at Yoo Joonghyuk's sword, me fighting against him, and then, passing out from his attack, and finally, sharing a conversation with Yoo Sangah inside the Library… Han Sooyoung approached the bed before I noticed it and pinched my cheek. "In any case, Kim Dokja. You can be really adorable sometimes." pg 4144 50. The moment Han Sooyoung's fist bumped into mine, she was completely enveloped in bright light. As I watched her figure disappear, I became aware once more that she had become my companion for real. pg 4165 51. ⸢And…⸥ My heart began powerfully pounding away. ⸢The woman that I used to love.⸥ pg 4189 52. Her emotionless eyes; the beauty spot just below one of them; and her lips that always mocked me for fun, now arching up in a smooth line. "Proceed with the execution pg 4191 53. "But, should you be doing something like that? She's originally your bride, isn't she?" "Correction. She was supposed to be one. The throne was usurped on the first day of the wedding, however." Oh, I see. So, it's that sort of development? I felt just a bit relieved now. Han Sooyoung and Yoo Joonghyuk as a couple? hadn't allowed any dating at the workplace yet, so hell no. pg 4202 54. ⸢By the time you're reading this book, I…⸥ I steeled my heart and read the next line of the text. ⸢…I'd still be living a pretty good life, I guess. Hahah, were you scared?⸥ This idiot… pg 4212 55. The following words were eerily similar to a certain body of text that I was familiar with. ⸢The you reading this story will definitely make it out of here alive.⸥ Han Sooyoung's afterwords came to an end there. For the longest time, I couldn't tear my eyes away from the full-stop at the end of the sentencepg4216 56. "Looks like the company's internal rules need to be changed somewhat…" pg 4234 57. She spoke in a fed-up tone of voice. And then, issued an order to me. "Marry me, Ricardo Von Kaizenix." pg 4244 58. "I didn't want to extend her 50 years by even one minute if I could help it." I was being serious here. The moment I arrived in this world and realized that Han Sooyoung had to spend 50 years here, I just couldn't escape from this one overwhelming emotion. Someone was sacrificed again because of me. Han Sooyoung who had to endure the time frame of 50 years – could she still maintain a normal, functioning mind? Was she able to maintain the ego of the Han Sooyoung that I know of?pg4254 59. Her palm smacked me in the back of the head again. God damn it, this punk… "The third method, 'Romance'." "And its contents are?" "Marry Yuri di Aristel." "And just what did you choose?" "The third method?" "And are we currently married?" "Nope." "And why the hell not?!" pg 4256

Extensive background in public accounting. I can also stand on my head!" Too many E-numbers. "I perform my job with effortless efficiency, effectiveness, efficacy, and expertise." There are not too many of them about. "Personal: Married 20 years; own a home, along with a friendly mortgage company." The first rule of projects is: You don't talk about projects. "My intensity and focus are at inordinately high levels, and my ability to complete projects on time is unspeakable." Learning a language. "Exposure to German for two years, but many words are inappropriate for business." Congratulations! "Accomplishments: Completed 11 years of high school."  No really, how is your memory? "Excellent memory; strong math aptitude; excellent memory; effective management skills; and very good at math." I think bricks would work better personally, but hey go for it. "Personal Goal: To hand-build a classic cottage from the ground up using my father-in-law. To be fair the job on offer was to play Snow White in a Christmas production. "Thank you for your consideration. Hope to hear from you shorty!" . Very I would say. "Enclosed is a ruff draft of my resume." Delete. "I saw your ad on the information highway, and I came to a screeching halt." Then why attach it? "Please disregard the attached resume -- it is terribly out of date." Lone wolf. "It's best for employers that I not work with people.

Ramakrishna Paramhans Ward, PO mangal nagar, Katni, [M.P.] 2nd Floor, Above KBZ Pay Centre, between 65 & 66 street, Manawhari Road Mandalay, Myanmar Phone +95 9972107002 1. Study Organizations in Myanmar: A Growing Demand for survey companies in Myanmar is a Southeast Asian nation steeped in culture and history. Over the past ten years, it has undergone rapid economic growth and modernization. This development has made an expanding market for different administrations, including statistical surveying. Businesses in Myanmar benefit greatly from the assistance of survey firms in comprehending consumer behavior, market trends, and the landscape of competition. Among the main players in this field is AMT Statistical surveying, an organization known for its complete administrations and neighborhood skill. The Role of survey companies in Myanmar Businesses wishing to establish or expand their presence in this dynamic market must conduct market research in Myanmar. Myanmar, which has a population of over 54 million people, presents significant opportunities for businesses operating in a variety of industries, including tourism, finance, consumer goods, and telecommunications. However, the market also faces unique obstacles like a diverse ethnic landscape, varying degrees of economic development across regions, and a regulatory environment that is constantly shifting. By providing insights into consumer preferences, purchasing patterns, and market dynamics, survey companies assist businesses in navigating these complexities. To get accurate and relevant data, they use a variety of methods, such as observational studies, qualitative interviews, focus groups, and quantitative surveys. Driving Overview Organizations in Myanmar A few overview organizations work in Myanmar, each offering a scope of administrations custom-made to address the issues of various clients. AMT Market Research stands out among these due to its extensive experience and thorough comprehension of the local market. AMT Statistical surveying AMT Statistical surveying is a noticeable player in Myanmar's statistical surveying industry. Surveys of customers' satisfaction, market research, brand health monitoring, and other services are all offered by the business. AMT's group of experienced scientists and examiners influence their neighborhood information and skill to convey noteworthy bits of knowledge for organizations. AMT Statistical surveying uses a blend of customary and current information assortment techniques. Depending on the research objectives and target audience, they conduct in-person interviews, telephone surveys, and online surveys. Their methodology guarantees top notch information assortment, even in remote and difficult to-arrive at areas of Myanmar. Myanmar Advertising Exploration and Advancement (MMRD) Laid out in 1992, MMRD is one of the most established statistical surveying firms in Myanmar. The organization offers an extensive variety of examination administrations, including market passage studies, contender investigation, and financial investigations. MMRD has gained notoriety for its intensive and solid exploration, making it a confided in accomplice for both neighborhood and worldwide organizations. Boondocks Myanmar Exploration Boondocks Myanmar Exploration is one more outstanding player on the lookout. The organization represents considerable authority in giving experiences into Myanmar's advancing business sector scene. Their administrations incorporate area explicit exploration, purchaser conduct studies, and effect evaluations. Wilderness Myanmar Exploration is known for its inventive philosophies and capacity to adjust to the quickly changing economic situations. Understanding Myanmar Understanding Myanmar is a somewhat new participant in the statistical surveying industry however has rapidly earned respect for its excellent exploration and client-driven approach.

The $41 billion valuation for the ride-sharing service Uber may or may not be a bubblicious number, but it certainly shows that the venture capital industry is in a bad place. To understand, you need only peruse the startling valuations for other companies that have received venture capital funding in the last few weeks. Here are some of them: ■ Instacart, a same-day grocery delivery service based in San Francisco, began a $100 million fund-raising round valuing it at $2 billion. ■ WeWork Companies, a company that provides shared office space (think Uber for offices), closed a $355 million funding round valuing it at $5 billion. ■ Stripe, an online payment company, completed a $70 million investment round that valued it at $3.5 billion, double its $1.75 billion valuation earlier this year. ■ The mobile games maker Kabam announced that employees and investors were selling $40 million in shares to a group of investors. After an earlier round of investment last summer, the company was valued at more than $1 billion, up from $700 million last year. What do these four companies have in common, beyond the fact you probably haven’t heard of them?

Driving through the “Túnel de la Bahía,” which was started two years after I was in Havana last, was completed in 1958 by the French company “French Societé des Grand Travaux de Marseille.” The 2,405 foot long tunnel takes you to the eastern side of the entrance of Havana harbor, on the “Via Monumental highway” located just behind the famous Morro Castle. Continuing east along Cuba’s northern coast through the rather grim Pan Americana, a Russian style housing development, on the Carretera Del Morro, brings you to “Cojimar,” one of the most charming Cuban towns near Havana. This picturesque fishing village is where Hemingway docked his boat “El Pilar” and was the inspiration for one of his most famous books, “The Old Man and the Sea.” It is said that the old man referred to in his book, was Gregorio Fuentes, a resident of Cojimar.

FINDING A GESTATIONAL SURROGATE: A gestational surrogate may be known to the commissioning couple (typically relatives or friends who volunteer to carry the pregnancy) or unknown to the commissioning couple (usually introduced through a third party). Since it is illegal to pay for surrogacy services or to advertise to pay for surrogacy services in Canada, finding a gestational surrogate can be time consuming and difficult. While there are agencies and consultants that assist in making connections between gestational surrogates and recipient couples, patients should be aware that current law also prohibits these companies and consultants from charging for this service. In a majority of cases, gestational surrogates are already known to the commissioning couple. We highly recommend that intended parents review the laws in Canada with respect to compensating surrogates and egg donors. Must be over 21 years of age and under 41 years of age It is highly recommended that the surrogate have completed her family or have had at least one child previously Ethically, the relationship between the commissioning couple and the surrogate should not be one where there is a power imbalance. (For example, where a commissioning couple is the employer of the surrogate). When searching for a surrogate, patients must also consider ethical, medical, psychosocial and legal issues.

We don’t simply have a problem when it comes to the amount of tax collected. We have a huge problem when it comes to the way we collect taxes. Take corporate taxes as an example. We impose taxes at the second highest rate in the rich world (35%), yet the corporate tax code is riddled with incentives, subsidies, exemptions, and loopholes.13 The result is crazy. We give firms a huge disincentive to earn money at home (because our basic tax rate is so high), while giving them huge incentives to play the system. And remember: the United States boasts some of the world’s most innovative and entrepreneurial companies. If we give those guys an incentive to find ways around our tax code, they’ll turn out to be world-beaters. World-beaters like General Electric, for example.14 GE earned $14.2 billion of profit in 2010, of which $5.1 billion was generated in the US. I’m guessing that you earned less than $5 billion that year, but I’m damn sure you had a more painful settlement with the taxman. In 2010, GE’s net corporation tax obligation to the US government was sub-zero. The firm actually derived a net benefit from the government. In the five years to 2010, GE accumulated $26 billion in American profits and booked a net benefit of $4.1 billion from the IRS. That’s completely insane. You don’t, however, need to be GE to outperform in this way. Big Oil can play the same game to almost equal effect. According to a Citizens for Tax Justice report out in 2011, ‘Over the past two years, Exxon Mobil reported $9,910 million in pretax US profits. But it enjoyed so many tax subsidies that its federal income tax bill was only $39 million‌—‌a tax rate of only 0.4%.’15

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

There’s a country that does something a little like this. Its young people, including its very best educational prospects from all different backgrounds, spend two or three years training and solving problems in a nonhierarchical environment and get together every year. Many then collaborate to start companies. This country leads the world in venture capital investments per capita (over $170, versus $75 in the United States in 2010).1 It has more companies on the NASDAQ than any non-US country except for China, despite having a population of less than eight million.2 Its quarterly gross domestic product (GDP) growth rate was above 5 percent in 2011 and it’s in the top thirty globally in per capita GDP, above Spain and Saudi Arabia, among others.3 This country is Israel, where eighteen-year-olds complete two- or three-year tours in the military, getting to know each other in highly selective military units. They operate at a high level of autonomy and responsibility and then travel the world for months before heading to college and/or grad school. In Dan Senor and Saul Singer’s book Start-up Nation, this network and training ground is credited as helping give rise to a culture of risk taking and entrepreneurship. By the time Israelis graduate from college, they’re in their midtwenties and mature; in many cases, they’ve already been in operating environments and borne life-and-death responsibilities. This cocktail of experience gives rise to a mixture of both courage and impatience. As one entrepreneur put it, “When an Israeli entrepreneur has a business idea, he will start it that week. The notion that one should accumulate credentials before launching a venture simply does not exist. . . . Too much time can only teach you what can go wrong, not what could be transformative.”4 Another observer commented, “Israelis . . .  don’t care about the social price of failure and they develop their projects regardless of the economic . . . situation.”5

In order for a person to work at a church legally as an independent contractor, we believe it is prudent to consider the following guidelines:   ·       The church cannot substantially direct the person’s duties; the church can only give them overall tasks to complete.   ·       The church cannot control or set their hours that they work.   ·       Since their “company” provides the service, they can send anyone to do the job.   ·       They cannot have an office at the church that is their primary office.   ·       It cannot be their only source of income.   ·       The church needs to have a written contract in place including cost, delivery of Services, duration (i.e. six months, one year, etc.) and a termination clause.   ·       They cannot participate in any employee benefits plans (insurance, retirement plans, etc).   ·       The contractor must provide annual proof of worker’s comp and liability insurance naming the church as additionally insured or the church could be held liable in the event of a claim.   ·       The church must issue a 1099 at the end of the year for all contract wages paid if the total amount for the year exceeds $600.00 to one contractor. We strongly recommend that no payments are made until an accurate and fully completed W-9 is completed by the contractor and on file at the church.        Given these requirements, many workers such as those in the nursery, kitchens, and other service areas are not 1099 contractors, but employees.     Regarding interim pastors, there is disagreement over whether they should receive a W-2 or 1099. Factors such as length of service, who supervises them, and whether they are a contractor, come into play in the decision on how to report their salary. For the best practice we recommend always using the W-2 to report salaries, but seeking tax and legal counsel would be wise to avoid any future IRS issues.      While there are advantages to the church to pay independent contractors who regularly work for the church such as avoiding the need to pay the employer's part of the FICA tax and the ease of terminating their services, we would recommend against their regular use.      We recommend against the use of independent contractors (that regularly work at the church) because we believe it can create the following problems for the church:   ·       Less control over the position   ·       Leaves the church open to an IRS challenge, which the church only has a 50/50 chance of defending, not to mention the cost and hassle of litigation   ·       In the event of insurance claims, the church may encounter issues with worker’s compensation coverage or liability insurance coverage such as sexual misconduct, etc.   ·       The church is open to contract disputes with the independent contractor   ·       Based on how the individual/company is filing their taxes, it could bring an unwanted tax audit to the church        Our conclusion is that we do not see enough cost-saving advantages for the church to move in this direction. It also creates unnecessary red flags for the IRS. The other looming question is, why is this such an important issue for such a small incremental (if any) tax break for the individual? Because the independent contractor will have to pay employer FICA, we don’t see any large tax advantage for this shift. They can claim mileage and some home office expense (maybe), but it just does not amount to enough to place the church at risk.      Here are some detailed guidelines

How Long Will It Take? You can’t blame people for wanting instant results. Time is money, and quickness, especially quick OODA loops, is good. But when it comes to adopting maneuver conflict / Boyd’s principles to your business, there is a lot to be learned and a lot to be done. Consider that: •   According to its principle creator, Taiichi Ohno, it took 28 years (1945-1973) to create and install the Toyota Production System, which is maneuver conflict applied to manufacturing. •   It takes roughly 15 years of experience—and recognition as a leader in one’s technical field—to qualify as a susha (development manager) for a new Toyota vehicle.150 •   Studies of people regarded as the top experts in a number of fields suggest that they practice about four hours a day, virtually every day, for 10 years before they achieve a recognized level of mastery.151 •   It takes a minimum of 8 years beyond a bachelor’s degree to train a surgeon (4 years medical school and 4 or more years of residency.) •   It takes four to six years on the average beyond a bachelor’s degree to complete a Ph.D. •   It takes three years or so to earn a black belt (first degree) in the martial arts and four to six years beyond that to earn third degree, assuming you are in good physical condition to begin with. •   It takes a bare minimum of five years military service to qualify for the Special Forces “Green Beret” (minimum rank of corporal / captain with airborne qualification, then a 1-2 year highly rigorous and selective training program.) •   It takes three years to achieve proficiency as a first level leader in an infantry unit—a squad leader.152 It is no less difficult to learn to fashion an elite, highly competitive company. Yet for some reason, otherwise intelligent people sometimes feel they should be able to attend a three-day seminar and return home experts in maneuver conflict as applied to business. An intensive orientation session may get you started, but successful leaders study their art for years—Patton, Rommel, and Grant were all known for the intensity with which they studied military history and current campaigns. Then-LTC David Hackworth had commanded 10 other units before taking over the 4th Battalion, 39th Infantry in Vietnam in 1969, as he described in Steel My Soldiers’ Hearts. You may also recall the scene in We Were Soldiers where LTC Hal Moore unloaded armfuls of strategy and history books as he was moving into his quarters at Ft. Benning. At that point, he had been in the Army 20 years and had commanded at every level from platoon to battalion.

I really don’t dance, Davis, but thank you for the offer.” “I don’t actually know the steps, Miss Millie, but it seems a shame that you and Miss Plum are looking so lovely tonight, but haven’t been given the opportunity to waltz.” “It’s a shame indeed.” Millie’s breath left her in a split second as Everett strolled across the terrace, smiling her way and looking remarkably handsome, at least to her, even though his face was still a bit of a disaster. Coming to a stop right in front of her, he nodded to Davis. “Perhaps you could offer Miss Plum a dance instead?” Davis’s eyes widened. He leaned closer to Everett and lowered his voice. “Miss Plum scares me, Mr. Mulberry. That’s why I asked Miss Millie. She’s safer.” “I’m completely safe, Davis,” Lucetta said with a huff before she took the poor man by the arm and grabbed hold of his other hand. “Allow me to teach you the basic steps of the waltz.” With Davis turning bright red, Lucetta sent Millie a wink and then spun Davis around, not giving the man an opportunity to refuse her demand of a waltz. “That’ll be something he’ll be able to talk about for years,” Millie said, catching Everett’s eye, which immediately had all the breath leaving her again. To her confusion, Everett frowned. “I must beg your pardon, Millie. I rather rudely stepped in between you and Davis. It has not escaped my notice that he seems a little . . . keen to be around you, and . . . if you’re, ah, keen to be around him, I won’t stand in your way.” Millie scrunched up her nose. “Davis has been secretly seeing one of the maids, Ann, for over a year now, so any keenness on his part has probably just been a ruse to hide that relationship. But don’t go letting anyone know about that relationship, and don’t even think about letting either Ann or Davis go from their positions.” “Since you told me you’re planning to tell Harriet about Davis and his tailoring skills, I have a feeling he won’t be in my employ long, but of course I won’t let him or Ann go.” “Wonderful, and . . . thank you for that.” “You’re welcome, and since that’s settled . . . shall we waltz?” “I should warn you that what we’re about to do will not remotely be considered a waltz, not given my two left feet.” “We’ll see about that.” Laughter rumbled in Everett’s chest but the rumbling died a sudden death when he pulled her close, his breath fanning her face. “Did I tell you how lovely you look tonight?” “I don’t believe so,” Millie managed to whisper. “Well, now you know, and . . . we’re waltzing.” Millie

She came to a complete stop when she realized that the fountain, one that sported stone mermaids spouting water out of their mouths, seemed to have acquired additional statues. These statues, however, did not fit in with the mermaids but instead seemed to be mud-covered blobs with lily pads stuck all over them. When one of the blobs suddenly raised a hand and rubbed what surely had to be a nose, Millie moved forward again as amusement bubbled up inside her. “How absolutely brilliant!” she exclaimed as she stopped right next to the fountain, earning a smile from little James, his teeth looking remarkably bright against the mud he’d used to cover his face. The blob next to him, six-year-old Edith, rose to her feet and let out a dramatic sigh. “Mother ruined everything by pointing us out to you.” She pulled a lily pad from her arm and dropped it into the shallow water pooling in the bottom of the fountain. “It’s a good thing she did point me in the right direction, or I could have been searching for the two of you for hours.” Millie grinned. “I’ve played many a game of hide-and-seek, and yet I’ve never seen children use such inventive means to disguise themselves. It was completely ingenious—which means clever, by the way—to choose the fountain to hide in.” “It was nothing of the sort,” Mrs. Cutling argued, marching up to join them, apparently unimpressed with Millie’s attempt at broadening the children’s vocabulary. She leveled a stern look at her children before turning her disapproval on Millie. “I’m holding you responsible for their current condition.” “It wasn’t Miss Longfellow’s fault, Mother,” James hurried to say. “It was my idea to hide here, so you shouldn’t be cross with her.” “And it’s been great fun,” Edith added. Mrs. Cutling drew herself up. “I see nothing fun about this, Edith. In fact, you and your brother have embarrassed me no small amount this afternoon. Because of that, the two of you will be spending the rest of your day in your rooms—after you bathe, of course—contemplating the ridiculousness of your actions.” She pointed a finger to the dry courtyard. “Both of you . . . out . . . now.” Millie watched as the two children scrambled out of the fountain, lily pads and slime dripping off them, which earned them a thinning of the lips from their mother. They sent Millie pitiful looks that clearly begged for help, but then two sets of little shoulders sagged when it evidently became clear Millie had no help to offer them. A

She let him into the house secretly, saw him privately, and kept him out of his father’s sight.53 And yet, even Corneil, this creature of deceit, could not deny the truth about himself. He alternated his bombast with references to “my shame & mortification & sorrow.” He was literally fatalistic about his hope of reform. He wrote to Greeley of his “determination to humbly forfeit my life as the penalty of further vice.” It was the one prediction about himself that would come true.54 ON FEBRUARY 15, 1866, the locomotive Augustus Schell chuffed onto the Albany bridge and rolled westward along its 2,020-foot span, over a total of nineteen piers, across an iron turntable above the center of the river below, and rattled down into Albany itself. Following this symbolic inauguration, the first passenger train crossed one week later. After four years of construction (and many more of litigation), the bridge gave the New York Central a continuous, direct connection to the Hudson River Railroad, and thus to Manhattan. But its completed track became a lighted fuse.55 The Commodore’s cold response to Corneil’s backsliding revealed the icy judge who had always lurked behind the encouraging father. So, too, did the implacable warrior remain within the diplomat who had negotiated with Corning and Richmond. In December 1865, for example, the New York Court of Appeals handed down final judgment in the long-running court battle between Vanderbilt and the New York & New Haven Railroad over the shares that Schuyler had fraudulently issued in 1854. Over the years, weary shareholders had settled with the company—but the Commodore refused. He had waged his battle until the court ruled that the company owed $900,000 to Schuyler’s victims. “The great principle is now settled by the highest court in this State,” wrote the Commercial and Financial Chronicle, “that railroad and other corporations are bound by the fraudulent acts of their own agents.”56 It was, indeed, a great principle—but businessmen also saw a more personal lesson in the Schuyler fraud case. “The Commodore’s word is as good as his bond when it is fairly

I believe the technological industry is switching in a different direction that one may think in the Metaverse. Why spend trillions of dollars on big data when it is becoming more useless? We need dynamic content to create a boom in the tech industry for the next millennium. Why hire someone with a 4 year degree from college for a career in database administration when companies can't afford to pay 100k a year? We can manage it quite fine in google sheets or excel. The utilization of AI will then completely defeat the purpose of Data As A Service when a program can dynamically build hash objects in random access memory by simply using a small script like (via switch) while creating a [5th XYZ Stargate] just like the Diablo version, but with a smaller seed. You could then store those objects for the blockchain Inna virtualized file container ;)." - Jonathan Roy Mckinney