Contracting Company Quotes

Learning After some time, you learn the subtle difference between holding a hand and imprisoning a soul; You learn that love does not equal sex, and that company does not equal security, and you start to learn…. That kisses are not contracts and gifts are not promises, and you start to accept defeat with the head up high and open eyes, and you learn to build all roads on today, because the terrain of tomorrow is too insecure for plans… and the future has its own way of falling apart in half. And you learn that if it’s too much even the warmth of the sun can burn. So you plant your own garden and embellish your own soul, instead of waiting for someone to bring flowers to you. And you learn that you can actually bear hardship, that you are actually strong, and you are actually worthy, and you learn and learn…and so every day. Over time you learn that being with someone because they offer you a good future, means that sooner or later you’ll want to return to your past. Over time you comprehend that only who is capable of loving you with your flaws, with no intention of changing you can bring you all happiness. Over time you learn that if you are with a person only to accompany your own solitude, irremediably you’ll end up wishing not to see them again. Over time you learn that real friends are few and whoever doesn’t fight for them, sooner or later, will find himself surrounded only with false friendships. Over time you learn that words spoken in moments of anger continue hurting throughout a lifetime. Over time you learn that everyone can apologize, but forgiveness is an attribute solely of great souls. Over time you comprehend that if you have hurt a friend harshly it is very likely that your friendship will never be the same. Over time you realize that despite being happy with your friends, you cry for those you let go. Over time you realize that every experience lived, with each person, is unrepeatable. Over time you realize that whoever humiliates or scorns another human being, sooner or later will suffer the same humiliations or scorn in tenfold. Over time you learn to build your roads on today, because the path of tomorrow doesn’t exist. Over time you comprehend that rushing things or forcing them to happen causes the finale to be different form expected. Over time you realize that in fact the best was not the future, but the moment you were living just that instant. Over time you will see that even when you are happy with those around you, you’ll yearn for those who walked away. Over time you will learn to forgive or ask for forgiveness, say you love, say you miss, say you need, say you want to be friends, since before a grave, it will no longer make sense. But unfortunately, only over time…

To prosper and to be happy in this life, you have to enter into a Faustian contract with the Prince of Darkness. This is what I realized at last. But it was too late, you see. Even the Devil has a cut-off for age. And they blame these companies, corporations and educational institutes for not being accommodating enough.

I know every line of his face. The one that was carved the first year of our marriage, by laughing so often. The one that was born of worries the year he left the contracting companies to go into business for himself. The one developed from focusing hard on Nathaniel as he took his first steps, said his first words.

Grief manifested itself in ways that felt like anything but grief; grief obliterated all feelings but grief; grief made a twin wear the same shirt for days on end to preserve the morning on which the dead were still living; grief made a twin peel stars off the ceiling and lie in bed with glowing points adhered to fingertips; grief was bad-tempered, grief was kind; grief saw nothing but itself, grief saw every speck of pain in the world; grief spread its wings large like an eagle, grief huddled small like a porcupine; grief needed company, grief craved solitude; grief wanted to remember, wanted to forget; grief raged, grief whimpered; grief made time compress and contract; grief tasted like hunger, felt like numbness, sounded like silence; grief tasted like bile, felt like blades, sounded like all the noise of the world. Grief was a shape-shifter, and invisible too; grief could be captured as reflection in a twin’s eye. Grief heard its death sentence the morning you both woke up and one was singing and the other caught the song.

Companies were getting a lot tougher on labor contracts these days; Hack had heard stories. At Adidas, if you quit your job and your replacement wasn't as competent, they sued you for lost profits.

I tried to get through to my brother, Mike, on the Moon, but the phone company wouldn’t let me place the call until I had signed a contract and posted a $25,000 bond.

Homer, in the second book of the Iliad says with fine enthusiasm, "Give me masturbation or give me death." Caesar, in his Commentaries, says, "To the lonely it is company; to the forsaken it is a friend; to the aged and to the impotent it is a benefactor. They that are penniless are yet rich, in that they still have this majestic diversion." In another place this experienced observer has said, "There are times when I prefer it to sodomy." Robinson Crusoe says, "I cannot describe what I owe to this gentle art." Queen Elizabeth said, "It is the bulwark of virginity." Cetewayo, the Zulu hero, remarked, "A jerk in the hand is worth two in the bush." The immortal Franklin has said, "Masturbation is the best policy." Michelangelo and all of the other old masters--"old masters," I will remark, is an abbreviation, a contraction--have used similar language. Michelangelo said to Pope Julius II, "Self-negation is noble, self-culture beneficent, self-possession is manly, but to the truly great and inspiring soul they are poor and tame compared with self-abuse." Mr. Brown, here, in one of his latest and most graceful poems, refers to it in an eloquent line which is destined to live to the end of time--"None knows it but to love it; none name it but to praise.

grief saw nothing but itself, grief saw every speck of pain in the world; grief spread its wings large like an eagle, grief huddled small like a porcupine; grief needed company, grief craved solitude; grief wanted to remember, wanted to forget; grief raged, grief whimpered; grief made time compress and contract; grief tasted like hunger, felt like numbness, sounded like silence

From time to time, Musk will send out an e-mail to the entire company to enforce a new policy or let them know about something that’s bothering him. One of the more famous e-mails arrived in May 2010 with the subject line: Acronyms Seriously Suck: There is a creeping tendency to use made up acronyms at SpaceX. Excessive use of made up acronyms is a significant impediment to communication and keeping communication good as we grow is incredibly important. Individually, a few acronyms here and there may not seem so bad, but if a thousand people are making these up, over time the result will be a huge glossary that we have to issue to new employees. No one can actually remember all these acronyms and people don’t want to seem dumb in a meeting, so they just sit there in ignorance. This is particularly tough on new employees. That needs to stop immediately or I will take drastic action—I have given enough warnings over the years. Unless an acronym is approved by me, it should not enter the SpaceX glossary. If there is an existing acronym that cannot reasonably be justified, it should be eliminated, as I have requested in the past. For example, there should be no “HTS” [horizontal test stand] or “VTS” [vertical test stand] designations for test stands. Those are particularly dumb, as they contain unnecessary words. A “stand” at our test site is obviously a *test* stand. VTS-3 is four syllables compared with “Tripod,” which is two, so the bloody acronym version actually takes longer to say than the name! The key test for an acronym is to ask whether it helps or hurts communication. An acronym that most engineers outside of SpaceX already know, such as GUI, is fine to use. It is also ok to make up a few acronyms/contractions every now and again, assuming I have approved them, eg MVac and M9 instead of Merlin 1C-Vacuum or Merlin 1C-Sea Level, but those need to be kept to a minimum.

It’s about a crucial era during which old regimes fell, new leaders emerged, new social contracts were forged between strangers, the topography of cities changed, and the upstarts roamed the earth.

The Decentralization of Finance is really good for humanity and it’s ultimately a win for each and every one of us. Because now that we can circumvent banks, exchanges and brokerage companies by using smart contracts on the blockchain… every person, every family, and every business will experience more more liberty, more freedom, more opportunities, more abundance, more power, and more wealth.

He saw his contract, written on a single sheet of yellow paper, as a great source of strength. Later, however, he came to realize that the contract saddled him with all the obligations and the company with none.

Increasingly, municipalities (and companies contracted by municipalities) are behaving like businesses, viewing residents as potential sources of revenue, as well as viewing the generation of revenue via fines as a form of productivity.

According to one study, “a quarter of the workers rebuilding the city were immigrants lacking papers, almost all of them Hispanic, making far less money than legal workers.” In Mississippi, a class-action lawsuit forced several companies to pay hundreds of thousands of dollars in back wages to immigrant workers. Some were not paid at all. On one Halliburton/KBR job site, undocumented immigrant workers reported being wakened in the middle of the night by their employer (a subsubcontractor), who allegedly told them that immigration agents were on their way. Most workers fled to avoid arrest; after all, they could end up in one of the new immigration prisons that Halliburton/KBR had been contracted to build for the federal government.

The emergence of markets abroad put Americans to work, but it distorted the economies of poor countries in ways that greatly increased their poverty. As American companies accumulated vast sugar and fruit plantations in the Pacific, Central America, and the Caribbean, they forced countless small farmers off their land. Many became contract laborers who worked only when Americans needed them, and naturally came to resent the United States. At the same time, American companies flooded these countries with manufactured goods, preventing the development of local industry.

Goldman Sachs preaching about diversity so it can be at the front of the line for the next government bailout. It’s AstraZeneca waxing eloquent about climate change so it can secure multibillion-dollar government contracts for vaccine production. It’s State Street building feminist statues to detract attention from wage discrimination lawsuits from female employees, all the while marketing its exchange-traded fund with the ticker “SHE.” It’s Chamath Palihapitiya founding a social impact investment fund and criticizing Silicon Valley, even though he and his wealth are products of Silicon Valley, all to cover up for his prior tenure as an executive at Facebook who dreamed out loud about a private corporate military. Those companies and people use their market power to prop up woke causes as a way to accumulate greater political capital—only to later come back and cash in that political capital for more dollars.

It is not wrong to think that the traditional buying of a product has been replaced with an unwritten contract of shared values between a business and its customers.

There were eruptions against the convict labor system in the South, in which prisoners were leased in slave labor to corporations, used thus to depress the general level of wages and also to break strikes. In the year 1891, miners of the Tennessee Coal Mine Company were asked to sign an “iron-clad contract”: pledging no strikes, agreeing to get paid in scrip, and giving up the right to check the weight of the coal they mined (they were paid by the weight). They refused to sign and were evicted from their houses. Convicts were brought in to replace them.

The Decentralization of Finance is really good for humanity and it’s ultimately a win for each and every one of us. Because now that we can circumvent banks, exchanges and brokerage companies by using smart contracts on the blockchain… every person, every family, and every business will experience more liberty, more freedom, more opportunities, more abundance, more power, and more wealth. This makes way for more opportunities around financial wellness, permaculture investing, more effective crowdfunding, better ownership and equity arrangements, and more.

ATTORNEY: “When you sign one of our contracts, it says very clearly on page one hundred and seventeen that all crimes that occur onsite must be immediately and accurately reported to the company.

The Texas facilities were to be run by private prison companies—the GEO Group and CoreCivic—which had been involved in immigration detention since the mid-1980s and were profiting from an ever-larger share of DHS contracts.

Japanese contracts were vague; they wouldn’t stand up in Canadian courts, for in Japan they didn’t have to. If an agreement wasn’t working out for both parties, company managers would just talk it over and settle any differences.

This process of innovation is made possible by economic institutions that encourage private property, uphold contracts, create a level playing field, and encourage and allow the entry of new businesses that can bring new technologies to life. It should therefore be no surprise that it was U.S. society, not Mexico or Peru, that produced Thomas Edison, and that it was South Korea, not North Korea, that today produces technologically innovative companies such as Samsung and Hyundai.

On behalf of those you killed, imprisoned, tortured, you are not welcome, Erdogan! No, Erdogan, you’re not welcome in Algeria. We are a country which has already paid its price of blood and tears to those who wanted to impose their caliphate on us, those who put their ideas before our bodies, those who took our children hostage and who attempted to kill our hopes for a better future. The notorious family that claims to act in the name of the God and religion—you’re a member of it—you fund it, you support it, you desire to become its international leader. Islamism is your livelihood Islamism, which is your livelihood, is our misfortune. We will not forget about it, and you are a reminder of it today. You offer your shadow and your wings to those who work to make our country kneel down before your “Sublime Door.” You embody and represent what we loathe. You hate freedom, the free spirit. But you love parades. You use religion for business. You dream of a caliphate and hope to return to our lands. But you do it behind the closed doors, by supporting Islamist parties, by offering gifts through your companies, by infiltrating the life of the community, by controlling the mosques. These are the old methods of your “Muslim Brothers” in this country, who used to show us God’s Heaven with one hand while digging our graves with the other. No, Mr. Erdogan, you are not a man of help; you do not fight for freedom or principles; you do not defend the right of peoples to self-determination. You know only how to subject the Kurds to the fires of death; you know only how to subject your opponents to your dictatorship. You cry with the victims in the Middle East, yet sign contracts with their executioners. You do not dream of a dignified future for us, but of a caliphate for yourself. We are aware of your institutionalized persecution, your list of Turks to track down, your sinister prisons filled with the innocent, your dictatorial justice palaces, your insolence and boastful nature. You do not dream of a humanity that shares common values and principles, but are interested only in the remaking of the Ottoman Empire and its bloodthirsty warlords. Islam, for you, is a footstool; God is a business sign; modernity is an enemy; Palestine is a showcase; and local Islamists are your stunned courtesans. Humanity will not remember you with good deeds Humanity will remember you for your machinations, your secret coups d’état, and your manhunts. History will remember you for your bombings, your vengeful wars, and your inability to engage in constructive dialogue with others. The UN vote for Al-Quds is only an instrument in your service. Let us laugh at this with the Palestinians. We know that the Palestinian issue is your political capital, as it is for many others. You know well how to make a political fortune by exploiting others’ emotions. In Algeria, we suffered, and still suffer, from those who pretend to be God and act as takers and givers of life. They applaud your coming, but not us. You are the idol of Algerian Islamists and Populists, those who are unable to imagine a political structure beyond a caliphate for Muslim-majority societies. We aspire to become a country of freedom and dignity. This is not your ambition, nor your virtue. You are an illusion You have made beautiful Turkey an open prison and a bazaar for your business and loved ones. I hope that this beautiful nation rises above your ambitions. I hope that justice will be restored and flourish there once again, at least for those who have been imprisoned, tortured, bombed, and killed. You are an illusion, Erdogan—you know it and we know it. You play on the history of our humiliation, on our emotions, on our beliefs, and introduce yourself as a savior. However, you are a gravedigger, both for your own country and for your neighbors. Turkey is a political miracle, but it owes you nothing. The best thing you can do

The Communist Party leadership likes SOEs because they can implement its policies. The Party members who run them can be ordered to carry out Party policies. But many bosses like running SOEs because they provide plenty of opportunities for personal enrichment. Setting up a subsidiary company and appointing oneself to the board is an easy way to make money. Another is to set up a private company owned by a friend or relative and either sell its assets at cheap prices or award it lucrative contracts.

In the aftermath of Hurricane Katrina, the state legislature set up the Southeast Flood Control Commission to come up with a plan for protecting Louisiana from floods. They concluded that the best course of action was to fill in the canals and repair the shore. Since this was a task the oil companies had in their contracts agreed to do, and had not done, in 2014 the commission did what had never been done: it sued the ninety-seven responsible oil companies. Governor Jindal quickly squashed the upstart commission. He removed members from it. He challenged its right to sue. In another unprecedented move, the legislature voted to nullify—retroactively—the lawsuit by withdrawing the authority to file it from those who had done so. A measure (SB 553) called for costs of repairs to be paid, not by the oil companies, but by the state’s taxpayers.

Eventually, a consultant came up with the name Glencore, a contraction of the words global, energy, commodities and resources. On 1 September 1994, Marc Rich + Co officially became Glencore International, and, two months later, the company announced it had severed all ties with its fugitive founder.

With peace of mind came development, and with development beauty. Knowledge—the result of great natural insight—she did not lack; learning, accomplishment—those, alas, she had not; but as the winter and spring passed by her thin face and figure filled out in rounder and softer curves; the lines and contractions upon her young brow went away; the muddiness of skin which she had looked upon as her lot by nature departed with a change to abundance of good things, and a bloom came upon her cheek. Perhaps, too, her grey, thoughtful eyes revealed an arch gaiety sometimes; but this was infrequent; the sort of wisdom which looked from their pupils did not readily keep company with these lighter moods. Like all people who have known rough times, light-heartedness seemed to her too irrational and inconsequent to be indulged in except as a reckless dram now and then; for she had been too early habituated to anxious reasoning to drop the habit suddenly. She felt none of those ups and downs of spirit which beset so many people without cause; never—to paraphrase a recent poet—never a gloom in Elizabeth-Jane's soul but she well knew how it came there; and her present cheerfulness was fairly proportionate to her solid guarantees for the same.

itself. IC directors ask Congress for money to rent contract workers from private companies, congresspeople approve that money, and then those IC directors and congresspeople are rewarded, after they retire from office, by being given high-paying positions and consultancies with the very companies they’ve just enriched.

Dear Valued Customer: Your cable bill is now increasing 5% per month. You cannot cancel your cable. Ever. You cannot reduce your bill in any way. If you turn off your cable, your bill will remain exactly the same. If you rip your cable out of the wall, your bill will remain exactly the same, with the exception that we will charge you for the damage. Your children will be unable to cancel your cable contract. Also, please note that we will be reducing our delivery of channels by approximately 1 every month. As we deliver fewer channels, you can anticipate that your bill will sharply increase. If you do not pay your bill on time, the ownership of your house will revert to us, and we will lock you in an undisclosed location, where you will be forced to do tech support, and where we will be unable to protect you from assault and rape. If you attempt to defend yourself when we come to take your house, we are fully authorized to gun you down. Sincerely, The Statist Cable Company

Thanks to Snowden, everybody knew that the Intelligence Community had secured the cooperation of many of the technology firms early on. Companies like Google, Amazon, and Microsoft had billions of dollars’ worth of contracts with the federal government, including the agencies of the Intelligence Community and the Department of Defense.

Democrats expressed outrage, and justifiably so, at the sole-source contracts the Bush administration gave to Halliburton after the invasion of Iraq, but what do they say now about the loan guarantees the Obama administration granted to Solyndra, a now defunct solar power company whose campaign donations flowed to the Democratic Party?

This money could have paid for health care for everyone and for programs to create jobs for all. Instead of giving out contracts for companies to build bombers and nuclear submarines, the government could have given contracts to nonprofit agencies to hire people to build homes, clean up rivers, and construct public transportation systems. Instead,

CCA finds ways to minimize its obligation to provide adequate health care. At the out-of-state prisons where California ships some of its inmates, CCA will not accept any prisoners who are over sixty-five years old, have mental health issues, or serious conditions like HIV. The company's Idaho prison contract specified that the 'primary criteria' for screening incoming offenders was 'no chronic mental health or health care issues.' The contracts of some CCA prisons in Tennessee and Hawaii stipulate that the states will bear the cost of HIV treatment. Such exemptions allow CCA to tout its cost efficiency while taxpayers assume the medical expenses for the inmates the company won't take or treat.

You Learn (by Jorge Luis Borges) The poverty of yesterday was less squalid than the poverty we purchase with our industry today. Fortunes were smaller then as well. (The Elderly Lady) After a while you learn the subtle difference Between holding a hand and chaining a soul, And you learn that love doesn’t mean leaning And company doesn’t mean security. And you begin to learn that kisses aren’t contracts And presents aren’t promises, And you begin to accept your defeats With your head up and your eyes open With the grace of a woman, not the grief of a child, And you learn to build all your roads on today Because tomorrow’s ground is too uncertain for plans And futures have a way of falling down in mid-flight. After a while you learn… That even sunshine burns if you get too much. So you plant your garden and decorate your own soul, Instead of waiting for someone to bring you flowers. And you learn that you really can endure… That you really are strong And you really do have worth… And you learn and learn… With every good-bye you learn. {…}

Why do old houses creak so much?" he asked idly, playing with her braid and drawing the silky end across her cheek. "When all the warmth fades at night, it makes the old boards contract and slip against each other." "A bloody massive house, it is. And you were left to your own devices in this place for too long. I didn't understand before, how alone you were." "I had the twins for company. I watched over them." "But there was no one to watch over you." A sense of uneasiness came over her, as it always did whenever she reflected on her childhood. It had seemed as if her very survival had depended on never complaining or drawing attention to herself. "Oh I- I didn't need that." "All little girls need to feel safe and wanted.

written by one Willard Waller and published in 1932—contains the terms of a contract that female teachers in “a certain southern community” had to sign in the early 1930s. The contract obligated the teacher to engage in “all phases of Sunday-school work,” to get at least eight hours of sleep while maintaining a healthy diet, and to consider herself “at all times the willing servant of the school board and the townspeople.” She had to promise not to go out dancing, not to “dress immodestly,” not to be in the company of “any young man” outside Sunday school, and not to “encourage or tolerate the least familiarity from her male pupils.” The contract also contained this provision: I promise not to fall in love, to become engaged or secretly married.

Hoffa and Brennan formed a trucking company called Test Fleet. The “brains” and his partner put that company in their wives’ maiden names. Test Fleet had only one contract. It was with a Cadillac car carrier that had been having union problems with its Teamsters union independent owner-operator car haulers. This group of Teamsters held an unsanctioned wildcat strike. Angered by this break of union solidarity, Jimmy Hoffa ordered them back to work. With Hoffa’s blessings the Cadillac car carrier then terminated its leases with the independent Teamsters haulers, put many of them out of business, and gave hauling business to Test Fleet. This arrangement helped Josephine Poszywak, aka Mrs. Hoffa, and Alice Johnson, aka Mrs. Brennan, make $155,000 in dividends over ten years, without doing a single minute’s work for the Test Fleet company. Hoffa

when Goblin clutches me by the wrist, and lays, not her skinny finger, but the handle of a key, upon her lip.  She invites me, with a jerk, to follow her.  I do so.  She leads me out into a room adjoining - a rugged room, with a funnel-shaped, contracting roof, open at the top, to the bright day.  I ask her what it is.  She folds her arms, leers hideously, and stares.  I ask again.  She glances round, to see that all the little company are there; sits down upon a mound of stones; throws up her arms, and yells out, like a fiend, ‘La Salle de la Question!’ The Chamber of Torture!  And the roof was made of that shape to stifle the victim’s cries!  Oh Goblin, Goblin, let us think of this awhile, in silence.  Peace, Goblin!  Sit with your short arms crossed on your short legs, upon that heap of stones, for only five minutes, and then flame out again.

It was around the time of the divorce that all traces of decency vanished, and his dream of being the next great Southern writer was replaced by his desire to be the next published writer. So he started writing these novels set in Small Town Georgia about folks with Good American Values who Fall in Love and then contract Life-Threatening Diseases and Die. I'm serious. And it totally depresses me, but the ladies eat it up. They love my father's books and they love his cable-knit sweaters and they love his bleachy smile and orangey tan. And they have turned him into a bestseller and a total dick. Two of his books have been made into movies and three more are in production, which is where his real money comes from. Hollywood. And, somehow, this extra cash and pseudo-prestige have warped his brain into thinking that I should live in France. For a year.Alone.I don't understand why he couldn't send me to Australia or Ireland or anywhere else where English is the native language.The only French word I know is oui, which means "yes," and only recently did I learn it's spelled o-u-i and not w-e-e. At least the people in my new school speak English.It was founded for pretentious Americans who don't like the company of their own children. I mean, really. Who sends their kid to boarding school? It's so Hogwarts. Only mine doesn't have cute boy wizards or magic candy or flying lessons. Instead,I'm stuck with ninety-nine other students. There are twenty-five people in my entire senior class, as opposed to the six hundred I had back in Atlanta. And I'm studying the same things I studied at Clairemont High except now I'm registered in beginning French. Oh,yeah.Beginning French. No doubt with the freshman.I totally rock.

Some equestrians were involved in the potentially lucrative business of provincial taxation, thanks to another law of Gaius Gracchus. For it was he who first arranged that tax collecting in the new province of Asia should, like many other state responsibilities, be contracted out to private companies, often owned by equestrians. These contractors were known as publicani – ‘public service providers’ or ‘publicans’, as tax collectors are called in old translations of the New Testament, confusingly to modern readers. The system was simple, demanded little manpower on the part of the Roman state and provided a model for the tax arrangements in other provinces over the following decades (and was common in other early tax raising regimes). Periodic auctions of specific taxation rights in individual provinces took place at Rome. The company that bid the highest then collected the taxes, and anything it managed to rake in beyond the bid was its profit. To put it another way, the more the publicani could screw out of the provincials, the bigger their own take – and they were not liable to prosecution under Gaius’ compensation law. Romans had always made money out of their conquests and their empire, but increasingly there were explicitly, and even organised, commercial interests at stake.

The legal underpinnings of the bondholder's supremacy are deeply rooted in contract law and bankruptcy statutes. When a company issues bonds, it enters into a binding contract with the bondholders, outlining the terms of the loan, including the interest rate, maturity date, and repayment schedule. This contract establishes a creditor-debtor relationship, granting bondholders a legal claim on the issuer's assets in case of default.

After a while you learn the subtle difference between holding a hand and chaining a soul and you learn that love doesn’t mean leaning and company doesn’t always mean security. And you begin to learn that kisses aren’t contracts and presents aren’t promises and you begin to accept your defeats with your head up and your eyes ahead with the grace of a woman, not the grief of a child and you learn to build all your roads on today because tomorrow’s ground is too uncertain for plans and futures have a way of falling down in mid-flight. After a while you learn that even sunshine burns if you get too much. So you plant your own garden and decorate your own soul instead of waiting for someone to bring you flowers. And you learn that you really can endure, that you really are strong and you really do have worth. and you learn and you learn with every good-bye you learn.

The Kochs were unusually single-minded, but they were not alone. They were among a small, rarefied group of hugely wealthy, archconservative families that for decades poured money, often with little public disclosure, into influencing how Americans thought and voted. Their efforts began in earnest in the second half of the twentieth century. In addition to the Kochs, this group included Richard Mellon Scaife, an heir to the Mellon banking and Gulf Oil fortunes; Harry and Lynde Bradley, midwesterners enriched by defense contracts; John M. Olin, a chemical and munitions company titan; the Coors brewing family of Colorado; and the DeVos family if Michigan, founders of the Amway marketing empire. Each was different, but together they formed a new generation of philanthropist, bent on using billions if dollars from their private foundations to alter the direction of American politics.

IC directors ask Congress for money to rent contract workers from private companies, congresspeople approve that money, and then those IC directors and congresspeople are rewarded, after they retire from office, by being given high-paying positions and consultancies with the very companies they’ve just enriched. From the vantage of the corporate boardroom, contracting functions as governmentally assisted corruption. It’s America’s most legal and convenient method of transferring

The upper management team had informed me that an employee that worked for me was a poor performer and would be terminated soon. This employee was clearly displaying mental health issues that were causing problems in the workplace. When I followed the company procedures and reported this to human resources, their response was to inform me that my contract would not be renewed and I would be immediately fired if anyone complained about me. This was my introduction to how mental health issues are handled in the USA.

The United States believes it has the right to prosecute any company that has concluded a contract in US dollars, or even if emails – considered as international trade instruments – have simply been exchanged, stored (or transited) via servers based in the United States (such as Gmail or Hotmail). With this law, the Americans have succeeded in pulling off a neat sleight of hand. They have transformed a law that could have weakened their own industry into a formidable instrument of underground economic warfare and intervention.

The men also had more trouble keeping their work secret. It was easier for women, but the men all wanted to brag about going back to the past. Of course, they were forbidden by all sorts of contractual arrangements, but contracts could be forgotten after a few drinks in a bar. That was why Kramer had informed them all about the existence of several specially burned nav wafers. These wafers had entered the mythology of the company, including their names: Tunguska, Vesuvius, Tokyo. The Vesuvius wafer put you on the Bay of Naples at 7:00 a.m. on August 24, A.D. 79, just before burning ash killed everyone. Tunguska left you in Siberia in 1908, just before the giant meteor struck, causing a shock wave that killed every living thing for hundreds of miles. Tokyo put you in that city in 1923, just before the earthquake flattened it. The idea was if word of the project became public, you might end up with the wrong wafer on your next trip out. None of the military types were quite sure whether any of this was true, or just company mythology. Which was just how Kramer liked it.

In addition to the Kochs, this group included Richard Mellon Scaife, an heir to the Mellon banking and Gulf Oil fortunes; Harry and Lynde Bradley, midwesterners enriched by defense contracts; John M. Olin, a chemical and munitions company titan; the Coors brewing family of Colorado; and the DeVos family of Michigan, founders of the Amway marketing empire. Each was different, but together they formed a new generation of philanthropist, bent on using billions of dollars from their private foundations to alter the direction of American politics.

The politician Patrick Henry is best known to history for his provocative speech to the 1775 Virginia convention in support of the American Revolution, where he allegedly shouted: “Give me liberty or give me death!” In 1789 Henry led a coalition of companies that successfully secured an agreement with the state of Georgia to buy thirty-five million acres of land close to the Yazoo River (mostly within what is now Mississippi). When word of the deal leaked, the public reacted angrily, and the Georgia government quickly modified the contract to appease them. It

Read the notes.Never buy a stock without reading the footnotes to the financial statements in the annual report. Usually labeled “summary of significant accounting policies,” one key note describes how the company recognizes revenue, records inventories, treats installment or contract sales, expenses its marketing costs, and accounts for the other major aspects of its business.7 In the other footnotes, watch for disclosures about debt, stock options, loans to customers, reserves against losses, and other “risk factors” that can take a big chomp out of earnings

The phenomenon of laborers staying on at the end of their contracts with big public works companies is likely the biggest single source of Chinese migration to Africa. Workers would arrive from a given locality in China and discover there was good money to be made in some corner of an Africa they had never before imagined viable. Soon, they were sending word back home about the fortunes to be made there, or the hospitality of the locals, or the wonders of the environment, or the joys of a free and relatively pressureless life. In short order, others would follow. Li

Ironically, Jericho could have left sooner than he did: “Even though I’d been working in WCW for over a year I had never signed my contract. I wasn’t holding out for more money or having a legal disagreement, I simply never put the pen to the paper and returned the contract to WCW’s lawyers. Nobody seemed to realize it and I decided to see how long I could go without signing. It was astonishing that no one in the office had ever followed up with me about it, but this was the same company that once sent me a FedEx with nothing inside, so it wasn’t too hard to believe.”18

There is good reason for pervasive middle-class angst. Financial insecurity has been written into the DNA of the New Economy. Not only has the New Economy been more volatile and the economic gains been distributed more unequally than during the era of middle-class prosperity, but Corporate America has rewritten the social contract that once underpinned the security of most average Americans. The company-provided welfare safety net that rank-and-file employees enjoyed from the 1940s into the 1970s has been sharply cut back, and a huge share of the cost burden has been shifted from companies to their employees.

the American public doesn’t mourn contractor deaths the way we do the deaths of our soldiers. We rarely even hear about them. Private companies are under no obligation to report when their employees are killed while, say, providing armed security to tractor-trailer convoys running supplies into Iraq. In the 1991 Gulf War, the United States employed one private contract worker for every one hundred American soldiers on the ground; in the Clinton-era Balkans, it neared one to one—about 20,000 privateers tops. In early 2011, there were 45,000 US soldiers stationed inside Iraq, and 65,000 private contract workers there.

The explosion was deafening; a huge cloud of fire rolled out the window after us, its immense heat brushing my face as we tumbled into the snow. We hit the ground and rolled. Flaming debris from the house came down around us; Griffin shoved me flat on my back, covering us both with his heavy coat. The echoes of the explosion reflected back across the river, then slowly dwindled away, like dying thunder. The leaping flames threw warm light onto the falling snow, turning it into a storm of sparks pouring down from the heavens. Griffin started to push himself off of me, then stoped. His hands were braced on either side of my shoulders, his legs twined with mine. Mt heart pounded, my palms sweated, and I was suddenly, acutely aware of how close his face was to mine. "You're a madman," he whispered. "An utter madman." "Perhaps," I allowed. "But it worked." The leaping light from the burning house painted his features in gold, highlighting his patrician nose and finding threads of brown and blue in his green eyes. His pupils widened, the irises contracting to silver. "Whatever am I going to do with you?" he murmured. The warmth of his breath feathered over my skin. Heat collected in my groin, my lips. My mouth was dry, my voice hoarse, and perhaps he was right and it was madness when I whispered, "Whatever you want." A shiver went through his body, perhaps because we were lying on the cold ground. But instead of getting up, he leaned closer, his overlong hair tumbling over his forehead. He paused, his mouth almost touching mine, his eyes seeming to ask a question. It was madness; it was folly; it was sheer selfishness. I was delusional, misguided, wrong, out of control. I needed to pull back, to say something sane, to re-establish mastery over myself. I could not do this. I could not take the risk. Later tonight, I'd relive this moment in my lonely bed and wonder if I'd done the right thing. But at least that would be familiar, would be something I knew how to cope with. And yet the very thought felt like dying. I surged forward, crossing the final, tiny gap and pressing my lips to his. It was awkward and desperate and frantic, but the feel of his mouth against mine sent a bolt of electricity straight down my spine. Just a moment, just this one kiss, surely that would be enough... Then he kissed me back, and it would never be enough, a thousand years of this would not be enough. His mouth was hungry and insistent, his tongue probing my lips, asking for greater intimacy. I granted it, tongues swirling together, mine followed his when it retreated and tasting him in return. There came the clanging of bells in the distance, the fire company alerted to the explosion. Griffin drew back a fraction. His breath was as raged as mine, which left me dazed with wonder. "My dear," he whispered against my lips. Then he swallowed convulsively. "We should leave, before the fire companies come." "Y-Yes." It was amazing I managed that much coherence. He closed his eyes and leaned his forehead against mine, our breaths mingling. "Will you come home with me?" Was he asking...? "Yes." Oh, God, yes. His lips curved into a smile.

Forgetting herself entirely, Pandora let her head loll back against Gabriel's shoulder. "What kind of glue does Ivo use?" she asked languidly. "Glue?" he echoed after a moment, his mouth close to her temple, grazing softly. "For his kites." "Ah." He paused while a wave retreated. "Joiner's glue, I believe." "That's not strong enough," Pandora said, relaxed and pensive. "He should use chrome glue." "Where would he find that?" One of his hands caressed her side gently. "A druggist can make it. One part acid chromate of lime to five parts gelatin." Amusement filtered through his voice. "Does your mind ever slow down, sweetheart?" "Not even for sleeping," she said. Gabriel steadied her against another wave. "How do you know so much about glue?" The agreeable trance began to fade as Pandora considered how to answer him. After her long hesitation, Gabriel tilted his head and gave her a questioning sideways glance. "The subject of glue is complicated, I gather." I'm going to have to tell him at some point, Pandora thought. It might as well be now. After taking a deep breath, she blurted out, "I design and construct board games. I've researched every possible kind of glue required for manufacturing them. Not just for the construction of the boxes, but the best kind to adhere lithographs to the boards and lids. I've registered a patent for the first game, and soon I intend to apply for two more." Gabriel absorbed the information in remarkably short order. "Have you considered selling the patents to a publisher?" "No, I want to make the games at my own factory. I have a production schedule. The first one will be out by Christmas. My brother-in-law, Mr. Winterborne, helped me to write a business plan. The market in board games is quite new, and he thinks my company will be successful." "I'm sure it will be. But a young woman in your position has no need of a livelihood." "I do if I want to be self-supporting." "Surely the safety of marriage is preferable to the burdens of being a business proprietor." Pandora turned to face him fully. "Not if 'safety' means being owned. As things stand now, I have the freedom to work and keep my earnings. But if I marry you, everything I have, including my company, would immediately become yours. You would have complete authority over me. Every shilling I made would go directly to you- it wouldn't even pass through my hands. I'd never be able to sign a contract, or hire employees, or buy property. In the eyes of the law, a husband and wife are one person, and that person is the husband. I can't bear the thought of it. It's why I never want to marry.

I was shocked and upset. After the conference, i went out with one of the Black “executives” i had met in the agency. “I don’t understand it,” i kept telling him. “Why would those companies pay all that money to participate in the conference if they aren’t really interested in hiring anybody? It doesn’t make any sense.” “It makes a lot of sense, if you think about it.” “Huh? I don’t understand.” “Listen,” he went on, “the government says that in order for those companies to keep their contracts, they have to at least make an effort to look for ‘qualified Black personnel.’ The law doesn’t say they have to hire anybody. The law says they’ve only got to look.

Contractions. Kane’s stomach dropped right out of his body. He stared down at her, his mind going fuzzy. That was one of those words like menstruation, period, or female products . The list just wasn’t uttered in male company. Contractions fit right in there. God. This was not happening. He forced his brain under control, ignoring the pounding in his head and the roaring in his ears. He studied Rose’s body carefully. She wasn’t due for another four or five weeks, right? He knew when she got pregnant. When he’d first seen her, she had looked slim, but that had been an illusion. On the other hand, she never looked as— big —as she did at that moment.“What?” Rose demanded, glaring up at him. The warning signal flashed bright red in Kane’s head. Telling a woman she was as big as a beach ball wouldn’t win any points. How did one describe how she looked? A basketball? Volleyball? He studied her furious little face. Yeah. He was in trouble no matter what he said. Description was out of the question. He needed diplomacy, something that flew out the window when he was near her and she said words like contractions.He’d jump out of a plane without hesitation in the heart of enemy territory, but damn it all, ask him to kill someone, not deliver babies. She didn’t take her eyes off him, and that expression on her scowling face demanded an answer.

In 1936 the Inland Exploration Company of New York obtained a concession over more than two hundred thousand square miles of Western Afghanistan; the same “interests” had also secured a concession on Persian soil, thus insuring that no rival could tap their underground naphtha from across the border. But could the boring machines be brought so far and the oil be piped to Chahbar on the Indian Ocean across more than a thousand miles of desert? A five-year contract had promised twenty per cent of the benefits to the Afghans; but two years later the company had suddenly given up its claim. Some people say that the Americans were frightened by the oil-expropriation that took place in Mexico.

You can have a lot of political “change” in the United States, but will it really change that much? Will it change the amount of money in someone’s bank account? Will it change contracts? Will it void contracts that already exist? And contracts on contracts? And contracts on contracts on contracts? Not really. So I say that free speech in many Western places is free not as a result of liberal circumstances but rather as a result of such intense fiscalization that it doesn’t matter what you say. The dominant elite doesn’t have to be scared of what people think, because a change in political view is not going to change whether they own their company or not; it is not going to change whether they own a piece of land or not. But China is still a political society, although it is rapidly heading toward a fiscalized society. And other societies, like Egypt, are still heavily politicized. Their rulers really do need to be concerned about what people think, so they expend proportionate efforts on controlling freedom of speech. But I think young people actually innately have fairly good values. Of course it’s a spectrum, but they have fairly good values most of the time and they want to demonstrate them to other people, and you can see this when people first go to university. They become hardened as a result of certain things having a payoff and other things not having a payoff.

It is almost impossible for a building contractor to win a project on which the FLDS is also bidding, because the church membership has such a vast pool of free labor, using their own young kids to bypass minimum wage and tax laws. The companies and the contracts are privately held but are secretly consecrated to the church to support its massive legal fees and the extravagant lifestyle of the church hierarchy. Even the wages of the boys are donated to the church. Legitimate business and government entities are unwittingly helping maintain the FLDS leaders’ lavish lifestyles, supporting illegal underage marriage, and participating in the abandonment and neglect of young boys by doing business with a criminal organization that openly thumbs its nose at the laws which the rest of us live by.

The thing many people don’t realize about corporate lawyers is that they are nothing like what you see on TV shows. Sherry, Aldridge, and I will never step foot in a courtroom. We’ll never argue a case. We do deals; we’re not litigators. We prepare documents and review every piece of paperwork for a merger or an acquisition. Or to take a company public. On Suits, Harvey does both paperwork and crushes it in court. In reality, the lawyers at our firm who argue cases don’t have a clue what we do in these conference rooms. Most of them haven’t prepared a document in a decade. People think our form of corporate law is the less ambitious of the two, and while in many ways it’s less glamorous—no closing arguments, no media interviews—nothing compares to the power of the paper. At the end of the day, law comes down to what is written, and we do the writing. I love the order of deal making, the clarity of language—how there is little room for interpretation and none for error. I love the black-and-white terms. I love that in the final stages of closing a deal—particularly those of the magnitude Wachtell takes on—seemingly insurmountable obstacles arise. Apocalyptic scenarios, disagreements, and details that threaten to topple it all. It seems impossible we’ll ever get both parties on the same page, but somehow we do. Somehow, contracts get agreed upon and signed. Somehow, deals get done. And when it finally happens, it’s exhilarating. Better than any day in court. It’s written. Binding. Anyone can bend a judge’s or jury’s will with bravado, but to do it on paper—in black and white—that takes a particular kind of artistry. It’s truth in poetry. I

The historian Pieter Spierenburg has provocatively suggested that “democracy came too early” to America.85 In Europe, first the state disarmed the people and claimed a monopoly on violence, then the people took over the apparatus of the state. In America, the people took over the state before it had forced them to lay down their arms – which, as the Second Amendment famously affirms, they reserve the right to keep and bear. In other words Americans, and especially Americans in the South and West, never fully signed on to a social contract that would vest the government with a monopoly on the legitimate use of force. In much of American history, legitimate force was also wielded by posses, vigilantes, lynch mobs, company police, detective agencies, and Pinker-tons, and even more often kept as a prerogative of the individual.

If companies want to benefit from the advantages of social norms, they need to do a better job of cultivating those norms. Medical benefits, and in particular comprehensive medical coverage, are among the best ways a company can express its side of the social exchange. But what are many companies doing? They are demanding high deductibles in their insurance plans, and at the same time are reducing the scope of benefits. Simply put, they are undermining the social contract between the company and the employees and replacing it with market norms. As companies tilt the board, and employees slide from social norms to the realm of market norms, can we blame them for jumping ship when a better offer appears? It's really no surprise that "corporate loyalty," in terms of the loyalty of employees to their companies, has become an oxymoron.

GET BEYOND THE ONE-MAN SHOW Great organizations are never one-man operations. There are 22 million licensed small businesses in America that have no employees. Forbes suggests 75 percent of all businesses operate with one person. And the average income of those companies is a sad $44,000. That’s not a business—that’s torture. That is a prison where you are both the warden and the prisoner. What makes a person start a business and then be the only person who works there? Are they committed to staying small? Or maybe an entrepreneur decides that because the talent pool is so poor, they can’t hire anyone who can do it as well as them, and they give up. My guess is the latter: Most people have just given up and said, “It’s easier if I just do it myself.” I know, because that’s what I did—and it was suicidal. Because my business was totally dependent on me and only me, I was barely able to survive, much less grow, for the first ten years. Instead I contracted another company to promote my seminars. When I hired just one person to assist me out of my home office, I thought I was so smart: Keep it small. Keep expenses low. Run a tight ship. Bigger isn’t always better. These were the things I told myself to justify not growing my business. I did this for years and even bragged about how well I was doing on my own. Then I started a second company with a partner, a consulting business that ran parallel to my seminar business. This consulting business quickly grew bigger than my first business because my partner hired people to work for us. But even then I resisted bringing other people into the company because I had this idea that I didn’t want the headaches and costs that come with managing people. My margins were monster when I had no employees, but I could never grow my revenue line without killing myself, and I have since learned that is where all my attention and effort should have gone. But with the efforts of one person and one contracted marketing company, I could expand only so much. I know that a lot of speakers and business gurus run their companies as one-man shows. Which means that while they are giving advice to others about how to grow a business, they may have never grown one themselves! Their one-man show is simply a guy or gal going out, collecting a fee, selling time and a few books. And when they are out speaking, the business terminates all activity. I started studying other people and companies that had made it big and discovered they all had lots of employees. The reality is you cannot have a great business if it’s just you. You need to add other people. If you don’t believe me, try to name one truly great business that is successful, ongoing, viable, and growing that doesn’t have many people making it happen. Good luck. Businesses are made of people, not just machines, automations, and technology. You need people around you to implement programs, to add passion to the technology, to serve customers, and ultimately to get you where you want to go. Consider the behemoth online company Amazon: It has more than 220,000 employees. Apple has more than 100,000; Microsoft has around the same number. Ernst & Young has more than 200,000 people. Apple calls the employees working in its stores “Geniuses.” Don’t you want to hire employees deserving of that title too? Think of how powerful they could make your business.

After a while you learn the subtle difference between holding a hand and chaining a soul And you learn that love doesn’t mean leaning and company doesn’t mean security. And you begin to learn that kisses aren’t contracts and presents aren’t promises And you begin to accept your defeats with your head up and your eyes ahead with the grace of a woman, not the grief of a child And you learn to build all your roads on today because tomorrow’s ground is too uncertain for plans and futures have a way of falling down in mid-flight. After a while you learn that even sunshine burns if you get too much. So you plant your own garden and decorate your own soul instead of waiting for someone to bring you flowers. And you learn that you really can endure that you really are strong and that you really do have worth And you learn and you learn with every goodbye you learn...

If we start to think about trust as a public good (like clean air and water), we see that we can all benefit from higher levels of trust in terms of communicating with others, making financial transitions smoother, simplifying contracts, and many other business and social activities. Without constant suspicion, we can get more out of our exchanges with others while spending less time making sure that others will fulfill their promises to us. Yet as the tragedy of commons exemplifies, in the short term it is beneficial for each individual to violate and take advantage of the established trust. I suspect that most people and companies miss or ignore the fact that trust is an important public resource and that losing it can have long-term negative consequences for everyone involved. It doesn't take much to violate trust. Just a few bad players in the market can spoil it for everyone else.

The reports about these contracted moderation companies are grim. In one investigation, The Verge found that employees at a Facebook moderation office in Phoenix, Arizona, were developing drug habits to cope.22 They turned to dark humor. They suffered panic attacks. They had sex with each other as a form of “trauma bonding.” All the while, social media companies keep these employees at arm’s length by hiring them as contractors, not full-time employees. I have no doubt that social media companies will try new techniques to address these problems. At some point there will probably be artificial intelligence sophisticated enough to accurately moderate images and eliminate the need for constant human exposure to filth. But given the track record of techniques, I suspect such AI will also introduce new, unanticipated problems. In any event, the human capacity for imaginative evil will always be one step ahead of AI.

Take the New York–based Lemonade, arguably the best funded of today’s crowdsurance startups. Via an app, Lemonade brings together small groups of policyholders who pay premiums into a central “claim pool.” Artificial intelligence does the rest. The entire experience is mobile, simple, and fast. Ninety seconds to get insured, three minutes to get a claim paid, and zero paperwork. Adding more technology to this arrangement, companies like the Swiss firm Etherisc sell “bespoke insurance products” on the Ethereum blockchain. Because smart contracts remove the need for employees, paperwork, and all the rest, all sorts of new insurance products are being created. Etherisc’s first offering is something not covered by traditional insurers: flight delays and cancellations. Individuals sign up via credit card, and if their plane is more than forty-five minutes late, they’re paid instantly, automatically, and without the need for any paperwork.

Arthur and his partner – shifting fridges is a two man job – are not employed by the delivery company directly, but rather have a contract that requires them to undertake a certain amount of deliveries while paying the company for the use of their liveried van. You read that correctly. Arthur pays for the privilege of going to work in a van owned by a company that pays him no sick pay, holiday pay or pension contributions. While technically self-employed, he is obviously unable to work for any other company or employer except over and above his already full-time schedule. Indeed, if one of them is ill or otherwise indisposed and unable to source their own replacement, the rent for the van is still due. It means that, in twenty-first-century Britain, getting sick while holding down a relatively menial job sees the sick person not just lose their wage for the days they’re off sick, but actually pay money to their employer (who’s not technically their employer) for every day they’re off the road.

once been a benefit to those now complaining. Back in the days when there was too much capacity, importers exploited the flexibility of contracts. Their deals obligated carriers to move a minimum number of boxes at a set price. But if the customer opted to move fewer, they did not have to pay a penalty. Now, the dynamic had reversed. Supply was tight, prices were astronomical, and the carriers were behaving like miners unleashed on a gold rush. The niceties of their previous dealings were ditched in the pursuit of a frenzied reach for lucre. “This is arguably the largest driver of the increased cost of consumer goods in our country,” Delves said. “This surpasses any tariff that’s put on anything.” There were certainly other factors behind soaring prices. Governments in major economies had dispensed cash to their citizens to help them manage the economic strains of the pandemic, which had boosted spending power. Decades of consolidation in many industries—from meatpacking to telecommunications—had placed companies in position to exploit disruptions as an opportunity to lift prices.

I just have to ask these questions. Are you DEA? FDA? NICB? NHCAA? Are you a private investigator hired by any private or governmental entity? Do you work for a medical insurance company? Are you a drug dealer? Drug addict? Are you a clinician? A med student? Getting pills for an abusive boyfriend or employer? NASA?” “I think I have insomnia. That’s my main issue.” “You’re probably addicted to caffeine, too, am I right?” “I don’t know.” “You better keep drinking it. If you quit now, you’ll just go crazy. Real insomniacs suffer hallucinations and lost time and usually have poor memory. It can make life very confusing. Does that sound like you?” “Sometimes I feel dead,” I told her, “and I hate everybody. Does that count?” “Oh, that counts. That certainly counts. I’m sure I can help you. But I do ask new patients to come in for a fifteen-minute consultation to make sure we’ll make a good fit. Gratis. And I recommend you get into the habit of writing notes to remind yourself of our appointments. I have a twenty-four-hour cancellation policy. You know Post-its? Get yourself some Post-its. I’ll have some agreements for you to sign, some contracts. Now write this down.” Dr. Tuttle told me to come in the next day at nine A.M.

If there are costs to becoming legal, there are also bound to be costs to remaining outside the law. We found that operating outside the world of legal work and business was surprisingly expensive. In Peru, for example, the cost of operating a business extralegally includes paying 10 to 15 per cent of its annual income in bribes and commissions to authorities. Add to such payoffs the costs of avoiding penalties, making transfers outside legal channels and operating from dispersed locations and without credit, and the life of the extralegal entrepreneur turns out to be far more costly and full of daily hassles than that of the legal businessman. Perhaps the most significant cost was caused by the absence of institutions that create incentives for people to seize economic and social opportunities to specialize within the market place. We found that people who could not operate within the law also could not hold property efficiently or enforce contracts through the courts; nor could they reduce uncertainty through limited liability systems and insurance policies, or create stock companies to attract additional capital and share risk. Being unable to raise money for investment, they could not achieve economies of scale or protect their innovations through royalties and patents.

And in 1956, Sir Charles Darwin, grandson of the Charles Darwin, wrote an essay on the forthcoming Age of Leisure in the magazine New Scientist in which he argued: Take it that there are fifty hours a week of possible working time. The technologists, working for fifty hours a week, will be making inventions so the rest of the world need only work twenty-five hours a week. The more leisured members of the community will have to play games for the other twenty-five hours so they may be kept out of mischief. . . . Is the majority of mankind really able to face the choice of leisure enjoyments, or will it not be necessary to provide adults with something like the compulsory games of the schoolboy? They could not have been more wrong. The main challenge they foresaw was how to keep people occupied so that they wouldn’t become bored to death. Instead of giving us more time, “science and compound interest” driven by “technologists working for fifty hours a week” have, in fact, given us less time. The multiplicative compounding of socioeconomic interactivity engendered by urbanization has inevitably led to the contraction of time. Rather than being bored to death, our actual challenge is to avoid anxiety attacks, psychotic breakdowns, heart attacks, and strokes resulting from being accelerated to death.

Let’s begin with this notion that society, not entrepreneurs, is primarily responsible for the success of an enterprise. What is the evidence for that? Actually there is very little. Consider the great inventions and innovations of the nineteenth century that made possible the Industrial Revolution and the rising standard of living that propelled America into the front ranks of the world by the mid-twentieth century. Who built the telegraph, and the great shipping lines, and the railroads, and the airplanes? Who produced the tractors and the machinery that made America the manufacturing capital of the world? Who built and then made available home appliances like the vacuum cleaner, the automatic dishwasher, and the microwave oven? More recent, who built the personal computer, the iPhone, and the software and search engines that power the electronic revolution? Entrepreneurs, that’s who. Government played a role, but that role was extremely modest. In the nineteenth century, the government did little more than grant licenses to companies to operate on the high seas or to go ahead and build railroads. As is often the case when there are government favors to be had, such licenses and contracts were attended with the usual lobbying, cajoling, and corruption. In the twentieth century, the government refused to help the Wright brothers because it had its own cockamamie idea about how airplanes should be built; the Wright brothers, on their own, actually went ahead and built one that could fly, and the government was so angry that for a long time it simply ignored this stunning new invention.

Key Points: ● Transparency - Blockchain offers significant improvements in transparency compared to existing record keeping and ledgers for many industries. ● Removal of Intermediaries – Blockchain-based systems allow for the removal of intermediaries involved in the record keeping and transfer of assets. ● Decentralization – Blockchain-based systems can run on a decentralized network of computers, reducing the risk of hacking, server downtime and loss of data. ● Trust – Blockchain-based systems increase trust between parties involved in a transaction through improved transparency and decentralized networks along with removal of third-party intermediaries in countries where trust in the intermediaries doesn’t exist. ● Security – Data entered on the blockchain is immutable, preventing against fraud through manipulating transactions and the history of data. Transactions entered on the blockchain provide a clear trail to the very start of the blockchain allowing any transaction to be easily investigated and audited. ● Wide range of uses - Almost anything of value can be recorded on the blockchain and there are many companies and industries already developing blockchain-based systems. These examples are covered later in the book. ● Easily accessible technology – Along with the wide range of uses, blockchain technology makes it easy to create applications without significant investment in infrastructure with recent innovations like the Ethereum platform. Decentralized apps, smart contracts and the Ethereum platform are covered later in the book. ● Reduced costs – Blockchain-based ledgers allow for removal of intermediaries and layers of confirmation involved in transactions. Transactions that may take multiple individual ledgers, could be settled on one shared ledger, reducing the costs of validating, confirming and auditing each transaction across multiple organizations. ● Increased transaction speed – The removal of intermediaries and settlement on distributed ledgers, allows for dramatically increased transaction speeds compared to a wide range of existing systems.

Dammit, Holly, I'd never have believed you'd do something so harebrained. Do you understand that the building could have collapsed around you and those henwits? I know what condition those places are in, and I wouldn't let a dog of mine venture past the threshold, much less my wife. And the men—good God, when I think of the low-living bastards who were in your vicinity, it makes my blood curdle! Sailors and drunkards on every corner—do you know what would happen if one of them took it into his head to snap up a little treat like you?” As the thought seemed to temporarily render him incapable of speech, Holly took the opportunity to defend herself. “I was with companions, and—” “Ladies,” he said savagely. “Armed with umbrellas, no doubt. Just what do you think they would have been able to do, had you met with bad company?” “The few men we encountered in the neighborhood were harmless,” Holly argued. “In fact, it was the very same place you lived in during your childhood, and those men were no different from you—” “In those days, I'd have played merry hell with you, if I'd managed to get my hands on you,” he said harshly. “Have no illusions, milady… you'd have ended face-to-the wall in Maidenhead Lane with your skirts around your waist. The only wonder is that you didn't meet that fate with some randy sailor yesterday.” “You're exaggerating,” Holly said defensively, but that only roused his temper to a higher pitch. He continued to blister her ears with a lecture that was furious and insulting by turns, naming the various diseases she could have contracted and the vermin she had likely encountered, until Holly couldn't bear another word. “I've heard enough,” she cried hotly. “It's clear to me that I'm not to make a single decision without asking your permission first—I'm to be treated as a child, and you will act as a dictator.” The accusation was unfair, and she knew it, but she was too incensed to care. Suddenly his fury seemed to evaporate, and he stared at her with an inscrutable gaze. A long moment passed before he spoke again. “You wouldn't have taken Rose to such a place, would you?” “Of course not! But she is a little girl, and I'm—” “My life,” he interrupted quietly. “You're my entire life. If anything ever happens to you, Holly, there is nothing left for me.

When the day of the meeting arrived, Anna opened by acknowledging ABC’s biggest gripes. “We understand that we brought you on board with the shared goal of having you lead this work,” she said. “You may feel like we have treated you unfairly, and that we changed the deal significantly since then. We acknowledge that you believe you were promised this work.” This received an emphatic nod from the ABC representatives, so Anna continued by outlining the situation in a way that encouraged the ABC reps to see the firms as teammates, peppering her statements with open-ended questions that showed she was listening: “What else is there you feel is important to add to this?” By labeling the fears and asking for input, Anna was able to elicit an important fact about ABC’s fears, namely that ABC was expecting this to be a high-profit contract because it thought Anna’s firm was doing quite well from the deal. This provided an entry point for Mark, who explained that the client’s new demands had turned his firm’s profits into losses, meaning that he and Anna needed to cut ABC’s pay further, to three people. Angela, one of ABC’s representatives, gasped. “It sounds like you think we are the big, bad prime contractor trying to push out the small business,” Anna said, heading off the accusation before it could be made. “No, no, we don’t think that,” Angela said, conditioned by the acknowledgment to look for common ground. With the negatives labeled and the worst accusations laid bare, Anna and Mark were able to turn the conversation to the contract. Watch what they do closely, as it’s brilliant: they acknowledge ABC’s situation while simultaneously shifting the onus of offering a solution to the smaller company. “It sounds like you have a great handle on how the government contract should work,” Anna said, labeling Angela’s expertise. “Yes—but I know that’s not how it always goes,” Angela answered, proud to have her experience acknowledged. Anna then asked Angela how she would amend the contract so that everyone made some money, which pushed Angela to admit that she saw no way to do so without cutting ABC’s worker count. Several weeks later, the contract was tweaked to cut ABC’s payout, which brought Anna’s company $1 million that put the contract into the black. But it was Angela’s reaction at the end of the meeting that most surprised Anna. After Anna had acknowledged that she had given Angela some bad news and that she understood how angry she must feel, Angela said:

Less is more. “A few extremely well-chosen objectives,” Grove wrote, “impart a clear message about what we say ‘yes’ to and what we say ‘no’ to.” A limit of three to five OKRs per cycle leads companies, teams, and individuals to choose what matters most. In general, each objective should be tied to five or fewer key results. (See chapter 4, “Superpower #1: Focus and Commit to Priorities.”) Set goals from the bottom up. To promote engagement, teams and individuals should be encouraged to create roughly half of their own OKRs, in consultation with managers. When all goals are set top-down, motivation is corroded. (See chapter 7, “Superpower #2: Align and Connect for Teamwork.”) No dictating. OKRs are a cooperative social contract to establish priorities and define how progress will be measured. Even after company objectives are closed to debate, their key results continue to be negotiated. Collective agreement is essential to maximum goal achievement. (See chapter 7, “Superpower #2: Align and Connect for Teamwork.”) Stay flexible. If the climate has changed and an objective no longer seems practical or relevant as written, key results can be modified or even discarded mid-cycle. (See chapter 10, “Superpower #3: Track for Accountability.”) Dare to fail. “Output will tend to be greater,” Grove wrote, “when everybody strives for a level of achievement beyond [their] immediate grasp. . . . Such goal-setting is extremely important if what you want is peak performance from yourself and your subordinates.” While certain operational objectives must be met in full, aspirational OKRs should be uncomfortable and possibly unattainable. “Stretched goals,” as Grove called them, push organizations to new heights. (See chapter 12, “Superpower #4: Stretch for Amazing.”) A tool, not a weapon. The OKR system, Grove wrote, “is meant to pace a person—to put a stopwatch in his own hand so he can gauge his own performance. It is not a legal document upon which to base a performance review.” To encourage risk taking and prevent sandbagging, OKRs and bonuses are best kept separate. (See chapter 15, “Continuous Performance Management: OKRs and CFRs.”) Be patient; be resolute. Every process requires trial and error. As Grove told his iOPEC students, Intel “stumbled a lot of times” after adopting OKRs: “We didn’t fully understand the principal purpose of it. And we are kind of doing better with it as time goes on.” An organization may need up to four or five quarterly cycles to fully embrace the system, and even more than that to build mature goal muscle.

Was this luck, or was it more than that? Proving skill is difficult in venture investing because, as we have seen, it hinges on subjective judgment calls rather than objective or quantifiable metrics. If a distressed-debt hedge fund hires analysts and lawyers to scrutinize a bankrupt firm, it can learn precisely which bond is backed by which piece of collateral, and it can foresee how the bankruptcy judge is likely to rule; its profits are not lucky. Likewise, if an algorithmic hedge fund hires astrophysicists to look for patterns in markets, it may discover statistical signals that are reliably profitable. But when Perkins backed Tandem and Genentech, or when Valentine backed Atari, they could not muster the same certainty. They were investing in human founders with human combinations of brilliance and weakness. They were dealing with products and manufacturing processes that were untested and complex; they faced competitors whose behaviors could not be forecast; they were investing over long horizons. In consequence, quantifiable risks were multiplied by unquantifiable uncertainties; there were known unknowns and unknown unknowns; the bracing unpredictability of life could not be masked by neat financial models. Of course, in this environment, luck played its part. Kleiner Perkins lost money on six of the fourteen investments in its first fund. Its methods were not as fail-safe as Tandem’s computers. But Perkins and Valentine were not merely lucky. Just as Arthur Rock embraced methods and attitudes that put him ahead of ARD and the Small Business Investment Companies in the 1960s, so the leading figures of the 1970s had an edge over their competitors. Perkins and Valentine had been managers at leading Valley companies; they knew how to be hands-on; and their contributions to the success of their portfolio companies were obvious. It was Perkins who brought in the early consultants to eliminate the white-hot risks at Tandem, and Perkins who pressed Swanson to contract Genentech’s research out to existing laboratories. Similarly, it was Valentine who drove Atari to focus on Home Pong and to ally itself with Sears, and Valentine who arranged for Warner Communications to buy the company. Early risk elimination plus stage-by-stage financing worked wonders for all three companies. Skeptical observers have sometimes asked whether venture capitalists create innovation or whether they merely show up for it. In the case of Don Valentine and Tom Perkins, there was not much passive showing up. By force of character and intellect, they stamped their will on their portfolio companies.

Specifically, each of our three deals contained something that had come to be known in the industry as the “CA clause” in honor of the infamous software company Computer Associates, or CA for short. The CA clause had come about as a result of some of CA’s business practices. Apparently CA had tricked their customers by selling them maintenance contracts that gave them rights to free upgrades forever for products named “X.” CA would then change the name of product “X” to product “Y” and charge their customers for an upgrade the customers thought they were entitled to for free. It was very clever, and totally dirty.

Already the respective roles of the Big Four had asserted themselves. Huntington would take care of lobbying in Washington, Stanford would see to the state government, Crocker would supervise construction, and Mark Hopkins would keep the books. Increasingly, Theodore Judah, the chief engineer of the Central Pacific, was finding himself odd man out as his four associates squeezed and resqueezed the project for every penny it was worth. When the Big Four awarded the construction contract to a dummy corporation which they owned, Judah bowed out with a $100,000 payment and an option to buy the company back for $400,000, if he could raise the money in the East. Sailing in October 1863 for New York, where he hoped to raise money from Cornelius Vanderbilt, Judah contracted typhoid fever crossing the Isthmus of Panama and died in New York, four months short of age thirty-eight, and a mere four days after the first rails had been laid in Sacramento.

Corporate investors, who have poured billions into the business of mass incarceration, expect long-term returns. And they will get them. It is their lobbyists who write the draconian laws that demand absurdly long sentences, deny paroles, determine immigrant detention laws, and impose minimum-sentence and Three-Strikes laws, which mandate life sentences after three felony convictions. Corrections Corporation of America (CCA), the largest owner of for-profit prisons and immigration detention facilities in the country, earned $1.7 billion in revenues and collected $300 million in profits in 2013.50 CCA holds an average of 81,384 inmates in its facilities on any one day.51 Aramark Holdings Corp., a Philadelphia-based company that contracts through Aramark Correctional Services, provides food for six hundred correctional institutions across the United States.52 Goldman Sachs and other investors acquired it in 2007 for $8.3 billion.53 The three top for-profit prison corporations spent an estimated $45 million over a recent ten-year period for lobbying to keep the prison business flush.54 The resource center In the Public Interest documented in its report “Criminal: How Lockup Quotas and ‘Low-Crime Taxes’ Guarantee Profits for Private Prison Corporations” that private prison companies often sign state contracts that guarantee prison occupancy rates of 90 percent.55 If states fail to meet the quota they have to pay the corporations for the empty beds. CCA in 2011 gave $710,300 in political contributions to candidates for federal or state office, political parties, and so-called 527 groups (PACs and super PACs), the American Civil Liberties Union reported.56 The corporation also spent $1.07 million lobbying federal officials plus undisclosed sums to lobby state officials.57 The GEO Group, one of the nation’s largest for-profit prison management companies, donated $250,000 to Donald Trump in 2017.58 The United States, from 1970 to 2005, increased its prison population by about 700 percent, the ACLU reported.59 Private prisons account for nearly all newly built prisons.60 And nearly half of all immigrants detained by the federal government are shipped to for-profit prisons, according to Detention Watch Network.61

General Groves contracted with dozens of companies to build the facilities at Oak Ridge and Hanford, imposing impossible deadlines that forced them to design and build simultaneously, and then begin operations even before construction was completed. General Groves would later admit, “Never in history has anyone embarking on an important undertaking had so little certainty about how to proceed as we had then.

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Companies have no voices. They are a collection of contracts, processes, and financial transactions. They don't go home at night and confront a pile of dirty laundry. They lack kids who couldn't care less about their job title, and just want to hear a bedtime story twenty-four more times.

Doctors quickly discovered that access to institutionalized populations could springboard them to lucrative contracts with drug companies and great wealth. The financial incentives became so enticing that some physicians gave up their private practices to conduct large-scale clinical trials full time. 10

Between 2017 and 2020, the Nanjing Economic and Technological Development Zone plans to put at least 3 billion RMB (around $450 million) into AI development. That money will go toward a dizzying array of AI subsidies and perks, including investments of up to 15 million RMB in local companies, grants of 1 million RMB per company to attract talent, rebates on research expenses of up to 5 million RMB, creation of an AI training institute, government contracts for facial recognition and autonomous robot technology, simplified procedures for registering a company, seed funding and office space for military veterans, free company shuttles, coveted spots at local schools for the children of company executives, and special apartments for employees of AI startups.

That realization helped Moesta and his team begin to understand the struggle these potential home buyers faced. “I went in thinking we were in the business of new home construction,” recalls Moesta. “But I realized we were instead in the business of moving lives.” With this understanding of the Job to Be Done, dozens of small, but important, changes were made to the offering. For example, the architect managed to create space in the units for a classic dining room table by reducing the size of the second bedroom by 20 percent. The company also focused on helping buyers with the anxiety of the move itself, which included providing moving services, two years of storage, and a sorting room space on the premises where new owners could take their time making decisions about what to keep and what to discard without the pressure of a looming move. Instead of thirty pages of customized choices, which actually overwhelmed buyers, the company offered three variations of finished units—a move that quickly reduced the “cold feet” contract cancellations from five or six a month to one. And so on. Everything was designed to signal to buyers: we get you. We understand the progress you’re trying to make and the struggle to get there. Understanding the job enabled the company to get to the causal mechanism of why its customers might pull this solution into their lives. It was complex, but not complicated. That, in turn, allowed the housing company to differentiate its offering in ways competitors weren’t likely to copy—or even understand. A jobs perspective changed everything. The company actually raised $ 3,500 (profitably), which included covering the cost of moving and storage. By 2007, when sales in the industry were off by 49 percent and the market all around them was plummeting, the developers had actually grown the business 25 percent.

BECKONED to the square to listen to a representative of the Virginia Company of London. He seemed an unpretentious man, a clerk, if you will, who had some important points to make before the Jamestown colonists started mingling with the new members. The man stepped up on a makeshift wooden box and spoke to the good people gathered for the day’s celebration. As he looked out at the more delicate gender, he released a sigh of satisfaction. The bride ship had come through, and it was hoped these ninety women would secure the colony’s growth. The clerk waved a document in the air and the crowd hushed, anxious to hear what he would say. “Each woman,” he called out, to reach the hearing of those standing furthest away. “Each woman, upon entering into marriage with a man of Jamestown, will receive as promised, one new apron, two new pairs of shoes, six pairs of sheets…” He droned on, reciting the promises made by the Virginia Company of London. As each new item was listed, gasps of delight flickered in the air. The gifting lent the day even more enjoyment for these items were needed to set up a good home and many of the women were arriving with few possessions. The representative talked at length about marriage licenses and how each couple would be married, one after the other, until all were satisfied. When all was said, and done, there would be a lot of paperwork, but these contracts were the foundation of the colony, the building blocks that would ensure the birth of children on this new soil. It wasn’t just the Virginia Company of London who wanted the population to grow in the colony, it was also the wish of Scarlett. These people who would be her neighbours, these men who would make business deals with her husband, these children who would grow by her child’s side, were the herd. From these people, would she harvest, and as they prospered, so would she.

Melcher did, however, draw the line at inviting Manson or any members of his family to his home at Cielo Drive, and it soon became clear to Manson that no record contract would be forthcoming from his company. And as Melcher’s personal life fell apart, he withdrew completely from the social scene and moved out of his house at Cielo Drive.

CONFUSION 2: HOW TO COMMUNICATE EFFECTIVELY WITH YOUR CUSTOMER The next step in the Customer Satisfaction Process is to decide how to magnify the characteristics of your business that are most likely to appeal to your category of Customer. That begins with what marketing people call your Positioning Strategy. What do I mean by positioning your business? You position your business with words. A few well-chosen words to tell your Customers exactly what they want to hear. In marketing lingo, those words are called your USP, or Unique Selling Proposition. For example, if you are targeting Tactile Customers (people), your USP could be: “Superior Contracting, where the feelings of people really count!” If you are targeting Experimental Customers (new things), your USP could be: “Superior Contracting, where living on the edge is a way of life!” In other words, when they choose to do business with your company, they can count on your job being unique, original, on the cutting edge. Do you get it? Do you see how the ordinary things most Contractors do to get Customers can be done in a significantly more effective way? Once you understand the essential principles of marketing The E-Myth Way, the strategies by which you attract customers can make an enormous difference in your market share. When applied to your business, your Positioning Strategy becomes the foundation of what we at E-Myth call your Lead Generation System.

dependability of your business. 6. If your Customer is Traditional, you have to talk about the financial competitiveness of your business. Additionally, what your Customers want is determined by who they are. Who they are is regularly demonstrated by what they do. Think about the Customers with whom you do business. Ask yourself: In which of the categories would I place them? What do they do for a living? For example: If they are mechanical engineers, they are probably Neutral Customers. If they are cardiologists, they are probably Tactile. If they are software engineers, they are probably Experimental. If they are accountants, they are probably Traditional. But don’t take my word for it. Make your own analysis. CONFUSION 2: HOW TO COMMUNICATE EFFECTIVELY WITH YOUR CUSTOMER The next step in the Customer Satisfaction Process is to decide how to magnify the characteristics of your business that are most likely to appeal to your category of Customer. That begins with what marketing people call your Positioning Strategy. What do I mean by positioning your business? You position your business with words. A few well-chosen words to tell your Customers exactly what they want to hear. In marketing lingo, those words are called your USP, or Unique Selling Proposition. For example, if you are targeting Tactile Customers (people), your USP could be: “Superior Contracting, where the feelings of people really count!” If you are targeting Experimental Customers (new things), your USP could be: “Superior Contracting, where living on the edge is a way of life!” In other words, when they choose to do business with your company, they can count on your job being unique, original, on the cutting edge. Do you get it? Do you see how the ordinary things most Contractors do to get Customers can be done in a significantly more effective way? Once you understand the essential principles of marketing The E-Myth Way, the strategies by which you attract customers can make an enormous difference in your market share. When applied to your business, your Positioning Strategy becomes the foundation of what we at E-Myth call your Lead Generation System.

Our employment contract made it clear that anything we invented belonged to our company. My boss told me: “You sold it to us for one dollar, and we didn’t pay you that dollar.

The German designer Hugo Boss owned a small textile company in Metzingen, Germany. One of his early contracts was to manufacture brown shirts for the emerging Nazi Party. By 1938 the firm had become a key supplier of Nazi uniforms, including for the Army, Hitler Youth and the paramilitary SS. As the war progressed, Hugo Boss’s factories were staffed by forced labourers from France and Poland, most of whom were women.

Jewish efforts to extract even modest restitution payments for work performed by concentration camp inmates for prominent companies such as Messerschmitt, Ernst Heinkel, and others continue to be rejected by those corporations. The same is true of German construction companies such as Philipp Holzmann, which has repeatedly been identified by survivors as a major beneficiary of forced labor. Holzmann refuses to pay restitution and continues to enjoy contracts all over the world.15 Even those companies that have made some form of welcome restitution—Daimler Benz being the most recent case—go to considerable lengths to deny any culpability whatsoever for the Holocaust, portraying their payments to their former slaves as a form of charity.16

Eighty percent of American forces contracted dysentery in another siege, but they kept fighting. Some had to go into combat with the backsides of their pants cut away.

Back in 1947, Saudi Arabia lacked basic modern infrastructure. At the time, IBI was already completing projects for Aramco, so the company had been the natural choice to contract for the public works campaign in 1947. By 1951, however, major cities were already electrified and transportation routes had been built. Sanitation services, hospitals, hotels, and even cafés had sprung up around Riyadh and Jeddah. The equipment, plans, and logistics for further expansions were in place. The easily accessible knowledge and personnel that, in the 1940s, made IBI such an advantageous choice now took a back seat to cost.

When an employer lets go of someone, it is sometimes because they breached the formal written contract of employment. When someone quits, it is almost always because their manager or the company breached the unwritten contract.