Contractors Get Quotes

Either greed belongs in a war zone, or it doesn't. You can't unleash it in the name of sparking an economic boom and then be shocked when Halliburton overcharges for everything from towels to gas, when Parsons' sub, sub, sub-contractor builds a police academy where the pipes drip raw sewage on the heads of army cadets and where Blackwater investigates itself and finds it acted honorably. That's just corporations doing what they do and Iraq is a privatized war zone so that's what you get. Build a frontier, you get cowboys and robber barons.

By the time the think-tank lifers arrived in Baghdad, the crucial roles in the reconstruction had already been outsourced to Halliburton and KPMG. THeir job as the public servants was simply to administer the petty cash, which in Iraq took the form of handling shrink-wrapped bricks of hundred-dollar bills to contractors. It was a graphic glimpse into the acceptable role of government in a corporatist state - to act as a conveyor belt for getting public money into private hands, a job for which ideological commitment is far more relevant than elaborate field experience.

You know why I love HGTV? It's not just that I get a peek into other people's lives. It's that everyone's always thrilled with the end result, whether they're redecorating an unfortunate room, selling a house, or cleaning up another contractor's mess. I love for a happy ending, and HGTV is perpetually upbeat and optimistic. The shows are all about problem solving, not drama creating.

Contractors get wealthy in part by subcontracting out large pieces of a job, hiring unskilled labor for one aspect of it and semiskilled labor for another,

Today, the CIA relies so heavily on outside contractors that many case officers have learned that the way to get ahead is to quit—and then come back the following week to the same job as a contractor making twice as much money.

Money from taxpayers in Wichita and Denver and Phoenix gets routed through the Pentagon and CIA and then ends up here, or in Baghdad or Dubai, or Doha or Kabul or Beirut, in the hands of contractors, subcontractors, their local business partners, local sheikhs, local Mukhabarat officers, local oil smugglers, local drug dealers—money that funds construction and real estate speculation in a few choice luxury districts, buildings that go up thanks to the sweat of imported Filipino and Bangladeshi workers

Isn't there a flaw in the logic of that phrase - speak truth to power? It assumes that power doesn't know the truth. But power knows the truth just as well, if not better, than the powerless know the truth. Enron knows what it's doing. We don't have to tell it what it's doing. We have to tell other people what Enron is doing. Similarly, the people who are building the dams know what they're doing. The contractors know how much they're stealing. The bureaucrats know how much they're getting in bribes. Power knows the truth. There isn't any doubt about that. It is really about telling the story. Good fiction is the truest thing that ever there was. Facts are not necessarily the only truths. Facts can be fiddled with by economists and bankers. There are other kinds of truth. It's about telling the story. As a writer, that's the best thing I can do. It's not just about digging up facts.

Although they were hardened and seasoned individual fighters—every male baby born in Afghanistan seems to be given an AK before he gets a rattle—they

Dan: He’s a contractor; if porn has taught me anything, it’s that if you ask him to check your pipes, you’ll end up getting gang banged by him and like three other hot dudes. Ren: You’re thinking of plumbers

But that wasn’t the end of the Doral story, not by a long shot. The painting contractor eventually walked off the job, no doubt in frustration at not being paid in a timely fashion. Scores of small contractors have had to sue Trump over the years to try to get justice against a billionaire who has absolutely no compunction about screwing the little guy. I know because I was often the one tasked with doing such lowlife things to innocent and honest business people providing goods and services to the Trump Organization.

When NASA had awarded SpaceX the contract to build a rocket that would take astronauts to the Space Station, it had, on the same day in 2014, given a competing contract, with 40 percent more funding to Boeing. By the time SpaceX succeeded in 2020, Boeing had not even been able to get an unmanned test flight to dock with the station.

Investment banking is my true calling, so I’m comfortable making sacrifices. I’ve basically given my life to it these past few years. It’s sort of like joining the Army, except instead of going off and losing a leg in some faraway desert to make some defense contractor or oil guy rich, I get to sell things like collateralized debt obligations and credit default swaps to idiots and make myself rich.

Close your eyes and get quiet for a minute, until the chatter starts up. Then isolate one of the voices and imagine the person speaking as a mouse. Pick it up by the tail and drop it into a mason jar. Then isolate another voice, pick it up by the tail, drop it in the jar. And so on. Drop in any high-maintenance parental units, drop in any contractors, lawyers, colleagues, children, anyone who is whining in your head. Then put the lid on, and watch all these mouse people clawing at the glass, jabbering away, trying to make you feel like shit because you won’t do what they want—won’t give them more money, won’t be more successful, won’t see them more often. Then imagine that there is a volume-control button on the bottle. Turn it all the way up for a minute, and listen to the stream of angry, neglected, guilt-mongering voices. Then turn it all the way down and watch the frantic mice lunge at the glass, trying to get to you. Leave it down, and get back to your shitty first draft.

Nevertheless, he did not try to eliminate all possible risks. That would make SpaceX rockets as costly and late as those built by the government’s bloated cost-plus contractors. So he demanded a chart showing every component, the cost of its raw materials, the cost that SpaceX was paying suppliers for it, and the name of the engineer responsible for getting that cost down. At meetings he would sometimes show that he knew these numbers better than the engineers doing the presentation, which was not a pleasant experience. Review meetings could be brutal. But costs came down.

I happened to mention this to a hypnotist I saw many years ago, and he looked at me very nicely. At first I thought he was feeling around on the floor for the silent alarm button, but then he gave me the following exercise, which I still use to this day. Close your eyes and get quiet for a minute, until the chatter starts up. Then isolate one of the voices and imagine the person speaking as a mouse. Pick it up by the tail and drop it into a mason jar. Then isolate another voice, pick it up by the tail, drop it in the jar. And so on. Drop in any high-maintenance parental units, drop in any contractors, lawyers, colleagues, children, anyone who is whining in your head. Then put the lid on, and watch all these mouse people clawing at the glass, jabbering away, trying to make you feel like shit because you won’t do what they want—won’t give them more money, won’t be more successful, won’t see them more often. Then imagine that there is a volume-control button on the bottle. Turn it all the way up for a minute, and listen to the stream of angry, neglected, guilt-mongering voices. Then turn it all the way down and watch the frantic mice lunge at the glass, trying to get to you. Leave it down, and get back to your shitty first draft.

The third acquisition was a big single-family house. I found an architect, a small local general contractor, and we created a design for four separate units. Then I went to the bank and got loans to do the renovation. I was twenty-three, with a BA in political science. I didn’t know anything about financing. But it never crossed my mind that I might be too young to start an investment business or that I couldn’t do it. I didn’t know any better, but was able to sell the banks on my ability to get it done. Our management company took over the property, did the renovation, and rented the units. The asset did very well.

About a block away from them there lived another Lithuanian family, consisting of an elderly widow and one grown son; their name was Majauszkis, and our friends struck up an acquaintance with them before long. One evening they came over for a visit, and naturally the first subject upon which the conversation turned was the neighborhood and its history; and then Grandmother Majauszkiene, as the old lady was called, proceeded to recite to them a string of horrors that fairly froze their blood. She was a wrinkled-up and wizened personage--she must have been eighty--and as she mumbled the grim story through her toothless gums, she seemed a very old witch to them. Grandmother Majauszkiene had lived in the midst of misfortune so long that it had come to be her element, and she talked about starvation, sickness, and death as other people might about weddings and holidays. The thing came gradually. In the first place as to the house they had bought, it was not new at all, as they had supposed; it was about fifteen years old, and there was nothing new upon it but the paint, which was so bad that it needed to be put on new every year or two. The house was one of a whole row that was built by a company which existed to make money by swindling poor people. The family had paid fifteen hundred dollars for it, and it had not cost the builders five hundred, when it was new. Grandmother Majauszkiene knew that because her son belonged to a political organization with a contractor who put up exactly such houses. They used the very flimsiest and cheapest material; they built the houses a dozen at a time, and they cared about nothing at all except the outside shine. The family could take her word as to the trouble they would have, for she had been through it all--she and her son had bought their house in exactly the same way. They had fooled the company, however, for her son was a skilled man, who made as high as a hundred dollars a month, and as he had had sense enough not to marry, they had been able to pay for the house. Grandmother Majauszkiene saw that her friends were puzzled at this remark; they did not quite see how paying for the house was "fooling the company." Evidently they were very inexperienced. Cheap as the houses were, they were sold with the idea that the people who bought them would not be able to pay for them. When they failed--if it were only by a single month--they would lose the house and all that they had paid on it, and then the company would sell it over again. And did they often get a chance to do that? Dieve! (Grandmother Majauszkiene raised her hands.) They did it--how often no one could say, but certainly more than half of the time. They might ask any one who knew anything at all about Packingtown as to that; she had been living here ever since this house was built, and she could tell them all about it. And had it ever been sold before? Susimilkie! Why, since it had been built, no less than four families that their informant could name had tried to buy it and failed.

After the 2013 revelations, the US government would try to disparage me by referring to me as “only a contractor” or “a former Dell employee,” with the implication that I didn’t enjoy the same kinds of clearance and access as a blue-badged agency staffer. Once that discrediting characterization was established, the government proceeded to accuse me of “job-hopping,” hinting that I was some sort of disgruntled worker who didn’t get along with superiors or an exceptionally ambitious employee dead-set on getting ahead at all costs. The truth is that these were both lies of convenience. The IC knows better than anyone that changing jobs is part of the career track of every contractor: it’s a mobility situation that the agencies themselves created, and profit from.

Close your eyes and get quiet for a minute, until the chatter starts up. Then isolate one of the voices and imagine the person speaking as a mouse. Pick it up by the tail and drop it into a mason jar. Then isolate another voice, pick it up by the tail, drop it in the jar. And so on. Drop in any high-maintenance parental units, drop in any contractors, lawyers, colleagues, children, anyone who is whining in your head. Then put the lid on, and watch all these mouse people clawing at the glass, jabbering away, trying to make you feel like shit because you won’t do what they want—won’t give them more money, won’t be more successful, won’t see them more often. Then imagine that there is a volume-control button on the bottle. Turn it all the way up for a minute, and listen to the stream of angry, neglected, guilt-mongering voices. Then turn it all the way down and watch the frantic mice lunge at the glass, trying to get to you. Leave it down, and get back to your shitty first draft. A writer friend of mine suggests opening the jar and shooting them all in the head. But I think he’s a little angry, and I’m sure nothing like this would ever occur to you.

The Ten Ways to Evaluate a Market provide a back-of-the-napkin method you can use to identify the attractiveness of any potential market. Rate each of the ten factors below on a scale of 0 to 10, where 0 is terrible and 10 fantastic. When in doubt, be conservative in your estimate: Urgency. How badly do people want or need this right now? (Renting an old movie is low urgency; seeing the first showing of a new movie on opening night is high urgency, since it only happens once.) Market Size. How many people are purchasing things like this? (The market for underwater basket-weaving courses is very small; the market for cancer cures is massive.) Pricing Potential. What is the highest price a typical purchaser would be willing to spend for a solution? (Lollipops sell for $0.05; aircraft carriers sell for billions.) Cost of Customer Acquisition. How easy is it to acquire a new customer? On average, how much will it cost to generate a sale, in both money and effort? (Restaurants built on high-traffic interstate highways spend little to bring in new customers. Government contractors can spend millions landing major procurement deals.) Cost of Value Delivery. How much will it cost to create and deliver the value offered, in both money and effort? (Delivering files via the internet is almost free; inventing a product and building a factory costs millions.) Uniqueness of Offer. How unique is your offer versus competing offerings in the market, and how easy is it for potential competitors to copy you? (There are many hair salons but very few companies that offer private space travel.) Speed to Market. How soon can you create something to sell? (You can offer to mow a neighbor’s lawn in minutes; opening a bank can take years.) Up-front Investment. How much will you have to invest before you’re ready to sell? (To be a housekeeper, all you need is a set of inexpensive cleaning products. To mine for gold, you need millions to purchase land and excavating equipment.) Upsell Potential. Are there related secondary offers that you could also present to purchasing customers? (Customers who purchase razors need shaving cream and extra blades as well; buy a Frisbee and you won’t need another unless you lose it.) Evergreen Potential. Once the initial offer has been created, how much additional work will you have to put in in order to continue selling? (Business consulting requires ongoing work to get paid; a book can be produced once and then sold over and over as is.) When you’re done with your assessment, add up the score. If the score is 50 or below, move on to another idea—there are better places to invest your energy and resources. If the score is 75 or above, you have a very promising idea—full speed ahead. Anything between 50 and 75 has the potential to pay the bills but won’t be a home run without a huge investment of energy and resources.

We usually think of empires as violent undertakings. As Frantz Fanon observed in the 1960s, the process of conquering and governing a colony is, by definition, violent. But in the context of global capitalism, empire has a more expansive meaning. Capitalist empires are not simply the states capable of winning the most wars; they are the command centers of the capitalist world system. Their corporations are the largest and most powerful multinationals, extracting profits from all corners of the globe and sucking them back to the imperial core. Their financial institutions are some of the most important nodes in the networks of global finance. The priorities of their governments are forcefully communicated to -and sometimes enforced upon- less powerful states. In fact, at the global level it is much easier to see the equivalence between economic and political power than it is domestically. The power of US businesses abroad is maintained through an international order that prioritizes the interests of US capital, promulgated by the US government and its allies. The power of US finance rests on the central role played by the dollar as the global reserve currency, which is it self a function of American military, political, and economic might. American military power, meanwhile, stems from and helps to reinforce the power of a web of military contractors, weapons manufacturers, and research hubs that provide the expertise and equipment needed to maintain its supremacy. In certain parts of the world, as in Iraq after its invasion, the US government has rules through private corporations like Halliburton. Empire is, then, about more than formal colonization -it refers to all the processes through which the world's most powerful capitalist institutions plan who gets what at the level of the world economy. Throughout history, this imperial power has often been exercised through horrendous acts of violence that have warped the development of entire societies for decades. But today, it is often exerted in far more covert ways, such as through the secretive system of international courts or international financial institutions imposing rigid conditions on countries trying to access emergency lending.

HER HUSBAND’S ALMOST HOME. He’ll catch her this time. There isn’t a scrap of curtain, not a blade of blind, in number 212—the rust-red townhome that once housed the newlywed Motts, until recently, until they un-wed. I never met either Mott, but occasionally I check in online: his LinkedIn profile, her Facebook page. Their wedding registry lives on at Macy’s. I could still buy them flatware. As I was saying: not even a window dressing. So number 212 gazes blankly across the street, ruddy and raw, and I gaze right back, watching the mistress of the manor lead her contractor into the guest bedroom. What is it about that house? It’s where love goes to die. She’s lovely, a genuine redhead, with grass-green eyes and an archipelago of tiny moles trailing across her back. Much prettier than her husband, a Dr. John Miller, psychotherapist—yes, he offers couples counseling—and one of 436,000 John Millers online. This particular specimen works near Gramercy Park and does not accept insurance. According to the deed of sale, he paid $3.6 million for his house. Business must be good. I know both more and less about the wife. Not much of a homemaker, clearly; the Millers moved in eight weeks ago, yet still those windows are bare, tsk-tsk. She practices yoga three times a week, tripping down the steps with her magic-carpet mat rolled beneath one arm, legs shrink-wrapped in Lululemon. And she must volunteer someplace—she leaves the house a little past eleven on Mondays and Fridays, around the time I get up, and returns between five and five thirty, just as I’m settling in for my nightly film. (This evening’s selection: The Man Who Knew Too Much, for the umpteenth time. I am the woman who viewed too much.) I’ve noticed she likes a drink in the afternoon, as do I. Does she also like a drink in the morning? As do I? But her age is a mystery, although she’s certainly younger than Dr. Miller, and younger than me (nimbler, too); her name I can only guess at. I think of her as Rita, because she looks like Hayworth in Gilda. “I’m not in the least interested”—love that line. I myself am very much interested. Not in her body—the pale ridge of her spine, her shoulder blades like stunted wings, the baby-blue bra clasping her breasts: whenever these loom within my lens, any of them, I look away—but in the life she leads. The lives. Two more than I’ve got.

met some students in Nagpur who do not go to their villages and their families come to Nagpur to meet them. Naxals burnt fifteen vehicles of contractors who were building roads as they believe that roads will eventually lead to development. Dalit Patru Durge was killed because he was taking government help to get lift irrigation in his village.

Bang! Bang! Bang! Bang! Carly stopped, pencil hovering over the page for a minute before she frowned and crossed the repeat offender off her shopping list. For God's sake, how was she supposed to get anything done with all that racket going on outside? Not to mention the racket her libido was making every time the man she swore she'd avoid crossed her line of sight. Looks like there's something inside the house that needs fixing. Betcha he's got all the right power tools for the job. Carly sent a panicked look around the room, as if her dirty subconscious had broadcast the unexpected thought out loud. It wasn't her fault that no matter where she went in the bungalow, Contractor Guy ended up in her line of sight, hard at work. And she could forget turning a blind eye, because staring at the man was just a foregone conclusion. Carly might still be irritated that he'd embarrassed her, but let's face it, she was aggravated, not dead. And Contractor Guy was 100 percent red-blooded man.

CONFUSION 5: HOW TO DEAL WITH CUSTOMER DISSATISFACTION If you have hit each step to this point, customer dissatisfaction will be rare. But dissatisfactions will happen. Here’s what to do about them: 1. Always listen to what your Customers are saying. And never interrupt while they’re saying it! 2. After you’re sure you’ve heard all of your Customer’s complaint, make absolutely certain you understand what he or she said. You could ask, “Can I repeat what you’ve just told me, Mrs. Jones, to make absolutely certain I understand you?” 3. Secure your Customer’s acknowledgment that you have heard his or her complaint accurately. 4. Apologize for whatever your Customer thinks you did that dissatisfied him or her even if you didn’t do it! 5. After your Customer has acknowledged your apology, ask exactly what would make him or her happy. 6. Repeat what your Customer told you would make him or her happy, and get his or her acknowledgment that you heard it correctly. 7. If at all possible, give your Customer exactly what he or she asked for! But what if your Customer wants something completely unreasonable? If you’ve followed my recommendations to the letter, what your Customer asks will seldom seem unreasonable. That’s assuming you’ve got the right Customer. CONFUSION 6: WHO TO CALL A CUSTOMER At this stage, it’s important to ask some questions: Which types of Customers would you most like to do business with? Where do you see your real market opportunities? Who would you like to work with, provide service for, and position your business for? A Tactile Customer for whom people is most important? A Neutral Customer for whom the mechanics of how you do business is most important? An Experimental Customer for whom cutting-edge innovation is important? A Traditional Customer for whom low cost and certainty of delivery are absolutely essential? In short, it’s all up to you. No mystery. No magic. Just a systematic process for shaping your business’s future. But you must have the passion to pursue the process. And you must be absolutely clear about every aspect of it. Until you know your Customers as well as you know yourself. Until all your complaints about Customers are a thing of the past. Until you accept the undeniable fact that Customer Acquisition and Customer Satisfaction are more science than art. But unless you’re willing to grow your business, you better not follow any of the above recommendations. Because it will definitely grow.

CONFUSION 5: HOW TO DEAL WITH CUSTOMER DISSATISFACTION If you have hit each step to this point, customer dissatisfaction will be rare. But dissatisfactions will happen. Here’s what to do about them: 1. Always listen to what your Customers are saying. And never interrupt while they’re saying it! 2. After you’re sure you’ve heard all of your Customer’s complaint, make absolutely certain you understand what he or she said. You could ask, “Can I repeat what you’ve just told me, Mrs. Jones, to make absolutely certain I understand you?” 3. Secure your Customer’s acknowledgment that you have heard his or her complaint accurately. 4. Apologize for whatever your Customer thinks you did that dissatisfied him or her even if you didn’t do it! 5. After your Customer has acknowledged your apology, ask exactly what would make him or her happy. 6. Repeat what your Customer told you would make him or her happy, and get his or her acknowledgment that you heard it correctly. 7. If at all possible, give your Customer exactly what he or she asked for! But what if your Customer wants something completely unreasonable? If you’ve followed my recommendations to the letter, what your Customer asks will seldom seem unreasonable. That’s assuming you’ve got the right Customer.

CONFUSION 3: HOW TO GET YOUR CUSTOMER TO BUY If your Marketing Process begins with the identification of who your Customer is, followed by your Positioning Strategy to attract that Customer to your door, this Benchmark calls for the creation of an organized Selling Process. It’s what we at E-Myth call your Lead Conversion Process. This is the system through which you consistently assure your customers that, indeed, your business was created just for them. And just like your USP, your Lead Conversion Process demands that you organize just the right words in just the right order, to support your Customers’ need for congruity. In this case, congruity means consistency—meaning that the script your salespeople use is congruent with the promise your USP made. And it’s done in exactly the same way each time. While your USP makes a promise to your Customers, your Lead Conversion System helps your prospective Customers understand exactly how you intend to keep that promise when they buy your services. CONFUSION 4: HOW TO KEEP YOUR CUSTOMER HAPPY Let’s say you’ve overcome the first three confusions—now how do you keep your Customer happy?

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.

CONFUSION 1: WHAT DOES YOUR CUSTOMER REALLY WANT? Your Customers aren’t just people; they’re very specific kinds of people. Let me share with you the six categories of Customers as seen from an E-Myth marketing perspective: (1) Tactile Customers; (2) Neutral Customers; (3) Withdrawal Customers; (4) Experimental Customers; (5) Transitional Customers; and (6) Traditional Customers. Your entire marketing strategy must be based on which types of Customers you are dealing with. Each of the six customer types buys products and services for very different, and identifiable, reasons. And these are: 1. Tactile Customers get their major gratification from interacting with other people. 2. Neutral Customers get their major gratification from interacting with inanimate objects (a computer, a car, information). 3. Withdrawal Customers get their major gratification from interacting with ideas (thoughts, concepts, stories). 4. Experimental Customers rationalize their buying decisions by perceiving that what they bought is new, revolutionary, and innovative. 5. Transitional Customers rationalize their buying decisions by perceiving that what they bought is dependable and reliable. 6. Traditional Customers rationalize their buying decisions by perceiving that what they bought is cost-effective, a good deal, and worth the money. In short: 1. If your Customer is Tactile, you have to emphasize the people of your business. 2. If your Customer is Neutral, you have to emphasize the technology of your business. 3. If your Customer is a Withdrawal Customer, you have to emphasize the idea of your business. 4. If your Customer is an Experimental Customer, you have to emphasize the uniqueness of your business. 5. If your Customer is Transitional, you have to emphasize the 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.

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.

In a famous study of the defense contractor Raytheon, sociologist Ronald Burt found that those employees who had a hand in more than one department were more likely to innovate. As he put it, the employees who spanned “structural holes” were at “higher risk” for coming up with good ideas.9 Today, many people don’t have the bandwidth to span “structural holes.” They’re so bogged down in complication that they confine themselves by necessity to their own domains.

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Criminal wealth is reinvested, which makes criminals richer and more potent adversaries, while companies in the City poach law enforcement officers to work in their compliance departments. It’s like expecting the army to fight a war against an adversary that gets stronger all the time, while its service men and women are continually lured away to work as private security contractors or, worse still, as mercenaries for their former adversaries. You don’t have to be a conspiracy theorist to start wondering if there isn’t something going on, because this is a system that is not working at all.

Cash For Cars Removal - How Can It Save You Money? Cash for cars removed in Cash for Scrap Cars Removal is an excellent way to take the burden of disposal off your mind and have your car properly disposed of. Car removal companies remove cars that are not being resold or who don't meet environmental standards for disposal. They pay you the money for your car's value directly to the company, and then remove it at no cost to you. Cash for cars removal companies typically do not take responsibility for vehicle damage during the process of taking your car away. They also will not pay to get your car back if they discover that your vehicle does not meet their criteria for taking it away. Cash for Car Removal offers two methods of payment. Methods of payment are chosen based on the needs of the individual company and what the business can afford. Methods of payment generally range from a lump sum payment to monthly payments. If you pay in monthly installments, from Cash for Cars Bundall your car will be removed several weeks before your next payment due date. When you pay in lump sum, your car removal company will pay all necessary charges to your bank. This means you won't have any hidden fees. There are many advantages to hiring Cash for Cars Removal. Some of the advantages include the following: Cash for Car Removal companies offer environmentally friendly services for people who need to sell their used cars or vehicles, but do not have the money to purchase new ones. If your car or vehicle has certain cosmetic damage that prevents you from reselling it, you might qualify for a Cash for Cars Removal service. The removal companies also work in partnership with junk yards and dispose of old vehicles there, as well as storing vehicles temporarily while owners who qualify for bankruptcy are given another chance to start over. Cash for Car Removal also has an agreement with the city of New York to pick up and remove automobiles that have been ticketed or convicted of city driving laws. Not only are these individuals given another chance to start over with their lives, but the cars are also sent off to the junk yard or storage facility so they can be recycled and sold again. Before you get started, ensure that you do not have any outstanding tickets, unpaid taxes, liens, or other legal problems that may prevent you from getting Cash for Cars Removal. Cash for Car Removal offers safe and secure pick up and drop off locations for individuals who have valid licenses and insurance to drive vehicles. They work in partnership with various banks to provide the safest and most reliable finance-oriented services around. Cash for Car Removal is committed to helping individuals buy or sell used cars that meet their financial needs and do not pose any financial or environmental problem. Cash for Car Removal services are provided by many different nationwide junk car removal companies, as well as independent contractors. When you contact a Cash for Cars Removal company, make sure you're working with a reputable company that has years of experience dealing with every type of situation. Cash for Car Removal has been at the forefront in providing the most eco-friendly and convenient ways to remove your unwanted vehicles from your home or business. Using a Cash for Cars Removal company allows you to spend your time elsewhere instead of being stuck in a high traffic area. Cash for Car Removal gives customers a choice between paid removal and free pick up. The cost of each service is based on the amount of vehicles to be removed, the distance the vehicle is removed, and how many will be dropped off at each point. When used correctly, a Cash for Cars Removal service can save you hundreds of dollars and hours of unnecessary driving.

Key Point: When you realize that life isn’t just about you, you will stop seeking the approval of others, and you will approve of yourself. When you approve of yourself, you gain freedom from the unrealistic expectations that the outside world has set for you. You gain the freedom to be what God intended you to be.

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DOING SOMETHING It is so much easier to not do something than to do something. Even the smallest task, like filling out a Scholastic Books order form or putting away the butter, requires time, focus, and follow-through. It’s astounding, actually, that anything gets done at all, by anyone. But then, let’s say you finally are prepared and determined to do that thing, whatever it is, but you wake up to find that your basement has flooded and you must spend your day making phone calls to the contractor, plumber, and carpet people. Or not that but something else—perhaps you must stand before a committee for approval, a committee that neither grasps your intent nor appreciates your ingenuity, and anyway, they are in a bit of a hurry to break for lunch. Yet. Still. Somehow. I am encouraged to see that despite the colossal effort, despite the odds against one, despite the mere constraints of time and schedules and sore throats, houses do get built, pottery gets glazed, e-mails get sent, trees get planted, shoes get reheeled, manifestos get Xeroxed, films get shot, highways get repaved, cakes get frosted, stories get told.

The mobile industry quickly developed, and lawyers, investment bankers, consultants and contractors offered their services. The feeling of ownership of the projects and the effort of getting networks up and running within the shortest possible time span was gigantic. Engineers slept in their cars to make sure that they could start early mornings, ‘war rooms’ were kitted out with huge maps, project timelines, pictures and milestone markers. Contests ongoing between different teams in the specific country regions where we were building. Employing a thousand people in no time and generating work for tenfold that number; network and other suppliers, construction companies, distributors, retailers and other often highly skilled third parties.

By focusing on the agreeable issues, the other party will get the sense that progress is being made—that an agreement is on the horizon—and they will be more inclined to continue moving forward with the discussions. For example, you might write down a counteroffer and say to a seller: Investor: “Okay, it sounds like we both agree on the major points— we’re going to pay for the property in cash, we’ll close on your preferred date of February 16, and my partner will need to see the property and sign off on the deal. Now, all we need to do is come together on price. I know you said that you couldn’t do $87,500—what if I can increase my offer to $90,000, and we include a five-day inspection period for me to bring in my contractors to take a look at the property? Will that work for you?” In this case, even if the parties were far apart in price, we’re sending the message to the seller that we’re actually pretty close to a deal. In fact, I like to reiterate all the things we agree upon every time I make a counteroffer.

Baxter’s Excavation LLC and Tree removal services is located in Burlington WA 98233 that provides excavation services for both residential and commercial properties. There are so many factors involved in not just getting the job done right but doing it in timely and cost effective way while keeping the safety of people and property as a priority. At Baxter's Excavation & Tree removal we love giving back to the community. Sometimes depending on type of tree we can sell the wood from the trees we remove to local mills other times it just not desirable for processing so we just split it and stack it. During the winter months we offer truck loads of free firewood to deserving families throughout the community. We also sponsor a local race team! Come out to the races one of these day's at the Skagit Speedway.

QUALITY: The Carpenter’s House An elderly carpenter was about to retire. He told his employer-contractor of his plans to leave the house building business and live a more leisurely life with his wife, enjoying his extended family. He would miss the paycheck, but he needed to retire. They could get by. His contractor was sorry to see his good worker go.  He asked the carpenter to build just one more house before retiring. The carpenter accepted, even though he didn’t really want to do so. His heart was not in his work anymore. He put in a half-hearted effort, taking shortcuts and using inferior building materials. The quality of the finished building was much below his usual standards. When the project finished, the contractor came to see the house. He took a look around, then he took out the front-door key and handed it to the contractor. "My friend, this house is yours. This is my gift to you as a thank you for all these years of hard work." The contractor said. The old man was shocked and embarrassed. If only he had known, things would have been done in a different way. He would have taken care of every detail and this house would be the most beautiful house that he’d ever built.  Like the old carpenter, many of us do not give the job our best effort. Then we find ourselves living in the poor quality house we have built.

Carlton Church: Japan Finally Acknowledges Negative Nuclear Effects One of the leading sources of news and information, Thomson Reuters, has just reported about Japan’s acknowledgement of casualty caused by the Fukushima nuclear power plant wreckage. However, it may be too late for the victim as the young man, an unnamed worker in his 30s working as a construction contractor in Tokyo Electric Power Co’s Fukushima Daiichi plant and other nuclear facilities, is already suffering from cancer since 2011. The ministry’s recognition of radiation as a possible cause may set back efforts to recover from the disaster, as the government and the nuclear industry have been at pains to say that the health effects from radiation have been minimal. It may also add to compensation payments that had reached more than 7 trillion yen ($59 billion) by July this year. It can also cause a lot of setbacks from a lot of nuclear projects which were supposed to be due in the succeeding years. A streak of legal issues and complaints are also to be faced by Tokyo Electric, mostly on compensations for those affected. According to further reviews, it is estimated removing the melted fuel from the wrecked reactors and cleaning up the site will cost tens of billions of dollars and take decades to complete. Despite the recognition, a lot more people are still anxious. The recognition would mean acknowledgment of possible radiation effects still lingering in Japan’s boundaries. When it was once denied, the public are consoled of the improbability of being exposed to radiation but now that the government has expressed its possibility, many individuals fear of their and their families’ lives. Hundreds of deaths have been attributed to the chaos of evacuations during the crisis and because of the hardship and mental trauma refugees have experienced since then, but the government had said that radiation was not a cause. Yet now, it is different. The trauma and fear are emphasized more. Anti-nuclear organizations, on the other hand, are happy that their warnings are now being regarded. Carlton Church International, one of the non-profit organization campaigning against nuclear proliferation, spokesperson, Abigail Shcumman stated, “I don’t think ‘I told you so’ would be appropriate but that is what I really wanted to say”. She added, “We are pleased that at last, we are being heard. However, we continue to get worried for the people and the children. They are exposed and need guidance on what to do”. - See more at: carltonchurchreview.blogspot.com

SCANDALS AND MISMANAGEMENT If Secretary Clinton’s political career had ended with her defeat for the Democratic presidential nomination in 2008, her skills as a manager would have been judged by her disorganized and drama-filled campaign for the presidency and her disastrous Health Care Task Force as First Lady. President Obama, who defeated her calamitously run campaign, should have been wary of nominating Clinton to a post that was responsible for tens of thousands of federal employees throughout the world. While her tenure in Foggy Bottom didn’t have the highly publicized backstabbing element that tarnished her presidential campaign, Secretary Clinton’s deficiencies as a manager were no less evident. There was one department within State that Secretary Clinton oversaw with great care: the Global Partnerships Initiative (GPI), which was run by long-time Clinton family aide Kris Balderston. Balderston was known in political circles for creating a “hit list” that ranked members of Congress based on loyalty to the Clintons during the 2008 presidential primaries.[434] Balderston was brought to Foggy Bottom to “keep the Clinton political network humming at State.”[435] He focused his efforts on connecting CEOs and business interests—all potential Clinton 2016 donors—to State Department public/private partnerships. Balderston worked alongside Clinton’s long-time aide Huma Abedin, who was given a “special government employee” waiver, allowing her to work both as Secretary Clinton’s deputy chief of staff, and for other private sector clients. With the arrangement, Abedin would serve as a consultant to the top Clinton allied firm, Teneo, in a role in which, as the New York Times reported, “the lines were blurred between Ms. Abedin’s work in the high echelons of one of the government’s most sensitive executive departments and her role as a Clinton family insider.”[436] Secretary Clinton and her allies have placed great emphasis on the secretary of state’s historic role in promoting American business interests overseas, dubbing the effort “economic statecraft.”[437] The efforts of the GPI, Abedin, and Balderston ensured that Secretary Clinton’s “economic statecraft” agenda would be rife with the potential for conflicts of interest reminiscent of the favor-trading scandals that emanated from her husband’s White House. While the political office and donor maintenance program was managed with extreme meticulousness, Secretary Clinton ignored her role as manager of the rest of the sprawling government agency.[438] When it came to these more mundane tasks, Secretary Clinton was not on top of what was really going on in the department she ran. While Secretary Clinton was preoccupied with being filmed and photographed all around the world, the State Department was plagued by chronic management problems and scandals, from visa programs to security contractors. And when Secretary Clinton did weigh in on management issues, it was almost always after a raft of bad press forced her to, and not from any proactive steps she took. In fact, she and her department’s first reaction in certain instances was to silence critics or intimidate whistleblowers, rather than get to the bottom of what was actually going on. The events that unfolded in Benghazi were the worst example of Secretary Clinton neglecting her managerial responsibilities. This pattern of behavior, which led to the tragedy, was characteristic of her management style throughout her four years at Foggy Bottom. “Economic Statecraft” A big part of Secretary Clinton’s record-breaking travel—112 countries visited—was her work as a salesperson for select U.S. business interests.[439] Today, her supporters would have us believe her “economic statecraft” agenda was a major accomplishment.[440] Yet, as always seems to be the case with the Clintons, there was one family that benefited more than any other from all this economic statecraft—the Clinton family.

She eased the ring from her finger and extended it to him. The frown returned, settling between his brows like claw marks in the sand. “Meridith. Put it back.” She opened his hand and placed the ring on his palm, the certainty growing roots. She looked at his clean-shaven jaw, the short-clipped hair that wasn’t long enough for the wind to disturb, his high forehead and straight nose. She was trading stability for chaos. Security for ambiguity. Predictability for uncertainty. In some ways, it would be her childhood all over again. But this time she was in charge. She was the one calling the shots. She was no helpless little girl swinging by the tail end of her mother’s illness. Even if he agreed in the end, what kind of father would he be if he didn’t want the children? She wouldn’t do that to her siblings. They deserved far more. “It’s over, Stephen.” “You don’t mean that.” He took her hand. “We’re perfect for each other, you’ve said it yourself a hundred times.” She had said it, believed it. She wondered now if it was true. She couldn’t deny the feelings that had sprung up for Jake, who was not at all what she needed, not at all the man for her. Still, if she truly loved Stephen, those feelings wouldn’t be there. “My future includes Noelle and Max and Ben. Things have changed since I agreed to marry you, and I’m doing what’s right for these kids. I have to do what’s best for them. That’s my reality, but it doesn’t have to be yours. I understand it’s not what you want.” His jaw twitched. “It’s that contractor, isn’t it?” “No.” “I saw the way he looked at you.” The comment sent a pleasant warmth flooding through her. “This is between us, Stephen. My future’s taken an unexpected turn. I can’t leave the kids, and you can’t accept them. There’s nothing to do now but say it’s over.” “Meridith . . .” His eyes pled, turned glossy. She’d never seen him get emotional, not even when his grandfather passed away last November. She

September Day sloshed another half cup of coffee into the giant #1-Bitch mug, and glared out the frosty breakfast nook windows. North Texas didn’t get snow. That’s why she’d moved back home—well, one of several reasons. She shivered, relishing the warmth of the beverage, and toasted the storm with a curse. “Damn false advertising.” Her cat Macy meowed agreement. The blizzard drove icy wind through cracks in the antique windows and made the just-in-case candles on the dark countertop sputter. She pulled the fuzzy bathrobe closer around her neck. Normally the kitchen’s stained glass spilled peacock-bright color into the kitchen. Not today, though. The reinforced security grills on the windows and dark clouds outside transformed the room’s slate floor, bright countertops and brushed-steel appliances into a grim cell. Overhead lights flickered on, off and back on again. They’d done that for the past hour. Crap. More stuff for the contractors to fix. One candle guttered in the draft, and September mentally added window caulk to her list. She prayed the electricity wouldn’t go out, since the backup generator in the garage would take finagling to find, let alone to start. She

The logistics of getting them around were just completely insurmountable,” said Hanson-Press. “I was really stressed every single day about getting them around.” Cue HopSkipDrive, a Los Angeles start-up that has been described as ride-hailing for children. Founded by three Angelenos who are also moms, the service chauffeurs only children ages 7 to 17. In many ways, it's similar to transport network companies such as Uber, Lyft and SideCar (Uber requires customers to be over 18). Drivers are contractors who use their own vehicles to transport passengers. All drivers undergo third-party background checks and vehicle inspections. Parents can book rides for their kids through a mobile app and pay through a cashless transaction. But there are also significant differences. Unlike Uber, whose drivers simply need to have experience behind the wheel, HopSkipDrive drivers are required to have at least five years of experience caring for children (this can mean people who are themselves parents, nannies, teachers, camp counselors, etc.). And like Shuddle, a similar service that operates in the San Francisco Bay Area, all drivers are vetted in person. HopSkipDrive checks drivers' references and will even go for a ride with each driver it signs up. All rides are covered by insurance specific to transporting minors.

Close your eyes and get quiet for a minute, until the chatter starts up. Then isolate one of the voices and imagine the person speaking as a mouse. Pick it up by the tail and drop it into a mason jar. Then isolate another voice, pick it up by the tail, drop it in the jar. And so on. Drop in any high-maintenance parental units, drop in any contractors, lawyers, colleagues, children, anyone who is whining in your head. Then put the lid on, and watch all these mouse people clawing at the glass, jabbering away, trying to make you feel like shit because you won’t do what they want—won’t give them more money, won’t be more successful, won’t see them more often. Then imagine that there is a volume-control button on the bottle. Turn it all the way up for a minute, and listen to the stream of angry, neglected, guilt-mongering voices. Then turn it all the way down and watch the frantic mice lunge at the glass, trying to get to you. Leave it down, and get back to your shitty first draft.

Lyndon Johnson. The junior congressman saw two things that no one else saw. The first was a possible connection between two groups that had previously had no link: conservative Texas oilmen and contractors—most notably his financial backer, Herman Brown, of Brown & Root—who needed federal contracts and tax breaks and were willing to spend money, a lot of money, to get them; and the scores of northern, liberal congressmen, running for re-election, who needed money for their campaigns. The second was that he could become that link.

One of the most ambitious men to exploit the timber trade was Hugh F. McDanield, a railroad builder and tie contractor who had come to Fayetteville along with the Frisco. He bought thousands of acres of land within hauling distance of the railroad and sent out teams of men to cut the timber. By the mid-1880s, after a frenzy of cutting in south Washington County, he turned his gaze to the untapped fortune of timber on the steep hillsides of southeast Washington County and southern Madison County, territory most readily accessed along a wide valley long since leveled by the east fork of White River. Mr. McDanield gathered a group of backers and the state granted a charter September 4, 1886, giving authority to issue capital stock valued at $1.5 million, which was the estimated cost to build a rail line through St. Paul and on to Lewisburg, which was a riverboat town on the Arkansas River near Morrilton. McDanield began surveys while local businessman J. F. Mayes worked with property owners to secure rights of way. “On December 4, 1886, a switch was installed in the Frisco main line about a mile south of Fayetteville, and the spot was named Fayette Junction.” Within six months, 25 miles of track had been laid east by southeast through Baldwin, Harris, Elkins, Durham, Thompson, Crosses, Delaney, Patrick, Combs, and finally St. Paul. Soon after, in 1887, the Frisco bought the so-called “Fayetteville and Little Rock” line from McDanield. It was estimated that in the first year McDanield and partners shipped out more than $2,000,000 worth of hand-hacked white oak railroad ties at an approximate value of twenty-five cents each. Mills ran day and night as people arrived “by train, wagon, on horseback, even afoot” to get a piece of the action along the new track, commonly referred to as the “St. Paul line.” Saloons, hotels, banks, stores, and services from smithing to tailoring sprang up in rail stop communities.

Although he was considered to be a dictatorial boss by his enemies, Mayor Hague was thought of as a hero and benefactor by most of his constituents. Serving as the mayor of Jersey City, New Jersey 30 years, from 1917 to 1947, he was adored by his constituents and feared by his enemies. Known as the boss he served as the mayor of Jersey City, New Jersey from 1917 to 1947. If anyone in the city had a problem, they could go to one of his Ward Heelers to get help. Hospitalization at the Medical Center, the art deco hospital complex, built on the center slope of the city, was free to any Jersey City resident, lacking the money for the care they received. My sister was treated there prior to her death, and my brother was born at the Margaret Hague Maternity Hospital. By the same token, contractors judiciously selected to do work for the city, knew that they would have to give the mayor a hefty kick back. That’s just the way it was.… ‘Nuf said!

What is it?" "It's a Thermomix." "That crazy cooking-blender thing you were telling me about?" "The very one." I've been coveting this piece of equipment ever since my last trip to Montreal when I found out that nearly every great restaurant there is using them. It is essentially a powerful blender that also heats, so it will cook your soup and then puree it. It can spin slow enough to make risotto or hollandaise, or fast enough to turn whole unpeeled apples into the smoothest most velvety applesauce you've ever tasted. They aren't for sale in stores or online; you have to go through a special independent contractor salesperson, and they don't sell them in the U.S. Also? They are fifteen hundred dollars, an expense that even I couldn't justify for a piece of kitchen equipment. "I thought you can't get them here?" "You can't. He would have had to go through someone in Canada." "Wow. That is pretty amazing." "Yeah.

The menu: legendary deep-fried Turkeyzilla, gravy, stuffing, mashed potatoes, cranberry sauce, and green beans. The theme: dysfunction. “So,” Elysia said to Lex’s parents with her ever-friendly grin, “how are you?” “How do you think they are?” Ferbus whispered. She kicked him under the table. “I mean—um—what do you do? For a living?” Lex’s mother, who hadn’t said much, continued to stare down the table at the sea of black hoodies while picking at her potatoes. Lex’s father cleared his throat. “I’m a contractor,” he said. “And she’s a teacher.” “Omigod! I wanted to be a teacher!” Elysia turned to Mrs. Bartleby. “Do you love it?” “Hmm?” She snapped back to attention and smiled vacantly at Elysia. “Oh, yes. I do. The kids are a nice distraction.” “From what?” Pip asked. Bang smacked her forehead. Lex squeezed Driggs’s hand even tighter, causing him to choke on his stuffing. He coughed and hacked until the offending morsel flew out of his mouth, landing in Sofi’s glass of water. “Ewww!” she squealed. “Drink around it,” Pandora scolded. “So! I hear New York City is lovely this time of year.” Well, it looks nice, I guess,” Mr. Bartleby said. “But shoveling out the driveway is a pain in the neck. The girls used to help, but now . . .” Sensing the impending awkwardness, Corpp jumped in. “Well, Lex has been a wonderful addition to our community. She’s smart, friendly, a joy to be around—” “And don’t you worry about the boyfriend,” Ferbus said, pointing to Driggs. “I keep him in line.” Mrs. Bartleby’s eyes widened, looking at Lex and then Driggs. “You have a—” she sputtered. “He’s your—” Ferbus went white. “They didn’t know?” “Oops!” said Uncle Mort in a theatrical voice, getting up from the table. “Almost forgot the biscuits!” “Let me help you with those,” Lex said through clenched teeth, following him to the counter. A series of pained hugs and greetings had ensued when her parents arrived—but the rest of the guests showed up so soon thereafter that Lex hadn’t gotten a chance to talk to them, much to her relief. Still, she hadn’t stopped seething. “What were you thinking?” Uncle Mort gave her a reproachful look. “I was thinking that your parents were probably going to feel more lonely and depressed this Thanksgiving than they’ve ever felt in their lives, and that maybe we could help alleviate some of that by hosting a dinner featuring the one and only daughter they have left.” “A dinner of horrors? You know my track record with family gatherings!” He ignored her. “Here we are!” he said, turning back to the table with a giant platter. “Biscuits aplenty!” Lex grunted and took her seat. “I’m not sure how much longer I can do this,” she whispered to Driggs. “Me neither,” he replied. “I think my hand is broken in three places.” “Sorry.” “And your dad seems to be shooting me some sort of a death stare.” Lex glanced at her father. “That’s bad.” “Think he brought the shotgun?” “It’s entirely possible.” “All I’m saying,” Ferbus went on, trying to redeem himself and failing, “is that we all look out for one another here.” Mr. Bartleby looked at him. Ferbus began to sweat. “Because, you know. We all need somebody. Uh, to lean on.” “Stop talking,” Bang signed. Elysia gave Lex’s parents a sympathetic grin. “I think what my idiot partner is trying to say—through the magic of corny song lyrics, for some reason—is that you don’t need to worry about Lex. She’s like a sister to me.” She realized her poor choice of words as a pained look came to Mrs. Bartleby’s face. “Or an especially close cousin.” She shut her mouth and stared at her potatoes. “Frig.” Lex was now crushing Driggs’s hand into a fine paste. Other than the folding chairs creaking and Pip obliviously scraping the last bits of food off his plate, the table was silent. “Good beans!” Pip threw in.

What would you say if I told you that man was Blakeson, of Blakeson and Grinder, the rival tunnel contractors who made such trouble for us?" "You mean down in Peru, Tom?" "Yes." Mr. Damon started in surprise, and then exclaimed: "Bless my ear mufflers, Tom, but you're right! That was Blakeson! I didn't know him with his beard, but that was Blakeson, all right! Bless my foot-warmer! What do you suppose he is doing around here?" "I don't know, Mr. Damon, but I'd give a good deal to know. It isn't any good, I'll wager on that. He didn't seem to know me or you, either—unless he did and didn't let on. I suppose it was because of my goggles—and you were gazing up in the air most of the time. I don't think he knew either of us." "It didn't seem so, Tom. But what is he doing here? Do you think he is working at the army camp, or helping make Liberty Motors for the aircraft that are going to beat the Germans?" "Hardly. He didn't seem to be connected with the camp. He wanted a mechanic, and hinted that I might do. Jove! if he really didn't know who I was, and finds out, say! won't he be surprised?" "Rather," agreed Mr Damon. "Well, Tom, I had a nice little ride. And now I must be getting back. But if you contemplate a trip anywhere, don't forget to let me know." "I don't count on going anywhere soon," Tom answered. "I have something on hand that will occupy all my time, though I don't just like it. However, I'm going to do my best," and he waved good-bye to Mr. Damon, who went off blessing

three-bedroom luxury town houses” with a starting price of $299,000. A red banner slashing left to right read: “COMING SOON!” Daniel Carter might have been the foreman or general contractor or whatever you might call the boss, but the man clearly didn’t mind getting his hands dirty. Wilde watched as he led his workers by example. He hammered in a beam. He threw on protective goggles and drilled. He inspected the

We were told specifically that a defense contractor, associated with the Legacy Program, was in possession of UAP materials of nonhuman origin, made by some civilization from some distant planet. When Jay went to inquire for us, the contractor acknowledged that, yes, they were in possession of this material. They said they would give us access to it but first we needed to get permission from the secretary of the US Air Force.

We co-operators did our own office cleaning. There was no getting out of it. We had a roster. Everyone had to muck in about twice a month. Some argued that our time could be more profitably allocated and that an inexpensive contractor should do the cleaning work. Maybe so, but I always felt that the other benefits made the scheme worthwhile. There is nothing like an egalitarian donation of time and labor to enhance team spirit. I played basketball in high school. I did not get many minutes on the court, but the experience was very rewarding. My coach once said to me, “Lakesha Williams, you are a real team player,” and I have not forgotten how proud that made me.

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Which project of yours do you feel has had the greatest impact?” “Has any particular type of project increased in popularity recently at your organization?” (If seeking internships or contract work) “Have you used interns or contractors in the past? If so, what sorts of projects have they

Large glass windows had been installed in the exhibit, and the orangutans took to pitching rocks at them. San Diego officials, thinking quickly, instituted an exchange program. One non-thrown stone would get you a banana. But the orangutans were not interested and kept trying to break the windows. The park finally had to bring in a contractor to dig up the entire ground floor of the exhibit in order to remove all of the rocks, as each shattered window cost the zoo $900 to replace. What happened next? The orangutans began to tear the ceramic insulators off of the wall and threw them instead. Evidently, these animals really wanted out.

See, orders just came down and the Department of Defense hired contractors to kill all nonmilitary dogs found on American bases in Iraq. Seems word got out about the stray dogs eating dead bodies, and while it’s perfectly okay for us to make the bodies dead in the first place, it’s not quite cool to have dogs walking around eating them. There’s some fine line there I guess we’re not supposed to notice. Maybe it has to do with cooties. Anyway, it also turns out that I’m not the only loon who wants to get a dog out of Iraq.

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You can find event planners by doing an online search of the following key words: DESTINATION MANAGEMENT COMPANY GENERAL CONTRACTORS FOR EVENTS EVENTS PRODUCTION Then send an introduction e-mail that is short and to the point. It should mention that you are available for events and that you would like them to consider you for future clients. Include your PDF brochure and ask them to call should they have any questions. When you get an Account Manager on the phone from an event company, ask them questions to help you understand what their needs are. Here are a few: What do you look for when contracting with an artist? Who are your main clients? What type of companies? What seems to be the most popular theme of the events you do?

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Recruiters The last time I was out of work, I invested a lot of time in my LinkedIn profile. As a result, even after I landed the job where I currently work, recruiters continued to call me. Recruiters can be very helpful, even if they’re only offering a temporary position. Here’s why. Recruiters can transform unemployed candidates into hot commodities. For instance, the last time I was in the job market, recruiters were contacting me, but they weren’t offering permanent positions. I was unemployed, and my applications were going nowhere. I had previously spoken with a staffing firm about a permanent position. Now that months had passed, I reached out to the recruiter and told him I was interested in a contractor role. Within two weeks I was working. Because I was working, companies wanted to talk to me. I started getting interviews. Five months after starting the contractor role, I landed a permanent position. I’ve held it for four years now.

Maria. “Nobody could have predicted” a pandemic that his own Department of Health and Human Services was running simulations for just a few months before COVID-19 struck in Washington state. Why does he do this? Fear. Donald didn’t drag his feet in December 2019, in January, in February, in March because of his narcissism; he did it because of his fear of appearing weak or failing to project the message that everything was “great,” “beautiful,” and “perfect.” The irony is that his failure to face the truth has inevitably led to massive failure anyway. In this case, the lives of potentially hundreds of thousands of people will be lost and the economy of the richest country in history may well be destroyed. Donald will acknowledge none of this, moving the goalposts to hide the evidence and convincing himself in the process that he’s done a better job than anybody else could have if only a few hundred thousand die instead of 2 million. “Get even with people who have screwed you,” Donald has said, but often the person he’s getting revenge on is somebody he screwed over first—such as the contractors he’s refused to pay or the niece and nephew he refused to protect. Even when he manages to hit his target, his aim is so bad that he causes collateral damage.

Difference Between Freelancing & Outsourcing What is Freelancing? The term freelancer was first published in 1819 in a book by a writer named Walter Scott. Since then, various speculations about freelancing started. What is Freelancing? Why do freelancing? What is required to be efficient in freelancing? All kinds of questions started to arise. The word free means 'Free' and the word lance means 'Instrument' by which something is done. That is, the full meaning of Freelancing stands for “Doing something that is free or independent”. Freelancing is basically a profession where you can earn money by doing various types of work over the internet. Be it inside the country or outside the country. What is Outsourcing? "Outsourcing" is the short form of the English word Outside Resourcing. The term outsourcing was first coined around 1989 and was first seen as a business strategy. Later in the 1990s, this subject was included as an important component of business economics. Since then people started to have various interests in outsourcing. Out means 'Outside' and source means 'Source'. In other words, the whole meaning of Outsourcing is "To bring work from an external source". Outsourcing means the process of taking the work of an organization or company from an external source. For example – “Can't find any qualified person within the company to do a job in your company. So you offer some money to an outside freelancer to do the job and he agrees to do the job. Well, that's called Outsourcing”. Difference Between Freelancing & Outsourcing: Hope you have a clear idea about what is freelancing and what is outsourcing and that there are no questions in your mind about these topics. Now let's discuss the differences between freelancing and outsourcing in detail – 1. Origin: Freelancing started around 1998 and its journey started from GURU, a freelancing marketplace then known as SOFTmoonlighter.com. On the other hand, the term outsourcing was first coined around 1989 and was first seen as a business strategy. 2. Relation: A freelancer gets his payment from an outside source after doing the work. On the other hand, an outsourced contractor provides both the work and the payment at the end of the work to the freelancer. 3. Activities: Freelancers do not have to follow any rigid rules when it comes to working. They can work or start whenever they want, as long as they can submit work before their deadline. He will get payment only if he can submit the work on time or he will not be paid. 4. Payment: A freelancer will agree to receive the exact amount of payment before doing a job, and will get the same amount as the contract at the end of the job. But he will not get any monthly salary. On the other hand, similarly, an outsourced contractor pays the freelancers at the end of the contracted work. In this case, the outsourced contractors also do not keep the freelancers as any kind of salaried employees. 5. Advantages: A freelancer is everything when it comes to freelancing. He decides his own schedule. No one can force him to work, he can work whenever he wants and quit when he wants. A freelancer does not have to give office hours from 9 a.m. to 5 p.m. and can work any time within 24 hours. You can work at home, so there is no need to go to the office to work. 6. Disadvantages: There are some risks involved in freelancing. There is no guarantee that you will be offered any work or that you will be paid. Since you are not entering into a contract in person, the possibility of non-payment or fraud remains. In the case of freelancing, every month's income is not the same, you can earn as much money as you work. Moreover, you may not always find the job you want. If this article of mine is of any use to you or you like it, then definitely share it and help others to know. Please Visit Our Website (Bhairab IT Zone) to read more Articles related to Freelancing and Outsourcing, Thank You.

On its face, who says no? Companies want to give money and benefits to workers who otherwise wouldn’t have them—especially in a field like housekeeping that has always operated in the gray economy. It should be Elizabeth Warren’s Christmas, Hanukkah, and Kwanzaa wrapped into one, right? Of course not. Because if you can have both the total flexibility of being an independent contractor and setting your own schedule and still get benefits, why join a union and pay dues? So we were faced with an oxymoronic dynamic: private companies wanting to give benefits to workers but unable to because unions wouldn’t allow it.

BAA intervened. It changed its contract with Harper’s company to a cost-reimbursable arrangement with a percentage profit on top when milestones were met. With that revised incentive structure BAA defused the conflict. No longer required to protect their separate self-interests, Harper’s company and the principal contractor stopped pointing fingers at each other and instead discussed how best to tackle the problem. The principal contractor agreed to bring in hundreds more workers. Harper’s company agreed to shuffle workers to other jobs while the principal contractor caught up. A conflict that could have turned into a meltdown quickly cooled, and the project rolled along.

Interior Walls Brian Erik Jamison Portland Estimation is important because you will get to know from where you can save money and how you will complete the painting process in the most economical way. An experienced contractor like Brian Erik Jamison of Portland Oregon will help you to go through all these procedures and he will provide you with the best economical services according to your requirements.

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In order to arrive at the deferred maintenance costs, you will need to get contractor estimates for the work that needs to be done on the property. When you submit your revised offer, the inspection report and contractor estimates will be included.

Even who works for whom is becoming unclear. Robert Reich, former U.S. secretary of labor, points out that a significant part of the labor force consists of independent contractors, free agents and others who work in company A but are actually employees of company B. “In a few years,” says Reich, “a company may be best defined by who has access to what data and who gets what portion of a particular stream of revenues over what period of time. There may be no ‘employees’ at all, strictly speaking.

And I’m thinking of marrying a couple friends of mine, see.” I had to pause for a moment there. “Plural friends?” “Yeah, good business match it would be.We’ve been close since we were kids. “Perhaps my Nuryeven isn’t as good as I thought. When you say marry, you mean joining your households together and producing hiers, yes?” It wasn’t that the concept was alien to me, it’s just that I hadn’t expected such an arrangement to be commonplace in Nuryevet. Well, no, I’ll be honest, iots that I hadn’t spent even a blink of time thinking about their practices, and if you’d asked me at that time I probably would have told you that all Nuryevens lumber along like they're made of stone. Not a drop of hot blood in their bodies and no interest whatsoever in romance, and that they acquired children by filing paperwork in quintuplicate and being assigned one by an advocate. My new friend Ilias said, “Iy that’s right, though I don't think that Anya and Micket will care to manage it themselves. Heirs are cheap though. You can scrape together half a dozen of them right off the street. So longs you've got flxible standards” I shook my head, “Is this a common thing in these parts?” “Ey? Oh, iy, common enough. I’ve seen marriages with more partners than that.” He pulled his chair to face me fully. “The Oomack only ever have two partner marriages, did you know that? And it's not about business. They don't even seem to care about their assets at all!” “Well, no, the Oomack marry for love and sex.” “Is that right? That seems messy. Lots of feelings involved if you combine sex and business.” Ilias had certain opinions, shall we say which may have not been representative of the general Nuryeven philosophy. Marriage here is a great amalgamation of every kind legal partnership. They get married when they are going into business together. They get married when they want to own property jointly. They get married when they're in love. Some of these arrangements do involve a physical element or the biological production of heirs, as they do elsewhere. Some, as Ilia mentioned before, simply involve formally adopting half a dozen heirs off the street. Some are a mere legal formality. Like many things in Nuryevet , you can do as you please so long as you’ve got your paperwork in order. I didn’t quite understand all this at the time. It took me a while to glean the intricacies of it, or rather, the lack of intricacies. At the time, I only asked Ilia if he had a separate lover. “Not right now. I hire a private contractor for that.” “A prostitute you mean??” “No, a contractor. Prostitutes are, well you’re foreign, you wouldn't know. We don't have those here. Prostitutes just stand on the street and don't have a license or pay taxes, right? They juits have sex with whoever in an ally.” “Oh… some of them, in some places. In other places.” I waved vaguely, “ higher status.” “Meaning what?” “Meaning they’re more expensive. Meaning they do other things besides the act. In some places they're priests and priestesses. In some places they're popular society figures with property and businesses, patrons of the arts and so forth.” “Here you hire one of them like you’d hire a doctor or a tailor or someone to build a house for you, and you wouldn’t graba just anybody off the street for that would you. They show you their l;icence and you sign a contract together and so on. It's a good system.” “What about those who don't have a licence?” “Arrested! Just like a doctor practicing without a license would be.

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The wheel of fortune turned sharply in America. Education and learning counted for nothing here. Tradesmen and labourers went into the savage pushcart life of Hester Street, fought their way up, became contractors, shop owners, great manufacturers. Intellectuals and professionals preferred the factories, certain they would get out again. Most of these men were lost forever in the sweatshops.

Were you going to tell me you're coming to visit?" "Were you going to tell me you're banging my contractor?" "No. It's none of your business," I say firmly, trying not to sound shocked that he knows. I'm going to have to murder Sadie or Dixie later, whichever one told him. Maybe killing them both would be easiest. "Why are you coming?" "Why are you banging the contractor?" I grit my teeth. He's in one of those snarky moods that he's been perfecting since he was a preteen. Back then he used to parrot back everything I said on our twelve-hour drives to Maine from Toronto and it would get me so mad I would scream. If he wants to play, I'll play to win. "Well, where can I start ... he's built like a tank and hung like a horse." "Winnie!" "Not to mention that scruffy beard and the way it feels between my--

Most OtherOps agents will do anything to fuck with reapers. They resent us because we’re better-paid independent contractors who can get away with murder. We resent them because they have better work hours, government job security, and can get away with murder.

She didn’t usually have to work Sundays, but the landlord needed a couple of floors cleaned because prospective new tenants were coming in for a viewing and the landlord’s works contractors had left the premises in a messy state. Sita was called in to do two hours’ work. She would spend more time travelling to reach the building but had no ability of saying no to that job. She knew before she went that her only chance of getting home after midnight would be for a boss or colleague to give her a ride. The other alternative, unless it was a Friday night with the late buses, was waiting at Wellington station until dawn when the trains started running again.

Carella: “How?” Bruno: “Couple of them traded punches. One of the contractors pulled out a knife and threatened Beck. Margaret put a gun to the contractor’s head, and he put the knife away. It just got worse from there. We were getting loud, out of control. It was strange… without any real discussion, the contractors grabbed their stuff and took off in a different direction, saying they’d survive better on their own.

Find Out the Long Beach AC Repair | HVAC Contractors Near Me Split air conditioners may not take too long to cool the room, but the explanation may be a dirty air filter or a blocked condensate drain, even if it is kept on for hours if there is no proper cooling. The AC is shielded from dust in the air by air filters. In a Window AC, it might be easy to clean an air filter, but you would need assistance from a professional for split AC. Air filters collect dust and debris that is drawn into the ducts and if they are not cleaned regularly, they stay clogged and affect the cooling process. For improved efficiency and to prevent any issues during summers, we suggest having the air conditioner serviced twice a year.Another potential explanation for lack of cooling may be ice formation around the coils or a filthy outdoor compressor for which a specialist may need assistance. If the air conditioner is not cooling properly, it may also be low on refrigerant. This either suggests that it has been undercharged, or that the split air conditioner has a gas leak. For residents residing around coastal regions or anywhere close to sewage, where air pollution is high, this is a more common issue. In this scenario, before applying more coolant, a professional will need to search for any leaks, as issues with leaks can persist, and they can be detrimental to the environment.Note, it works harder and runs longer to maintain your room at the set temperature when the air conditioner has a refrigerant issue. So don't use the appliance for hours, thinking that it can start to cool or lead to higher electricity bills. However, with frequent maintenance, you can prevent expensive AC repairs and keep your AC running at optimum output. When the compressor stops working, it is a sign of a burned wire, a faulty starting capacitor or a faulty compressor itself. In this case, if it is found to be defective, you will need to clean the condenser coil, check the capacitor and replace the compressor. If your air conditioner continues to turn on and off, it is safer to turn it off before you get it serviced. The evaporator is most probably dirty and the condenser is dirty or blocked. A dirty filter limits airflow and more issues, like a frozen evaporator coil, are caused by limited airflow. In particular, before and after summer, for better cooling and overall efficiency, it is necessary to change the air filter. Double check your thermostat settings to see if the timer function has been switched on and changed accordingly. ac companies near me heating and cooling near me #acpowerLongBeach#AcpowerLongBeach#airconditioning#hvac #hvaclife #ac #airconditioner #heating #hvacservice #cooling #hvactechnician #hvactech #heatingandcooling #hvacrepair #refrigeration #plumbing #hvacr #hvacinstall #maintenance #furnace #hvaccontractor #aircon #service #acrepair #hvacquality #hvactools #airconditioningrepair #hvaclove#ACRepairNearBy #ACTechnician #HVAC #Heating&Cooling #FurnanceRepair

Watson had been at the nerve center of the Ring. Indeed, if there was “magic” to the Ring, Watson was the unseen assistant who made it work, and as with most grand deceptions the secret was extremely simple. Watson merely required everyone who received a contract from the city to increase his bills before submitting them by 50 to 65 per cent. Watson paid the face amount of the bill, then the contractor returned the overcharge in cash, and Watson, like a dutiful paymaster, handed it out within the Ring. Among New York contractors it was commonly said, “You must do just as Jimmy tells you, and you will get your money.” Anyone who knew a little bookkeeping could look at Watson’s voucher records and see what was going on. O’Rourke, for example, judged from what he saw that the Ring had made off with $75 million since 1869.

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If I were in this patio shade sail business, a method I would do it is to head out to the setting up resource enterprise and ask some of the guys behind the workplace about personnel who conduct your size job - they sure as heck not necessarily going to recommend technicians who not necessarily paying their bills and that will be a lifesaver there as well. It's impossible those men at the setting up source would become obtaining kickbacks from companies. Some of those men will not recommend contractors, but some will. Get four or five advice. We prepare subcontractor deals for our Standard Builder construction organization and just before preparing the arrangements, often check with the state office that gives away builder contractor licenses to make certain they're listed under the trade they state to get proficient in and find if there are any complaints filed. I also contact the talk about organization commission to see if they're posted now there and how lengthy they've been in business, and then have got their insurance agent to send us a copy of their insurance certificate showing that they have general liability and worker's compensation insurance (and make sure the name of their company on the contract matches the builder's license, the listed corporate entity, and insurance). And, you definitely want to make sure your contract has start and finish dates with liquidated damages for failure to finish on time, that the contractor supplies all materials and labor, that if the contractor breaches the contract that the contractor will be in charge of your legal fees, progress payments with lien waivers, as well as many other clauses AND a very detailed scope of work. It is important to specify the manufacturer and the exact type/quality & color of shingle, the underlayment brand and quality, the valleys' ice and water shield, tear-off or not of the existing shingles, how much will be charged if the sheathing is rotten per sheet for labor and material and type that it is to be replaced with, disposal of all construction debris, protection of your landscaping and personal property below the roof. I also attach a copy of the manufacturer's installation instructions and state that the product will be installed according to them. I prepare our contract and attach the subcontractor's contract to ours as an addendum (and our clauses supersede theirs). You want to get your scope of work ready to give to contractors to bid on so everyone is bidding on the same thing. When I first started, I would get several bids and cobble together a scope of work and then ask people to rework their bids based on it if their bids didn't include my new scope of work. So, this is going to be a large, important expense for you, and you probably want a good attorney, experienced in contracts, to review your contract. It will be worth the couple hundred extra dollars. (Ask how much the charge is up front.)

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Many private college owners have personally admitted to me that they had to pay bribes at every stage of setting up the college—from getting land and building approval's to approving the course plan and setting fee structures. Corruption in the private education sector is such a norm that nobody in the know even raises an eyebrow anymore. One reason for corruption is the government's no-profits-allowed policy for private institutes. Every educational institution has o be incorporated as a non-profit trust. Technically, you cannot make money from the college. The government somehow believes that there are enough people who will spend thousands of crores every year just out of the goodness of their hearts. On this flawed, stupid assumption that people are dying to run colleges without ever making money rests the higher education of our country. Of course, none of this no-profit business ever happens. What happens is that shady methods are devised to take money out from the trust. Black money, fake payments to contractors and over-inflation of expenses are just a few ingenious methods to ensure promoters get a return on their investment. The Bootlegging of Education, pages 124 and 125

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They needed contractors whose reputations were unsullied, builders who were honest and could get the job done as promised. The directors asked five builders to appear before them in Smith’s office in the Biltmore Hotel to discuss the job and to make proposals.

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Inside, the decor was pure British B-feature except with better lighting. The clientele thought they were select. There were farmers, garage proprietors, owners of chains of cafés, electrical contractors, builders, quarry owners; the new Gentry.