Fashion Portfolio Quotes

Rain, shadow and sunlight all conceal and reveal just in different fashions.

Among the people to whom he belonged, nothing was written or talked about at that time except the Serbian war. Everything that the idle crowd usually does to kill time, it now did for the benefit of the Slavs: balls, concerts, dinners, speeches, ladies' dresses, beer, restaurants—all bore witness to our sympathy with the Slavs. With much that was spoken and written on the subject Konyshev did not agree in detail. He saw that the Slav question had become one of those fashionable diversions which, ever succeeding one another, serve to occupy Society; he saw that too many people took up the question from interested motives. He admitted that the papers published much that was unnecessary and exaggerated with the sole aim of drawing attention to themselves, each outcrying the other. He saw that amid this general elation in Society those who were unsuccessful or discontented leapt to the front and shouted louder than anyone else: Commanders-in-Chief without armies, Ministers without portfolios, journalists without papers, and party leaders without followers. He saw that there was much that was frivolous and ridiculous; but he also saw and admitted the unquestionable and ever-growing enthusiasm which was uniting all classes of society, and with which one could not help sympathizing. The massacre of our coreligionists and brother Slavs evoked sympathy for the sufferers and indignation against their oppressors. And the heroism of the Serbs and Montenegrins, fighting for a great cause, aroused in the whole nation a desire to help their brothers not only with words but by deeds. Also there was an accompanying fact that pleased Koznyshev. It was the manifestation of public opinion. The nation had definitely expressed its wishes. As Koznyshev put it, ' the soul of the nation had become articulate.' The more he went into this question, the clearer it seemed to him that it was a matter which would attain enormous proportions and become epoch-making.

The street sprinkler went past and, as its rasping rotary broom spread water over the tarmac, half the pavement looked as if it had been painted with a dark stain. A big yellow dog had mounted a tiny white bitch who stood quite still. In the fashion of colonials the old gentleman wore a light jacket, almost white, and a straw hat. Everything held its position in space as if prepared for an apotheosis. In the sky the towers of Notre-Dame gathered about themselves a nimbus of heat, and the sparrows – minor actors almost invisible from the street – made themselves at home high up among the gargoyles. A string of barges drawn by a tug with a white and red pennant had crossed the breadth of Paris and the tug lowered its funnel, either in salute or to pass under the Pont Saint-Louis. Sunlight poured down rich and luxuriant, fluid and gilded as oil, picking out highlights on the Seine, on the pavement dampened by the sprinkler, on a dormer window, and on a tile roof on the Île Saint-Louis. A mute, overbrimming life flowed from each inanimate thing, shadows were violet as in impressionist canvases, taxis redder on the white bridge, buses greener. A faint breeze set the leaves of a chestnut tree trembling, and all down the length of the quai there rose a palpitation which drew voluptuously nearer and nearer to become a refreshing breath fluttering the engravings pinned to the booksellers’ stalls. People had come from far away, from the four corners of the earth, to live that one moment. Sightseeing cars were lined up on the parvis of Notre-Dame, and an agitated little man was talking through a megaphone. Nearer to the old gentleman, to the bookseller dressed in black, an American student contemplated the universe through the view-finder of his Leica. Paris was immense and calm, almost silent, with her sheaves of light, her expanses of shadow in just the right places, her sounds which penetrated the silence at just the right moment. The old gentleman with the light-coloured jacket had opened a portfolio filled with coloured prints and, the better to look at them, propped up the portfolio on the stone parapet. The American student wore a red checked shirt and was coatless. The bookseller on her folding chair moved her lips without looking at her customer, to whom she was speaking in a tireless stream. That was all doubtless part of the symphony. She was knitting. Red wool slipped through her fingers. The white bitch’s spine sagged beneath the weight of the big male, whose tongue was hanging out. And then when everything was in its place, when the perfection of that particular morning reached an almost frightening point, the old gentleman died without saying a word, without a cry, without a contortion while he was looking at his coloured prints, listening to the voice of the bookseller as it ran on and on, to the cheeping of the sparrows, the occasional horns of taxis. He must have died standing up, one elbow on the stone ledge, a total lack of astonishment in his blue eyes. He swayed and fell to the pavement, dragging along with him the portfolio with all its prints scattered about him. The male dog wasn’t at all frightened, never stopped. The woman let her ball of wool fall from her lap and stood up suddenly, crying out: ‘Monsieur Bouvet!

There are many potential explanations for the less-than-robust performance, but IBM’s current strategy suggests that one component at least is a challenge to the traditional shrink-wrapped software business. As much as any software provider in the industry, IBM’s software business was optimized and built for a traditional enterprise procurement model. This typically involves lengthy evaluations of software, commonly referred to as “bake-offs,” followed by the delivery of a software asset, which is then installed and integrated by some combination of buyer employees, IBM services staff, or third-party consultants. This model, as discussed previously, has increasingly come under assault from open source software, software offered as a pure service or hosted and managed on public cloud infrastructure, or some combination of the two. Following the multi-billion dollar purchase of Softlayer, acquired to beef up IBM’s cloud portfolio, IBM continued to invest heavily in two major cloud-related software projects: OpenStack and Cloud Foundry. The latter, which is what is commonly referred to as a Platform-as-a-Service (PaaS) offering, may give us both an idea of how IBM’s software group is responding to disruption within the traditional software sales cycle and their level of commitment to it. Specifically, IBM’s implementation of Cloud Foundry, a product called Bluemix, makes a growing portion of IBM’s software portfolio available as a consumable service. Rather than negotiate and purchase software on a standalone basis, then, IBM customers are increasingly able to consume the products in a hosted fashion.

Personally, he had never really understood the appeal of the fashion industry. Young, star-struck people flocked to the houses in Milan and Paris like lemmings to a cliff edge, bringing with them their portfolios and dreams. Now more than ever, it would seem. He was besieged. But then again we live in a narcissistic age, he thought to himself, which in turn was probably what made it so hard for young people today to love each other or devote themselves to anything. It required a soul – or a personality at least – to lose yourself in something bigger. These days everyone was conceived in fertility clinics, designed to certain specifications and their unimaginative provenance gave them the mistaken belief that they were somehow unique, interesting or especially precious.

Do not believe blindly all that you hear and read. See if it makes sense, or if you can prove it or disprove it in another fashion.

To fill this gap in the capital market, Davis and Rock set themselves up as a limited partnership, the same legal structure that had been used by a short-lived rival called Draper, Gaither & Anderson.[18] Rather than identifying startups and then seeking out corporate investors, they began by raising a fund that would render corporate investors unnecessary. As the two active, or “general,” partners, Davis and Rock each seeded the fund with $100,000 of their own capital. Then, ignoring the easy loans to be had from the fashionable SBIC structure, they raised just under $3.2 million from some thirty “limited” partners—rich individuals who served as passive investors.[19] The beauty of this size and structure was that the Davis & Rock partnership now had a war chest seven and a half times larger than an SBIC, and with it the ammunition to supply companies with enough capital to grow aggressively. At the same time, by keeping the number of passive investors under the legal threshold of one hundred, the partnership flew under the regulatory radar, avoiding the restrictions that ensnared the SBICs and Doriot’s ARD.[20] Sidestepping yet another weakness to be found in their competitors, Davis and Rock promised at the outset to liquidate their fund after seven years. The general partners had their own money in the fund, and thus a healthy incentive to invest with caution. At the same time, they could deploy the outside partners’ capital for a limited time only. Their caution would be balanced with deliberate aggression. Indeed, everything about the fund’s design was calculated to support an intelligent but forceful growth mentality. Unlike the SBICs, Davis & Rock raised money purely in the form of equity, not debt. The equity providers—that is, the outside limited partners—knew not to expect dividends, so Davis and Rock were free to invest in ambitious startups that used every dollar of capital to expand their business.[21] As general partners, Davis and Rock were personally incentivized to prioritize expansion: they took their compensation in the form of a 20 percent share of the fund’s capital appreciation. Meanwhile, Rock was at pains to extend this equity mentality to the employees of his portfolio companies. Having witnessed the effect of employee share ownership on the early culture of Fairchild, he believed in awarding managers, scientists, and salesmen with stock and stock options. In sum, everybody in the Davis & Rock orbit—the limited partners, the general partners, the entrepreneurs, their key employees—was compensated in the form of equity.

Mosaic also marked a new stage in the evolution of the power law. Venture-capital returns are dominated by grand slams partly because of the dynamics of startups: most young businesses fail, but the ones that gain traction can grow exponentially. This is true of fashion brands or hotel chains as well as technology companies. But tech-focused venture portfolios are dominated by the power law for an additional reason: tech startups are founded upon technologies that may themselves progress exponentially. Because of his experience and temperament, Doerr was especially attuned to this phenomenon. As a young engineer at Intel, he had seen how Moore’s law transformed the value of companies that used semiconductors: the power of chips was doubling every two years, so startups that put them to good use could make better, cheaper products. For any given modem, digital watch, or personal computer, the cost of the semiconductors inside the engine would fall by 50 percent in two years, 75 percent in four years, and 87.5 percent in eight. With that sort of wind at a tech startup’s back, no wonder profits could grow exponentially. Mosaic, and the internet more generally, turbocharged this phenomenon. Again, Doerr grasped this better than most others. As well as working at Intel, he had known Bob Metcalfe, so he understood that Metcalfe’s law was even more explosive than Moore’s law. Rather than merely doubling in power every two years, as semiconductors did, the value of a network would rise as the square of the number of users.[70] Progress would thus be quadratic rather than merely exponential; something that keeps on squaring will soon grow a lot faster than something that keeps on doubling. Moreover, progress would not be tethered to the passage of time; it would be a function of the number of users. At the moment when Doerr met Clark, the number of internet users was about to triple over the next two years, meaning that the value of the network would jump ninefold, an effect massively more powerful than the mere doubling in the power of semiconductors over that same period. What’s more, Metcalfe’s law was not supplanting Moore’s law, which would have been dramatic enough. Rather, it was compounding it. The explosion of internet traffic would be fueled both by its rapid growth in usefulness (Metcalfe’s law) and by the falling cost of modems and computers (Moore’s law).[71] After listening to Clark’s pitch, Doerr was determined to invest. A magical browser that attracted millions to the internet had almost limitless potential. The price Doerr had to pay was secondary.

Print / textile design ● Sourcing (trims / textiles / factories) ● Product development ● Consulting (design / fit / production)

real confidence only comes from not feeling quite ready, and doing the damn thing anyway.

Niche means you do ONE specific thing or work in ONE specific category.

The work you do is valuable. Don’t let cheap clients convince you otherwise.

Most’s eclectic background also provided the spark behind the invention of what would become known as the ETF. During his travels around the Pacific, he had appreciated the efficiency of how traders would buy and sell warehouse receipts of commodities, rather than the more cumbersome physical vats of coconut oil, barrels of crude, or ingots of gold. This opened up a panoply of opportunities for creative financial engineers. “You store a commodity and you get a warehouse receipt and you can finance on that warehouse receipt. You can sell it, do a lot of things with it. Because you don’t want to be moving the merchandise back and forth all the time, so you keep it in place and you simply transfer the warehouse receipt,” he later recalled.19 Most’s ingenious idea was to, after a fashion, mimic this basic structure. The Amex could create a kind of legal warehouse where it could place the S&P 500 stocks, and then create and list shares in the warehouse itself for people to trade. The new warehouse-cum-fund would take advantage of the growth and electronic evolution in portfolio trading—the simultaneous buying and selling of big baskets of stocks first pioneered by Wells Fargo two decades earlier—and a little-known aspect of mutual funds: They can do “in kind” transactions, exchanging shares in a fund for a proportional amount of the stocks it contains, rather than cash. Or an investor can gather the correct proportion of the underlying stocks and exchange them for shares in the fund. Stock exchange “specialists”—the trading firms on the floor of the exchange that match buyers and sellers—would be authorized to be able to create or redeem these shares according to demand. They could take advantage of any differences that might open up between the price of the “warehouse” and the stock it contained, an arbitrage opportunity that should help keep it trading in line with its assets. This elegant creation/redemption process would also get around the logistical challenges of money coming in and out continuously throughout the day—one of Bogle’s main practical concerns. In basic terms, investors can either trade shares of the warehouse between themselves, or go to the warehouse and exchange their shares in it for a slice of the stocks it holds. Or they can turn up at the warehouse with a suitable bundle of stocks and exchange them for shares in the warehouse. Moreover, because no money changes hands when shares in the warehouse are created or redeemed, capital gains tax can be delayed until the investor actually sells their shares—a side effect that has proven vital to the growth of ETFs in the United States. Only when an ETF is actually sold will investors have to pay any capital gains taxes due.

Josh Kopelman, who ended up partnering with Morgan to launch a new venture capital firm at the end of 2004, First Round Capital, focused on startups, especially in New York. “Today we have over 50 New York companies in our portfolio, including Fab.com, a great success in the design and fashion industry,” explains Morgan. “We usually are the most active venture firm in the city in number of new deals.

Index funds generally buy and hold all the securities within a particular index in a market cap—weighted fashion. Thus while an S&P 500 Index fund would own all five hundred stocks that comprise the index, it would not own an equal amount of each of the five hundred stocks. The largest holding might, for example, be 5 percent of the entire portfolio. There

As it is the fashion for modern tourists to travel pencil in hand, and bring home their portfolios filled with sketches, I am disposed to get up a few for the entertainment of my friends.

End of May 2012 The continuation of my email to Andy: …I was delighted to return to London after war-ravaged Belfast. The students in our college had to evacuate several times due to IRA bomb threats. I must have subconsciously selected to be in Northern Ireland because of my unsettling inner upheavals. Much like the riots that went on in the city in 1971, I was unconsciously fighting my inner demons within myself. I needed that year to overcome my sexual additions and to immerse myself in my fashion studies. By the following year, I had compiled an impressive fashion design portfolio for application with various London Art and Design colleges. Foundation students generally required two years to complete their studies. I graduated from the Belfast College of Art with flying colors within a year. By the autumn of 1972, I was accepted into the prestigious Harrow School of Art and Technology. Around that period, my father’s business was waning and my family had financial difficulty sponsoring my graduate studies. Unbeknownst to my family, I had earned sufficient money during my Harem services to comfortably put myself through college. I lied to my parents and told them I was working part-time in London to make ends meet so I could finance my fashion education. They believed my tall tale. For the next three years I put my heart and soul into my fashion projects. I would occasionally work as a waiter at the famous Rainbow Room in Biba, which is now defunct. Working at this dinner dance club was a convenient way of meeting beautiful and trendy patrons, who often visit this capricious establishment.

Here are some services you can offer as a freelance fashion designer: ● Digital fashion flats (Adobe Illustrator) ● Tech packs ● Pattern making / pattern drafting (sample sewing / fittings) ● Design (trend / color research / collection design) ● Merchandising

But whatever you do, do NOT do it for free.

In a city as diverse and culturally rich as Hyderabad, the demand for professional photographers has never been higher. From capturing timeless moments at weddings and documenting corporate events to creating stunning fashion portfolios and commercial campaigns, professional photographers in Hyderabad play a vital role in preserving memories and promoting businesses. Professional photographers in Hyderabad are not just individuals with cameras; they are visual storytellers, artists, and technicians. Their primary role is to use their expertise in photography to capture moments, emotions, and subjects in a way that conveys a specific message or narrative. One of the key aspects of professional photography is the ability to understand and cater to the specific needs of clients. This requires effective communication, as photographers must work closely with their clients to ensure that the final images align with their expectations.

Factors that drive turnover for the S&P 500 and Wilshire 5000 stem from market-related events. When a company exits the S&P 500 through merger, acquisition, or bankruptcy, a committee-chosen replacement takes the departing company’s place. The Wilshire 5000 passively accepts the ebb and flow of company creation and elimination, making as-frequent-as-necessary adjustments to the composition of the index. Bankrupt companies disappear, cash merger deals require redeployment of proceeds, and stock-for-stock transactions lead to elimination of the line item of the acquired company. Public offerings of securities force full-replication Wilshire 5000 index-fund managers to raise cash to acquire newly issued shares, while spinoffs simply require adding another line to the list of security holdings. In somewhat different fashion, both the S&P 500 and the Wilshire 5000 produce extremely low, investor-friendly levels of portfolio turnover.

Buying a product or a service is not procurement, that is purchasing. “Procurement” is more multifaceted! “Procurement” will assess needs, define requirements, comb the market and onboard vendors against set criteria. “Procurement” solicits for proposals in formal fashion and allows for a fair, competitive, and ethical environment. “Procurement” contracts based on value for money and maintains full accountability and transparency. To deliver goods and services in the right quality, from the right source, at the right price, to the right destination, at the right time, in the right quantity, and in the right way is not purchasing. The portfolio of strategies required to deliver value for money can be summed up in one word “procurement”!

Three basic investment principles inform asset-allocation decisions in well-constructed portfolios. First, long-term investors build portfolios with a pronounced equity bias. Second, careful investors fashion portfolios with substantial diversification. Third, sensible investors create portfolios with concern for tax considerations. The principles of equity orientation, diversification, and tax sensitivity find support both in common sense and academic theory.