Fremont Quotes

Woman, where are they? Has no one judged you guilty?" She answers "No one, sir." Then Jesus says, "I also don't judge you guilty. You may go now, but don't sin anymore." If you have ever wondered how God reacts when you fail, frame these words and hang them on the wall.Read them. Ponder them.Drink from them. Stand below them and let them wash over your soul. Or better still, take him with you to to your canyon of shame. Invite Christ to journey with you back to the Fremont Bridge of your world. Let Him stand beside you as you retell the events of the darkest nights of your soul. And then listen. Listen carefully. He's speaking. "I don't judge you guilty." And watch. Watch carefully. He's writing. He's leaving a message. Not in the sand, but on a cross. Not with his hand, but with his blood. His message has two words: not guilty.

We were opposites in every way until we grew up, left home, and discovered we were more alike than we'd thought. Sisters only get to be opposites within the family; separated by the world, they become practically identical.

I'm working! What are you doing? Besides being... Being what? Wait a minute... Sarcastic? Unfeeling? British? It's an animal. Where? No, the word! Still you have to admit, I am... very British. I don't say hard R's. You know what I like? Brown sauce. What's it made of? Science doesn't know! It's made of brown. Brown. Mined from the earth by the hardscrabble brown miners of North Brownderton. Oh, my God. I find lentils completely incomprehensible. What the sun-dappled hell is Echo doing at Fremont? That's got nothing to do with the drug, which means our problems are huge and indomitable. Ooh. I could eat that word. Or a crisp. Do you have any crisps? You haven't seen my drawer of inappropriate starches? C'mon, c'mon, c'mon, c'mon! Oh my god, I'm having such a terrible day.

From: Beth Fremont To: Jennifer Scribner-Snyder Sent: Thurs, 09/30/1999 3:42 PM Subject: If you were Superman … … and you could choose any alter ego you wanted, why the hell would you choose to spend your Clark Kent hours — which already suck because you have to wear glasses and you can’t fly — at a newspaper? Why not pose as a wealthy playboy like Batman? Or the leader of a small but important nation like Black Panther? Why would you choose to spend your days on deadline, making crap money, dealing with terminally crabby editors?

For five weeks, the Associated Press had provided the world with lurid coverage of the attack on Virgil Earp, which was labeled Cow Boy revenge for what was being called “the Gunfight at the O.K. Corral” because it took too long to set the type for “Gunfight in the Vacant Lot behind Camillus Fly’s Photography Studio Near Fremont Street.

1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out.

Ferris Fremont hasn't just taken over the country,' I said, 'He's also taken over human minds. And debased them.' ¶ 'The Bible says don't judge,' Nicholas said. ¶ 'The Bible says, "My kingdom is not of this world,"' I answered angrily.

Never Put A Date On your Dreams

Nevada and Fremont, he recruited Andrej Karpathy,

My guys saw you on Fremont last week, Dan. You know what they saw you doing?” “Their mothers?” I replied. “Funny,” he said and turned back to Juliette.

Supposing you're up on Fremont Peak and it comes up a storm and snowed four or five inches. Sit down, don't get panicky. You're always supposed to have sandwiches, candy bars, or concentrated foods.

Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out.

5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out.

One asks, Why should such disparate groups as the Soviet Union and the US intelligence community back the same man? I am no political theoretician, but Nicholas one time said, 'They both like figureheads who are corrupt. So they can govern from behind. The Soviets and the fuzz, they're all for shadow governments. They always will be, because basically each of them is the man with the gun. The pistol to the head.' ... However, Nicholas was no political theoretician either. In point of fact he had no idea how the coalition behind Fremont had formed; in fact he had no idea it existed. Like the rest of us over those years, he simply stood amazed as prominent politicians were murdered and Fremont rose rapidly to power. What was happening made no sense. No pattern could be discerned. ¶ There is a Latin motto, when one is seeking to know who has committed a crime, that goes, Look to see who gains.

I wonder how, among the Fremont, mothers and daughters shared their world. Did they walk side by side along the lake edge? What stories did they tell while weaving strips of bulrush into baskets? How did daughters bury their mothers and exercise their grief? What were the secret rituals of women? I feel certain they must have been tied to birds.

History is a card table full of illusions, and we must sort through and pick the ones we wish to believe.

1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation

So I can only conclude that American democracy inherently does not want good leadership. We always passed over the very great men we had like Daniel Webster, John Calhoun, Henry Clay, John Fremont, and the people after the Civil War like Carl Shurz. We pass them up because we don’t want first-class men in that position, we want somebody who is a stupid bum like us. We’re afraid of good leadership until a time of crisis,

That’s when Musk started pushing the idea of using Neuralink to enable paralyzed people to actually use their limbs again. A chip in the brain could send signals to the relevant muscles, bypassing any spinal-cord blockage or neurological malfunction. As soon as he got back to Hatchet Alley from the pig barn, he gathered his top Austin team, with their colleagues in Fremont dialing in, to announce this new additional mission. “Getting someone in a wheelchair to walk again, people will get it right away,” he said. “It’s a gut-punch idea, a fucking bold thing. And a good thing.

2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out.

Of all the Islamic organizations in America, CAIR has risen to the top as the most visible, most outspoken defender of Muslims in the United States. Masquerading as a civil rights organization, CAIR has had a hidden agenda to Islamize America from the start. Its cofounder and chairman, Omar Ahmad, a Palestinian American, told a Muslim audience in Fremont, California, in 1998: ‘Islam isn’t in America to be equal to any other faith, but to become dominant. The Koran should be the highest authority in America, and Islam the only accepted religion on Earth.’ Ibrahim Hooper, CAIR’s national spokesman, is on record stating: ‘I wouldn’t want to create the impression that I wouldn’t like the government of the United States to be Islamic.’ Three of CAIR’s officials have already been convicted of terror-related crimes. One even worked for Hooper. He’s now in prison for conspiring to kill Americans.

Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics.

five commandments: 1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out.

Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience.

five commandments: 1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle.

Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation.

I became a broken record on the algorithm,” Musk says. “But I think it’s helpful to say it to an annoying degree.” It had five commandments: 1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation.

She drove downtown and turned left off Fifth Street into East Fremont Street. Up ahead was what most people think of when Las Vegas is mentioned. It was a blaze of lights and color and neon: gambling halls jammed up against each other on both sides of Fremont from Second on up to Main, for two solid blocks. Overshadowing all the rest was the big sign above the Golden Nugget on the left and, beyond that, the huge mechanical cowboy pointed the way to the Pioneer Club with his animated hand and thumb. And the Las Vegas Club, the Monte Carlo, the Frontier Club, and all the rest. Colleen drove through slowly because the place was full of men and women and cowboys. A guy blew a bugle at us as we crossed First Street and we had to wait a few seconds for a man on a horse to get out of our way at Main where Colleen turned right and then swung back to head out of town. Then she drove like the wind all the way to Hoover Dam.

The etchings must have had some spiritual significance. Whatever afterlife the Fremont may have believed in, in that moment they came back to life for me.

Angelus Rosedale Cemetery. The answers you need start here. Located across the street from the all-boys Loyola High School, Rosedale is one of the oldest, creepiest cemeteries in Los Angeles, with large tombstones shaped like pyramids and giant Celtic crosses. Famous people are buried beneath those stones—“Hurricane Hank” Armstrong, Hattie McDaniel, Rasputin’s daughter Maria, and Anna May Wong, just to name a few. Old Los Angeles is also buried here. Southern California streets, high schools, and cities have been named after the Slausons, Burbanks, and Fremonts now interred at Rosedale.

The Jobs-designed factory obliterated the difference in white-collar/blue-collar work environments found everywhere else; NeXT factory employees in Fremont worked amidst luxury equal to what the employees in the Palo Alto office enjoyed.

I’ve accepted employment from Lieutenant John C. Fremont. I met him on a steamboat on the Missouri River

That evening, Musk flew west to the Fremont factory, where he made a pithy toast. “Fuck oil,” he said. Tesla was almost dead at the end of 2008. Now, just eighteen months later, it had become America’s hottest new company.

As the Living Room made contact with a steady stream of hippies and the big house bulged at the seams with runaway teens, Evangelical Concerns began to promote the group among the churches in the Bay Area. Ted Wise and a revolving mix of the Living Room men were frequently slated for guest appearances at Sunday night services and pastors’ meetings. As exotic to the audience as any missionary returned from New Guinea, they would give their testimonies, tell about their work with the hippies, and field questions from teens and adults alike. A January 1968 appearance at Thornton Avenue Baptist Church in Fremont, California, was described in a local newspaper: Ted Wise . . . was accompanied . . . by two more converts, “Steve” and “Dan.” All three wore typical hippie garb—corduroy trousers, wide belts, casual shirts without ties, and black boots. Dan added a leather jacket decorated with long fringe, and Ted sported a wooden ornament on a long leather thong around his neck. The trio also wore their hair long and had over-sized moustaches.

I do not care for prejudice in any form. In my opinion, we women have been subjected to so much of it that I cannot see how anyone of my sex could fail to identify with those similarly oppressed.

restaurant, nicknamed "The Municipal Crib" for the number of city officials who dallied there. Margaritte and the owner of Marchand's, Pierre, had contacted Fremont Older after Rolf had raised the tariff for each ninety-day liquor license renewal to $10,000. They offered to testify before a grand jury. And so the war began. We settled in for The Dictator, featuring the emerging legend in American theater, John Barrymore. The door opened behind us and the light from the hallway caught my attention. A tree-stump of a man moved next to Adam Rolf, close enough that I could hear his labored breathing. "Annalisa, I'm not sure you've ever met Mr. John Kelly," Rolf said. The broken-nosed thug plunged into the seat next to Rolf, looking as though meat packers had stuffed him into his tuxedo. "Mr. Kelly here represents our interests along the waterfront. I'm about to announce his candidacy for a supervisor's seat next election." "Miss Passarella," he growled with whiskey breath. "Mr. Kelly. Excuse my ignorance, but are you the one they call Shanghai Kelly?" "We try not to use that nickname," Rolf laughed. I was gratefully distracted when Barrymore arrived on stage to a thunderous reception. From the corner of my eye, I noticed Rolf click open his pocket watch and offer a peek to Kelly, who smiled. The seemingly innocuous gesture disturbed me greatly. The room seemed to tilt and the chair wavered beneath me. The end could not come soon enough.

A girl on North Fremont is discouraged by the postman, who tells her that only a traitor would dare exchange letters with the Japanese. NEW

Suddenly a frenzied high-pitched shriek behind us. Henry Klein, a stocky survivor from Dniepa, had burst into wild, piercing sobs. Turning away from us, he began to howl Kaddish, his voice shrill. His children stood by, stunned. He was doubled over now, hands on

This is all there is! So that you children will know and live right!

Zosia, with the long arm of their mother, lobbing Mom across the ocean.

The last pay phone I saw had a sign on it that said THIS PHONE DOES NOT ACCEPT INCOMING CALLS. Takes all the fun out of drug dealing.

It seemed like such a pointless, flaky thing to say. Even if it was his favorite line from The Lord of the Rings. CHAPTER 48 From: Jennifer Scribner-Snyder To: Beth Fremont Sent: Mon, 12/06/1999 9:28 AM Subject: I’ll bet you’re the kind of girl who’s already picked out baby names.

Women have been hassling Fletcher ever since his book came out. Some want to convert him, and some want to kill him. Besides that, the book racked up a bunch of terrible reviews. Not that any of us care.” “Book?” Cleo was trying to change the direction of her mind in mid-thought. The man was a writer. An unmarried writer. His book had gotten rotten reviews. The poor guy. A writer herself, Cleo felt an instant affinity. Bev thrust a thin volume in Cleo’s direction. Cleo glanced at the title. For Men Only. 101 Ways to Stay Married. In very small print—and Still Do What You Want by Fletcher Fremont Maitland.

By practicing the strictest economy and because of his odd jobs, the Fremonts were able to put aside a dowry for Yvonne, from their dollar a day, minus dues to the union. In 1920 the nest egg amounted to 2,000 francs ($286) and in 1926, to 4,500 francs ($100). Of such mathematics are world disasters made.

How about you, Dan? What do you do for a living?” Well, Ben, until recently I was a hired wand for the biggest gang boss in Las Vegas, but we had a falling-out, so mostly I just run short cons and sometimes busk on Fremont Street doing sleight-of-hand tricks for spare change. I guess you could say I’m sort of a criminal bum. “I’m between jobs right now,” I told him. “The economy being what it is.

published a Spanish–English paper for Fremont High School’s neighboring community as well as the school newspaper and yearbook.

He pulled Lucetta forward. “Have you met Miss Fauna yet?” “Fremont,” Lucetta corrected. “Exactly, Miss Flora Fremont,” Bram corrected. “It’s Fauna,” Lucetta whispered, even though she knew Miss Cooper wasn’t paying a bit of attention, given that the lady was gawking at the wart on Lucetta’s face. “It’s a pleasure to meet you, Miss Cooper,” Lucetta finally said when Miss Cooper actually leaned forward, with a finger raised, as if she was about to touch the wart on Lucetta’s face. Pausing with her finger only inches away from Lucetta’s wart, Miss Cooper scrunched her brows together. “It’s a pleasure to meet you as well, Miss, uh . . .” “Fremont,” Bram supplied. “She’s Miss Fauna Fremont, a dear friend of the family.” “I’m your distant cousin,” Lucetta said, smiling back at Miss Cooper, who blinked and immediately took to looking a little queasy. “Perhaps the two of you should go find a seat, before they’re all taken,” Miss Cooper said as she edged ever so slowly away from Lucetta. “Thank you, dear,” Lucetta said. Ushering her quickly into the ballroom, Bram laughed. “You’re a very odd woman, Miss Fauna Fremont,” he said before he walked her across what was normally the ballroom floor, but was now lined with a few rows of chairs.

Miss Dunlap, you see, put on quite a dramatic display after she went back to the ballroom, far more dramatic than anything that dreary production she was trying to direct could have achieved. You won’t like hearing this, but the woman actually took to the stage and told everyone the rehearsal, as well as the final production, had been canceled. Then she told everyone in the ballroom about you and Miss Plum—and that Miss Plum had been the very unattractive Miss Fremont—and that Miss Plum had obviously gone to great lengths to pull the wool over everyone’s eyes, embarrassing the good folk of Tarrytown in the process by mocking their theatrical efforts.” “Oh . . . no,” Bram said. “Indeed,” Tilda agreed. “And unfortunately, it gets worse.” “Maybe you shouldn’t tell me everything all in one sitting, Tilda,” Bram said a little weakly. “Don’t be a coward, Mr. Haverstein. It’s always best to hear all the bad instead of parceling it out bit by painful bit.” Retaking his seat, he buried his face in his hands. “Very well, carry on.” “Well, you see, Miss Dunlap was clearly distraught, as well as disappointed, that you’d been discovered kissing Miss Plum. Because of that, she said some very disparaging things about Miss Plum, and before long Mr. Skukman joined her on stage.” “Oh . . . no.” “Exactly. Well, Miss Dunlap didn’t take kindly to him arguing with her, and she . . . attacked him.” Bram lifted his head. “She . . . attacked him?” Tilda nodded. “She did, but to give Mr. Skukman credit, he didn’t bat an eye as she went about the unpleasant business of pummeling him. It wasn’t harming him at all, of course, but when she started throwing things—and not just at him but at members of your staff as well—Mr. Skukman saved quite a few people from suffering injuries by picking up Miss Dunlap, tossing her over his shoulder, and carting her offstage.” “Should I ask what happened next?” “He was run out of Tarrytown by a horde of angry townswomen, and . . . to add further chaos to the evening, someone let Geoffrey out of the barn again and he chased Miss Dunlap and Miss Cooper all the way down the drive, until they were rescued by Ernie. Although . . . he was apparently in the process of creating some new gravestones for the back graveyard in case you needed some disturbing inspiration some night, and . . . there is now a rumor swirling about town that we’re up to some concerning shenanigans here at Ravenwood.” “The

If you’re looking for good Mexican food in Vegas, you go to the Arts District. Jonesing for stupidly overpriced jeans or a rhine- stone T-shirt? The Fashion Show Mall has you covered. How about some quiet contemplation over that lost trust fund? Lake Mead’s your man. Maybe getting stabbed, shot, or beaten to death is your thing, so head on up to North Vegas. But, if you’re looking for a snapshot of city history, a reasonably affordable libation, and the rare sensation of getting squeezed through a kaleidoscope’s poop chute, then you can’t beat Fremont.

I said. “What you want is evil and immoral; this is what is destroying the fabric of our society. Mutual spying by friend upon friend is the most insidious wickedness that Ferris Fremont has inflicted on a formerly free people. You can write that down, Miss Kaplan, and put it in my file; better yet, you can paste it on the outside of my file as my official statement to all of you.

Look at Matthew 11:16-19, “But whereunto shall I liken this generation? It is like unto children sitting in the markets, and calling unto their fellows, and saying, we have piped unto you, and ye have not danced; we have mourned unto you, and ye have not lamented. For John came neither eating nor drinking, and they say, He hath a devil. The son of man came eating and drinking, and they say, behold a man gluttonous, and a winebibber, a friend of publicans and sinners.  But wisdom is justified of her children.” What a description of this generation! John the Baptist came fasting, and Jesus came feasting, and they called John a demoniac and Jesus a glutton. Nothing suited them. They were like spoiled children who’ve had too many toys.  Today, our churches are filled with spoiled "adults." They’ve been petted and pampered and no kind of preaching pleases them. If the wrath of God is preached, the minister is too severe. If the love of God is proclaimed, he’s too sentimental. If he speaks in a low tone of voice, he’s dull. If he speaks in a loud voice, he’s deafening. If he stands still, he’s a statue. If he moves around, he’s a sensationalist. That used to bother me a lot until I learned how to identify these children of the marketplace. They play, they pipe, they play a wedding, they mourn, they play funeral; and it looks real, but it’s all make-believe.  And we play church just like that. I was invited to Fremont Temple in Boston some time ago for an evangelistic conference, and the pastor said, “We're so worried about playing church.” Well, I’ve heard that many times before, but what a common thing it is today to play at it and our Lord called it play acting, hypocrisy: spiritual babies who won’t grow up. The Apostle Paul experienced the same problem in the church in his day. He said, "And I, brethren, could not speak unto you as unto spiritual, but as unto carnal, even as unto babes in Christ. I have fed you with milk, and not with meat: for hitherto ye were not able to bear it, neither yet now are ye able," (I Cor.3:1-2). We have overgrown babies who have become such as have need of milk but not of meat, 150 and 200 pound church babies who keep the pastor busy running around with a milk bottle when they ought to have been on meat a long time ago. And, then when they call a new pastor, they say, “I don’t like him. He changed my formula.” Ah, they’re a headache and a heartache to any pastor, pouting and selfish to whom John the Baptist would be only a demoniac and Jesus a glutton.

But Kade didn't know what Fremont could possibly be doing other than hacking, torturing, or leaving. And not knowing stuff was bad.

This middle-grade graphic offering is the first in a proposed series (with a promised second volume entitled Tater Invaders). Writer and illustrator Fremont’s animation background is highly visible here, with fast pacing, quirky characters, and ample silliness. Driven by its jet-fueled plotting, young readers careen from one side-splitting scene to the next as the simply wrought, full-color cartoons rocket sequences along. ...those who want their humor to have a fast and furious velocity should be right at home here, making this perfect for fans of series like Chris Schweizer’s The Creeps or Jarrett J. Krosoczka’s Lunch Lady." -Kirkus Reviews

From this climate emerged a new party, the Republicans. Eliminating much of the exclusionary politics of the Know Nothings while seeking common ground among the interests of free workingmen, immigrants, abolitionists, and prospective western settlers, the party’s founding platform coalesced neatly into an antislavery position. Its first presidential candidate in 1856 was California’s John Frémont, running with the slogan “Free soil and Fremont.” He lost.

Most of our neighbors in Fremont were bus drivers, policemen, gas station attendants, and unwed mothers collecting welfare, exactly the sort of blue-collar people who would soon suffocate under the pillow Reganomics pressed to their faces.

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It had five commandments: 1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation.

There was a flap in Fremont, California, about how to celebrate the Fourth. The city put up American flags, to be sure, but vice mayor Steven Cho thought this was not inclusive enough, so the American flag shared honors with flags from 25 other countries, including Qatar and Mongolia. San Francisco celebrates diversity with cash. In 1999, the Cinco de Mayo Carnival and Parade got $162,500, the Japanese Cherry Blossom Parade got $40,000, the American Indian Festival got $27,000, Martin Luther King Day got $21,000, Juneteenth got $13,000, Samoan Flag Day got $12,000, and the Min Sok Korean Festival got $7,500. Veterans were angry to be fobbed off with only $1,000 for Veterans Day.

where you swallowed a terrible silence.

supported by the National Socialist political party, or “Endeks,” encouraged by teachers and university professors, condoned by the government, ignored by the police.

History tumbled from every street corner and stuck to her heels as she walked down the sidewalk.

Thousands of Polish soldiers rushed west to fight the invading German army, while the Polish government slipped out the back door and raced for neutral Rumania.

And the contrast between our families hit me like a King James Version falling from the sky.

Families always bind loved ones in ways both supportive and constrictive.

the sun rose like an emperor, beaming over a shocked blue sky.

The snow turned purple, a deep, dark contemplative color.

Perhaps it was evening, the bruised plum of dusk,

The truth lies somewhere between the reasons and the stories.

Hey, Holly, Well, how do you feel about writing to a bald guy? Seriously, I did it. I shaved my head! Most all the guys in Mr. Fremont’s class did, too. It’s weird what some people will do to encourage a friend.

Only Asha’s closest friends know she is adopted; she lets everyone else make their own assumptions. It’s easy enough to believe she could be the natural product of her Indian dad and American mom, and this has spared her many explanations. She doesn’t want to share her whole personal history with the perfect mirror girls. She wonders if they would envy the black hair that sprouts every day on her legs, or her dark skin that tans after just ten minutes in the sun, even when slathered with sunscreen. “Oh, Asha, you’re so exotic.” She hears someone behind her, in a low teasing voice. She turns around to see Manisha, rolling her eyes with a smile. “Come on, you want to get some frozen yogurt?” Manisha motions toward the locker room door. “Sure,” Asha says. “I hate that ‘exotic’ thing we always get from people,” Manisha says once they’re outside. “I mean, come out to Fremont and you’ll see it’s not that exotic. Indians everywhere.

details in "The Drug War Goes to the Dogs," the first to be shot are the family dogs. When police in Fremont, California, raided the home of medical marijuana patient Robert Filgo, they shot his pet Akita nine times. Filgo himself was never charged. Last October [2005] police in Alabama raided a home on suspicion of marijuana possession, shot and killed both family dogs, then joked about the kill in front of the family. They seized eight grams

The DOE has a program to provide low-interest loans to companies to encourage risky corporate innovation in alternative energy and energy efficiency. The program became infamous when one of its borrowers, the solar energy company Solyndra, was unable to repay its loan, but, as a whole, since its inception in 2009, the program has turned a profit. And it has been demonstrably effective: it lent money to Tesla to build its factory in Fremont, California, when the private sector would not, for instance. Every Tesla you see on the road came from a facility financed by the DOE.

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