Hardware Company Quotes

The transformation can only be accomplished by man, not by hardware (computers, gadgets, automation, new machinery). A company can not buy its way into quality.

Aue sent an office boy with a message to the company’s original accountant, a Polish Jew named Itzhak Stern, who was at home with influenza. Aue was a political appointee with little accounting experience. He wanted Stern to come into the office and resolve the impasse over the bolts of linen. He had just sent the message off to Stern’s house in Podgórze when his secretary came into the office and announced that a Herr Oskar Schindler was waiting outside, claiming to have an appointment. Aue went into the outer room and saw a tall young man, placid as a large dog, tranquilly smoking. The two had met at a party the night before. Oskar had been there with a Sudeten German girl named Ingrid, Treuhänder, or supervisor, of a Jewish hardware company, just as Aue was Treuhänder of Buchheister’s. They were a glamorous couple, Oskar and this Ingrid, frankly in love, stylish, with lots of friends in the Abwehr.

Microcomputer companies sold equipment as if it were corn, in large quantities; they spent most of their money making things and competed not by being polite but by being aggressive. Minicomputer companies split the differences more or less; they sold some machines and service to actual users, but spent most of their money on hardware and did a big business by selling machines in quantity to OEMs.

Fitbit is a company that knows the value of Shadow Testing. Founded by Eric Friedman and James Park in September 2008, Fitbit makes a small clip-on exercise and sleep data-gathering device. The Fitbit device tracks your activity levels throughout the day and night, then automatically uploads your data to the Web, where it analyzes your health, fitness, and sleep patterns. It’s a neat concept, but creating new hardware is time-consuming, expensive, and fraught with risk, so here’s what Friedman and Park did. The same day they announced the Fitbit idea to the world, they started allowing customers to preorder a Fitbit on their Web site, based on little more than a description of what the device would do and a few renderings of what the product would look like. The billing system collected names, addresses, and verified credit card numbers, but no charges were actually processed until the product was ready to ship, which gave the company an out in case their plans fell through. Orders started rolling in, and one month later, investors had the confidence to pony up $2 million dollars to make the Fitbit a reality. A year later, the first real Fitbit was shipped to customers. That’s the power of Shadow Testing.

Using a well-worn metaphor, culture can be viewed as the software that runs the hardware of human society.

But Sony couldn’t. It had pioneered portable music with the Walkman, it had a great record company, and it had a long history of making beautiful consumer devices. It had all of the assets to compete with Jobs’s strategy of integration of hardware, software, devices, and content sales. Why did it fail? Partly because it was a company, like AOL Time Warner, that was organized into divisions (that word itself was ominous) with their own bottom lines; the goal of achieving synergy in such companies by prodding the divisions to work together was usually elusive. Jobs did not organize Apple into semiautonomous divisions; he closely controlled all of his teams and pushed them to work as one cohesive and flexible company, with one profit-and-loss bottom line. “We don’t have ‘divisions’ with their own P&L,” said Tim Cook. “We run one P&L for the company.

Still allergic to PowerPoints and formal presentations, he insisted that the people around the table hash out issues from various vantages and the perspectives of different departments. Because he believed that Apple's great advantage was its integration of the whole widget- from design to hardware to software to content-he wanted all departments at the company to work together in parallel. The phrases he used were "deep collaboration" and "concurrent engineering." Instead of a development process in which a product would be passed sequentially from engineering to design to manufacturing to marketing and distribution, these various departments collaborated simultaneously. " Our method was to develop integrated products, and that meant our process had to be integrated and collaborative," Jobs said. This approach also applied to key hires. He would have candidates meet the top leaders-Cook, Tevanian, Schiller, Rubinstein, Ive- rather than just the managers of the department where they wanted to work. " Then we all get together without the person and talk about whether they'll fit in," Jobs said.

The people close to you influence your outlook, your values, how you spend your time, and how you treat other people. In other words, who you hang out with matters. If you are consistently in the company of someone who gossips, for example, it’s likely you’ll gossip. If you live with someone who is depressed, in my experience you are likely to become depressed. Spending time with positive, uplifting people will make you feel positive and hopeful. If you want to improve your attitude and conduct, spend time with someone whose conduct and values you admire. Emulate his or her behavior, and you will likely find it rubs off! You’ll notice yourself avoiding actions and statements that might cause disapproval in the person you admire. By the same token, you find yourself naturally guided toward better, more life-affirming, behavior.

Every game is delayed at least once. Every game developer must make tough compromises. Every company must sweat over which hardware and technology to use. Every studio must build its schedules around big trade shows like E3, where developers will draw motivation (and even feedback) from throngs of excited fans. And, most controversially, everyone who makes video games has to crunch, sacrificing personal lives and family time for a job that seems to never end.

This collaboration between global technology companies and the state is enabling a worrying level of draconian oversight into our everyday lives, providing those who wish to control us with the tools to identify, intimidate and incarcerate any wrong-thinkers. Once again, those who deem themselves the most virtuous have little qualms about imposing their virtue onto others by restricting their rights – only this time they are backed up by some seriously powerful technological hardware.

It was the end of the day before John, Steve, and I had a chance to take a breath, heading upstairs and ducking into my office. The minute the door shut behind us, Steve put his arms around us and began to cry, tears of pride and relief—and, frankly, love. He had succeeded in providing Pixar, the company he’d helped turn from a struggling hardware supplier into an animation powerhouse, with the two things it needed to endure: a worthy corporate partner in Disney and, in Bob, a genuine advocate.

In early 2016, Amazon was given a license by the Federal Maritime Commission to implement ocean freight services as an Ocean Transportation Intermediary. So, Amazon can now ship others’ goods. This new service, dubbed Fulfillment by Amazon (FBA), won’t do much directly for individual consumers. But it will allow Amazon’s Chinese partners to more easily and cost-effectively get their products across the Pacific in containers. Want to bet how long it will take Amazon to dominate the oceanic transport business? 67 The market to ship stuff (mostly) across the Pacific is a $ 350 billion business, but a low-margin one. Shippers charge $ 1,300 to ship a forty-foot container holding up to 10,000 units of product (13 cents per unit, or just under $ 10 to deliver a flatscreen TV). It’s a down-and-dirty business, unless you’re Amazon. The biggest component of that cost comes from labor: unloading and loading the ships and the paperwork. Amazon can deploy hardware (robotics) and software to reduce these costs. Combined with the company’s fledgling aircraft fleet, this could prove another huge business for Amazon. 68 Between drones, 757/ 767s, tractor trailers, trans-Pacific shipping, and retired military generals (no joke) who oversaw the world’s most complex logistics operations (try supplying submarines and aircraft carriers that don’t surface or dock more than once every six months), Amazon is building the most robust logistics infrastructure in history. If you’re like me, this can only leave you in awe: I can’t even make sure I have Gatorade in the fridge when I need it.

Jobs’s reluctance to make the Mac compatible with the architecture of the Lisa was motivated by more than rivalry or revenge. There was a philosophical component, one that was related to his penchant for control. He believed that for a computer to be truly great, its hardware and its software had to be tightly linked. When a computer was open to running software that also worked on other computers, it would end up sacrificing some functionality. The best products, he believed, were “whole widgets” that were designed end-to-end, with the software closely tailored to the hardware and vice versa. This is what would distinguish the Macintosh, which had an operating system that worked only on its own hardware, from the environment that Microsoft was creating, in which its operating system could be used on hardware made by many different companies.

By that time, Bezos and his executives had devoured and raptly discussed another book that would significantly affect the company’s strategy: The Innovator’s Dilemma, by Harvard professor Clayton Christensen. Christensen wrote that great companies fail not because they want to avoid disruptive change but because they are reluctant to embrace promising new markets that might undermine their traditional businesses and that do not appear to satisfy their short-term growth requirements. Sears, for example, failed to move from department stores to discount retailing; IBM couldn’t shift from mainframe to minicomputers. The companies that solved the innovator’s dilemma, Christensen wrote, succeeded when they “set up autonomous organizations charged with building new and independent businesses around the disruptive technology.”9 Drawing lessons directly from the book, Bezos unshackled Kessel from Amazon’s traditional media organization. “Your job is to kill your own business,” he told him. “I want you to proceed as if your goal is to put everyone selling physical books out of a job.” Bezos underscored the urgency of the effort. He believed that if Amazon didn’t lead the world into the age of digital reading, then Apple or Google would. When Kessel asked Bezos what his deadline was on developing the company’s first piece of hardware, an electronic reading

When we talk about finding or having found our soul mate (if we do), we do not believe ourselves to be immersed in the capitalist economy. But this is an even more important terrain for capitalism than the convenience store where we buy a soda and candy bar or the stock exchange floor where companies are financed. The idea of the soul mate plays a crucial role in the promulgation of consumption. If I believe that a perfect commodity exists in the romantic field, this changes my relationship to all commodities. Commodities become more attractive insofar as each one stands in for the perfect partner. Though a hammer at the hardware store most likely cannot function as my soul mate, I will find more pleasure in purchasing it with the idea of an ideal commodity informing the purchase, and this is what the soul mate provides. That is to say, the idea of the soul mate underwrites all consumption within the capitalist universe. The soul mate is the commodity in the form of the subject’s complement. This is why the idea of the soul mate has such importance for capitalism. The subject experiences itself as lacking whenever it desires, and no object can fill this lack. But the promise of the soul mate is the promise of completion, an object that would complement the lacking subject perfectly and thereby ameliorate its lack. No such complement exists outside of ideological fantasies, but capitalism requires subjects who invest themselves in such fantasies.

At a Male Allies Plenary Panel, a group of women engineers circulated hundreds of handmade bingo boards among attendees. Inside each square was a different indictment: Mentions his mother. Says “That would never happen in my company.” Wearables. Asserts another male executive’s heart is in the right place. Says feminist activism scares women away from tech. At the center of the board was a square that just said Pipeline. I had heard the pipeline argument, that there simply weren’t enough women and underrepresented minorities in STEM fields to fill open roles. Having been privy to the hiring process, I found it incredibly suspect. What’s the wearable thing, I asked an engineer sitting in my row. “Oh, you know,” she said, waving dismissively toward the stage, with its rainbow-lit scrim. “Smart bras. Tech jewelry. They’re the only kind of hardware these guys can imagine women caring about.” What would a smart bra even do? I wondered, touching the band of my dumb underwire. The male allies, all trim, white executives, took their seats and began offering wisdom on how to manage workplace discrimination. “The best thing you can do is excel,” said a VP at the search-engine giant whose well-publicized hobby was stratosphere jumping. “Just push through whatever boundaries you see in front of you, and be great.” Don’t get discouraged, another implored—just keep working hard. Throughout the theater, pencils scratched. “Speak up, and be confident,” said a third. “Speak up, and be heard.” Engineers tended to complexify things, the stratosphere jumper said—like pipelines. A woman in the audience slapped her pencil down. “Bingo!” she called out.

The collapse, for example, of IBM’s legendary 80-year-old hardware business in the 1990s sounds like a classic P-type story. New technology (personal computers) displaces old (mainframes) and wipes out incumbent (IBM). But it wasn’t. IBM, unlike all its mainframe competitors, mastered the new technology. Within three years of launching its first PC, in 1981, IBM achieved $5 billion in sales and the #1 position, with everyone else either far behind or out of the business entirely (Apple, Tandy, Commodore, DEC, Honeywell, Sperry, etc.). For decades, IBM dominated computers like Pan Am dominated international travel. Its $13 billion in sales in 1981 was more than its next seven competitors combined (the computer industry was referred to as “IBM and the Seven Dwarfs”). IBM jumped on the new PC like Trippe jumped on the new jet engines. IBM owned the computer world, so it outsourced two of the PC components, software and microprocessors, to two tiny companies: Microsoft and Intel. Microsoft had all of 32 employees. Intel desperately needed a cash infusion to survive. IBM soon discovered, however, that individual buyers care more about exchanging files with friends than the brand of their box. And to exchange files easily, what matters is the software and the microprocessor inside that box, not the logo of the company that assembled the box. IBM missed an S-type shift—a change in what customers care about. PC clones using Intel chips and Microsoft software drained IBM’s market share. In 1993, IBM lost $8.1 billion, its largest-ever loss. That year it let go over 100,000 employees, the largest layoff in corporate history. Ten years later, IBM sold what was left of its PC business to Lenovo. Today, the combined market value of Microsoft and Intel, the two tiny vendors IBM hired, is close to $1.5 trillion, more than ten times the value of IBM. IBM correctly anticipated a P-type loonshot and won the battle. But it missed a critical S-type loonshot, a software standard, and lost the war.

me to be honest about his failings as well as his strengths. She is one of the smartest and most grounded people I have ever met. “There are parts of his life and personality that are extremely messy, and that’s the truth,” she told me early on. “You shouldn’t whitewash it. He’s good at spin, but he also has a remarkable story, and I’d like to see that it’s all told truthfully.” I leave it to the reader to assess whether I have succeeded in this mission. I’m sure there are players in this drama who will remember some of the events differently or think that I sometimes got trapped in Jobs’s distortion field. As happened when I wrote a book about Henry Kissinger, which in some ways was good preparation for this project, I found that people had such strong positive and negative emotions about Jobs that the Rashomon effect was often evident. But I’ve done the best I can to balance conflicting accounts fairly and be transparent about the sources I used. This is a book about the roller-coaster life and searingly intense personality of a creative entrepreneur whose passion for perfection and ferocious drive revolutionized six industries: personal computers, animated movies, music, phones, tablet computing, and digital publishing. You might even add a seventh, retail stores, which Jobs did not quite revolutionize but did reimagine. In addition, he opened the way for a new market for digital content based on apps rather than just websites. Along the way he produced not only transforming products but also, on his second try, a lasting company, endowed with his DNA, that is filled with creative designers and daredevil engineers who could carry forward his vision. In August 2011, right before he stepped down as CEO, the enterprise he started in his parents’ garage became the world’s most valuable company. This is also, I hope, a book about innovation. At a time when the United States is seeking ways to sustain its innovative edge, and when societies around the world are trying to build creative digital-age economies, Jobs stands as the ultimate icon of inventiveness, imagination, and sustained innovation. He knew that the best way to create value in the twenty-first century was to connect creativity with technology, so he built a company where leaps of the imagination were combined with remarkable feats of engineering. He and his colleagues at Apple were able to think differently: They developed not merely modest product advances based on focus groups, but whole new devices and services that consumers did not yet know they needed. He was not a model boss or human being, tidily packaged for emulation. Driven by demons, he could drive those around him to fury and despair. But his personality and passions and products were all interrelated, just as Apple’s hardware and software tended to be, as if part of an integrated system. His tale is thus both instructive and cautionary, filled with lessons about innovation, character, leadership, and values.

entrevista para la revista Fast Company, Chuck Kerby, vicepresidente de hardware de Wal-Mart (que se encarga de los ventiladores de techo) declaró: “no podía creer que estuviéramos pagando seis millones de dólares de más para encender esos aparatos. Fue toda una revelación para mí”. Así, al ver el efecto que podía producir el cambio de unos cuantos bombillos en las cuentas de la luz, Wal-Mart se embarcó en una misión en el nombre de la conservación y de la responsabilidad corporativa. El gigante de las ventas al por menor decidió que le vendería al menos un bombillo ahorrador a cada uno de sus clientes habituales: eso equivalía a 110 millones en total. Calcularon que si cada uno de sus clientes se llevaba un bombillo ahorrador y lo usaba para reemplazar un bombillo ordinario de 60 vatios, la energía ahorrada bastaría para darle electricidad a una ciudad de 1,5 millones de habitantes. Otra equivalencia más impresionante es que, en términos de petróleo no consumido o de gases de efecto invernadero no emitidos a la atmósfera, ese bombillo por persona equivale 1.3 millones de automóviles de menos en las calles. En el proceso de reducir el consumo de energía y aumentar la conciencia del público respecto a los beneficios de algo tan sencillo como cambiar un bombillo, Wal-Mart se propuso mejorar su propia reputación —algo menos que

Since 1884 Bath Iron Works was incorporated by General Thomas W. Hyde who had served in the Union Army during the Civil War. At first the shipyard made iron hardware and windlasses for the wooden ships of the day but soon built warships for the United States Navy although it also started builting commercial vessels. The USS Machias a schooner rigged, steam driven, gunboat was one of two 190-foot (58 m) gunboats, first built by the company. It has been said that Chester Nimitz commanded the Machias during World War I, although this has not been substantiated. In 1892 the yard built their first commercial vessel, the 2,500-ton steel passenger steamer the SS City of Lowell. From these humble beginnings BIW became a major United States shipyard and has designed and built almost every type of naval vessel that the US Navy had or has, including the new stealth destroyers of the Zumwalt class. I first saw Bath Iron Works when I crossed the Kennebec River in 1952. I wrote about this in “Seawater One” describing how our bus crossed on the Carlton Lift Bridge and how I saw the USS Dealey (DE-1006) being built. During World War II, ships built at BIW were considered by Navy officers and sailors to be the toughest afloat, giving rise to the slogan "Bath-built is best-built." In 1995, BIW became a subsidiary of General Dynamics and at that time was the fifth-largest defense contractor in the world.

Its February 1, 2018, earnings call was almost exclusively dedicated to highlighting its service revenue, which was $31.15 billion in 2017 and could constitute a Fortune 100 company itself. That revenue is growing at 27 percent a year and represents more than half of Apple’s growth. And while its hardware business is seasonal and subject to wide peaks and troughs, its service business shows consistent, predictable growth quarter over quarter. But guess what? Some people still don’t get it! The Q&A session of that last earnings call was dominated by analyst questions around iPhone supply and demand. It’s enough to make you slam your forehead on your desk.

The equivalent to AWS on the hardware side is China. Hardware start-ups are able to manage infrastructure limitations and scale much more quickly by tapping into Chinese manufacturing capabilities, either directly or by working with companies like the custom manufacturing design firm PCH. The smart thermostat maker Nest, for example, had only 130 employees when it was acquired by Google for $ 3 billion, largely because it had outsourced all of its manufacturing to China. In contrast, Tesla Motors has seen its growth held back by infrastructure limitations. Due to the complexities of its manufacturing process, Tesla’s production rates have lagged behind those of other automakers, the result being that its award-winning vehicles are almost always sold out, with back orders measured in months and even years. Demand generation is not a problem for Tesla; meeting that demand is.

Amazon realized the importance of recruiting developers early  —  moving its entire organization to services-based interfaces. At the time, this was revolutionary; while everyone was talking about “Service Oriented Architectures,” almost no one had built one. And certainly no one had built one at Amazon’s scale. While this had benefits for Amazon internally, its practical import was that, if Amazon permitted it, anyone from outside Amazon could interact with its infrastructure as if they were part of the company. Need to provision a server, spin up a database, or accept payments? Outside developers could now do this on Amazon’s infrastructure as easily as employees. Suddenly, external developers could not only extend Amazon’s own business using their services  —  they could build their own businesses on hardware they rented from the one-time bookstore, now a newly minted technology vendor.

BIP-39 was proposed by the company behind the Trezor hardware wallet and is incompatible with Electrum’s implementation.

Musk differed from his competitors in another, important way—failure was an option. At most other aerospace companies, no employee wanted to make a mistake, lest it reflect badly on an annual performance review. Musk, by contrast, urged his team to move fast, build things, and break things. At some government labs and large aerospace firms, an engineer may devote a career to creating stacks of paperwork without ever touching hardware. The engineers designing the Falcon 1 rocket spent much of their time on the factory floor, testing ideas, rather than debating them. Talk less, do more.

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Companies usually adopt virtualization-first policies, which state that as new projects come in house, any server requirements will be satisfied by the virtual resources, rather than by paying for new physical resources. Actual hardware will be purchased only if it can be proven that the need cannot be satisfied with the virtual environment.

His favorite request dates back to 2004. SpaceX needed an actuator that would trigger the gimbal action used to steer the upper stage of Falcon 1. Davis had never built a piece of hardware before in his life and naturally went out to find some suppliers who could make an electro-mechanical actuator for him. He got a quote back for $120,000. “Elon laughed,” Davis said. “He said, ‘That part is no more complicated than a garage door opener. Your budget is five thousand dollars. Go make it work.’” Davis spent nine months building the actuator. At the end of the process, he toiled for three hours writing an e-mail to Musk covering the pros and cons of the device. The e-mail went into gory detail about how Davis had designed the part, why he had made various choices, and what its cost would be. As he pressed send, Davis felt anxiety surge through his body knowing that he’d given his all for almost a year to do something an engineer at another aerospace company would not even attempt. Musk rewarded all of this toil and angst with one of his standard responses. He wrote back, “Ok.” The actuator Davis designed ended up costing $3,900 and flew with Falcon 1 into space. “I put every ounce of intellectual capital I had into that e-mail and one minute later got that simple response,” Davis said. “Everyone in the company was having that same experience. One of my favorite things about Elon is his ability to make enormous decisions very quickly. That is still how it works today.” Kevin

As companies began to see the benefits of virtualization, they no longer purchased new hardware when their leases were over, or if they owned the equipment, when their hardware maintenance licenses expired. Instead, they virtualized those server workloads. This is called containment. Containment benefited corporations in multiple ways. They no longer had to refresh large amounts of hardware year after year; and all the costs of managing and maintaining those servers—power, cooling, etc.—were removed from their bottom line from that time on.

When Kessel asked Bezos what his deadline was on developing the company’s first piece of hardware, an electronic reading device, Bezos told him, “You are basically already late.

It wasn’t until five years after the first 360 hardware was introduced in 1964 that all of its software ran well. By then, IBM had spent nearly as much writing the software as designing the hardware. This astonished the company’s managers and vividly highlighted “the greatest impediment to advances in computer technology,” the problem of managing large software projects. At

Having worked in the cabinet hardware industry for many years, the Schaubs saw a need for a different kind of company, one focused on service, availability, quality, and unique designs.Click here to view:

Technology is the key that unlocks the door of progress. We as product managers use any software or hardware that our companies can afford. The advancement of technology has enabled one person to do the work that in the past took at least two or three people to do. We are able to keep in constant contact with both customers and cowork-ers by E-mail. We take and place orders through secure web connec-tions.

get a sense of how powerful Musk’s work may end up being for the American economy, have a think about the dominant mechatronic machine of the past several years: the smartphone. Pre-iPhone, the United States was the laggard in the telecommunications industry. All of the exciting cell phones and mobile services were in Europe and Asia, while American consumers bumbled along with dated equipment. When the iPhone arrived in 2007, it changed everything. Apple’s device mimicked many of the functions of a computer and then added new abilities with its apps, sensors, and location awareness. Google charged to market with its Android software and related handsets, and the United States suddenly emerged as the driving force in the mobile industry. Smartphones were revolutionary because of the ways they allowed hardware, software, and services to work in unison. This was a mix that favored the skills of Silicon Valley. The rise of the smartphone led to a massive industrial boom in which Apple became the most valuable company in the country, and billions of its clever devices were spread all over the world.

Hoping that a hardware company can be as capital-light as a consumer Internet company or trying to get Yelp to grow as fast as Twitter doesn’t make sense and can be quite destructive. CEOs should be evaluated against their company’s opportunity—not somebody else’s company. Let

A startup called Wit.ai plans to make it easy for hardware makers and software developers to add custom voice controls to everything from Internet-connected thermostats to drones to smart watches. While big companies like Apple and Google have their own voice recognition technology, smaller companies and independent developers don’t have the deep pockets required to create voice software that continuously learns from mountains of data. Wit.ai, based in Palo Alto, California, is taking aim at the swiftly growing number of devices with small displays, or no screen at all, and at activities like driving and cooking, where you don’t want to look at or touch a display.

While Steve’s gadgets and computers drew the most attention, the software that made them go was every bit as important. Steve always said that Apple’s primary competitive advantage was that it created the whole widget: the finely tuned symbiosis between the hardware and the software together defined a superior user experience. In the PC world, hardware and software technologies came from different companies that didn’t always even get along, including IBM and the PC-clone manufacturers, Microsoft, and Intel.

AlphaPoint Completes Blockchain Trial Together with Scotiabank AlphaPoint, a fintech company, devoted to blockchain technological innovation, has accomplished a successful proof technology together with Scotiabank, a major international bank based in Barcelone, Canada. From the trial, Scotiabank sought to learn and examine how the AlphaPoint Distributed Journal Platform could be leveraged inside across a selection of use situations. When questioned if AlphaPoint and Scotiabank intended to further build this job, Igor Telyatnikov, president and also COO regarding AlphaPoint, advised Bitcoin Journal that he was not able to comment especially on the subsequent steps in the particular Scotiabank-AlphaPoint effort. He performed, however, suggest that AlphaPoint is about to reveal several additional media shortly. “We have a couple of other significant announcements that is to be announced inside the coming calendar month, including a generation launch using a systemically crucial financial institution, ” said Telyatnikov. “2017 will be shaping around be an unbelievable year for that distributed journal technology market as a whole and then for AlphaPoint also. ” Within the multi-month venture, trade studies were published upon deployment of the AlphaPoint Distributed Journal Platform, which usually ran concurrently on Microsoft’s Azure impair and AlphaPoint hardware. Inside real-time, typically the blockchain community converted FIXML messages to be able to smart deals and produced an immutable “single truth” across the complete network. The particular Financial Details eXchange (FIX) is a sector protocol used for communicating stock options information inside specific digital messages. Including information about getting rates, market info and buy and sell orders. Using trillions involving dollars bought and sold annually around the Nasdaq only, financial providers entities are usually investing seriously in maximizing electronic buying and selling to increase their particular speed monetary markets and decrease costs. Blockchain technology may help them help save $8-12 million per annum, which includes savings up to 70 percent throughout reporting, 50 % in post-trade and 50 % in consent, according to a report by Accenture and McLagan.

And by 2010, with the introduction of DevOps and the never-ending commoditization of hardware, software, and now the cloud, features (even entire startup companies) could be created in weeks, quickly being deployed into production in just hours or minutes—for these organizations, deployment finally became routine and low risk.

When will they just close Animation?’ And he said, ‘John, they never will.’ “ ‘What do you mean?’ I asked him,” continues Lasseter. “And Mickey said, ‘Computer hardware and software companies, they go through layoffs and it’s business. It’s the ups and downs of the business. But when people think of Pixar, it’s not our computers or our software. They think of those little short films you’ve made. That’s the identity of Pixar to the rest of the world. So if Pixar were to stop making those films and lay everybody off in Animation, that would signal to the entire world that Pixar is done. That,’ he said, ‘is why they’re not gonna close Animation.

company’s existing high-speed Internet connections. Might these resources be valuable to people who wanted to build a database, application, website, or other digital resource but didn’t want to go through the trouble of maintaining all required hardware and software themselves? Amazon decided to find out and launched Amazon Web Services in 2006. It originally offered storage (Amazon S3) and computing (Amazon EC2) services on the platform.

The PRC government required tech companies to provide backdoor access to every piece of software and hardware—even those shipped to other countries . . . especially those shipped to other countries.

Only eight companies in the world built the type of hardware she would need: Atom Computing, Xanadu, IBM, ColdQuanta, Zapata Computing, Azure Quantum, and Strangeworks.

Most Mondays, their visit to Ive would be followed by one to Avie and the team working on Apple’s new operating system, which would eventually be called OS X. The radical new operating system would be the flywheel of all the extraordinary developments that would follow over the next decade, from Apple’s suite of iLife applications, to iOS—the slimmed-down operating system that would give life to the iPhone and iPad—to the entirely new software industry that emerged to produce the millions of apps written for those devices. While Steve’s gadgets and computers drew the most attention, the software that made them go was every bit as important. Steve always said that Apple’s primary competitive advantage was that it created the whole widget: the finely tuned symbiosis between the hardware and the software together defined a superior user experience. In the PC world, hardware and software technologies came from different companies that didn’t always even get along, including IBM and the PC-clone manufacturers, Microsoft, and Intel.

when software first became a product that could be sold to customers, it was hardware companies that were writing the software; there were no “software-only” companies like Microsoft was in its early days.

All of which is keeping existing companies that support the infrastructure of the bioeconomy busy: hardware manufacturers that make synthesizing machines, robots, and assemblers; wetware companies, which sell the DNA, enzymes, proteins, and cells; and software companies that make special tools, like Photoshop, but for biology.

Bundling eventually stopped working for Microsoft. After the antitrust investigation, the company maintained its dominance on the PC operating systems market, but it lost control of many other markets. Eventually the industry jumped from PC to mobile. Microsoft tried to exactly replicate the network effects it had before—an ecosystem of hardware manufacturers who paid a licensing fee to run Windows Mobile, and app developers and consumers to match—but this time it didn’t work. Instead, Google gave away its Android mobile OS for free, driving adoption for phone makers. The massive reach of Android attracted app developers, and a new network effect was built, derived from a business model where the OS was free but the ecosystem was monetized using search and advertising revenue. Microsoft has also lost the browser market to Google Chrome, and is being challenged in its Office Suite by a litany of startup competitors large and small. It continued to use bundling as a strategy, adding workplace chat via Teams to its suite—but it hasn’t achieved a clear victory against Slack. If bundling hasn’t been a sure thing for Microsoft, it’s an even weaker strategy for others. The outcome seems even less assured when examining how Google bundled Google+ into many corners of its product, including Maps and Gmail, achieving hundreds of millions of active users without real retention. Uber bundled Uber Eats across many touchpoints within its rideshare app, but still fell behind in food delivery versus DoorDash. Bundling hasn’t been a silver bullet, as much as the giants in the industry hope it is.

Cloud Service Any service made available to users on demand via the Internet from a cloud computing provider's servers rather than from a company's own on-premises servers is referred to as a cloud service. Cloud services are managed by a cloud services provider and are designed to enable easy, scalable access to applications, resources, and services. CLOUD SERVICES ARE SCALABLE AND DYNAMIC. A cloud service may dynamically scale to meet the needs of its customers, and because the service provider provides all of the necessary hardware and software, a corporation does not need to provision or deploy its own resources or dedicate IT people to operate the service. Online data storage and backup solutions, Web-based e-mail services, hosted office suites and document collaboration services, database processing, managed technical support services, and more are all examples of cloud services.

I can teach anybody [the computer operating system] Linux,” said La Gesse. “I can’t teach them to actually care.” Rackspace specifically looks for people like this, who fit the company’s customer-focused culture. Here’s a passage from its Fanatical Support Promise: We cannot promise that hardware won’t break, that software won’t fail, or that we will always be perfect. What we can promise is that if something goes wrong, we will rise to the occasion, take action, and help resolve the issue.

The greatest beneficiary of the rise of foundries like TSMC was a company that most people don’t even realize designs chips: Apple. The company Steve Jobs built has always specialized in hardware, however, so it’s no surprise that Apple’s desire to perfect its devices includes controlling the silicon inside.

The first thing companies did with computer technology back in the 1980s was to multiply the number of choices for their customers. More colors, more styles, more features, more models, more messages, more channels, more services, more brand extensions, more SKUs. The siren call of “consumer choice” proved impossible for companies to resist. If a little choice was good, they reasoned, more choice was better. Customers loved it. For about 15 minutes. Today their lives are so cluttered by choice that they can barely breathe. Americans now see that a little choice increases their freedom, but too much takes it away. Do you really want to spend three hours learning how to use the features on your new Samsung TV? Or sort through 17 varieties each time you buy Crest toothpaste at the supermarket? Or deal with the 3,000 pages of items shown in Restoration Hardware’s 15-pound set of catalogs? Not if you have a life. Of course, none of us wants to give up this lavish banquet of choice. We just want it off the floor and out of the way. “It’s not information over-load,” media consultant Clay Shirky famously said. “It’s filter failure.” Our brains can’t handle the deluge. We’re desperate for a way to organize, access, and make use of so many options. Amazon founder Jeff Bezos called it “cognitive overhead.

We reward companies that run antiracist marketing campaigns without recognizing how these campaigns can distract from those companies’ abysmal labor practices, as if shortchanging workers isn’t often itself a kind of racism. (The economists Valerie Wilson and William Darity, Jr., have shown that the Black-white pay gap has increased since 2000, and today, the average Black worker makes roughly 74 cents for every dollar the average white worker does.) We recognize the kind of coffee we should drink or the kind of shoes we should wear to signal our political affiliations, but we are often unaware of what difference that makes for the workers themselves, if it makes a difference at all. My family stopped shopping at Home Depot after learning about the company’s hefty donations to Republican lawmakers who refused to certify the results of the 2020 presidential election. We have yet to inquire about the pay and benefits offered at Ace Hardware.

Nokia had missed the transformative convergence of software and hardware. It was still acting like a product company. But now the smartphone industry wasn’t really about the product; it was about the platform. “We’re not even fighting with the right weapons,” Elop said. “We are still too often trying to approach each price range on a device-to-device basis. The battle of devices has now become a war of ecosystems [emphasis added].

But just imagine what would happen at the next Apple keynote if Tim Cook announced a simple monthly Apple subscription plan that covered everything: network provider charges, automatic hardware upgrades, and add-on options for extra devices, music and video content, specialty software, gaming, etc. Not just an upgrade program, but Apple as a Service.

Earlier I mentioned that Newton and Jobs were great synthesizers. Newton brought together planetary astronomy, laws of motion, differential mathematics—ideas developed by others—and synthesized them into a coherent whole the world hadn’t seen. Jobs brought together design, marketing, and technology into a coherent whole, as few others could do. But he was missing a key ingredient. Like Land before him, who brought similar skills together, Jobs had led only as a Moses. Which is why the most valuable gift that Jobs received—from the perspective of Apple product lovers today—was not the financial reward of his Pixar investment. It was seeing the Bush-Vail rules in action. He learned a different model for leading, for how to nurture loonshots and grow franchises while balancing the tensions between the two. That missing ingredient became the key to his third act, when he returned to hardware and revived his previous company—along with the entire American consumer electronics industry.

Like NeXT, like Polavision, like the Boeing 747, the PIC was a beautiful, turbo-powered, wildly expensive machine—with no customers. Once again, love of loonshots had triumphed over strength of strategy, just as it had with Juan Trippe and Edwin Land. Only Jobs, unlike the other two, had doubled down on the Moses Trap. After two more years and over $50 million invested, Jobs finally pulled the plug on the PIC. In April 1990, Pixar sold its hardware business to a California-based technology company, Vicom Systems.

US military systems, where hardware has always been king and software largely an afterthought. For most military systems, the schedule for hardware updates determines the schedule for software updates. After all, most of the companies building these systems are hardware companies, not software companies. This has created multiyear software development cycles that are doomed to failure. Think of how well your mobile device would work if its software and apps were updated only every several years. That’s how it is for military systems.

There was really no compelling reason for a software company to open business in the Silicon Valley. After all, Microsoft was based in Seattle, and Apple’s computers supported many fewer third-party developers than Microsoft. IBM, still the largest hardware, software and consulting company in the world, was based far away. The reason that a new industry boomed in Silicon Valley was, ultimately, that there was a lot of talent and money around.

We sat in our apartments tapping on laptops purchased from a consumer-hardware company that touted workplace tenets of diversity and liberalism but manufactured its products in exploitative Chinese factories using copper and cobalt mined in Congo by children.

The thriftiness of Scots is well recognised in the commercial world. McFrugal is Scotland’s most popular online hardware chain, while Scotch tape received its name after a client of the 3M company criticised the lack of adhesive in the middle of the tape and told a salesman to take the product back to his “Scotch bosses”. 3M embraced the Scotch name because economising was regarded as a virtue during the Great Depression era in which the tape was invented.

Many blitzscalers, such as Amazon or the Chinese hardware makers Huawei and Xiaomi, deliberately price their products to maximize market share rather than gross margins. As Jeff Bezos is fond of saying, “Your margin is my opportunity

Notice how big manufacturing companies like GE and IBM that were on the first list in 1955—and are still on it today—don’t talk as much about their mainframes and refrigerators and washing machines anymore? They talk about “providing digital solutions,” which is an admittedly jargony way of saying that the hardware is just a means to an end. In other words, these companies now focus on achieving outcomes for their clients, rather than just selling them equipment.

Cisco isn’t just managing a dependable if relatively flat hardware business while it hunts for growth in software and services. It’s embracing subscriptions in a broad, systemic way in order to shift from selling boxes to selling outcomes. Its new cloud-based management services help mitigate the boom-and-bust effects of new product cycles. It doesn’t have to act like a retailer chasing after make-or-break holiday sales in order to make its annual number. Today almost a third of its revenue is recurring, which is resulting (as CFO Kelly Kramer is quite happy to point out) in a short-term hit to its GAAP revenue numbers. Again, standard revenue loss is a good thing. That’s a sign that you are carrying your book of business out into the future.

Doesn't that mean we'll be a hardware company?" asked Ron Marianetti, who seldom spoke up in company meetings.

If you were in the railroad industry, would you be more interested in the business of laying the tracks or delivering the freight? One element is discrete and transactional (how many new rail lines do you really need?); the other represents ongoing value. A new management team at Cisco decided to go all-in on services, which by definition meant subscriptions. But how do you sell routers and switches on a subscription basis? By focusing on the data inside all that hardware—the freight, not the tracks. Cisco’s latest set of Catalyst hardware comes embedded with machine learning and an analytics software platform that helps companies solve huge inefficiencies by reducing network provisioning times, preventing security breaches, and minimizing operating expenses.

Here’s another fascinating example of Amazon enabling and anticipating customer needs despite traditional views of competition. As this book was going to press, Amazon announced on September 24, 2019 that it was joining 30 different companies in the “Voice Interoperability Initiative” to ensure as many devices as possible will work with digital assistants from different companies. Amazon is pulling together with its competitors to create an industry standard for voice assistant software and hardware. Notably, Google, Apple, and Samsung are so far sitting out the initiative. “As much as people would like the headline that there’s going to be one voice assistant that rules them all, we don’t agree,” says Amazon’s SVP of devices and services Dave Limp in The Verge. “This isn’t a sporting event. There’s not going to be one winner.” “The

In the old days of enterprise computing, companies typically paid millions of dollars to license a package of software, millions more to buy the hardware and to get the software installed properly, and then more money for yearly maintenance contracts. Think Oracle. Then came Software-as-a-Service, or SaaS. The customer negotiated a price with the software supplier and paid monthly to use software that ran in the cloud. Think Salesforce. Now, we have the utilization model, with payments based on consumption. You buy credits and use them when you need them. Think Amazon’s AWS and Snowflake. We believe it’s a superior model and that someday most enterprise software will be purchased and delivered this way.

On May 14, 1912—eight months after his stepmother’s awful death—Andrew Kehoe, then forty years old, took a wife. Her full name was Ellen Agnes Price—“Nellie” to everyone who knew her. Born in 1875, she came from a family of proud Irish Catholic immigrants, whose most prominent member was her uncle Lawrence. A Civil War hero who had fought at Antietam, Fredericksburg, Chancellorsville, and Gettysburg, Lawrence had grown up in Michigan, returned to his home state after the war, and purchased a wilderness tract in Bath Township, which he eventually transformed into a flourishing 320-acre farm. In 1880, he turned his phenomenal energies to mercantile pursuits, successfully engaging in the grocery, lumber, dry goods, and hardware businesses before becoming a pioneer in the nascent automobile industry as founder and president of the Lansing Auto Body Company. In addition to his myriad enterprises, he served as Lansing’s chief of police and superintendent of public works, did a four-year term as a member of the city council, headed the Lansing Business Men’s Association, and ran as the Democratic candidate for the US Senate in 1916.1 Among his eight siblings was his younger brother, Patrick. Born in Ireland in 1848, Patrick had been brought to America as an infant and spent most of his life in Michigan. Financially beholden to his wealthy older brother, he worked as a farmhand on Lawrence’s spread in Bath before becoming an employee of the Auto Body Company. His marriage to the former Mary Ann Wilson had produced a son, William, and six daughters, among them his firstborn child, Nellie, the future Mrs. Andrew Kehoe.2

The concepts in Marketing 5.0 are, thus, tools-agnostic. Companies can implement the methods with any supporting hardware and software available in the market. The key is that those companies must have marketers who understand how to design a strategy that applies the right technology for various marketing use cases.

software was “eating” a larger piece of the economic pie every day.1 Andreessen was right—software companies were already playing an enormous role in our economy. But classifying all of these new businesses simply as software companies would be like classifying every business in the Industrial Revolution as a hardware company. It doesn’t tell you much about what these companies do or how they work. And, more important, it doesn’t tell you much about how software is changing the way businesses succeed and grow.

In that case, you would be wise to follow the example of Restoration Hardware’s CEO, who canceled the entire budget for his online marketing team after he learned that despite the 3,200 keywords the team had purchased, 98 percent of the company’s site traffic was still coming from just 22 keywords—Restoration Hardware, and the top 21 ways to incorrectly spell it.

cabinet hardware Emtek was founded in 1981 as a manufacturer of specialty hardware products selling to door manufacturing companies. We specialize in Door Hardware, Door Locks, Entry Sets, Deadbolts, Levers, Sideplates, Passage/Privacy Knobs, and Cabinet Pulls

Emtek was founded in 1981 as a manufacturer of specialty hardware products selling to door manufacturing companies. We specialize in Door Hardware, Door Locks, Entry Sets, Deadbolts, Levers, Sideplates, Passage/Privacy Knobs, and Cabinet Pulls: EmTek.com

You should never be able to reverse engineer a company’s organizational chart from the design of its product. Can you figure out who reigns supreme at Apple when you open the box for your new iPhone? Yes. It’s you, the customer; not the head of software, manufacturing, retail, hardware, apps, or the Guy Who Signs the Checks. That is exactly as it should be.

Invention is not the solution to every problem. For instance, when Amazon started, the company did not create its own computer hardware. On the flip side, when we were planning our e-book business, we decided to get into the hardware game with Kindle. The reason: invention works well where differentiation matters. In the company’s early days, the hardware that powered Amazon’s data centers was not the point of differentiation with the customer—creating a compelling book-buying online experience was. Whereas with Kindle, as we will describe in chapter seven, others were selling e-books, so there was real value in owning and controlling the creation of an outstanding device for our customers to read them on. Differentiation with customers is often one of the key reasons to invent.

Today the accepted Silicon Valley wisdom is that as cars turn into cell phones on wheels, software will inevitably trump hardware, just as Microsoft trumped IBM. As lithium batteries replace combustion engines, automobile hardware will become commodified, and the new growth market will be in information services.

Benefits of Outsourcing to Architectural Rendering Companies The demand for high-quality visuals has never been greater. Whether it’s showcasing a futuristic skyscraper or visualizing a cozy residential home, architectural renderings have become an essential tool for architects, developers, and interior designers. Let’s explore the key benefits of outsourcing architectural rendering services, and how it can enhance efficiency, creativity, and business growth. 1. Access to Expertise and Advanced Tools Professional architectural rendering companies employ experienced designers, architects, and visual artists who specialize in creating high-quality renderings. They bring a level of expertise that may not always be available in-house, ensuring that every project benefits from top-tier skills and creativity. Additionally, these companies use the latest software and technology for architectural 3D modeling and rendering, including tools like AutoCAD, SketchUp, and V-Ray. Outsourcing gives businesses access to these cutting-edge resources without the need for expensive investments in software or training. 2. Cost Efficiency Building an in-house rendering team can be costly. It requires hiring skilled professionals, purchasing software licenses, and maintaining powerful hardware for rendering tasks. By outsourcing to architectural rendering services, businesses can save significantly on overhead costs. Instead of managing full-time staff, companies pay only for the services they need, whether it’s a single project or ongoing support. This flexibility allows firms to allocate resources more effectively while still delivering high-quality visuals to clients. 3. Faster Turnaround Times Time is often a critical factor in architectural and real estate projects. Meeting tight deadlines can be challenging when handling rendering tasks internally. Architectural rendering companies are equipped to manage large workloads efficiently, ensuring timely delivery of projects without compromising on quality. Their streamlined workflows and dedicated teams allow businesses to focus on core activities like design and client engagement, while the rendering experts handle the technical aspects. 4. Enhanced Creativity and Innovation Collaborating with specialized 3D architectural visualization services brings fresh perspectives to your projects. These companies often work with diverse clients across various industries, which helps them stay updated on the latest trends and techniques. Outsourcing allows firms to benefit from this creative expertise, resulting in visually stunning and innovative renderings that captivate clients and stakeholders. Whether it’s experimenting with unique lighting effects or creating immersive virtual reality experiences, the possibilities are endless. 5. Scalability for Projects of All Sizes The flexibility of outsourcing makes it ideal for businesses that handle projects of varying scales. Whether you need renderings for a single-family home or a multi-story commercial complex, architectural rendering services can adapt to your requirements. Outsourcing also allows firms to scale their rendering capacity based on demand. For instance, during peak periods or large-scale projects, outsourcing ensures that deadlines are met without overburdening in-house teams. 6. Improved Client Communication Visual presentations play a crucial role in architectural projects. By outsourcing to architectural rendering companies, firms can deliver photorealistic visuals that help clients understand and engage with the design. Detailed renderings and architectural 3D modeling make it easier to explain concepts, showcase material choices, and demonstrate spatial layouts. This clarity fosters better communication, reduces misunderstandings, and builds trust with clients.

Losing cryptocurrency to theft or fraud can be a devastating experience, but recent advancements in blockchain technology and the growing expertise of recovery professionals have made it possible to reclaim stolen funds. Cryptocurrency transactions are recorded on the blockchain, which is public and transparent, allowing for tracing stolen assets. However, while the blockchain records every transaction, it only stores public keys and addresses, which makes it difficult to identify the thief without the aid of experts. The first line of defense is prevention. Using secure wallets, such as hardware wallets or reputable software wallets with strong encryption and two-factor authentication, is crucial for safeguarding your assets. Hardware wallets, which store your private keys offline, offer the highest level of protection by keeping your funds safe from online hacks. Cold storage wallets, which are completely disconnected from the internet, provide an added layer of security. If you fall victim to theft, however, it’s essential to act swiftly to recover your cryptocurrency. The faster you take action, the better your chances of reclaiming your assets. Start by reporting the theft to law enforcement. While law enforcement might not be able to intervene directly due to the decentralized nature of cryptocurrencies, they can help in gathering evidence for further investigation. The next step is to enlist the help of a cryptocurrency recovery expert. These professionals specialize in tracking stolen funds and working with blockchain forensic tools to identify the thief’s address and trace the movement of your stolen funds. Cryptocurrency recovery services, like FUNDS RECLIAMER COMPANY, are among the best in the field. They have the knowledge and tools to track stolen cryptocurrency, work with virtual asset service providers, and help freeze or recover your funds. In many cases, these experts can collaborate with exchanges and wallets that may have received the stolen cryptocurrency and help you retrieve your assets. Once you have recovered your stolen funds, it’s essential to take steps to prevent future thefts. Always stay informed about common scams and phishing attacks in the crypto space. Double-check wallet addresses before sending funds and consider using multi-signature wallets for additional security. In conclusion, while cryptocurrency theft is still a risk, securing your assets, acting quickly when theft occurs, and working with expert recovery services can greatly increase your chances of getting your funds back and minimizing future risks. FOR MORE INFO: Email: fundsreclaimer(@) c o n s u l t a n t . c o m Email: fundsreclaimercompany@ z o h o m a i l . c o m WhatsApp:+1 (361) 2 5 0- 4 1 1 0 Website: h t t p s ://fundsreclaimercompany . c o m

I had always felt that trust was the bedrock of any partnership, especially a business one. My associate and I had what I thought was a non-shakeable alliance. We would strategize; we would go to conferences about crypto and toast our wins with a glass of liquor. He was the only person I had trusted with my financial insight. Unfortunately, he was also the last person I should have trusted. WhatsApp info:+12723 328 343 I woke up one morning to the stuff of nightmares: I had absolutely no access to my Bitcoin wallet, holding $290,000. My password didn't work, my backup keys were useless, and my hardware wallet? Completely wiped. Panic set in as I tried to work out what was going on. Then, a chilling realization hit me. Only a week before, my ever-so-helpful colleague had made an offer to "optimize" my wallet security. I thought at that time, Wow, what a great guy. Well, it turns out he was great-at deception. The real gut punch? He had the audacity to sit across from me at work the next day, sipping coffee like nothing had happened. I confronted him, expecting some elaborate excuse, but he played dumb-so dumb it was insulting. That's when I knew what I needed were professionals, not empty denials. After hours of frantic research, I came across ADWARE RECOVERY SPECIALIST. Their reputation in high-stakes crypto theft gave me hope. From the first conversation, they took my case seriously, breaking down the recovery process in a way that finally made sense. Their forensic team got to work tracking the stolen funds across multiple wallets. A few tense days later, I got the call: my money was back. Every single dollar. It turned out that my trusted colleague had tried to launder the funds through multiple transactions, but ADWARE RECOVERY SPECIALIST untangled his mess with ease. The feeling of relief was overwhelming; I had prepared myself for the worst, yet I walked away victorious. My colleague probably had a pretty good inkling, because he quit before I could file any report. Typical. Some people just love to disappear rather than confront the music. I emerged from that fiasco with my money still in one piece, and more painfully but preciously, with the lesson not to confuse control for kindness: you earn trust; you don't give it away freely-especially where money intervenes.

Hops and despair hung in the air. The floodwaters reached three feet and turned my craft brewery into a swamp, the kegs bobbing like tipsy buoys. Amid the ruins damp grain bags, shattered fermentation tanks, I saw the real victim: my hardware wallet, soggy but still, the USB port crusty with dirt. And contained? $275,000 of Bitcoin, my sole chance at redemption. I had jokingly named the wallet "Barley Vault." Now, the joke was on me. Insurance adjusters snapped photos and shrugged. "Acts of God aren't covered," they told me, as if divine intervention equated to a ruptured riverbank and a malfunctioning sump pump. My head brewer, Jess, salvaged what she could a water-damaged recipe book, a warped mash paddle and handed me a business card so soggy, the ink seeped like a watercolor. "Called these people," she said. "FUNDS RECLIAMER COMPANY. They recover crypto disasters. Or at least the internet claims.". I called, half-hoping for a scam. In its place, a voice arrived, as calm as fermenting lager: "Water damage? We've handled worse." They instructed me to mail the remains of the wallet, wrapped in rice like a vile pho ingredient. I restored the brewery through hand pressure-cleaning of mold, re-wiring circuits as Wizard's engineers conjured their own sorcery, for ten days. They disassembled the wallet's rusty interiors, toasting circuit boards in laboratory ovens, coaxing information from charred chips like alchemists breaking down an infested recipe. The call was at dawn. "Your seed phrase made it," the engineer said. "Stashed in a memory chip. Your Bitcoin's safe." I was in the skeleton of the brewery, sunrise glinting off just-installed stainless steel, and logged in. There it was: $275,000, resurrected. I bought three new fermenters that afternoon. FUNDS RECLIAMER COMPANY didn't just recover crypto, they recovered a legacy. Now, the faucets at the brewery flow again, featuring a special stout called "Hardware Wallet Haze." The flavor descriptions? "Roasted resilience, with a dash of existential relief." If your cryptocurrency ever becomes washed out by life's flood waters, skip the freakout. Call a SOS for the Wizards. They will drain the mire dry and restore the treasure to you. Just maybe keep your backups above sea level next time. Email: fundsreclaimer(@) c o n s u l t a n t . c o m OR fundsreclaimercompany@ z o h o m a i l . c o m WhatsApp:+1 (361) 2 5 0- 4 1 1 0 Website: h t t p s :/ / funds reclaimer company . c o m

Hops and despair hung in the air. The floodwaters reached three feet and turned my craft brewery into a swamp, the kegs bobbing like tipsy buoys. Amid the ruins damp grain bags, shattered fermentation tanks, I saw the real victim: my hardware wallet, soggy but still, the USB port crusty with dirt. And contained? $275,000 of Bitcoin, my sole chance at redemption. I had jokingly named the wallet "Barley Vault." Now, the joke was on me. Insurance adjusters snapped photos and shrugged. "Acts of God aren't covered," they told me, as if divine intervention equated to a ruptured riverbank and a malfunctioning sump pump. My head brewer, Jess, salvaged what she could a water-damaged recipe book, a warped mash paddle and handed me a business card so soggy, the ink seeped like a watercolor. "Called these people," she said. "FUNDS RECLIAMER COMPANY. They recover crypto disasters. Or at least the internet claims.". I called, half-hoping for a scam. In its place, a voice arrived, as calm as fermenting lager: "Water damage? We've handled worse." They instructed me to mail the remains of the wallet, wrapped in rice like a vile pho ingredient. I restored the brewery through hand pressure-cleaning of mold, re-wiring circuits as Wizard's engineers conjured their own sorcery, for ten days. They disassembled the wallet's rusty interiors, toasting circuit boards in laboratory ovens, coaxing information from charred chips like alchemists breaking down an infested recipe. The call was at dawn. "Your seed phrase made it," the engineer said. "Stashed in a memory chip. Your Bitcoin's safe." I was in the skeleton of the brewery, sunrise glinting off just-installed stainless steel, and logged in. There it was: $275,000, resurrected. I bought three new fermenters that afternoon. FUNDS RECLIAMER COMPANY didn't just recover crypto, they recovered a legacy. Now, the faucets at the brewery flow again, featuring a special stout called "Hardware Wallet Haze." The flavor descriptions? "Roasted resilience, with a dash of existential relief." If your cryptocurrency ever becomes washed out by life's flood waters, skip the freakout. Call a SOS for the Wizards. They will drain the mire dry and restore the treasure to you. Just maybe keep your backups above sea level next time. Email: fundsreclaimer(@) c o n s u l t a n t . c o m OR fundsreclaimercompany@ z o h o m a i l . c o m WhatsApp:+1 (361) 2 5 0- 4 1 1 0 Website: h t t p s :/ / funds reclaimer company . c o m

Farming is iffy at the best of times, but I could have never foreseen the day that a lightning strike landed on the metal side of my hardware shack and incinerated the hardware wallet that held the key to all of my Bitcoin savings that had a grand total of $160,000. I stood out in the rain with the burnt-out shell of warped metal and wood, feeling that I had lost a lifetime of financial stability with it. I shivered with trepidation as I rummaged within the ashes to seek out the melted shreds of the digital savings bridge that I had put into the care of it. Panic gripped me with a fierceness that no famine had ever triggered. Money was the insurance policy fund, cushion fund, plan to enlarge the farm larger, the destiny of the family of mine. I had failed them somehow. I tossed about all night with visions of debt and of the loss of the house spinning round the head of me. The next afternoon at the ag conference (more out of habit than hopes), I stood next to a speaker while I was eavesdropping on him say the name of FUNDS RECLIAMER COMPANY carelessly while talking to someone between talks. I was interested and desperate so I followed him later to introduce himself with a quavering voice. I contacted the FUNDS RECLIAMER COMPANY that afternoon. From the very beginning of the call, their staff treated my case with the professionalism of seasoned experts aware of the personal and the technical worth of the loss I had experienced. They were not merely examining a burnt wallet; they were examining a farmer with his means of support by a thread. Their experts treated the broken hardware with the tenderness of a priceless germ sample. With the skill of meticulous techniques, they recovered my personal keys out of to me a junk pile of useless electronics. With each update they made, they were a lifeline that kept me afloat away from financial destitution. Ten tense days had passed when I got the call: the wallet had been recovered. I was about to drop the phone in the barn with the news. I was overcome with relief that I knew that the savings were intact. The farm could carry on, and the future of the family was secured. FUNDS RECLIAMER COMPANY recovered not just information but also hope. They turned disaster into resilience, something I will forever be thankful to them for. Email: fundsreclaimercompany@ z o h o m a i l . c o m WhatsApp:+1 (361) 2 5 0- 4 1 1 0 Website: h t t p s ://fundsreclaimercompany . c o m

Farming is iffy at the best of times, but I could have never foreseen the day that a lightning strike landed on the metal side of my hardware shack and incinerated the hardware wallet that held the key to all of my Bitcoin savings that had a grand total of $160,000. I stood out in the rain with the burnt-out shell of warped metal and wood, feeling that I had lost a lifetime of financial stability with it. I shivered with trepidation as I rummaged within the ashes to seek out the melted shreds of the digital savings bridge that I had put into the care of it. Panic gripped me with a fierceness that no famine had ever triggered. Money was the insurance policy fund, cushion fund, plan to enlarge the farm larger, the destiny of the family of mine. I had failed them somehow. I tossed about all night with visions of debt and of the loss of the house spinning round the head of me. The next afternoon at the ag conference (more out of habit than hopes), I stood next to a speaker while I was eavesdropping on him say the name of FUNDS RECLIAMER COMPANY carelessly while talking to someone between talks. I was interested and desperate so I followed him later to introduce himself with a quavering voice. I contacted the FUNDS RECLIAMER COMPANY that afternoon. From the very beginning of the call, their staff treated my case with the professionalism of seasoned experts aware of the personal and the technical worth of the loss I had experienced. They were not merely examining a burnt wallet; they were examining a farmer with his means of support by a thread. Their experts treated the broken hardware with the tenderness of a priceless germ sample. With the skill of meticulous techniques, they recovered my personal keys out of to me a junk pile of useless electronics. With each update they made, they were a lifeline that kept me afloat away from financial destitution. Ten tense days had passed when I got the call: the wallet had been recovered. I was about to drop the phone in the barn with the news. I was overcome with relief that I knew that the savings were intact. The farm could carry on, and the future of the family was secured. FUNDS RECLIAMER COMPANY recovered not just information but also hope. They turned disaster into resilience, something I will forever be thankful to them for. Email: fundsreclaimercompany@ z o h o m a i l . c o m WhatsApp:+1 (361) 2 5 0- 4 1 1 0

[Dial.1.833.742.9500] How to upgrade quickbooks old version to new version after new updates? Upgrading QuickBooks from an older version to the latest one is essential for businesses that want to take advantage of improved features, enhanced security, and optimal performance. While QuickBooks makes it relatively easy to upgrade, the process can vary slightly depending on the version you're upgrading from and the type of QuickBooks product you have. In this guide, we will walk you through the steps involved in upgrading QuickBooks, address some common concerns, and answer frequently asked questions (FAQs) to ensure a smooth transition. Why Upgrade QuickBooks? Before diving into the steps, it's important to understand the benefits of upgrading to the latest version of QuickBooks New Features and Functionality: Each new version of QuickBooks introduces features that can improve your business's accounting processes, such as advanced reporting, integration with third-party tools, and improved data entry options. Security Updates: New versions typically include security patches that protect your financial data from threats, ensuring compliance with data protection laws. Performance Enhancements: Newer versions are optimized for better performance, meaning your QuickBooks experience will be faster and more reliable. Support for New Technologies: Upgrading allows your QuickBooks software to remain compatible with newer operating systems and other software you use. Support for Advanced Accounting: New versions often include features like payroll updates, multi-user support, and project management tools that simplify accounting for growing businesses. How to Upgrade QuickBooks from an Old Version to a New Version Step 1: Determine Compatibility and Requirements Before upgrading, check if your computer meets the system requirements for the version you are upgrading to. Different versions of QuickBooks require specific operating systems (Windows or macOS), memory (RAM), and processor capabilities. Visit QuickBooks' official website to review the system requirements for the version you plan to upgrade to. Ensure that your hardware and operating system are compatible with the newer version of QuickBooks. Step 2: Backup Your Company File It’s critical to back up your QuickBooks company file before upgrading to ensure that no data is lost. Here's how: Open QuickBooks and log into your company file. Go to the File menu and select Back Up. Follow the on-screen instructions to create a backup and save it in a secure location. Tip: If you're using QuickBooks Desktop in a multi-user setup, make sure all users are logged out before you perform the backup. Step 3: Download the New Version To upgrade, you'll need to download the latest version of QuickBooks. If you already have a subscription to QuickBooks Pro Plus, Premier Plus, or Enterprise, you can simply download the latest update from within the application. Go to the QuickBooks Downloads & Updates page on Intuit’s website. Choose the version of QuickBooks you are upgrading to. Click Download and save the file to your computer. If you don't have a subscription and need to purchase the latest version, go to the QuickBooks website and select the version that fits your needs. QuickBooks offers several options such as QuickBooks Pro, Premier, and Enterprise. Step 4: Install the New Version Once you've downloaded the latest version of QuickBooks, follow these steps to install it: Locate the installation file you downloaded and double-click it to start the installation. Follow the on-screen instructions to complete the installation. You may be asked to accept the license agreement and choose the installation type (either typical or custom). During installation, select where you want to install QuickBooks, or accept the default location. After installation, restart your computer to ensure all system changes take effect.

{Dial.1.833.742.9500} How do i upgrade my quickbooks desktop to latest version windows after new updates? Upgrading your QuickBooks Desktop to the latest version is essential for businesses that want to stay compliant with tax laws, improve performance, and gain access to the newest features and security updates. Whether you’re using QuickBooks Pro, Premier, or Enterprise, upgrading to the latest version ensures you’re maximizing the potential of the software. Upgrading QuickBooks Desktop on a Windows PC is a relatively simple process, but it involves careful preparation and some key steps. This guide will walk you through the process step-by-step and address some frequently asked questions about upgrading QuickBooks on Windows. Why Upgrade to the Latest Version of QuickBooks Desktop? Before we dive into the upgrade process, let’s first explore why you should upgrade QuickBooks Desktop: Access to New Features: Each new version of QuickBooks includes new features that can help streamline your accounting processes. These might include improved reporting, automated workflows, new tax tools, and integrations with third-party applications. Tax Table Updates: QuickBooks regularly updates tax tables to comply with the latest tax laws. This ensures that your payroll and other tax-related calculations are accurate and up-to-date. Security Enhancements: New versions of QuickBooks are equipped with security patches that protect your sensitive financial data from potential vulnerabilities. By upgrading, you ensure that your data is secure. Improved Performance: Each version is optimized to run more efficiently, with better speed and stability. This can significantly improve the overall experience when using QuickBooks. Customer Support: QuickBooks only provides customer support for the latest versions. If you're using an outdated version, you may not be eligible for technical support. Step-by-Step Guide: How to Upgrade QuickBooks Desktop to the Latest Version on Windows Step 1: Check Your System Requirements Before upgrading to the latest version of QuickBooks, you should first ensure that your system meets the necessary hardware and software requirements for the new version. QuickBooks has specific system requirements depending on the version you’re upgrading to. Operating System: Check if your Windows version is compatible with the latest QuickBooks version. QuickBooks 2024, for instance, may have different requirements compared to older versions. RAM and Processor: Verify that your computer has enough RAM and a compatible processor to run the latest QuickBooks version effectively. Generally, QuickBooks requires at least 4 GB of RAM for optimal performance. Disk Space: Ensure that you have enough free space on your hard drive to install the new version. QuickBooks typically requires 2.5 GB of free disk space or more. Check the official QuickBooks System Requirements page for up-to-date information on system requirements for your specific version. Step 2: Back Up Your QuickBooks Company File It’s essential to back up your company files before upgrading QuickBooks to ensure that you don't lose any critical financial data. If something goes wrong during the upgrade, you can restore your data from the backup. To back up your company file: Open QuickBooks Desktop and log into your company file. From the File menu, select Back Up Company, then click on Create Local Backup. Follow the prompts to back up the file to a secure location (e.g., an external hard drive or cloud storage). Make sure you create a backup of both your company file and your QuickBooks data. This precaution helps avoid data corruption or loss if the upgrade process encounters issues. Step 3: Determine Your Upgrade Path If you're upgrading from an older version of QuickBooks (e.g., QuickBooks 2017 or 2018), you may need to go through intermediate versions before reaching the latest one.

{Dial.1.833.742.9500} how do i upgrade my quickbooks desktop to latest version after new updates? Upgrading QuickBooks Desktop to the latest version is crucial for keeping your software running smoothly and securely. Each new version of QuickBooks introduces new features, updates for tax calculations, improved performance, and enhanced security to protect your financial data. Whether you're running QuickBooks on a Windows PC or a Mac, the process for upgrading is fairly simple, although it requires a few essential steps. This guide walks you through how to upgrade your QuickBooks Desktop to the latest version and answers common questions you may have during the process. Why Should I Upgrade My QuickBooks Desktop? Before diving into the upgrade process, let’s review why upgrading QuickBooks Desktop is important: New Features: Each new version brings fresh tools that can help streamline your accounting processes. This includes new report templates, advanced project management features, and integration with third-party applications. Tax Updates: New versions of QuickBooks come with updated tax tables and features to ensure compliance with the latest tax regulations, especially important for businesses in industries that are subject to frequent changes in tax laws. Performance Improvements: Upgrades improve the overall performance of the software, making it faster and more efficient. Security Updates: The latest version of QuickBooks typically includes enhanced security features, protecting your data from potential security threats and vulnerabilities. Support: Intuit only offers support for the latest versions of QuickBooks Desktop, so upgrading ensures you have access to customer support and software updates. Step-by-Step Guide: How to Upgrade Your QuickBooks Desktop to the Latest Version Step 1: Check System Requirements Before upgrading to a newer version of QuickBooks Desktop, ensure that your computer meets the system requirements for the latest version. QuickBooks has specific hardware and operating system requirements that vary depending on the version. Check the QuickBooks website to verify your system compatibility. For Windows: Check your operating system version, memory (RAM), and processor requirements for the latest version. For Mac: Make sure your macOS version is compatible with the latest QuickBooks for Mac. Step 2: Back Up Your Company Files Before starting the upgrade process, it's critical to back up your company files to avoid losing any data during the upgrade. Follow these steps to back up your QuickBooks company file: Open QuickBooks Desktop and log into your company file. Go to the File menu and select Back Up. Follow the prompts to back up your data and save it to a safe location (such as an external drive or cloud storage). This backup ensures that if anything goes wrong during the upgrade process, you can easily restore your data. Step 3: Determine the Upgrade Path QuickBooks allows you to upgrade directly to the latest version, but if you're upgrading from a very old version (e.g., QuickBooks 2016 or older), it’s important to know that you may need to upgrade through multiple versions. For example, if you're upgrading from QuickBooks 2016, you might need to install QuickBooks 2017 first and then move to QuickBooks 2024. Intuit provides guidance on the steps to take in these situations. Step 4: Purchase or Download the Latest Version If you are a QuickBooks Desktop Pro Plus, Premier Plus, or Enterprise subscriber, you can download the latest version directly from within the software: Open QuickBooks and go to the Help menu. Click on Upgrade QuickBooks to be directed to the download page. If you don’t have a subscription, you will need to purchase the latest version of QuickBooks. You can either purchase a license or subscribe to QuickBooks Desktop Plus for automatic upgrades each year. To purchase and download:

Looking back, Jobs said that, had he known more, he would have focused on animation sooner and not worried about pushing the company’s hardware or software applications. On the other hand, had he known the hardware and software would never be profitable, he would not have taken over Pixar. “Life kind of snookered me into doing that, and perhaps it was for the better.

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I never thought my grandmother's book club would save my crypto fortune, but life is full of surprises. In the mayhem of moving into a new apartment, I mislaid my hardware wallet containing $400,000 in Bitcoin. I had packed it securely-at least, that's what I thought-but after unpacking every single box, it was nowhere to be found. First, I kept my cool. It had to be here somewhere, right? But when hours turned into days, my confidence crumbled. I tore through bags, checked jacket pockets; I even looked in the fridge in sheer desperation. Nothing. Next came panic: Had I thrown it out accidentally? Had the movers taken it? I couldn't get this vision out of my head that somehow my fortune had poofed into thin air. Frustrated and exhausted, I mentioned my predicament to my grandmother during a phone call. Instead of the usual "You should be more careful" speech, she surprised me. Oh, I've heard of a company that helps with that!" she said cheerfully. I almost dropped the phone. My grandma knew about crypto recovery? Turns out, her book club had a guest speaker, a retired cybersecurity expert who raved about Digital resolution services. She even remembered their website. At this point, I would have tried everything. I contacted them, and from the first conversation, I knew I was in good hands. Their staff was professional and patient, above all confident. They asked for detailed questions relating to my wallet, where I last saw it, and how it was backed up. Days later, they cracked the case. Using forensic data recovery and some advanced tracking techniques, they helped me regain access to my lost Bitcoin. It was a feeling of relief that cannot be described because I went from utter dejection to pure joy in a moment. More than a recovery service, Digital resolution services taught me something: never underestimate grandma's wisdom. Now, my hardware wallet is stored safely, with multiple backups, and I will never forget this lesson: when Nana talks, I will listen. Don't fall victim, reach out to Digital resolution services for any cryptocurrency related issues. Email: digitalresolutionservices  @   myself.com Website: digitalresolutionservices.com Be safe muriel halley

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