Limousine Service Quotes

In the limousine on the way to my father’s graveside services, I started to cry. My mother slapped me and told me to stop crying. I lacked a model to show me how to feel compassion for my pain.

Most shocking of all, a long-standing dispute between the city’s taxi drivers and a local car service called Murray Hill Limousine Service over the right to pick up passengers from the airport exploded into violence, as if the two sides were warring principalities in medieval Europe. The taxi drivers descended on Murray Hill with gasoline bombs. Murray Hill’s security guards opened fire. The taxi drivers then set a bus on fire and sent it crashing through the locked doors of the Murray Hill garage. This is CANADA we’re talking about.

Lead generation services often provide a service to consumers while simultaneously aggregating a non-homogeneous industry. This is what I did for the limousine industry. I pooled a highly fragmented industry into one centralized source, brought consumers into the mix, and sold that consumer information to limo companies.

When Camilla and her husband joined Prince Charles on a holiday in Turkey shortly before his polo accident, she didn’t complain just as she bore, through gritted teeth, Camilla’s regular invitations to Balmoral and Sandringham. When Charles flew to Italy last year on a sketching holiday, Diana’s friends noted that Camilla was staying at another villa a short drive away. On her return Mrs Parker-Bowles made it quite clear that any suggestion of impropriety was absurd. Her protestations of innocence brought a tight smile from the Princess. That changed to scarcely controlled anger during their summer holiday on board a Greek tycoon’s yacht. She quietly simmered as she heard her husband holding forth to dinner-party guests about the virtues of mistresses. Her mood was scarcely helped when, later that evening, she heard him chatting on the telephone to Camilla. They meet socially on occasion but, there is no love lost between these two women locked into an eternal triangle of rivalry. Diana calls her rival “the rotweiller” while Camilla refers to the Princess as that “ridiculous creature”. At social engagements they are at pains to avoid each other. Diana has developed a technique in public of locating Camilla as quickly as possible and then, depending on her mood, she watches Charles when he looks in her direction or simply evades her gaze. “It is a morbid game,” says a friend. Days before the Salisbury Cathedral spire appeal concert Diana knew that Camilla was going. She vented her frustration in conversations with friends so that on the day of the event the Princess was able to watch the eye contact between her husband and Camilla with quiet amusement. Last December all those years of pent-up emotion came flooding out at a memorial service for Leonora Knatchbull, the six-year-old daughter of Lord and Lady Romsey, who tragically died of cancer. As Diana left the service, held at St James’s Palace, she was photographed in tears. She was weeping in sorrow but also in anger. Diana was upset that Camilla Parker Bowles who had only known the Romseys for a short time was also present at such an intimate family service. It was a point she made vigorously to her husband as they travelled back to Kensington Palace in their chauffeur-driven limousine. When they arrived at Kensington Palace the Princess felt so distressed that she ignored the staff Christmas party, which was then in full swing, and went to her sitting-room to recover her composure. Diplomatically, Peter Westmacott, the Wales’s deputy private secretary, sent her avuncular detective Ken Wharfe to help calm her.

Questions surround nearly every aspect of the assassination. The chain of possession regarding each piece of evidence was tainted beyond repair. The presidential limousine, which represented the literal crime scene, was taken over by officials immediately after JFK’s body was carried into Parkland Hospital and tampered with. The Secret Service apparently cleaned up the limousine, washing away crucial evidence in the process. Obviously, whatever bullet fragments or other material that was purportedly found there became immediately suspect because of this. On November 26, the windshield on the presidential limo was replaced. The supposed murder weapon—a cheap, Italian Mannlicher-Carcano rifle with a defective scope, allegedly ordered by Oswald through a post office box registered to his purported alias, Alex Hidell—is similarly troublesome. The two Dallas officers who discovered the rifle on the sixth floor of the Texas School Book Depository building, Seymour Weitzman and Eugene Boone, both swore in separate affidavits that the weapon was a German Mauser. As was to become all too common in this case, they would later each claim to be “mistaken” in a curiously identical manner. In fact, as late as midnight on November 22, Dallas District Attorney Henry Wade would refer to the rifle as a Mauser when speaking to the press. Local WFAA television reported the weapon found as both a German Mauser and an Argentine Mauser. NBC, meanwhile, described the weapon as a British Enfield. In an honest court, the Carcano would not even have been permitted into the record, because no reliable chain of possession for it existed. Legally speaking, the rifle found on the sixth floor was a German Mauser, and no one claimed Oswald owned a weapon of that kind.

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One cannot examine the actions of the Secret Service on November 22, 1963, without concluding that the Service stood down on protecting President Kennedy. Indeed, the 120-degree turn into Dealey Plaza violates Secret Service procedures, because it required the presidential limousine to come to a virtual stop. The reduction of the president’s motorcycle escort from six police motorcycles to two and the order for those two officers to ride behind the presidential limousine also violates standard Secret Service procedure. The failure to empty and secure the tall buildings on either side of the motorcade route through Dealey Plaza likewise violates formal procedure, as does the lack of any agents dispersed through the crowd gathered in Dealey Plaza. Readers who are interested in a comprehensive analysis of the Secret Service’s multiple failures and the conspicuous violation of longstanding Secret Service policies regarding the movement and protection of the president on November 22, 1963, should read Vince Palamara’s Survivor’s Guilt: The Secret Service and the Failure to Protect. The difference in JFK Secret Service protection and its adherence to the services standard required procedures in Chicago and Miami would be starkly different from the arrangements for Dallas. Palamara established that Agent Emory Roberts worked overtime to help both orchestrate the assassination and cover up the unusual actions of the Secret Service in the aftermath. Roberts was commander of the follow-up car trailing the presidential limousine. Roberts covered up the escapades of his fellow secret servicemen at The Cellar, a club in downtown Ft. Worth, where agents, some directly responsible for the safety of President Kennedy during the motorcade, drank until dawn on November 22. He also ordered a perplexed agent Donald Lawton off the back of the presidential limousine while at Love Field, thus giving the assassins clearer, more direct shots and more time to get them off. Also, although Roberts recognized rifle fire being discharged in Dealey Plaza, he neglected to mobilize any of the agents under his watch to act. To mask the inactivity of his agents, Roberts, in sworn testimony, falsely increased the speed of the cars (from 9–11 mph to 20–25 mph) and the distance between them (from five feet to 20–25 feet).85 No analysis of the Secret Service’s actions on the day of the assassination can be complete without mentioning that Secret Service director James Rowley was a former FBI agent and close ally of FBI Director J. Edgar Hoover, as well as a crony of Lyndon Johnson. Hoover was one of Johnson’s closest associates. The FBI Director would take the unusual step of flying to Dallas for a victory celebration in 1948 when Johnson illegally stole his Senate seat through election fraud. Johnson and Hoover were neighbors in the Foxhall Road area of the District of Columbia. Hoover’s budget would virtually triple during the years LBJ dominated the appropriations process as Senate Majority Leader. Rowley was a protégé of the director and one of the few men who left the FBI on good terms with Hoover. Rowley’s first public service job in the Roosevelt administration was arranged for him by LBJ. The neglect of assigning even one Secret Service agent to secure Dealey Plaza, as well as cleaning blood and other relatable pieces of evidence from the presidential limousine immediately following the assassination, seizing Kennedy’s body from Parkland Hospital to prevent a proper, well-documented autopsy, failing to record Oswald’s interrogation—all were important pieces of the assassination deftly executed by Rowley.

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An Internet company decides to revolutionize an industry—personal transportation, the taxi and limousine market—that defines old-school business-government cooperation, with all the attendant bureaucracy and incompetence and unsatisfying service. It sells itself to investors with the promise that it can buy its way to market dominance in this sclerotic field and use its cutting-edge tech to slash through red tape and find unglimpsed efficiencies. On the basis of that promise, it raises billions upon billions of dollars across its ten-year rise, during which time it becomes as big as promised in Western markets, a byword for Internet-era success, cited by boosters and competitors alike as the model for how to disrupt an industry, how to “move fast and break things” as the Silicon Valley mantra has it. By the time it goes public in 2019, it has $11 billion in annual revenue—real money, exchanged for real services, nothing fraudulent about it. Yet this amazing success story isn’t actually making any sort of profit, even at such scale; instead, it’s losing billions upon billions of dollars, including $5 billion in one particuarly costly quarter. After ten years of growth, it has smashed the old business model of its industry, weakened legacy competitors, created a great deal of value for consumers—but it has done all this without any discipline from market forces, using the awesome power of free money to build a company that would collapse into bankruptcy if that money were withdrawn. And in that time, it has solved exactly none of the problems that would have prevented a company that needed to make a profit from building such a large user base: it has no obvious competitive advantages besides the huge investor subsidy; the technology it uses is hardly proprietary or complex; its rival in disruption controls 30 percent of the market, even as the legacy players are still very much alive; and

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