New Office Location Quotes

So after the family moved to New Jersey, she formally became NOA’s first employee and helped select a location for the new company’s office. Arakawa and his wife settled on a small space on the seventeenth floor of a Manhattan high-rise located in the center of the toy district at 25th Street and Broadway.

Soon thereafter, a maid brought Poppy a tray of neat boxes tied with ribbons. Opening them, Poppy discovered that one was filled with toffee, another with boiled sweets, and another with Turkish delight. Best of all, one box was filled with a new confection called "eating-chocolates" that had been all the rage at the London Exhibition. "Where did these come from?" Poppy asked Harry when he returned to her room after a brief visit to the front offices. "From the sweet shop." "No, these," Poppy showed him the eating-chocolates. "No one can get them. The makers, Fellows and Son, have closed their shop while they moved to a new location. The ladies at the philanthropic luncheon were talking about it." "I sent Valentine to the Fellows residence to ask them to make a special batch for you." Harry smiled as he saw the paper twists scattered across the counterpane. "I see you've sampled them." "Have one," Poppy said generously. Harry shook his head. "I don't like sweets." But he bent down obligingly as she gestured for him to come closer. She reached out to him, her fingers catching the knot of his necktie. Harry's smile faded as Poppy exerted gentle tension, drawing him down. He was suspended over her, an impending weight of muscle and masculine drive. As her sugared breath blew against his lips, she sensed the deep tremor within him. And she was aware of a new equilibrium between them, a balance of will and curiosity. Harry held still, letting her do as she wished. She tugged him closer until her mouth brushed his. The contact was brief but vital, striking a glow of heat. Poppy released him carefully, and Harry drew back. "You won't kiss me for diamonds," he said, his voice slightly raspy, "but you will for chocolates?" Poppy nodded. As Harry turned his face away, she saw his cheek tauten with a smile. "I'll put in a daily order, then.

be apart. Despite getting rejected by my top-choice school, I was starting to really believe in myself again based on all the positive feedback we continued to get on our videos. And besides, I knew I could always reapply to Emerson the following year and transfer. • • • College started out great, with the best part being my newly found freedom. I was finally on my own and able to make my own schedule. And not only was Amanda with me, I’d already made a new friend before the first day of classes from a Facebook page that was set up for incoming freshmen. I started chatting with a pretty girl named Chloe who mentioned that she was also going to do the film and video concentration. Fitchburg isn’t located in the greatest neighborhood, but the campus has lots of green lawns and old brick buildings that look like mansions. My dorm room was a forced triple—basically a double that the school added bunk beds to in order to squeeze one extra person in. I arrived first and got to call dibs on the bunk bed that had an empty space beneath it. I moved my desk under it and created a little home office for myself. I plastered the walls with Futurama posters and made up the bed with a new bright green comforter and matching pillows. My roommates were classic male college stereotypes—the football player and the stoner. Their idea of decorating was slapping a Bob Marley poster and a giant ad for Jack Daniels on the wall.

The Ultimate Deceit A military officer was reprimanded for faking his own death to end an affair.  Worthy of a plot in a daytime soap-opera, a Navy Commander began seeing a woman that he had met on a dating website.  The Commander neglected to tell the woman that he was married with kids.  After 6 months, the Commander grew tired of the relationship and attempted to end it by sending a fictitious e-mail to his lover – informing her that he had been killed.  The Commander then relocated to Connecticut to start a new assignment.  Upon receipt of the letter, his mistress showed up at the Commander’s house to pay her respects, only to be informed, by the new owners, of the Commander’s reassignment and new location.   The Commander received a punitive letter of reprimand, and lost his submarine command.

Ladies and gentlemen!” A loud, brash male voice rose above the din in the bar; it was bellowing and unmistakable. “May I have your attention, please!” Abe’s stomach tightened into a ball. After more than twenty years of listening to absurd nonsequiturs being bandied about during lulls in the office by the same voice, Abe knew who was speaking in an instant. His longtime business partner, CS Duffy, clad in his standard black Carhartt hooded sweatshirt and faded blue jeans, a Milwaukee Brewers cap on his head, was standing on a chair holding up his private investigator’s license folio as if it was some sort of officious piece of federal ID. “My name is Dr. Herbert Manfred Marx. I am with the CDC. We have an emergency situation.” The bar quieted nearly to silence. Abe started to move toward his partner. He had no idea what Duff was planning to say or do, but he knew it wouldn’t be good. Duff looked around the room, taking the time to make eye contact with the dozens of concerned speed daters. “The CDC has isolated a new form of sexually transmitted disease. We are calling it Mega-Herpes Complex IX. It is highly contagious and may result in your genitals exploding off your bodies in much the same way some lizards eject their own tails to confuse pursuing predators.” There were a few gasps from some of the women in the room and a round of confused murmurs. Duff continued unfazed. He unfurled a large, unflattering photocopy of an old photograph of Abe’s face. “We believe we have tracked Patient Zero to this location. If you see this man, for the love of God, do not sleep with him!” Abe walked up to Duff, grabbed his sleeve, and yanked him off the chair. Duff landed heavily. “Hey, Patient Zero! Good to see you.

Indian Express (Indian Express) - Clip This Article at Location 721 | Added on Sunday, 30 November 2014 20:28:42 Fifth column: Hope and audacity Ministers, high officials, clerks and peons now report for duty on time and are no longer to be seen taking long lunch breaks to soak in winter sunshine in Delhi’s parks. Reform is needed not just in economic matters but in every area of governance. Does the Prime Minister know how hard it is to get a passport? Tavleen Singh | 807 words At the end of six months of the Modi sarkar are we seeing signs that it is confusing efficiency with reform? I ask the question because so far there is no sign of real reform in any area of governance. And, because some of Narendra Modi’s most ardent supporters are now beginning to get worried. Last week I met a man who dedicated a whole year to helping Modi become Prime Minister and he seemed despondent. When I asked how he thought the government was doing, he said he would answer in the words of the management guru Peter Drucker, “There is nothing quite so useless as doing with great efficiency something that should not be done at all.” We can certainly not fault this government on efficiency. Ministers, high officials, clerks and peons now report for duty on time and are no longer to be seen taking long lunch breaks to soak in winter sunshine in Delhi’s parks. The Prime Minister’s Office hums with more noise and activity than we have seen in a decade but, despite this, there are no signs of the policy changes that are vital if we are to see real reform. The Planning Commission has been abolished but there are many, many other leftovers from socialist times that must go. Do we need a Ministry of Information & Broadcasting in an age when the Internet has made propaganda futile? Do we need a meddlesome University Grants Commission? Do we need the government to continue wasting our money on a hopeless airline and badly run hotels? We do not. What we do need is for the government to make policies that will convince investors that India is a safe bet once more. We do not need a new government that simply implements more efficiently bad policies that it inherited from the last government. It was because of those policies that investors fled and the economy stopped growing. Unless this changes through better policies, the jobs that the Prime Minister promises young people at election rallies will not come. So far signals are so mixed that investors continue to shy away. The Finance Minister promises to end tax terrorism but in the next breath orders tax inspectors to go forth in search of black money. Vodafone has been given temporary relief by the courts but the retroactive tax remains valid. And, although we hear that the government has grandiose plans to improve the decrepit transport systems, power stations and ports it inherited, it continues to refuse to pay those who have to build them. The infrastructure industry is owed more than Rs 1.5 lakh continued... crore in government dues and this has crippled major companies. No amount of efficiency in announcing new projects will make a difference unless old dues are cleared. Reform is needed not just in economic matters but in every area of governance. Does the Prime Minister know how hard it is to get a passport? Does he know that a police check is required even if you just want to get a few pages added to your passport? Does he know how hard it is to do routine things like registering property? Does he know that no amount of efficiency will improve healthcare services that are broken? No amount of efficiency will improve educational services that have long been in terminal decline because of bad policies and interfering officials. At the same time, the licence raj that strangles private investment in schools and colleges remains in place. Modi’s popularity with ordinary people has increased since he became Prime Minister, as we saw from his rallies in Kashmir last week, but it will not la

I thought the submarine environment would be a useful analogy for the space station in a number of ways, and I especially wanted my colleagues to get an up-close look at how the Navy deals with CO2. What we learned on that trip was illuminating: the Navy has their submarines turn on their air scrubbers when the CO2 concentration rises above two millimeters of mercury, even though the scrubbers are noisy and risk giving away the submarine’s location. By comparison, the international agreement on ISS says the CO2 is acceptable up to six millimeters of mercury! The submarine’s chief engineering officer explained to us that the symptoms of high CO2 posed a threat to their work, so keeping that level low was a priority. I felt that NASA should be thinking of it the same way. When I prepared for my first flight on the ISS, I got acquainted with a new carbon dioxide removal system. The lithium hydroxide cartridges were foolproof and reliable, but that system depended on cartridges that were to be thrown away after use—not very practical, since hundreds of cartridges would be required to get through a single six-month mission. So instead we now have a device called the carbon dioxide removal assembly, or CDRA, pronounced “seedra,” and it has become the bane of my existence. There are two of them—one in the U.S. lab and one in Node 3. Each weighs about five hundred pounds and looks something like a car engine. Covered in greenish brown insulation, the Seedra is a collection of electronic boxes, sensors, heaters, valves, fans, and absorbent beds. The absorbent beds use a zeolite crystal to separate the CO2 from the air, after which the lab Seedra dumps the CO2 out into space through a vacuum valve, while the Node 3 Seedra combines oxygen drawn from the CO2 with leftover hydrogen from our oxygen-generating system in a device called Sabatier. The result is water—which we drink—and methane, which is also vented overboard.

Activity pouch on airplanes Buttons and pins Crayons and coloring place mats from restaurants Disposable sample cup from the grocery store Erasers and pencils with eraser tops Fireman hat from a visit to the fire station Goodie bags from county fairs and festivals Hair comb from picture day at school Infant goods from the maternity ward Junior ranger badge from the ranger station and Smokey the Bear Kids’ meal toys Lollipops and candy from various locations, such as the bank Medals and trophies for simply participating in (versus winning) a sporting activity Noisemakers to celebrate New Year’s Eve OTC samples from the doctor’s office Party favors and balloons from birthday parties Queen’s Jubilee freebies (for overseas travelers) Reusable plastic “souvenir” cup and straw from a diner Stickers from the doctor’s office Toothbrushes and floss from the dentist’s office United States flags on national holidays Viewing glasses for a 3-D movie (why not keep one pair and reuse them instead?) Water bottles at sporting events XYZ, etc.: The big foam hand at a football or baseball game or Band-Aids after a vaccination or various newspapers, prospectuses, and booklets from school, museums, national parks . . .

Many excellent sites have been proposed as headquarters for the United Nations, but the location we like best is the Black Hills of South Dakota. Staunch advocacy of this site appears from time to time in the appendix of the Congressional Record, and we have been following it, first with interest, lately with enthusiasm. Unquestionably, the seat of the new world league should be Dinosaur Park, near Rapid City, South Dakota, in the Black Hills, for in Dinosaur Park stand the cement figures, full size, of the Big Five of Long Ago--Tyrannosaurus rex (35 feet long, 16 feet high), Triceratops (27 by 11), Brontosaurus (90 feet long, weight 40 tons), and a couple of other plug-uglies of the period, all of them in combative attitudes astride a well-worn path. Much can be said for such a bizarre setting. Here let the new halls be built, so that earnest statesmen, glancing up from their secret instructions from the home office, may gaze out upon the prehistoric sovereigns who kept on fighting one another until they perished from the earth.

Having seized the most fertile lands and prime riverine locations, planters made the region safe for slavery by securing political power. Without exception, territorial governors were appointed from the ranks of the planter class or those who would soon enter the planter class, and slaveholders populated the territorial and state legislatures as well as county courthouses and sheriffs' offices. Those legislatures imported slave codes from the established slave states, sometime borrowing provisions that had first been enacted by Barbadian planters in the mid-seventeenth century at the start of the sugar revolution. Kentucky's slave code derived from that of Virginia, Tennessee's could be traced back to North Carolina, and Mississippi's to Georgia. Upon entering the new territories, planters could be assured that their claim to property-in-perons would be protected, that their rights to discipline their slaves would be unchallenged, and that slaveholders and nonslaveholders alike would cooperate in the return of fugitives and the suppression of slave rebels. Behind the master class stood the power of the state in the form of militia, police juries, and patrols.

Three blocks east of the Frink National Bank stood the Dana Building. It was some stories lower and without any prestige whatever. Its lines were hard and simple, revealing, emphasizing the harmony of the steel skeleton within, as a body reveals the perfection of its bones. It had no other ornament to offer. It displayed nothing but the precision of its sharp angles, the modeling of its planes, the long streaks of its windows like streams of ice running down from the roof to the pavements. New Yorkers seldom looked at the Dana Building. Sometimes, a rare country visitor would come upon it unexpectedly in the moonlight and stop and wonder from what dream that vision had come. But such visitors were rare. The tenants of the Dana Building said that they would not exchange it for any structure on earth; they appreciated the light, the air, the beautiful logic of the plan in their halls and offices. But the tenants of the Dana Building were not numerous; no prominent man wished his business to be located in a building that looked “like a warehouse.

As I write this, I hear about an airstrike on Karmel Tower. The building takes its name from the famous high school, opposite it, which in turn is named after the great Carmel Mountain that stands above Haifa. The impressive tower was hit from more than one side. Many media centres and offices are located in the tower. The Israeli’s always go for these kind of buildings: new, impressive, exciting hubs of development and investment. I remember the destruction of Basha Tower, al-Shorouk Tower, and of course the Italian complex in 2014. The aim is always to send us back in time, to make the city look poor and ugly again.

capital expenditures required in Clean Technology are so incredibly high,” says Pritzker, “that I didn’t feel that I could do anything to make an impact, so I became interested in digital media, and established General Assembly in January 2010, along with Jake Schwartz, Brad Hargreaves and Matthew Brimer.” In less than two years GA had to double its space. In June 2012, they opened a second office in a nearby building. Since then, GA’s courses been attended by 15,000 students, the school has 70 full-time employees in New York, and it has begun to export its formula abroad—first to London and Berlin—with the ambitious goal of creating a global network of campuses “for technology, business and design.” In each location, Pritzker and his associates seek cooperation from the municipal administration, “because the projects need to be understood and supported also by the local authorities in a public-private partnership.” In fact, the New York launch was awarded a $200,000 grant from Mayor Bloomberg. “The humanistic education that we get in our universities teaches people to think critically and creatively, but it does not provide the skills to thrive in the work force in the 21st century,” continues Pritzker. “It’s also true that the college experience is valuable. The majority of your learning does not happen in the classroom. It happens in your dorm room or at dinner with friends. Even geniuses such as Mark Zuckerberg or Bill Gates, who both left Harvard to start their companies, came up with their ideas and met their co-founders in college.” Just as a college campus, GA has classrooms, whiteboard walls, a library, open spaces for casual meetings and discussions, bicycle parking, and lockers for personal belongings. But the emphasis is on “learning by doing” and gaining knowledge from those who are already working. Lectures can run the gamut from a single evening to a 16-week course, on subjects covering every conceivable matter relevant to technology startups— from how to create a web site to how to draw a logo, from seeking funding to hiring employees. But adjacent to the lecture halls, there is an area that hosts about 30 active startups in their infancy. “This is the core of our community,” says Pritzker, showing the open space that houses the startups. “Statistically, not all of these companies are going to do well. I do believe, though, that all these people will. The cost of building technology is dropping so low that people can actually afford to take the risk to learn by doing something that, in our minds, is a much more effective way to learn than anything else. It’s entrepreneurs who are in the field, learning by doing, putting journey before destination.” “Studying and working side by side is important, because from the interaction among people and the exchange of ideas, even informal, you learn, and other ideas are born,” Pritzker emphasizes: “The Internet has not rendered in-person meetings obsolete and useless. We chose these offices just to be easily accessible by all—close to Union Square where almost every subway line stops—in particular those coming from Brooklyn, where many of our students live.

A New Yorker by birth is David Karp, the child prodigy who at age 21, in 2007, founded Tumblr, whose headquarters are located just one block east of Hunch. The son of a composer and a science teacher, at 14 Karp began working as an intern in an online animation company; at 15, tired of traditional school, he continued to study at home alone, learning, among other things, Japanese; then he became the chief technology officer of the Internet site UrbanBaby and at 17 he went to Tokyo for five months by himself. In 2006, UrbanBaby was bought by CNET, and Karp used his share of proceeds to establish Tumblr, a blogging platform with elements of social networking that allows its users to follow other bloggers. Tumblr allows users to build a collection of content according to their own tastes and interests. Easy to use, with a format of short entries to be enriched with photos and videos, Tumblr has quickly gained many followers among the creative community as well as the public at large. Today it is home to nearly 70 million blogs, including those of Lady Gaga and Barack Obama, with a total audience of 140 million users. At 26, Karp is leading a company with over 100 employees, valued at more than $800 million, with shareholders of the caliber of Virgin Group’s Richard Branson. He defines Tumblr as new media, as opposed to technology, and seeks to attract non-traditional ads, inviting brands to create awareness and desire in their ads, rather than just trying to capture intent. Karp has already received several acquisition offers from other media groups, but he has always refused because he thinks big: he wants to reach billions, not millions of users and one day be in a position to acquire rather than be acquired. Meanwhile, in order to grow he is convinced that New York City, the capital of media and advertising, is the right city.[47]

Staffers entered through the Old Executive Office Building (the Eisenhower Building), and it was a magnet for various and sundry weirdos. A polite, well-dressed, and impeccably groomed guy got in line. No problem. Secret Service checked his bag. A-okay. He chitchatted with the officers. All was normal. Yet the staffer was sockless on one foot. For some reason, he handed an officer the missing sock. “Oh, and I guess I give you this,” he said, shrugging and smiling as if he was hot shit, as if nothing were wrong. “Sure, do,” the officer said, taking the sock. The other officer instinctively drew his sidearm and issued orders: “Keep your hands where I can see them! Hands up!” Next I heard over the radio: “Officers have just apprehended a staffer trying to enter with a pistol!” That sock had a Glock pistol in it. The District of Columbia ranks among the nation’s most anti-gun locations in the country, and this new staffer was blatantly committing dozens of gun-related felonies just by possessing a handgun. He was fired, arrested, and prosecuted. He basically told UD that the rules didn’t apply to him. Idiot! But it takes one to hire one, I was learning. The incident was especially incredible knowing the Clintons’ anti–Second Amendment sentiment. “Beware the Glock in a sock,” we’d say to remind each other to keep an eye on staffers as much as anyone else.

Staffers entered through the Old Executive Office Building (the Eisenhower Building), and it was a magnet for various and sundry weirdos. A polite, well-dressed, and impeccably groomed guy got in line. No problem. Secret Service checked his bag. A-okay. He chitchatted with the officers. All was normal. Yet the staffer was sockless on one foot. For some reason, he handed an officer the missing sock. “Oh, and I guess I give you this,” he said, shrugging and smiling as if he was hot shit, as if nothing were wrong. “Sure, do,” the officer said, taking the sock. The other officer instinctively drew his sidearm and issued orders: “Keep your hands where I can see them! Hands up!” Next I heard over the radio: “Officers have just apprehended a staffer trying to enter with a pistol!” That sock had a Glock pistol in it. The District of Columbia ranks among the nation’s most anti-gun locations in the country, and this new staffer was blatantly committing dozens of gun-related felonies just by possessing a handgun. He was fired, arrested, and prosecuted. He basically told UD that the rules didn’t apply to him. Idiot! But it takes one to hire one, I was learning. The incident was especially incredible knowing the Clintons’ anti–Second Amendment sentiment.

Engineer’s fascination with CPVC began in the mid-1990s. During this period, in the construction and plumbing industry, pipes were still made of iron and copper. Engineer saw that corrosion was a major problem with galvanized pipes and India was materially behind the evolution curve in the use of plastics for pipes. In the United States, CPVC was the new anti-corrosion solution for plastic pipes, which was swiftly replacing metal (iron and copper) pipes in industrial applications. CPVC was also a superior product compared to PVC because of higher ductile strength, which gave it the ability to handle hot water up to 200 degrees Fahrenheit (93° Celsius) (PVC can handle hot water only up to 140 degrees Fahrenheit [60° Celsius]). B.F. Goodrich (now known as Lubrizol) held the patent for CPVC resin technology, and Engineer decided to tie up with them to bring CPVC to India. He travelled to the United States to forge a techno-financial joint venture (JV) deal with Thompson Plastics of USA, which provided Astral with the technical know-how for setting up the CPVC plant. Astral also acquired the licence for CPVC resin procurement from Lubrizol (the first Indian company to do so). With a JV partner on board and a licence in his hand, Engineer set up Astral Poly Technik in March 1996. Thompson put up 20 per cent of equity for the company and Engineer approached his uncle to fund another 20 per cent. For his personal equity contribution, Engineer sold his house in Ahmedabad. I met Engineer at Astral’s corporate office located off the bustling Sarkhej–Gandhinagar Highway and behind the prestigious Rajpath Club in Ahmedabad. Recalling those early days, Engineer told me, ‘There was a time when everything my father-in-law and I owned was mortgaged to build Astral.

An accurate budget must be built on a base of thorough research. You must do research on your community to find out what it will cost to get a church off the ground. You need to solidly answer questions such as:, What will the cost of living in this community be?, What will my salary be? How about salaries for additional staff?, How much will it cost to rent space for the church to meet in?, How much will it cost to operate a business in this city (office rent, phones, computer equipment, copy equipment, and so on)? Talk with other pastors in the community. Find out what their start-up costs were and what they are currently spending to maintain and operate the church. Other pastors can be a valuable resource for you on many levels. The worst mistake you can make is to start the budget process by viewing economic realities through a rose-colored lens. If you speculate too much or cut corners in this area, you’ll end up paying dearly down the road. Remember, God never intended for you to go it alone. There are people and resources out there to help you prepare. Ask others for help. God receives no glory when you are scraping the bottom to do His work. So don’t think too small. Church planting is an all or nothing venture. You can’t just partially commit. You have to fully commit, and often that means with your wallet. Don’t underestimate the importance of having a base of prayer partners. You need prayers as desperately as you need money. You need prayers as desperately as you need money. An unhealthy launch may occur when a new church begins as the result of a church split, when a planter is disobedient in following God, or when there is a lack of funding or solid strategy. Finding the right teammates to help you on this journey is serious business. The people you bring on to your staff will either propel you down the road toward fulfilling the vision for your church or serve as speed bumps along the way. You should never be afraid to ask potential staff members to join you—even if it means a salary cut, a drastic position change or a significant new challenge for them. When you ask someone to join your staff, you are not asking that person to make a sacrifice. (If you have that mentality, you need to work to change it.) Instead, you are offering that person the opportunity of a lifetime. There are three things that every new church must have before it can be a real church: (1) a lead pastor, (2) a start date, and (3) a worship leader. Hire a person at the part-time level before bringing him or her on full time. When hiring a new staff person, make sure he or she possesses the three C's: Character, Chemistry & Competency Hiring staff precedes growth, not vice versa. Hire slow, fire fast. Never hire staff when you can find a volunteer. Launch as publicly as possible, with as many people as possible. There are two things you are looking for in a start date: (1) a date on which you have the potential to reach as many people as possible, and (2) a date that precedes a period of time in which people, in general, are unlikely to be traveling out of town. You need steppingstones to get you from where you are to your launch date. Monthly services are real services that you begin holding three to six months prior to your launch date. They are the absolute best strategic precursor to your launch. Monthly services give you the invaluable opportunity to test-drive your systems, your staff and, to an extent, even your service style. At the same time, you are doing real ministry with the people in attendance. These services should mirror as closely as possible what your service will look like on the launch date. Let your target demographic group be the strongest deciding factor in settling on a location: Hotel ballrooms, Movie theaters, Comedy clubs, Public-school auditoriums, Performing-arts theaters, Available church meeting spaces, College auditoriums, Corporate conference space.

Apple may not do customer research to decide what products to make, but it absolutely pays attention to how customers use its products. So the marketing team working on the iMovie HD release scheduled for Macworld, on January 11, 2005, decided to shoot a wedding. The ceremony it filmed was gorgeous: a sophisticated, candlelit affair at the Officers’ Club of San Francisco’s Presidio. The bride was an Apple employee, and the wedding was real. There was one problem with the footage, however. Steve Jobs didn’t like it. He watched it the week before Christmas, recalled Alessandra Ghini, the marketing executive managing the launch of iLife. Jobs declared that the San Francisco wedding didn’t capture the right atmosphere to demonstrate what amateurs could do with iMovie. “He told us he wanted a wedding on the beach, in Hawaii, or some tropical location,” said Ghini. “We had a few weeks to find a wedding on a beach and to get it shot, edited, and approved by Steve. The tight time frame allowed for no margin for error.” With time short and money effectively no object, the team went into action. It contacted Los Angeles talent agencies as well as hotels in Hawaii to learn if they knew of any weddings planned—preferably featuring an attractive bride and groom—over the New Year’s holiday. They hit pay dirt in Hollywood: A gorgeous agency client and her attractive fiancé were in fact planning to wed on Maui during the holiday. Apple offered to pay for the bride’s flowers, to film the wedding, and to provide the couple with a video. In return, Apple wanted rights for up to a minute’s worth of footage of its choosing.

Castine is a quiet town with a population of about 1,500 people in Western Hancock County, Maine, named after John Hancock, when Maine was a part of the Commonwealth of Massachusetts. He was the famous statesman, merchant and smuggler who signed the “Declaration of Independence” with a signature large enough so that the English monarch, King George, could read it without glasses. Every child in New England knows that John Hancock was a prominent activist and patriot during the colonial history of the United States and not just the name of a well-known Insurance Company. Just below the earthen remains of Fort George, on both sides of Pleasant Street, lays the campus of Maine Maritime Academy. Prior to World War II, this location was the home of the Eastern State Normal School, whose purpose was to train grade school teachers. Maine Maritime Academy has significantly grown over the years and is now a four-year college that graduates officers and engineers for the United States Merchant Marine, as well as educating students in marine-related industries such as yacht and small craft management. Bachelor Degrees are offered in Engineering, International Business and Logistics, Marine Transportation, and Ocean Studies. Graduate studies are offered in Global Logistics and Maritime Management, as well as in International Logistics Management. Presently there are approximately 1,030 students enrolled at the Academy. Maine Maritime Academy's ranking was 7th in the 2016 edition of Best Northern Regional Colleges by U.S. News and World Report. The school was named the Number One public college in the United States by Money Magazine. Photo Caption: Castine, Maine

Founded in 1917 by Peter Brandal, it was named Ny-Ålesund or New Ålesund. The Svalbard Treaty of 1920 recognized Norwegian sovereignty and established Svalbard as a free economic zone and a demilitarized zone. It is only 769 miles from the North Pole on the island of Spitsbergen. Ny-Ålesund located at is on the largest and only permanently populated island of the Svalbard archipelago and holds the distinction of being the northernmost permanent settlement in the world. Owned by the Norwegian Ministry of Trade and Industry and is not incorporated, however it does have a port which accommodates cruise ships, an airport, a post office, the Svalbard church and the Norwegian Seamen's church. Ny-Ålesund has an all-year permanent population of 30 to 35 which expands to about 120 people in the summer. For accommodations there is the Nordpolhotell, opened on 3 September 1939, and considered the oldest and perhaps the most expensive place to stay in Ny Ålesund. In the 17th and 18th centuries the island was first used as a whaling base in the 17th and 18th centuries. Coal mining was started at the end of the 19th century. Now there are fifteen permanent research stations run by agencies from ten countries. Perhaps the best known is the Global Seed Vault. Deep inside a mountain, it was built to stand the test of time and is considered a fail-safe seed storage facility strong enough to face most natural or man-made disasters. It is also the center for international arctic scientific research.

DIFFUSED SILICON had another use, too. Fifteen years had passed since the day Walter Brattain had been ushered into Mervin Kelly’s office to regard a strange piece of silicon that had been discovered down in Holmdel, New Jersey. The men had shone a light on the blackened chunk and the resulting electric charge had stunned them. In later years it came to be understood that this chunk of silicon contained a naturally occurring p-n junction where two types of silicon met. The junction is extremely photosensitive. In very general terms, the photons in light are hitting the semiconductor crystal and “splitting off” electrons from their normal location in the crystal; the process, if properly captured, can create a flow of electrons, that is, a flow of electricity.13 Kelly and Brattain and Ohl didn’t know it at the time, but in Kelly’s office the men had been looking at the world’s first crude silicon solar cell.

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Estate-Planning Checklist (for each of you) • Up-to-date will • Healthcare proxy • Power of attorney • Living will • HIPAA form •  List of what you are bequeathing • Legacy requests •  Where your important documents are kept • What assets you have • Where your accounts are located • Account numbers, PINs, and passwords •  Names of trusted people who know where your car keys, house keys, and safe deposit box keys are kept • Important names and contact information: ○ Attorney/financial adviser/CPA ○ Insurance broker ○ Healthcare providers ○ Estate attorney ○ Bank name and branch office location ○ Safe deposit box location and number

It was time to honestly evaluate how I spent every minute of every day. I scanned for wasted time, inefficient hours, and activities that failed to meet the litmus test of mission critical. Utilizing many of the tools set forth in Timothy Ferriss’s The Four-Hour Workweek, I made some drastic cuts, eventually creating a lifestyle template that forms the underpinnings of how I live and manage time today. On the professional front, I did away with all nonessential networking and business-development lunches, events, and meetings, a favorite Hollywood pastime that always sucked up precious hours and rarely led to new business. Unless it was crucial, I politely declined meeting with clients in person, forcing conversations to the phone. And anything that could be done via e-mail replaced lengthy conference calls. High-maintenance clients who represented low revenue were let go. Hours spent on the freeway commuting were traded whenever possible for the home office or the local Starbucks. I went digital on all fronts, untethering my business from location and always having handy my laptop or iPhone. And because I was self-employed—admittedly, a crucial component in my success equation—I could make creative decisions about when and where I worked, giving me the flexibility to train into the late morning and sometimes mid-afternoon without suffering professional consequences.

•US and state Supreme Court rulings have often shown that public safety is the first priority of government. In New York v. Quarles, the US Supreme Court recognized that the public safety risks produced by a single unsecured gun can outweigh Fifth Amendment rights.236 In that case, a woman claimed she was raped by an armed man. When the suspect was apprehended, the officer questioned him about the location of his gun without giving Miranda warnings. The Supreme Court refused to exclude the suspect’s response as to the location of the gun because the danger created by the gun “presents a situation where concern for public safety must be paramount[.]” The firearm, which the suspect had concealed in a supermarket, posed a potential danger to public safety since an accomplice might use it or an employee might gain possession of it. The Court’s ruling regarding the admissibility of the suspect’s response showed that the public safety issues raised by a gun in this case outweighed the Fifth Amendment right of suspects.

Picture a small South American dictatorship, weakened by economic stresses and a popular demand for more freedom, resulting from the existence of a laissez-faire society nearby. What would the dictator of such a country do if faced by a large and powerful insurance company and its defense service (or even a coalition of such companies) demanding that he remove all taxes, trade restrictions, and other economic aggressions from, say, a mining firm protected by the insurance company? If the dictator refuses the demand, he faces an armed confrontation which will surely oust him from his comfortable position of rule. His own people are restless and ready to revolt at any excuse. Other nations have their hands full with similar problems and are not eager to invite more trouble by supporting his little dictatorship. Besides this, the insurance company, which doesn’t recognize the validity of governments, has declared that in the event of aggression against its insured it will demand reparations payments, not from the country as a whole, but from every individual directly responsible for directing and carrying out the aggression. The dictator hesitates to take such an awful chance, and he knows that his officers and soldiers will be very reluctant to carry out his order. Even worse, he can’t arouse the populace against the insurance company by urging them to defend themselves—the insurance company poses no threat to them. A dictator in such a precarious position would be strongly tempted to give in to the insurance company’s demands in order to salvage what he could (as the managers of the insurance company were sure he would before they undertook the contract with the mining firm). But even giving in will not save the dictator’s government for long As soon as the insurance company can enforce noninterference with the mining company, it has created an enclave of free territory within the dictatorship. When it becomes evident that the insurance company can make good its offer of protection from the government, numerous businesses and individuals, both those from the laissez-faire society and citizens of the dictatorship, will rush to buy similar protection (a lucrative spurt of sales foreseen by the insurance company when it took its original action). At this point, it is only a matter of time until the government crumbles from lack of money and support, and the whole country becomes a free area. In this manner, the original laissez-faire society, as soon as its insurance companies and defense agencies became strong enough, would generate new laissez-faire societies in locations all over the world. These new free areas, as free trade made them economically stronger, would give liberty a tremendously broadened base from which to operate and would help prevent the possibility that freedom could be wiped out by a successful sneak attack against the original laissez-faire society. As the world-wide, interconnected free market thus formed became stronger and the governments of the world became more tyrannical and chaotic, it would be possible for insurance companies and defense agencies to create free enclaves within more and more nations, a sales opportunity which they would be quick to take advantage of.

The Mortuary Committee would be burdened with many unenviable tasks, but the first was straightforward: instead of storing the corpses at a half dozen locations around town, which made it more difficult for soldiers to transport the bodies and record-keepers and families to find them, they needed to select a single building to house an official, temporary morgue. They quickly settled on the Chebucto Road School, which, despite its broken windows, had a lot to recommend it: it was large, it could be quickly cleared out and converted to its new purpose, and it was close to Pier 6, minimizing the transport of corpses and travel for their relatives. The committee also needed a place that could keep bodies for as long as possible, giving them the best chance of being identified. They designated the upper floors for offices and the wide-open, cooler basement for the bodies, which they planned to lay in rows and cover with sheets. The Royal Engineers quickly fixed up the damaged school, covered its windows, and cleaned the space. As soon as people learned of the location, bodies began to pile up outside the building, stacked two and three high until morgue workers could retrieve them. The Relief Committee also dispatched crews of volunteers to put out fires and turn off water mains, faucets, and spigots, and to pick up the dead—tagging their names, when they knew them, to the victims’ wrists, or simply attaching a number when they didn’t—loading them onto rudimentary flat wagons dozens at a time. They soon learned to conduct this dispiriting job late at night so as not to offend the friends and relatives of the deceased. But because everyone could hear the horses’ hooves each night, the rolling midnight morgue was a poorly kept secret, one that woke many Haligonians whose homes still lacked windows.

A heroic gentleman comes to mind, discovered during the research into this book, a Sir Henry Rawlinson , responsible for recording and decoding three languages he discovered in 1835 located 1700 feet above the desert floor chiseled into the cliffs of Behistun, in modern day Iran.  The historical marker was commissioned by Darius the 1st who lived and reigned from 522-486 BCE, recounting the Persian ruler’s suppression of various rival uprisings.  In 1835, Sir Henry Rawlinson, a British army officer training the army of the Shah of Iran, began studying the inscription in earnest. As the town of Bisistun's name was anglicized as "Behistun" at this time, the monument became known as the "Behistun Inscription". Despite its inaccessibility, Rawlinson was able to scale the cliff and copy the Old Persian inscription. The Elamite was across a chasm, and the Babylonian four metres above; both were beyond easy reach and were left for later.

Gale force winds blew the thick fog and black smog out to sea. Acid rain sizzled, battering against the penthouse window of the tallest building the world has ever known, the Monolith. Aton surveyed the city below. “General, have you located the subject?” The General paced past the display case of gold, jewel-encrusted Fabergé eggs. The office was full of beautiful ancient artwork. “No, sir. We’ve got our top scouts on the hunt, and we’ve diverted considerable resources to the new locator sphere. I’ll leave no stone unturned.” Aton removed a black rectangular box from the breast pocket of his finely tailored linen jacket. “I do not tolerate incompetence and will not forgive failure. You know this.

The lunch went well, and the foundation appeared close to writing a big check to RIEF. To cap things off, a thick, iced vanilla cake was placed in the middle of the table. Everyone eyed the dessert, preparing for a taste. Just then, Simons walked in, setting the room ablaze. “Jim, can we take a picture?” asked one of the health organization’s investment professionals. As the small talk got under way, Simons began making odd motions with his right hand. The foundation executives had no clue what was happening, but nervous RIEF staffers did. When Simons was desperate for a smoke, he scrabbled at his left breast pocket, where he kept his Merits. There was nothing in there, though, so Simons called his assistant on an intercom system, asking her to bring him a cigarette. “Do you mind if I smoke?” Simons asked his guests. Before they knew it, Simons was lighting up. Soon, fumes were choking the room. The Robert Wood Johnson representatives—still dedicated to building a culture of health—were stunned. Simons didn’t seem to notice or care. After some awkward chitchat, he looked to put out his cigarette, now down to a burning butt, but he couldn’t locate an ashtray. Now the RIEF staffers were sweating—Simons was known to ash pretty much anywhere he pleased in the office, even on the desks of underlings and in their coffee mugs. Simons was in Renaissance’s swankiest conference room, though, and he couldn’t find an appropriate receptacle. Finally, Simons spotted the frosted cake. He stood up, reached across the table, and buried his cigarette deep in the icing. As the cake sizzled, Simons walked out, the mouths of his guests agape. The Renaissance salesmen were crestfallen, convinced their lucrative sale had been squandered. The foundation’s executives recovered their poise quickly, however, eagerly signing a big check. It was going to take more than choking on cigarette smoke and a ruined vanilla cake to keep them from the new fund.

It was an ecological protest against air pollution, which in 1969 was at its worst, when acid rain burned our eyes to tears. I handed out bags of roofing nails to five friends and we all got to work. At first, we sprinkled them in the middle of the side streets when there was no traffic. I made sure that at least some of these nails stood upright, their wide heads on the cobblestones. We fanned out through the neighborhood, picking up new bags of nails that I had stashed at strategic locations. And finally, when it got dark, I threw handful after handful of nails across Canal Street in between traffic lights, and watched what happened. Cars ran over the nails, driving for only a few blocks before their tires went flat. In the Holland Tunnel, there were dozens of cars with flat tires, and dozens more backed up outside. Hundreds of disabled vehicles fanned out across SoHo and beyond. In the midst of the confusion, I approached a police officer and asked, “Excuse me, what is happening?” “A nut is nailing the streets,” said the cop. My performance piece was a brilliant success, I thought, falling into bed on the Bowery, aching with exhaustion. I was too angry, too selfish to think of the chaos and suffering I had caused, the lack of real benefit to anyone.

Case #6 Sandy and Bob Bob is a successful dentist in his community. In the 15 years since he established his own practice, he has established a reliable base of patients and has built a thriving business in a great location. A couple years ago, he brought his wife, Sandy, a business expert with an MBA, on board to help him oversee the business end of the dental practice. She had recently left her job at a financial services firm, and Bob knew that Sandy’s business acumen would be helpful in getting his administrative house in order. She brought on new employees, developed effective new processes, and enhanced the office’s marketing efforts. Within a few months, Sandy’s improvements had managed to make the dental practice a well-oiled machine. Now she could turn her attention to their real estate portfolio. Bob and Sandy owned three small apartment buildings around town, as well as one small commercial center that was home to a nail salon, a chiropractor’s office, a coffee house and a wine shop. Fortunately, Bob’s dental practice was a success and their investments earned a nice passive income for them. Unfortunately, because Bob earned on average $250,000 per year, the couple couldn’t use passive loss, which in their case came to about $100,000, from their investments to offset his high earned income. Eventually, they would be earning sheltered profits—when the mortgages on their properties were paid off and the rentals made pure profit, or if they were to sell a property. When those things eventually happened, they could use their losses to shelter those profits. But until that time, the losses were going unused. Sandy made an appointment with their CPA to discuss the situation and see how they might improve their tax situation. The CPA asked, “What about becoming a real estate professional?” He explained to Sandy that if she spent 750 hours per year, or about 15 hours a week, on the couple’s real estate investments, she would be considered a real estate professional by the IRS. This would enable the couple to write off 100 percent of their passive losses against Bob’s high income, which would bring his taxable income down to $100,000. This $100,000 deduction brought Bob and Sandy into a lower tax bracket, saving them roughly $31,000 in taxes. Sandy already devoted a large percentage of her time to overseeing their investments, and when she saw the tax advantages, her decision became clear: She would file the Section 469(c)(7) and become a real estate professional.

On February 17, 1898, Captain William T. Sampson, USN was the President of the Board of Inquiry, investigating the explosion that sank the USS Maine. On March 26, 1898, he was given command of the Navy’s North Atlantic Squadron, with the temporary rank of Rear Admiral. Aboard the flagship USS New York, he sailed to Havana from Key West where he bombarded the city for several days, resulting in minor damage to the city. As part of his duties, he sealed Havana harbor and supervised the blockade of Cuba. At the time it was erroneously believed that the USS Maine was sunk by Spain. It was only recently that continuing investigation determined that the sinking was really caused by a bunker fire smoldering in the bituminous coal used for fuel. The fire heated the bulkhead separating the engine room from a magazine containing the powder bags used to fire the 10” guns. It was the resulting explosion, rather than Spanish mine that sank the USS Maine, killing 261 officers and crew out of the 355 men that manned the ship. It took over ten years before the USS Maine was refloated and towed out to sea, clearing the harbor. She was again sunk at a location, where she now rests 3,600 feet below the surface.

It’s nothing, Steve. I should get back to all this paperwork.” I nodded. “Yes, sir. I’ll talk to you later.” After visiting the mayor’s office, I went over to the blacksmith shop to chat with Bob. I found my friend hard at work in front of the furnace. He was smelting some iron ore that was just delivered from the secret mining location. “Did you get the mayor’s order for rail tracks?” I asked. Bob turned away from the furnace and nodded. “Yeah, it looks like your special armor will have to wait.” “That’s fine, I can wait.” “It’s a pretty large order, so you might have to wait a long while.” “Aw… I guess I don’t have a choice.” “Oh, I’ve been thinking about something.” “What is it?” I asked. “I thought of a cool name for your new extra heavy weapon.” “Yeah? You got a name for it?” Bob nodded. “Check it out…” I waited patiently. “The Diamond Destroyer.” “Ooooh… I like it!” I said. “It sounds super OP.

with tuk-tuks and rickshaws. While some of the districts were modern and clean, others were colourful and ramshackle. Kiosks selling cigarettes, phonecards, sweets and general supplies lined the streets and traders piled fruit and vegetables on sheets to sell. The highway to the south took us through the main commercial district, Galle Road, which was clean and modern. We headed out down the coast and soon the offices, apartments and shops melted away and were replaced by lush forest on one side and blue white-tipped ocean on the other. An hour away from the city we found a quiet little village on a bay of golden sand. We’d read about some beach houses there which were available for rent and we asked the driver to stop so Mum and Dad could have a look. We were all tired and looking forward to relaxing and having a meal. The place was ideal. Like many of the tourist areas in Sri Lanka, the accommodation was right on the beach, where land was more valuable. There was a house big enough for us all and nearby restaurants and bars, but in a family-friendly location. We booked in for a night. Our parents never initially paid for more than one night’s accommodation when we went somewhere new in case there was a nightclub or building site next door that the guides had failed to mention.

The MS City of New York commanded by Captain George T. Sullivan, maintained a regular schedule between New York City and Cape Town, South Africa until the onset of World War II when on March 29, 1942 she was attacked off the coast of Cape Hatteras, North Carolina by the German submarine U-160 commanded by Kapitänleutnant Georg Lassen. The torpedo struck the MS City of New York at the waterline under the ship’s bridge instantly disabling her. Surfacing the U-boat circled the crippled ship making certain that all of the crew had a chance to abandon ship. In all four lifeboats were lowered holding 41 passengers, 70 crewmen and 13 officers. The armed guard stayed behind but considering the fate of those in the lifeboats did not fire on the submarine. At a distance of about 250 yards the submarine fired a round from her deck gun striking the hapless vessel on the starboard side at the waterline, by her number 4 hold. It took 20 minutes for the MS City of New York to sink stern first. The nine members of the armed guard waited until the water reached the ships after deck before jumping into the water. The following day, a U. S. Navy PBY Catalina aircraft was said to have searched the area without finding any survivors. Almost two days after the attack, a destroyer, the USS Roper rescued 70 survivors of which 69 survived. An additional 29 others were picked up by USS Acushnet, formally a seagoing tugboat and revenue cutter, now operated by the U.S. Coast Guard. All of the survivors were taken to the U.S. Naval Base in Norfolk, Virginia. Almost two weeks later, on 11 April, a U.S. Army bomber on its way to Europe, located the forth boat at 38°40N/73°00W having been carried far off shore by the Gulf Stream. The lifeboat contained six passengers, four women, one man and a young girl plus 13 crew members. Two of the women died of exposure. The eleven survivors and two bodies (the mother of the child and the armed guard) were picked up by the U.S. Coast Guard Cutter CG-455 and were brought to Lewes, Delaware. The final count showed that seven passengers, one armed guard and 16 crewmen died.

The soldier was the greatest speaker, the sailor the best musician, and the post office worker the best poet—for life entered them and came out another way—never forced—yet because we couldn’t locate them, or their works, other speakers spoke and never went to war, and other musicians played who never listened to the sea, and new poets poeticized dryly without ever leaving their apartments, nobly forfeiting a normal place in the world, and created art in mediocre attempts, but it was necessary to try, because if they didn’t, we wouldn’t find them either.

But as Bill Gates said to us when Mark and I met with him in his Seattle-area office, “People invest in high-probability scenarios: the markets that are there. And these low-probability things that maybe you should buy an insurance policy for by investing in capacity up front, don’t get done. Society allocates resources primarily in this capitalistic way. The irony is that there’s really no reward for being the one who anticipates the challenge.” Every time there is a new, serious viral outbreak, such as Ebola in 2012 and Zika in 2016, there is a public outcry, a demand to know why a vaccine wasn’t available to combat this latest threat. Next a public health official predicts a vaccine will be available in x number of months. These predictions almost always turn out to be wrong. And even if they’re right, there are problems in getting the vaccine production scaled up to meet the size and location of the threat, or the virus has receded to where it came from and there is no longer a demand for prevention or treatment. Here is Bill Gates again: Unfortunately, the message from the private sector has been quite negative, like H1N1 [the 2009 epidemic influenza strain]: A lot of vaccine was procured because people thought it would spread. Then, after it was all over, they sort of persecuted the WHO people and claimed GSK [GlaxoSmithKline] sold this stuff and they should have known the thing would end and it was a waste of money. That was bad. Even with Ebola, these guys—Merck, GSK, and J & J [Johnson & Johnson]—all spent a bunch of money and it’s not clear they won’t have wasted their money. They’re not break-even at this stage for the things they went and did, even though at the time everyone was saying, “Of course you’ll get paid. Just go and do all this stuff.” So it does attenuate the responsiveness. This model will never work or serve our worldwide needs. Yet if we don’t change the model, the outcome will not change, either.

The next day, I phoned Senator Sander’s office and reported the activities of this man. By 2011, Sander’s office was fully informed about the CIA in my life and I was told that the office would send a Congressional Liaison officer to complain to CIA about what Sander’s staff termed “stalking.” In 2009, I also filed a FOIA request with the FBI in an attempt to learn if FBI was following me. I doubted that they were but I wanted to make sure. I had never found FBI participation in MKULTRA. The FOIA came back no documents located. After the incidents with the blond man, and my growing anger at the behavior of CIA, who I was certain was behind the harassment, I phoned the FBI office in Albany, New York and explained the situation I had been involved in with CIA. I recall telling the FBI that I realized it all sounded crazy and that the behavior of the CIA was indeed crazy, but that what I was reporting to FBI was accurate. I told the woman on the phone about being followed for months by a man I was able to identify as an undercover federal agent and I gave her his name. I asked the FBI to help me stop the harassment I was being subjected to by CIA and asked them to check with Senator Sander’s office if they still didn’t believe me. I never saw the blond man again and as the weeks went by, I noticed I wasn’t being followed. My new lawyer thought it was unusual for the FBI not to open a case file on a complaint, but I never heard from FBI. By May 2011, I had only one encounter with a stranger in a parking lot. It was similar to the other encounters, without the hostility demonstrated by the blond man. The harassment stopped in late 2010, except my phone remains tapped. I stopped seeing strangers following me, and my mail stopped being stolen. I did however note that by 2010 I stopped sending FOIA requests and no longer requested the help of elected officials. I suspect the reason the harassment stopped was because of the complaints I made to Sanders and the FBI. I don’t doubt that CIA was responsible. Who else would have the sophistication to pull off the types of surveillance that I was subjected to for years after I filed the lawsuit and discovered the Vermont CIA experiments?

Examples may include decisions about negotiating a long-term lease for a business office, where to locate a new warehouse, whether and where to get an advanced degree, how to help your adult sibling who is clearly having personal difficulties, and what treatment to have for a serious medical condition.

[1916] The IWW’s involvement in the [Minnesota] Iron Range’s labor unrest led mine company owners to take extreme actions and, just as in other conflict locations, they mobilized the businesses and municipal offices under their ownership. All mail and telegrams to and from Virginia were halted and reviewed. In other locations, including Biwabik, Aurora, and Eveleth, general stores turned away miners and their famlies. When the strikers formed their own cooperative for supplies and groceries, Oliver Iron Mining Company pressured wholesalers to serve notice that all credit would be curtailed pending the strike, and that payments for supplies must be made weekly. Meanwhile Sheriff Meining publicly announced new jail sentences for other agitators and miners for simply saying, “Hello Fellow Worker,” carrying a red IWW membership card, or discussing industrial unionism on public streets.

Married officers with a family often bought a place, often near their first service base or near some other location they imagined was going to be central to their lives, like West Point. They bought the place and usually left it empty while they lived overseas. The point was to have an anchor, somewhere identifiable they knew they would come back to when it was all over. Or somewhere their families could live if the overseas posting was unsuitable, or if their children’s education demanded consistency. Reacher’s parents had not taken that route. They had never bought a place. Reacher had never lived in a house. Grim service bungalows and army bunkhouses were where he had lived, and since then, cheap motels. And he was pretty sure he never wanted anything different. He was pretty sure he didn’t want to live in a house. The desire just passed him by. The necessary involvement intimidated him. It was a physical weight, exactly like the suitcase in his hand. The bills, the property taxes, the insurance, the warranties, the repairs, the maintenance, the decisions, new roof or new stove, carpeting or rugs, the budgets. The yard work. He stepped over and looked out of the window at the lawn. Yard work summed up the whole futile procedure. First you spend a lot of time and money making the grass grow, just so you can spend a lot of time and money cutting it down again a little while later. You curse about it getting too long, and then you worry about it staying too short and you sprinkle expensive water on it all summer, and expensive chemicals all fall.