Office Relocation Quotes

The structural foundations of traditional manhood--economic independence, geographic mobility, domestic dominance--have all been eroding. The transformation of the workplace--the decline of the skilled worker, global corporate relocations, the malaise of the middle-class manager, the entry of women into the assembly line and the corporate office--have pressed men to confront their continued reliance on the marketplace as the way to demonstrate and prove their manhood.

Trusting in God's Direction When I served as a denominational leader in Vancouver, one of our churches believed God was leading it to begin three new mission churches for different language groups. At that time, the church had only seventeen members. Human reason would have immediately ruled out such a large assignment for a small church. They were hoping to receive financial support from our denomination's Home Mission Board to pay the mission pastors' salaries. One pastor was already in the process of relocating to Vancouver when we unexpectedly received word that the mission board would be unable to fund any new work in our area for the next three years. The church didn't have the funds to do what God had called it to do. When they sought my counsel, I suggested that they first go back to the Lord and clarify what God had said to them. If this was merely something they wanted to do for God, God would not be obligated to provide for them. After they sought the Lord, they returned and said, “We still believe God is calling us to start all three new churches.” At this point, they had to walk by faith and trust God to provide for what He was clearly leading them to do. A few months later, the church received some surprising news. Six years earlier, I had led a series of meetings in a church in California. An elderly woman had approached me and said she wanted to will part of her estate for use in mission work in our city. The associational office had just received a letter from an attorney in California informing them that they would be receiving a substantial check from that dear woman's estate. The association could now provide the funds needed by the sponsoring church. The amount was sufficient to firmly establish all three churches this faithful congregation had launched. Did God know what He was doing when He told a seventeen-member church to begin three new congregations? Yes. He already knew the funds would not be available from the missions agency, and He was also aware of the generosity of an elderly saint in California. None of these details caught God by surprise. That small church in Vancouver had known in their minds that God could provide. But through this experience they developed a deeper trust in their all knowing God. Whenever God directs you, you will never have to question His will. He knows what He is going to do.

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.

Plumley’s record of anti-labor votes was one of the issues that led a forty-year-old professor of political science, Andrew E. Nuquist, to challenge Plumley for the Republican nomination in 1946. Nuquist, from a small town in rural Nebraska, had relocated to Vermont in 1938 after completing his doctorate at the University of Wisconsin. As his daughter Elizabeth Raby remembered, “When my father arrived in Vermont, his field of interest was international relations. Very soon, however, he became fascinated by his adopted state. Although he always retained his internationalist outlook, he became a specialist in the local and state governments of Vermont.” During his tenure as associate professor of political science at the University of Vermont, Nuquist served on many civic and war-related bodies: he was chair of the Vermont State Chamber of Commerce Committee on Local Finances and Affairs from 1941 to 1943, a public panel member of the Regional War Labor Board from 1943 to 1946, and director of the Town Officers’ Educational Conference in 1946.

World Wide Movers, Inc. specializes in Residential Moving, Corporate Employee Relocation, International Relocation, Office Moves, Shipping and Secured Temperature Controlled Storage. We serve as Alaska’s trusted moving agent for Mayflower Transit, Inc. and United Van Lines with offices in Anchorage and Fairbanks.

The residence law that passed Congress in July 1790, establishing Philadelphia as the interim capital, dictated that all government offices relocate there by early December.

The Pentagon maintained dozens of other specific relocation facilities for various agencies and units, including a backup facility for the Navy at Patuxent River, Maryland, a relocation site for the Air Force’s Office of Special Investigations at Maxwell Air Force Base in Alabama, and another for the Office of Naval Intelligence in Princeton, New Jersey.

Court Clerk Harold Willey was dispatched by Warren to spend a fall weekend scouting Asheville for a possible relocation facility. “Because all large cities are considered to be prospective enemy targets, a hotel in a secluded small city, wherein approximately one-hundred people could both live and work, with spaces available for a court room and clerical offices, seems a most appropriate facility for the Court,” Willey wrote in his report to the chief justice. Willey

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the lab’s essential public health functions could be compromised during the move and if the lab had fewer employees. The lab, now at a former Devon Energy Corp. field office building next to a cow pasture in Stillwater, has struggled to keep its top director and other key employees. Delays to get test results for basic public health surveillance for salmonella outbreaks and sexually transmitted infections have shaken the confidence of lab partners and local public health officials. As a new coronavirus emerges going into winter, the lab ranks last in the nation for COVID-19 variant testing. Many employees, who found out about the lab’s move from an October 2020 press conference, didn’t want to relocate to Stillwater. Those who did make the move in the first few months of 2021 found expensive lab equipment in their new workplace but not enough electrical outlets for them. The lab’s internet connection was slower than expected and not part of the ultra-fast fiber network used across town by Oklahoma State University. A fridge containing reagents, among the basic supplies for any lab, had to be thrown out after a power outage. Meanwhile, the Centers for Medicare and Medicaid Services finalized a correction plan after federal inspectors, prompted by an anonymous complaint, showed up unannounced at the lab in late September. “Although some aspects of the original report were not as favorable as we would have liked, the path of correction is clear and more than attainable,” Secretary of Health and Mental Health Kevin Corbett said Tuesday in a statement about the inspection. “We are well on our way to fully implementing our plan. (The Centers For Medicare and Medicaid Services) has confirmed we’ve met the requirements of being in compliance. We are looking forward to their follow-up visit.” In an earlier statement, the health department said the Stillwater lab now “has sufficient power outlets to perform testing with the new equipment, and has fiber connection that exceeds what is necessary to properly run genetic sequencing and other lab functions.” The department denied the lab had to throw out the reagents after a power outage.

Liberal antiracists [...] talk of "hate speech" and "hate crimes", on the assumption that oppresive cruelty is the behavioural expression of a hateful disposition - ignoring the corporate executives, asset managers, lawmakers, government officials, judges, police officers, prison guards, military personnel and immigration officers who, without attitudes of hatred, routinely and calmly operate infrastructures of racist violence, in the name of security and profit. By relocating racism to the unconscious mind, liberal antiracists end up absolving the institutions most responsible for racist practices.

Liberal antiracists [...] talk of "hate speech" and "hate crimes", on the assumption that oppresive cruelty is the behavioural expression of a hateful disposition - ignoring the corporate executives, asset managers, lawmakers, government officials, judges, police officers, prison guards, military personnel and immigration officers who, without attitudes of hatred, routinely and calmly operate infrastructures of racist violence, in the name of security and profit. By relocating racism to the unconscious mind, liberal antiracists end up absolving the institutions most responsible for racist practices.

Time passed. Warehouses shed exoskeletons and became artist lofts. Collapsing Victorians and colonials slouched into their roles as homeless shelters. The suburbs hunched into Squatter City. Malleus Industries International relocated its North American East offices to Oceanrest. Highrises sprouted overnight, a newborn downtown squealing in glass and neon. Oceanrest shivered out from its old skin. Everything became something else, eventually.

There should be three types of Issues Lists in your organization: 1. The Issues List in your Vision/ Traction Organizer (V/ TO). These are all company issues that can be shelved beyond 90 days. These issues are tackled in future quarterly meetings. The issues that are not a big enough priority for this week or this quarter must be stored somewhere so that you don’t lose sight of them. The V/ TO Issues List is the place for that. This list will include issues as diverse as new product ideas, key employee issues, technology needs, office relocation, capital needs, and the need for HR policies.

There should be three types of Issues Lists in your organization: 1. The Issues List in your Vision/Traction Organizer (V/TO). These are all company issues that can be shelved beyond 90 days. These issues are tackled in future quarterly meetings. The issues that are not a big enough priority for this week or this quarter must be stored somewhere so that you don’t lose sight of them. The V/TO Issues List is the place for that. This list will include issues as diverse as new product ideas, key employee issues, technology needs, office relocation, capital needs, and the need for HR policies.

Ninety feet directly beneath the center courtyard café in the middle of the Pentagon—previously known as the Ground Zero Cafe, because when the bomb dropped that was where it would most likely detonate—there is a deep subbasement office with ferroconcrete walls and a filtered air supply, accessible by discreet elevators and staircases from all five wings of the main building. It was designed as a deep command bunker back when the worst threats were raids by long-range Luftwaffe bombers bearing conventional explosives. Obsolescent since the morning of July 16, 1945—it won’t withstand a direct ground burst from an atom bomb, much less more modern munitions—it still possesses certain uses. Being deep underground and equidistant from all the other wings, it was well suited as a switch for SCAN, the Army’s automatic switched communications system, and later for AUTOVON. AUTOVON led to ARPANET, the predecessor of the internet, and the secure exchange in the basement played host to one of the first IMPs—Interface Message Processors—outside of academia. By the early 1980s a lack of rackspace led the DoD to relocate their hardened exchanges to a site closer to the 1950s-sized mainframe halls. And it was then that the empty bunker was taken over by a shadowy affiliate of the National Security Agency, tasked with waging occult warfare against the enemies of the nation. The past six months have brought some changes. There is a pentagonal main room inside the bunker, and within it there is a ceremonial maze, inscribed in blood and silver that glows with a soft fluorescence, converging on a dais at the heart of the design. The labyrinth takes the shape of a pentacle aligned with the building overhead: at each corner stands a motionless sentinel clad head to toe in occlusive silver fabric. Robed in black and crimson silk and shod in slippers of disturbingly pale leather, the Deputy Director paces her way through the maze. In her left hand she bears a jewel-capped scepter carved from the femur of a dead pope, and in her right hand she bears a gold-plated chalice made from a skull that once served Josef Stalin as an ashtray. As she walks she recites a prayer of allegiance and propitiation, its cadences and grammar those of a variant dialect of Old Enochian.

Rodolphe Salis was a tall, red-headed bohemian with a coppery beard and boundless charisma. He had tried and failed to make a success of several different careers, including painting decorations for a building in Calcutta. But by 1881 he was listless and creatively frustrated, uncertain where his niche might lie. More pressingly, he was desperate to secure a steady income. But then he had the ingenious idea to turn the studio which he rented, a disused post office on the resolutely working-class Boulevard de Rochechouart, into a cabaret with a quirky, artistic bent. He was not the first to attempt such a venture: La Grande Pinte on the Avenue Trudaine had been uniting artists and writers to discuss and give spontaneous performances for several years. But Salis was determined that his initiative would be different – and better. A fortuitous meeting ensured that it was. Poet Émile Goudeau was the founder of the alternative literary group the Hydropathes (‘water-haters’ – meaning that they preferred wine or beer). After meeting Goudeau in the Latin Quarter and attending a few of the group’s gatherings, Salis became convinced that a more deliberate form of entertainment than had been offered at La Grande Pinte would create a venue that was truly innovative – and profitable. The Hydropathe members needed a new meeting place, and so Salis persuaded Goudeau to rally his comrades and convince them to relocate from the Latin Quarter to his new cabaret artistique. They would be able to drink, smoke, talk and showcase their talents and their wit. Targeting an established group like the Hydropathes was a stroke of genius on Salis’s part. Baptising his cabaret Le Chat Noir after the eponymous feline of Edgar Allan Poe’s story, he made certain that his ready-made clientele were not disappointed. Everything about the ambience and the decor reflected Salis’s unconventional, anti-establishment approach, an ethos which the Hydropathes shared. A seemingly elongated room with low ceilings was divided in two by a curtain. The front section was larger and housed a bar for standard customers. But the back part of the room (referred to as ‘L’Institut’) was reserved exclusively for artists. Fiercely proud of his locality, Salis was adamant that he could make Montmartre glorious. ‘What is Montmartre?’ Salis famously asked. ‘Nothing. What should it be? Everything!’ Accordingly, Salis invited artists from the area to decorate the venue. Adolphe Léon Willette painted stained-glass panels for the windows, while Théophile-Alexandre Steinlen created posters. And all around, a disorientating mishmash of antiques and bric-a-brac gave the place a higgledy-piggledy feel. There was Louis XIII furniture, tapestries and armour alongside rusty swords; there were stags’ heads and wooden statues nestled beside coats of arms. It was weird, it was wonderful and it was utterly bizarre – the customers loved it.

Moira Inghilleri emphasizes the active role played by interpreters and translators, a role almost as important as that played by immigration officers, even though the public and media perception seem to ignore or belittle their essential contribution. By law, asylum seekers are to be provided with an interpreter before a formal interview with an immigration officer can be conducted, and Luiselli’s essay details the risky process through which the information is collected and organized prior to a formal hearing within the US immigration system.

Entrepreneur Dvir Derhy manages an accounting office, two office buildings, and six rental properties in Miami. Since relocating in 2004, he’s become known for his business acumen and integrity. Dvir is a dedicated family man who enjoys an active lifestyle, balancing his professional success with time spent playing sports and running.