Operations Director Quotes

My name is Alexander Solomon Slade. I'm the Global Operations Director, although most here call me God" "Well Mr Slade, if we are going by acronyms, I guess I could also call you Ass?

Fortifying the company involves managing supply chain risks to ensure continuity of operations and avoid disruptions.

Good strategy requires board members to think beyond the boardroom and monitor global trends and events that could impact the company's operating environment.

The shift towards Permaculture Economics represents a paradigm shift in how businesses operate. By recognizing their interconnectedness with the world around them, companies can unlock new opportunities for growth, resilience, and positive impact.

When employees feel valued and respected, and when they trust that their company operates with integrity, they are more likely to be motivated, productive, and loyal.

When parties in a state are violent, he offered a wonderful contrivance to reconcile them. The method is this: You take a hundred leaders of each party; you dispose them into couples of such whose heads are nearest of a size; then let two nice operators saw off the occiput of each couple at the same time, in such a manner that the brain may be equally divided. Let the occiputs, thus cut off, be interchanged, applying each to the head of his opposite party-man. It seems indeed to be a work that requires some exactness, but the professor assured us, "that if it were dexterously performed, the cure would be infallible." For he argued thus: "that the two half brains being left to debate the matter between themselves within the space of one skull, would soon come to a good understanding, and produce that moderation, as well as regularity of thinking, so much to be wished for in the heads of those, who imagine they come into the world only to watch and govern its motion: and as to the difference of brains, in quantity or quality, among those who are directors in faction, the doctor assured us, from his own knowledge, that "it was a perfect trifle.

It ain't the picture and it ain't the camera - it's the operator.

Board of Directors members should hold management accountable for performance and ensure the company is operating ethically and responsibly.

Today Jacob is the Operations Director of the Kiefer Landfill Gas-to-Energy Plant for SMUD.

Internal controls and audit oversight are indispensable pillars of sound financial management, providing a framework for safeguarding assets, ensuring the accuracy and reliability of financial reporting, and promoting operational efficiency.

We walked into my mother's house at 10:30 in the morning at the end of February 1992. I had been gone for three weeks. She had been so desperate about us - she, too, looked thin and haggard. She was stunned to see me walk in, filthy and crawling with lice, with a huge crowd of starving people. We ate and drank clean water; then, before we even washed, I put Marian in a taxi with me and told the driver to go to Nairobi Hospital. We had no money left and I knew Nairobi Hospital was expensive; it was where I had been operated on when the ma'alim broke my skull. But I also knew that there they would help us first and ask to pay later. Saving the baby's life had become the only thing that mattered to me. At the reception desk I announced, "This baby is going to die," and the nurse's eyes went wide with horror. She took him and put a drip in his arm, and very slowly, this tiny shape seemed to uncrumple slightly. After a little while, his eyes opened. The nurse said, "The child will live," and told us to deal with the bill at the cash desk. I asked her who her director was, and found him, and told this middle-aged Indian doctor the whole story. I said I couldn't pay the bill. He took it and tore it up. He said it didn't matter. Then he told me how to look after the baby, and where to get rehydration salts, and we took a taxi home. Ma paid for the taxi and looked at me, her eyes round with respect. "Well done," she said. It was a rare compliment. In the next few days the baby began filling out, growing from a crumpled horror-movie image into a real baby, watchful, alive.

I’m the Deputy Director for Operations.” “Congratulations. A title so classified you can’t even list it on your resumé when they fire you.

Prescott was the face of Fortuity and the Director of Marketing. Drake was our CEO. West, when he actually turned up, was the Director of Operations. And me? The Director of Finance.

Musharraf allowed the C.I.A. to operate drones armed with Hellfires in designated sections of the tribal areas. The C.I.A. agreed to deny that Musharraf had authorized any such thing.

Doug Lute noted to an interagency meeting that the Taliban appeared to be succeeding with very lean operating funds: “We spend $ 60 billion a year,” Lute remarked. “They need $ 60 million a year.” 7

Are we in Turkey right now?” The director only glared at Curt, refusing to answer. “Exactly,” Curt said. “You have no jurisdiction on US soil. In fact, you are forbidden from conducting operations on US soil. So play nice and stand down.

former NSA director Michael Hayden: “Give me the box you will allow me to operate in. I’m going to play to the very edges of that box. . . . You, the American people, through your elected representatives, give me the field of play and I will play very aggressively in it.

Outgoing President Bush, who had served briefly as CIA director during the Ford administration, had been the agency’s most attentive White House patron in decades. He invited senior clandestine service officers to Christmas parties and to weekends at Camp David. He drew agency analysts and operators into key decision-making meetings.

The administration had spent $4.5 billion on the 2001 war in Afghanistan, including $390 million just to replace a bomber, a tanker, two helicopters, and two unmanned aerial vehicles that crashed during operations. Yet the administration would not propose to spend even 10 percent of the war’s cost on Afghanistan’s recovery or to secure the peace with new Afghan forces.

At the Minsk tractor factory I was looking for a woman who had served in the army as a sniper. She had been a famous sniper. The newspapers from the front had written about her more than once. Her Moscow girlfriends gave me her home phone number, but it was old. And the last name I had noted down was her maiden name. I went to the factory where I knew she worked in the personnel department, and I heard from the men (the director of the factory and the head of the personnel department): “Aren’t there enough men? What do you need these women’s stories for? Women’s fantasies…” The men were afraid that women would tell about some wrong sort of war. I visited a family…Both husband and wife had fought. They met at the front and got married there: “We celebrated our wedding in the trench. Before the battle. I made a white dress for myself out of a German parachute.” He had been a machine gunner, she a radio operator. The man immediately sent his wife to the kitchen: “Prepare something for us.” The kettle was already boiling, and the sandwiches were served, she sat down with us, but the husband immediately got her to her feet again: “Where are the strawberries? Where are our treats from the country?” After my repeated requests, he reluctantly relinquished his place, saying: “Tell it the way I taught you. Without tears and women’s trifles: how you wanted to be beautiful, how you wept when they cut off your braid.” Later she whispered to me: “He studied The History of the Great Patriotic War with me all last night. He was afraid for me. And now he’s worried I won’t remember right. Not the way I should.” That happened more than once, in more than one house.

Santa was dead, to begin with. There was no doubt whatsoever about that. The after-action report was signed by the field commander, the director of operations, the secretary of the Office of Sidhe Affairs, and the chief battle-mage. Janus had signed it — and Janus’s word could be counted upon for anything he chose to put his name to. Old Saint Nicholas, the Sidhe Lord of the Yuletide, was as dead as a door-nail. It didn’t stick.

In some organizations, they can succeed if they are simply good at making presentations to the board of directors or writing strategies or plans. The tragedy is that these talents mask real deficiencies in overall management capabilities. These talented performers run for cover when grubby operating decisions must be made and often fail miserably when they are charged with earning a profit, getting things done and moving an organization forward.

Under the leadership of Henry Kissinger, first as Richard Nixon’s national security adviser and later as secretary of state, the United States sent an unequivocal signal to the most extreme rightist forces that democracy could be sacrificed in the cause of ideological warfare. Criminal operational tactics, including assassination, were not only acceptable but supported with weapons and money. A CIA internal memo laid it out in unsparing terms:        On September 16, 1970 [CIA] Director [Richard] Helms informed a group of senior agency officers that on September 15, President Nixon had decided that an Allende regime was not acceptable to the United States. The President asked the Agency to prevent Allende from coming to power or to unseat him and authorized up to $10 million for this purpose. . . . A special task force was established to carry out this mandate, and preliminary plans were discussed with Dr. Kissinger on 18 September 1970.

One problem, McChrystal believed, was that Special Operations units lacked a common understanding of how to fight without making the insurgencies worse. Again and again, he heard, “We have got to take the gloves off.” McChrystal asked, “What are you talking about? What do we mean here?” He wanted his officers to reflect on experiences like those the French had endured in Vietnam and Algeria, where they had already documented “what works and what doesn’t work.”14 David Barno, McChrystal’s

In 1973, the CIA, informed that reporters were sniffing around their affairs, had destroyed all the files concerning Project MK-Ultra. But the CIA is, above all, an enormous bureaucracy. Joseph Rauth was convinced that some traces had to remain of such an important project, which had extended over twenty-five years and involved dozens of directors and a staff of thousands. Under the auspices of the Rockefeller Commission, we were authorized access to documents or other materials relating to research into mind control. We hired an ex-CIA operative named Frank Macley to look into it. After several weeks of investigation, he confirmed that most of the files had been destroyed by two high-ranking officials: CIA Director Samuel Neels and one of his close associates, Michael Brown. But through his persistence, Macley unearthed seven huge crates of documents relating to MK-Ultra at the Agency’s records storage facility. Crates that had gotten lost in the administrative labyrinth.

managing director, the intelligent Cyrus Field, purposed even covering all the islands of Oceanica with a vast electrical network, an immense enterprise, and one worthy of American genius. To the corvette Susquehanna had been confided the first operations of sounding. It was on the night of the 11th-12th of December, she was in exactly 27@ 7’ north latitude, and 41@ 37’ west longitude, on the meridian of Washington. The moon, then in her last quarter, was beginning to rise above the horizon.

I met a woman named Joan Scarangello.” “Good.” “Who is she exactly?” “A deputy to the deputy director of operations.” Which sounded junior, but wasn’t. In CIA-speak a D-DDO was part of a tiny circle at the very top. One of the three or four most plugged-in people on the planet. Her natural habitat would be a Langley office about eight times the size of my shipping container, probably with more phones on the desk than I had seen in my entire life. I said, “They’re really taking this seriously, aren’t they?

Fifteen years ago, a business manager from the United States came to Plum Village to visit me. His conscience was troubled because he was the head of a firm that designed atomic bombs. I listened as he expressed his concerns. I knew if I advised him to quit his job, another person would only replace him. If he were to quit, he might help himself, but he would not help his company, society, or country. I urged him to remain the director of his firm, to bring mindfulness into his daily work, and to use his position to communicate his concerns and doubts about the production of atomic bombs. In the Sutra on Happiness, the Buddha says it is great fortune to have an occupation that allows us to be happy, to help others, and to generate compassion and understanding in this world. Those in the helping professions have occupations that give them this wonderful opportunity. Yet many social workers, physicians, and therapists work in a way that does not cultivate their compassion, instead doing their job only to earn money. If the bomb designer practises and does his work with mindfulness, his job can still nourish his compassion and in some way allow him to help others. He can still influence his government and fellow citizens by bringing greater awareness to the situation. He can give the whole nation an opportunity to question the necessity of bomb production. Many people who are wealthy, powerful, and important in business, politics, and entertainment are not happy. They are seeking empty things - wealth, fame, power, sex - and in the process they are destroying themselves and those around them. In Plum Village, we have organised retreats for businesspeople. We see that they have many problems and suffer just as others do, sometimes even more. We see that their wealth allows them to live in comfortable conditions, yet they still suffer a great deal. Some businesspeople, even those who have persuaded themselves that their work is very important, feel empty in their occupation. They provide employment to many people in their factories, newspapers, insurance firms, and supermarket chains, yet their financial success is an empty happiness because it is not motivated by understanding or compassion. Caught up in their small world of profit and loss, they are unaware of the suffering and poverty in the world. When we are not int ouch with this larger reality, we will lack the compassion we need to nourish and guide us to happiness. Once you begin to realise your interconnectedness with others, your interbeing, you begin to see how your actions affect you and all other life. You begin to question your way of living, to look with new eyes at the quality of your relationships and the way you work. You begin to see, 'I have to earn a living, yes, but I want to earn a living mindfully. I want to try to select a vocation not harmful to others and to the natural world, one that does not misuse resources.' Entire companies can also adopt this way of thinking. Companies have the right to pursue economic growth, but not at the expense of other life. They should respect the life and integrity of people, animals, plants and minerals. Do not invest your time or money in companies that deprive others of their lives, that operate in a way that exploits people or animals, and destroys nature. Businesspeople who visit Plum Village often find that getting in touch with the suffering of others and cultivating understanding brings them happiness. They practise like Anathapindika, a successful businessman who lived at the time of the Buddha, who with the practise of mindfulness throughout his life did everything he could to help the poor and sick people in his homeland.

In Star City, where Yuri Gagarin trained, I worked as NASA’s Director of Operations in Russia from 2001 to 2003, and I learned to live the local life, really embrace it, in order to understand the people I worked with and be more effective in the role. That experience came in handy when, a decade later, I wound up living and working closely with Russian cosmonauts. Not only did I speak their language, but I knew something about myself: it takes me longer to understand when the culture is not my own, so I have to consciously resist the urge to hurry things along and push my own expectations on others.

In the early 1970s, racial and gender discrimination was still prevalent. The easy camaraderie prevailing in the operating room evaporated at the completion of surgical procedures. There was an unspoken pecking order of seating arrangements at lunch among my fellow physicians. At the top were the white male 'primary producers' in prestigious surgical specialties. They were followed by the internists. Next came the general practitioners. Last on the list were the hospital-based physicians: the radiologists, pathologists and anaesthesiologists - especially non-white, female ones like me. Apart from colour, we were shunned because we did not bring in patients ourselves but, like vultures, lived off the patients generated by other doctors. We were also resented because being hospital-based and not having to rent office space or hire nursing staff, we had low overheads. Since a physician's number of admissions to the hospital and referral pattern determined the degree of attention and regard accorded by colleagues, it was safe for our peers to ignore us and target those in position to send over income-producing referrals. This attitude was mirrored from the board of directors all the way down to the orderlies.

Churchill himself, a lifelong Francophile, stayed aloof from such anti-French sentiment. In June 1942 he complained to Sir Alan Brooke about the Foreign Office’s attitude. He pointed out that Britain had not supported French rearmament in the 1930s, had not rearmed herself, ‘and finally dragged France into the war in bad conditions’. The Director of Military Operations at the War Office, Major-General John Kennedy, reflected that ‘There is much truth in this. It should be remembered when we feel inclined to blame the French for their collapse.’70 All too often, however, Britons ignored such considerations. The

Part of what kept him standing in the restive group of men awaiting authorization to enter the airport was a kind of paralysis that resulted from Sylvanshine’s reflecting on the logistics of getting to the Peoria 047 REC—the issue of whether the REC sent a van for transfers or whether Sylvanshine would have to take a cab from the little airport had not been conclusively resolved—and then how to arrive and check in and where to store his three bags while he checked in and filled out his arrival and Post-code payroll and withholding forms and orientational materials then somehow get directions and proceed to the apartment that Systems had rented for him at government rates and get there in time to find someplace to eat that was either in walking distance or would require getting another cab—except the telephone in the alleged apartment wasn’t connected yet and he considered the prospects of being able to hail a cab from outside an apartment complex were at best iffy, and if he told the original cab he’d taken to the apartment to wait for him, there would be difficulties because how exactly would he reassure the cabbie that he really was coming right back out after dropping his bags and doing a quick spot check of the apartment’s condition and suitability instead of it being a ruse designed to defraud the driver of his fare, Sylvanshine ducking out the back of the Angler’s Cove apartment complex or even conceivably barricading himself in the apartment and not responding to the driver’s knock, or his ring if the apartment had a doorbell, which his and Reynolds’s current apartment in Martinsburg most assuredly did not, or the driver’s queries/threats through the apartment door, a scam that resided in Claude Sylvanshine’s awareness only because a number of independent Philadelphia commercial carriage operators had proposed heavy Schedule C losses under the proviso ‘Losses Through Theft of Service’ and detailed this type of scam as prevalent on the poorly typed or sometimes even handwritten attachments required to explain unusual or specific C-deductions like this, whereas were Sylvanshine to pay the fare and the tip and perhaps even a certain amount in advance on account so as to help assure the driver of his honorable intentions re the second leg of the sojourn there was no tangible guarantee that the average taxi driver—a cynical and ethically marginal species, hustlers, as even their smudged returns’ very low tip-income-vs.-number-of-fares-in-an-average-shift ratios in Philly had indicated—wouldn’t simply speed away with Sylvanshine’s money, creating enormous hassles in terms of filling out the internal forms for getting a percentage of his travel per diem reimbursed and also leaving Sylvanshine alone, famished (he was unable to eat before travel), phoneless, devoid of Reynolds’s counsel and logistical savvy in the sterile new unfurnished apartment, his stomach roiling in on itself in such a way that it would be all Sylvanshine could do to unpack in any kind of half-organized fashion and get to sleep on the nylon travel pallet on the unfinished floor in the possible presence of exotic Midwest bugs, to say nothing of putting in the hour of CPA exam review he’d promised himself this morning when he’d overslept slightly and then encountered last-minute packing problems that had canceled out the firmly scheduled hour of morning CPA review before one of the unmarked Systems vans arrived to take him and his bags out through Harpers Ferry and Ball’s Bluff to the airport, to say even less about any kind of systematic organization and mastery of the voluminous Post, Duty, Personnel, and Systems Protocols materials he should be receiving promptly after check-in and forms processing at the Post, which any reasonable Personnel Director would expect a new examiner to have thoroughly internalized before reporting for the first actual day interacting with REC examiners, and which there was no way in any real world that Sylvanshine could expect

guarded that information jealously to maintain his own power. Podesta was also wary of at least one member of Hillary’s State Crew. When the e-mail scandal first burst into the open, Philippe Reines, who had a rare direct line to the boss after running her media operations at the State Department and in the Senate, went to war with Jennifer Palmieri, the new communications director for the campaign, over how to respond. Reines, highly obsessive, ultraloyal to Hillary, and possessed of an acid tongue, pointed his finger at Palmieri when Hillary complained that deliberations about the timing of her first public remarks on the e-mail server were leaking to the media.

The last week of shooting, we did a scene in which I drag Amanda Wyss, the sexy, blond actress who played Tina, across the ceiling of her bedroom, a sequence that ultimately became one of the most visceral from the entire Nightmare franchise. Tina’s bedroom was constructed as a revolving set, and before Tina and Freddy did their dance of death, Wes did a few POV shots of Nick Corri (aka Rod) staring at the ceiling in disbelief, then we flipped the room, and the floor became the ceiling and the ceiling became the floor and Amanda and I went to work. As was almost always the case when Freddy was chasing after a nubile young girl possessed by her nightmare, Amanda was clad only in her baby-doll nightie. Wes had a creative camera angle planned that he wanted to try, a POV shot from between Amanda’s legs. Amanda, however, wasn’t in the cameramen’s union and wouldn’t legally be allowed to operate the cemera for the shot. Fortunately, Amy Haitkin, our director of photography’s wife, was our film’s focus puller and a gifted camera operator in her own right. Being a good sport, she peeled off her jeans and volunteered to stand in for Amanda. The makeup crew dapped some fake blood onto her thighs, she lay down on the ground, Jacques handed her the camera, I grabbed her ankles, and Wes called, “Action.” After I dragged Amy across the floor/ceiling, I spontaneously blew her a kiss with my blood-covered claw; the fake blood on my blades was viscous, so that when I blew her my kiss of death, the blood webbed between my blades formed a bubble, a happy cinematic accident. The image of her pale, slender, blood-covered legs, Freddy looming over her, straddling the supine adolescent girl, knife fingers dripping, was surreal, erotic, and made for one of the most sexually charged shots of the movie. Unfortunately it got left on the cutting-room floor. If Wes had left it in, the MPAA - who always seemed to have it out for Mr. Craven - would definitely have tagged us with an X rating. You win some, you lose some.

Mook had chosen not to spend money on polling, to the great frustration of some of the campaign’s aides and advisers in key states. In Florida, Craig Smith, the former White House political director, and Scott Arceneaux, a veteran southern Democratic political operative, had begged Mook to poll the state in October to no avail. Mook believed it was a waste of money. He had learned from David Plouffe, Obama’s campaign manager, that old-school polling should be used for testing messages and gauging the sentiments of the electorate and that analytics were just as good for tracking which candidate was ahead and by how much in each state. Plus, the analytics were quicker and much cheaper.

Likewise, U.S. Naval Technical Intelligence had officers in Paris preparing for its own highly classified hunt for any intelligence regarding the Henschel Hs 293, a guided missile developed by the Nazis and designed to sink or damage enemy ships. The U.S. Army Air Forces (AAF) were still heavily engaged in strategic bombing campaigns, but a small group from Wright Field, near Dayton, Ohio, was laying plans to locate and capture Luftwaffe equipment and engineers. Spearheading Top Secret missions for British intelligence was a group of commandos called 30 Assault Unit, led by Ian Fleming, the personal assistant to the director of British naval intelligence and future author of the James Bond novels.

The goal of Combined Intelligence Objectives Subcommittee was to investigate all things related to German science. Target types ran the gamut: radar, missiles, aircraft, medicine, bombs and fuses, chemical and biological weapons labs. And while CIOS remained an official joint venture, there were other groups in the mix, with competing interests at hand. Running parallel to CIOS operations were dozens of secret intelligence-gathering operations, mostly American. The Pentagon’s Special Mission V-2 was but one example. By late March 1945, Colonel Trichel, chief of U.S. Army Ordnance, Rocket Branch, had dispatched his team to Europe. Likewise, U.S. Naval Technical Intelligence had officers in Paris preparing for its own highly classified hunt for any intelligence regarding the Henschel Hs 293, a guided missile developed by the Nazis and designed to sink or damage enemy ships. The U.S. Army Air Forces (AAF) were still heavily engaged in strategic bombing campaigns, but a small group from Wright Field, near Dayton, Ohio, was laying plans to locate and capture Luftwaffe equipment and engineers. Spearheading Top Secret missions for British intelligence was a group of commandos called 30 Assault Unit, led by Ian Fleming, the personal assistant to the director of British naval intelligence and future author of the James Bond novels. Sometimes, the members of these parallel missions worked in consort with CIOS officers in the field.

The riots that shook Abadan led many Iranians to rally to the workers' cause, partly out of instinctive sympathy but also because of the grossly unequal terms under which the Anglo-Iranian Oil Company operated. In 1947, for example, the company reported an after-tax profit of £40 million-the equivalent of $112 million dollars-and gave Iran just £7 million. To make matters worse, it never complied with its commitment under the 1933 agreement with Reza Shah to give laborers better pay and more chance for advancement, nor had it built the schools, hospitals, roads, or telephone system it promised. Manucher Farmanfarmaian, who in 1949 became director of Iran's petroleum institute, was appalled by what he found at Abadan:

Let's see, we've got the Empress of Manticore, the President of the Republic of Haven, the Protector of Grayson, the chairman of the Beowulf Board of Directors, Queen Berry, and the Andermani emperor's first cousin. Not to mention your own humble self as Steadholder Harrington and the commander of the Grand Fleet, followed by a scattering of mere planetary grand dukes, dukes, earls, members of the Havenite cabinet, three other members of the Beowulf Board of Directors, the chairman of the Alliance joint chiefs of staff, the First Space Lord, the Havenite chief of naval operations, the Beowulfan chief of naval operations, High Admiral Yanakov, Admiral Yu, two or three dozen ambassadors, and God alone only knows who else.

If you were to assume that many experts use their information to your detriment, you’d be right. Experts depend on the fact that you don’t have the information they do. Or that you are so befuddled by the complexity of their operation that you wouldn’t know what to do with the information if you had it. Or that you are so in awe of their expertise that you wouldn’t dare challenge them. If your doctor suggests that you have angioplasty — even though some current research suggests that angioplasty often does little to prevent heart attacks — you aren’t likely to think that the doctor is using his informational advantage to make a few thousand dollars for himself or his buddy. But as David Hillis, an interventional cardiologist at the University of Texas Southwestern Medical Center in Dallas, explained to the New York Times, a doctor may have the same economic incentives as a car salesman or a funeral director or a mutual fund manager: “If you’re an invasive cardiologist and Joe Smith, the local internist, is sending you patients, and if you tell them they don’t need the procedure, pretty soon Joe Smith doesn’t send patients anymore.” Armed with information, experts can exert a gigantic, if unspoken, leverage: fear. Fear that your children will find you dead on the bathroom floor of a heart attack if you do not have angioplasty surgery. Fear that a cheap casket will expose your grandmother to a terrible underground fate. Fear that a $25,000 car will crumple like a toy in an accident, whereas a $50,000 car will wrap your loved ones in a cocoon of impregnable steel.

Facebook’s own North American marketing director, Michelle Klein, who told an audience in 2016 that while the average adult checks his or her phone 30 times a day, the average millennial, she enthusiastically reported, checks more than 157 times daily. Generation Z, we now know, exceeds this pace. Klein described Facebook’s engineering feat: “a sensory experience of communication that helps us connect to others, without having to look away,” noting with satisfaction that this condition is a boon to marketers. She underscored the design characteristics that produce this mesmerizing effect: design is narrative, engrossing, immediate, expressive, immersive, adaptive, and dynamic.11 If you are over the age of thirty, you know that Klein is not describing your adolescence, or that of your parents, and certainly not that of your grandparents. Adolescence and emerging adulthood in the hive are a human first, meticulously crafted by the science of behavioral engineering; institutionalized in the vast and complex architectures of computer-mediated means of behavior modification; overseen by Big Other; directed toward economies of scale, scope, and action in the capture of behavioral surplus; and funded by the surveillance capital that accrues from unprecedented concentrations of knowledge and power. Our children endeavor to come of age in a hive that is owned and operated by the applied utopianists of surveillance capitalism and is continuously monitored and shaped by the gathering force of instrumentarian power. Is this the life that we want for the most open, pliable, eager, self-conscious, and promising members of our society?

I say, it sounds like some dangerous psychotic killer wrote this, and this buttoned-down schizophrenic could probably go over the edge at any moment in the working day and stalk from office to office with an Armalite AR-180 carbine gas-operated semiautomatic. My boss just looks at me. The guy, I say, is probably at home every night with a little rattail file, filing a cross into the tip of every one of his rounds. This way, when he shows up to work one morning and pumps a round into his nagging, ineffectual, petty, whining, butt-sucking, candy-ass boss, that one round will split along the filed grooves and spread open the way a dumdum bullet flowers inside you to blow a bushel load of your stinking guts out through your spine. Picture your gut chakra opening in a slow-motion explosion of sausage-casing small intestine. My boss takes the paper out from under my nose. Go ahead, I say, read some more. No really, I say, it sounds fascinating. The work of a totally diseased mind. And I smile. The little butthole-looking edges of the hole in my cheek are the same blue-black as a dog’s gums. The skin stretched tight across the swelling around my eyes feels varnished. My boss just looks at me. Let me help you, I say. I say, the fourth rule of fight club is one fight at a time. My boss looks at the rules and then looks at me. I say, the fifth rule is no shoes, no shirts in the fight. My boss looks at the rules and looks at me. Maybe, I say, this totally diseased fuck would use an Eagle Apache carbine because an Apache takes a thirty-shot mag and only weighs nine pounds. The Armalite only takes a five-round magazine. With thirty shots, our totally fucked hero could go the length of mahogany row and take out every vice-president with a cartridge left over for each director. Tyler’s words coming out of my mouth. I used to be such a nice person. I just look at my boss. My boss has blue, blue, pale cornflower blue eyes. The J and R 68 semiautomatic carbine also takes a thirty-shot mag, and it only weighs seven pounds. My boss just looks at me. It’s scary, I say. This is probably somebody he’s known for years. Probably this guy knows all about him, where he lives, and where his wife works and his kids go to school. This is exhausting, and all of a sudden very, very boring. And why does Tyler need ten copies of the fight club rules? What I don’t have to say is I know about the leather interiors that cause birth defects. I know about the counterfeit brake linings that looked good enough to pass the purchasing agent, but fail after two thousand miles. I know about the air-conditioning rheostat that gets so hot it sets fire to the maps in your glove compartment. I know how many people burn alive because of fuel-injector flashback. I’ve seen people’s legs cut off at the knee when turbochargers start exploding and send their vanes through the firewall and into the passenger compartment. I’ve been out in the field and seen the burned-up cars and seen the reports where CAUSE OF FAILURE is recorded as "unknown.” No, I say, the paper’s not mine. I take the paper between two fingers and jerk it out of his hand. The edge must slice his thumb because his hand flies to his mouth, and he’s sucking hard, eyes wide open. I crumble the paper into a ball and toss it into the trash can next to my desk. Maybe, I say, you shouldn’t be bringing me every little piece of trash you pick up.

There has been so much misinformation spread about the nature of this interview that the actual events that took place merit discussion. After being discreetly delivered by the Secret Service to the FBI’s basement garage, Hillary Clinton was interviewed by a five-member joint FBI and Department of Justice team. She was accompanied by five members of her legal team. None of Clinton’s lawyers who were there remained investigative subjects in the case at that point. The interview, which went on for more than three hours, was conducted in a secure conference room deep inside FBI headquarters and led by the two senior special agents on the case. With the exception of the secret entry to the FBI building, they treated her like any other interview subject. I was not there, which only surprises those who don’t know the FBI and its work. The director does not attend these kinds of interviews. My job was to make final decisions on the case, not to conduct the investigation. We had professional investigators, schooled on all of the intricacies of the case, assigned to do that. We also as a matter of procedure don’t tape interviews of people not under arrest. We instead have professionals who take detailed notes. Secretary Clinton was not placed under oath during the interview, but this too was standard procedure. The FBI doesn’t administer oaths during voluntary interviews. Regardless, under federal law, it would still have been a felony if Clinton was found to have lied to the FBI during her interview, whether she was under oath or not. In short, despite a whole lot of noise in the media and Congress after the fact, the agents interviewed Hillary Clinton following the FBI’s standard operating procedures.

The gross domestic product of the United States in 2001 was about $10.6 trillion. The budget of the federal government was about $1.8 trillion. In fiscal 2001, the government enjoyed a $128 billion operating surplus. Yet counterterrorism teams at the C.I.A. and the F.B.I. working on Al Qaeda and allied groups received an infinitesimal fraction of the country’s defense and intelligence budget of roughly $300 billion, the great majority of which went to the Pentagon, to support conventional and missile forces. Bush’s national security deputies did not hold a meeting dedicated to plans to thwart Al Qaeda until September 4, 2001, almost nine months after President Bush took the oath of office. The September 11 conspiracy succeeded in part because the democratically elected government of the United States, including the Congress, did not regard Al Qaeda as a priority.

Legasov had his faults, but fundamentally he was a good, conscientious man who pushed against, and felt guilty about, both his own inaction before the disaster and the official, half-honest approach he was forced to adopt afterwards. It was too late. Both the pretence and his willingness to criticise a Soviet system that had gestated a belief in invulnerability had damaged his reputation. While reporting to his peers at the Soviet Academy of Sciences in October 1986, he stated, “I did not lie in Vienna; but I did not tell the whole truth.”256 Legasov decided to take a firm stance against the official explanation and penned several papers on the subject. In them, he criticised the underlying problems with the RBMK, the poor quality of training for nuclear operators, the complacency entrenched within the Soviet scientific community and nuclear industry in particular (one plant director was quoted as saying that a nuclear reactor is like a kettle, “and much simpler than a conventional plant”), and proposed further research into safer reactor types.257

George Washington clearly shared the foundational Virginian concern to “Christianize the savages” dwelling in the Virginia Colony. On July 10, 1789, in response to an address from the directors of the Society of The United Brethren for Propagating the Gospel Among the Heathen, Washington stated: In proportion as the general Government of the United States shall acquire strength by duration, it is probable they may have it in their power to extend a salutary influence to the Aborigines in the extremities of their Territory. In the meantime, it will be a desirable thing for the protection of the Union to co-operate, as far as circumstances may conveniently admit, with the disinterested [unselfish] endeavours of your Society to civilize and Christianize the Savages of the Wilderness.28 A Deist, by definition, rejected Christianity and accepted the equivalence of all religions’ worship of God. So no Deist could see the plan for the “conversion of the heathen” outlined by Bishop Ettwein and the Brethren as both “laudable” and “earnestly desired.” Yet those are Washington’s words.

looking for people to design the graphical interface for Apple’s new operating system, Jobs got an email from a young man and invited him in. The applicant was nervous, and the meeting did not go well. Later that day Jobs bumped into him, dejected, sitting in the lobby. The guy asked if he could just show him one of his ideas, so Jobs looked over his shoulder and saw a little demo, using Adobe Director, of a way to fit more icons in the dock at the bottom of a screen. When the guy moved the cursor over the icons crammed into the dock, the cursor mimicked a magnifying glass and made each icon balloon bigger. “I said, ‘My God,’ and hired him on the spot,” Jobs recalled. The feature became a lovable part of Mac OSX, and the designer went on to design such things as inertial scrolling for multi-touch screens (the delightful feature that makes the screen keep gliding for a moment after you’ve finished swiping). Jobs’s experiences at NeXT had matured him, but they had not mellowed him much. He still had no license plate on his Mercedes, and he still parked in the handicapped spaces next to the front door, sometimes straddling two slots. It became a running

if there is no proof that a depressed person has a chemical imbalance, and you choose nevertheless to put that person on a medication that will alter neurotransmitter levels in his or her brain, then in effect you are causing a chemical imbalance rather than curing one. According to Steven Hyman, a neuroscientist and former director of the National Institute of Mental Health, all psychotropic drugs cause “perturbations in neurotransmitter functions.” And this is Whitaker’s main point. We are subjecting millions of brains to drugs that change natural neurotransmission, sometimes radically, disturbing and upsetting the complex interplay inside our heads, clogging neural pathways with excess chemicals, and sometimes causing the entire brain, which is intricately interlinked, to malfunction in ways we do not yet understand. An unmedicated depressed patient does not have a known chemical imbalance in his brain, but once he ingests Prozac, he will. The drug crosses the blood-brain barrier and gets to work, jamming serotonin into the synaptic cleft. Whitaker explains the result this way: “Several weeks later the serotonergic pathway is operating in a decidedly abnormal manner.

Why hives? Despite unfortunate terms like “queen” and “worker,” hives are actually distributed, nonhierarchical systems. For a swarm of insects, the mission might be “relocate the food source,” which they carry out algorithmically through regurgitated food or pheromone secretions. But there are no managers, no directors, and no assignments from above. Planning, such as there is, is carried out in highly localized fashion by ad hoc teams operating according to their commitment to a mission. When I pressed Green about operating in some sort of organizational anarchy, he replied: “I guess it is anarchy in the sense that there’s no structural chain of command or hierarchy—no ‘government’ of sorts. But it would be a mistake to assume that it’s disordered or without structure. On the contrary, it’s very ordered and there is structure.” The difference in these organizations is how one arrives at order and structure. In traditional firms, it happens by design, that is, through some sort of command-and-control hierarchy. But at firms like Morning Star, groups of individuals create order through social networks built around circumstances and needs. It’s as if the firm had an invisible hand.

In August 1977 Canadians reacted with horror and revulsion when they learned that in the 1950s and early 1960s, one of the most eminent psychiatrists in the country had used his vulnerable patients as unwitting guinea pigs in brainwashing experiments funded by the CIA and the Canadian government. Behind the doors of the so-called sleep room on Wards 2 South, Dr. Ewen Cameron, the director of Montreal’s Allan Memorial Institute, exposed dozens of his own patients to barbaric treatments from which some never fully recovered. Operating under the belief that he could wipe brains clean of "bad behavior" and program in new behaviour, Cameron kept patients in a chemical sleep for weeks and months at a time exposing them to massive amounts of electro-shock and drugs such as LSD, and forced them to listen to tape-recorded messages repeated endlessly through headphones. Cameron was not alone in his desire to reprogram the human brain. The U.S. intelligence establishment found in him an eager collaborator, and funded his work substantially and covertly. Eventually, after years of stonewalling by the CIA, nine of the dozens of victims were at last given a chance to claim restitution for Cameron’s “treatments” by taking the powerful U.S. intelligence agency to court.

... People like to know what they are getting ahead of time. Thus, McDonald's, Wal-Mart, F.W. Woolworth: store-brands maintained and visible across the entire country. Wherever you go, you will get something that is, with small regional variations, the same. 'In the field of funeral homes, however, things are, perforce, different. You need to feel that you are getting small-town personal service from someone who has a calling to the profession. You want personal attention to you and your loved one in a time of great loss. You wish to know that your grief is happening on a local level, not a national one. But in all branches of industry - and death is an industry, my young friend, make no mistake about that - one makes one's money from operating in bulk, from buying in quantity, from centralising one's operations. It's not pretty, but it's true. Trouble is, no one wants to know that their loved ones are travelling in a cooler van to some big old converted warehouse where they may have twenty, fifty, or a hundred cadavers to go... 'So when big companies come in they buy the name of the company, they pay the funeral directors to stay on, they create the apparency of diversity. But that is merely the tip of the gravestone. In reality, they are as local as Burger King.

The lack of distinction between the real and the virtual is the obsession of our age. Everything in our current affairs attests to this, not to mention the big cinematic productions: The Truman Show, Total Recall, Existenz, Matrix, etc. This question has always been there behind literature and philosophy, but it has been present metaphorically, as it were, implicitly, through the filter of discourse. The 'encoding/decoding' of reality was done by discourse, that is to say, by a highly complex medium, never leaving room for a head-on truth. The encoding/decoding of our reality is done by technology. Only what is produced by this technical effect acquires visible reality. And it does so at the cost of a simplification that no longer has anything to do with language or with the slightest ambivalence and which, therefore, puts an end to this subtle lack of distinction between the real and the virtual, as subtle as the lack of distinction between good and evil. Through special effects, everything acquires an operational self-evidence, a spectacular reality that is, properly speaking, the reign of simulation. What the directors of these films have not realized (any more than the simulationist artists of New York in the eighties) is that simulation is a hypothesis, a game that turns reality itself into one eventuality among others.

Foreign nongovernment organizations (NGOs) that support Russian democratic civic groups are a particular target of Russian accusations of foreign economic intrigue. In 2004, President Putin accused Russian NGOs of pursuing "dubious group and commercial interests" for taking foreign money. FSB Director Nikolai Patrushev told the Russian State Duma in 2005 that the FSB had uncovered spies working in foreign-sponsored NGOs. He further claimed, "Foreign secret services are ever more actively using non-traditional methods for their work and, with the help of different NGOs educational programs, are propagandizing their interests, particularly in the former Soviet Union." Patrushev accused the United States of placing spies undercover within the Peace Corps, which was expelled from Russia in 2002, the Saudi Red Crescent, and the Kuwaiti NGO Society for Social Reform. Patrushev attributed an economic motive to these perceived foreign plots, alleging that industrialized states did not want "a powerful economic competitor like Russia." Echoing Soviet-era accusations of nefarious Western economic intent, he claimed that Russia had lost billions of dollars per year due to U.S., EU, and Canadian "trade discrimination. Pushing for stronger regulation of NGOs, Patrushev said, "The imperfectness of legislation and lack of efficient mechanisms for state oversight creates a fertile ground for conducting intelligence operations under the guise of charity and other activities. In 2012, Putin signed the "foreign agent law," which ordered Russian civil rights organizations that received any foreign funding to register as "foreign agents.

He learned that we should keep our eyes on the goal and not on the ground. He learned so much about the Burger King’s operations that later when he was running the Investment Bank and was looking for high-profile American billionaires to sit on his Board of Directors, he met Joe Antonius, Chairman of the 32-billion-dollar conglomerate. The first thing they had in common was that Antonius ran that corporation where Mir once cleaned bathrooms. He went up to him, introduced himself, “Hi Joe! I am Mir Mohammad Ali Khan, founder and Chairman of KMS Investment Bank and my first job in America was washing bathrooms at one of your restaurants.” Joe burst out laughing and all top notch people – Bill Gates, Warren Buffet, and Peter Lynch – could not believe what the young man was saying. Joe took him aside and said, “Tell me honestly what did you like about cleaning bathrooms.” “Ammonia,” replied Mir. “Why?” Mir said, “I hated my job and it hurt my ego. I hated it so much that I cried throughout the first week and every time somebody saw me crying, I would tell them that it was because of ammonia. Ammonia helped me shelter my ego.” Later Antonius joined the Board of Mir’s bank for NO COMPENSATION and also brought 6 top people from Forbes, Yoblon, Mario, Andretti, and others. In the first meeting of the Board Antonius said, “I joined this board because if this immigrant kid can come from a family background that he has, compromise with his ego, wash bathrooms and smile and tell us in a corporate meeting of leaders that he is proud of it, then it means that he will go far in life. At 29 he owns a bank, imagine what he will do at 49.

On a sloping promontory on its wooded north shore was a modestly sized building called the National Capital Exhibition, and I called there first, more in the hope of drying off a little than from any expectation of extending my education significantly. It was quite busy. In the front entrance, two friendly women were seated at a table handing out free visitors' packs - big, bright yellow plastic bags - and these were accepted with expressions of gratitude and rapture by everyone who passed. "Care for a visitors' pack, sir?" called one of the women to me. "Oh, yes, please," I said, more thrilled than I wish to admit. The visitors' pack was a weighty offering, but on inspection it proved to contain nothing but a mass of brochures - the complete works, it appeared, of the visitors' center I had visited the day before. The bag was so heavy that it stretched the handles until it was touching the floor. I dragged it around for a while and then thought to abandon it behind a potted plant. A here's the thing. There wasn't room behind the potted plant for another yellow bag! There must have been ninety of them there. I looked around and noticed that almost no one in the room still had a plastic bag. I leaned mine up against the wall beside the plant and as I straightened up I saw that a man was advancing toward me. "Is this where the bags go?" he asked gravely. "Yes, it is." I replied with equal gravity. In my momentary capacity as director of internal operations I watched him lean the bag carefully against the wall. Then we stood for a moment together and regarded it judiciously, pleased to have contributed to the important work of moving hundreds of yellow bags from the foyer to a mustering station in the next room. As we stood, two more people came along, "Put them just there," we suggested, almost in unison, and indicated where we were sandbagging the wall. Then we exchanged satisfied nods and moved off into the museum.

who view the CIA as complicit in Kennedy’s assassination point to the CIA’s role in covert operations in Vietnam as the reason why the CIA wanted Kennedy’s removal from office. Col. Fletcher Prouty, in his highly documented book, JFK: The CIA, Vietnam and the Plot to Assassinate John F. Kennedy, reveals that Kennedy was attempting to end the CIA’s influence over covert operations.[301] Chief among these was the escalating U.S. involvement in Vietnam that Kennedy wanted to end. This he posits is why Kennedy was assassinated. There is, however, a more compelling reason why the CIA wanted Kennedy’s removal from office - the CIA’s role in controlling classified UFO information, and denying access to other government agencies including the office of the President. The assassination of President Kennedy was the direct result of his efforts to gain access to the CIA’s control of classified UFO files. Unknown to Kennedy, a set of secret MJ-12 directives issued by his former CIA Director, Allen Dulles, ruled out any cooperation with Kennedy and his National Security staff on the UFO issue. It was Dulles and another six MJ-12 Group members who sanctioned the directives found in the burned document, including a political assassination directive against non-cooperative officials in the Kennedy administration. This could be applied to Kennedy himself if the official entrusted to carry out the MJ-12 Assassination Directive concluded the President threatened MJ-12 operations.

The 50-inch TCL Roku TV balances picture quality and value for money. And this is also what happens when America’s top TV brand and the world’s most popular streaming services content instantly and from one single place. You have everything on the Roku from live TV to game console or if you wish choose from over 1500 streaming channels. This is also the widest selection any smart TV has ever had. Find that perfect movie or TV show easily across top streaming channels by title, actor or director with the acclaimed Roku ‘Search’ feature. On the Roku, you will find more than 200,000 streaming movies and shows that you can choose from. The Remote is simple and puts control into the users’ hands and lets you instantly choose your preferred content from anywhere. Use the Roku Mobile app on your smartphone or tablet to control your Roku TV. Cast your personal media, videos and photos and even music to the big screen. With a 120 Hz refresh rate, the TV displays images at 1080p. It has a built-in wireless and not one, but three HDMI ports that provide a high definition multimedia interface. Wired calls the TCL Roku TV ‘The First Smart TV worth using’. The TCL TV has a Roku box built into it. It is a smart TV that includes the Roku operating system, which is also the favorite OS for most users. The OS is considered as one of the best compared to all the other products and definitely better than any other smart TVs. Recently, the Roku TV was displayed at the prestigious CES 2018 with a brand new OS. We all know a lot about Roku and there are lots of Roku fans across the United States. The recently released series of Roku OS 8 comes with some new and improved features. All Roku TVs have a ‘Tuner’ input that enables you to plug into an antenna and look for channels. In the new Roku TV, the ‘Tuner’ input is available on the Home screen itself; which makes it very easy to navigate to it without fumbling Once you select the ‘Tuner’ input it takes you to the last tuned channel You will also get a preview of what is playing right now The Roku OS 8 also comes with a Smart Guide where you will get a 14-day preview of what is available on all the channels that the Roku TV has scanned for Scroll through the Smart Guide to find out your next programming on the list The experience is fluid with no judder or lag; users will be able to scan through the Smart Guide very easily All you have to do is use the HD antenna and the Roku TV will pop up all the entertainment information In addition to the Smart Guide, there is also a new feature called ‘More Ways to Watch’ Anytime Roku identifies a content that is on the Smart Guide, which is also available on other Roku channels it is marked with a ‘*’. This indicates that there are more ways to watch a single programming content You also don’t have to wait to watch your favorite programming Wherever you see the ‘*’at any time on the Smart Guide, hit the ‘Ok’ button on your remote and watch it on another Roku channel instantly The pricing for the channel or programming is also displayed If you have a Roku set top box that is connected to a different TV (other than the Roku), there is a new feature in the ‘Search’ where Roku will tell you the channel on which a particular programming is available with the precise timing. The Roku OS 8 has already been pushed out to all the players and TVs. The same OS 8 version is available for Roku Set top boxes as well. If any problem in Roku setup, please call us @+1-877-302-5260

There’s an official hierarchy. And an operational hierarchy. The official hierarchy decides on personnel, strategic initiatives and resources. The official hierarchy decides which case officers to hire. Where to place them. Who to promote into management. The operational hierarchy decides on operational issues. Which sources to trust. How to work with them. Which moment-by-moment risks make sense. At the top of the official hierarchy is who you would think it would be: the agency director. At the top of the operational hierarchy are the guys on the street: the case officers. Different hierarchies for different decisions. Different hierarchies for organizational decisions and operational decisions.22 Sometimes, there’s a conflict.

Bush could be impatient, and it drove me nuts that he started things early, but I was struck by his strong, and occasionally devilish, sense of humor. That year, 2004, he was in the thick of his reelection battle against Democrat John Kerry, who was hammering him for presiding over what Kerry called a “jobless” economic recovery. In one of our daily morning terrorism meetings with the president, FBI director Bob Mueller told him that a suspected Al Qaeda operative named Babar, whom we were closely monitoring, had just gotten a second job in New York. Mueller, not known as a comedian, then paused, turned his head toward me and added, “And then Jim said…” Bush looked at me, and so did Vice President Cheney. I froze. Before our meeting, Mueller and I had discussed Babar’s second job and I’d made a private joke to the FBI director that I hadn’t expected to repeat to the president, who could occasionally display a temper. Time slowed down, way down. I didn’t reply. The president prompted me. “What’d you say, Jim?” I paused and then, horrified, plunged in. “Who says you haven’t created any jobs; this guy’s got two.

Accountability for agency operations is fragmented. Each office in a network is a separate profit center. Each department in an office self-defines its missions. Creative heads focus on creativity; finance directors focus on headcounts, overhead and budgeted/ actual costs and profits; client heads manage the service that they provide to their ‘disorganized’ clients and keep them coming back for more. (Despite this there seem to be very few happy clients.) Managing

Who is responsible for an agency’s operational response to growing workloads and declining fees? In today’s agency culture, it’s everyone… and no one. The agency management culture is fragmented and divided. Everyone does his/her own thing. An integrated counter-attack is hard to organize, and in practice, it simply does not happen. At the end of the year, the finance director has the ultimate responsibility to deliver the agency’s profit margin, and this is often done through cost reductions – a blunt instrument, indeed, but the laissez-faire culture does not allow for much fine-tuning during the year. The agency management culture is a barrier to change. It

The casualty section received a curt order: “Insert the following entry70 in the next suitable casualty list ‘Tempy Captain, (Acting Major) William Martin, R.M.’ This should appear at the earliest possible moment.” But it was not so easy to slip a false death past the authorities. The Department of the Medical Director-General later demanded to know whether Major Martin had died in action and if so, how. The navy’s legal department wanted to know if the gallant major had left a will “and, if so, where was it?”71 Both departments were politely, but firmly, told to mind their own business.

When Uber's new CEO, Dara Khosrowshahi, first came on board in August 2017, one of his priorities was to meet with women engineers. Alert to the damage done to the company's culture, he began by laying the groundwork for a psychologically safe workplace. As Jessica Bryndza, Uber's Global Director of People Experience, commented, “He [Khosrowshahi] didn't come in guns blazing. He came in listening.”58 The operative word here is “listening.

How to Quantify Achievement Stories When hiring managers, recruiters, and staffing firms see a resume or LinkedIn profile or attend an interview with verbiage but no numbers, they don’t know what those words mean. In fact, they know next to nothing until you add the numbers that explain the impact of your work. Here’s how you can resolve this issue. Work With Finance Sometimes the impact of our work is not always clear. At times like this, reaching out to one of your friends in the Finance Department can be very helpful. Finance has access to numbers that are not always readily available to other departments. If you’re no longer with the company, explain to the Finance associate that the numbers he provides could make the difference in determining whether you land another position. Using a Range Per Lily Zhang of the Muse, one reason job seekers avoid quantifying is not knowing the exact number. Lily suggests using a range. Using my work experience, here’s what that means: Before: Chaired weekly product manager meeting. After: Chaired weekly meeting with 7 to 12 product managers so plans could be discussed and coordinated. Confusion and rework were eliminated. Frequency Lily shared that one of the easiest ways to add numbers is to identify the frequency with which you perform a given task. This can help the hiring manager understand how much you can handle. For example: Before: Responded to pricing requests from the Sales Force. After: Responded to 15 to 20 pricing requests from the Sales Force on a daily basis. Scale Everyone on the hiring side of the business loves when candidates provide numbers, because numbers explain the impact of what you’ve done. The most meaningful numbers are those associated with making money, saving money, and driving productivity. Here are a couple examples from my work experience: Before: Reduced time to perform Operations Manager’s role; after analysis showed tasks could be batched and performed at the end of the month. After: Reduced time to perform Operations Manager role by 66%; after analysis showed tasks could be batched and performed at the end of the month. Asked Director if I could take on the responsibilities of employees who were laid off. Before: Analysis revealed misconfigured offers; worked with other departments to correct errors. Implemented process to prevent future errors. After: Analysis revealed misconfigured offers; worked with other departments to correct errors. Recognized $7.2M. Implemented process to prevent future errors.

Doug Lute noted to an interagency meeting that the Taliban appeared to be succeeding with very lean operating funds: “We spend $60 billion a year,” Lute remarked. “They need $60 million a year.”7

At the very top of its hierarchy, I.S.I. was a black-and-white organization, fully subject to discipline and accountability, Mullen told colleagues. In the middle the organization started to go gray, fading into heavily compartmented operations that drew upon mid-level officers, civilians, contractors, and retirees. Then there were retired I.S.I. director-generals or senior brigadiers with their own followings among militants.

Food License Consultant A food license consultant is one type of bridge that can help you to issue your food license. There are many companies available that can help you to grow your business. They can guide your whole process and explain the fee structure and government fee and some legal documents. If you are looking for the best food license consultants in your city then you can visit our website. Here you can get many verified professionals. Here are some details about the food license which are listed below. What is Food License? What is Food License Registration? What are the types of FSSAI Licenses? What are the documents needed for Food License Registration? What is a food License (FSSAI License)? FSSAI stands for Food Safety Standards Authority of India, which is a statutory body established under the Ministry of Health & Family Welfare, Government of India. It has been established under the Food Safety and Standards Act, 2006, which is related to food safety and regulation in India. A food license is responsible for protecting and promoting public health through regulation and supervision of food safety. Food License Registration A food license is required for every person who wants to start a food business, who can involve in any kind of business like manufacturing, processing, distribution, or sale of food products, etc. A food license consists of 14 digit license number, which can print on all the food packages item. It gives all information regarding the assembling and owner’s permit. The motive of registration is to make the food business operators more responsible that can maintain the quality of food products. Types Of FSSAI License There are different types of food licenses that can depend on the scale of business, and on the turnover provided by the business owner. The government issue different type of license based on the food business operator activity. The types if food licenses are as below: 1) FSSAI Basic Registration: The FSSAI basic license registration for those who have a small-scale business. If their turnover is less than 12 lakh then apply for basic registration. 2) FSSAI State License: The FSSAI State License registration for those who have medium-scale businesses. If their turnover is more than 12 Lakh or up to 20 crores. 3) FSSAI Central License: The FSSAI Central License registration for those who have large-scale businesses. If their turnover is more than 20 crores then it can apply for Central License. Document required for Food License Registration The food license registration document required for the proprietorship Concern or a single person 1) Rental Agreement 2) Pan Card 3) Two Photos 4) ID Proof The food license registration document required for the Partnership Firm 1) Pan Card of Partnership Firm 2) All partner’s Id and Address Proof 3) Two Photos of Each Partner 4) Rental Agreement The food license registration document required for Private Limited Company 1) Pan Card of Private Limited Company. 2) Incorporation Certificate of Private Limited Company. 3) All Director’s Id and Address Proof 4) Two Photos of Each Director. 5) Rental Agreement. Best FSSAI License Consultant in India We are a team of FSSAI Registration centers, helping business owners in the registration, and certification procedures all over India. If you have further queries or doubts, then please visit our website. Tags food license online, food license, fssai license, fssai license registration, fssai license registration online, fssai registration, fssai license fee, fssai license documents, food licensing, fssai renewal, fssai apply online, fssai online, fssai registration form, fssai license registration consultant, fssai license consultant, fssai consultant, food license consultant in Ahmedabad, Food license consultant in Delhi, Food license consultant in Mumbai, Food license consultant in Kolkata

There wasn’t much more to it. But getting teams to stop and use the checklist—to make it their habit—was clearly tricky. A couple of check boxes weren’t going to do much all by themselves. So the surgical director gave some lectures to the nurses, anesthesiologists, and surgeons explaining what this checklist thing was all about. He also did something curious: he designed a little metal tent stenciled with the phrase Cleared for Takeoff and arranged for it to be placed in the surgical instrument kits. The metal tent was six inches long, just long enough to cover a scalpel, and the nurses were asked to set it over the scalpel when laying out the instruments before a case. This served as a reminder to run the checklist before making the incision. Just as important, it also made clear that the surgeon could not start the operation until the nurse gave the okay and removed the tent, a subtle cultural shift. Even a modest checklist had the effect of distributing power. The surgical director measured the effect on care. After three months, 89 percent of appendicitis patients got the right antibiotic at the right time. After ten months, 100 percent did. The checklist had become habitual—and it had also become clear that team members could hold up an operation until the necessary steps were completed.

Intelligence representatives from France, Egypt, Saudi Arabia, and Iran met in Kenya at the Safari Club with CIA operatives, including former CIA Director George H. W. Bush, to overcome constraints imposed by Washington. This led to the emergence of the Bank of Credit and Commerce International (BCCI) as the depository of money for off-the-books covert operations and the formation of what Scott calls a supranational deep state.

NSO was founded in 2010 by Israelis Shalev Hulio and Omri Lavie, school friends who had entered the tech start-up world in the 2000s and soon realized the potential of developing a tool that could access a mobile phone undetected. They were joined by former Mossad employee and military intelligence agent Niv Karmi. Hulio served in the Israeli military reserves and conducted IDF operations in the West Bank in the early 2000s. Conspiring with the dark side was thus assured from the beginning of NSO’s life.17 The first deal the company struck was with the assistance of convicted US felon Elliott Broidy, a long time director of the Republican Jewish Coalition. A big supporter of Donald Trump in his campaign for the presidency in 2016, Broidy was pardoned by President Trump in 2021 after Broidy pleaded guilty to violating foreign lobbying laws.

In late 2000, a group of IBP managers decided they wanted to take the company private by buying it from its public shareholders. The managers put together a bid with a private investment company and presented it to IBP’s board of directors. Smithfield heard about the deal and decided to make a bid of its own. IBP had become the nation’s second-biggest pork producer. If Smithfield bought IBP, it would be the indomitable leader of beef and pork production, boxing Tyson into the chicken business alone. It seemed inevitable that, one day, the company would buy Tyson as well. Only the biggest could survive. Johnny decided he wasn’t going to let that happen. Tyson Foods would buy IBP. The company would have to borrow billions to do it and it would need to pony up a huge portion of the company’s stock. Johnny would be mortgaging everything his father and his grandfather had built. It was the riskiest acquisition the company had ever contemplated. Everyone around him realized that when Johnny looked at IBP, he finally had his vision. Don Tyson thought the IBP acquisition was a bad idea. The company had been burned during the 1990s for straying outside the chicken industry and trying to buy its way into markets it couldn’t control and that didn’t fit with its primary strategy of vertical integration. Buying IBP would overshadow the chicken operations of Tyson Foods and saddle the company with cattle and pork businesses that Tyson executives poorly understood.

As Outdoor Education Centre Director in Barrie, Ontario, Pete Thistlethwaite leverages over 20 years of experience and a decade of teaching Chemistry and Phys-Ed. His passion for sports, travel, and family life with three teenagers complements his expertise in business operations, leadership, procurement, safety, and social media marketing, enhancing his professional and personal life.

A special operations element known as Zaslon is reportedly directly subordinate to the SVR director. Zaslon is responsible for protecting senior Russian embassy officials and other Russian government officials when they travel to dangerous locations. For example, Zaslon officers provided security when then-Russian Vice Prime Minister Dmitriy Rogozin traveled to Syria in 2014. The element also conducts covert action missions. Little is publicly known about the group, but it reportedly was created in 1998 to replace special forces units that had been subordinate to the KGB First Chief Directorate during the Soviet era and moved to the Ministry of Security after the dissolution of the Soviet Union.

And yet, in early January 2017, Director of National Intelligence James Clapper released a report that aggregated the findings of the FBI, the CIA, and the NSA (National Security Agency, which operates under the authority of the director of national intelligence), concluding that Russia had interfered in the 2016 election to help Trump. Over the next two years, two investigations, one by Special Counsel Robert Mueller from the Department of Justice and another by the Republican-dominated Senate Intelligence Committee, found that the Trump campaign had, at the very least, played along.[1] The story was not just about Trump or Russia or the private dealings between the two. It was the story of authoritarianism undermining American democracy by using disinformation to manipulate voters.

In July, Trump operative George Papadopoulos told an Australian official that the Russians were giving the campaign dirt on Clinton, and the Australian government shared the information with the U.S. By the end of July, FBI director James Comey opened a counterintelligence investigation into Russian interference in the 2016 election.

P&R acquired Union Underwear for $15 million. The deal was a big swing for P&R, with the purchase price equal to 35% of its beginning-of-the-year assets. But beneath the big headline number, there were several factors that reduced risk. The deal was done at a salivating valuation: Union was earning $3 million in pre-tax profits—one-fifth of the purchase price—that would be partially sheltered by P&R’s tax loss. Moreover, P&R structured the compensation of Union’s management in an attractive manner: The company provided Goldfarb with a five-year management contract as well as a bonus of 10% of the subsidiary’s operating profits (subject to both a minimum and a cap), ensuring he stayed on and incentivizing him to grow the business.160 Finally, the deal’s consideration was also interesting, which Buffett later reminisced about in the 2001 Berkshire Hathaway chairman’s letter: The [Union Underwear] company possessed $5 million in cash—$2.5 million of which P&R used for the purchase—and was earning about $3 million pre-tax, earnings that could be sheltered by the tax position of P&R. And, oh yes: Fully $9 million of the remaining $12.5 million due was satisfied by non-interest-bearing notes, payable from 50% of any earnings Union had in excess of $1 million. (Those were the days; I get goosebumps just thinking about such deals.)161 Although the P&R board had approved the Union acquisition, Ben Graham was angered by its conservatism and pushed to add more directors. The other members obliged, ceding five additional seats to Graham allies. Jack Goldfarb and Louis Green of Stryker & Brown—the same Louis Green from the Marshall-Wells chapter—were among those added.

Everyone in the organizations is very important. From the sweeper to the security officer; from the messenger to the manager, everyone doing well at his post is a leader. The organization becomes a leading one when it’s made up of people leading in their roles.

One day in 1885, the twenty-three-year old Henry Ford got his first look at the gas-powered engine, and it was instant love. Ford had apprenticed as a machinist and had worked on every conceivable device, but nothing could compare to his fascination with this new type of engine, one that created its own power. He envisioned a whole new kind of horseless carriage that would revolutionize transportation. He made it his Life’s Task to be the pioneer in developing such an automobile. Working the night shift at the Edison Illuminating Company as an engineer, during the day he would tinker with the new internal-combustion engine he was developing. He built a workshop in a shed behind his home and started constructing the engine from pieces of scrap metal he salvaged from anywhere he could find them. By 1896, working with friends who helped him build a carriage, he completed his first prototype, which he called the Quadricycle, and debuted it on the streets of Detroit. At the time there were many others working on automobiles with gas-powered engines. It was a ruthlessly competitive environment in which new companies died by the day. Ford’s Quadricycle looked nice and ran well, but it was too small and incomplete for large-scale production. And so he began work on a second automobile, thinking ahead to the production end of the process. A year later he completed it, and it was a marvel of design. Everything was geared toward simplicity and compactness. It was easy to drive and maintain. All that he needed was financial backing and sufficient capital to mass-produce it. To manufacture automobiles in the late 1890s was a daunting venture. It required a tremendous amount of capital and a complex business structure, considering all of the parts that went into production. Ford quickly found the perfect backer: William H. Murphy, one of the most prominent businessmen in Detroit. The new company was dubbed the Detroit Automobile Company, and all who were involved had high hopes. But problems soon arose. The car Ford had designed as a prototype needed to be reworked—the parts came from different places; some of them were deficient and far too heavy for his liking. He kept trying to refine the design to come closer to his ideal. But it was taking far too long, and Murphy and the stockholders were getting restless. In 1901, a year and a half after it had started operation, the board of directors dissolved the company. They had lost faith in Henry Ford.

Yet as she tells the story, the change came about when that director stopped treating her like an antagonist and treated her like a person. He apologized for publicly calling her “baby-killer” and started spending time with her during her smoking breaks in the parking lot. Later, McCorvey accepted an invitation to church from a seven-year-old girl whose mother also worked at Operation Rescue. Pro-abortion forces had dismissed McCorvey—her dubious record of drug-dealing, alcohol, lesbianism, and rape made bad public relations—but Christian leaders took the time to counsel her in the faith, keeping her out of the public spotlight for half a year. “Ultimately, God is the one who changes hearts,” says McCorvey now. “A Christian witness is the biggest tool in effecting change.

The Heaven Inc. Board of Directors, whom one has to thank for the origin of most mainstream religion, are also the ones responsible for ending any god’s career. Nietzsche knew that as the CEO, he could influence the outcome of world religion but he needed to come up with something big. Something inspirational. Something with pizazz. Something that would fire up the imagination of the other members. The board was newly elected. They were shy, passive, reflexive, and thoroughly stupid

March 1: Marilyn makes an appointment at Cedars of Lebanon Hospital, complaining of appendicitis, but director Howard Hawks insists that she return to the set of Monkey Business, and her operation is delayed until the end of production.

Damning documentation of LSD experimentation should not have been left in the hands of CIA Director Richard Helms. On January 31, 1973, one day before retiring from the CIA, Helms destroyed files on the fates of minds shattered over the previous ten years. Helms supported the mind-altering projects—Operation Chatter, Operation Bluebird/Artichoke, Operations Mknaomi, Mkultra and Mkdelta. By 1963, four years before Monterey Pop, the combined efforts of the CIA’s Directorate of Science and Technology, Army Intelligence and U.S. Chemical Corps launched covert operations that seemed necessary. U.S. agents were able to destroy any reputation by inducing hysteria or excessive emotional response, temporary or permanent insanity, encouraging suicide, erasing memory, inventing double or triple personalities inside one mind, prolonging lapses of memory, teaching racism and hatred against specific groups, causing subjects to obey instructions on the telephone or in person, hypnotically assuring that no memory remains of their assignments. The CIA has poison dart guns to kill from a distance, tranquilizers for pets so the household or neighborhood is not alerted by entry or exit. While pure LSD is typically 160 micrograms, the CIA issued 1,600 micrograms. Some of the LSD was administered to patients at Tulane University, who already had wired electrodes in their brain. Was insanity an occupational disease in the music industry? Or does this LSD, tested and described in Army documents, explain how a cultural happening that took place place in 1967-68 could be altered radically and halted?

It is why the President, acting on his own authority, placed the Director under the jurisdiction of the three Secretaries. To emphasize his intent and to make sure that it would work his way, President Truman directed that “operating funds for the organization would be obtained from the Departments of State, War, and Navy instead of directly from Congress.” The Donovan plan had proposed the opposite. If the DCI was required to get his money each year through these other departments, he would be subservient to them and he would carry out their wishes.

Mara Foundation is the nonprofit side of Mara’s business, a social enterprise focused on emerging entrepreneurs. We have myriad programs designed to address the complete life cycle of an entrepreneur’s business idea, from start-up advice right through to venture capital. My sister Rona, the foundation director, has been a dynamic force in ongoing advocacy for youth and women in business. Always someone with a keen eye for detail, she has secured partnerships for the Foundation with Ernst & Young to nurture and develop small and medium entrepreneurs (SMEs) in Africa and with UN Women, whose UN Women’s Knowledge Gateway for Women’s Economic Empowerment has operations in 80 countries. A spin-off of this is a program called Mara Mentor—tagline: Enable, Empower and Inspire—an online community that connects budding entrepreneurs with experienced and inspiring business leaders around the world.

During a lecture in the Waldorf-Astoria Hotel in New York on April 27, 1961, he said: “For we are opposed, around the world, by a monolithic and ruthless conspiracy, that relies primarily on covert means for expanding it's sphere of influence, on infiltration instead of invasion, on subversion instead of elections, on intimidation, instead of free choice, on guerrillas by night, instead of armies by day, It is a system which has conscripted vast material and human resources into the building of a tightly knit, highly efficient machine that combines military, diplomatic, intelligence, economic, scientific, and political operations. Its preparations are concealed, not published. Its mistakes are buried, not headlined. Its dissenters silenced, not praised. No expenditure is questioned. No rumor is printed. No secret is revealed.” Kennedy came up against FBI director Edgar Hoover and Allen Dulles’ CIA that had maneuvered him into going along with the Bay of Pigs action. He wanted want to splinter the CIA into a thousand pieces and scatter it to the winds. Kennedy also offended the Military-Intelligence complex. Amongs others for the reason that he decided to pull out of Vietnam.[81] He was against a continuation of Western colonialist domination of Vietnam and criticized the U.S. alliance with the French effort to retain its empire. During his presidency he opposed a massive commitment of U.S. forces to fight a war that he felt the Vietnamese had to fight primarily on their own. He consistently rejected recommendations to introduce U.S. ground forces. Shortly before his assassination he started withdrawing U.S. troops from Vietnam.

Gibraltar Steamship Corporation never did any trading, and never owned or operated any ships, however it did operate a 50,000-watt, pirate radio station. Its president was Thomas Dudley Cabot, who in reality was the U.S. Department of State’s Director of the Office of International Security Affairs. In actual fact, the radio station, called Radio Swan, was a Central Intelligence Agency covert, black operation, known in intelligence circles as “Black Ops.” The station was in operation from 1960 to 1968. Pretending to be a normal radio station, it had commercial accounts including R. J. Reynolds, Philip Morris Tobacco, and Kleenex. It broadcast religiously-oriented programs, such as “The Radio Bible Class,” “The World Tomorrow” and a Christian program from the Dominican Republic, as well as others. Their news broadcasts were sponsored by the Cuban Freedom Committee, a part of Christianform, an anti-communist foundation. In May of 1960, the pirate radio station started transmitting Spanish language broadcasts to Cuba from Swan Island, or Islas del Cisne, in the western Caribbean Sea, near the coastline of Honduras. In 1961, Radio Swan became Radio America, with its headquarters in Miami.

All of our phones were blowing up. It was ridiculous. It was just hard to focus in," Moseley said. "I didn't even want my phone anymore. It was just too much." So Frese asked players what they thought about giving up their phones for the entire length of their NCAA tournament road trips. The locker room agreed. Parents were given contact information for the team's director of basketball operations in case there was an emergency. Terps players told their friends they were going to be unreachable. And then they disappeared into, like, 1995 or something. "To live without your phone that long is really hard, especially for us; we live by our phones," Alyssa Thomas, the star forward who graduated last year, said of her generation. "At first we would all be checking our pockets, thinking we lost our phones or something." But then a weird thing happened,

God is an organized, material being, filled with the form of energy known as intelligence. "The glory of God is intelligence." All other forces of nature may be converted into intelligence; and from intelligence all other forces may be obtained; God is the center of these forces, and their directing power. Because of this centralization, nature is orderly. Natural laws are not, as supposed by some philosophers, accidental relations of phenomena, observed and recorded by man. The force of intelligence controls all phenomena; there is mind behind the operations of nature. God, himself a part of nature, is not the creator of nature, but the organizer and director of it. What a beautifully reasonable climax that is to the wonderful philosophy of Joseph the Prophet! The

The ignorance about the importance of cognitive differences and the behavioral dynamics that operate within their Board is contributing to the generally poor performance of Board.

Assassination was a matter of keeping up with the Joneses. Every other power practiced, and as far as I know still practices, assassination, if need be. —Former CIA Director of Special Operation

ahead of ICAO audit By Tarun Shukla | 527 words New Delhi: India's civil aviation regulator has decided to restructure its safety board and hire airline safety professionals ahead of an audit by the UN's aviation watchdog ICAO (International Civil Aviation Organization). The Directorate General of Civil Aviation (DGCA) announced its intent, and advertised the positions on its website. ICAO told the Indian regulator recently that it would come down to India to conduct an audit, its third in just over a decade, Mint reported on 12 February. Previous ICAO audits had highlighted the paucity of safety inspectors in DGCA. After its 2006 and 2012 audits, ICAO had placed the country in its list of 13 worst-performing nations. US regulator Federal Aviation Authority followed ICAO's 2012 audit with its own and downgraded India, effectively barring new flights to the US by Indian airlines. FAA is expected to visit India in the summer to review its downgrade. The result of the ICAO and FAA audits will have a bearing on the ability of existing Indian airlines to operate more flights to the US and some international destinations and on new airlines' ability to start flights to these destinations. The regulator plans to hire three directors of safety on short-term contracts to be part of the accident investigation board, according to the information on DGCA's website. This is first time the DGCA is hiring external staff for this board, which is critical to ascertain the reasoning for any crashes, misses or other safety related events in the country. These officers, the DGCA said on its website, must have at least 12 years of experience in aviation, specifically on the technical aspects, and have a degree in aeronautical engineering. DGCA has been asked by international regulators to hire at least 75 flight inspectors. It has only 51. India's private airlines offer better pay and perks to inspectors compared with DGCA. The aviation ministry told DGCA in January to speed up the recruitment and do whatever was necessary to get more inspectors on board, a government official said, speaking on condition of anonymity. DGCA has also announced it will hire flight operations inspectors as consultants on a short-term basis for a period of one year with a fixed remuneration of `1.25 lakh per month. "There will be a review after six months and subsequent continuation will be decided on the basis of outcome of the review," DGCA said in its advertisement. The remuneration of `1.25 lakh is higher than the salary of many existing DGCA officers. In its 2006 audit, ICAO said it found that "a number of final reports of accident and serious incident investigations carried out by the DGCA were not sent to the (member) states concerned or to ICAO when it was applicable". DGCA had also "not established a voluntary incident reporting system to facilitate the collection of safety information that may not otherwise be captured by the state's mandatory incident reporting system". In response, DGCA "submitted a corrective action plan which was never implemented", said Mohan Ranganthan, an aviation safety analyst and former member of government appointed safety council, said of DGCA. He added that the regulator will be caught out this time. Restructuring DGCA is the key to better air safety, said former director general of civil aviation M.R. Sivaraman. Hotel industry growth is expected to strengthen to 9-11% in 2015-16: Icra By P.R. Sanjai | 304 words Mumbai: Rating agency Icra Ltd on Monday said Indian hotel industry revenue growth is expected to strengthen to 9-11% in 2015-16, driven by a modest increase in occupancy and small increase in rates. "Industry wide revenues are expected to grow by 5-8% in 2014-15. Over the next 12 months, Icra expects RevPAR (revenue per available room) to improve by 7-8% driven by up to 5% pickup in occupancies and 2-3% growth in average room rates (ARR)," Icra said. Further, margins are expected to remain largely flat for 2014-15 while

But the “seeing” needs to flow in both directions. Citizens also need to really see the men and women of law enforcement. They need to see what police see through the windshields of their squad cars, or as they walk down the street. They need to see the risks and dangers law enforcement officers encounter on a typical late-night shift. They need to understand the difficult and frightening work they do to keep us safe. They need to give them the space and respect to do their work, well and properly. If they take the time to do that, what they will see are officers who are human, who are overwhelmingly doing the right thing for the right reasons, and who are too often operating in communities—and facing challenges—most of us choose to drive around.

however, the round trip was a very long one (fourteen months was in fact well below the average). It was also hazardous: of twenty-two ships that set sail in 1598, only a dozen returned safely. For these reasons, it made sense for merchants to pool their resources. By 1600 there were around six fledgling East India companies operating out of the major Dutch ports. However, in each case the entities had a limited term that was specified in advance – usually the expected duration of a voyage – after which the capital was repaid to investors.10 This business model could not suffice to build the permanent bases and fortifications that were clearly necessary if the Portuguese and their Spanish allies* were to be supplanted. Actuated as much by strategic calculations as by the profit motive, the Dutch States-General, the parliament of the United Provinces, therefore proposed to merge the existing companies into a single entity. The result was the United East India Company – the Vereenigde Nederlandsche Geoctroyeerde Oostindische Compagnie (United Dutch Chartered East India Company, or VOC for short), formally chartered in 1602 to enjoy a monopoly on all Dutch trade east of the Cape of Good Hope and west of the Straits of Magellan.11 The structure of the VOC was novel in a number of respects. True, like its predecessors, it was supposed to last for a fixed period, in this case twenty-one years; indeed, Article 7 of its charter stated that investors would be entitled to withdraw their money at the end of just ten years, when the first general balance was drawn up. But the scale of the enterprise was unprecedented. Subscription to the Company’s capital was open to all residents of the United Provinces and the charter set no upper limit on how much might be raised. Merchants, artisans and even servants rushed to acquire shares; in Amsterdam alone there were 1,143 subscribers, only eighty of whom invested more than 10,000 guilders, and 445 of whom invested less than 1,000. The amount raised, 6.45 million guilders, made the VOC much the biggest corporation of the era. The capital of its English rival, the East India Company, founded two years earlier, was just £68,373 – around 820,000 guilders – shared between a mere 219 subscribers.12 Because the VOC was a government-sponsored enterprise, every effort was made to overcome the rivalry between the different provinces (and particularly between Holland, the richest province, and Zeeland). The capital of the Company was divided (albeit unequally) between six regional chambers (Amsterdam, Zeeland, Enkhuizen, Delft, Hoorn and Rotterdam). The seventy directors (bewindhebbers), who were each substantial investors, were also distributed between these chambers. One of their roles was to appoint seventeen people to act as the Heeren XVII – the Seventeen Lords – as a kind of company board. Although Amsterdam accounted for 57.4 per cent of the VOC’s total capital, it nominated only eight out of the Seventeen Lords.

The first report from the Federalnaya Sluzhba Bezopasnosti—the Federal Security Service, or FSB—concerned domestic threats, such as the latest on counterterrorism operations in the Caucasus. The next was from the FSO and contained recent information on opposition figures that displeased him. Another from the GRU outlined the directorate’s support to separatist militias in the eastern Donbass region of Ukraine. Finally, a report from the Sluzhba Vneshney Razvedki—the Foreign Intelligence Service, or SVR—kept him abreast of phone conversations placed from the hotels of the Ukrainian and American diplomats currently meeting in Berlin with his foreign minister, Uri Popoff.

To anticipate likely sources of misalignment in any company, it’s useful to distinguish between three concepts: • Ownership: who legally owns a company’s equity? • Possession: who actually runs the company on a day-to-day basis? • Control: who formally governs the company’s affairs? A typical startup allocates ownership among founders, employees, and investors. The managers and employees who operate the company enjoy possession. And a board of directors, usually comprising founders and investors, exercises control.

dramatically, but helium gas was 10 times as expensive. Under these conditions, Dr. Eckener, a pilot whose primary concern was safety and as Director of a Company attempting to make a profit, he was forced to make a difficult decision. His discussions with American businessmen and political officials had not resulted in the helium gas he so badly wanted. On the other hand he realized, an airship without lifting gas could not fly. His own company officials believed hydrogen to be safe and they did not share the American concern nor that of Eckener. During many of the flights in 1936, U.S. Naval officials were onboard the LZ-129, to study German operating methods of using hydrogen gas. Their resulting reports concluded that hydrogen properly used, was safe and should be considered used in any new or future American airships. The building of a dream The LZ-129 was a typical design for a Zeppelin airship, only it’s size was so remarkable. The structure was primarily built of triangular girders made of Duralumin, the interior was divided by a wire braced main frame, into 16 bays, in which each held a gas cell.2 Duralumin was an alloy of aluminum and copper with traces of magnesium, manganese, iron and silicon. It had been discovered by Dr. Alfred Wilm and his assistant Ing. Jablonsky, in September 1906. Late one Saturday evening, Jablonsky had completed testing numerous pieces and was ready to go home, when Dr. Wilm entered the lab, with just one more test. To everyone’s astonishment, the test piece was harder, with only ½% more Magnesium having been added. The last train for Berlin had departed and the two men worked the through the weekend, to perfect their Duralumin. Although Dr. Wilm wanted to obtain a patent on this new metal, that so many industries so badly required, he failed to take action. By not obtaining a patent, he gave German industry the opportunity to copy. Count von Zeppelin was amongst the first to realize the value of this new material. Dr. Alfred Wilm did not achieve the wealth he so rightfully desired and passed away on a small farm in the Riesengebirge, on August 6, 1937. Dr. Wilm placed an important mark on not only Zeppelin history, but in the design of countless airplanes ever since.3 The first Zeppelin airships had been constructed of simple aluminum, which is considerably weaker, so that strength was a major problem. It was not until LZ-26, which was the only Zeppelin assembled in Frankfurt-Rebstock, that Duralumin was practically used. Designed as a passenger airship, production of it’s parts had begun, when World War One started. Suddenly, this airship was no longer needed for civilian purposes and would fulfill military requirements only marginally. In order to provide space in the Friedrichshafen Zeppelin Sheds, for newer and larger designs; the completed girders and materials were transported to Frankfurt for assembly. The ship, approx. only 1/8 the

A man’s mind may be likened to a garden, which may be intelligently cultivated or allowed to run wild; but whether cultivated or neglected, it must, and will, bring forth. If no useful seeds are put into it, then an abundance of useless weed seeds will fall therein, and will continue to produce their kind. Just as a gardener cultivates his plot, keeping it free from weeds, and growing the flowers and fruits which he requires, so may a man tend the garden of his mind, weeding out all the wrong, useless, and impure thoughts, and cultivating toward perfection the flowers and fruits of right, useful, and pure thoughts. By pursuing this process, a man sooner or later discovers that he is the master-gardener of his soul, the director of his life. He also reveals, within himself, the laws of thought, and understands, with ever-increasing accuracy, how the thought-forces and mind elements operate in the shaping of his character, circumstances, and destiny.

Land banks in New York? Here is how it works… The New York municipality first establishes an entity to function as what is known as a “foreclosing governmental unit.” The foreclosing governmental unit operates within guidelines established through local laws, local ordinances and local resolutions. The laws, ordinances and resolutions outline parameters by which the city, village, town or county – i.e.: the “municipality” – is able to establish procedures which enable the municipality to function as the foreclosing governmental entity. I.e.: as the land bank. Oversight and governance for New York land banks is the responsibility of land bank boards of directors.

Goals, Strategies, and Fundamentals Missions are generally long term in nature. Goals translate missions into practical, quantifiable medium-term objectives that then trigger the search for short-term action plans. Goals can be broadly quantified around three main dimensions: profitability, growth, and sustainability. It is important that boards and executive teams understand the interactions and especially the trade-offs between these three dimensions. It is impossible to pursue all three goals simultaneously, at least in the short term. Boards need to address this major challenge with executives, as, at least in the short term and possibly also in the medium term, these three goals cannot be pursued simultaneously. Executive teams thus face clear trade-offs which they need to recognize and manage. Boards are there to support executives with necessary clarifications on the goals that need to be pursued. Strategies are the action plans that executives deploy following the choice of mission by owners and the selection of goals by the board, in collaboration with the executive team. In case growth is chosen as the goal, for example, typical strategic choices are: build, buy, or ally strategies.14 The selection of a strategy does not depend solely on goals, it also depends on company fundamentals: the type of industry the firm operates in, the client’s ecosystem, suppliers, competitors, regulators, where and how the company generates cash flows, the types of risks the company faces and needs to mitigate against, as well as the company’s ability to raise financing. Examples are presented illustrating how strategies are selected by examining cash flow generating opportunities.

The wild and woolly climate of deregulation created an ambience in which normal, well-run savings banks were surpassed by fast-track banks which catered to dubious monies with no questions asked. Banks laundered funds for covert operations of the CIA, as well as covert operations of the Bonano or other organized crime families. The son of the Vice President, Neil Bush, was a director of the Silverado Savings and Loan in Colorado, later indicted by the government for illegal practices. Son Neil had the good taste to “resign” the week his father received the Republican nomination for president in 1988.9