Our Portfolio Quotes

God never asked us to meet life's pressures and demands on our own terms or by relying upon our own strength. Nor did He demands that we win His favor by assembling an impressive portfolio of good deeds. Instead, He invites us to enter His rest.

Mayflower-Plymouth is a company, and it's an ecosystem. We are an Investment Holdings company that holds mostly small and medium sized businesses in our portfolio. And we also provide a variety of resources and business services such as consulting - in the interest of helping businesses to be better.

A business that doesn’t respect human life, animal life and the ecosystem of our planet earth… that’s a business we don’t want in our portfolio. If the business does more harm than good, facilitates more death than life, and causes more destruction than creation… then we view them as a bad investment.

Nature doesn’t hedge by betting for and against the same things. Nature hedges by cultivating resilience. At Mayflower-Plymouth we aim to hedge by cultivating resilience in our portfolios.

At Mayflower-Plymouth, we have a unique approach to minimizing risk in our portfolios. We approach risk holistically.

Effective scaling requires clear strategy. Nature has provided us with a portfolio of growth applications to learn from and our job as business leaders is to be strategic with that.

You added yourself to my contacts list?’ I gasp. When did he do that? I mentally sprint through our meeting, settling on my visit to the toilet when I left my portfolio and phone on the table. I can’t believe he went through my phone! ‘I need to be able to get hold of you.

Indefinite attitudes to the future explain what’s most dysfunctional in our world today. Process trumps substance: when people lack concrete plans to carry out, they use formal rules to assemble a portfolio of various options. This describes Americans today. In middle school, we’re encouraged to start hoarding “extracurricular activities.” In high school, ambitious students compete even harder to appear omnicompetent. By the time a student gets to college, he’s spent a decade curating a bewilderingly diverse résumé to prepare for a completely unknowable future. Come what may, he’s ready—for nothing in particular.

By adopting a Permaculture Investing approach, we seek to create investment portfolios that are not only profitable but also contribute to the health and well-being of our planet and its inhabitants.

Basically, we view a portfolio in the same way that a gardener views a garden. Every business or asset in our portfolio is like a plant in a gardeners garden and is subject to similar expectations; growth, purpose, and productivity.

Most of our portfolio is brut or extra brut, which means that it contains less than twelve grams per liter of residual sugar, or less than a half teaspoon per five-ounce glass.

All stakeholders should benefit from the capital we allocate in our portfolio.

We believe that the capital in our portfolio should be a platform for utility and a facilitator of life.

All stakeholders should benefit from the capital we allocate in our portfolio, on a net value add basis.

Bonds are in our portfolio to provide a deflation hedge. Deflation is one of the two big macro risks to your money. Inflation is the other and we hedge against that with our stocks.

Christians are God's delivery people, through whom he does his giving to a needy world. We are conduits of God's grace to others. Our eternal investment portfolio should be full of the most strategic kingdom-building projects to which we can disburse God's funds.

We do not need to be rational and scientific when it comes to the details of our daily life—only in those that can harm us and threaten our survival. Modern life seems to invite us to do the exact opposite; become extremely realistic and intellectual when it comes to such matters as religion and personal behavior, yet as irrational as possible when it comes to matters ruled by randomness (say, portfolio or real estate investments). I have encountered colleagues, “rational,” no-nonsense people, who do not understand why I cherish the poetry of Baudelaire and Saint-John Perse or obscure (and often impenetrable) writers like Elias Canetti, J. L. Borges, or Walter Benjamin. Yet they get sucked into listening to the “analyses” of a television “guru,” or into buying the stock of a company they know absolutely nothing about, based on tips by neighbors who drive expensive cars.

In nature, capital is never stagnant. Capital exists in service to life - at all times. It's a medium of utility, not a souvineer. The capital in our portfolio should work in the same way.

Scripture is first and foremost a story. And it’s a story about God. We want to make it a story about us—about how to get ahead in life or have great sex or up our portfolio or just be happy. And there are all sorts of “success principles” in the Bible, but honestly, that’s just not what the story is about. If you strip the Bible down to the core, it’s a story about God, and about how we as people relate to God.

challenging market, when so many of our customers are struggling to control costs, our engineers have been reconfiguring our portfolio into industry-leading suites of cost-reduction technologies and services.

At Mayflower-Plymouth, we analyze global markets, analyze businesses and employ a range of strategies that emulate natural ecosystems to deliver holistic and industry-consistent investment returns. Our approach emphasizes preservation, steady compounding growth and steady returns for our capital partners and clients.

Our Principles of Permaculture Capital Stewardship set us apart from other Asset Management firms. These principles allow us to model nature in the way we steward Capital to ensure portfolio resilience, steady ROI and profit.

I hate babies with trendy names like Tiffany and Britney and Heather and Noah and Blake and Justin. I’m sick of Olivia and Chloe and Eva and Madison. I hope Aiden and Jayden and Braden and Graden all suffer minor head injuries while reading Dr. Seuss. Enough already with the cutesy-poo baby names. What happened to John and Dave and Sue? Babies with trendy names grow up to be adults with ridiculous names. “This is our CEO, Micah.” “You know what, Micah? I want my money back. I’m closing my portfolio. I’m going with Michael. He’s a grown-up.” One day all of these trendy-named children will grow up and become parents and then grandparents, and it’s all wrong. Grandma Tori? Zayda Jared? Nana Savannah?

the genes of modern-day Africans are a treasure house for all humanity. They possess our species’ greatest reservoir of genetic diversity, of which further study will shed new light on the heredity of the human body and mind. Perhaps the time has come, in light of this and other advances in human genetics, to adopt a new ethic of racial and hereditary variation, one that places value on the whole of diversity rather than on the differences composing the diversity. It would give proper measure to our species’ genetic variation as an asset, prized for the adaptability it provides all of us during an increasingly uncertain future. Humanity is strengthened by a broad portfolio of genes that can generate new talents, additional resistance to diseases, and perhaps even new ways of seeing reality. For scientific as well as for moral reasons, we should learn to promote human biological diversity for its own sake instead of using it to justify prejudice and conflict.

All of us need to invest our capital to achieve financial freedom, but most of us are not equipped with the soul and skills to have concentrated portfolios.

At Mayflower-Plymouth, we look at the businesses in our Private Equity portfolio as an ecosystem of businesses.

All of life is Capital stewarded by God. And he allows us to steward some of it according to his purposes. And the more we model him in our stewardship, the more he seems to allow us to steward.

In reality, many universities have direct investments in corporate America in the form of substantial stock portfolios. By purchase and persuasion, our institutions of higher learning are wedded to institutions of higher earning.

Since exploitation pays, this could dampen our portfolios’ stock performance. Banking and shopping in ways that express solidarity with the poor could mean we pay more. And by acknowledging those costs, we acknowledge our complicity. When we cheat and rob one another, we lose part of ourselves, too. Doing the right thing is often a highly inconvenient, time-consuming, even costly process, I know. I try, fail, and try again. But that’s the price of our restored humanity.

Where I live, being considered “good” has little to nothing to do with institutional religion. The social benchmarks for moral applause have more to do with whether one eats organic, rides his or her bike to work, and supports a humanitarian initiative in Africa. Things like these—even if good things that contribute to the flourishing of our world, in a manner similar to many traditional religious works—comprise our contemporary bars of righteousness by which one’s social capital is improved. In corporate culture, these bars may have more to do with how much money we’ve made or the size of our portfolio. In political culture, how much power we’ve attained or the heights up the ladder we’ve climbed. In popular culture, how much sex we’ve had or the number of Twitter followers who are interested in what we have to say. The cultural decline of institutional religion has simply meant the relocation, not the destruction, of social norms through which we pursue personal justification and social acceptance for our existence.

You two should do the next partner project together,” she said as she flipped through our portfolios. “You both have excellent designs, and you have polar opposite strengths. You’d do well together.” Jake and I nodded respectfully, but under the table, he rubbed my leg. “I guess we’re pretty good together,” he whispered against my ear later in the hall. “Is that what she said? I thought she said you could learn a lot from me.” Reinhardt, Liz (2011-09-06). Double Clutch (A Brenna Blixen Novel) (p. 206). . Kindle Edition.

At Mayflower-Plymouth, we see ourselves as primarily a Capital Holdings Company. We aim to continually acquire, own and steward a massive portfolio of assets of various kinds; creating wealth for our partners and enormous value for the people we serve through our stewardship.

Congressional representatives on balance rank among the wealthiest of wealthy Americans, and boast financial portfolios that are all but unattainable for most of their constituents. Nice work if you can get it, especially when you consider that the median per capita income in the United States is $25,000…and falling.

When you reach our age, Vasily, it all goes by so quickly. Whole seasons seem to pass without leaving the slightest mark on our memory.” “How true…, “ agreed the concierge (as he sorted through an allotment of tickets). “But surely, there is comfort to be taken from that,” continued the Count. “For even as the weeks begin racing by in a blur for us, they are making the greatest of impressions upon our children. When one turns seventeen and begins to experience that first period of real independence, one’s senses are so alert, one’s sentiments so finely attuned that every conversation, every look, every laugh may be writ indelibly upon one’s memory. And the friends that one happens to make in those impressionable years? One will meet them forever after with a welling of affection.”… “Perhaps it is a matter of celestial balance,” he reflected. “A sort of cosmic equilibrium. Perhaps the aggregate experience of Time is a constant and thus for our children to establish such vivid impressions of this particular June, we must relinquish our claims upon it.” “So that they might remember, we must forget,” Vasily summed up. “Exactly!” said the Count. “So that they might remember, we must forget. But should we take umbrage at that fact? Should we feel short-changed by the notion that their experiences for the moment may be richer than ours? I think not. For it is hardly our purpose at this late stage to log a new portfolio of lasting memories. Rather, we should be dedicating ourselves to ensuring that they taste freely of experience. And we must do so without trepidation. Rather than tucking in blankets and buttoning up coats, we must have faith in them to tuck and button on their own. And if they fumble with their newfound liberty, we must remain composed, generous, judicious. We must encourage them to venture out from under our watchful gaze, and then sigh with pride when they pass at last through the revolving door of life…

Social validation, sometimes referred to as herding, is a powerful, hardwired behavior. It is observed in nearly all species, including geese, deer, fish, and insects. Herding is frequently critical for survival, so to go contrary to it is incredibly difficult. The lesson of our past is that sticking out from the crowd by doing something different is dangerous.

We are researching and developing human abilities mainly according to the immediate needs of the economic and political system, rather than according to our own long-term needs as conscious beings. My boss wants me to answer emails as quickly as possible, but he has little interest in my ability to taste and appreciate the food I am eating. Consequently, I check my emails even during meals, which means I lose the ability to pay attention to my own sensations. The economic system pressures me to expand and diversify my investment portfolio, but it gives me zero incentive to expand and diversify my compassion. So I strive to understand the mysteries of the stock exchange while making far less effort to understand the deep causes of suffering.

If we could pin down the moments when our lives bifurcate into before and after-if we could pause the progression of milliseconds, catch ourselves at the point before we slip over the precipice-if we could choose to remain suspended on time-amber, our lives intact, our hearts unbroken, our foreheads unlined, our nights full of undisturbed sleep-would we slip, or would we choose the amber?

Exactly!” said the Count. “So that they might remember, we must forget. But should we take umbrage at the fact? Should we feel short-changed by the notion that their experiences for the moment may be richer than ours? I think not. For it is hardly our purpose at this late stage to log a new portfolio of lasting memories. Rather, we should be dedicating ourselves to ensuring that they taste freely of experience. And we must do so without trepidation. Rather than tucking in blankets and buttoning up coats, we must have faith in them to tuck and button on their own. And if they fumble with their newfound liberty, we must remain composed, generous, judicious. We must encourage them to venture out from under our watchful gaze, and then sigh with pride when they pass at last through the revolving doors of life. . . .

There are moments when the filament of time bends, loops, blurs. The present becomes permeable; the past leaps forward and insists itself upon us without warning. The orderly progression of our days reveals itself to be a lie, and the sense making brain flounders. What was he supposed to call this impossibility that insisted itself before him as reality? A hallucination? Deja vu, that cheap cinematic trick of the mind?

Jesus does not say blandly that treasure in heaven results from our generosity on earth. More passionately, he urges his followers to pursue treasure in heaven, the way a thirsty desert wanderer pursues water, or a savvy portfolio manager scours the financial landscape for investments. John comes nowhere close to the Biblical conclusion. Not through faulty reasoning, but the Objectivist simply starts from a different premise. That premise leads him to the “primacy of the individual.

Among the people to whom he belonged, nothing was written or talked about at that time except the Serbian war. Everything that the idle crowd usually does to kill time, it now did for the benefit of the Slavs: balls, concerts, dinners, speeches, ladies' dresses, beer, restaurants—all bore witness to our sympathy with the Slavs. With much that was spoken and written on the subject Konyshev did not agree in detail. He saw that the Slav question had become one of those fashionable diversions which, ever succeeding one another, serve to occupy Society; he saw that too many people took up the question from interested motives. He admitted that the papers published much that was unnecessary and exaggerated with the sole aim of drawing attention to themselves, each outcrying the other. He saw that amid this general elation in Society those who were unsuccessful or discontented leapt to the front and shouted louder than anyone else: Commanders-in-Chief without armies, Ministers without portfolios, journalists without papers, and party leaders without followers. He saw that there was much that was frivolous and ridiculous; but he also saw and admitted the unquestionable and ever-growing enthusiasm which was uniting all classes of society, and with which one could not help sympathizing. The massacre of our coreligionists and brother Slavs evoked sympathy for the sufferers and indignation against their oppressors. And the heroism of the Serbs and Montenegrins, fighting for a great cause, aroused in the whole nation a desire to help their brothers not only with words but by deeds. Also there was an accompanying fact that pleased Koznyshev. It was the manifestation of public opinion. The nation had definitely expressed its wishes. As Koznyshev put it, ' the soul of the nation had become articulate.' The more he went into this question, the clearer it seemed to him that it was a matter which would attain enormous proportions and become epoch-making.

At Mayflower-Plymouth, we believe in having a long term view with investments. We believe that maximizing long-term ROI requires having a big picture view in terms of business and economics. We believe that equity without income is unnatural – so every portfolio should generate consistent income. We believe in prioritizing not just growth, but also resilience. And we believe that we should employ a multitude of traditional investment approaches toward the achievement of our investment goals.

In forests – Seeds are planted in the soil (capital) and become trees that shed leaves as they grow. Those shedded leaves become added capital to the soil (dividends/yields). The tree also provides a home for other life forms which return capital to the soil. Upon the death of the tree, it’s entire body becomes capital as it is returned to the soil. In this cycle, every tree is an investment which results in the long term accumulation of soil (capital) over time. As the soil grows, it becomes better able to invest in future trees and host future forests. And the yield of them all collectively becomes greater and greater as the capital accumulates. In fact, everything in a natural ecosystem both is capital and exists in service to capital. This duality of capital in natural ecosystems is why capital in natural ecosystems is able to compound and multiply so well. So when it comes to investing - managing portfolios, we apply this duality of capital perspective and pair it with our stewardship identity, which allows us to grow portfolios and maximize wealth.

In judging the importance of moral concerns, recall, social liberals place little weight on In-group Loyalty and Purity/Sanctity (which Fiske lumps under Communal Sharing), and they place little weight on Authority/Respect. Instead they invest all their moral concern in Harm/Care and Fairness/Reciprocity. Social conservatives spread their moral portfolio over all five.197 The trend toward social liberalism, then, is a trend away from communal and authoritarian values and toward values based on equality, fairness, autonomy, and legally enforced rights.

The real nemesis of the modern economy is ecological collapse. Both scientific progress and economic growth take place within a brittle biosphere, and as they gather steam, so the shock waves destabilise the ecology. In order to provide every person in the world with the same standard of living as affluent Americans, we would need a few more planets – but we only have this one. If progress and growth do end up destroying the ecosystem, the cost will be dear not merely to vampires, foxes and rabbits, but also to Sapiens. An ecological meltdown will cause economic ruin, political turmoil, a fall in human standards of living, and it might threaten the very existence of human civilisation. We could lessen the danger by slowing down the pace of progress and growth. If this year investors expect to get a 6 per cent return on their portfolios, in ten years they will be satisfied with a 3 per cent return, in twenty years only 1 per cent, and in thirty years the economy will stop growing and we’ll be happy with what we’ve already got. Yet the creed of growth firmly objects to such a heretical idea. Instead, it suggests we should run even faster. If our discoveries destabilise the ecosystem and threaten humanity, then we should discover something to protect ourselves. If the ozone layer dwindles and exposes us to skin cancer, we should invent better sunscreen and better cancer treatments, thereby also promoting the growth of new sunscreen factories and cancer centres. If all the new industries pollute the atmosphere and the oceans, causing global warming and mass extinctions, then we should build for ourselves virtual worlds and hi-tech sanctuaries that will provide us with all the good things in life even if the planet is as hot, dreary and polluted as hell.

The strategy we’ve adopted precludes our following standard diversification dogma. Many pundits would therefore say the strategy must be riskier than that employed by more conventional investors. We disagree. We believe that a policy of portfolio concentration may well decrease risk if it raises, as it should, both the intensity with which an investor thinks about a business and the comfort-level he must feel with its economic characteristics before buying into it. In stating this opinion, we define risk, using dictionary terms, as “the possibility of loss or injury.” —Warren Buffett, 19931

Lord Jesus, we are silly sheep who have dared to stand before You and try to bribe You with our preposterous portfolios. Suddenly we have come to our senses. We are sorry and ask You to forgive us. Give us the grace to admit we are ragamuffins, to embrace our brokenness, to celebrate Your mercy when we are at our weakest, to rely on Your mercy no matter what we may do. Dear Jesus, gift us to stop grandstanding and trying to get attention, to do the truth quietly without display, to let the dishonesties in our lives fade away, to accept our limitations, to cling to the gospel of grace, and to delight in Your love. Amen.

The sum of the knowable, that soil which the human spirit must till, lies between all the languages and independent of them, at their center. But man cannot approach this purely objective realm other than through his own modes of cognition and feeling, in other words: subjectively. Just where study and research touch the highest and deepest point, just there does the mechanical, logical use of reason - whatever in us can most easily be separated from our uniqueness as individual human beings - find itself at the end of its rope. From here on we need a process of inner perception and creation. And all that we can plainly know about this is its result, namely, that objective truth always rises from the entire energy of subjective individuality.

Our Good for You portfolio was growing elsewhere, too. I got a call one day from Ofra Strauss, the CEO of Strauss-Elite Food, our snacks partner in Israel. She asked to see me in Purchase and showed up with a huge hamper of Mediterranean dips—hummus, baba ghanoush, you name it. She laid them all out with fresh pita bread on my conference table, and we enjoyed a picnic of products from Sabra, a New York–based company that Strauss had recently purchased. It was a delicious lineup—totally vegetarian—and a great potential mate to Stacy’s Pita Chips, which we’d acquired a couple of years earlier. Less than a year later, Sabra and Frito-Lay signed a joint venture, and Sabra now leads the US hummus market. More important for me, Ofra is one of my dearest friends.

What would a final exam look like in a course organized around a complex problem that must be considered in the light of several disciplines? Students would be asked to write an extended take-home essay about "what it means to be an American."-- and they would know from the first day of class that this was the final exam question. The second part of the final exam would require students to present and defend their papers in a public exhibition where parents would observe and ask questions. The Students’ oral and written work would be assessed on their ability to display a range of evidence to make their points. They would have to meet a performance standard to get a Merit Badge in American Studies.” -- this is the essence of the digital portfolio. (page 139)

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When I was younger and hard-hearted, with hot, hostile artistic ambitions I yearned to charge at the aloof, faceless “thems” of our world until they said Uncle, I believed the scariest words ever spoken to be “The apple never falls far from the tree.” That whole concept inspired clinging fears in the wee hours, and a halting miserable shyness in the presence of those who seemed to be the anointed. If I fell not far from the tree, was I then fated to be, not, say, a college prof of English, but inmate 2679785? A parolee who spends seventeen years on the night shift with Custodial Services at KU Med Center in K.C., instead of a Prize-Winning Novelist with a saltbox on the Cape? An unwholesome artsy freak, and not an esteemed citizen whose voting privileges have never been revoked? I went through those pitiful, hangdog years being ashamed of my roots and origins, referring to home as “our place in the country,” and to my father as a “self-made man.” I hung my head and eenie-meenie-minie-moed when confronted at dinner tables by too many forks. I tried to give the impression that slapping an uppity snotnose silly was not the sort of act contained in my portfolio. It

During his time working for the head of strategy at the bank in the early 1990s, Musk had been asked to take a look at the company’s third-world debt portfolio. This pool of money went by the depressing name of “less-developed country debt,” and Bank of Nova Scotia had billions of dollars of it. Countries throughout South America and elsewhere had defaulted in the years prior, forcing the bank to write down some of its debt value. Musk’s boss wanted him to dig into the bank’s holdings as a learning experiment and try to determine how much the debt was actually worth. While pursuing this project, Musk stumbled upon what seemed like an obvious business opportunity. The United States had tried to help reduce the debt burden of a number of developing countries through so-called Brady bonds, in which the U.S. government basically backstopped the debt of countries like Brazil and Argentina. Musk noticed an arbitrage play. “I calculated the backstop value, and it was something like fifty cents on the dollar, while the actual debt was trading at twenty-five cents,” Musk said. “This was like the biggest opportunity ever, and nobody seemed to realize it.” Musk tried to remain cool and calm as he rang Goldman Sachs, one of the main traders in this market, and probed around about what he had seen. He inquired as to how much Brazilian debt might be available at the 25-cents price. “The guy said, ‘How much do you want?’ and I came up with some ridiculous number like ten billion dollars,” Musk said. When the trader confirmed that was doable, Musk hung up the phone. “I was thinking that they had to be fucking crazy because you could double your money. Everything was backed by Uncle Sam. It was a no-brainer.” Musk had spent the summer earning about fourteen dollars an hour and getting chewed out for using the executive coffee machine, among other status infractions, and figured his moment to shine and make a big bonus had arrived. He sprinted up to his boss’s office and pitched the opportunity of a lifetime. “You can make billions of dollars for free,” he said. His boss told Musk to write up a report, which soon got passed up to the bank’s CEO, who promptly rejected the proposal, saying the bank had been burned on Brazilian and Argentinian debt before and didn’t want to mess with it again. “I tried to tell them that’s not the point,” Musk said. “The point is that it’s fucking backed by Uncle Sam. It doesn’t matter what the South Americans do. You cannot lose unless you think the U.S. Treasury is going to default. But they still didn’t do it, and I was stunned. Later in life, as I competed against the banks, I would think back to this moment, and it gave me confidence. All the bankers did was copy what everyone else did. If everyone else ran off a bloody cliff, they’d run right off a cliff with them. If there was a giant pile of gold sitting in the middle of the room and nobody was picking it up, they wouldn’t pick it up, either.” In

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Say Bank A is holding $10 million in A-minus-rated IBM bonds. It goes to Bank B and makes a deal: we’ll pay you $50,000 a year for five years and in exchange, you agree to pay us $10 million if IBM defaults sometime in the next five years—which of course it won’t, since IBM never defaults. If Bank B agrees, Bank A can then go to the Basel regulators and say, “Hey, we’re insured if something goes wrong with our IBM holdings. So don’t count that as money we have at risk. Let us lend a higher percentage of our capital, now that we’re insured.” It’s a win-win. Bank B makes, basically, a free $250,000. Bank A, meanwhile, gets to lend out another few million more dollars, since its $10 million in IBM bonds is no longer counted as at-risk capital. That was the way it was supposed to work. But two developments helped turn the CDS from a semisensible way for banks to insure themselves against risk into an explosive tool for turbo leverage across the planet. One is that no regulations were created to make sure that at least one of the two parties in the CDS had some kind of stake in the underlying bond. The so-called naked default swap allowed Bank A to take out insurance with Bank B not only on its own IBM holdings, but on, say, the soon-to-be-worthless America Online stock Bank X has in its portfolio. This is sort of like allowing people to buy life insurance on total strangers with late-stage lung cancer—total insanity. The other factor was that there were no regulations that dictated that Bank B had to have any money at all before it offered to sell this CDS insurance.

One executive team I worked with had at one time identified three criteria for deciding what projects to take on. But over time they had become more and more indiscriminate, and eventually the company’s portfolio of projects seemed to share only the criterion that a customer had asked them to do it. As a result, the morale on the team had plummeted, and not simply because team members were overworked and overwhelmed from having taken on too much. It was also because no project ever seemed to justify itself, and there was no greater sense of purpose. Worse, it now became difficult to distinguish themselves in the marketplace because their work, which had previously occupied a unique and profitable niche, had become so general. Only by going through the work of identifying extreme criteria were they able to get rid of the 70 and 80 percents that were draining their time and resources and start focusing on the most interesting work that best distinguished them in the marketplace. Furthermore, this system empowered employees to choose the projects on which they could make their highest contribution; where they had once been at the mercy of what felt like capricious management decisions, they now had a voice. On one occasion I saw the quietest and most junior member of the team push back on the most senior executive. She simply said, “Should we be taking on this account, given the criteria we have?” This had never happened until the criteria were made both selective and explicit. Making our criteria both selective and explicit affords us a systematic tool for discerning what is essential and filtering out the things that are not.

do you think Jesus would do if he came back to earth tonight in Bremerton?” C asked, as he spooned some rice onto his plate. “I don’t know,” I said, savoring a mouthful of Mongolian beef. “Would he come in a white robe and sandals, or the dress of this time?” C pressed on. I shrugged my shoulders, forking in the fried rice. “Would he be white, black, Asian, or maybe look like Saddam Hussein instead of Kevin Costner or Tom Cruise? What if he didn’t fit our image of him? What if he was bald? Or, for God’s sake, what if he was gay? “He wouldn’t have any cash, no MasterCard, Visa, Discover Card, or portfolio of any kind. If he went to a bank and said, ‘Hello. I’m Jesus, the son of God. I need some of those green things that say “In God We Trust” on them to buy some food and get a place to stay,’ the bank manager would say, ‘I’m sorry, but I looked in my computer and without a social security number, local address, and credit history, I can’t do anything for you. Maybe if you show me a miracle or two, I might lend you fifty dollars.’ “Where would he stay? The state park charges sixteen dollars a night. Could he go to a church and ask, ‘May I stay here? I am Jesus’? Would they believe him?” As I took a sip of my drink, I wondered just who this character was sitting across from me. Was he some angel sent to save me? Or was he, as the Rolling Stones warned in their song, Satan himself here to claim me for some sin of this life or a past life of which I had no recollection? Or was he an alien? Or was he Jesus, the Christ himself, just “messing” with me? Was I in the presence of a prophet, or just some hopped-up druggie? “‘Ask, and it will be given you; seek, and you will find; knock, and it will be opened to you.’ That’s what Jesus said. What doors would be opened to him?” he asked. “The Salvation Army—Sally’s?” I guessed. “That’s about all,” C said. “Unless he saw Tony Robbins’ TV formula to become a millionaire and started selling miracles to the rich at twenty-thousand dollars a pop. He could go on Regis, Oprah, maybe get an interview with Bill Moyers, or go on Nightline. Or joust with the nonbelievers on Jerry Springer! Think of the book deals! He

When I spoke to you here the last time, my old party comrades, I did so fully conscious of victory as hardly a mortal has been able to do before me. In spite of this, a concern weighed heavily on me. It was clear to me that, ultimately, behind this war was that incendiary who has always lived off the quarrels of nations: the international Jew. I would no longer have been a National Socialist had I ever distanced myself from this realization. We followed his traces over many years. In this Reich, probably for the first time, we scientifically resolved this problem for all time, according to plan, and really understood the words of a great Jew who said that the racial question was the key to world history. Therefore, we knew quite well-above all, I knew-that the driving force behind these occurrences was the Jew. And that, as always in history, there were blockheads ready to stand up for him: partly spineless, paid characters, partly people who want to make deals and, at no time, flinch from having blood spilled for these deals. I have come to know these Jews as the incendiaries of the world. After all, in the previous years, you saw how they slowly poisoned the people via the press, radio, film, and theater. You saw how this poisoning continued. You saw how their finances, their money transactions, had to work in this sense. And, in the first days of the war, certain Englishmen-all of them shareholders in the armament industry-said it openly: “The war must last three years at least. It will not and must not end before three years.”-That is what they said. That was only natural, since their capital was tied up and they could not hope to secure an amortization in less than three years. Certainly, my party comrades, for us National Socialists, this almost defies comprehension. But that is how things are in the democratic world. You can be prime minister or minister of war and, at the same time, own portfolios of countless shares in the armament industry. Interests are explained that way. We once came to know this danger as the driving force in our domestic struggle. We had this black-red-golden coalition in front of us; this mixture of hypocrisy and abuse of religion on the one hand, and financial interests on the other; and, finally, their truly Jewish-Marxist goals. We completely finished off this coalition at home in a hard struggle. Now, we stand facing this enemy abroad. He inspired this international coalition against the German Volk and the German Reich. First, he used Poland as a dummy, and later pressed France, Belgium, Holland, and Norway to serve him. From the start, England was a driving force here. Understandably, the power which would one day confront us is most clearly ruled by this Jewish spirit: the Soviet Union. It happens to be the greatest servant of Jewry. Time meanwhile has proved what we National Socialists maintained for many years: it is truly a state in which the whole national intelligentsia has been slaughtered, and where only spiritless, forcibly proletarianized subhumans remain. Above them, there is the gigantic organization of the Jewish commissars, that is, established slaveowners. Frequently people wondered whether, in the long run, nationalist tendencies would not be victorious there. But they completely forgot that the bearers of a conscious nationalist view no longer existed. That, in the end, the man who temporarily became the ruler of this state, is nothing other than an instrument in the hands of this almighty Jewry. If Stalin is on stage and steps in front of the curtain, then Kaganovich and all those Jews stand behind him, Jews who, in ten-thousandfold ramifications, control this mighty empire. Speech in the Löwenbräukeller Munich, November 8, 1941

Thus I dismiss macro prediction as something that will bring investment success for the vast majority of investors, and I certainly include myself in that group. If that’s so, what’s left? While there are lots of details and nuances, I think we can most gainfully spend our time in three general areas: trying to know more than others about what I call “the knowable”: the fundamentals of industries, companies and securities, being disciplined as to the appropriate price to pay for a participation in those fundamentals, and understanding the investment environment we’re in and deciding how to strategically position our portfolios for it.

intelligent investor designates a tiny portion of her total portfolio as a “mad money” account. For most of us, 10% of our overall wealth is the maximum permissible amount to put at speculative risk. Never mingle the money in your speculative account with what’s in your investment accounts; never allow your speculative thinking to spill over into your investing activities; and never put more than 10% of your assets into your mad money account, no matter what happens.

Each of us fabricates an anaglyphic portfolio demarking our contiguous photo-essay.

All of the above brings us back to our conclusion that the investor has no sound basis for expecting more than an average overall return of, say, 8% on a portfolio of DJIA-type common stocks purchased at the late 1971 price level. But even if these expectations should prove to be understated by a substantial amount, the case would not be made for an all-stock investment program.

The key to this matrix is the symmetry or asymmetry of the performance. Investors who lack skill simply earn the return of the market and the dictates of their style. Without skill, aggressive investors move a lot in both directions, and defensive investors move little in either direction. These investors contribute nothing beyond their choice of style. Each does well when his or her style is in favor but poorly when it isn’t. On the other hand, the performance of investors who add value is asymmetrical. The percentage of the market’s gain they capture is higher than the percentage of loss they suffer. Aggressive investors with skill do well in bull markets but don’t give it all back in corresponding bear markets, while defensive investors with skill lose relatively little in bear markets but participate reasonably in bull markets. Everything in investing is a two-edged sword and operates symmetrically, with the exception of superior skill. Only skill can be counted on to add more in propitious environments than it costs in hostile ones. This is the investment asymmetry we seek. Superior skill is the prerequisite for it. Here’s how I describe Oaktree’s performance aspirations: In good years in the market, it’s good enough to be average. Everyone makes money in the good years, and I have yet to hear anyone explain convincingly why it’s important to beat the market when the market does well. No, in the good years average is good enough. There is a time, however, when we consider it essential to beat the market, and that’s in the bad years. Our clients don’t expect to bear the full brunt of market losses when they occur, and neither do we. Thus, it’s our goal to do as well as the market when it does well and better than the market when it does poorly. At first blush that may sound like a modest goal, but it’s really quite ambitious. In order to stay up with the market when it does well, a portfolio has to incorporate good measures of beta and correlation with the market. But if we’re aided by beta and correlation on the way up, shouldn’t they be expected to hurt us on the way down? If we’re consistently able to decline less when the market declines and also participate fully when the market rises, this can be attributable to only one thing: alpha, or skill. That’s an example of value-added investing, and if demonstrated over a period of decades, it has to come from investment skill. Asymmetry—better performance on the upside than on the downside relative to what your style alone would produce—should be every investor’s goal.

With the first banks opened on Monday, the afternoon brought another request from Roosevelt. Stating that he needed the tax revenue, he asked Congress that beer with alcohol content of up to 3.2 percent be made legal; the Eighteenth Amendment did not specify the percentage that constituted an intoxicating beverage. Congress complied. The House passed the bill the very next day with a vote count of 316–97, pushing it to the Senate. Wednesday brought good cheer: The stock market opened for the first time in Roosevelt’s presidency. In a single-day record, the Dow Jones Industrial Average gained over 15 percent—a gain in total market value of $3 billion. By Thursday, for increased fiscal prudence, the Senate had added an exemption for wine to go with beer, but negotiated the alcohol content down to 3.05 percent. Throughout the week, banks were receiving net deposits rather than facing panicked withdrawals. Over the following weeks, the administration developed a sweeping farm package designed to “increase purchasing power of our farmers” and “relieve the pressure of farm mortgages.” To guarantee the safety of bank deposits, the Federal Deposit Insurance Corporation was created. To regulate the entire American stock and bond markets, the Exchange Act of 1933 required companies to report their financial condition accurately to the buying public, establishing the Securities and Exchange Commission. Safety nets such as Social Security for retirement and home loan guarantees for individuals would be added to the government’s portfolio of responsibilities within a couple of years. It was the largest peacetime escalation of government in American history.

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An afterthought: There is almost no business in our portfolio that we could buy at an absolute bottom, including the ones listed in table 9.3. If you are searching for an abysmal market-timer, look no further. Our 2008/09 and 2011 investments have primarily turned out well. I don’t know if our aggression in 2020 will yield fruit. But I am happy about our process, which was in our control; the outcome will be what it will be. We will know in eight to ten years if we were foolish or intelligent. Don’t you love long-term investing?

Every few minutes, he would glance at his phone and then return to our conversation. I had known him for more than a decade but had never witnessed this odd behavior before. After a few minutes, I became mildly irritated and asked him the reason for his distraction. He apologized and sheepishly remarked that two of his portfolio companies had gone public in the past two weeks. After that, he said he felt compelled to check their stock prices every few minutes. He admitted that he couldn’t help himself. My friend is an intelligent guy. He knows that the business of his listed portfolio companies is not changing by the minute. A few weeks earlier, when the companies were unlisted, he hardly ever thought about them. But now that they each had a stock exchange ticker that gyrated a few percentage points every day, he had gotten caught up in the action.

Just as it does in nature, this rare punctuation event dramatically altered the nature of our portfolio. We were able to buy companies at prices and in quantities we never thought possible. For example, in table 9.3, check out the discount at which we bought WNS, a business we have known well (since it is in our portfolio) since 2008. In February 2020, it was trading at almost $74 per share. Within a few weeks, by March 2020, the pandemic scare had crushed the stock, allowing us to deploy almost $100 million at only $46 per share! Similarly, we bought Thermax, a business we had been tracking for more than a decade, at a 45 percent discount to its previous high in early 2018.

We don’t sell when stock prices rise suddenly. These nonactions during market euphoria have been as important as—actually, more important than—our acts of buying during market panics. As I wrote earlier, as of June 2022, out of our portfolio of twenty-four businesses (excluding the ones bought during the previous two years), we had multiplied our money by more than ten times in INR in nine (of these, the largest multiple, 82×, was for Page, and the smallest, 13×, was for Info Edge). In five of these nine, our holding period had been more than eleven years, and we had held the remaining ten-baggers for more than eight years. Why do we not sell when stock prices rise dramatically

As Christians, our great daily opportunity is to walk out into another day and be different—to be what we are: citizens of heaven, people who are not from round here. We should find people saying, “Hey, I can tell by the way you walk and talk that there is something different about you.” This means that when you think about your life, you need to ask yourself some questions: What is the object of my devotion, the thing that makes me tick and drives my existence? Is it my appearance? Is it my portfolio? Is it passion and pleasure? What am I living for?

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My own view is that people are neither rational nor irrational. We are human. We don’t like to think harder than we need to, and we have unceasing demands on our attention. Seen in that light, there’s nothing surprising about the fact that the pioneer of modern portfolio theory built his initial portfolio with so little regard for his own research. Nor is it surprising that he adjusted it later.38 Markowitz is neither rational or irrational. He’s reasonable.

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To conclude this section, let us mention briefly three supplementary concepts or practices for the defensive investor. The first is the purchase of the shares of well-established investment funds as an alternative to creating his own common-stock portfolio. He might also utilize one of the “common trust funds,” or “commingled funds,” operated by trust companies and banks in many states; or, if his funds are substantial, use the services of a recognized investment-counsel firm. This will give him professional administration of his investment program along standard lines. The third is the device of “dollar-cost averaging,” which means simply that the practitioner invests in common stocks the same number of dollars each month or each quarter. In this way he buys more shares when the market is low than when it is high, and he is likely to end up with a satisfactory overall price for all his holdings. Strictly speaking, this method is an application of a broader approach known as “formula investing.” The latter was already alluded to in our suggestion that the investor may vary his holdings of common stocks between the 25% minimum and the 75% maximum, in inverse relationship to the action of the market. These ideas have merit for the defensive investor, and they will be discussed more amply in later chapters.

Just as sensible gamblers take, say, $100 down to the casino floor and leave the rest of their money locked in the safe in their hotel room, the intelligent investor designates a tiny portion of her total portfolio as a “mad money” account. For most of us, 10% of our overall wealth is the maximum permissible amount to put at speculative risk. Never mingle the money in your speculative account with what’s in your investment accounts; never allow your speculative thinking to spill over into your investing activities; and never put more than 10% of your assets into your mad money account, no matter what happens. For better or worse, the gambling instinct is part of human nature—so it’s futile for most people even to try suppressing it. But you must confine and restrain it. That’s the single best way to make sure you will never fool yourself into confusing speculation with investment.

When the Fed makes a loan, taking securities or bank loans as collateral, the recipient of the loan deposits the funds in a commercial bank. The bank in turn adds the funds to its reserve account at the Fed. When banks hold substantial reserves, they have little need to borrow from other banks, and so the interest rate that banks charge each other for short-term loans—the federal funds rate—tends to fall. But the FOMC targets that same short-term interest rate when making monetary policy. Without offsetting action, our emergency lending—by increasing the reserves that banks held at the Fed—would tend to push down the federal funds rate and other short-term interest rates. Since April, we had set our target for the federal funds rate at 2 percent—the right level, we thought, to balance our goals of supporting employment and keeping inflation under control. We needed to continue our emergency lending and at the same time prevent the federal funds rate from falling below 2 percent. Thus far, we had successfully resolved the potential inconsistency by selling a dollar’s worth of Treasury securities from our portfolio for each dollar of our emergency lending. The sales of Treasuries drained reserves from the banking system, offsetting the increase in reserves created by our lending. This procedure, known as sterilization, allowed us to make loans as needed while keeping short-term interest rates where we wanted them.

Do not approach the market unless you are willing to think about stocks, first and always, as part-ownership interests in businesses. Be prepared to diligently study the businesses you own, as well as the companies you compete against, with the idea that no one will know more about your business than you do. Do not even start a focus portfolio unless you are willing to invest a minimum of five years (10 years would even be better). Never leverage your focus portfolio. An unleveraged focus portfolio will help you reach your goals fast enough. Remember, an unexpected margin call on our capital will likely wreck a well-tuned portfolio. Accept the need to acquire the right temperament and personality to become a focus investor.

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How Is Hope in God Made Visible? Peter talks about the visibility of this hope: “Hallow the Lord Christ in your hearts, ready always to give a reason to everyone who asks you for a word concerning the hope that is in you” (1 Pet. 3:15, AT). Why would people ask about hope? What kind of life are we to live that would make people wonder about our hope? If our security and happiness in the future were manifestly secured the way the world secures its future, no one would ask us about it. There would be no unusual hope to see. What Peter is saying is that the world should see a different hope in the lives of Christians—not a hope in the security of money or the security of power or the security of houses or lands or portfolios, but the security of “the grace that is coming to you at the revelation of Jesus Christ” (1 Pet. 1:13, AT). Therefore, God ordains suffering to help us release our hold on worldly hopes and put our “hope in God” (1 Pet. 1:21). The fiery trials are appointed to consume the earthly dependencies and leave only the refined gold of “genuine faith” (1 Pet. 1:7). “Therefore let those who suffer according to God’s will entrust their souls to a faithful Creator while doing good” (1 Pet. 4:19). It’s the supremacy of God’s great faithfulness above all other securities that frees us to “rejoice as [we] share in Christ’s sufferings” (1 Pet. 4:13, AT). Therefore, joy in suffering for Christ’s sake makes the supremacy of God shine more clearly than all our gratitude for wealth.

Philanthropic capital should not be doing what at-scale capital can do. It’s at-risk capital. We’re okay if 30 percent of our portfolio fails, as long as we fail fast, learn fast, and move fast. Another 30 percent can get spun out into companies that are structured in a way that is equitable and generous and can execute. And 30 percent are doing good things but might limp along financially, and that’s okay too. We have that 30x30x30 appetite for what success looks like. If we tell ourselves everything needs to be successful, we’ll miss out on a lot.

Exactly!” said the Count. “So that they might remember, we must forget. But should we take umbrage at the fact? Should we feel shortchanged by the notion that their experiences for the moment may be richer than ours? I think not. For it is hardly our purpose at this late stage to log a new portfolio of lasting memories. Rather, we should be dedicating ourselves to ensuring that they taste freely of experience. And we must do so without trepidation. Rather than tucking in blankets and buttoning up coats, we must have faith in them to tuck and button on their own. And if they fumble with their newfound liberty, we must remain composed, generous, judicious. We must encourage them to venture out from under our watchful gaze, and then sigh with pride when they pass at last through the revolving doors of life. . . .” As if to illustrate, the Count gestured generously and judiciously toward the hotel’s entrance, while giving an exemplary sigh. Then he tapped the concierge’s desk.

We are promoting building a better business, increasing shareholder value, enhancing the business’s competitive position through securing a lower cost base, and ensuring we have a capable supplier portfolio. Further, through a skilled procurement team, we can strengthen the business through excellence in contract management discipline, supply chain assurance and align our supply base with the company’s strategic goals, be they technologically based or meet sustainability objectives. What’s not to get excited about that? The CEO’s door will always be open to hear these types of discussions.

Exactly!” said the Count. “So that they might remember, we must forget. But should we take umbrage at the fact? Should we feel shortchanged by the notion that their experiences for the moment may be richer than ours? I think not. For it is hardly our purpose at this late stage to log a new portfolio of lasting memories. Rather, we should be dedicating ourselves to ensuring that they taste freely of experience. And we must do so without trepidation. Rather than tucking in blankets and buttoning up coats, we must have faith in them to tuck and button on their own. And if they fumble with their newfound liberty, we must remain composed, generous, judicious. We must encourage them to venture out from under our watchful gaze, and then sigh with pride when they pass at last through the revolving doors of life. . . .

Deception and misdirection are acceptable in a magic show, but they are not at all appropriate in the arena of finance. The way we look at our investments and what we see when we examine our portfolios are both important because our view determines how well we navigate toward our financial goals.

But our little campaign became the largest of its kind in history—endowments and portfolios worth nearly $8 trillion have joined in—and it has clearly stung: recent academic studies have proved that it has helped move the climate issue to the fore and reduced the capital the fossil fuel companies can mobilize for new exploration

The idea that our prayers can induce the Nameless to behave in a way that fulfills our needs and desires is but another form of Naming … of believing or wanting to believe that we are greater than we are.

Saving Saboteurs from Themselves John Henry, a senior management consultant with one of the world’s largest firms, advises a diverse portfolio of senior executive clients and boards. Though he’s found that the social dynamics impeding productive work are often the same wherever he goes, it can be difficult to broach the topic without raising his clients’ hackles. That’s why he keeps a copy of the CIA’s Simple Sabotage Field Manual, a set of guidelines devised by U.S. government officials to sabotage terrorist organizations from the inside, in his briefcase. Originally developed by the OSS during World War II, the Simple Sabotage Field Manual is a guide for, as the CIA puts it, “teaching people how to do their jobs badly.” Here’s a sample of some of the tactics our nation’s best intelligence officers recommend you use to undermine the operations and efficiency of a terrorist cell—or a typical American board meeting: When possible, refer all matters to committees for “further study and consideration.” Attempt to make the committees as large as possible—no fewer than five people. Make speeches. Talk as frequently as possible and at great length. Illustrate your “points” by long anecdotes and accounts of personal experiences. Haggle over the precise wording of communications, minutes, resolutions. Bring up irrelevant issues as frequently as possible. Refer back to matters decided upon at the last meeting and attempt to reopen the question of the advisability of that decision.

Everything You Need to Do Freelancing One must possess some basic skills to do freelancing work. For example, a good computer, internet, and browsing should be well understood. Freelancing work is mostly hired by foreign buyers. In that case, you must have English speaking skills, know how to write good English while chatting, and keep practicing speaking English regularly. How to Get Work at Freelancing? Freelancing means being contracted to other people or companies and working as a contract. To do this, you need to have some special creativity in freelancing, which you can sell to clients as a service. How You Can Get Work: First, you need to select a freelancing platform from which you want to work. Decide in which category you want to make your career. Then open an account there, add your portfolio, and post it through a blog. Then start promoting your freelancing skills and talent. You can also get work by promoting your skills on Linkedin, Pinterest, and Twitter. Search for jobs based on your skills on various job forums (Upwork, Fiverr) and others. By doing these above tasks, you will get a job according to your needs, InshaAllah. Some Principles to Be a Good Freelancer: Time-sharing: You can create a timetable for when you will do a task. For example – You can keep morning time for various practices, afternoon time for study or other research, and night time for work. It will reduce the pressure on you. Eat meals on time: Never have irregular meals, if you do you will get sick very soon. And if you get sick, you can't work. As a result, you will suffer both physically and financially. So eat food on time. And remember, "Food first then Work". Don't Embrace Loneliness: People who are freelancing have to be alone most of the time. As a result, they cannot give time to everyone and become lonely. But you should never make this mistake. You will find time for yourself outside of your work to spend time gossiping with family or friends. How to Increase Your Workload: Increase work efficiency, and present the nature of work attractively and accurately. Quality of work will help you get additional work. Keeping the client happy at work is paramount. If you want, you can provide a little more service than the client asked to do without any charge. And can request you to give a 5-star rating. Clients may be happy with you for additional services and offer more work. Never overprice your work or service unless you are a popular freelancer in the marketplace. Please visit Our Website (Bhairab IT Zone) to Read more Articles related to Freelancing and Outsourcing. Thank You.

Christmas is the great leveler. For we might sit in lofty positions of prestige and power, or we might sit huddled in some back alley with nothing but a few scraps of food and a handful of tattered garments. We can steer nations or know nothing of nations or steering. We can possess the assorted holdings of a vast portfolio, or we can hold nothing but that which is in our hands. Despite our station in life, whether it be lofty or lowly, the need for salvation escapes none of us, is offered to all of us, and will determine the destiny of each of us.

Want to be a Freelancer? Do You want to be a Freelancer? If so, first of all - You need to be well-versed in the subject you want to freelance on. If you can be good at a few things, you will get more work as a freelancer. Most of the clients on this platform are foreigners. So to communicate with them you have to master the English language very well. How to Start Freelancing? To start working as a freelancer you need to work step by step from the very beginning. Find a specific task or skill that you want to excel at. Must practice speaking or communication in English. Create your own freelancing account. You have to decide how much money you will take in exchange for the work. Choose the Topic that Suits You - There are many types of jobs that can be done on the freelancing marketplace. Both fairly easy and difficult jobs are available on this platform. Easy jobs include data entry, article writing, and jobs for which a large number of bids are received due to which these jobs have to be rushed and competition is high. Difficult jobs include high-quality expensive jobs like web development, web design, graphics design, and software development. Which have higher remuneration. Now you have to decide what kind of work you will do in freelancing. Everything You Need to Train - The first thing you need to train is patience. Without patience, you can never survive on this platform. There are quite a number of freelancing service providers in our country who provide coaching through various courses. You can complete your training through coaching if you want. You will need a good laptop or computer with an internet connection for regular practice. A minimum of basic computer knowledge is essential for learning the job, along with the ability to speak English. You have to focus hard on the subject you want to master and develop a mindset to stick with it. Incorporate what you have learned and done into your portfolio, gain an understanding of the marketplaces, be disciplined, and work on time. Work to Gain Experience - Your path to freelancing may not be smooth. But it should not stop there. Just as in life, there are various problems, pains, and dangers, so it is in the case of freelancing. At first, you may not get job offers or get results as expected. So don't be impatient, you have to strengthen yourself mentally. Because you are in the first step of gaining your experience. Don't just think of yourself as a freelancer, think of yourself as a student who needs experience, not money. So if you make a mistake at work, try to learn from it. You can Reduce the Unemployment rate by Teaching others to Work - Apart from earning income by teaching others to work, you can reduce the unemployment rate by contributing to the economic development of the country. Day by day the country's job market is deteriorating due to which the number of unemployed is increasing every year. Many youths have lost their whole lives, lost precious time of their lives in the pursuit of government jobs. If you are thinking of making your career permanently as a freelancer then you can train those youngsters and form a team of yours. By doing this you can help create employment for millions of youth and increase your income. Please Visit Our Blogging Website to read more Articles related to Freelancing and Outsourcing, Thank You.

Perhaps the aggregate experience of Time is a constant and thus for our children to establish such vivid impressions of this particular June, we must relinquish our claims upon it.” “So that they might remember, we must forget,” Vasily summed up. “Exactly!” said the Count. “So that they might remember, we must forget. But should we take umbrage at the fact? Should we feel shortchanged by the notion that their experiences for the moment may be richer than ours? I think not. For it is hardly our purpose at this late stage to log a new portfolio of lasting memories. Rather, we should be dedicating ourselves to ensuring that they taste freely of experience. And we must do so without trepidation. Rather

Ross’s “arbitrage pricing theory” and Rosenberg’s “bionic betas” posited that the returns of any financial security are the result of several systematic factors. Although seemingly stating the obvious, this was a seminal moment in the move toward a more vibrant understanding of markets. The eclectic Rosenberg was even put on the cover of Institutional Investor in May 1978, the bald, mustachioed man depicted as a giant meditating guru with flowers in his hair, worshipped by a gathering of besuited portfolio managers. The headline was “Who Is Barr Rosenberg? And What the Hell Is He Talking About?”8 What he was talking about was how academics were beginning to classify stocks according to not just their industry or their geography, but their financial characteristics. And some of these characteristics might actually prove to deliver better long-term returns than the broader stock market. In 1973, Sanjoy Basu, a finance professor at McMaster University in Ontario, published a paper that indicated that companies with low stock prices relative to their earnings did better than the efficient-markets hypothesis would suggest. Essentially, he showed that the value investing principles espoused by Benjamin Graham in the 1930s—which revolved around buying cheap, out-of-favor stocks trading below their intrinsic worth—was a durable investment factor. By systematically buying all cheap stocks, investors could in theory beat the broader market over time. Then Banz showed the same for small caps, another big moment in the evolution of factor investing. Follow-up studies on smaller stocks in Japan and the UK showed similar results, so in 1986 DFA launched dedicated small-cap funds for those two markets as well. In the early 1990s, finance professors Narasimhan Jegadeesh and Sheridan Titman published a paper indicating that simply surfing market momentum—in practice buying stocks that were already bouncing and selling those that were sliding—could also produce market-beating returns.9 The reasons for these apparent anomalies divide academics. Efficient-markets disciples stipulate that they are the compensation investors receive for taking extra risks. Value stocks, for example, are often found in beaten-up, unpopular, and shunned companies, such as boring industrial conglomerates in the middle of the dotcom bubble. While they can underperform for long stretches, eventually their underlying worth shines through and rewards investors who kept the faith. Small stocks do well largely because small companies are more likely to fail than bigger ones. Behavioral economists, on the other hand, argue that factors tend to be the product of our irrational human biases. For example, just like how we buy pricey lottery tickets for the infinitesimal chance of big wins, investors tend to overpay for fast-growing, glamorous stocks, and unfairly shun duller, steadier ones. Smaller stocks do well because we are illogically drawn to names we know well. The momentum factor, on the other hand, works because investors initially underreact to news but overreact in the long run, or often sell winners too quickly and hang on to bad bets for far longer than is advisable.

A true luxury is a reward for investing in and developing a real asset. For example, when my wife Kim and I had extra money coming from our apartment houses, she went out and bought her Mercedes. It didn’t take any extra work or risk on her part because the apartment house bought the car. She did, however, have to wait four years while the real estate investment portfolio grew and began generating enough extra cash flow to pay for the car. But the luxury, the Mercedes, was a true reward because she proved she knew how to grow her asset column. That car now means a lot more to her than simply another pretty car.

Indefinite attitudes to the future explain what’s most dysfunctional in our world today. Process trumps substance: when people lack concrete plans to carry out, they use formal rules to assemble a portfolio of various options. This describes Americans today. In middle school, we’re encouraged to start hoarding “extracurricular activities.” In high school, ambitious students compete even harder to appear omnicompetent. By the time a student gets to college, he’s spent a decade

I don’t think I’m too wrapped up in these identities until someone gets it wrong. I know it sounds pathetic, and believe me I am embarrassed to admit it, but I sometimes—more often than I wish—find myself wanting to be identified by something I’ve done or accomplished. Most of us grew up being taught that our identity as a person is based on our accomplishments. Your identity is closely tied to the points you score, the trophies you win, the grades you make, the diplomas you earn, the jobs you get, the promotions you receive, the portfolio you build. We build our resumés, display our achievements, and frame our accomplishments. In Philippians 3 Paul talks about how his identity used to be wrapped up in these things. He had some pretty impressive credentials. He was born into the right family, attended notable schools, received impressive degrees, landed in a powerful position. If he was introduced by someone who was identifying him, everyone would have been impressed. But here’s Paul’s conclusion about all of that. I once thought these things were valuable, but now I consider them worthless because of what Christ has done. Yes, everything else is worthless when compared with the infinite value of knowing Christ Jesus my Lord. For his sake I have discarded everything else, counting it all as garbage, so that I could gain Christ. (Philippians 3:7–8 NLT) I am a follower of Jesus. No mistake I have ever made and no success I have ever had says as much about me as that. And when I embrace that identity and understand that a follower is who I am, then following is what I will do. Nominative

Investing (and deciding where to work): Value flows from choosing the right sector, team, and product, in that order. Sector: Embrace risk. Be contrarian, and look for disruptive, not incremental, improvements. Team: At our firm, and at our portfolio companies, it is all about the talent. “A” leaders hire A+ talent; “B” leaders hire C talent. Judge people by the team they build. If you are the smartest person in the room, and remain so for more than a few months, start to worry. Product: The tried-and-true way to judge a product’s value is by the customer’s second purchase. Many products are over-engineered, some are too incremental to displace legacy products, and others solve too narrow a problem. The best solutions offer value through simplicity and target the highest priority needs of buyers. In

From our interviews we therefore identified four marketing management capabilities that comprise the MCM capability of a firm: (1) selection, (2) portfolio view, (3) monitoring, and (4) adaptive learning.

Recently, a large company offered to buy one of our portfolio companies. The deal was lucrative and compelling given the portfolio company’s progress to date and revenue level. The founder/CEO (I’ll call him Hamlet—not his real name) thought that selling did not make sense due to the giant market opportunity that he was pursuing, but he still wanted to make sure that he made the best possible choice for investors and employees. Hamlet wanted to reject the offer, but only marginally. To complicate matters, most of the management team and the board thought the opposite. It did not help that the board and the management team were far more experienced than Hamlet. As a result, Hamlet spent many sleepless nights worrying about whether he was right. He realized that it was impossible to know. This did not help him sleep. In the end, Hamlet made the best and most courageous decision he could and did not sell the company. I believe that will prove to be the defining moment of his career.

When we become an autonomous organization, we will be one of the largest unadulterated digital security organizations on the planet,” he told the annual Intel Security Focus meeting in Las Vegas. “Not only will we be one of the greatest, however, we will not rest until we achieve our goal of being the best,” said Young. This is the main focus since Intel reported on agreements to deactivate its security business as a free organization in association with the venture company TPG, five years after the acquisition of McAfee. Young focused on his vision of the new company, his roadmap to achieve that, the need for rapid innovation and the importance of collaboration between industries. “One of the things I love about this conference is that we all come together to find ways to win, to work together,” he said. First, Young highlighted the publication of the book The Second Economy: the race for trust, treasure and time in the war of cybersecurity. The main objective of the book is to help the information security officers (CISO) to communicate the battles that everyone faces in front of others in the c-suite. “So we can recruit them into our fight, we need to recruit others on our journey if we want to be successful,” he said. Challenging assumptions The book is also aimed at encouraging information security professionals to challenge their own assumptions. “I plan to send two copies of this book to the winner of the US presidential election, because cybersecurity is going to be one of the most important issues they could face,” said Young. “The book is about giving more people a vision of the dynamism of what we face in cybersecurity, which is why we have to continually challenge our assumptions,” he said. “That’s why we challenge our assumptions in the book, as well as our assumptions about what we do every day.” Young said Intel Security had asked thousands of customers to challenge the company’s assumptions in the last 18 months so that it could improve. “This week, we are going to bring many of those comments to life in delivering a lot of innovation throughout our portfolio,” he said. Then, Young used a video to underscore the message that the McAfee brand is based on the belief that there is power to work together, and that no person, product or organization can provide total security. By allowing protection, detection and correction to work together, the company believes it can react to cyber threats more quickly. By linking products from different suppliers to work together, the company believes that network security improves. By bringing together companies to share intelligence on threats, you can find better ways to protect each other. The company said that cyber crime is the biggest challenge of the digital era, and this can only be overcome by working together. Revealed a new slogan: “Together is power”. The video also revealed the logo of the new independent company, which Young called a symbol of its new beginning and a visual representation of what is essential to the company’s strategy. “The shield means defense, and the two intertwined components are a symbol of the union that we are in the industry,” he said. “The color red is a callback to our legacy in the industry.” Three main reasons for independence According to Young, there are three main reasons behind the decision to become an independent company. First of all, it should focus entirely on enterprise-level cybersecurity, solve customers ‘cybersecurity problems and address clients’ cybersecurity challenges. The second is innovation. “Because we are committed and dedicated to cybersecurity only at the company level, our innovation is focused on that,” said Young. Third is growth. “Our industry is moving faster than any other IT sub-segment, we have t