Owner Operator Quotes

In order to be the master of your life, you must first recognize that you are the rightful master of your brain, its owner and operator.

Every successful business (1) creates or provides something of value that (2) other people want or need (3) at a price they're willing to pay, in a way that (4) satisfies the purchaser's needs and expectations and (5) provides the business sufficient revenue to make it worthwhile for the owners to continue operation.

What was to be a relatively innocuous federal government, operating from a defined enumeration of specific grants of power, has become an ever-present and unaccountable force. It is the nation’s largest creditor, debtor, lender, employer, consumer, contractor, grantor, property owner, tenant, insurer, health-care provider, and pension guarantor. Moreover, with aggrandized police powers, what it does not control directly it bans or mandates by regulation.

most businesses are operated according to what the owner wants as opposed to what the business needs.

Many small businesses are doomed from day one, not from competition or the economy, but from the ignorance of their owners . . . their destiny is already decided because they have no idea how a business should be operated.

It would be very heard, for example, a basketball owner, no matter how racist he was, to try to operate without Blacks. It would be suicidal.

Not anymore—not exactly.” If I’d had more words, I’d have described Greenstone’s last operational motel, the Voyageur, a peeling L-shaped heap with scraggy whirlwinds of litter roaming the parking lot. Though technically “open,” the Voyageur is always full, its rooms permanently occupied by the owner’s grown children who failed to rise on the outside.

Cantor illustrated the concept of infinity for his students by telling them that there was once a man who had a hotel with an infinite number of rooms, and the hotel was fully occupied. Then one more guest arrived. So the owner moved the guest in room number 1 into room number 2; the guest in room number 2 into number 3; the guest in 3 into room 4, and so on. In that way room number 1 became vacant for the new guest. What delights me about this story is that everyone involved, the guests and the owner, accept it as perfectly natural to carry out an infinite number of operations so that one guest can have peace and quiet in a room of his own. That is a great tribute to solitude.

Entrepreneurs often mistake their business plan as a cookbook for execution, failing to recognize that it is only a collection of unproven assumptions. At its back, a revenue plan blessed by an investor, and composed overwhelmingly of guesses, suddenly becomes an operating plan driving hiring, firing, and spending. Insanity.

Every entrepreneur and every owner of means of production must daily justify his social function through subservience to the wants of the consumers. The management of a socialist economy is not under the necessity of adjusting itself to the operation of a market. It has an absolute monopoly. It does not depend on the wants of the consumers. It itself decides what must be done. It does not serve the consumers as the businessman does. It provides for them as the father provides for his children or the headmaster of a school for the students. It is the authority bestowing favors, not a businessman eager to attract customers.

When the commodity owners are not capitalists, but rather independent direct producers, the time they spend on buying and selling is a deduction from their labour time, and they therefore always seek (in antiquity, as also in the Middle Ages: F.E.) to defer such operations to feast days.

Every state university runs one or more large operations called Extension Units, full of experts qualified to give advice and encouragement to citizen gardeners, tree owners, and nature enthusiasts of all types. Call around: these researchers are obligated to provide free consultations to interested civilians regarding your trees,

Every successful business (1) creates or provides something of value that (2) other people want or need (3) at a price they’re willing to pay, in a way that (4) satisfies the purchaser’s needs and expectations and (5) provides the business sufficient revenue to make it worthwhile for the owners to continue operation. Take away any of

Roughly defined, a business is a repeatable process that: 1. Creates and delivers something of value… 2. That other people want or need… 3. At a price they’re willing to pay… 4. In a way that satisfies the customer’s needs and expectations… 5. So that the business brings in enough profit to make it worthwhile for the owners to continue operation.

A society that once operated with some degree of sanity and politeness has become largely demented and rude.

Each person at Bridgewater should act like an owner, responsible for operating in this way and for holding others accountable to operate in this way.

In amassing zero-day exploits for the government to use in attacks, instead of passing the information about holes to vendors to be fixed, the government has put critical-infrastructure owners and computer users in the United States at risk of attack from criminal hackers, corporate spies, and foreign intelligence agencies who no doubt will discover and use the same vulnerabilities for their own operations.

But to what extent has computer technology been an advantage to the masses of people? To steelworkers, vegetable-store owners, teachers, garage mechanics, musicians, bricklayers, dentists, and most of the rest into whose lives the computer now intrudes? Their private matters have been made more accessible to powerful institutions. They are more easily tracked and controlled; are subjected to more examinations; are increasingly mystified by the decisions made about them; are often reduced to mere numerical objects. They are inundated by junk mail. They are easy targets for advertising agencies and political organizations. The schools teach their children to operate computerized systems instead of teaching things that are more valuable to children. In a word, almost nothing that they need happens to the losers. Which is why they are losers.

Three Observations        1) The computer may be incompetent in itself—that is, unable to do regularly and accurately the work for which it was designed. This kind of incompetence can never be eliminated, because the Peter Principle applies in the plants where computers are designed and manufactured.        2) Even when competent in itself, the computer vastly magnifies the results of incompetence in its owners or operators.        3) The computer, like a human employee, is subject to the Peter Principle. If it does good work at first, there is a strong tendency to promote it to more responsible tasks, until it reaches its level of incompetence.

This is the miracle of capitalism, so familiar and yet still so strange.​ The capitalist restaurant is operated for the benefit of its owners.​ The Communist restaurant is operated for the benefit of its customers.​ But which has better food?

In the summer of 2002, Biden was pushing his RAVE Act, an absurdly broad law that would have made venue and club owners liable for running a drug operation if they merely sold the “paraphernalia” common to parties where people took Ecstasy—accessories like bottled water and glow sticks. After attempting to sneak the bill through Congress with various parliamentary maneuvers, Biden was finally able to get a slightly modified version folded into the bill that created the Amber Alert for missing children.

One of the reasons for learning about type is to recognize that we are constantly motivated, simply by the way we’ve established our neural networks, to shape reality along particular functional lines. Another is to recognize the possibilities for growth and change that exist within—and apart from—the framework we have created for ourselves. Even small changes in our usual way of doing things can make big differences in the way our brain is operating. We develop the ability to think in new ways, and this stimulates creative change in all areas of our lives.

As my “owner,” Senator Byrd directed my activities, deciding which military and NASA installations I would be taken to for mind control programming, who I would be prostituted to and when , and which government operations I would ultimately be used in during the Reagan/Bush Administration.

Every successful business (1) creates or provides something of value that (2) other people want or need (3) at a price they’re willing to pay, in a way that (4) satisfies the purchaser’s needs and expectations and (5) provides the business sufficient revenue to make it worthwhile for the owners to continue operation.

Army intelligence said the French owners paid the Viet Cong a million piasters a year in protection money and paid the Saigon government three million piasters a year in taxes. The plantation billed the U.S. government $50 for each tea bush and $250 for each rubber tree damaged by combat operations. Just one more incongruity.

The Blood of Jesus is a battle-weapon; through it, you can achieve the following: 1. Cleansing: the Blood of Jesus possesses cleansing power. If there is any form of dirt of filth in your life or environment, the Blood of Jesus will cleanse them. 2. Sanitisation: the Blood of Jesus could serve as disinfectant. Anything that wants to pollute, will not be able to get in. You should sanitise your life, your body, house, shop, etc. In fact, before you move into a new apartment or house, you should sanitise it and the surroundings, with the Blood of Jesus. The foundations of many houses were laid with sacrifices of all kinds. Houses that were built thirty or forty years ago, have things buried in them, by the owners and such things work negatively on the inhabitants of such houses, especially if they are not born again. 3. Deliverance: when you call the Blood of Jesus into operation, it causes the enemy to flee, because it contains the life of God. It sets people free from bondage. 4. Healing: It can heal all forms of infirmity. When you plead the Blood of Jesus, things begin to happen. 5. Protection. 6. Life-giving power: to revive anyone or anything that is dead. It could be marriage, finances, business, etc.

Hoffa and Brennan formed a trucking company called Test Fleet. The “brains” and his partner put that company in their wives’ maiden names. Test Fleet had only one contract. It was with a Cadillac car carrier that had been having union problems with its Teamsters union independent owner-operator car haulers. This group of Teamsters held an unsanctioned wildcat strike. Angered by this break of union solidarity, Jimmy Hoffa ordered them back to work. With Hoffa’s blessings the Cadillac car carrier then terminated its leases with the independent Teamsters haulers, put many of them out of business, and gave hauling business to Test Fleet. This arrangement helped Josephine Poszywak, aka Mrs. Hoffa, and Alice Johnson, aka Mrs. Brennan, make $155,000 in dividends over ten years, without doing a single minute’s work for the Test Fleet company. Hoffa

There are plenty of attributes that separate the great leader from the good manager. Both may put their work before family and friends, survive on little sleep, endure a lifetime of red-eye flights. Look more closely and you will find that the great leader possesses an unusual, and essential, characteristic – he will think and operate like an owner, or a person who owns a substantial stake of the business, even if, in a financial or legal sense, he is neither.

Once the managers consoldiate their position within an institution, their objective interests no longer fully correspond to the interests of the other groups involved – voters, owners, members, teachers, students or consumers. A decision on dividends, mergers, labor contracts, prices, curriculum, class size, scope of government operations, armament, strikes, etc. may serve the best interests of the manager without necessarily contributing to the well-being of the other groups.

Unlike the Stockton & Darlington, which had won through the parliamentary authorization process with little difficulty, the Liverpool & Manchester encountered fierce resistance from canal owners, stagecoach operators, turnpike trusts, and innkeepers who had come to understand that railway competition was likely to be fatal to their businesses and investments. Nor did the landed gentry whose wayleave the new railway needed to acquire want any part of so noisy and smoky a fire hazard.

The geneticist Antoine Danchin once used the parable of the Delphic boat to describe the process by which individual genes could produce the observed complexity of the natural world. In the proverbial story, the oracle at Delphi is asked to consider a boat on a river whose planks have begun to rot. As the wood decays, each plank is replaced, one by one—and after a decade, no plank is left from the original boat. Yet, the owner is convinced that it is the same boat. How can the boat be the same boat—the riddle runs—if every physical element of the original has been replaced? The answer is that the “boat” is not made of planks but of the relationship between planks. If you hammer a hundred strips of wood atop each other, you get a wall; if you nail them side to side, you get a deck; only a particular configuration of planks, held together in particular relationship, in a particular order, makes a boat. Genes operate in the same manner. Individual genes specify individual functions, but the relationship among genes allows physiology. The genome is inert without these relationships. That humans and worms have about the same number of genes—around twenty thousand—and yet the fact that only one of these two organisms is capable of painting the ceiling of the Sistine Chapel suggests that the number of genes is largely unimportant to the physiological complexity of the organism. “It is not what you have,” as a certain Brazilian samba instructor once told me, “it is what you do with it.

Software tends to be either so powerful that its wealth of features is buried to all but the most intrepid explorers (think Excel) or so specific that it sacrifices features for increased usability, essentially doing few things very well (think mobile apps). In both cases, they force you to operate within a framework of their choosing. This is the main challenge with many productivity systems: They struggle to address the limitless variability and evolutionary nature of our individual needs. Notebooks, in contrast, are beholden to their authors. Their function is limited only by the imagination of their owner.

The demands of customer discovery require people who are comfortable with change, chaos, and learning from failure and are at ease working in risky, unstable situations without a roadmap. In short, startups should welcome the rare breed generally known as entrepreneurs. They’re open to learning and discovery—highly curious, inquisitive, and creative. They must be eager to search for a repeatable and scalable business model. Agile enough to deal with daily change and operating “without a map.” Readily able to wear multiple hats, often on the same day, and comfortable celebrating failure when it leads to learning and iteration.

The rich, the owners of the already operating plants, have no particular class interest in the maintenance of free competition. They are opposed to confiscation and expropriation of their fortunes, but their vested interests are rather in favor of measures preventing newcomers from challenging their position. Those fighting for free enterprise and free competition do not defend the interests of those rich today. They want a free hand left to unknown men who will be the entrepreneurs of tomorrow and whose ingenuity will make the life of coming generations more agreeable. They want the way left open to further economic improvements. They are the spokesmen of progress.

SolarCity is a key part of what can be thought of as the unified field theory of Musk. Each one of his businesses is interconnected in the short term and the long term. Tesla makes battery packs that SolarCity can then sell to end customers. SolarCity supplies Tesla’s charging stations with solar panels, helping Tesla to provide free recharging to its drivers. Newly minted Model S owners regularly opt to begin living the Musk Lifestyle and outfit their homes with solar panels. Tesla and SpaceX help each other as well. They exchange knowledge around materials, manufacturing techniques, and the intricacies of operating factories that build so much stuff from the ground up.

What’s more, SolarCity is a key part of what can be thought of as the unified field theory of Musk. Each one of his businesses is interconnected in the short term and the long term. Tesla makes battery packs that SolarCity can then sell to end customers. SolarCity supplies Tesla’s charging stations with solar panels, helping Tesla to provide free recharging to its drivers. Newly minted Model S owners regularly opt to begin living the Musk Lifestyle and outfit their homes with solar panels. Tesla and SpaceX help each other as well. They exchange knowledge around materials, manufacturing techniques, and the intricacies of operating factories that build so much stuff from the ground up.

The divorce of control, or power, from ownership has been due in large part to the growth of public corporations. So long as a single person, family or comparatively small group held a substantial portion of the common shares of a corporation, the legal “owner” could control its affairs. Even if they no longer actually conducted the business, the operating managers were functioning as their accountable agents. But when the enterprise became more vast in scope and at the same time, the stock certificates became spread in small bundles among thousands of persons, the managers were gradually released from subordination to the nominal owners. De facto control passed, for the most part, to non-owning management.

If close local control and supervision of operations is essential to success the small firm may have an edge. In some industries, particularly services like nightclubs and eating places, an intense amount of close, personal supervision seems to be required. Absentee management works less effectively in such businesses, as a general rule, than an owner-manager who maintains close control over a relatively small operation.1 Smaller firms are often more efficient where personal service is the key to the business. The quality of personal service and the customer’s perception that individualized, responsive service is being provided often seem to decline with the size of the firm once a threshold is reached. This factor seems to lead to fragmentation in such industries as beauty care and consulting.

In the meantime Chancellor Schleicher went about—with an optimism that was myopic, to say the least—trying to establish a stable government. On December 15 he made a fireside broadcast to the nation begging his listeners to forget that he was a general and assuring them that he was a supporter “neither of capitalism nor of socialism” and that to him “concepts such as private economy or planned economy have lost their terrors.” His principal task, he said, was to provide work for the unemployed and get the country back on its economic feet. There would be no tax increase, no more wage cuts. In fact, he was canceling the last cut in wages and relief which Papen had made. Furthermore, he was ending the agricultural quotas which Papen had established for the benefit of the large landowners and instead was launching a scheme to take 800,000 acres from the bankrupt Junker estates in the East and give them to 25,000 peasant families. Also prices of such essentials as coal and meat would be kept down by rigid control. This was a bid for the support of the very masses which he had hitherto opposed or disregarded, and Schleicher followed it up with conversations with the trade unions, to whose leaders he gave the impression that he envisaged a future in which organized labor and the Army would be twin pillars of the nation. But labor was not to be taken in by a man whom it profoundly mistrusted, and it declined its co-operation. The industrialists and the big landowners, on the other hand, rose up in arms against the new Chancellor’s program, which they clamored was nothing less than Bolshevism. The businessmen were aghast at Schleicher’s sudden friendliness to the unions. The owners of large estates were infuriated at his reduction of agricultural protection and livid at the prospect of his breaking up the bankrupt estates in the East. On

Israel’s constant drone surveillance over Gaza also impressed President Vladimir Putin. Moscow needed reliable surveillance drones after it lost many planes during its war in 2008 against Georgia in South Ossetia. Tbilisi had used Israeli drones, and years later Moscow decided to follow suit. Having seen Israeli operations over Gaza, Russia licensed the Israeli Aerospace Industries Searcher II, renamed “Forpost” by its new owners, and it became a key asset in Russian support for Syrian President Bashar al-Assad.33 Israel trained Russian pilots to operate the drones. Russia and Israel maintained a close relationship during the Syrian civil war despite the former supporting Assad and the latter worrying about the growing presence of Russian allies Iran and Hizbollah in the country. This led Prime Minister Benjamin Netanyahu (and Naftali Bennett) to routinely attack Iranian and Syrian military positions in Syria to stop the transfer of weapons to Hizbollah. However, Moscow usually turned a blind eye to these attacks, assisted by a de-escalation hotline between the two governments.

If these avatars were real people in a real street, Hiro wouldn't be able to reach the entrance. It's way too crowded. But the computer system that operates the Street has better things to do than to monitor every single one of the millions of people there, trying to prevent them from running into each other. It doesn't bother trying to solve this incredibly difficult problem. On the Street, avatars just walk right through each other. So when Hiro cuts through the crowd, headed for the entrance, he really is cutting through the crowd. When things get this jammed together, the computer simplifies things by drawing all of the avatars ghostly and translucent so you can see where you're going. Hiro appears solid to himself, but everyone else looks like a ghost. He walks through the crowd as if it's a fogbank, clearly seeing The Black Sun in front of him. He steps over the property line, and he's in the doorway. And in that instant he becomes solid and visible to all the avatars milling outside. As one, they all begin screaming. Not that they have any idea who the hell he is -- Hiro is just a starving CIC stringer who lives in a U-Stor-It by the airport. But in the entire world there are only a couple of thousand people who can step over the line into The Black Sun. He turns and looks back at ten thousand shrieking groupies. Now that he's all by himself in the entryway, no longer immersed in a flood of avatars, he can see all of the people in the front row of the crowd with perfect clarity. They are all done up in their wildest and fanciest avatars, hoping that Da5id -- The Black Sun's owner and hacker-in-chief -- will invite them inside. They flick and merge together into a hysterical wall. Stunningly beautiful women, computer-airbrushed and retouched at seventy-two frames a second, like Playboy pinups turned three-dimensional -- these are would-be actresses hoping to be discovered. Wild-looking abstracts, tornadoes of gyrating light-hackers who are hoping that Da5id will notice their talent, invite them inside, give them a job. A liberal sprinkling of black-and-white people -- persons who are accessing the Metaverse through cheap public terminals, and who are rendered in jerky, grainy black and white. A lot of these are run-of-the-mill psycho fans, devoted to the fantasy of stabbing some particular actress to death; they can't even get close in Reality, so they goggle into the Metaverse to stalk their prey. There are would-be rock stars done up in laser light, as though they just stepped off the concert stage, and the avatars of Nipponese businessmen, exquisitely rendered by their fancy equipment, but utterly reserved and boring in their suits.

The Model S also offered a way to fix issues in a manner that people had never before encountered with a mass-produced car. Some of the early owners complained about glitches like the door handles not popping out quite right or their windshield wipers operating at funky speeds. These were inexcusable flaws for such a costly vehicle, but Tesla typically moved with clever efficiency to address them. While the owner slept, Tesla’s engineers tapped into the car via the Internet connection and downloaded software updates. When the customer took the car out for a spin in the morning and found it working right, he was left feeling as if magical elves had done the work. Tesla soon began showing off its software skills for jobs other than making up for mistakes. It put out a smartphone app that let people turn on their air-conditioning or heating from afar and to see where the car was parked on a map. Tesla also began installing software updates that imbued the Model S with new features. Overnight, the Model S sometimes got new traction controls for hilly and highway driving or could suddenly recharge much faster than before or possess a new range of voice controls. Tesla had transformed the car into a gadget—a device that actually got better after you bought it. As Craig Venter, one of the earliest Model S owners and the famed scientist who first decoded man’s DNA, put it, “It changes everything about transportation. It’s a computer on wheels.” The

A 2016 study published in Proceedings of the National Academy of Sciences of the United States of America suggested that health care providers may underestimate black patients' pain in part due to a belief that they simply don't actually feel as much pain - a myth that dates all the way back to the days of slavery. For centuries, the claim that black people were biologically different from whites was 'championed by scientists, physicians, and slave owners alike to justify slavery and the inhumane treatment of black men and women in medical research,' the authors wrote. Black people were thought to have 'thicker skulls, less sensitive nervous systems,' and a super-human ability to 'tolerate surgical operations with little, if any, pain at all.' In the first phase of the study, over two hundred white medical students and residents were asked whether a series of statements about differences between black and white patients were true or false. Some of the statements were true, while others - for example, 'blacks' skin is thicker than whites' and 'blacks' nerve endings are less sensitive than whites' - were false. They found that a full half of the respondents thought that one or more the false statements - many of which were 'fantastical in nature' - were possibly, probably, or definitely true. Also, notably, many of them didn't agree with the statements that were actually true; only half of the residents knew that white patients are less likely to have heart disease than black patients are. When asked to read case studies of two patients complaining of pain, one white and one black, the respondents who had endorsed more false beliefs were more likely to believe that the black patient felt less pain, and undertreated them accordingly.

I am excited to report that I may have gotten a job as an elevator attendant. It's a three-flight elevator, and my primary objective is to push one of three buttons, 1,2, or 3. I know, it seems complicated, but I am sure I am intellectually mature enough to handle it. I feel confident that I have this job because the owner of the elevator operating company, Mr. Pushkin, of Pushkin Push-button Services, shook my hand, winked at me, examined my index finger for button-pushing capabilities and then licked my armpit. It was very flattering. Since he is obviously a man who is continually rising in the elevator world, I asked him for some life advice. And do you know what he told me? He leaned in close so that his blue eyes were about two inches from my face, and then he leaned around to my ear and whispered, “Some men never leave the ground floor, and some men rise to the top. Still other men, like myself, enable these penthouse executives to reach the pinnacle of their company. But I never carry on conversation in an elevator, or at a urinal, and I’d never install a urinal on an elevator, for fear that men would be more inclined to converse freely as they traveled and emptied their bladder.” And without hesitation I replied, “Mr. Pushkin, I never shake a man’s hand after he just got done pissing, or shake my penis more than three times after pissing, but I am certain that I could operate an elevator equipped with a urinal. I know how to keep both my mouth and my pants zipped shut.” That’s when he glanced down and noticed that my fly was down. I was so embarrassed until he reached his hand down to my crotch and zipped me up as he winked and said, “It happens to the best of us.” And that’s when I noticed that not only was his fly unzipped, but his penis had been hanging out the whole time he’d been talking to me.

Professional Bio of Shahin Shardi, P.Eng. Materials Engineer Welding and Pressure Equipment Inspector, QA/QC Specialist Shahin Shardi is a Materials Engineer with experience in integrity management, inspection of pressure equipment, quality control/assurance of large scale oil and gas projects and welding inspection. He stared his career in trades which helped him understand fundamentals of operation of a construction site and execution of large scale projects. This invaluable experience provided him with boots on the ground perspective of requirements of running a successful project and job site. After obtaining an engineering degree from university of British Columbia, he started a career in asset integrity management for oil and gas facilities and inspection of pressure equipment in Alberta, Canada. He has been involved with numerus maintenance shutdowns at various facilities providing engineering support to the maintenance, operations and project personnel regarding selection, repair, maintenance, troubleshooting and long term reliability of equipment. In addition he has extensive experience in area of quality control and assurance of new construction activities in oil and gas industry. He has performed Owner’s Inspector and welding inspector roles in this area. Shahin has extensively applied industry codes of constructions such as ASME Pressure Vessel Code (ASME VIII), Welding (ASME IX), Process Piping (ASME B31.3), Pipe Flanges (ASME B16.5) and various pressure equipment codes and standards. Familiarity with NDT techniques like magnetic particle, liquid penetrant, eddy current, ultrasonic and digital radiography is another valuable knowledge base gained during various projects. Some of his industry certificates are CWB Level 2 Certified Welding Inspector, API 510 Pressure Vessel Inspector, Alberta ABSA In-Service Pressure Vessel Inspector and Saskatchewan TSASK Pressure Equipment Inspector. Shahin is a professional member of Association of Professional Engineers and Geoscientists of Alberta.

For fifteen years, John and Barbara Varian were furniture builders, living on a ranch in Parkfield, California, a tiny town where the welcome sign reads “Population 18.” The idea for a side business came about by accident after a group of horseback riding enthusiasts asked if they could pay a fee to ride on the ranch. They would need to eat, too—could John and Barbara do something about that? Yes, they could. In the fall of 2006, a devastating fire burned down most of their inventory, causing them to reevaluate the whole operation. Instead of rebuilding the furniture business (no pun intended), they decided to change course. “We had always loved horses,” Barbara said, “so we decided to see about having more groups pay to come to the ranch.” They built a bunkhouse and upgraded other buildings, putting together specific packages for riding groups that included all meals and activities. John and Barbara reopened as the V6 Ranch, situated on 20,000 acres exactly halfway between Los Angeles and San Francisco. Barbara’s story stood out to me because of something she said. I always ask business owners what they sell and why their customers buy from them, and the answers are often insightful in more ways than one. Many people answer the question directly—“We sell widgets, and people buy them because they need a widget”—but once in a while, I hear a more astute response. “We’re not selling horse rides,” Barbara said emphatically. “We’re offering freedom. Our work helps our guests escape, even if just for a moment in time, and be someone they may have never even considered before.” The difference is crucial. Most people who visit the V6 Ranch have day jobs and a limited number of vacation days. Why do they choose to visit a working ranch in a tiny town instead of jetting off to lie on a beach in Hawaii? The answer lies in the story and messaging behind John and Barbara’s offer. Helping their clients “escape and be someone else” is far more valuable than offering horse rides. Above all else, the V6 Ranch is selling happiness.

During the Russia-NATO Council session in Bucharest in April 2008, Putin called Ukraine “a complex state formation. If the NATO issue is added there,” he said, “along with other problems, this may bring Ukraine to the verge of existence as a sovereign state.” Later during the same summit, in a discussion with U.S. President George Bush, Putin said that Ukraine was “not a real country.” This is clearly light-years away from the “common principles” laid down in the Founding Act, signed by Russia and the members of NATO in 1997, in which Russia had recognized the inherent right of all countries “to choose the means to ensure their own security.” Putin’s declaration was a scarcely veiled threat that Russia would intervene if Ukraine decided to join NATO. Doubts on Ukraine’s viability as a sovereign state were expressed on many occasions by leading Russians. On March 16, 2009, the Kremlin ideologue Gleb Pavlovsky wrote in the Russkiy Zhurnal, a Russian online magazine of which he is the owner, an article titled: “Will Ukraine Lose Its Sovereignty?” This article was followed four days later by an interview with Sergey Karaganov, the éminence grise of the Russian foreign policy community and head of the Presidium of the Council on Foreign and Defense Policy. This article had the title: “No One Needs Monsters. Desovereignization of Ukraine.” Karaganov depicted Ukraine as a failed state that was in a process of “passive desovereignization.” The process was, however, not only “passive.” Karaganov warned that “Russia will not want to see absolutely ungovernable territories close by.” Yuriy Shcherbak, former Ukrainian ambassador to the United States, wrote in response: “In military language it is called the ideological-propagandistic support of the future operation on capturing the territory of a sovereign state.” In fact, Russian politicians continued to denounce Ukraine as an “artificial” country that had no right to exist. At the height of the financial crisis Valery Fadeyev, editor of the political journal Ekspert, wrote: “Ukraine is cheap, we can buy it.” It sounded less aggressive, almost as a joke, but it expressed the same contempt for Russia’s neighbor and its status as an independent, sovereign state [239―40].

YouTube: Dr. Samuel T. Francis — “Equality Unmasked" (American Renaissance Conference, 1996) In the second place, understanding egalitarianism as the ideology of the system and the elites that run it ought to alter our view of how the system and its elites actually operate. Most elites in history have always had a vested interest in preserving the societies they rule and that is why most elites have been conservative. ... But the elite that has come to power in the United States in the Western World in this century actually has a vested interest in managing and manipulating social change--the destruction of the society it rules. Political analyst Kevin Phillips pointed this out in his 1975 book "Mediacracy," which is a study of the emergence of what he calls the new knowledge elite, the members of which approach society from a new vantage point. Change does not threaten the affluent intelligentsia of the postindustrial society the way it threatened the land owners and industrialists of the New Deal. On the contrary, change is as essential to the knowledge sector as inventory turnover is to a merchant or a manufacturer. Change keeps up demand for the product: research, news, theory and technology. Post industrialism, a knowledge elite and accelerated social change appear to go hand in hand. The new knowledge elite does not preserve and protect existing traditions and institutions. On the contrary, far more than previous new classes, the knowledge elite has sought to modify or replace traditional institutions with new relationships and power centers. Egalitarianism and environmentalism serve this need to manage social change perfectly. Traditional institutions can be depicted not only as unequal and oppressive, but also as pathological, requiring the social and economic therapy that only the knowledge elite is skilled enough to design and apply. The interests of the knowledge elite in managing social change happen to be entirely consistent, not only with the agendas of the hard left, but also with the grievances and demands of various racial and ethnic groups that view racism and prejudice as obstacles to their own advancement. So that what we see as an alliance between the new elites and organized racial and ethnic minorities to undermine and displace the traditional institutions and beliefs of white, Euro-american society, which just happen to the power centers of older elites based on wealth, land and status. This process of displacement or dispossession is always described as progressive, liberating or diversifying, when in fact it merely helps consolidate the dominance of a new class and weaken the power and interests of its rivals.

Here we introduce the nation's first great communications monopolist, whose reign provides history's first lesson in the power and peril of concentrated control over the flow of information. Western Union's man was one Rutherford B. Hates, an obscure Ohio politician described by a contemporary journalist as "a third rate nonentity." But the firm and its partner newswire, the Associated Press, wanted Hayes in office, for several reasons. Hayes was a close friend of William Henry Smith, a former politician who was now the key political operator at the Associated Press. More generally, since the Civil War, the Republican Party and the telegraph industry had enjoyed a special relationship, in part because much of what were eventually Western Union's lines were built by the Union Army. So making Hayes president was the goal, but how was the telegram in Reid's hand key to achieving it? The media and communications industries are regularly accused of trying to influence politics, but what went on in the 1870s was of a wholly different order from anything we could imagine today. At the time, Western Union was the exclusive owner of the nationwide telegraph network, and the sizable Associated Press was the unique source for "instant" national or European news. (It's later competitor, the United Press, which would be founded on the U.S. Post Office's new telegraph lines, did not yet exist.) The Associated Press took advantage of its economies of scale to produce millions of lines of copy a year and, apart from local news, its product was the mainstay of many American newspapers. With the common law notion of "common carriage" deemed inapplicable, and the latter day concept of "net neutrality" not yet imagined, Western Union carried Associated Press reports exclusively. Working closely with the Republican Party and avowedly Republican papers like The New York Times (the ideal of an unbiased press would not be established for some time, and the minting of the Time's liberal bona fides would take longer still), they did what they could to throw the election to Hayes. It was easy: the AP ran story after story about what an honest man Hayes was, what a good governor he had been, or just whatever he happened to be doing that day. It omitted any scandals related to Hayes, and it declined to run positive stories about his rivals (James Blaine in the primary, Samuel Tilden in the general). But beyond routine favoritism, late that Election Day Western Union offered the Hayes campaign a secret weapon that would come to light only much later. Hayes, far from being the front-runner, had gained the Republican nomination only on the seventh ballot. But as the polls closed his persistence appeared a waste of time, for Tilden, the Democrat, held a clear advantage in the popular vote (by a margin of over 250,000) and seemed headed for victory according to most early returns; by some accounts Hayes privately conceded defeat. But late that night, Reid, the New York Times editor, alerted the Republican Party that the Democrats, despite extensive intimidation of Republican supporters, remained unsure of their victory in the South. The GOP sent some telegrams of its own to the Republican governors in the South with special instructions for manipulating state electoral commissions. As a result the Hayes campaign abruptly claimed victory, resulting in an electoral dispute that would make Bush v. Gore seem a garden party. After a few brutal months, the Democrats relented, allowing Hayes the presidency — in exchange, most historians believe, for the removal of federal troops from the South, effectively ending Reconstruction. The full history of the 1876 election is complex, and the power of th

Each business system has its strengths and weaknesses, yet each ultimately does the same thing. If operated properly, each system will provide a steady stream of income without much physical effort on the part of the owner once it’s up and running.

After the Second and Third Avenue Els were torn down, East Side property owners had prospered as brownstones, loft buildings, and tenements were replaced by high-rise offices and apartment buildings. The area east of Central Park between 59th and 96th Streets, known as the Upper East Side, became home to fashionable boutiques, luxury restaurants, and expensive furniture houses. With thousands of well-educated young professionals moving there, the neighborhood contained the greatest concentration of single people in the entire country.3 Even though the number of cars registered in the United States grew by 47 percent in the 1950s, New York City’s economy still relied on the subway in the early 1960s. During the 8:00 to 9:00 a.m. rush hour, 72 percent of the people entering the CBD traveled by subway, which could move people far more efficiently than automobiles. Each subway car could carry approximately one hundred people, and a ten-car train could accommodate a thousand. Since trains could operate every two minutes, each track could carry thirty thousand people per hour. By comparison, one lane of a highway could carry only about two thousand cars in an hour.4 Although Manhattan and the region were dependent on the rail transit system, 750,000 cars and trucks were entering the CBD on a typical weekday, three times more than had been the case thirty years earlier. Many New Yorkers expected the city to accommodate the growing number of cars. For example, the Greater New York Safety Council’s transportation division claimed that Americans had a fundamental freedom to drive, and that it was the city’s obligation to accommodate drivers by building more parking spaces in Manhattan. The members argued that without more parking, Manhattan would not be able to continue its role as the region’s CBD because a growing number of suburbanites were so highly conditioned to using their cars.5 In

A major portion of the cost of defense against foreign aggression in a laissez-faire society would be borne originally by business and industry, as owners of industrial plants obviously have a much greater investment to defend than do owners of little houses in suburbia. If there were any real threat of aggression by a foreign power, businessmen would all be strongly motivated to buy insurance against that aggression, for the same reason that they buy fire insurance, even though they could save money in the short run by not doing so. An interesting result of this fact is that the cost of defense would ultimately tend to be spread among the whole population, since defense costs, along with overhead and other such costs, would have to be included in the prices paid for goods by consumers. So, the concern that “free riders” might get along without paying for their own defense by parasitically depending on the defenses paid for by their neighbors is groundless. It is based on a misconception of how the free-market system would operate.

A major portion of the cost of defense against foreign aggression in a laissez-faire society would be borne originally by business and industry, as owners of industrial plants obviously have a much greater investment to defend than do owners of little houses in suburbia. If there were any real threat of aggression by a foreign power, businessmen would all be strongly motivated to buy insurance against that aggression, for the same reason that they buy fire insurance, even though they could save money in the short run by not doing so. An interesting result of this fact is that the cost of defense would ultimately tend to be spread among the whole population, since defense costs, along with overhead and other such costs, would have to be included in the prices paid for goods by consumers. So, the concern that “free riders” might get along without paying for their own defense by parasitically depending on the defenses paid for by their neighbors is groundless. It is based on a misconception of how the free-market system would operate. The role of business and industry as major consumers of foreign-aggression insurance would operate to unify the free area in the face of any aggression. An auto plant in Michigan, for example, might well have a vital source of raw materials in Montana, a parts plant in Ontario, a branch plant in California, warehouses in Texas, and outlets all over North America. Every one of these facilities is important to some degree to the management of that Michigan factory, so it will want to have them defended, each to the extent of its importance. Add to this the concern of the owners and managers of these facilities for their own businesses and for all the other businesses on which they, in turn, depend, and a vast, multiple network of interlocking defense systems emerges. The involvement of the insurance companies, with their diversified financial holdings and their far-flung markets would immeasurably strengthen this defensive network. Such a multiple network of interlocking defense systems is a far cry from the common but erroneous picture of small cities, businesses, and individuals, unprotected by a government, falling one by one before an advancing enemy horde.

A still more sobering social media example of a different kind, one so important that it could well have influenced the presidential election of 2016, was the cooperation between Cambridge Analytica and Facebook. Cambridge Analytica, a political data firm, was largely the creation of Steve Bannon and his billionaire sponsor, Robert Mercer. One former co-executive referred to Cambridge Analytica as “Bannon’s arsenal of weaponry to wage a culture war on America using military strategies.” Cambridge Analytica combined a particularly vicious version of traditional “dirty tricks” with cutting-edge social media savvy. The dirty tricks, according to its former CEO, Alexander Nix, included bribery, sting operations, the use of prostitutes, and “honey traps” (usually involving sexual behavior, sometimes even initiated for the purposes of obtaining compromising photographs) to discredit politicians on whom it conducted opposition research. The social media savvy included advanced methods developed by the Psychometrics Centre of Cambridge University. Aleksandr Kogan, a young Russian American psychologist working there, created an app that enabled him to gain access to elaborate private information on more than fifty million Facebook users, information specifically identifying personality traits that influenced behavior. Kogan had strong links to Facebook, which failed to block his harvesting of that massive data; he then passed the data along to Cambridge Analytica. Kogan also taught at the Saint Petersburg State University in Russia; and given the links between Cambridge Analytica and Russian groups, the material was undoubtedly made available to Russian intelligence. So extensive was Cambridge Analytica’s collection of data that Nix could boast, “Today in the United States we have somewhere close to 4 or 5 thousand data points on every individual…. So we model the personality of every adult across the United States, some 230 million people.” Whatever his exaggeration, he was describing a new means of milieu control that was invisible and potentially manipulable in the extreme. Beyond Cambridge Analytica or Kogan, Russian penetration of American social media has come to be recognized as a vast enterprise involving extensive falsification and across-the-board anti-Clinton messages, with special attention given to African American men in order to discourage them from voting. The Russians apparently reached millions of people and surely had a considerable influence on the outcome of the election. More generally, one can say that social media platforms can now create a totality of their own, and can make themselves available to would-be owners of reality by means of massive deception, distortion, and promulgation of falsehoods. The technology itself promotes mystification and becomes central to creating and sustaining cultism. Trump is the first president to have available to him these developments in social media. His stance toward the wild conspiracism I have mentioned is to stop short of total allegiance to them, but at the same time to facilitate them and call them forth in his tweets and harbor their followers at his rallies. All of this suggests not only that Trump and the new social media are made for each other, but also that the problem will long outlive Trump’s brief, but all too long, moment on the historical stage.

contamination of foods with heavy metals and include the intentional inclusion of toxic substances in products for mass consumption. “The result is what you see unfolding around you right now: mass insanity, incredible escalations of criminality among political operatives, clinical insanity among an increasing number of mainstream media writers and reporters, widespread infertility in young couples, skyrocketing rates of kidney failure and dialysis patients, plus a near total loss of rational thinking among the voting masses,” he said.

Soon we began to collect a little group of odd people who would drink with us every cocktail hour. Brigitte, who was a 22-year-old German, very beautiful, could have been on the cover of Stern magazine. Her boyfriend Volker was one of the most beautiful men I'd ever met - people said he looked like James Hunt, the English racecar driver. He was like Billy Budd. He was from Germany and had been a cowboy in Wyoming. Then there was Elford Elliot from England, who had something to do with producing garden gnomes. He was tripping on acid all the time and going out to Delos, this little island off Mykonos, chipping little pieces off the ancient ruins, which he then brought back in the pocket of his jumpsuit. Then there was Bryan, an IBM operator from Australia, who fancied himself as a kind of Oscar Wilde figure. I don't know why. The only story of his I remember was about some Australians who stole a garden gnome from the front lawn of a very elegant mansion and took it for a trip around the world. They would send postcards back to the owner saying things like, 'Having a lovely time in the Fiji Islands' and sign it, 'The Garden Gnome.' After six weeks, they brought the garden gnome back and left it on the lawn with little suitcases full of tiny clothing they'd knitted for it.

Jeffrey Belk is a Roofing contractor and owner-operator of Innovation Restoration and Rooftop Rescue. He is Dedicated to positive online promotion.

Bostic never met her great-grandfather Jack Yates, but it was as if the contours of his being had been concretized in her memory. Yates was born in Virginia and married a woman named Harriet Willis, with whom he had eleven children. His wife and children, however, lived on a different plantation. After the Emancipation Proclamation, Willis’s owner moved his operations to Texas so that he could continue to enslave his workers. According to Bostic, when her great-grandfather, who had been freed by his own former enslaver, learned of this, he convinced his wife’s owner to allow him to purchase his way back into slavery so that he could be with his family.

Roughly defined, a business is a repeatable process that: 1. Creates and delivers something of value … 2. That other people want or need … 3. At a price they’re willing to pay … 4. In a way that satisfies the customer’s needs and expectations … 5. So that the business brings in enough Profit to make it worthwhile for the owners to continue operation.

A jewelry Store in Stuart Florida offering engagement rings, custom jewelry, & more! Beryl & Co. Jewelers established 1993. Family owned & operated, “come in as a customer, leave as a friend”. Owner John Miedzianowski is no stranger to community service, starting his career as a Stuart police officer. John's desire to serve our community transformed into the Treasure Coast’s hometown jeweler for over 26 years. Our qualified team has over 100 years of jewelry experience.

As in most Northern cities fielding black migrants, housing remained a pernicious obstacle in the 1950s. Suburban tracts constructed on a vast scale for soldiers returning from World War II—and backed by Federal Housing Administration (FHA) grants—were generally closed to Negro veterans. “Restrictive covenants” limited ownership to whites only, including recent immigrants from Europe. In developments like the 17,000 tract houses of Levittown, built on Long Island between 1947 and 1951, federally subsidized housing generated equity wealth and spawned a new generation of white middle-class Americans. Shut out of Levittown—the prototype for postwar suburbia—and other such developments for decades, Negro veterans were belatedly granted lesser subsidies for scatter-site housing in generally depressed areas. Moreover, the government subsidized public housing for Negroes that were not owner-occupied—like the homes for whites in suburbia—but rented to low-income families in inner-city areas. These federally backed housing projects capped family earning for eligibility at little more than minimum wage. The U.S. government essentially ran a two-tier program, encouraging a permanent Negro underclass of renters while operating the FHA-backed suburban home ownership program to stimulate a dramatic growth of the white middle class.

Bookkeepers in Charleston SC In today's time, every business owner is busy in the operating operations to get more profitable revenue. Current Accounting, Bookkeeping in Charleston, SC involves preparing docs for all money transactions, operations, and other matters for a business. We also guide you about where you can cut costs and streamline your business for more savings.

The master stroke for this campaign was a concerted effort to rebrand the debate as one about the “death tax.” Frank Luntz, a political operative on the repeal payroll, later revealed that this rebranding “kindled voter resentment in a way that ‘inheritance tax’ and ‘estate tax’ [did] not.” To control the ownership narrative, the repeal campaign relied on personal stories that activated people’s fears. That’s why Thigpen was not alone testifying on the panel. With him were Bill McNutt, owner of Collin Street Bakery in Corsicana, Texas; Jim Turner, a rancher in Florida; and Robert Lange, a farmer from Malvern, Pennsylvania. Each expressed concern that their family businesses would need to be sold to pay estate taxes. The key for pro-repeal lobbyists was that nearly 40 percent of Americans mistakenly believed they were in the top 1 percent, or soon would be, and thus were potentially subject to the tax. Thanks to the lobbying campaign, Thigpen’s story went viral. Luntz and his hired associates transformed a tax that affected fewer than two out of every hundred Americans into a seemingly populist cause. As one commentator notes, “Thigpen’s story was repeated over and over again, and its racial undertones implied that the tax disproportionately impacts Black families. The only problem? It was a complete lie.

Many entrepreneurs build scale businesses by owning many franchises. In fact, the majority of McDonald’s owners operate more than one franchise.

A successful business, roughly defined, provides (1) something of value that (2) other people want or need at (3) a price they’re willing to pay, in a way that (4) satisfies the customer’s needs and expectations so that (5) the business brings in sufficient profit to make it worthwhile for the owners to continue operation.

Financial debt is the act of borrowing money from an outside party to quickly finance the operations of a business—with the promise to repay the principal plus the agreed-upon rate of interest in a timely manner. Under the right circumstances, this can accelerate the growth of a business considerably while allowing the owner to retain ownership, reduced taxes, and lower interest rates. On the other hand, the inability to pay back this debt on time can adversely affect credit rating, result in higher interest rates, cash flow difficulties, and other restrictions.

II, renamed “Forpost” by its new owners, and it became a key asset in Russian support for Syrian President Bashar al-Assad.33 Israel trained Russian pilots to operate the drones.

While the English law that the colonies operated under specified that the bond status of a father determined the status of his child, as more and more Virginia farm, factory, and plantation owners fathered “mulatto” children by raping enslaved African women, in 1662 Virginia changed the law to specify the mother’s status as defining that of her child.

Investment firms are buying up more vacation homes, aiming to cash in on growing demand from tourists and remote workers. Most vacation rental homes are owned by small-time owners who list their properties on websites such as Airbnb Inc., but the number of financial firms investing in the sector is growing. New York-based investment firm Saluda Grade is launching a venture with short-term- rental operator AvantStay Inc. to buy about $500 million of homes, the companies said Tuesday. Saluda Grade said it is also looking to raise debt by selling mortgage bonds backed by its homes to investors, the first vacation-rental mortgage securitization, according to the company. Andes STR, a startup that buys and manages short-term rental homes on behalf of investors, also recently signed a deal with Chilean investment firm WEG Capital to buy roughly $80 million of properties in the U.S., Andes said. These investors are betting they can get higher returns if they rent out homes by the night instead of by the year. Low-interest rates have made it more attractive to borrow and Buy Traditional Rental Homes, inflating property prices and making it harder for new buyers to turn a profit. That has prompted some institutions and wealthy families to look in more obscure corners of the property market where competition is smaller, investment advisers say. Some are turning to investments in vacation homes, where demand has surged in many places during the pandemic as more people choose to work from remote locations and leisure travel heated up last year. “There’s a lot more yield available in the short-term market,” said Saluda Grade’s chief executive, Ryan Craft. It is the latest sign of how the pandemic is changing the way people work and live, and how real-estate investors are angling to find new ways to profit from these shifts. Saluda Grade is targeting homes within driving distance of major population centers, Mr. Craft said. His company will buy the homes and AvantStay will manage them for a fee. But while vacation-rental homes can offer higher returns, they also pose challenges to investors. Mortgages are usually more expensive and harder to get for short-term rentals than for owner-occupied homes, said Giri Devanur, CEO of reAlpha Tech Corp., a startup that wants to pool money from small-time investors to buy short-term-rental homes.

What are you trying to buy? Asset type? Size? Price? To determine the answer to the first question, do the following: Start with your own net worth. Add in friends and family. The total team net worth is your starting point. Choose a market. Consider travel time and expense. You must be able to be in your market to look at deals at least once a month. Determine the viability of your market. Job growth? Population growth? Get deal flow from the market. Real estate agents Find all commercial realty companies in the city. Get on all their mailing lists. Analyze deals online from realtors in the area. Call the realtors about their listings. Direct to owners Get lists of owners. Create a system to reach owners directly. Mail Text Cold calling Analyze deals. Income approach Income – Expenses = Net operating income Net operating income – Debt service = Cash flow Check with lenders for current terms on debt. What is the CoC return? Cap rate? Debt ratio? Comparable data Check the analyzed cap rate against cap rates in the area for similar properties. Check comparable sale prices. Comps should be close in size and age to the subject property. Comps should have similar amenities. Comps should be within a few miles of the subject property. Exit Hold and operate. Refinance. Sell or flip. Consider upcoming market conditions. Debt Check with lenders or a mortgage broker to determine the availability of loans for this type of property. What are the terms and conditions? Is this the information you used to analyze the deal originally? Make the offer. Use an LOI to submit the offer in writing. The LOI will summarize the main deal points. If your offer is less than 15 percent of the asking price, speak with the realtor before you submit the offer. Once the offer is accepted, send the LOI to your attorney and have them draft the purchase agreement. Draft the purchase and sale agreement. Now that you have a fully executed contract, the clock starts. Earnest money goes into escrow. Do your due diligence. Financial inspection Physical inspection Lease audit Begin your loan application. The lender will complete three inspections. Appraisal Environmental inspection Physical engineer inspection of the buildings Do your closing. The lender will wire the loan proceeds to the closing escrow. Wire your down payment funds to the closing escrow. You own a new property! Engage property management for takeover of operations.

Who are we, the people who have ADHD? We are the problem kid who drives his parents crazy by being totally disorganized, unable to follow through on anything, incapable of cleaning up a room, or washing dishes, or performing just about any assigned task; the one who is forever interrupting, making excuses for work not done, and generally functioning far below potential in most areas. We are the kid who gets daily lectures on how we’re squandering our talent, wasting the golden opportunity that our innate ability gives us to do well, and failing to make good use of all that our parents have provided. We are also sometimes the talented executive who keeps falling short due to missed deadlines, forgotten obligations, social faux pas, and blown opportunities. Too often we are the addicts, the misfits, the unemployed, and the criminals who are just one diagnosis and treatment plan away from turning it all around. We are the people Marlon Brando spoke for in the classic 1954 film On the Waterfront when he said, “I coulda been a contender.” So many of us coulda been contenders, and shoulda been for sure. But then, we can also make good. Can we ever! We are the seemingly tuned-out meeting participant who comes out of nowhere to provide the fresh idea that saves the day. Frequently, we are the “underachieving” child whose talent blooms with the right kind of help and finds incredible success after a checkered educational record. We are the contenders and the winners. We are also imaginative and dynamic teachers, preachers, circus clowns, and stand-up comics, Navy SEALs or Army Rangers, inventors, tinkerers, and trend setters. Among us there are self-made millionaires and billionaires; Pulitzer and Nobel prize winners; Academy, Tony, Emmy, and Grammy award winners; topflight trial attorneys, brain surgeons, traders on the commodities exchange, and investment bankers. And we are often entrepreneurs. We are entrepreneurs ourselves, and the great majority of the adult patients we see for ADHD are or aspire to be entrepreneurs too. The owner and operator of an entrepreneurial support company called Strategic Coach, a man named Dan Sullivan (who also has ADHD!), estimates that at least 50 percent of his clients have ADHD as well.

Hire the right people. “We will continue to focus on hiring and retaining versatile and talented employees,” he wrote in an early shareholder letter. Compensation, especially early on, was heavily weighted to stock options rather than cash. “We know our success will be largely affected by our ability to attract and retain a motivated employee base, each of whom must think like, and therefore must actually be, an owner.” There are three criteria he instructs managers to consider when they are hiring: Will you admire this person? Will this person raise the average level of effectiveness of the group he or she is entering? Along what dimension might this person be a superstar? It’s never been easy to work at Amazon. When Bezos interviews people, he warns them, “You can work long, hard, or smart, but at Amazon.com you can’t choose two out of three.” Bezos makes no apologies. “We are working to build something important, something that matters to our customers, something that we can all tell our grandchildren about,” he says. “Such things aren’t meant to be easy. We are incredibly fortunate to have this group of dedicated employees whose sacrifices and passion build Amazon.com.” These lessons remind me of the way Steve Jobs operated. Sometimes such a style can be crushing, and to some people it may feel tough or even cruel. But it also can lead to the creation of grand, new innovations and companies that change the way we live. Bezos has done all of this. But he still has many chapters to write in his story. He has always been public spirited, but I suspect in the coming years he will do more with philanthropy. Just as Bill Gates’s parents led him into such endeavors, Jackie and Mike Bezos have been models for Bezos as he focuses on missions such as providing great early-childhood education to all kids. I am also confident that he has at least one more major leap to make. I suspect that he will be—and is, indeed, eager to be—one of the first private citizens to blast himself into space. As he told his high school graduating class back in 1982, “Space, the final frontier, meet me there!

Washing money,” Louis said. “Initially he was doing it through legitimate companies but without the owner’s knowledge. The numbers must have got so large they couldn’t keep it hidden and that’s where the Hunstanton location comes in. Small businesses, lots of them. Companies with turnovers of less than a million; consultancy firms, import, export businesses. None of them exist, except on paper. Newell was even fabricating business between these firms, purchases, contracts… loans. The people didn’t exist, let alone the businesses.” He shrugged. “No one is going to look out here for an operation of that size. Couple

The Importance of Bookkeeping for Business Success Bookkeeping is a vital component of any business, regardless of its size or industry. It involves the accurate recording of financial transactions, which provides essential data for financial reporting, decision-making, and tax compliance. By maintaining well-organized and detailed financial records, businesses can ensure long-term stability and growth. What is Bookkeeping? Bookkeeping refers to the process of systematically recording a company’s financial transactions, including income, expenses, payroll, and other financial activities. It provides the foundation for creating financial statements such as balance sheets and income statements. Without proper bookkeeping, businesses would struggle to maintain accurate records, which could lead to financial mismanagement and compliance issues. Benefits of Professional Bookkeeping One of the most important benefits of bookkeeping is improved financial management. Professional bookkeepers help businesses maintain accurate and up-to-date records, ensuring that every transaction is tracked and categorized correctly. This level of organization allows business owners to monitor their cash flow, identify areas where they can cut costs, and make informed decisions. Additionally, by outsourcing bookkeeping, businesses can focus on their core operations without worrying about financial details. Tax Compliance and Preparation Tax season can be stressful for businesses, but proper bookkeeping makes it much easier. When financial records are well-maintained throughout the year, tax preparation becomes a seamless process. Bookkeepers ensure that all income and expenses are accurately recorded, allowing businesses to file their taxes without errors. Moreover, organized records help businesses take advantage of tax deductions and avoid penalties for late or inaccurate filings. Financial Reporting and Growth Accurate bookkeeping also plays a key role in generating financial reports. These reports provide insights into a business’s profitability, cash flow, and overall financial health. With this information, business owners can plan for future growth, make strategic investments, and secure loans if needed. Without reliable financial data, making informed decisions becomes much more difficult. In conclusion, bookkeeping is an essential practice for any business. By ensuring accurate financial records, tax compliance, and detailed reporting, businesses can achieve greater financial stability and growth opportunities.

The Importance of Bookkeeping Services for Businesses Effective bookkeeping is the foundation of any successful business. It involves the systematic recording, organizing, and managing of a company’s financial transactions. Whether you're a small business owner or running a large corporation, bookkeeping services help ensure that your financial records are accurate, up-to-date, and compliant with regulations. By outsourcing bookkeeping tasks to professionals, businesses can focus on growth and core operations without worrying about financial details. What Is Bookkeeping? Bookkeeping is the process of maintaining accurate records of all financial transactions, including sales, purchases, receipts, and payments. It involves organizing these records into categories like income, expenses, assets, and liabilities. The information generated through bookkeeping is essential for creating financial statements, tax filings, and understanding the overall financial health of the business. However, managing these tasks manually can be time-consuming and prone to errors, which is why many businesses opt for professional bookkeeping services. Benefits of Professional Bookkeeping Services One of the key benefits of hiring professional bookkeeping services is the accuracy they bring to financial management. Experienced bookkeepers are well-versed in the latest accounting software and financial regulations, ensuring that all records are kept accurately and consistently. Additionally, outsourcing this task allows business owners to save time and focus on other aspects of their business. As a result, they can make better financial decisions based on reliable data. Improved Financial Reporting Accurate bookkeeping leads to better financial reporting, which is critical for making informed business decisions. By keeping detailed and organized records, bookkeepers provide valuable insights into cash flow, profitability, and expenses. This allows businesses to plan their budgets more effectively, track financial performance, and identify areas for cost-saving or investment. Tax Compliance and Preparation Another important advantage of bookkeeping services is the ability to stay compliant with tax regulations. Bookkeepers ensure that all financial records are properly maintained and ready for tax season. With accurate and up-to-date records, businesses can avoid penalties and reduce the risk of audits, making tax preparation much smoother. In conclusion, professional bookkeeping services offer businesses the support they need to manage their financial records accurately and efficiently. By ensuring proper financial reporting and tax compliance, these services contribute to long-term financial stability and growth.

The Importance of Accounting Services for Businesses In today’s competitive business environment, maintaining accurate financial records and ensuring compliance with tax regulations is essential for long-term success. Accounting services provide businesses with the necessary tools and expertise to manage their finances efficiently. Whether for small businesses or large corporations, professional accounting services help streamline financial processes, ensure regulatory compliance, and offer strategic insights for growth. What Are Accounting Services? Accounting services encompass a wide range of tasks, including bookkeeping, financial reporting, tax preparation, payroll management, and auditing. These services are designed to help businesses track their income, expenses, and overall financial health. By outsourcing accounting tasks to professionals, businesses can focus on their core activities while ensuring that their financial operations run smoothly. Additionally, accurate and timely accounting services help businesses avoid costly errors and penalties. Benefits of Professional Accounting Services One of the main advantages of hiring professional accounting services is the accuracy they bring to financial management. Skilled accountants have a deep understanding of financial regulations and tax laws, ensuring that businesses remain compliant. Moreover, accountants can identify tax-saving opportunities, helping businesses reduce their tax liabilities. This level of expertise allows businesses to save time and money, as they no longer need to navigate complex financial tasks on their own. Strategic Financial Planning In addition to managing day-to-day financial tasks, accounting services play a crucial role in strategic financial planning. Accountants analyze a company’s financial data to provide valuable insights into cash flow, profitability, and potential areas for improvement. This data-driven approach enables business owners to make informed decisions, allocate resources efficiently, and plan for future growth. Compliance and Risk Management Compliance with financial regulations is vital for businesses to avoid legal and financial risks. Accounting services ensure that all financial documents are in order, tax filings are accurate, and deadlines are met. By maintaining accurate records and staying up to date with tax laws, businesses can reduce the risk of audits and penalties. In conclusion, accounting services are an essential component of successful financial management for businesses of all sizes. By providing accurate financial reporting, strategic insights, and ensuring compliance, professional accountants enable businesses to focus on growth and sustainability.

Jimmy Fratianno did worry and rightly so, for he suffered for Sinatra’s behaviour being hassled by the Vegas cops – until he had a word that someone might get much more than hassled unless the aggravation against him ceased. The Mob thought Sinatra stupid for his behaviour. It was not the place or time. Nevertheless, in those fledging days at the Desert Inn, with seven different law agencies monitoring operations, Sinatra also spent even more time with Johnny Rosselli, who was the perfect mobster for Las Vegas. He could be anything anybody wanted him to be. He was attractive to women (by now lovers included Betty Hutton, Lana Turner and Donna ‘It’s A Wonderful Life’ Reed) and Sinatra found him fun, good company and a generous all-around guy. He was a facilitator. He could arrange the murder of ‘Russian Louis’ Strauss who tried to blackmail his friend Benny Binion the owner of the Horseshoe Casino. He could get a girl a date with Frank Sinatra and vice versa. He met with Howard Hughes, who had a jealousy-inspired (Marilyn Monroe and Ava Gardner) lifetime hatred for Sinatra, and acted as Hughes’s go-between with Meyer Lansky and Moe Dalitz. They said George Raft was a great dancer, yet Johnny Rosselli could expertly waltz to anybody’s tune.

Challenge was formed in 1998 with an emphasis on service that is built on the independence and unique nature of our owner-operated stations. Because we are New Zealand owned, Challenge quickly became a force in the industry offering matching fuel services with a local community feel.

In the Forgotten Books of Eden, an apocryphal book allegedly translated from ancient Egyptian in the nineteenth century, we are told that Satan and his hosts were fallen angels who populated the earth before Adam was brought into being, and Satan used lights, fire, and water in his efforts to rid the planet of this troublesome creature. He even disguised himself as an angel from time to time and appeared as a beautiful young woman in his efforts to lead Adam to his doom. UFO-type lights were one of the Devil’s devices described in the Forgotten Books of Eden. Subtle variations on this same theme can be found in the Bible and in the numerous scriptures of the Oriental cultures. Religious man has always been so enthralled with the main (and probably allegorical) story line that the hidden point has been missed. That point is that the earth was occupied before man arrived or was created. The original occupants or forces were paraphysical and possessed the power of transmogrification. Man was the interloper, and the earth’s original occupants or owners were not very happy over the intrusion. The inevitable conflict arose between physical man and the paraphysical owners of the planet. Man accepted the interpretation that this conflict raged between his creator and the Devil. The religious viewpoint has always been that the Devil has been attacking man (trying to get rid of him) by foisting disasters, wars, and sundry evils upon him. There is historical and modern proof that this may be so. A major, but little-explored, aspect of the UFO phenomenon is therefore theological and philosophical rather than purely scientific. The UFO problem can never be untangled by physicists and scientists unless they are men who have also been schooled in liberal arts, theology, and philosophy. Unfortunately, most scientific disciplines are so demanding that their practitioners have little time or inclination to study complicated subjects outside their own immediate fields of interest. Satan and his demons are part of the folklore of all races, no matter how isolated they have been from one another. The Indians of North America have many legends and stories about a devil-like entity who appeared as a man and was known as the trickster because he pulled off so many vile stunts. Tribes in Africa, South America, and the remote Pacific islands have similar stories.

The main takeaway here is that corporations are political-as well as economic-entities. Within the corporation, relationships are shaped by the social division of labor: the fact that some own the things we need to produce commodities, while other are forced to sell their labor power as an input to production merely in order to survive. The corporation came into existence to formalize this unequal and exploitative relationship between worker and boss, while insulating owners from risk. The corporation is capital personified. As corporations have become bigger, they have gained more power over both the markets in which they operate and the workforces they control. Complex corporate hierarchies have institutionalized the power imbalance between workers and bosses, mediated by a large class of professional managers. Ultimately, these corporations have become sovereign actors within our society-capable of delivering punishment, governing life, and making and breaking law in much the same way as states.

Over the next few months, you may experience feelings of frustration, incompetence, hopelessness, and despair.

Lenovo laptops are designed with a balance of functionality and innovation, ensuring that users have the necessary tools to succeed in both work and play. Whether for multitasking, media creation, or gaming, Lenovo laptops provide a versatile and powerful computing experience.

Almost every PC owner has lost a weekend sorting through the debris of worms, viruses, spyware, and broken permissions. Since Windows was originally created in the pre-Internet days, programmers didn’t worry about closing holes in the operating system. Unfortunately, hackers and spammers could easily exploit these vulnerabilities. While security continues to improve with each new release, the Windows operating system is still based on a pre-Internet model, which is prone to viruses. Mac OS X was created only a few years ago with ultimate security and stability. There are no known Mac OS X viruses, and Windows Word Macros (a common home to threats)

It appeared that these private schools, while operating as businesses, also provided philanthropy to their communities. The owners were explicit about this. They were businesspeople, true, but they also wanted to be viewed as “social workers,” giving something back to their communities. They wanted to be respected as well as successful.

The Golden West Hotel was unique in that it was owned, operated, and exclusively patronized by black people in Oregon. It was the only place that black people from out of town could rent a room, and it was the central hub of black entertainment, recreation, and dining in Portland. First opened in 1906, Portland authorities continually tried to shut down the place on trumped up charges of prostitution, gambling, and later for not having the “proper licenses.” When the owners of the Golden West were forced to plea for their license back in 1921 they “pointed out that the hotel and club was practically the only place in the city where negroes could congregate.” Renting a room or patronizing the Golden West’s many businesses on the first floor didn’t mean that you would live without harassment from Portland’s white population. But it did prove to be one of the few places in the city outside of church where black people could find a sense of community.

The Center for Neighborhood Technology pioneered car sharing in Chicago in 2002 with I-GO, which was operated by Alternative Transportation. I-GO was sold to Enterprise in 2013. With NeighborCar, local car owners set their rental rates, and drivers can use the car for a set price and defined time period. Tim Frisbie, a spokesman for the Shared-Use Mobility Center, another group that promotes ride sharing and is involved in NeighborCar, said that a price range has not been set.

Centrally located in NYC, Edge Auto Rental serves the entire city with exceptional vehicle rentals. Our fleet is comprised of newer-model car rentals, van rentals, and SUV rentals, and is regularly serviced and maintained for our customers’ satisfaction. Owners Name: Maria Callegari Company: Edge Auto Rental Address: 460 Kingsland Ave, Brooklyn, NY 11222, USA Phone: (212) 947-3343 Service: Edge Auto Rental provides personal and production car rental, truck rental, van rental, cargo van rental, SUV rental & passenger van rental services in NYC. Hours of Operation: Monday to Friday 6:00 am – 10:00 pm, Saturday, Sunday 7:00 am – 3:00 pm. Payment Accepted: (types)Cash, Visa, Mastercard, American Express.

Being an operator will make you a living. Being an owner will make you a fortune - Tony Robbins

Recession, advertising slow-downs, media spin-offs, procurement department investigations, client globalization initiatives, fee-based remuneration schemes and holding company ownership added significant complexity to ad agency operations by 1990. The simplicity of the Golden Age and the Creative Revolution was long gone, whether recognized or not.

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

Agency turnaround plans must be developed by agency top management teams and carried out with vigor throughout their agencies, with a goal to develop the full support and engagement of client heads and their client service teams. This will not be easy, since these plans will require an executive leadership style that has little precedent in most agencies’ history. The requirement for senior executives to manage agency operations with a tougher mindset is inconsistent with the laissez-faire style associated with agency self-organization, which has been the traditional way agencies have been run to date. Leadership

For some time now, Germany has had cruise ships visiting Cuba, such as the MS Deutschland, which can accommodate 513 passengers and has a crew of 260 members. She is known as das Traumschiff or the Dream Ship and is Germany’s television answer to the Love boat. With a displacement of 22,400 GT, the ship brought European tourists with their Euros as stimulus money to Cuba. However, on Monday, February 23, 2015, it was announced, that the operating company had declared bankruptcy. It was expected that finding new investors, and restructuring under the German debtor-in-possession management act, known as Eigenverwaltung, would allow the MS Deutschland to continue her scheduled visits. However, on July 27, 2015 with new owners it was announced that the ship would sail using two distinct names. For one part of the year the ship would be the MS World Odyssey having “Semesters at Sea” for students and for the other part of the year it would sail for the travel company Phoenix Reisen, using its regular name, the MS Deutschland.

The first thing we must recognize is that the crucifixion of Christ did nothing to assuage the wrath of God.1 Jesus was not the Father’s “wrath sponge” soaking up His anger toward sin on the cross. Although it is a popular notion, we have absolutely no indication of this in Scripture.2 The reality of what Christ did on the cross was that He operated as a perfect lamb sacrifice, thus creating a brand new covenant through which the Father could forgive sin once and for all. The cross was not the punishment of sin; the cross made a way for the Father to forgive sin. God did not punish our debt of sin; He forgave our debt of sin through the perfect sacrifice. No lamb sacrifice was ever punished for sin. Rather, the lamb’s death simply enacted covenantal forgiveness. The animal merely stood between the owner and God, and its shed blood brought covenantal forgiveness. Jesus, the perfect lamb, released perfect forgiveness (see Heb. 8:6–13).

Imagine a world where product owners, Development, QA, IT Operations, and Infosec work together, not only to help each other, but also to ensure that the overall organization succeeds. By working toward a common goal, they enable the fast flow of planned work into production (e.g., performing tens, hundreds, or even thousands of code deploys per day), while achieving world-class stability, reliability, availability, and security.

Jesse Keyes is a co-owner and operating partner of the restaurant and bar, Hotel Griffou who specialize in design and develop businesses that facilitate a balanced, pleasurable and productive life.

In other words, when we conflate deployment and release, it makes it difficult to create accountability for successful outcomes—decoupling these two activities allows us to empower Development and Operations to be responsible for the success of fast and frequent deployments, while enabling product owners to be responsible for the successful business outcomes of the release (i.e., was building and launching the feature worth our time).

We all won our first race and have the potential to win other races. We are born champions and the only way to remain champions is to operate by the owner’s manual.

The fascination with automation in part reflected the country’s mood in the immediate postwar period, including a solid ideological commitment to technological progress. Representatives of industry (along with their counterparts in science and engineering) captured this mood by championing automation as the next step in the development of new production machinery and American industrial prowess. These boosters quickly built up automation into “a new gospel of postwar economics,” lauding it as “a universal ideal” that would “revolutionize every area of industry.” 98 For example, the November 1946 issue of Fortune magazine focused on the prospects for “The Automatic Factory.” The issue included an article titled “Machines without Men” that envisioned a completely automated factory where virtually no human labor would be needed. 99 With visions of “transforming the entire manufacturing sector into a virtually labor-free enterprise,” factory owners in a range of industries began to introduce automation in the postwar period. 100 The auto industry moved with particular haste. After the massive wave of strikes in 1945–46, automakers seized on automation as a way to replace workers with machines. 101 As they converted back to civilian auto production after World War II, they took the opportunity to install new labor-saving automatic production equipment. The two largest automakers, Ford and General Motors, set the pace. General Motors introduced the first successful automated transfer line at its Buick engine plant in Flint in 1946 (shortly after a 113-day strike, the longest in the industry’s history). The next year Ford established an automation department (a Ford executive, Del S. Harder, is credited with coining the word “automation”). By October 1948 the department had approved $ 3 million in spending on 500 automated devices, with early company estimates predicting that these devices would result in a 20 percent productivity increase and the elimination of 1,000 jobs. Through the late 1940s and 1950s Ford led the way in what became known as “Detroit automation,” undertaking an expensive automation program, which it carried out in concert with the company’s plans to decentralize operations away from the city. A major component of this effort was the Ford plant in the Cleveland suburb of Brook Park, a $ 2 billion engine-making complex that attracted visitors from government, industry, and labor and became a national symbol of automation in the 1950s. 102

In using the notion of self, I am in no way suggesting that all the contents of our minds are inspected by a single central knower and owner, and even less that such an entity would reside in a single brain place. I am saying, though, that our experiences tend to have a consistent perspective, as if there were indeed an owner and knower for most, though not all, contents. I imagine this perspective to be rooted in a relatively stable, endlessly repeated biological state. The source of the stability is the predominantly invariant structure and operation of the organism, and the slowly evolving elements of autobiographical data.

Think of it like a fast-food franchise, the informant said, like a pizza delivery service. Each heroin cell or franchise has an owner in Xalisco, Nayarit, who supplies the cell with heroin. The owner doesn’t often come to the United States. He communicates only with the cell manager, who lives in Denver and runs the business for him. Beneath the cell manager is a telephone operator, the informant said. The operator stays in an apartment all day and takes calls. The calls come from addicts, ordering their dope. Under the operator are several drivers, paid a weekly wage and given housing and food. Their job is to drive the city with their mouths full of little uninflated balloons of black tar heroin, twenty-five or thirty at a time in one mouth. They look like chipmunks. They have a bottle of water at the ready so if police pull them over, they swig the water and swallow the balloons. The balloons remain intact in the body and are eliminated in the driver’s waste. Apart from the balloons in their mouths, drivers keep another hundred hidden somewhere in the car. The operator’s phone number is circulated among heroin addicts, who call with their orders. The operator’s job, the informant said, is to tell them where to meet the driver: some suburban shopping center parking lot—a McDonald’s, a Wendy’s, a CVS pharmacy. The operators relay the message to the driver, the informant said. The driver swings by the parking lot and the addict pulls out to follow him, usually down side streets. Then the driver stops. The addict jumps into the driver’s car. There, in broken English and broken Spanish, a cross-cultural heroin deal is accomplished, with the driver spitting out the balloons the addict needs and taking his cash. Drivers do this all day, the guy said. Business hours—eight A.M. to eight P.M. usually. A cell of drivers at first can quickly gross five thousand dollars a day; within a year, that cell can be clearing fifteen thousand dollars daily. The system operates on certain principles, the informant said, and the Nayarit traffickers don’t violate them. The cells compete with each other, but competing drivers know each other from back home, so they’re never violent. They never carry guns. They work hard at blending in. They don’t party where they live. They drive sedans that are several years old. None of the workers use the drug. Drivers spend a few months in a city and then the bosses send them home or to a cell in another town. The cells switch cars about as often as they switch drivers. New drivers are coming up all the time, usually farm boys from Xalisco County. The cell owners like young drivers because they’re less likely to steal from them; the more experienced a driver becomes, the more likely he knows how to steal from the boss. The informant assumed there were thousands of these kids back in Nayarit aching to come north and drive some U.S. city with their mouths packed with heroin balloons.