Pipeline Important Quotes

If You Only Track Five Metrics… Track as many of these as you can in your sales force automation system’s dashboards: New leads created per month (also, from what source). Conversion rate of leads to opportunities. Number of, and pipeline dollar value of, qualified opportunities created per month. This is the most important leading indicator of revenue! Conversion rates of opportunities to closed deals. Booked revenues in three categories: New Business, Add-On Business, Renewal Business.

Eight months [after 9/11], after the most intensive international investigation in history, the head of the Federal Bureau of Investigation informed the press that they still didn't know who did it. He said they had suspicions. The suspicions were that the plot was hatched in Afghanistan but implemented in Germany and the United Arab Emirates, and, of course, in the United States. After 9/11, Bush II essentially ordered the Taliban to hand over Osama bin Laden, and they temporized. They might have handed him over, actually. They asked for evidence that he was involved in the attacks of 9/11. And, of course, the government, first of all, couldn't given them any evidence because they didn't have any. But secondly, they reacted with total contempt. How can you ask us for evidence if we want you to hand somebody over? What lèse-majesté is this? So Bush simply informed the people of Afghanistan that we're going to bomb you until the Taliban hand over Osama bin Laden. He said nothing about overthrowing the Taliban. That came three weeks later, when British admiral Michael Boyce, the head of the British Defense Staff, announced to the Afghans that we're going to continue bombing you until you overthrow your government. This fits the definition of terrorism exactly, but it's much worse. It's aggression. How did the Afghans feel about it? We actually don't know. There were leading Afghan anti-Taliban activists who were bitterly opposed to the bombing. In fact, a couple of weeks after the bombing started, the U.S. favorite, Abdul Haq, considered a great martyr in Afghanistan, was interviewed about this. He said that the Americans are carrying out the bombing only because they want to show their muscle. They're undermining our efforts to overthrow the Taliban from within, which we can do. If, instead of killing innocent Afghans, they help us, that's what will happen. Soon after that, there was a meeting in Peshawar in Pakistan of a thousand tribal leaders, some from Afghanistan who trekked across the border, some from Pakistan. They disagreed on a lot of things, but they were unanimous on one thing: stop the bombing. That was after about a month. Could the Taliban have been overthrown from within? It's very likely. There were strong anti-Taliban forces. But the United States didn't want that. It wanted to invade and conquer Afghanistan and impose its own rule. ...There are geostrategic reasons. They're not small. How dominant they are in the thinking of planners we can only speculate. But there is a reason why everybody has been invading Afghanistan since Alexander the Great. The country is in a highly strategic position relative to Central Asian, South Asia, and the Middle East. There are specific reasons in the present case having to do with pipeline projects, which are in the background. We don't know how important these considerations are, but since the 1990s the United States has been trying hard to establish the Trans-Afghanistan Pipeline (TAPI)from Turkmenistan, which has a huge amount of natural gas, to India. It has to go through Kandahar, in fact. So Turkmenistan, Afghanistan, Pakistan, and India are all involved. The United States wants the pipeline for two reasons. One reason is to try to prevent Russia from having control of natural gas. That's the new "great game": Who controls Central Asian resources? The other reason has to do with isolating Iran. The natural way to get the energy resources India needs is from Iran, a pipeline right from Iran to Pakistan to India. The United States wants to block this from happening in the worst way. It's a complicated business. Pakistan has just agreed to let the pipeline run from Iran to Pakistan. The question is whether India will try to join in. The TAPI pipeline would be a good weapon to try to undercut that.

When I refer to crowdsourcing recognition, I mean that organizations should plan to include and embrace a multi-tiered approach to recognize employees. By planning and opening up the recognition pipeline, organizations take the pressure off managers to do all of the heavy lifting. While an employee’s manager is still the most important recognition source from whom employees should receive recognition, hearing praise from others outside of that employee-manager relationship can be the difference between an employee feeling valued or not feeling valued at all.

3. Phone Interview The third step is a more traditional interview, but briefer and still phone based. It should take no longer than twenty minutes and, hopefully, end by scheduling an in-person interview. When it comes to hiring SDRs, phone interviews are as (if not more) important than in-person. Your reps will be making their living on the phones. They need to be articulate and able to make a connection without being face to face. These are the first two questions you should ask: 1. What do you know about our company? 2. What do you know about me personally? If the candidate doesn’t do an outstanding job in responding, you should proceed no further. Great candidates will come prepared. They’ll have used every means at their disposal to learn about your company, about your market, and about you the hiring manager. Not being prepared is a big red flag. In my experience, candidates who don’t prepare for this conversation won’t prepare for future conversations with prospects. And you need better than that.

Passage Four: From Functional Manager to Business Manager This leadership passage is often the most satisfying as well as the most challenging of a manager’s career, and it’s mission-critical in organizations. Business mangers usually receive significant autonomy, which people with leadership instincts find liberating. They also are able to see a clear link between their efforts and marketplace results. At the same time, this is a sharp turn; it requires a major shift in skills, time applications, and work values. It’s not simply a matter of people becoming more strategic and cross-functional in their thinking (though it’s important to continue developing the abilities rooted in the previous level). Now they are in charge of integrating functions, whereas before they simply had to understand and work with other functions. But the biggest shift is from looking at plans and proposals functionally (Can we do it technically, professionally, or physically?) to a profit perspective (Will we make any money if we do this?) and to a long-term view (Is the profitability result sustainable?). New business managers must change the way they think in order to be successful. There are probably more new and unfamiliar responsibilities here than at other levels. For people who have been in only one function for their entire career, a business manager position represents unexplored territory; they must suddenly become responsible for many unfamiliar functions and outcomes. Not only do they have to learn to manage different functions, but they also need to become skilled at working with a wider variety of people than ever before; they need to become more sensitive to functional diversity issues and communicating clearly and effectively. Even more difficult is the balancing act between future goals and present needs and making trade-offs between the two. Business managers must meet quarterly profit, market share, product, and people targets, and at the same time plan for goals three to five years into the future. The paradox of balancing short-term and long-term thinking is one that bedevils many managers at this turn—and why one of the requirements here is for thinking time. At this level, managers need to stop doing every second of the day and reserve time for reflection and analysis. When business managers don’t make this turn fully, the leadership pipeline quickly becomes clogged. For example, a common failure at this level is not valuing (or not effectively using) staff functions. Directing and energizing finance, human resources, legal, and other support groups are crucial business manager responsibilities. When managers don’t understand or appreciate the contribution of support staff, these staff people don’t deliver full performance. When the leader of the business demeans or diminishes their roles, staff people deliver halfhearted efforts; they can easily become energy-drainers. Business managers must learn to trust, accept advice, and receive feedback from all functional managers, even though they may never have experienced these functions personally.

Passage Five: From Business Manager to Group Manager This is another leadership passage that at first glance doesn’t seem overly arduous. The assumption is that if you can run one business successfully, you can do the same with two or more businesses. The flaw in this reasoning begins with what is valued at each leadership level. A business manager values the success of his own business. A group manager values the success of other people’s businesses. This is a critical distinction because some people only derive satisfaction when they’re the ones receiving the lion’s share of the credit. As you might imagine, a group manager who doesn’t value the success of others will fail to inspire and support the performance of the business managers who report to him. Or his actions might be dictated by his frustration; he’s convinced he could operate the various businesses better than any of his managers and wishes he could be doing so. In either instance, the leadership pipeline becomes clogged with business managers who aren’t operating at peak capacity because they’re not being properly supported or their authority is being usurped. This level also requires a critical shift in four skill sets. First, group managers must become proficient at evaluating strategy for capital allocation and deployment purposes. This is a sophisticated business skill that involves learning to ask the right questions, analyze the right data, and apply the right corporate perspective to understand which strategy has the greatest probability of success and therefore should be funded. The second skill cluster involves development of business managers. As part of this development, group managers need to know which of the function managers are ready to become business managers. Coaching new business managers is also an important role for this level. The third skill set has to do with portfolio strategy. This is quite different from business strategy and demands a perceptual shift. This is the first time managers have to ask these questions: Do I have the right collection of businesses? What businesses should be added, subtracted, or changed to position us properly and ensure current and future earnings? Fourth, group managers must become astute about assessing whether they have the right core capabilities. This means avoiding wishful thinking and instead taking a hard, objective look at their range of resources and making a judgment based on analysis and experience. Leadership becomes more holistic at this level. People may master the required skills, but they won’t perform at full leadership capacity if they don’t begin to see themselves as broad-gauged executives. By broad-gauged, we mean that managers need to factor in the complexities of running multiple businesses, thinking in terms of community, industry, government,

In addition to collecting telemetry from our production services and environments, we must also collect telemetry from our deployment pipeline when important events occur, such as when our automated tests pass or fail and when we perform deployments to any environment. We

The evidence of past mistakes was still everywhere in 2000. Koch Industries was still carrying the accumulated litter that was left behind by countless Value Creation Strategies, years of acquisitions, and rapid growth. As Koch reviewed its holdings, one executive described the corporate structure as representing a table piled high at a rummage sale, full of odds and ends that had no apparent rationale for belonging together. Koch began to unload these properties, selling off pipeline holdings like the Chase Transportation Company. It sold a chemical firm called Koch Microelectronic Service Company and closed down a new $30 million chemical plant in Bryan, Texas. Over a period of years, Koch would sell off thousands of miles of pipelines. The corporate odds and ends were discarded. The remaining businesses at Koch were restructured and streamlined. The most important division, Koch Petroleum, was renamed Flint Hills Resources and given new leaders. Other businesses were consolidated under a new, simplified structure that put them under the umbrella of a few new companies like Koch Minerals, Koch Supply & Trading, and Koch Chemical Technology Group.

The machinery and supply chains that Dubose oversaw were exceedingly complicated. But the economic rules that he lived by remained relatively simple. The rules had not changed for him since he had been an oil gauger roving the backwaters of the bayou on a skiff back in the early 1970s. Dubose knew that his career still hinged on whether he was over or short. When he was an oil gauger, Dubose made sure he was over when he drained small oil tanks. Now he had to make sure he was over on a shipping network that covered many states. The reasons for this had to do with the nature of the pipeline business. Koch made its money in the transportation business by moving oil, not just by selling it. The actual value of the oil in its pipeline was of secondary importance to Koch Industries. What really mattered was ensuring that the oil was moving. When the oil was moving, Koch was paid to collect it and to deliver it. This means that Koch was somewhat protected from the volatility in prices that continued to roil markets during the 1980s.

Recent research suggests that “quality of management” is becoming an increasingly important factor in investor decisions. This may be because investors believe that a company that has a strong and predictable leadership pipeline is more likely to be able to generate sustained earnings growth. For this reason, a company’s “leadership brand” can be a very valuable asset in today’s investment community.

[Winning in] India is essential. For GE, winning with India requires a new business model, one in which we are “local” in every sense of the word. That means migrating P&L responsibility and major business functions [like R&D, manufacturing and marketing] from a centralized headquarters to an experienced in-country team that is closest to the action and uniquely in touch with local customers and capabilities. Shifting power to where the growth is, putting more resources, more people and more products in the country, and integrating all elements of the GE product and services pipeline makes good business sense. This new One GE in India approach will speed progress. With an integrated team, we can develop products and services designed specifically to meet local needs and, potentially, for export to other markets. Since we’ve changed the model in India to align with the market more directly, there’s great excitement. It gives us entirely new opportunities to develop more products at more price points. This will help open up access to large, underserved markets in India, China, Brazil, and Africa while also fueling innovation that opens a door into new markets in the more developed regions of the world. The establishment of a new business model in India is an important step and I am eager to see it take off.

How in the direction of nearby services with plumber The disease or damaged sewer somewhere to eat on the needs of the environment of the property or in the office is not immediate. Drinking water supply as a result of the expiry of promoting damage, as a significant drop due to the free flow of H2O or ruin your furniture imported and domestic wood. Therefore, the same under the sink, although the cover or part of the house damaged, is smart, a plumber can choose the rescue and hardened pipes quickly. Even before he published a plumber in the house, the important point is high absolutely certain that the supply mechanically interlocked with H2O is on drunk driving to create, so it does not come through other more harm in the sense of your own home , Or, if this type of pipes has a main valve arranged directly detected water meter. Some require keys, and some just came clockwise at the end of lead in drinking water purchased at home alternative pipeline valves. Today, every time you select a plumber, it is less complicated to the user to check the direction of friends and spouse and children advice. Family and friends are to be generally easier to purchase self-guided tour, and will be used by similar problems, are able to keep track direction when they can to implement fantastic plumber composed. Examine the site and installers who can access services, many alternatives are completely abandoned. Plumbers usually contain effective advantage proposals with their name and ask their previous customers to ensure that their correct answers about the plumber. The first person with specialized potentially provide unique designs, what and who himself is a must. At the time, in fact, to relax tight, you can ask to self has types and issues, as they were only in the organization. Added opinion does not necessarily mean a lot more experience, no matter when. In addition, plumbers constructive part’s sure you as needed to be able to manage the project management. Plumber’s consultant can make sure their professionalism. If your own way, one after another, before the service, appearance and adequate compensation and professional identity can be reproduced in the way see that they treat their business. And most important ideals, what little. At any time to explore alternative wages to leave the direction of the conversation, such as supply and property prices have some people will be surprised to see how you will use the monthly bill too important to save for economic time. That's because each of us the importance of creating knew, of course, considering all costs move towards Bill damage to your account, after the tube to take healed.

One might even take a speech of President Obama’s two years ago in the oil town of Cushing, Oklahoma, to be an eloquent death-knell for the species. He proclaimed with pride, to ample applause, “Now, under my administration, America is producing more oil today than at any time in the last eight years. That’s important to know. Over the last three years, I’ve directed my administration to open up millions of acres for gas and oil exploration across 23 different states. We’re opening up more than 75 percent of our potential oil resources offshore. We’ve quadrupled the number of operating rigs to a record high. We’ve added enough new oil and gas pipeline to encircle the Earth and then some.” The applause also reveals something about government commitment to security. Industry profits are sure to be secured as “producing more oil and gas here at home” will continue to be “a critical part” of energy strategy, as the president promised.

My conclusion at the time was that finalizing the story before production began was still a worthy goal—we just hadn’t achieved it yet. As we continued to make films, however, I came to believe that my goal was not just impractical but naïve. By insisting on the importance of getting our ducks in a row early, we had come perilously close to embracing a fallacy. Making the process better, easier, and cheaper is an important aspiration, something we continually work on—but it is not the goal. Making something great is the goal. I see this over and over again in other companies: A subversion takes place in which streamlining the process or increasing production supplants the ultimate goal, with each person or group thinking they’re doing the right thing—when, in fact, they have strayed off course. When efficiency or consistency of workflow are not balanced by other equally strong countervailing forces, the result is that new ideas—our ugly babies—aren’t afforded the attention and protection they need to shine and mature. They are abandoned or never conceived of in the first place. Emphasis is placed on doing safer projects that mimic proven money-makers just to keep something—anything!—moving through the pipeline (see The Lion King 1½, a direct-to-video effort that came out in 2004, six years after The Lion King 2: Simba’s Pride). This kind of thinking yields predictable, unoriginal fare because it prevents the kind of organic ferment that fuels true inspiration. But it does feed the Beast.

One important lesson to take away from this is that you should always take care of any administrative things the code must do during initialization. This may include allocating memory, or reading configuration from a file, or even precomputing some values that will be needed throughout the lifetime of the program. This is important for two reasons. First, you are reducing the total number of times these tasks must be done by doing them once up front, and you know that you will be able to use those resources without too much penalty in the future. Secondly, you are not disrupting the flow of the program; this allows it to pipeline more efficiently and keep the caches filled with more pertinent data. We also learned more about the importance of data locality and how important simply getting data to the CPU is. CPU caches can be quite complicated, and often it is best to allow the various mechanisms designed to optimize them take care of the issue. However, understanding what is happening and doing all that is possible to optimize how memory is handled can make all the difference. For example, by understanding how caches work we are able to understand that the decrease in performance that leads to a saturated speedup no matter the grid size in Figure 6-4 can probably be attributed to the L3 cache being filled up by our grid. When this happens, we stop benefiting from the tiered memory approach to solving the Von Neumann bottleneck.

New leads created per month (also, from what source). Conversion rate of leads to opportunities. Number of, and pipeline dollar value of, qualified opportunities created per month. This is the most important leading indicator of revenue! Conversion rates of opportunities to closed deals. Booked revenues in three categories: New Business, Add-On Business, Renewal Business.

Ten years ago, I attended a community meeting for an oil pipeline proposal PE was ramming through the environmental impact process in eastern Washington. I sat in the front row as you defended PE’s plan to destroy an important Traditional Cultural Property to build a pipeline that would bisect the state from the Canadian border to the Columbia River. You had no respect for the sovereignty of tribes over the land. Your plan lacked even basic environmental protection for air and water, but you defended it because you didn’t give a fuck about air Indians breathe or water Indians drink.

Derived from a program of the same name run by the Drug Enforcement Agency in the United States and imported by the RCMP in the late 1980s, Operation Pipeline is a training program geared toward the enforcement of drug laws. It has since been used to train Canada Customs officers, provincial police officers and officers in Montréal, Toronto, Calgary, Winnipeg and Vancouver. Training methods analyzed by David Tanovich found that literature emphasized highly racialized "profiles" of likely drug traffickers, and included racial and ethnic characteristics, such as dreadlocks, as a means of singling out criminals and criminal organizations, making specific mention of Caribbean men and women (as well as Chinese people and other racial groups).

Fraud and manipulation aside, revenue shows the dollar volume of the goods or services the company has delivered to its customers. But it’s not the only significant measure of a company’s sales success. Equally important, in many cases, are the orders that have been signed but not yet started, or the revenue not yet recognized on partially completed projects. This is the value, in other words, of what’s in the pipeline. Companies variously refer to these not-yet-recognized sales as backlog or bookings.

votes for women, Pankhurst explained, were of such pressing importance that ‘we had to discredit the Government and Parliament in the eyes of the world; we had to spoil English sports, hurt businesses, destroy valuable property, demoralise the world of society, shame the churches, upset the whole orderly conduct of life’.

In this environment, the primary job of Koch’s lobbyists was to gather and analyze information. Inside information was perhaps even more important in the market for influence than it was in the market for crude oil. Congress was an impossibly opaque system, a complex pipeline network of policy ideas that flowed between 535 offices in the House and Senate. Minute-by-minute updates on the inner workings of Congress were extraordinarily valuable, and out of reach for most companies. Koch’s lobbyists, like most other corporate lobbyists, spent their time gathering detailed intelligence. They determined which bills were originating from which offices, which bills had momentum and which didn’t, which politician needed help with a campaign and where that politician stood on issues that were important to Koch. This need for inside information explains why so many lobbyists are former congressional staffers. The former staffers have personal relationships with lawmakers and their staffers. They know which bills will be debated and moved forward through the system. A lobbyist’s value comes just as much from knowing about this process as it does from being able to influence it.

CRM (Customer Relationship Management) is a marketing strategy that focuses on managing interactions and relationships with customers. CRM enables businesses to improve customer satisfaction, loyalty, and retention by providing personalized experiences that meet their needs. CRM is an essential aspect of modern marketing as it enables businesses to understand their customers' behavior, preferences, and needs and develop targeted marketing campaigns that resonate with them. In Go High Level, CRM (Customer Relationship Management) is a core component of the platform. The CRM functionality in Go High Level enables businesses to manage their customer interactions and relationships more effectively, improving customer satisfaction, loyalty, and retention. The CRM functionality in Go High Level includes a range of features and tools designed to help businesses automate and streamline their customer-facing processes, as well as provide them with insights into their customers' behavior, preferences, and needs. In essence, CRM is a set of practices, technologies, and strategies that businesses use to manage their customer interactions and relationships. The goal of CRM is to build stronger, more meaningful relationships with customers by providing them with personalized experiences and tailored solutions. CRM in marketing can be divided into three main categories: operational CRM, analytical CRM, and collaborative CRM. Operational CRM focuses on automating and streamlining customer-facing processes, such as sales, marketing, and customer service. This type of CRM is designed to improve efficiency and productivity by automating repetitive tasks and providing a centralized database of customer information. Operational CRM includes features such as sales pipeline management, lead nurturing, and customer service management. Analytical CRM focuses on analyzing customer data to gain insights into their behavior, preferences, and needs. This type of CRM enables businesses to make data-driven decisions by providing them with a better understanding of their customers' needs and preferences. Analytical CRM includes features such as customer segmentation, data mining, and predictive analytics. Collaborative CRM focuses on enabling businesses to collaborate and share customer information across different departments and functions. This type of CRM helps to break down silos within organizations and improve communication and collaboration between different teams. Collaborative CRM includes features such as customer feedback management, social media monitoring, and knowledge management. CRM is important for marketing because it enables businesses to build stronger, more meaningful relationships with customers. By understanding their customers' behavior, preferences, and needs, businesses can develop targeted marketing campaigns that resonate with them. This results in higher customer satisfaction, loyalty, and retention. CRM can also help businesses to improve their sales and marketing processes by providing them with better visibility into their sales pipeline and enabling them to track and analyze their marketing campaigns' effectiveness. This enables businesses to make data-driven decisions to improve their sales and marketing strategies, resulting in increased revenue and growth. Another benefit of CRM in marketing is that it enables businesses to personalize their marketing campaigns. Personalization is essential in modern marketing as it enables businesses to tailor their marketing messages and solutions to meet their customers' specific needs and preferences. This results in higher engagement and conversion rates, as customers are more likely to respond to marketing messages that resonate with them. Lead Generation: Go High Level provides businesses with a range of tools to generate leads, including customizable landing pages, web forms, and social media integrations.

The Hepburn report, however, was both belated and insufficient in hobbling Rockefeller’s triumphant march, for by this time he had parlayed his secret railroad contracts into preeminence in oil. More important, his firm had now advanced far beyond the railroads to more efficient pipelines.

anyone else who has an ear to the ground about what is happening in a particular market or submarket. When talking to real estate agents, introduce yourself as an interested buyer/investor and ask to be referred to the top broker at the firm. Take that person to lunch–get the inside scoop on the local economy, potential deals, and what’s in the pipeline in general. They will know things that you won’t be able to find online! Finally, check out the submarket in person. Online research is important, but there is no substitute for feet on the ground.

Robert Carr believed in a God of justice. He recognized that those who have been empowered to oppress on earth will not be empowered to do the same in the afterlife. Carr also did not confuse religious practice with true discipleship and was undeterred by false piety. Three types of justice can be seen here in Exodus 6: 6–8. There is retributive justice—God punishes Egypt. Then there is restorative justice, which means God’s promises to restore Israel as a nation. Finally, there is redistributive justice: God is taking them to the land and will redistribute the land. African Americans have yet to experience each of these forms of justice. While no longer in legal bondage, far too many Blacks are constrained by economic, societal, and educational inequities. Many Blacks are in prison bondage or, as Douglas Blackmon refers to it, “Black reenslavement,” which continues on in the twenty-first century. Although the Thirteenth Amendment officially abolished Slavery, Congress provided itself with an important loophole—no one can be held bound in servitude except for a crime. This tragic loophole became the basis for a new form of Slavery or, as it is often called, Slavery by another name: mass incarceration. Blacks are profiled and once charged with a crime find themselves in the prison industrial complex pipeline, their Black bodies kept in bondage and leased out to private businesses without pay for their work. 1 Never-theless, many faithful believers, like Carr, trust that the injustices that prevail today will be nonexistent tomorrow.

A good metric changes the way you behave. This is by far the most important criterion for a metric: what will you do differently based on changes in the metric? Drawing a line in the sand is a great way to enforce a disciplined approach. A good metric changes the way you behave precisely because it’s aligned to your goals of keeping users, encouraging word of mouth, acquiring customers efficiently, or generating revenue. Unfortunately, that’s not always how it happens. At one company, Alistair saw a sales executive tie quarterly compensation to the number of deals in the pipeline, rather than to the number of deals closed, or to margin on those sales. Salespeople are coin-operated, so they did what they always do: they followed the money. In this case, that meant a glut of junk leads that took two quarters to clean out of the pipeline—time that would have been far better spent closing qualified prospects. Of course, customer satisfaction or pipeline flow is vital to a successful business. But if you want to change behavior, your metric must be tied to the behavioral change you want. If you measure something and it’s not attached to a goal, in turn changing your behavior, you’re wasting your time. Worse, you may be lying to yourself and fooling yourself into believing that everything is OK. That’s no way to succeed.

Drain Services: Snaking/Jetting Main Sewer Line repair Toronto The jetting and snaking services we provide can fix clogged drains and prevent damage to your home. Jetting (or hydro jetting) uses high-pressure to clear any blockages in pipe systems or blocked pipelines. We are equipped with other heavy-duty drain snake tools to clear other blockages. Our trained staff offer this service in order to fix any clogging situation before it leads to flooding or has a larger impact on your plumbing system. Drain Snaking, Roto Rooter, Drain Cleaning in Toronto In order to clear any blockage in the plumbing, the snake is sent down the drain and around the bends within the pipes. The drain snake is a flexible stiff metal cable that can extend hundreds of feet. These have a strong head at the end which is turned quickly to remove blockages or used to pull out problems in the pipes. We have snakes specialized for use in kitchens, toilets, and other drains. Using a motorized snake or an auger, it is very possible to handle tougher jobs which require drain snake rooting. These tools have strong engines that enable them to penetrate through the hardest gnarled roots of trees and allows them to destroy the buildup of hard water minerals within the plumbing. The force these machines are capable of is why it is important that a professional is the one operating them. If using a rooter yourself, for user safety, it is advised you follow all safety precautions laid out in the operator’s manual. Due to the danger these tools can be to yourself and your system though, we do recommend leaving it to professionals. Some of the Precautions to be Observed If attempting to do self-repairs to your drain system using an auger there are many considerations to keep in mind. The strength of the tool you select can damage or break any pipes that are cracked to begin with. The force that the snake applies as it moves through the pipes, not to mention the head for grinding, is not recommended on damaged pipes. Drain snakes need to be selected at the correct size to ensure that they do not get tied up with itself in the pipe because it was too small. If the snake gets stuck inside the pipe it becomes a greater expense.

Shipbuilding stalled postwar—the Great Depression came early to the shipbuilding industry—but welding advanced, finding a major new application in pipeline construction. In 1925 the Magnolia Petroleum Company of Galveston, Texas, rebuilt a leaky two-hundred-mile bolted natural-gas pipeline with acetylene lap-welded pipe. After five more years of development—other companies followed Magnolia—electric welding replaced acetylene, eliminating overlapping, using less pipe, and cutting welding time in half. Alloy steels were also important to pipeline improvement, as were improved ditching machines and gas compressors. By 1931, pipeline workers were laying the first thousand-mile natural-gas pipeline from the Texas Panhandle to Chicago.

Proficient with organic and threat weapons. Every soldier must be intimately familiar with all of the weapons found throughout his unit. This is particularly important in light infantry units which operate primarily as small units; it provides a high degree of flexibility to the unit, especially when it suffers casualties. The ability to utilize threat weapons allows light infantrymen to use captured items, which may at times be all that is available. Light infantry units in combat have only occasional, not continuous, logistics pipelines.