Project Financing Quotes

We imagined ourselves as the Sons of Liberty with a mission to preserve, protect, and project the revolutionary spirit of rock and roll. We feared that the music which had given us sustenance was in danger of spiritual starvation. We feared it losing its sense of purpose, we feared it falling into fattened hands, we feared it floundering in a mire of spectacle, finance, and vapid technical complexity.

Looks like Madison Estates isn't going to get built; my husband and I bought property there, but someone called this week to say they're refunding us our deposit because they didn't presell enough houses to finance the project. Another paper town for KS!- Marge in Cawker, KS

A reporter once asked me why I think progressive men who earn significantly less than their breadwinning wives still won't quit their jobs to take care of their children. Why do they still hold on to their careers, even if taking care of the children would make more financial sense because the cost of childcare is higher than their net salary? I think I know the answer to that now, and it sucks. Women are not expected to live a life for themselves. When women dedicate their lives to children, it is deemed a worthy and respectable choice. When women dedicate themselves to a passion outside of the family that doesn't involve worshiping their husbands or taking care of their kids, they're seen as selfish, cold, or unfit mothers. But when a man spends hours grueling over a craft, profession, or project, he's admired and seen as a genius. And when a man finds a woman who worships him, who dedicates her life to serving him, he's lucky. But when a man dedicates himself to taking care of his children it's seen as a last resort. That it must be because he ran out of other options. That it's plan Z. That it's an indicator of his inability to provide for his family. Basically, that he's a fucking loser. I think it's one of the most important falsehoods we need to shatter when talking about women's rights.

If you don't create a good message about your dreams, those who were created to pay for it can't find it. Speak them out and you will find those God created to finance it

The argument that a particular project will be "self-financing" is usually the first refuge of politicians defending the indefensible.

Municipal bonds finance local government projects, such as schools, roads, and utilities. So there’s a public good aspect to investing in municipalities that isn’t antithetical to equity investing but it’s different.

Taxation is not only a way of requiring all citizens to contribute to the financing of public expenditures and projects and to distribute the tax burden as fairly as possible; it is also useful for establishing classifications and promoting knowledge as well as democratic transparency.

I’ve learned that while the finance goals are important, they’re not the most important. Finance can hit all our objectives, and the company still can fail. After all, the best accounts receivables team on the planet can’t save us if we’re in the wrong market with the wrong product strategy with an R&D team that can’t deliver.

Municipal bonds finance local government projects, such as schools, roads, and utilities.

The second message was from Andrea. “Hey. It’s me. Raphael says that Curran’s been a real bastard since about mid-November. He’s in a bad mood. He’s snarling at everything and everyone, and he stopped hearing petitions. The big items that have to be done get done, but no new projects have been approved. Raphael’s been trying to get financing from the Pack to buy out a competing business. He says the last time he brought it up, Curran almost bit his head off. He apparently stalks the Keep halls at night, looking for someone to chew out.

Corporate loans can be short-term or long-term, depending on the business's needs. Each business’s leaders should think very methodically about future revenue projections and macro conditions, among other things.

while Trump was conducting trade negotiations with China, a Chinese state-owned bank provided $500 million in financing for a project in Indonesia that includes “Trump-branded residences, hotels and golf course.”53 China also provided seven new trademarks for products sold by Ivanka Trump.54 Within days, Trump shocked national security professionals by announcing that he would lift sanctions on the Chinese telecom giant ZTE.

The Romantic journey was usually a solitary one. Although the Romantic poets were closely connected with one another, and some collaborated in their work, they each had a strong individual vision. Romantic poets could not continue their quests for long or sustain their vision into later life. The power of the imagination and of inspiration did not last. Whereas earlier poets had patrons who financed their writing, the tradition of patronage was not extensive in the Romantic period and poets often lacked financial and other support. Keats, Shelley and Byron all died in solitary exile from England at a young age, their work left incomplete, non-conformists to the end. This coincides with the characteristic Romantic images of the solitary heroic individual, the spiritual outcast 'alone, alone, all, all alone' like Coleridge's Ancient Mariner and John Clare's 'I'; like Shelley's Alastor, Keats's Endymion, or Byron's Manfred, who reached beyond the normal social codes and normal human limits so that 'his aspirations/Have been beyond the dwellers of the earth'. Wordsworth, who lived to be an old man, wrote poems throughout his life in which his poetic vision is stimulated by a single figure or object set against a natural background. Even his projected final masterpiece was entitled The Recluse. The solitary journey of the Romantic poet was taken up by many Victorian and twentieth-century poets, becoming almost an emblem of the individual's search for identity in an ever more confused and confusing world.

Today...major actors and actresses develop their own projects or, at the very least, cherry-pick their roles carefully to suit not only their tastes but also whatever image they have cultivated to present to their public. Most major stars have their own production companies through which such projects are developed and even financed. While the biggest male stars of that time did in fact have their own production companies--Jimmy Stewart, Kirk Douglas, John Wayne, and Burt Lancaster, to name a few--and thus exerted creative and financial control over their careers, that was not the case with female stars. But Marilyn Monroe was about to change that.

In a lot of ways it is easier to do things on a large scale. It is easier to build a skyscraper in Manhattan than it is to buy a bungalow in the Bronx. For one thing, it takes just as much time to close a big deal as it does to close a small deal. You will endure as much stress and aggravation; you will have all the same headaches and problems. It is easier to finance a big deal. Bankers would much rather lend money for a big project than for a small one. They are more comfortable investing money in a big prestigious building than they are a rundown house in a bad section of town. If you succeed with the big project, you stand to gain a lot more money.

Lefever describes his financing plan with modesty: "'Our detailed budget is realistic, but does not take into account the inflation that may occur before September 1983. The one place it could cut or reduce is item 7, the simultaneous interpreter services, if these services could be provided gratis by the U.S. government.'" "In other words, the only way to make a saving on a U.S.-subsidized project is to take money out of another U.S.-subsidized column.

According to the UNFCCC, only 0.01 percent of global finance supports projects that respond to the needs of women. In the United States, less than 2 percent of all philanthropic giving is to organizations that serve women and girls.

The relentless buying, selling, insuring, and financing of their bodies and the products of their forced labor would help make Wall Street a thriving banking, insurance, and trading sector, and New York City a financial capital of the world.13

The story of women taking over the duties of their husbands in factories and homes during times of war is a familiar one. While he was deployed overseas to stop a foreign dictator from world conquest, she was placed in charge of the household. In the past, she depended on her husband's paycheck for all their material needs. Now, for the first time, she was solely in charge of the family's finances. She was also responsible for new duties such as simple home repairs and overseeing improvement projects.

Fortunately, due to a terrible misunderstanding, I soon found myself working as a consultant to the World Bank. I am not exactly sure what it was that led the World Bank to believe I had any expertise in infrastructure finance. I had never even balanced a checkbook. I hadn’t even tried. There is not much reason to balance a checkbook when your checking account rarely tops the three-figure mark. And so, to the Third World countries who had the misfortune of working with me on their infrastructure projects, I wish to apologize.

Every major war in American history, except the Mexican and Spanish-American, has either led to central banking or resulted from it. Central banking and government have a symbiotic relationship that is often mediated by war. Central banking gives government a way to tap the productive power of the private sector and borrow from the future without the need to rely overmuch on unpopular tax increases. Government gives central banking the extreme profits that derive from immense borrowing to finance wars and other government projects.

1. Project What is the project? Why is it unique? Why is the business needed? Why will customers love your product? 2. Partners Who are you? Who are the partners? What are your educational backgrounds? How much experience do you all have? How are you and your partners qualified to make the project a success? 3. Financing What is the total cost of the project? How much debt and how much equity is there? Are partners investing their own money? What is the investor’s return and reward for their risk? What are the tax consequences? Who is your CFO or accounting firm? Who is responsible for investor communications? What is the investor’s exit? 4. Management Who is running your company? What is their experience? What is their track record? Have they ever failed? How does their experience relate to your industry? Do you believe this is the strongest management team you can assemble? Can you pitch them with confidence?

We imagined ourselves as the Sons of Liberty with a mission to preserve, protect, and project the revolutionary spirit of rock and roll. We feared that the music which had given us sustenance was in danger of spiritual starvation. We feared it losing its sense of purpose, we feared it falling into fattened hands, we feared it floundering in a mire of spectacle, finance, and vapid technical complexity. We would call forth in our minds the image of Paul Revere, riding through the American night, petitioning the people to wake up, to take up arms. We too would take up arms, the arms of our generation, the electric guitar and the microphone.

One of our primary goals has been to put an end to population growth. Moreover, we had to decrease world population numbers dramatically. In order to do this, we needed methods that could kill large numbers of people in a very short time. We have financed top-secret research projects for the production of deadly viruses. Some experiments have failed but others have yielded results.” 

I remember talking to my friend Ben once about a person who had once lied to me. We’d been working on a project together, and this person lied about some of the finances. Ben is a decade older than me, a cinematographer with a gentle heart, a guy you’d think could easily be taken advantage of. But when I told him about my friend, Ben said, “Don, I’ve learned there are givers and takers in this life. I’ve slowly let the takers go and I’ve had it for the better.” He continued, “God bless them, when they learn to play by the rules they are welcomed back, but my heart is worth protecting.” At first, it was hard to act on what Ben was talking about, about the givers and the takers. I felt like a jerk for letting my friend go. But then I realized I didn’t have a healthy relationship with him in the first place. When there are lies in a relationship, it’s not like you’re actually connecting. And I realized another thing too: it wasn’t me who was walking away from my friend. It was my friend who hadn’t played by the rules and was incompatible in a healthy relationship. And here’s another thing that’s strange. After distancing myself from my friend I loved him more, not less. I protected myself for sure, but my anger went away. Once he wasn’t hurting me anymore, I could finally have compassion and grace. It makes me wonder how many people have damaged their own lives by mistaking enablement for grace?

... when Warner Bros. cancelled the financing for Zoetrope, the Apocalypse Now project was abandoned for a while. After the success of American Graffiti in 1973, George wanted to revive it, but it was still too hot a topic – the war was still on – and notobdy wanted to finance something like that. So George considered his options: What did he really want to say in Apocalypse Now? The message boiled down to the ability of a small group of people to defeat a gigantic power simply by the force of their convictions. And he decided, All right, if it's politically too hot as a contemporary subject, I'll put the essence of the story in outer space and make it happen in a galaxy long ago and far away. The rebel group were the North Vietnamese and the Empire was the United States. And if you have the force, no matter how small you are, you can defeat the overwhelmingly big power. Star Wars is George's transubstantiated version of Apocalypse Now.

To mark its global centrality, the French sculptor Frédéric-Auguste Bartholdi asked the Egyptian government to let him build a ninety-foot statue of an Arab peasant woman wearing robes and holding a torch above her head to welcome Eastern travelers to the Mediterranean. When Egypt declined on account of the project’s high cost, he took the idea to France, which financed the sculpture. Once the Muslim woman was refashioned into a Roman goddess, France gifted the statue to the United States, where the woman became a symbol of liberty for immigrants entering New York Harbor.

Egypt, too, learned to respect the long arm of British capitalism. During the nineteenth century, French and British investors lent huge sums to the rulers of Egypt, first in order to finance the Suez Canal project, and later to fund far less successful enterprises. Egyptian debt swelled, and European creditors increasingly meddled in Egyptian affairs. In 1881 Egyptian nationalists had had enough and rebelled. They declared a unilateral abrogation of all foreign debt. Queen Victoria was not amused. A year later she dispatched her army and navy to the Nile and Egypt remained a British protectorate until after World War Two.

The easiest way to run developmentally efficient finance continues to be through a banking system, because it is banks that can most easily be pointed by governments at the projects necessary to agricultural and industrial development. Most obviously, banks respond to central bank guidance. They can be controlled via rediscounting loans for exports and for industrial upgrading, with the system policed through requirements for export letters of credit from the ultimate borrowers. The simplicity and bluntness of this mechanism makes it highly effective. Bond markets, and particularly stock markets, are harder for policymakers to control. The main reason is that it is difficult to oversee the way in which funds from bond and stock issues are used. It is, tellingly, the capacity of bank-based systems for enforcing development policies that makes entrepreneurs in developing countries lobby so hard for bond, and especially stock, markets to be expanded. These markets are their means to escape government control. It is the job of governments to resist entrepreneurs’ lobbying until basic developmental objectives have been achieved. Equally, independent central banks are not appropriate to developing countries until considerable economic progress has been made.

Ilona Otto and her colleagues point out that in 2017 alone – according to official rolls – forty-four individuals inherited more than $1 billion each, a total sum of $189 billion. The four largest global funds for financing adaptation to climate impacts approved projects amounting to $2.78 billion. Forty-four individuals thus cashed out sixty-eight times more unearned wealth than what the world’s victims of climate catastrophe were allocated, and most likely, some of it went straight to superyachts and the like – as if the act of injecting poison into the groundwater also coincided with snatching purification tablets out of the hands of slum-dwellers. This compounding of the crime can only intensify at higher levels.

The co-op proposed to include a quota system in its bylaws and deeds, promising that the proportion of African Americans in the Peninsula Housing Association would not exceed the proportion of African Americans in California’s overall population. This concession did not appease government officials, and the project stalled. Stegner and other board members resigned; soon afterward the cooperative was forced to disband because it could not obtain financing without government approval. In 1950, the association sold its land to a private developer whose FHA agreement specified that no properties be sold to African Americans. The builder then constructed individual homes for sale to whites in “Ladera,” a subdivision that still adjoins the Stanford campus.

From 1958 to 1961 communist China undertook the Great Leap Forward, when Mao Zedong wished to rapidly turn China into a superpower. Intending to use surplus grain to finance ambitious industrial projects, Mao ordered the doubling and tripling of agricultural production. From the government offices in Beijing his impossible demands made their way down the bureaucratic ladder, through provincial administrators, all the way down to the village headmen. The local officials, afraid of voicing any criticism and wishing to curry favour with their superiors, concocted imaginary reports of dramatic increases in agricultural output. As the fabricated numbers made their way back up the bureaucratic hierarchy, each official exaggerated them further, adding a zero here or there with a stroke of a pen.

We imagined ourselves as the Sons of Liberty with a mission to preserve, protect, and project the revolutionary spirit of rock and roll. We feared that the music which had given us sustenance was in danger of spiritual starvation. We feared it losing its sense of purpose, we feared it falling into fattened hands, we feared it floundering in a mire of spectacle, finance, and vapid technical complexity. We would call forth in our minds the image of Paul Revere, riding through the American night, petitioning the people to wake up, to take up arms. We too would take up arms, the arms of our generation, the electric guitar and the microphone. CBGB was the ideal place to sound a clarion call. It was a club on the street of the downtrodden that drew a strange breed who welcomed artists yet unsung. The only thing Hilly Krystal required

There are at least three ways in which bubbles can be useful. First, the bubble may facilitate innovation and encourage more people to become entrepreneurs, which ultimately feeds into future economic growth.9 Second, the new technology developed by bubble companies may help stimulate future innovations, and bubble companies may themselves use the technology developed during the bubble to move into a different industry. Third, bubbles may provide capital for technological projects that would not be financed to the same extent in a fully efficient financial market. Many historical bubbles have been associated with transformative technologies, such as railways, bicycles, automobiles, fibre optics and the Internet. William Janeway, who was a highly successful venture capitalist during the Dot-Com Bubble, argues that several economically beneficial technologies would not have been developed without the assistance of bubbles.10

This vision is very much in line with the views of the economist John Kay in his book Other People’s Money (2015). As he says, stock markets, when first started, were the vehicles for raising finance often for large infrastructure projects (typically railways) from many dispersed shareholders. But markets no longer provide this function. Almost no new projects are financed via the stock market. (Indeed, the observation that few early-state companies come to the stock market for financing rather confirms the hypothesis that stock markets have significant problems dealing with them.) Rather, stock market trading is dominated by large asset managers trading with each other. In Kay’s view, they are searching for returns over and above those available to the market as a whole (searching for “alpha”) by trying to anticipate what others are thinking about the value of assets rather than the value of the underlying assets themselves.

2. Planning is important, but the most important part of every plan is to plan on the plan not going according to plan. What’s the saying? You plan, God laughs. Financial and investment planning are critical, because they let you know whether your current actions are within the realm of reasonable. But few plans of any kind survive their first encounter with the real world. If you’re projecting your income, savings rate, and market returns over the next 20 years, think about all the big stuff that’s happened in the last 20 years that no one could have foreseen: September 11th, a housing boom and bust that caused nearly 10 million Americans to lose their homes, a financial crisis that caused almost nine million to lose their jobs, a record-breaking stock-market rally that ensued, and a coronavirus that shakes the world as I write this. A plan is only useful if it can survive reality. And a future filled with unknowns is everyone’s reality. A good plan doesn’t pretend this weren’t true; it embraces it and emphasizes room for error. The more you need specific elements of a plan to be true, the more fragile your financial life becomes. If there’s enough room for error in your savings rate that you can say, “It’d be great if the market returns 8% a year over the next 30 years, but if it only does 4% a year I’ll still be OK,” the more valuable your plan becomes. Many bets fail not because they were wrong, but because they were mostly right in a situation that required things to be exactly right. Room for error—often called margin of safety—is one of the most underappreciated forces in finance. It comes in many forms: A frugal budget, flexible thinking, and a loose timeline—anything that lets you live happily with a range of outcomes. It’s different from being conservative. Conservative is avoiding a certain level of risk. Margin of safety is raising the odds of success at a given level of risk by increasing your chances of survival. Its magic is that the higher your margin of safety, the smaller your edge needs to be to have a favorable outcome.

But increasing the amount of equity finance in an economy is easier said than done: it is a project that would take decades rather than years. Some of the barriers are institutional: outside of the very small world of venture capital (of which more later) and the even smaller and newer field of equity crowdfunding, most businesses do not raise equity, and most financial institutions do not provide it. There are established agencies that can rate the creditworthiness of even quite small businesses, and algorithms to allow banks to quickly and cheaply decide whether to lend to them. Nothing similar exists for equity investment, and the equivalent analytical task (working out a company's likely future value, rather than its likelihood of servicing a fixed debt) is more complex. And cultural factors stand in the ways too: despite a very elegant financial economics theorem that shows that business owners should be indifferent between equity and debt finance, for many small business owners there seems a cognitive and cultural bias against giving away equity.

Everything about this project was dark alley, cloak and dagger. Even the way they financed the operation was highly unconventional: using secret contingency funds, they back-doored payment to Lockheed by writing personal checks to Kelly for more than a million bucks as start-up costs. The checks arrived by regular mail at his Encino home, which had to be the wildest government payout in history. Johnson could have absconded with the dough and taken off on a one-way ticket to Tahiti. He banked the funds through a phony company called “C & J Engineering,” the “C & J” standing for Clarence Johnson. Even our drawings bore the logo “C & J”—the word “Lockheed” never appeared. We used a mail drop out at Sunland, a remote locale in the San Fernando Valley, for suppliers to send us parts. The local postmaster got curious about all the crates and boxes piling up in his bins and looked up “C & J” in the phone book and, of course, found nothing. So he decided to have one of his inspectors follow our unmarked van as it traveled back to Burbank. Our security people nabbed him just outside the plant and had him signing national security secrecy forms until he pleaded writer’s cramp.

Banks were once an extremely valuable part of the economy and did a lot of good in advancing civilization. Banks played a pivotal role in financing big projects like roads, bridges, factories, stadiums, etc. Banks were to the economy what the heart is to the human body. But that has ended. Traditional banks have become extra toxic entities in the economy. It’s partially the fault of excessive government regulations that have made everything dysfunctional and it’s partially the fault of greedy bankers putting profits above customers and shareholders above society... But nonetheless, banks today offer very little benefit to their clients. They pay barely anything in interest. They offer barely anything in growth. They move money too slowly. They’re too restrictive. They’re selling the same boring products and services they did a hundred years ago. And they have too much power over peoples accounts. Soon, the many new companies and applications that emerge on the Ethereum infrastructure will eliminate the need for traditional banks and eliminate their value proposition by providing people with superior value. Everything from growth to asset management to lending can be done even better on the Ethereum infrastructure by anyone.

One of those was Gary Bradski, an expert in machine vision at Intel Labs in Santa Clara. The company was the world’s largest chipmaker and had developed a manufacturing strategy called “copy exact,” a way of developing next-generation manufacturing techniques to make ever-smaller chips. Intel would develop a new technology at a prototype facility and then export that process to wherever it planned to produce the denser chips in volume. It was a system that required discipline, and Bradski was a bit of a “Wild Duck”—a term that IBM originally used to describe employees who refused to fly in formation—compared to typical engineers in Intel’s regimented semiconductor manufacturing culture. A refugee from the high-flying finance world of “quants” on the East Coast, Bradski arrived at Intel in 1996 and was forced to spend a year doing boring grunt work, like developing an image-processing software library for factory automation applications. After paying his dues, he was moved to the chipmaker’s research laboratory and started researching interesting projects. Bradski had grown up in Palo Alto before leaving to study physics and artificial intelligence at Berkeley and Boston University. He returned because he had been bitten by the Silicon Valley entrepreneurial bug.

Many aspects of the modern financial system are designed to give an impression of overwhelming urgency: the endless ‘news’ feeds, the constantly changing screens of traders, the office lights blazing late into the night, the young analysts who find themselves required to work thirty hours at a stretch. But very little that happens in the finance sector has genuine need for this constant appearance of excitement and activity. Only its most boring part—the payments system—is an essential utility on whose continuous functioning the modern economy depends. No terrible consequence would follow if the stock market closed for a week (as it did in the wake of 9/11)—or longer, or if a merger were delayed or large investment project postponed for a few weeks, or if an initial public offering happened next month rather than this. The millisecond improvement in data transmission between New York and Chicago has no significance whatever outside the absurd world of computers trading with each other. The tight coupling is simply unnecessary: the perpetual flow of ‘information’ part of a game that traders play which has no wider relevance, the excessive hours worked by many employees a tournament in which individuals compete to display their alpha qualities in return for large prizes. The traditional bank manager’s culture of long lunches and afternoons on the golf course may have yielded more useful information about business than the Bloomberg terminal. Lehman

Equity financing, on the other hand, is unappealing to cooperators because it may mean relinquishing control to outside investors, which is a distinctly capitalist practice. Investors are not likely to buy non-voting shares; they will probably require representation on the board of directors because otherwise their money could potentially be expropriated. “For example, if the directors of the firm were workers, they might embezzle equity funds, refrain from paying dividends in order to raise wages, or dissipate resources on projects of dubious value.”105 In any case, the very idea of even partial outside ownership is contrary to the cooperative ethos. A general reason for traditional institutions’ reluctance to lend to cooperatives, and indeed for the rarity of cooperatives whether related to the difficulty of securing capital or not, is simply that a society’s history, culture, and ideologies might be hostile to the “co-op” idea. Needless to say, this is the case in most industrialized countries, especially the United States. The very notion of a workers’ cooperative might be viscerally unappealing and mysterious to bank officials, as it is to people of many walks of life. Stereotypes about inefficiency, unprofitability, inexperience, incompetence, and anti-capitalism might dispose officials to reject out of hand appeals for financial assistance from co-ops. Similarly, such cultural preconceptions may be an element in the widespread reluctance on the part of working people to try to start a cooperative. They simply have a “visceral aversion” to, and unfamiliarity with, the idea—which is also surely a function of the rarity of co-ops itself. Their rarity reinforces itself, in that it fosters a general ignorance of co-ops and the perception that they’re risky endeavors. Additionally, insofar as an anti-democratic passivity, a civic fragmentedness, a half-conscious sense of collective disempowerment, and a diffuse interpersonal alienation saturate society, this militates against initiating cooperative projects. It is simply taken for granted among many people that such things cannot be done. And they are assumed to require sophisticated entrepreneurial instincts. In most places, the cooperative idea is not even in the public consciousness; it has barely been heard of. Business propaganda has done its job well.106 But propaganda can be fought with propaganda. In fact, this is one of the most important things that activists can do, this elevation of cooperativism into the public consciousness. The more that people hear about it, know about it, learn of its successes and potentials, the more they’ll be open to it rather than instinctively thinking it’s “foreign,” “socialist,” “idealistic,” or “hippyish.” If successful cooperatives advertise their business form, that in itself performs a useful service for the movement. It cannot be overemphasized that the most important thing is to create a climate in which it is considered normal to try to form a co-op, in which that is seen as a perfectly legitimate and predictable option for a group of intelligent and capable unemployed workers. Lenders themselves will become less skeptical of the business form as it seeps into the culture’s consciousness.

Bannon thrived on the chaos he created and did everything he could to make it spread. When he finally made his way through the crowd to the back of the town house, he put on a headset to join the broadcast of the Breitbart radio show already in progress. It was his way of bringing tens of thousands of listeners into the inner sanctum of the “Breitbart Embassy,” as the town house was ironically known, and thereby conscripting them into a larger project. Bannon was inordinately proud of the movement he saw growing around him, boasting constantly of its egalitarian nature. What to an outsider could look like a cast of extras from the Island of Misfit Toys was, in Bannon’s eyes, a proudly populist and “unclubbable” plebiscite rising up in defiant protest against the “globalists” and “gatekeepers” who had taken control of both parties. Just how Phil Robertson of Duck Dynasty figured into a plan to overthrow the global power structure wasn’t clear, even to many of Bannon’s friends. But, then, Bannon derived a visceral thrill anytime he could deliver a fuck-you to the establishment. The thousands of frustrated listeners calling in to his radio show, and the millions more who flocked to Breitbart News, had left him no doubt that an army of the angry and dispossessed was eager to join him in lobbing a bomb at the country’s leaders. As guests left the party, a doorman handed out a gift that Bannon had chosen for the occasion: a silver hip flask with “Breitbart” imprinted above an image of a honey badger, the Breitbart mascot. — Bannon’s cult-leader magnetism was a powerful draw for oddballs and freaks, and the attraction ran both ways. As he moved further from the cosmopolitan orbits of Goldman Sachs and Hollywood, there was no longer any need for him to suppress his right-wing impulses. Giving full vent to his views on subjects like immigration and Islam isolated him among a radical fringe that most of political Washington regarded as teeming with racist conspiracy theorists. But far from being bothered, Bannon welcomed their disdain, taking it as proof of his authentic conviction. It fed his grandiose sense of purpose to imagine that he was amassing an army of ragged, pitchfork-wielding outsiders to storm the barricades and, in Andrew Breitbart’s favorite formulation, “take back the country.” If Bannon was bothered by the incendiary views held by some of those lining up with him, he didn’t show it. His habit always was to welcome all comers. To all outward appearances, Bannon, wild-eyed and scruffy, a Falstaff in flip-flops, was someone whom the political world could safely ignore. But his appearance, and the company he kept, masked an analytic capability that was undiminished and as applicable to politics as it had been to the finances of corrupt Hollywood movie studios. Somehow, Bannon, who would happily fall into league with the most agitated conservative zealot, was able to see clearly that conservatives had failed to stop Bill Clinton in the 1990s because they had indulged this very zealotry to a point where their credibility with the media and mainstream voters was shot. Trapped in their own bubble, speaking only to one another, they had believed that they were winning, when in reality they had already lost.

Construction finally began that winter, and by early 1974 Syncrude’s Mildred Lake site bustled with 1,500 construction workers. But the deal remained tentative as cost estimates grew beyond the initial $1.5 billion to $2 billion or more and the federal government’s new budget arrived with punitive new taxes for oil and gas exports. Then, in the first week of December, one of the Syncrude partners, Atlantic Richfield, summarily quit the consortium, leaving a 30 percent hole in its financing. A mad scramble ensued in search of a solution. Phone calls pinged back and forth between government officials in Edmonton and Ottawa. Finally, on the morning of February 3, 1975, executives from the Syn-crude partner companies and cabinet ministers from the Alberta, Ontario and federal governments met without fanfare and outside the media’s brightest spotlights at an airport hotel in Winnipeg to negotiate a deal to save the project. Lougheed and Ontario premier Bill Davis both attended, along with their energy ministers. Federal mines minister Donald Macdonald represented Pierre Trudeau’s government, accompanied by Trudeau’s ambitious Treasury Board president, Jean Chrétien. Macdonald and Davis, both Upper Canadian patricians in the classic mould, were put off by Lougheed’s blunt style. By midday, the Albertans were convinced Macdonald would not be willing to compromise enough to reach a deal. Rumours in Lougheed’s camp after the fact had it that over lunch, Chrétien persuaded the mines minister to accept the offer on the table. Two days later, Chrétien rose in the House of Commons to announce that the federal government would be taking a 15 percent equity stake in the Syn-crude project, with Alberta owning 10 percent and Ontario the remaining 5 percent. In the coming years, it would be Lougheed, with his steadfast support and multimillion-dollar investments in SAGD, who would be seen as the Patch’s great public sector champion. But it was Chrétien, “the little guy from Shawinigan,” whose backroom deal-making skills had saved Syncrude

Non-Tenure Writing Jobs The MLA session on the adjunct crisis indicates where higher education has come to in the Brave New World of the 21st century. Research by the MLA itself, by Gloria McMillan, by Eileen Schell and other colleagues, already confirm the deep replacement of tenure-track faculty with contingent adjuncts and others. This crisis is deepest in composition and in community colleges. Doug Hesse’s program at Denver Univ. is no solution; it will extend the subordination of composition through sub-faculty lines while rationalizing it as “good for students"(before research has even proved it so). But, sub-faculty writing lecturers will never be treated as “real” professors by their institutions and will never be accepted as colleagues by their tenure-track peers. Such sub-faculty plans will weaken the faculty as a whole in the academy by further dividing it into competing sub-groups. Neither will a sub-faculty plan benefit the 14 million undergraduates on campus, most who attend under-funded public colleges with no billion-dollar endowments or corporate angels to turn to. Community colleges, in particular, where about 6 million students are enrolled, can have up to 65% of classes taught by adjuncts. The sub-faculty plan is thus really a management tool available in the short-term to those colleges with deep pockets and deep readiness to entrench a lesser sub-faculty in their writing programs. Doug Hesse acknowledges such an outcome as a possibility. He is quoted in the IHE report saying he was disturbed by the degree of interest other WPAs took in DU’s new sub-faculty writing program, fearing that DU was installing a “Vichy"-type model(collaborating with the authorities desire to de-tenure faculty generally and to subordinate writing instructors particularly). But, Hesse is quoted as making peace with this because he feels that sub-faculty lines for writing teachers are at least good for writing students. Even if we knew for sure this was true, why must writing teachers be the only professionals in higher education called upon to make such sacrifices? A large private grant to finance Denver University’s program($10 million for Hesse’s project)is good fortune for one campus, but it offers no model for how we can solve the national disgrace of exploited adjuncts.

The key to preventing this is balance. I see the give and take between different constituencies in a business as central to its success. So when I talk about taming the Beast, what I really mean is that keeping its needs balanced with the needs of other, more creative facets of your company will make you stronger. Let me give you an example of what I mean, drawn from the business I know best. In animation, we have many constituencies: story, art, budget, technology, finance, production, marketing, and consumer products. The people within each constituency have priorities that are important—and often opposing. The writer and director want to tell the most affecting story possible; the production designer wants the film to look beautiful; the technical directors want flawless effects; finance wants to keep the budgets within limits; marketing wants a hook that is easily sold to potential viewers; the consumer products people want appealing characters to turn into plush toys and to plaster on lunchboxes and T-shirts; the production managers try to keep everyone happy—and to keep the whole enterprise from spiraling out of control. And so on. Each group is focused on its own needs, which means that no one has a clear view of how their decisions impact other groups; each group is under pressure to perform well, which means achieving stated goals. Particularly in the early months of a project, these goals—which are subgoals, really, in the making of a film—are often easier to articulate and explain than the film itself. But if the director is able to get everything he or she wants, we will likely end up with a film that’s too long. If the marketing people get their way, we will only make a film that mimics those that have already been “proven” to succeed—in other words, familiar to viewers but in all likelihood a creative failure. Each group, then, is trying to do the right thing, but they’re pulling in different directions. If any one of those groups “wins,” we lose. In an unhealthy culture, each group believes that if their objectives trump the goals of the other groups, the company will be better off. In a healthy culture, all constituencies recognize the importance of balancing competing desires—they want to be heard, but they don’t have to win. Their interaction with one another—the push and pull that occurs naturally when talented people are given clear goals—yields the balance we seek. But that only happens if they understand that achieving balance is a central goal of the company.

In the spring of 1940, when the Nazis overran France from the north, much of its Jewish population tried to escape the country towards the south. In order to cross the border, they needed visas to Spain and Portugal, and together with a flood of other refugees, tens of thousands of Jews besieged the Portuguese consulate in Bordeaux in a desperate attempt to get that life-saving piece of paper. The Portuguese government forbade its consuls in France to issue visas without prior approval from the Foreign Ministry, but the consul in Bordeaux, Aristides de Sousa Mendes, decided to disregard the order, throwing to the wind a thirty-year diplomatic career. As Nazi tanks were closing in on Bordeaux, Sousa Mendes and his team worked around the clock for ten days and nights, barely stopping to sleep, just issuing visas and stamping pieces of paper. Sousa Mendes issued thousands of visas before collapsing from exhaustion. 22. Aristides de Sousa Mendes, the angel with the rubber stamp. 22.​Courtesy of the Sousa Mendes Foundation. The Portuguese government – which had little desire to accept any of these refugees – sent agents to escort the disobedient consul back home, and fired him from the foreign office. Yet officials who cared little for the plight of human beings nevertheless had a deep reverence for documents, and the visas Sousa Mendes issued against orders were respected by French, Spanish and Portuguese bureaucrats alike, spiriting up to 30,000 people out of the Nazi death trap. Sousa Mendes, armed with little more than a rubber stamp, was responsible for the largest rescue operation by a single individual during the Holocaust.2 The sanctity of written records often had far less positive effects. From 1958 to 1961 communist China undertook the Great Leap Forward, when Mao Zedong wished to rapidly turn China into a superpower. Intending to use surplus grain to finance ambitious industrial projects, Mao ordered the doubling and tripling of agricultural production. From the government offices in Beijing his impossible demands made their way down the bureaucratic ladder, through provincial administrators, all the way down to the village headmen. The local officials, afraid of voicing any criticism and wishing to curry favour with their superiors, concocted imaginary reports of dramatic increases in agricultural output. As the fabricated numbers made their way back up the bureaucratic hierarchy, each official exaggerated them further, adding a zero here or there with a stroke of a pen. 23.

It is the custom in Germany for students to pass from one university to another during the course of their studies—a custom, incidentally, which no other country has. But it would be false to assume that this variety in instruction is a safeguard afainst uniformity of outlook, for although the professors of the various universities fight among themselves, they are all, fundamentally and at heart, in complete agreement. I came to realise this clearly through my contacts with the economists. This must have been about 1929. At that time we published a paper on certain aspects of the economic problem. Immediately a whole company of national economists of all sorts, and from a variety of universities, joined forces and signed a circular in which they unaminously condemned our economic proposals. I made one attempt to have a serious discussion with one of the most renowned of them, and one who was regarded by his colleagues as a revolutionary in economic thought Zwiedineck. The results were disastrous! At the time the State had floated a loan of two million seven hundred thousand marks for the construction of a road. I told Zwiedineck that I regarded this way of financing a project as foolish in the extreme. The life of the road in question would be some fifteen years ; but the amortisation of the capital involved would continue for eighty years. What the Government was really doing was to evade an immediate financial obligation by transferring the charges to the men of the next generation and, indeed, of the generation after. I insisted that nothing could be more unsound, and that what the Government should really do was to take radical steps to reduce the rate of interest and thus to render capital more fluid. I next argued that the gold standard, the fixing of rates of exchange and so forth were shibboleths which I had never regarded and never would regard as weighty and immutable principles of economy. Money, to me, was simply a token of exchange for work done, and its value depended absolutely on the value of the work accomplished. Where money did not represent services rendered, I insisted, it had no value at all. Zwiedineck was horrified and very excited. Such ideas, he declared, would upset the accepted economic principles of the entire world, and the putting of them into practice would cause a breakdown of the world's political economy. When, later, after our assumption of power, I put my theories into practice, the economists were not in the least discountenanced, but calmly set to work to prove by scientific argument that my theories were, indeed, sound economy !

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Indian Express (Indian Express) - Clip This Article at Location 721 | Added on Sunday, 30 November 2014 20:28:42 Fifth column: Hope and audacity Ministers, high officials, clerks and peons now report for duty on time and are no longer to be seen taking long lunch breaks to soak in winter sunshine in Delhi’s parks. Reform is needed not just in economic matters but in every area of governance. Does the Prime Minister know how hard it is to get a passport? Tavleen Singh | 807 words At the end of six months of the Modi sarkar are we seeing signs that it is confusing efficiency with reform? I ask the question because so far there is no sign of real reform in any area of governance. And, because some of Narendra Modi’s most ardent supporters are now beginning to get worried. Last week I met a man who dedicated a whole year to helping Modi become Prime Minister and he seemed despondent. When I asked how he thought the government was doing, he said he would answer in the words of the management guru Peter Drucker, “There is nothing quite so useless as doing with great efficiency something that should not be done at all.” We can certainly not fault this government on efficiency. Ministers, high officials, clerks and peons now report for duty on time and are no longer to be seen taking long lunch breaks to soak in winter sunshine in Delhi’s parks. The Prime Minister’s Office hums with more noise and activity than we have seen in a decade but, despite this, there are no signs of the policy changes that are vital if we are to see real reform. The Planning Commission has been abolished but there are many, many other leftovers from socialist times that must go. Do we need a Ministry of Information & Broadcasting in an age when the Internet has made propaganda futile? Do we need a meddlesome University Grants Commission? Do we need the government to continue wasting our money on a hopeless airline and badly run hotels? We do not. What we do need is for the government to make policies that will convince investors that India is a safe bet once more. We do not need a new government that simply implements more efficiently bad policies that it inherited from the last government. It was because of those policies that investors fled and the economy stopped growing. Unless this changes through better policies, the jobs that the Prime Minister promises young people at election rallies will not come. So far signals are so mixed that investors continue to shy away. The Finance Minister promises to end tax terrorism but in the next breath orders tax inspectors to go forth in search of black money. Vodafone has been given temporary relief by the courts but the retroactive tax remains valid. And, although we hear that the government has grandiose plans to improve the decrepit transport systems, power stations and ports it inherited, it continues to refuse to pay those who have to build them. The infrastructure industry is owed more than Rs 1.5 lakh continued... crore in government dues and this has crippled major companies. No amount of efficiency in announcing new projects will make a difference unless old dues are cleared. Reform is needed not just in economic matters but in every area of governance. Does the Prime Minister know how hard it is to get a passport? Does he know that a police check is required even if you just want to get a few pages added to your passport? Does he know how hard it is to do routine things like registering property? Does he know that no amount of efficiency will improve healthcare services that are broken? No amount of efficiency will improve educational services that have long been in terminal decline because of bad policies and interfering officials. At the same time, the licence raj that strangles private investment in schools and colleges remains in place. Modi’s popularity with ordinary people has increased since he became Prime Minister, as we saw from his rallies in Kashmir last week, but it will not la

One day in 1998, a real estate broker called Offit: “Would you make a loan to Donald Trump?” Trump at the time was a casino magnate known for his occasional showbiz hijinks and his on-and-off dealings with organized crime figures. He also was a deadbeat, having defaulted on loans to finance his Atlantic City casinos and stiffing lenders, contractors, and business partners in other projects. Quite a few banks—including

One day in 1998, a real estate broker called Offit: “Would you make a loan to Donald Trump?” Trump at the time was a casino magnate known for his occasional showbiz hijinks and his on-and-off dealings with organized crime figures. He also was a deadbeat, having defaulted on loans to finance his Atlantic City casinos and stiffing lenders, contractors, and business partners in other projects. Quite a few banks—including Citigroup, Manufacturers Hanover (a predecessor of JPMorgan), the British lender NatWest, and of course Bankers Trust—had endured hundreds of millions of losses at the hands of Trump.

There’s another level at which attention operates, this has to do with leadership, I argue that leaders need three kinds of focus, to be really effective, the first is an inner focus, let me tell you about a case that’s actually from the annals of neurology, there was a corporate lawyer, who unfortunately had a small prefrontal brain tumour, it was discovered early, operated successfully, after the surgery though it was a very puzzling picture, because he was absolutely as smart as he had been before, a very high IQ, no problem with attention or memory, but he couldn’t do his job anymore, he couldn’t do any job, in fact he ended up out of work, his wife left him, he lost his home, he’s living in his brother spare bedroom and in despair he went to see a famous neurologist named Antonio Damasio. Damasio specialized in the circuitry between the prefrontal area which is where we consciously pay attention to what matters now, where we make decisions, where we learn and the emotional centers in the midbrain, particularly the amygdala, which is our radar for danger, it triggers our strong emotions. They had cut the connection between the prefrontal area and emotional centers and Damasio at first was puzzled, he realized that this fellow on every neurological test was perfectly fine but something was wrong, then he got a clue, he asked the lawyer when should we have our next appointment and he realized the lawyer could give him the rational pros and cons of every hour for the next two weeks, but he didn’t know which is best. And Damasio says when we’re making a decision any decision, when to have the next appointment, should I leave my job for another one, what strategy should we follow, going into the future, should I marry this fellow compared to all the other fellows, those are decisions that require we draw on our entire life experience and the circuitry that collects that life experience is very base brain, it’s very ancient in the brain, and it has no direct connection to the part of the brain that thinks in words, it has very rich connectivity to the gastro- intestinal tract, to the gut, so we get a gut feeling, feels right, doesn’t feel right. Damasio calls them somatic markers, it’s a language of the body and the ability to tune into this is extremely important because this is valuable data too - they did a study of Californian entrepreneurs and asked them “how do you make your decisions?”, these are people who built a business from nothing to hundreds of millions or billions of dollars, and they more or less said the same strategy “I am a voracious gatherer of information, I want to see the numbers, but if it doesn’t feel right, I won’t go ahead with the deal”. They’re tuning into the gut feeling. I know someone, I grew up in farm region of California, the Central Valley and my high school had a rival high school in the next town and I met someone who went to the other high school, he was not a good student, he almost failed, came close to not graduating high school, he went to a two-year college, a community college, found his way into film, which he loved and got into a film school, in film school his student project caught the eye of a director, who asked him to become an assistant and he did so well at that the director arranged for him to direct his own film, someone else’s script, he did so well at that they let him direct a script that he had written and that film did surprisingly well, so the studio that financed that film said if you want to do another one, we will back you. And he, however, hated the way the studio edited the film, he felt he was a creative artist and they had butchered his art. He said I am gonna do the film on my own, I’m gonna finance it myself, everyone in the film business that he knew said this is a huge mistake, you shouldn’t do this, but he went ahead, then he ran out of money, had to go to eleven banks before he could get a loan, he managed to finish the film, you may have seen

Florida bonds, hoping these states would someday resume payment and enrich the fund. There were further bequests for the housing projects, finally amounting to £500,000. As Peabody turned into a one-man welfare state, admirers saw celestial virtues in this former skinflint. Victor Hugo remarked, “On this earth there are men of hate and men of love. Peabody was one of the latter. It is on the face of these men that we see the smile of God.”32 Gladstone said that he “taught men how to use money and how not to be its slave.”33 Queen Victoria tried to honor him with a baronetcy or a knighthood, but Peabody—as if a stranger to worldly pleasures—declined this one.

George Abramovich Koval … was an American who acted as a Soviet intelligence officer for the Soviet atomic bomb project. According to Russian sources, Koval's infiltration of the Manhattan Project as a GRU (Soviet military intelligence) agent "drastically reduced the amount of time it took for Russia to develop nuclear weapons." … Koval was born to Russian Jewish immigrants in Sioux City, Iowa. … George Koval attended Central High School, a red-brick Victorian building better known as "the Castle on the Hill". Neighbors recalled that Koval spoke openly of his Communist beliefs. … He graduated in 1929 at the age of 15. … Abram Koval became the secretary for ICOR, the Organization for Jewish Colonization in the Soviet Union. Founded by American Jewish Communists in 1924, the group helped to finance and publicize the development of the "Jewish Autonomous Region" – the Soviet answer to Jewish emigration to the British Mandate of Palestine then being undertaken by the Zionist movement.

Already very challenging, the project became even more so in 2014, when Ukraine-related sanctions cut off Novatek’s access to Western finance. In order to survive, the $27 billion LNG project needed a new injection of money, and quickly. The Chinese came through with a $12 billion loan and also became partners in the project, along with the French supermajor Total, which had joined earlier. The Russians had historically been reluctant to allow large-scale Chinese ownership of upstream assets. But now there was no choice.

announcement of the big deal—valued at $400 billion over thirty years. The contract would make China the second-largest market for Russian gas, after Germany. The Chinese would also provide the financing for a massive new $45 billion, thirteen-hundred-mile “Power of Siberia” gas pipeline. “This will be the biggest construction project in the world for the next four years, without exaggeration,” Putin said after the signing.

Here are other tools Father Ripperger recommended against the demonic: 1. Consecrate all things to Our Lady and be specific. All things are family, friends, work, all tasks, and projects. 2. Pray before every encounter. 3. Pray the Seven Sorrows Devotion and the Rosary, and ask Our Lady to reveal what is keeping the person you’re praying for from her Son, Jesus. This will protect your family. Our Lady, through this devotion, will reveal things to you as a way of grace. 4. Pray the binding prayer below. All demons are afraid of any authority or command in Jesus’ name. In the name of the Lord Jesus Christ of Nazareth, by the power of His cross, His blood and His resurrection, I bind you Satan, the spirits, powers and forces of darkness, the nether world, and the evil forces of nature. I take authority over all curses, hexes, demonic activity and spells directed against me, my relationships, ministry endeavors, finances, and the work of my hands; and I break them by the power and authority of the risen Lord Jesus Christ. I stand with the power of the Lord God Almighty to bind all demonic interaction, interplay and communications between spirits sent against me, and send them directly to Jesus Christ for Him to deal with as He wills. I ask forgiveness for and renounce all negative inner vows that I have made with the enemy, and ask that Jesus Christ release me from these vows and from any bondage they may have held in me. I claim the shed blood of Jesus Christ, the Son of the living God, over every aspect of my life for my protection. Amen. 5. Have Masses said for your intention or for a person while they are alive.  6. Pray and fast for the person in question.

avoided in project

Monopolies drive progress because the promise of years or even decades of monopoly profits provides a powerful incentive to innovate. Then monopolies can keep innovating because profits enable them to make the long-term plans and to finance the ambitious research projects that firms locked in competition can’t dream of.

In the spring of 1935, an editor at the New York publishing house Macmillan, while on a scouting trip through the South, was introduced to Mitchell and signed her to a deal for her untitled book. Upon its release in the summer of 1936, the New York Times Book Review declared it “one of the most remarkable first novels produced by an American writer.” Priced at $3, Gone with the Wind was a blockbuster. By the end of the summer, Macmillan had sold over 500,000 copies. A few days prior to the gushing review in the Times, an almost desperate telegram originated from New York reading, “I beg, urge, coax, and plead with you to read this at once. I know that after you read the book you will drop everything and buy it.” The sender, Kay Brown, in this missive to her boss, the movie producer David Selznick, asked to purchase the book’s movie rights before its release. But Selznick waited. On July 15, seeing its reception, Selznick bought the film rights to Gone with the Wind for $50,000. Within a year, sales of the book had exceeded one million copies. Almost immediately Selznick looked to assemble the pieces needed to turn the book into a movie. At the time, he was one of a handful of major independent producers (including Frank Capra, Alfred Hitchcock, and Walt Disney) who had access to the resources to make films. Few others could break into a system controlled by the major studios. After producing films as an employee of major studios, including Paramount and MGM, the thirty-seven-year-old Selznick had branched out to helm his own productions. He had been a highly paid salaried employee throughout the thirties. His career included producer credits on dozens of films, but nothing as big as what he had now taken on. As the producer, Selznick needed to figure out how to take a lengthy book and translate it onto the screen. To do this, Selznick International Pictures needed to hire writers and a director, cast the characters, get the sets and the costumes designed, set a budget, put together the financing by giving investors profit-participation interests, arrange the distribution plan for theaters, and oversee the marketing to bring audiences to see the film. Selznick’s bigger problem was the projected cost.

You cannot project to others the idea that you are successful or wealthy if you don’t believe it yourself. Get into a Muhammad Ali frame of mind; as he famously said, ‘I am the greatest, I said that even before I knew I was.’ In other words, you need to think and act like you’ve already achieved your goal in order that people will treat you that way. And when people treat you as a success you’ll find it easier to achieve that success. By thinking confidently you therefore create a virtuous circle of achievement

What has this all got to do with intergenerational justice? Over the last hundred years, discounting has spread from finance and accounting to infiltrate policy-making in areas ranging from public health to climate change. Governments now often decide whether to invest in hospitals, transport infrastructure, or a new flood barrier system by using a discount rate to calculate how the future benefits of such projects compare to their costs today. The discount rates they typically deploy—usually between 2 percent and 4 percent—might not sound very high, but they can be enough to tilt them against such investments even if they are likely to bring large benefits in the future, since distant benefits (beyond, say, 50 years) appear to be negligible.

Maximo Caggiano, the Director of Finance and special Projects at Key Capital Resources, is not just about numbers.

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the roughly $800 billion in available stimulus, we directed more than $90 billion toward clean energy initiatives across the country. Within a year, an Iowa Maytag plant I’d visited during the campaign that had been shuttered because of the recession was humming again, with workers producing state-of-the-art wind turbines. We funded construction of one of the world’s largest wind farms. We underwrote the development of new battery storage systems and primed the market for electric and hybrid trucks, buses, and cars. We financed programs to make buildings and businesses more energy efficient, and collaborated with Treasury to temporarily convert the existing federal clean energy tax credit into a direct-payments program. Within the Department of Energy, we used Recovery Act money to launch the Advanced Research Projects Agency–Energy (ARPA-E), a high-risk, high-reward research program modeled after DARPA, the famous Defense Department effort launched after Sputnik that helped develop not only advanced weapons systems like stealth technology but also an early iteration of the internet, automated voice activation, and GPS.

In business studies, value is understood as being created inside the company by bringing together managerial expertise, strategic thinking and a dynamic (changing with circumstances) division of labour between workers.3 All this ignores the massive role of government in creating value, and taking risk in the process. In The Entrepreneurial State I argued that Silicon Valley itself is an outcome of such high-risk investments by the state, willing to take risks in the early stages of development of high-risk technologies which the private sector usually shies away from.4 This is the case with the investments that led to the internet, where a critical role was played by DARPA, the Defence Advanced Research Projects Agency inside the US Department of Defense – and also by CERN in Europe with its invention of the World Wide Web. Indeed, not only the internet but nearly every other technology that makes our smart products smart was funded by public actors, such as GPS (funded by the US Navy), Siri (also funded by DARPA) and touch-screen display (funded initially by the CIA). It is also true of the high-risk, early-stage investments made in the pharmaceutical industry by public actors like the National Institutes of Health (NIH) – without which most blockbuster drugs would not have been developed. And the renewable energy industry has been greatly aided by investments made by public banks like the European Investment Bank or the KfW in Germany, with private finance often too risk-averse and focused on short-term returns.

The government will also receive resources from mines and minerals, and other such revenue generating departments. During the current financial year, Balochistan received its complete share from the federal government as projected in the federal budget for 2020-21.

The government has included 3,836 development schemes in the PSDP 2021-22. These include 2,285 new and 1,501 ongoing schemes. During the next financial year, 1,647 development schemes will be completed as funds have already been released for these schemes that also include those schemes which had been launched many years back. The government has allocated Rs112 billion for the ongoing development schemes while 20% development budget has been allocated for new schemes. All efforts would be made to complete development projects in time.

When the next negotiation session came around on March 15, Nichols confidently pulled out a printed copy of the report and confronted U.S. Soccer’s representatives with it. U.S. Soccer responded that the jump in profitability for the women’s team was an aberration—not part of the larger pattern in the federation’s finances. “An aberration?” Nichols responded. “Aberrations don’t occur multiple years in a row. Aberrations aren’t projected. You guys have projected profitability. You projected the women to bring in more than the men.” What U.S. Soccer’s executives told him, and have maintained in the federation’s defense ever since, is that over the previous four-year cycle—which includes World Cups for both teams—the men brought in more revenue than the women. Both sides agree that is true. The gap in revenue between the national teams had historically been large—but the long-term trend showed the gap was shrinking. Since the 2015 World Cup, the gap had flipped and the women had been bringing in more money.

There's only one bank in Monopoly and it doesn't have any pieces on the board.

Today, if VCs are to finance capital-intensive projects, they need to recall their past. They can supply large sums of capital if they are allowed to own a large share of the resulting company.

At Concours d’Elegance, I overheard a finance guy explain to the owner of a 1958 Ferrari cabriolet on the block for $7 million to $8 million how he could more or less legally launder his auction profits by rolling them into a shovel-ready project in an opportunity zone that wasn’t really an opportunity zone.

the financing for Engelbart’s work was flowing from the fount of “killingry”—the government’s Defense Advanced Research Projects Agency, or DARPA. DARPA was a direct response to the Soviet launch of Sputnik

the financing for Engelbart’s work was flowing from the fount of “killingry”—the government’s Defense Advanced Research Projects Agency, or DARPA. DARPA was a direct response to the Soviet launch of Sputnik 1 in 1957 and was set up to fund technology research projects that would expand the frontiers of expertise beyond the immediate and specific requirements of the military and its laboratories.

Aid programs are not intended to effect serious social betterment. At best, they finance piecemeal projects of limited impact. More often, they are used to undermine local markets, drive small farmers off their land, build transportation and office facilities needed by outside investors, increase a country’s debt and economic dependency, and further open its economy to multinational corporate penetration. Free Market for the Few

The aspiring leader has been set up to fail. He just doesn’t recognize it yet. The first few months go well, but reality soon sets in. It is not easy for one person to create change in a large corporation. After one year, the leader feels as though he is trying to make innovation happen inside an organization that is, in every way, determined to fight his every move. The general manager of the company’s largest product line is anxious about the possibility that the innovation will cannibalize him. Marketing is uncooperative, worried about possible damage to the company’s brand if the new product fails. Manufacturing is upset that it has to schedule small, inefficient runs for the new product. Salespeople are reluctant to push a product without a track record. Human resources is unwilling to waive compensation rules to hire a few experts that the project badly needs. Finance is concerned about margin dilution. Information technology claims that the project is too small to warrant exceptions to standard systems and processes.

While titans of finance were gravitating toward the kingdom, Mohammed started to develop some nagging suspicions about the consultants he’d been relying on to formulate his vision. The McKinsey and BCG people were certainly smart, but such consultants were also mercenaries, and they had an intrinsic conflict of interest: It never behooved the consultants to say no. If the prince asked whether some outlandish scheme was feasible it would always be in their interests to say yes. Consultants make money by getting assigned to giant projects, not by telling their employers that such projects are bad ideas.

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This finding suggests that when a man proposes a business idea, he can typically expect others to respond on the basis of a simple risk-benefit calculation, the kind any venture capitalist might make when deciding whether to help finance a project. But when a woman proposes the same idea, she can expect others to simultaneously be looking for cues that she in fact possesses the types of skills and traits needed to make a venture a success—abilities she’s often assumed to lack because of her gender.

The theory of second systems was formulated by an IBM executive named Frederick Brooks, whose career supervising large-scale software teams taught him that designers of computer systems tend to build into their second projects all the pet features that tight finances or short deadlines forced them to leave out of their first. The result is an overgrown, inefficient monstrosity that rarely works as expected. As he put it in his pithy masterpiece, The Mythical Man-Month: “The second is the most dangerous system a man ever designs.

We financed politicians because they were friendly to our cause and would facilitate our projects.

With regulatory changes in nuclear power plant construction in the United States after the Three Mile Island anti-nuclear hysteria, producing years of added new delay in completion of existing power plants, nuclear energy as an investment for America’s electric utility companies became prohibitive under the Volcker interest rate regime. After that year, 1979, not one new nuclear reactor was ordered in the United States, and scores of half-built or planned nuclear projects were cancelled midstream because of prohibitive financing costs. One of the most advanced sector of the productive economy was allowed to die.

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Dr. Ferris smiled. “No private businessman or greedy industrialist would have financed Project X,” he said softly, in the tone of an idle, informal discussion. “He couldn’t have afforded it. It’s an enormous investment, with no prospect of material gain. What profit could he expect from it? There are no profits henceforth to be derived from that farm.” He pointed at the dark strip in the distance. “But, as you have so well observed, Project X had to be a non-profit venture. Contrary to a business firm, the State Science Institute had no trouble in obtaining funds for the Project. You have not heard of the Institute having any financial difficulties in the past two years, have you? And it used to be such a problem—getting them to vote the funds necessary for the advancement of science. They always demanded gadgets for their cash, as you used to say. Well, here was a gadget which some people in power could fully appreciate. They got the others to vote for it. It wasn’t difficult. In fact, a great many of those others felt safe in voting money for a project that was secret— they felt certain it was important, since they were not considered important enough to be let in on it. There were, of course, a few skeptics and doubters. But they gave in when they were reminded that the head of the State Science Institute was Dr. Robert Stadler—whose judgment and integrity they could not doubt.

RAND proved formative. Some of its employees joked that it stood for “Research And No Development,” and its intellectualism was inspiring to the young economist. The think tank’s ethos was to work on problems so hard that they might actually be unsolvable.9 Four days of the week were dedicated to RAND projects, but the fifth was free for freewheeling personal research. Ken Arrow, a famous economist, and John Nash, the game theorist immortalized in the film A Beautiful Mind, both consulted for RAND around the time Sharpe was there. The eclecticism of RAND’s research community is reflected in his first published works, which were a proposal for a smog tax and a review of aircraft compartment design criteria for Army deployments.

The 9/11 Commission warned that Al Qaeda "could... scheme to wield weapons of unprecedented destructive power in the largest cities of the United States." Future attacks could impose enormous costs on the entire economy. Having used up the surplus that the country enjoyed as part of the Cold War peace dividend, the U.S. government is in a weakened financial position to respond to another major terrorist attack, and its position will be damaged further by the large budget gaps and growing dependence on foreign capital projected for the future. As the historian Paul Kennedy wrote in his book The Rise and Fall of Great Powers, too many decisions made in Washington today "bring merely short-term advantage but long-term disadvantage." The absence of a sound, long-term financial strategy could bring about a deterioration that, in his words, "leads to the downward spiral of slower growth, heavier taxes, deepening domestic splits over spending priorities and a weakening capacity to bear the burdens of defense." Decades of success in mobilizing enormous sums of money to fight large wars and meet other government needs have led Americans to believe that ample funds will be readily available in the event of a future war, terrorist attack, or other emergency. But that can no longer be assumed. Budget constraints could limit the availability or raise the cost of resources to deal with new emergencies. If government debt continues to pile up, deficits rise to stratospheric levels, and heave dependence on foreign capital grows, borrowing the money needed will be very costly. [Alexander] Hamilton understood the risks of such a precarious situation. After suffering through financial shortages, lack of adequate food and weapons, desertions, and collapsing morale during the Revolution, he considered the risk that the government would have difficulty in assembling funds to defend itself all too real. If America remains on its dangerous financial course, Hamilton's gift to the nation - the blessing of sound finances - will be squandered. The U.S. government had no higher obligation that to protect the security of its citizens. Doing so becomes increasingly difficult if its finances are unsound. While the nature of this new brand of warfare, the war on terrorism, remains uncharted, there is much to be gained if our leaders look to the experiences of the past for guidance in responding to the challenges of the future. The willingness of the American people and their leaders to ensure that the nation's finances remain sound in the face of these new challenges - sacrificing parochial interests for the common good - is the price we must pay to preserve the nation's security and thus the liberties that Hamilton and his generation bequeathed us.

Making plans for medium and long-term and annual rolling operation plans for funds managed by the Commission, and the management and evaluation of projects financed through these funds

Debt used to finance government spending is acceptable when three conditions are met: the benefits of the spending must be greater than the costs, the government spending must be directed at projects the private sector cannot do on its own, and the overall debt level must be sustainable.

For the past decade, U.S. generals have dominated the military effort against the insurgency. Washington has chosen Afghanistan’s leaders. Americans have conceived, planned, financed, and overseen economic projects in which Afghans have played only supporting roles. And yet there has never been a possibility that the United States and its allies could win the war against the Taliban. Only Afghans themselves can do that.

Proformas rarely perform; missed projections are more often the norm. Still, we skew them up high, we miss but we try, for proformas which rarely perform.

Central banking gives government a way to tap the productive power of the private sector and borrow from the future without the need to rely overmuch on unpopular tax increases. Government gives central banking the extreme profits that derive from immense borrowing to finance wars and other government projects.

A good venture capitalist friend told me that in his forty years of financing entrepreneurs, he has never met a single one whose business plan projections were anything but utopian.

I have no idea why one person can be handed a tragic past and become healthy and selfless while another amplifies their pain into the lives of others. Almost without exception the most beautiful, selfless people I’ve met are ones who’ve experienced personal tragedy. They remind me of the trees I occasionally stumble across in the Columbia River Gorge, the ones that got started under boulders and wound slowly around the rock face to find an alternative route to the sun. What’s harder for me to admit, though, is there are also people who’ve become the very rocks that hindered them. And perhaps there is redemption for these people and perhaps there is hope, but this doesn’t change the fact they are not safe. I only say this because a positive evolution happened in my life when I realized healthy relationships happen best between healthy people. I’m not just talking about romance either. I’m talking about friendships, neighbors, and people we agree to do business with. One of the things I admire most about John is his ability to hold compassion in one hand and justice in the other. He offers both liberally and yet they don’t cancel each other out. I remember talking to my friend Ben once about a person who had once lied to me. We’d been working on a project together, and this person lied about some of the finances. Ben is a decade older than me, a cinematographer with a gentle heart, a guy you’d think could easily be taken advantage of. But when I told him about my friend, Ben said, “Don, I’ve learned there are givers and takers in this life. I’ve slowly let the takers go and I’ve had it for the better.” He continued, “God bless them, when they learn to play by the rules they are welcomed back, but my heart is worth protecting.

The UPA government, instead of implementing the Supreme Court order—which would have been the defining indicator of its bona fides in retrieving the black money looted from the people of India— instead demanded a recall of the order. This establishes its complete mala fide, connivance and conspiracy, and confirms that it has no intention of taking any substantive steps to recover the black money stashed away abroad, or take any serious action to combat this grievous economic crime impoverishing our nation—the 21st century version of UPA imperialism. The nation should be informed that no investigation has taken place regarding the issues before it since the Supreme Court judgement, but the finance minister chose to conceal these extremely pertinent facts in his Paper. The White Paper coyly discussed the dimensions of black money stashed away abroad by quoting statistics that are more than a decade old, saying that these are being researched upon by three agencies whose report is expected in September 2012. From this it would appear that the government had no knowledge of the quantum of black money lying abroad. One wonders why the government presented the paper at this stage. Interestingly, the Paper officially disclosed a figure regarding Indian accounts held with Swiss banks, at around only US $213 billion (as against $88 billion projected by the International Monetary Fund, and $213.2 billion by GFI), down 60% between 2006 and 2010. A reasonable conclusion that can be drawn is that black money holders, in anticipation of international and national public pressure (not governmental) transferred their money to other safe havens, the safest, it is said, being India. The last two years have seen several enabling statutes and mechanisms to stealthily repatriate the ill-gotten wealth back to India. I am also given to understand that there is evidence of a huge disparity between export figures, particularly of metals quoted by the government, and actual exports through data available from independent sources. The same applies to figures regarding FIIs. The game is clear. Use every government tool and instrument available to repatriate the money to India, without disclosure, culpability or punishment. There must be ways, and ways that we can never fathom or document, but the black money holders control legislation, either through being important politicians, or big businesses, who can buy safe passage, necessary loopholes and escape routes through statute or legislation. The finance minister through his negligence and active cooperation with the criminals allowed the stolen money to be removed from the accounts in which it was held and only a small fraction now remains, which too he is determined to place beyond the reach of the people of India who are its legitimate owners.

End of May 2012 The continuation of my email to Andy: …I was delighted to return to London after war-ravaged Belfast. The students in our college had to evacuate several times due to IRA bomb threats. I must have subconsciously selected to be in Northern Ireland because of my unsettling inner upheavals. Much like the riots that went on in the city in 1971, I was unconsciously fighting my inner demons within myself. I needed that year to overcome my sexual additions and to immerse myself in my fashion studies. By the following year, I had compiled an impressive fashion design portfolio for application with various London Art and Design colleges. Foundation students generally required two years to complete their studies. I graduated from the Belfast College of Art with flying colors within a year. By the autumn of 1972, I was accepted into the prestigious Harrow School of Art and Technology. Around that period, my father’s business was waning and my family had financial difficulty sponsoring my graduate studies. Unbeknownst to my family, I had earned sufficient money during my Harem services to comfortably put myself through college. I lied to my parents and told them I was working part-time in London to make ends meet so I could finance my fashion education. They believed my tall tale. For the next three years I put my heart and soul into my fashion projects. I would occasionally work as a waiter at the famous Rainbow Room in Biba, which is now defunct. Working at this dinner dance club was a convenient way of meeting beautiful and trendy patrons, who often visit this capricious establishment.

With the cost of development down by an order of magnitude or more, the throttle on developer creativity has been removed, setting the stage for a Cambrian explosion of projects. Four major disruptions drove this shift: open source, the cloud, the Internet, and seed-stage financing.

They saw in their hearts a developed South Korea and asked God for a strategy to bring that about. He showed them that if they rallied Westerners to finance one child each through education, then this education would become a foundation for the future greatness of the country. They used this prophetic word to start one of the greatest humanitarian organizations for children in history: Compassion International. (How many readers, I wonder, have supported a child by sending money to a Compassion International child sponsorship project.) The first generation of Compassion International kids that graduated college had a knack for building, and they helped lay Korea’s foundation in government (one was even one of the first Supreme Court justices), education (many became teachers right away), religion (many became Christian pastors and leaders), and industry (many started businesses). It was such a pivotal movement that it is still referred to by many of the South Korean government leaders I have met. South Korea began its greater development into what it is today because God invested a vision of its future to Christians, organizations, and other groups. He gave them the faith to help Korea become what it is today.

because it's not enough to have a dream—you need financing.

The Obama Administration has been trying to indoctrinate the public with its climate ideology in many ways and through a variety of agencies. This includes material on agency websites, advocacy of climate “education,”470 exhibits in National Parks,471 and grants by the National Science Foundation. One example is the $700,000 NSF grant to The Civilians, a New York theatre company, to finance the production of a show entitled “The Great Immensity,”472 “a play and media project about our environmental challenges.”473 A second example is a $5.7 million grant to Columbia University to record “voicemails from the future” that paint a picture of an Earth destroyed due to climate change.474 A third example is a $4.9 million grant to the University of Wisconsin-Madison to create scenarios based on America’s climate actions on climate change including a utopian future where everyone rides bicycles and courts forcibly take property from the wealthy.475 The general approach pursued by the Administration for arts and education-related climate propaganda appears to be very similar to the similar propaganda campaigns by Soviet and Eastern European governments to promote their political ends.