Tour Company Quotes

Perhaps the most chaotic of Divisions Ke Hui Feng 第一 Ψ visited was Recycling. First, it was mammoth, so big most of her tour was spent aboard a drone. Thousands of Dazhong used the 401 thoroughfares from both east and west, the 427 from the south and the 400 from the north to bring their loads of recyclables from the MASS to the enormous MEG Recycling Centre. The roadways might be in ruins outside the MEG boundaries, jagged fragments of pavement between cavernous potholes and trails made by traders, but within the MEG the wide lanes had been cleared and covered with recycled rubber. They were smooth and divided, one lane in—one lane out, between hundred-metre high foamstone walls on either side. No one from the MASS would ever get into the MEG illegally; at least, that was how it seemed. Only those with proper credentials could enter the massive gates: MASS traders, or trading companies, who specialized as middlemen between the gatherers and the Recycling Centre. Not far outside the gates the MASS traders had rebuilt ancient warehouses in which they received goods, stored, and sorted them, then brought them, usually by land freighters, down the ingress roads to meet MEG approved Di sān overseers and, of course, decontaminated Dazhong who further sorted the goods.

those tour group companies that let you ride the donkeys down

I also remember catching the eye of the few conscientious objectors in the terminal, the people opposed to the war but afraid to speak up. There was no hate in their eyes, only pity. Sadness. Knowledge that I might be necessary, but that we shouldn’t be proud that I was necessary. That’s how I saw myself and my company by the end of my second tour. I didn’t hate what we did so much as hate the need for it all. No one should applaud this. We should bow our heads not in thanks but in sadness.

Ideally, most of the top executives of a company should be on Foundational tours.

The theatres are closed, because of the plague, by order of the court, and so the lodger and his company of players have taken themselves off to tour nearby towns, places where it is permitted to gather in a crowd.

He was disappointed on his first Vietnam tour in 1965 when he’d seen little action. Now, with his own company, he was eager to be put to use. His ears stuck out on either side of his high-and-tight and he wore US Marine Corps–issued glasses in thick black plastic frames. In his wallet, he carried a formal portrait of his wife, Missy, and daughter, Marianne, both wearing pink. The politics of the war didn’t concern him at all. He was a marine; there was a war on.

and this collection of petty jealousies, neuroses, undiagnosed PTSD cases, and simmering resentments lived together, traveled together, rehearsed together, performed together 365 days of the year, permanent company, permanent tour. But what made it bearable were the friendships, of course, the camaraderie and the music and the Shakespeare, the moments of transcendent beauty and joy when it didn’t matter who’d used the last of the rosin on their bow or who anyone had slept with,

Indeed, if you ever feel your life is getting a little routine, a bit humdrum, I can wholeheartedly recommend going on tour in the company of a hugely eccentric six-foot-seven gay blues singer with a drink problem. You’ll find things liven up quite considerably.

During a recent visit to the United States, French President François Mitterrand stopped to tour California’s Silicon Valley, where he hoped to learn more about the ingenuity and entrepreneurial drive that gave birth to so many companies there. Over lunch, Mitterrand listened as Thomas Perkins, a partner in the venture capital fund that started Genentech Inc., extolled the virtues of the risk-taking investors who finance the entrepreneurs. Perkins was cut off by Stanford University Professor Paul Berg, who won a Nobel Prize for work in genetic engineering. He asked, ‘Where were you guys in the ’50s and ’60s when all the funding had to be done in the basic science? Most of the discoveries that have fuelled [the industry] were created back then.’ Henderson and Schrage, in the Washington Post (1984)

One of the top reasons women don’t want to travel solo is the prospect of eating alone in public. Take heart: no one cares, and if they do, why do you care what they think? You’ll never see those people again. Some of the most memorable meals of my travels have been in the company of strangers—often locals, including waitresses.

On the last good day he went to work for three hours and then came home and put on the History Channel. The program was about the Airstream RV. When it first came out, one one white knew what to make of the silver bullet, so the company sent a caravan of them on a promotional tour across Africa and Egypt. The native tribes came up the the RVs and poked at them with their spears. They prayed for the beasts to leave. On the last good day, my father didn't' fall asleep while he was watching the show. He turned to me and said words that at the time were only words, not the life lessons they've since exploded into. "It just goes to show you," my father told me on the last good day, "the world's only as big as what you know.

I had been trying to find some sort of exercise program that wasn’t overly bourgeois, but I was having a problem. Weight-lifting was too obviously fascist in nature. Horseback riding was too imperialistic. I gave a lot of thought to starting a co-ed softball league, but that turns out to be closely tied to beer consumption, and I didn’t need the carbohydrates. I had to do something to improve my health that didn’t compromise my revolutionary ethics. (I went so far as to ask my mother for advice on the subject, and she sent me a link to a Chinese tour company that specialized in re-enactments of the Long March, which sounded fascinating but would take me away from Washington at a pivotal time in history, so I didn’t sign up.)

Not much of a gentleman, but what did I care? I just wished he’d walk a little slower. I needed a little more time before the dreaded car ride. I followed him to a shiny burgundy Mercedes. The Steels had money. A lot of it. While I went home from college during the summers and did secretarial work for my father’s construction company, Marj took whirlwind tours to Europe and cruises to the Greek Isles.

When he was barely 14, he auditioned on one of the most prestigious reality shows in South Korea, known as Superstar K. A show designed to find raw talent in the Korean music industry. The show achieved just that with the discovery of Jungkook. Interestingly, Jungkook did not win the show; neither was he part of the individuals who were selected. But his difference was evident to most of the individuals in the room, and before the show was over, he had received more than seven offers from seven different entertainment companies. The decision he made appeared to be the best decision he made all his life. He chose Big Hit Entertainment and started a 36-month training program with them.  Years later, he was quoted to have said that his present bandmate, Rap Monster, in the label was what influenced his decision.

Owen felt his mouth curve into a grin as he heard the familiar clap, clap, clap behind him. That was one of his favorite sounds—high heels on the wooden dock of the Boys of the Bayou swamp boat tour company. He took his time turning and once he did, he started at the shoes. They were black and showed off bright red toenails. The straps wrapped sexily around trim ankles and led the eye right up to smooth, toned calves. The heels matched the black polka dots on the white skirt that thankfully didn’t start until mid-thigh, and showed off more tanned skin. He straightened from his kneeling position in one of the boats as his eyes kept moving up past the skirt to the bright red belt that accentuated a narrow waist and then to the silky black tank that molded to a pair of perfect breasts. He was fully anticipating her lips being bright red to go with that belt and her toenail polish. God, he loved red lipstick. And high heels. In any color. But before he could get to those lips, she used them, to say, “Oh, dammit, it’s you.” Owen’s gaze bypassed her mouth to fly to her eyes. Because he’d know that voice anywhere. Madison Allain was home. A day early. Not that an extra day would have helped him prepare. He’d been thinking about her visit for a week and was still as wound tight about it as he’d been when Sawyer, his business partner and cousin, had told him that she was coming home. For a month. Owen stood just watching her, fighting back all of the first words that he was tempted to say. Like, “Damn, you’re even more gorgeous than the last time I saw you.” Or, “I haven’t put anyone in the hospital lately.” Or, “I’ve missed you so fucking much.” Just for instance.

It is wonderful, and rare, being out of the city, being back at their house, and the four of them enjoy one another's company. He even feels well enough to give Andy an abbreviated tour of the property, which Andy has visited only in springtime or summer, but which is different in autumn: raw, sad, lovely, the barn's roof plastered with fallen yellow gingko leaves that make it look as if it's been laid with sheets of gold leaf.

Dolan Ijen Tour is a travel agency company that has been established since 2011 and this company is the sister company of Harris Ijen Tour and Travel And this company is registered with the culture and tourism service in Indonesia under the name PT Harris Ijen Jaya Mandiri which was founded by Muhammad Abdul Haris SH or I Gusti Haris Pradana And also welcome Yuliana SH . Email info@dolanijentour.com Call or whatsapp +6281249949035

the fact is, our relationships to these corporations are not unambiguous. some memebers of negativland genuinely liked pepsi products. mca grew up loving star wars and didn't mind having his work sent all over the united states to all the "cool, underground magazines" they were marketing to--why would he? sam gould had a spiritual moment in the shower listening to a cd created, according to sophie wong, so that he would talk about tylenol with his independent artist friends--and he did. many of my friends' daughters will be getting american girl dolls and books as gifts well into the foreseeable future. some skateboarders in washington, dc, were asked to create an ad campaign for the east coast summer tour, and they all love minor threat--why not use its famous album cover? how about shilling for converse? i would have been happy to ten years ago. so what's really changed? the answer is that two important things have changed: who is ultimately accountable for veiled corporate campaigns that occasionally strive to obsfucate their sponsorship and who is requesting our participation in such campaigns. behind converse and nike sb is nike, a company that uses shit-poor labor policies and predatory marketing that effectively glosses over their shit-poor labor policies, even to an audience that used to know better. behind team ouch! was an underground-savvy brainreservist on the payroll of big pharma; behind the recent wave of street art in hip urban areas near you was omd worldwide on behalf of sony; behind your cool hand-stenciled vader shirt was lucasfilm; and behind a recent cool crafting event was toyota. no matter how you participated in these events, whether as a contributor, cultural producer, viewer, or even critic, these are the companies that profited from your attention.

It was not these policies alone that turned things around; it was also the energy behind the policies: the six-week tour, the firing and hiring, the tough decisions made about the fleet and the fields. A light was burning in the pilothouse, a firm hand had taken hold of the tiller. United Fruit’s stock price stabilized, then began to climb. It doubled in the first two weeks of Zemurray’s reign, reaching $26 a share by the fall of 1933. This had less to do with tangible results—it was too early for that—than the confidence of investors. If you looked in the newspaper, you would see the new head of the company landing his plane on a strip in the jungle, anchoring his boat on the north coast of Honduras, going here and there, working, working, working. In a time of crisis, the mere evidence of activity can be enough to get things moving. Though Zemurray would stay at the helm for another twenty years, United Fruit was saved in his first sixty days.

Easter was late in April that year; my first three tours of trenches occupied me during the last thirty days of Lent. This essential season in the Church calendar was not, as far as I remember, remarked upon by anyone in my company, although the name of Christ was often on our lips, and Mansfield (when a canister made a mess of the trench not many yards away from him) was even heard to refer to our Saviour as ‘murry old Jesus!’ These innocuous blasphemings of the holy name were a peculiar feature of the War, in which the principles of Christianity were either obliterated or falsified for the convenience of all who were engaged in it. Up in the trenches every man bore his own burden; the Sabbath was not made for man; and if a man laid down his life for his friends it was no part of his military duties. To kill an enemy was an effective action; to bring in one of our own wounded was praiseworthy, but unrelated to our war-aims. The Brigade chaplain did not exhort us to love our enemies. He was content to lead off with the hymn ‘How sweet the name of Jesus sounds’!

If you tour any workplace, you will see countless logos and banners paying lip service to freedom of speech, democracy, logos like ‘speak up, speak out’, creativity, innovation, and on and on goes the list of flashy words and adjectives that companies and corporations want their employees (and outsiders) to believe are part of their work ethics and culture. Yet, most employees learn at the earliest stages of their careers that these bogus adjectives will get them fired, if they are naïve enough to believe in – let alone act on – them.

We cannot pick and choose whom among the oppressed it is convenient to support. We must stand with all the oppressed or none of the oppressed. This is a global fight for life against corporate tyranny. We will win only when we see the struggle of working people in Greece, Spain, and Egypt as our own struggle. This will mean a huge reordering of our world, one that turns away from the primacy of profit to full employment and unionized workplaces, inexpensive and modernized mass transit, especially in impoverished communities, universal single-payer health care and a banning of for-profit health care corporations. The minimum wage must be at least $15 an hour and a weekly income of $500 provided to the unemployed, the disabled, stay-at-home parents, the elderly, and those unable to work. Anti-union laws, like the Taft-Hartley Act, and trade agreements such as NAFTA, will be abolished. All Americans will be granted a pension in old age. A parent will receive two years of paid maternity leave, as well as shorter work weeks with no loss in pay and benefits. The Patriot Act and Section 1021 of the National Defense Authorization Act, which permits the military to be used to crush domestic unrest, as well as government spying on citizens, will end. Mass incarceration will be dismantled. Global warming will become a national and global emergency. We will divert our energy and resources to saving the planet through public investment in renewable energy and end our reliance on fossil fuels. Public utilities, including the railroads, energy companies, the arms industry, and banks, will be nationalized. Government funding for the arts, education, and public broadcasting will create places where creativity, self-expression, and voices of dissent can be heard and seen. We will terminate our nuclear weapons programs and build a nuclear-free world. We will demilitarize our police, meaning that police will no longer carry weapons when they patrol our streets but instead, as in Great Britain, rely on specialized armed units that have to be authorized case by case to use lethal force. There will be training and rehabilitation programs for the poor and those in our prisons, along with the abolition of the death penalty. We will grant full citizenship to undocumented workers. There will be a moratorium on foreclosures and bank repossessions. Education will be free from day care to university. All student debt will be forgiven. Mental health care, especially for those now caged in our prisons, will be available. Our empire will be dismantled. Our soldiers and marines will come home.

Bravo Company, 2nd Battalion had good, solid, professional noncoms, and its troops had served together for a long time. It was a good rifle company and I was happy to get it. Captain Diduryk was twenty-seven years old, a native-born Ukrainian who had come to the United States with his family in 1950. He was an ROTC graduate of St. Peter’s College in Jersey City, New Jersey, and was commissioned in July of 1960. He had completed paratrooper and Ranger training and had served tours in Germany and at Fort Benning. Diduryk was married and the father of two children. He was with his mortar platoon at Plei Me camp when he got the word by radio of his company’s new mission.

Toyota wasn’t really worried that it would give away its “secret sauce.” Toyota’s competitive advantage rested firmly in its proprietary, complex, and often unspoken processes. In hindsight, Ernie Schaefer, a longtime GM manager who toured the Toyota plant, told NPR’s This American Life that he realized that there were no special secrets to see on the manufacturing floors. “You know, they never prohibited us from walking through the plant, understanding, even asking questions of some of their key people,” Schaefer said. “I’ve often puzzled over that, why they did that. And I think they recognized we were asking the wrong questions. We didn’t understand this bigger picture.” It’s no surprise, really. Processes are often hard to see—they’re a combination of both formal, defined, and documented steps and expectations and informal, habitual routines or ways of working that have evolved over time. But they matter profoundly. As MIT’s Edgar Schein has explored and discussed, processes are a critical part of the unspoken culture of an organization. 1 They enforce “this is what matters most to us.” Processes are intangible; they belong to the company. They emerge from hundreds and hundreds of small decisions about how to solve a problem. They’re critical to strategy, but they also can’t easily be copied. Pixar Animation Studios, too, has openly shared its creative process with the world. Pixar’s longtime president Ed Catmull has literally written the book on how the digital film company fosters collective creativity2—there are fixed processes about how a movie idea is generated, critiqued, improved, and perfected. Yet Pixar’s competitors have yet to equal Pixar’s successes. Like Toyota, Southern New Hampshire University has been open with would-be competitors, regularly offering tours and visits to other educational institutions. As President Paul LeBlanc sees it, competition is always possible from well-financed organizations with more powerful brand recognition. But those assets alone aren’t enough to give them a leg up. SNHU has taken years to craft and integrate the right experiences and processes for its students and they would be exceedingly difficult for a would-be competitor to copy. SNHU did not invent all its tactics for recruiting and serving its online students. It borrowed from some of the best practices of the for-profit educational sector. But what it’s done with laser focus is to ensure that all its processes—hundreds and hundreds of individual “this is how we do it” processes—focus specifically on how to best respond to the job students are hiring it for. “We think we have advantages by ‘owning’ these processes internally,” LeBlanc says, “and some of that is tied to our culture and passion for students.

Pan, The House of Bernarda Alba, Transform Caithness: Hunter, Be Near Me, Nobody Will Ever Forgive Us, The Bacchae (also Lincoln Center), Elizabeth Gordon Quinn, Home: Glasgow, and Black Watch, which toured internationally and for which he won Olivier and Critics’ Circle awards. He was Associate Director of the Traverse Theatre from 1996 to 2001, Paines Plough from 2001 to 2005, the National Theatre of Scotland from 2005 to 2012, and was a Radcliffe Fellow at Harvard University in the 2010–2011 academic year. JACK THORNE writes for theater, film, television, and radio. His theater credits include Hope and Let the Right One In, both directed by John Tiffany, Junkyard, a Headlong, Rose Theatre Kingston, Bristol Old Vic & Theatr Clwyd co-production, The Solid Life of Sugar Water for the Graeae Theatre Company and the National Theatre,

Are you sure you won’t be too bored here, waiting for us to come back? We don’t know how long our time with the Pythia will last; I hope you’ll find something to do.” “Of course I will,” I told him. “I’ll be exploring Delphi.” “No you won’t,” my brothers responded in perfect unison. Then they took turns telling me exactly why I couldn’t do what I wanted. “You wouldn’t be safe,” Castor said. “You’d get lost if you went wandering around the city on your own,” Polydeuces added. “It’s too big.” “Too noisy.” “Too confusing.” “Too busy.” “You could run into the wrong sort of people.” “Dangerous types.” “But sneaky enough so you couldn’t tell they’re dangerous until it’s too late.” “We’re responsible for your safety.” “We have to know where you are at all times.” “It’s not that we don’t trust you, Helen.” “It’s them.” “It’s for your own good.” I flopped down on my bed. “Fine. Go. I’ll stay here,” I told the ceiling. Castor and Polydeuces each grabbed one of my wrists and pulled me back to my feet. “I don’t think so,” Castor said, chuckling. “You’d stay here, all right. You’d stay here just until you saw us go into Apollo’s temple, and then you’d be a little cloud of dust sailing out through the gates.” “You don’t have to come with us,” Polydeuces said. “But if you want to tour this city, you’ll have to do it on our terms.” With that, he left me in Castor’s company. “Where’s he going?” I asked. “Probably to see if the priests of Apollo have an oil jar big enough to stuff you inside for safekeeping.” He winked at me. No matter how much I loved my brothers, I wasn’t in the mood for more teasing. “Aren’t you afraid you’ll insult the Pythia if you don’t go to see her right now? You were summoned. She could foretell terrible fates for the two of you if you keep her waiting.” Castor didn’t seem worried. “If she’s truly blessed with the gift of prophecy, she already knows we’re going to be delayed. And if she can’t foretell that, she’s as much of an oracle as I am, so why should I care what she predicts?” He laughed out loud, then added, “But don’t tell Polydeuces I said that. He’s the devout one.

From every direction, the place is under assault—and unlike in the past, the adversary is not concentrated in a single force, such as the Bureau of Reclamation, but takes the form of separate outfits conducting smaller attacks that are, in many ways, far more insidious. From directly above, the air-tour industry has succeeded in scuttling all efforts to dial it back, most recently through the intervention of Arizona’s senators, John Kyl and John McCain, and is continuing to destroy one of the canyon’s greatest treasures, which is its silence. From the east has come a dramatic increase in uranium-mining claims, while the once remote and untrammeled country of the North Rim now suffers from an ever-growing influx of recreational ATVs. On the South Rim, an Italian real estate company recently secured approval for a massive development whose water demands are all but guaranteed to compromise many of the canyon’s springs, along with the oases that they nourish. Worst of all, the Navajo tribe is currently planning to cooperate in constructing a monstrous tramway to the bottom of the canyon, complete with a restaurant and a resort, at the confluence of the Little Colorado and the Colorado, the very spot where John Wesley Powell made his famous journal entry in the summer of 1869 about venturing “down the Great Unknown.” As vexing as all these things are, what Litton finds even more disheartening is the country’s failure to rally to the canyon’s defense—or for that matter, to the defense of its other imperiled natural wonders. The movement that he and David Brower helped build is not only in retreat but finds itself the target of bottomless contempt. On talk radio and cable TV, environmentalists are derided as “wackos” and “extremists.” The country has swung decisively toward something smaller and more selfish than what it once was, and in addition to ushering in a disdain for the notion that wilderness might have a value that extends beyond the metrics of economics or business, much of the nation ignorantly embraces the benefits of engineering and technology while simultaneously rejecting basic science.

If you look back in the 1930s, Leon Trotsky said that fascism was the inability of the socialist parties to come forth with an alternative,” Hudson said. “If the socialist parties and media don’t come forth with an alternative to this neofeudalism, you’re going to have a rollback to feudalism. But instead of the military taking over the land, as occurred with the Norman Conquest, you take over the land financially. Finance has become the new mode of warfare. “You can achieve the takeover of land and the takeover of companies by corporate raids,” he said. “The Wall Street vocabulary is one of conquest and wiping out. You’re having a replay in the financial sphere of what feudalism was in the military sphere.” The debauched ethics of all casino magnates, including Trump, define the dark, petulant heart of America. Our schools and libraries lack funding, our infrastructure is a wreck, drug addiction and suicide are an epidemic, and we flee toward the promise of magic, unchecked hedonism, and perpetual stimulation. There is a pathological need in America to escape the dreary and the depressing.

This is not very practical,” the minister says, pointing at the ceiling, which is crowded with exposed air ducts, pipes, hanging bald light fixtures, and rough concrete. “All this infrastructure. It is surely not up to code? You know—a code violation?” The rest of the German officials nod in vigorous agreement. Some mutter “code violation” to reinforce her point. “Umm … er … it’s meant to embody the journey of Facebook. To show that we’re only one percent finished. I mean, I understand that before we rented this space, it was finished like those law and lobbyist offices you can see through the window. And then they had to strip back all that luxurious finishing. The carpets and everything.” “You dismantled the furnishing of a proper office to make it look like this? Like it is under construction?” one of the officials inquired, incredulous. “It’s symbolic,” I start to say. This all had sounded much more convincing in California when Sheryl explained it to the New Zealand prime minister. I start to realize that Facebook’s office is reinforcing the idea that Facebook is reckless and feckless and nothing good is going to come from continuing the tour. As the members of the German delegation stare at me in disbelief, with some audibly tutting, I make the executive decision to get to the meeting room as quickly as possible. Better to hurry past all the posters that say things like THINK WRONG, MOVE FAST AND BREAK THINGS, and IS THIS A TECHNOLOGY COMPANY?

Pull in Friendships and Fresh Adventures: Five men are walking across the Golden Gate Bridge on an outing organized by their wives who are college friends. The women move ahead in animated conversation. One man describes the engineering involved in the bridge's long suspension. Another points to the changing tide lines below. A third asked if they've heard of the new phone apps for walking tours. The fourth observes how refreshing it is to talk with people who aren't lawyers like him. Yes, we tend to notice the details that most relate to our work or our life experience. It is also no surprise that we instinctively look for those who share our interests. This is especially true in times of increasing pressure and uncertainty. We have an understandable tendency in such times to seek out the familiar and comfortable as a buffer against the disruptive changes surrounding us. In so doing we can inadvertently put ourselves in a cage of similarity that narrows our peripheral vision of the world and our options. The result? We can be blindsided by events and trends coming at us from directions we did not see. The more we see reinforcing evidence that we are right in our beliefs the more rigid we become in defending them. Hint: If you are part of a large association, synagogue, civic group or special interest club, encourage the organization to support the creation of self-organized, special interest groups of no more than seven people, providing a few suggestions of they could operate. Such loosely affiliated small groups within a larger organization deepen a sense of belonging, help more people learn from diverse others and stay open to growing through that shared learning and collaboration. That's one way that members of Rick Warren's large Saddleback Church have maintained a close-knit feeling yet continue to grow in fresh ways. imilarly the innovative outdoor gear company Gore-Tex has nimbly grown by using their version of self-organized groups of 150 or less within the larger corporation. In fact, they give grants to those who further their learning about that philosophy when adapted to outdoor adventure, traveling in compact groups of "close friends who had mutual respect and trust for one another.

Although he always talked about technology and Oracle with passion and intensity, he didn’t have the methodical relentlessness that made Bill Gates so formidable and feared. By his own admission, Ellison was not an obsessive grinder like Gates: “I am a sprinter. I rest, I sprint, I rest, I sprint again.” Ellison had a reputation for being easily bored by the process of running a business and often took time off, leaving the shop to senior colleagues. One of the reasons often trotted out for Oracle’s success in the 1990s was Ellison’s decision to hire Ray Lane, a senior executive credited with bringing order and discipline to the business, allowing Ellison just to do the vision thing and bunk off to sail his boats whenever he felt like it. But Lane had left Oracle nearly eighteen months before after falling out with Ellison. Since then, Ellison had taken full control of the company—how likely was it that he would he stay the course? One reason to be skeptical was that Ellison just seemed to have too many things going on in his life besides Oracle. During the afternoon, we took a break from discussing the future of computing to take a tour of what would be his new home—nearly a decade in the making, and at that time, still nearly three years from completion. In the hills of Woodside, California, framing a five-acre artificial lake, six wooden Japanese houses, perfect replicas of the fifteenth- and sixteenth-century originals in Kyoto, were under construction. The site also contained two full-size ornamental bridges, hundreds of boulders trucked in from the high Sierras and arranged according to Zen principles and an equal number of cherry trees jostling for attention next to towering redwoods. Ellison remarked: “If I’m remembered for anything, it’s more likely to be for this than Oracle.”3 In the evening, I noticed in Ellison’s dining room a scale model of what would become his second home: a graceful-looking 450-foot motor-yacht capable of circumnavigating the globe. Already the owner of two mega-yachts, bought secondhand and extensively modified (the 192-foot Ronin based in Sausalito and the 244-foot Katana, which was kept at Antibes in the South of France), Ellison wanted to create the perfect yacht. The key to achieving this had been his successful courtship of a seventy-two-year-old Englishman, Jon Bannenberg, recognized as the greatest designer of very big, privately-owned yachts. With a budget of $200 million—about the same as that for the Japanese imperial village in Woodside—it would be Bannenberg’s masterpiece. Bannenberg had committed himself to “handing over the keys” to Ellison in time for his summer holiday in 2003.

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5 Thumb Rules to Follow for Outsourcing 3D Character. Outsourcing has become one of the basic requirements of the digital industry. Be it software, websites, architecture rendering or 3D character modelling, companies look forward to outsource these tasks to reliable names. Reason is simple. When it comes to value for money, 3D Art Outsourcing Service stands to be the most viable option as setting up in-house production often isn’t considered a wise ROI choice. But, this necessity has also given rise to possible frauds. There are countless companies waiting to gulp your money in the blink of an eye. There are many more who are ready to lure you with lucrative offers when it comes to 3D character modelling concept. Since not everyone is familiar with the technicalities of this field, companies can easily get trapped with fake promises of giving top notch services well within their reach, only to find out that the whole thing was neither worth their time nor money. However, all the sham can be avoided if companies follow the six thumb rules while Game outsourcing character modelling tasks to animation studios as these will lead them to the right names. 1) Take a Tour of the Website Although you will find expert comments on not to judge a company by its cover, there is no denying the fact that website plays a decisive role in company’s credibility, especially when it comes to art and animation studios. A studio that claims to offer you state-of-art results must first focus on its own. A clean, crisp website with appropriate content can actually say a lot about the studio’s work. A poor design and inappropriate content often indicate the following things: - Outdated and poorly maintained - Negligence towards its virtual presentation - Unprofessionalism - Poor marketing A sincere design and animation studio will indeed feature a vibrant website with all its details properly included. 2) Location Matters Location has a huge impact on hiring charges as it largely decides the price range one can expect. If you are looking forward to countries like India, you expect the range to be well within your budget chiefly because such countries have immense talent, but because of the increasing demand and competition in the field of outsourcing, hiring charges are relatively cheaper than countries like UK or USA. This means that once can get desired expertise without spending a fortune. 3) Know Your Team Inside Out Since you will be spending your hard earned money, you have every right to know the ins and outs of your team. Getting to know the team can assist you in your decision. Do your part of homework and be ready with your queries. Starting from their names to their works, check everything you can, and if need be, go for one-to-one conversation. This will not only help you to know them better, but will also give you an idea of their communication, their knowledge about their work and their sincerity. A dedicated one will always answer you up to the point while a confused one with fidget with words or beat around the bush. 4) Don’t Miss Out on the Portfolio While the website of a studio is its virtual representative, it’s the portfolio which speaks about its execution. Reputed names of 3D modelling and design companies house excellent projects ranging from simple to complex ones. A solid portfolio indicates: - commitment of the studio towards its projects - competency of its team - execution and precision - status of its expertise Apart from the portfolio, some animation studios even feature case studies and white papers in their websites which indicate their level of transparency. Make sure to go through all of them.

We see this even more in Seven Brides For Seven Brothers (1954), with Mercer again at MGM, collaborating with composer Gene De Paul. This one has a real Broadway score, every number embedded in the characters’ attitudes. Ragged, bearded, buckskinned Howard Keel has come to town to take a wife, and a local belle addresses him as “Backwoodsman”: it’s the film’s central image, of rough men who must learn to be civilized in the company of women. The entire score has that flavor—western again, rustic, primitive, lusty. “Bless Yore Beautiful Hide,” treating Keel’s tour of the Oregon town where he seeks his bride, sounds like something Pecos Bill wrote with Calamity Jane. When the song sheet came out, the tune was marked “Lazily”—but that isn’t how Keel sings it. He’s on the hunt and he wants results, and, right in the middle of the number, he spots Jane Powell chopping wood and realizes that he has found his mate. But he hasn’t, not yet. True, she goes with him, looking forward to love and marriage. But her number, “Wonderful, Wonderful Day,” warns us that she is of a different temperament than he: romantic, vulnerable, poetic. They don’t suit each other, especially when he incites his six brothers to snatch their intended mates. Not court them: kidnap them. “Sobbin’ Women” (a pun on the Sabine Women of the ancient Roman legend, which the film retells, via a story by Stephen Vincent Benét) is the number outlining the plan, in more of Keel’s demanding musical tone. But the six “brides” are horrified. Their number, in Powell’s pacifying tone, is “June Bride,” and the brothers in turn offer “Lament” (usually called “Lonesome Polecat”), which reveals that they, too, have feelings. That—and the promise of good behavior—shows that they at last deserve their partners, whereupon each brother duets with each bride, in “Spring, Spring, Spring.” And we note that this number completes the boys’ surrender, in music that gives rather than takes. Isn’t

It doesn’t seem that an individual being led through a land by the land’s occupants should count as discovering it, except in a personal sense. Mackenzie and his team should more accurately be called travellers. They were not exploring a land devoid of inhabitants; they were touring distant, populated lands for eastern economic interests. They were discovering new markets, which is not to be sneered at, as these were difficult and dangerous expeditions through geography unknown to them and into lands with people of foreign customs who were not necessarily friendly or welcoming to strangers

All my hard work. Years of my life, convinced I knew exactly what I wanted to do. Convinced that I had found my passion. That if i could only continue to practice, to work hard and pour all my love into it, I would persist. Maybe join a major company. Maybe tour the world’s stages. Maybe perform in productions of Giselle or Coppelia or Don Quixote. Maybe become the next Noelani Pantastico. The first Maisie Cannon. But it’s all over. That much is clear now.

Soaking up the onstage elation, my mother kept touring with the Graham Company. She would go away, come home, and go away again. “I think my children are the most wonderful, the best looking, the smartest, and the most awe-inspiring children in the world,” she would recall. “Yet it is as though they are not connected to me. They come to see the show at a matinee wearing lovely clothes that I swear I have never seen before. They meet the cast, charm everyone and are whisked home to do whatever it is they do there. I think about taking them to dinner between shows, but somehow never get around to asking if this is all right. All right with whom? I am afraid to answer my own questions.

I was drunk. I was happy. If not THE perfect meal, this was, in many ways, a perfect one. Good food, good company, exotic ambiance, and an element of adventure.

He padded his training with substances to improve his abilities, though he was hardly the only one. Strychnine stimulated muscle activity. Nitroglycerine improved his breathing, though it risked hallucinations and exhaustion. Ether deadened his pains, even while he rode, one hand removed from the handlebars, a handkerchief lifted to his face. It was tolerated by everyone—pharmaceutical companies advertised in l’Auto, and the drugs were freely given out by team trainers. Henri rubbed chloroform against his gums and dropped liquid cocaine into the corners of his eyes. He avoided alcohol due to its lingering effects the next day, but in that year’s Tour, it was unclear what the state of drinking water would be in cities closer to the front.

Directed dabbling is what led me to Bre Pettis, a former art teacher from Seattle who started NYC Resistor, a Brooklyn maker space, and also launched the 3-D printing company MakerBot next door. I had been tracking Bre as part of our digital development effort. I e-mailed Bre to ask if I could simply hang out and watch what he was doing: “I want to understand the new wave of micro-manufacturing, and especially what you are doing with 3-D printing.” Resistor was a higgledy-piggledy series of rooms on the fourth floor of a run-down factory. There Bre introduced me to his “makers” as we walked between workbenches covered with bits of sheet metal and wires and boxes of odds and ends. I saw people making a miniature wind turbine and a portable water purification system. That is, GE kinds of things. One guy was building his own miniature gas turbine, because, well, he could. “Why not?” he said. “People want to live off the grid.” “We could use this ingenuity inside GE,” I said out loud. After NYC Resistor and MakerBot, I met with Shapeways, in Queens, an advanced contract manufacturer where people submitted designs to be 3-D printed for a fee. As we toured the space and talked about the jewelry they made, I

In a series of experiments involving hundreds of subjects, Princeton psychologist Diana Tamir and three colleagues examined how people's recording of their experiences, through online comments or digital photographs, influenced memory formation in three different scenarios: watching a lecture on a computer, taking a self-guided tour of a historic building alone, and taking the same tour in the company of another person. "Media use impaired memory for both computer-based and real-world experiences, in both solo and social contexts," the researchers reported in the Journal of Experimental Psychology. "Creating a hard copy of an experience through media leaves only a diminished copy in our own heads." With social media allowing and encouraging us to upload accounts of pretty much everything we do, this effect is now widespread. A 2017 Frontiers in Psychology survey of peer-reviewed research on how smartphones affect memory concluded that "when we turn to these devices, we generally learn and remember less from our experiences.

When Wimdu launched, the Samwers reached out to Airbnb to discuss combining forces, as they had done with Groupon and eBay to facilitate a speedy exit. Discussions ensued between Airbnb and Wimdu cofounders and investors—meeting multiple times, touring the Wimdu offices, and checking with other founders like Andrew Mason from Groupon to best understand the potential outcome. In the end, Airbnb chose to fight. Brian Chesky described his thought process: My view was, my biggest punishment, my biggest revenge on you is, I’m gonna make you run this company long term. So you had the baby, now you gotta raise the child. And you’re stuck with it for 18 years. Because I knew he wanted to sell the company. I knew he could move faster than me for a year, but he wasn’t gonna keep doing it. And so that was our strategy. And we built the company long term. And the ultimate way we won is, we had a better community. He couldn’t understand community. And I think we had a better product.82 To do this, the company would mobilize their product teams to rapidly improve their support for international regions. Jonathan Golden, the first product manager at Airbnb, described their efforts: Early on, Airbnb’s listing experience was basic. You filled out forms, uploaded 1 photo—usually not professional—and editing the listing after the fact was hard. The mobile app in the early days was lightweight, where you could only browse but not book. There were a lot of markets in those days with just 1 or 2 listings. Booking only supported US dollars, so it catered towards American travelers only, and for hosts, they could get money out via a bank transfer to an American bank via ACH, or PayPal. We needed to get from this skeleton of a product into something that could work internationally if we wanted to fend off Wimdu. We internationalized the product, translating it into all the major languages. We went from supporting 1 currency to adding 32. We bought all the local domains, like airbnb.co.uk for the UK website and airbnb.es for Spain. It was important to move quickly to close off the opportunity in Europe.83 Alongside the product, the fastest way to fight on Wimdu’s turf was to quickly scale up paid marketing in Europe using Facebook, Google, and other channels to augment the company’s organic channels, built over years. Most important, Airbnb finally pulled the trigger on putting boots on the ground—hiring Martin Reiter, the company’s first head of international, and also partnering with Springstar, a German incubator and peer of Rocket Internet’s, to accelerate their international expansion.

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The history includes a life built together travelling, touring, competing in Ironman triathlons and marathons, seeing friends and new places. Most of all, it has been time enjoying each other’s company.

Trillions of dollars in homeowner equity…so are the best “captains” of “equity conversion airplanes” the homeowners themselves? No. There is an impetus placed upon real estate professionals - as well as an implied responsibility - to honestly, to effectively and to accurately communicate reality to home sellers. An inability to do so? Fewer real estate listings. Lower sale prices for home sellers. Less equity converted into cash for home sellers. Less revenue for real estate companies. Inopportune…across the board. Three years ago, American homeowners were custodians of an estimated $19 trillion in homeowner equity. Furthermore, over the past three years - even with these stubbornly-elevated mortgage rates - we witnessed an uninterrupted, further run-up in home prices. More equity gained, for American homeowners. As mortgage rates ease downwards heading into the fall, unlocking trillions of dollars in homeowner equity - as a result of more homeowners deciding to either trade up to larger homes, or to downsize to smaller homes, circumstances permitting - will trigger a large-scale (and an upcoming) re-thinking of this following question by more and more homeowners: What shall we now do with this equity we have in our home? So what’s the plan? In real estate, the effective utilization of well-tested "tools,” such as 3-D tours and virtual staging, coupled to good marketing processes - I.e.: a Marketing Plan - deployed by successful real estate teams is a great way for homeowners to convert the equity they have in their homes into cash. It works. Ok, so if you are a for sale by owner home seller in 2024, data indicate that an over-reliance in - as well as, maybe, blind faith placed upon(?), “the Internet,” if you decide to sell your home yourself, FSBO, could lead to an entirely avoidable (and a costly) home selling misadventure. As well as to a saddened foray for home sellers into this unintended outcome: lower sale prices.

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I’ve something to ask you,” Poppy said. Harry waited patiently, his gaze resting on her face. “May we stay in Hampshire for a few days?” His eyes turned wary. “For what purpose?” She smiled slightly. “It’s called a holiday. Haven’t you ever gone on holiday before?” Harry shook his head. “I’m not sure what I would do.” “You read, walk, ride, spend a morning fishing or shooting, perhaps go calling on the neighbors . . . tour the local ruins, visit the shops in town . . .” Poppy paused as she saw the lack of enthusiasm on his face. “. . . Make love to your wife?” “Done,” he said promptly. “May we stay a fortnight?” “Ten days.” “Eleven?” she asked hopefully. Harry sighed. Eleven days away from the Rutledge. In close company with his in-laws. He was tempted to argue, but he wasn’t fool enough to risk the ground he’d gained with Poppy. He’d come here with the expectation of a royal battle to get her back to London. But if Poppy would take him willingly into her bed, and then accompany him back with no fuss, it was worth a concession on his part. Still . . . eleven days . . . “Why not?” he muttered. “I’ll probably go mad after three days.” “That’s all right,” Poppy said cheerfully. “No one around here would notice.

My Dearest Bev, For the last week we have been waiting for an attack, and last night it came in full force. Honey, I was never so scared in my life. We got hit by 12 mortars and rockets, and some even hit our ammo dumps, which really hurt the battery. A mortar landed about 30 feet from me and I was lucky enough to have my head down, but the sergeant next to me didn’t, and we think he lost an eye. We got three men seriously hurt and four others shaken up by the blast. This was my first real look at war, and it sure was an ugly sight. I helped carry some of the wounded away, and boy, I sure hope I don’t have to do that again. It was an experience you can never explain in a million words. The noise from shooting is enough to drive a person crazy. Even after the attack last night, we had to stay up and wait for a ground attack which, lucky for us, never came. We expect to catch a lot of hell through May because it seems that the VC are really putting a big push on. Bev, I was so surprised last night to see that the men here were willing to risk their own lives to save a buddy’s. It really makes you have faith in people again, but I hope I don’t have to go through what we did last night in a long time (like never!) I take your picture out quite often and just look at it, because it’s such a relief from this pitiful place to see such a beautiful being. I am thinking of you always. All my love, Al Allen Paul was a sergeant with Company D, 2nd Battalion, 5th Cavalry, 1st Cavalry Division (Airmobile). His unit operated in Both I and III Corps during his tour, April 1968 to April 1969. He is now information coordinator for Indiana Technical College, Richmond, Indiana.

The owner of the coal mines, Baron Takaharu Mitsui (1900–1983), a graduate of Dartmouth College in New Hampshire and world famous as a philatelist, was head of one of the two most powerful industrial families in Japan (along with Mitsubishi), and among the wealthiest men in the country. His mines produced half of its coal, though those at Omuta had been closed down in the 1920s as unsafe. He was well aware of the work and living conditions of the POWs, having visited the camp several times in his open touring car. Like other companies that used Allied prisoners as slave labor—Mitsubishi, Nippon Steel, Kawasaki—Mitsui paid the Japanese army a leasing fee per prisoner of two yen per day (above the average Japanese daily income), and the army kept the money. Though the prisoners were supposedly being paid a wage that was a minuscule fraction of this, very few ever received anything.

a production company working on a new animated series called me to ask if they could use the name “Duff” for a brand of beer in the show. I laughed and said of course, no problem. The whole thing sounded like a low-rent art project or something—I mean, who made cartoons for adults? Little did I know that the show would become The Simpsons and that within a few years I would start to see Duff beer glasses and gear everywhere we toured.

There’s a country that does something a little like this. Its young people, including its very best educational prospects from all different backgrounds, spend two or three years training and solving problems in a nonhierarchical environment and get together every year. Many then collaborate to start companies. This country leads the world in venture capital investments per capita (over $170, versus $75 in the United States in 2010).1 It has more companies on the NASDAQ than any non-US country except for China, despite having a population of less than eight million.2 Its quarterly gross domestic product (GDP) growth rate was above 5 percent in 2011 and it’s in the top thirty globally in per capita GDP, above Spain and Saudi Arabia, among others.3 This country is Israel, where eighteen-year-olds complete two- or three-year tours in the military, getting to know each other in highly selective military units. They operate at a high level of autonomy and responsibility and then travel the world for months before heading to college and/or grad school. In Dan Senor and Saul Singer’s book Start-up Nation, this network and training ground is credited as helping give rise to a culture of risk taking and entrepreneurship. By the time Israelis graduate from college, they’re in their midtwenties and mature; in many cases, they’ve already been in operating environments and borne life-and-death responsibilities. This cocktail of experience gives rise to a mixture of both courage and impatience. As one entrepreneur put it, “When an Israeli entrepreneur has a business idea, he will start it that week. The notion that one should accumulate credentials before launching a venture simply does not exist. . . . Too much time can only teach you what can go wrong, not what could be transformative.”4 Another observer commented, “Israelis . . .  don’t care about the social price of failure and they develop their projects regardless of the economic . . . situation.”5

Note from Tim Ferriss: I asked Tim to share a fun piece of related background. Here it is. In early 2015, Elon reached out to schedule a call. He said he had read some Wait But Why posts and was wondering if I might be interested in writing about some of the industries he’s involved in. I flew out to California to meet with him, tour the Tesla and SpaceX factories, and spend some time with the executives at both companies to learn the full story about what they were doing and why. Over the next six months, I wrote four very long posts about Tesla and SpaceX and the history of the industries surrounding them (during which I had regular conversations with Elon in order to really get to the bottom of the questions I had). In the first three posts, I tried to answer the question, “Why is Elon doing what he’s doing?” In the fourth and final post of the series, I examined Elon himself and tried to answer the question, “Why is Elon able to do what he’s doing?” That’s what led me to explore all these ideas around reasoning from first principles (being a “chef” who comes up with a recipe) versus reasoning by analogy (being a “cook” who follows someone else’s recipe).

Treasure Hunters Who Followed the Restalls When I started this book, I intended to tell the full Oak Island story, including those treasure hunters who came after the Restalls. But space will not allow it, so we will have to be satisfied with the briefest of highlights. • Robert Dunfield was the first treasure hunter after the accident. He had a causeway built connecting the mainland to Oak Island. It allowed mammoth equipment to be moved over to the island. Down at the Money Pit end of the island, no work was done to stop the sea water, but the huge machinery moved soil from this place to that in search of the treasure. The work gouged out part of the clearing so that the Money Pit, which had been 32 feet above sea level, was reduced to just 10 feet. His work drastically changed the terrain, giving free rein to the incoming sea water. It turned that end of the island into a huge heap of slippery mud. No treasure was found. • Dan Blankenship and David Tobias formed Triton Alliance Limited, the next treasure-hunting company. After drilling countless exploratory holes, they put down a mammoth caisson; Dan climbed down inside, but the caisson began to slowly collapse, threatening to crush the life out of him. He barely escaped. Before this near-fatal event, Triton had located and videotaped what many believe to be evidence of treasure within a huge cavern beneath the bedrock of the island. Their video also revealed what appears to be a human hand. • Oak Island Tours Inc., the final treasure-hunting company, is still at work on Oak Island. In fact, they have only just begun. This company includes a pervious Oak Island treasure hunter, Dan Blankenship, and four newcomers from Michigan--Craig Tester, Marty Lagina, Rick Lagina, and Alan J. Kostrzewa. It is reported that they possess adequate financing to see the job through to a successful end. I’ve exchanged emails with one of these men from Michigan and met face-to-face with another, and I’m convinced that they respect the island and the searchers who went before them and that they will give their search for treasure their very best effort. I wish them every success.

Timeline 1795 Daniel McInnis, John Smith, Anthony Vaughan 1804-05 The Onslow Company 1849-50 The Truro Company 1861-65 The Oak Island Association 1866-67 The Eldorado Company of 1866 (a.k.a. The Halifax Company) 1878 Mrs. Sophia Sellers accidentally discovers the Cave-In Pit 1893-99 The Oak Island Treasure Co. (Frederick Blair) 1909-11 The Old Gold Salvage Company (Captain Henry Bowdoin) 1931 William Chappell 1934 Thomas Nixon 1935-38 Gilbert Hedden 1938-44 Professor Edwin Hamilton 1951 Mel Chappell and Associates 1955 George Green 1958 William and Victor Harman 1959-65 Robert Restall 1965-66 Robert Dunfield 1969-2006 Triton Alliance (David Tobias and Dan Blankenship) 2006 Oak Island Tours Inc. (Marty Lagina, Rick Lagina, Craig Tester, Alan J. Kostrzewa, and Dan Blankenship)

A few of the managers we spoke with for this book worried that the tour of duty framework might give employees "permission" to leave. But permission is not yours to give or to withhold, and believing you have that power is simply a self-deception that leads to a dishonest relationship with your employees. Employees don't need your permission to switch companies, and if you try to assert that right, they'll simply make their move behind your back.

What Do the Results of a Successful Tour of Duty Look Like for the Company? A successful mission objective delivers results for the company for either quantitative or qualitative goals, such as launching a new product line and generating a certain dollar amount in first-year revenues, or achieving thought leadership in a specific market category, as measured by the writings of industry analysts. At LinkedIn, for example, managers ask, “How will the company be transformed by this employee?” What Do the Results of

The New York Times - Daily Edition for Kindle (The New York Times Company) - Clip This Article on Location 970 | Added on Sunday, September 21, 2014 10:35:40 AM Many Veterans Adapt to a Strange World, One With Walls By DAVE PHILIPPS LOS ANGELES — For 30 years after Vietnam, Art Harmon’s address was a dry wash under the 210 freeway, where he tried to forget his tour as a 19-year-old helicopter gunner. “I couldn’t be around human beings anymore,” he said. “I didn’t feel at home anywhere.” Today Mr. Harmon has a one-bedroom apartment in nearby Sun Valley, thanks to what is being described as the largest campaign in history to stamp out homelessness among military veterans, who have constituted as much as a quarter of the nation’s homeless population. Since 2010, the Obama administration has spent $4 billion hiring thousands of staff workers, expanding social services and medical programs, and renting thousands of apartments, seeking to fulfill a pledge by Eric Shinseki, the former secretary of Veterans Affairs, to end veterans’ homelessness by the end

I visited with every customer it made sense to see. I sought to discover what they liked and disliked about their current situation and suppliers, and tried to position my company as a better partner that was easier to work with, more flexible, and more eager to meet their needs. I asked lots of questions, toured their facilities, and talked about improvements to our product and ways we were willing to customize our service. It didn’t take long to learn that it was a lot more fun calling on business owners and senior executives than purchasing agents,

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As on the first tour, we had almost no equipment, once again victims of empty promises from agents and record companies. It was Jimi Hendrix who saved us. Hearing of our problems (his managers also handled the Soft Machine) he sent us down to Electric Lady, his recording studio and storage facility on West 8th Street, and told us to help ourselves to what we needed. There are some real rock’n’roll heroes.

During my nine years at Saturday Night Live, my relationship with Lorne transitioned from "Terrified Pupil and Reluctant Teacher" to "Small-Town Girl and Street-Wise Madam showing her the ropes" to "Annie and Daddy Warbucks" (touring company) to one of mutual respect and friendship.

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As soon as Mr. Clinton became the president, Mrs. Clinton and her staff sought to repair the Clinton brand among groups they thought had been damaged during the campaign, scheduling galas, balls, and dinners. They hosted open house tours day and night, especially around Christmas and for the military. What she and her staffers failed to realize was that the White House had a budget like any other government entity. Each shindig still had to be paid either from the Executive Residence budget or the Democratic Party’s purse. Event planners dropped the ball on costs. One Rose Garden event required big, rented, air-conditioned tents that ruined the lawn. Landscaping crews and the National Park Service tore up all the dead grass, installed new sod, and sent them the bill. That’s expensive. But you can’t just have a whole White House lawn muddy and looking like crap. “Just get it done,” staffers would say. Party rental companies refused future events until they were paid. The discussions were plain embarrassing, but when I heard them I wasn’t eavesdropping. They were shouted in the hallway. The Clintons believed that a magic royal pot of money somehow existed for their every whim.

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In the fall of 1932, Bergelson undertook the longest journey of his life. He traveled the Trans-Siberian Railway all the way through Siberia and beyond, disembarking just fifty miles shy of the border with China, in the budding Jewish autonomy of Birobidzhan. The Jews of Birobidzhan welcomed him grandly, as if he were a long-lost descendant of a royal Yiddish tribe. A plenary session of the settlement council convened in his honor. He toured the new collective farms in the company of local authorities. He participated, as a guest of honor, in the celebration of the fifteenth anniversary of the October Revolution—an unprecedented role for a foreign national.

The problem was, they had no beds, but Gebbia did have three air mattresses. “So we inflated them and called ourselves ‘Airbed and Breakfast.’ Three people stayed with us, and we charged them eighty dollars a night. We also made breakfast for them and became their local guides,” Chesky, thirty-four, explained. In the process, they made enough money to cover the rent. More important, though, they discovered a bigger idea that has since blossomed into a multibillion-dollar company, a whole new way for people to make money and tour the world. The idea was to create a global network through which anyone anywhere could rent a spare room in their home to earn cash. In homage to its roots, they called the company Airbnb, which has grown so large that it is now bigger than all the major hotel chains combined—even though, unlike Hilton and Marriott, it doesn’t own a single bed. And the new trend it set off is the “sharing economy.” When I first heard Chesky describe his company, I confess to being a little dubious: I mean, how many people in Paris really want to rent out their kid’s bedroom down the hall to a perfect stranger—who comes to them via the Internet? And how many strangers want to be down the hall? Answer: a lot! By 2016, there were sixty-eight thousand commercial hotel rooms in Paris and more than eighty thousand Airbnb listings.

In 1917, Milton Hershey began work on a sugar mill town outside the city of Santa Cruz, Cuba, which he named Hershey and which, when finished, included American-style bungalows, luxurious houses for staff, schools, a hospital, a baseball diamond, and a number of movie theaters. At the height of the banana boom of the 1920s, one could tour Guatemala, Costa Rica, Panama, Honduras, Cuba, and Colombia and not for a moment leave United Fruit Company property, traveling on its trains and ships, passing through its ports, staying in its many towns, with their tree-lined streets and modern amenities, in a company hotel or guest house, playing golf on its links, taking in a Hollywood movie in one of its theaters, and being tended to in its hospital if sick.

While turning off the Desoto Solar Farm in the area where President Obama was touring was the right thing to do, I did have ethical issues with him and the company presenting a known dangerous electrical system to the world as a great achievement.

When the dangerous DeSoto Solar Farm was turned off for the President Obama tour, I took it as an admission by the company that my engineering assessment was correct that it could spontaneously go on fire in front of the world’s media.

They talked for a time longer and Sine took him on a brief tour of the plant, past assembly lines where dungareed girls operating wire-wrap machines worked on computer circuits, the company’s major product.

RiodeJaneiroPrivateTour is a tour company in Rio de Janeiro. Although this specific website was created in 2023, its founder has been providing private guided tours since 2004. SugarLoaf Mountain and Christ the Redeemer statue on Corcovado Mountain are among the sites that can be visited accompanied by a reputable tour guide in Rio de Janeiro. If you are planning a trip to Brazil, you should definitely hire an experienced tour guide who has guided thousands a tourists from all over the world.

COL Nicholas Young Retires from the United States Army after More than Thirty -Six Years of Distinguished Service to our Nation 2 September 2020 The United States Army War College is pleased to announce the retirement of United States Army War College on September 1, 2020. COL Young’s recent officer evaluation calls him “one of the finest Colonel’s in the United States Army who should be promoted to Brigadier General. COL Young has had a long and distinguished career in the United States Army, culminating in a final assignment as a faculty member at the United States Army War College since 2015. COL Young served until his mandatory retirement date set by federal statue. His long career encompassed just shy of seven years enlisted time before serving for thirty years as a commissioned officer.He first joined the military in 1984, serving as an enlisted soldier in the New Hampshire National Guard before completing a tour of active duty in the U.S, Army Infantry as a non-commissioned officer with the 101st Airborne (Air Assault). He graduated from Officer Candidate School in 1990, was commissioned in the Infantry, and then served as a platoon leader and executive officer in the Massachusetts Army National Guard before assuming as assignment as the executive officer of HHD, 3/18th Infantry in the U.S. Army Reserves. He made a branch transfer to the Medical Service Corps in 1996. COL Young has since served as a health services officer, company executive officer, hospital medical operations officer, hospital adjutant, Commander of the 287th Medical Company (DS), Commander of the 455th Area Support Dental, Chief of Staff of the 804th Medical Brigade, Hospital Commander of the 405th Combat Support Hospital and Hospital Commander of the 399th Combat Support Hospital. He was activated to the 94th Regional Support Command in support of the New York City terrorist attacks in 2001. COL Young is currently a faculty instructor at the U.S. Army War College. He is a graduate of basic training, advanced individual infantry training, Air Assault School, the primary leadership development course, the infantry officer basic course, the medical officer basic course, the advanced medical officer course, the joint medical officer planning course, the company commander leadership course, the battalion/brigade commander leadership course, the U.S. Air War College (with academic honors), the U.S. Army War College and the U.S. Naval War College (with academic distinction).

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Shop, Cooks Cycles, and Easy Riders Bicycle Rentals, who will deliver bikes to your lodging!). The island also has Uber, Lyft, and a host of taxis. My favorite taxi company is Roger’s Taxi, 508-228-5779. Cranberry Transportation provides a proper “car service” and they also give private tours of the island. Where Should I Stay? You just finished a novel called The Hotel Nantucket, so I’m going to start by recommending the inspiration for the main character in the book, which is The Nantucket Hotel and Resort, located at 77 Easton Street.

Yet it is possible—indeed, necessary—to extend this personalized approach to all employees using the tour of duty framework. As the world has become less stable, you can’t just rely on a few stars at the top to provide the necessary adaptability. Companies need entrepreneurial talent throughout the organization in order to respond to rapid changes.

Remember, the employee and the company don’t have to be aligned forever, just for the length of the tour of duty. Ultimately, the alignment of interests, values, and aspirations increases the odds of a long-term, strong alliance between a company and its talent.

Implementing a tour of duty with strong alignment means leaving behind the rote exchanges of template-driven performance reviews where little of import is said or done. Instead, you need to have frank, open, rigorous conversations. Both manager and employee have an explicit (albeit nonbinding) agreement with shared objectives and realistic expectations. This agreement provides the criteria for regular, mutual performance measurement and management. You provide specific feedback and guidance to the employee; just as important, the employee has a context in which to talk about his long-term career goals and whether the company is accommodating them as promised.

A successful tour of duty should move the needle for the employee as well as the company. Success might include developing new knowledge and skills; acquiring functional, technical, or managerial experience to advance the employee’s career; and building a personal brand within and outside the company by accomplishing an impressive goal. Usually it won’t include an upgrade in job title.

You should set up a system of regular checkpoints to assess how the tour of duty is going for both parties (see figure 4-1). These checkpoints could be held at regular intervals (e.g., quarterly) or could be tied to specific milestones in the overall project plan associated with the tour of duty. Either way, the goal is to provide an explicit forum for jointly evaluating progress toward both parties’ desired results. This enables course corrections as necessary. Remember, it’s a bidirectional conversation: the company talks about the employee’s contributions and the employee talks about whether the company is helping him meet his career goals.

Managers shouldn’t use the moral imperative of a tour of duty to force an employee to stay in an onerous position, especially if the poor fit is the result of flawed management decisions. The goal of the tour of duty is to build trust with honest communication and to create longevity on a voluntary basis, not to lock employees into roles they dislike or lock up companies with ineffective employees.

2018, around two years before their contract was due to end, Big Hit Entertainment offered to re-sign the members. The company’s outlook was that, following the LOVE YOURSELF series, BTS would be able to do a worldwide stadium tour. Given that it was necessary to consider the schedule several years in advance, a decision needed to be made regarding contract renewal.

Though a clergyman, he never thought of reading prayers during their whole stay at Nice. He appeared in all respects like an ordinary man of the world, mixing, like myself, in all companies, and joining, as readily as others, in the prevalent Sunday parties. Indeed, when I engaged him as a companion in my tour, I knew not that he had any deeper principles.

He padded his training with substances to improve his abilities, though he was hardly the only one. Strychnine stimulated muscle activity. Nitroglycerine improved his breathing, though it risked hallucinations and exhaustion. Ether deadened his pains, even while he rode, one hand removed from the handlebars, a handkerchief lifted to his face. It was tolerated by everyone—pharmaceutical companies advertised in l’Auto, and the drugs were freely given out by team trainers. Henri rubbed chloroform against his gums and dropped liquid cocaine into the corners of his eyes.

Even organizations outside the business world can use blitzscaling to their advantage. Upstart presidential campaigns and nonprofits serving the underprivileged have used the levers of blitzscaling to overturn conventional wisdom and achieve massive results. You’ll read all these stories, and many more, in the pages of this book. Whether you are a founder, a manager, a potential employee, or an investor, we believe that understanding blitzscaling will allow you to make better decisions in a world where speed is the critical competitive advantage. With the power of blitzscaling, the adopted son of a Syrian immigrant (Steve Jobs), the adopted son of a Cuban immigrant (Jeff Bezos), and a former English teacher and volunteer tour guide (Jack Ma) were all able to build businesses that changed—and are still changing—the world.

Fines, often in the thousands of dollars, are assessed against many prisoners when they are sentenced. There are twenty-two fines that can be imposed in New Jersey, including the Violent Crime Compensation Assessment (VCCA), the Law Enforcement Officers Training & Equipment Fund (LEOT), and Extradition Costs (EXTRA). The state takes a percentage each month out of a prisoner’s wages to pay for penalties. It can take decades to pay fines. Some 10 million Americans owe $50 billion in fees and fines because of their arrest or imprisonment, according to a 2015 report by the Brennan Center. If a prisoner who is fined $10,000 at sentencing relies solely on a prison salary, he or she will owe about $4,000 after making monthly payments for twenty-five years. Prisoners often leave prison in debt to the state. And if they cannot continue to make regular payments—difficult because of high unemployment among ex-felons—they are sent back to prison. High recidivism is part of the design. Most of the prison functions once handled by governments have become privatized. Corporations run prison commissaries and, since the prisoners have nowhere else to shop, often jack up prices by as much as 100 percent. Corporations have taken over the phone systems and grossly overcharge prisoners and their families. They demand exorbitant fees for money transfers from families to prisoners. And corporations, with workshops inside prisons, pay little more than a dollar a day to prison laborers. Food and merchandise vendors, construction companies, laundry services, uniform companies, prison equipment vendors, cafeteria services, manufacturers of pepper spray, body armor, and the array of medieval-looking instruments used for the physical control of prisoners, and a host of other contractors feed like jackals off prisons. Prisons, in America, are big business.

Corporate investors, who have poured billions into the business of mass incarceration, expect long-term returns. And they will get them. It is their lobbyists who write the draconian laws that demand absurdly long sentences, deny paroles, determine immigrant detention laws, and impose minimum-sentence and Three-Strikes laws, which mandate life sentences after three felony convictions. Corrections Corporation of America (CCA), the largest owner of for-profit prisons and immigration detention facilities in the country, earned $1.7 billion in revenues and collected $300 million in profits in 2013.50 CCA holds an average of 81,384 inmates in its facilities on any one day.51 Aramark Holdings Corp., a Philadelphia-based company that contracts through Aramark Correctional Services, provides food for six hundred correctional institutions across the United States.52 Goldman Sachs and other investors acquired it in 2007 for $8.3 billion.53 The three top for-profit prison corporations spent an estimated $45 million over a recent ten-year period for lobbying to keep the prison business flush.54 The resource center In the Public Interest documented in its report “Criminal: How Lockup Quotas and ‘Low-Crime Taxes’ Guarantee Profits for Private Prison Corporations” that private prison companies often sign state contracts that guarantee prison occupancy rates of 90 percent.55 If states fail to meet the quota they have to pay the corporations for the empty beds. CCA in 2011 gave $710,300 in political contributions to candidates for federal or state office, political parties, and so-called 527 groups (PACs and super PACs), the American Civil Liberties Union reported.56 The corporation also spent $1.07 million lobbying federal officials plus undisclosed sums to lobby state officials.57 The GEO Group, one of the nation’s largest for-profit prison management companies, donated $250,000 to Donald Trump in 2017.58 The United States, from 1970 to 2005, increased its prison population by about 700 percent, the ACLU reported.59 Private prisons account for nearly all newly built prisons.60 And nearly half of all immigrants detained by the federal government are shipped to for-profit prisons, according to Detention Watch Network.61

Today, SABRE connects more than 57,000 travel agents and millions of travellers with more than 400 airlines, 90,000 hotels, 30 car rental companies, 200 tour operators, and dozens of railways, ferries and cruise lines. A kernel of computational Cold War paranoia sits at the heart of billions of journeys made every year.

When I finished my tour of 154 Grand Street, I noticed that I had several missed calls from an unknown phone number. I stepped outside to call the number back. It belonged to a longtime WeWork executive who heard I was working on a story about the company. He was interested in sharing his experience, but hesitant to speak openly. He stood to benefit handsomely if WeWork successfully made it to an IPO; plus, he had seen how the company treated Joanna Strange and other employees who broke ranks. He believed the business was a good one, but found the ideas WeWork had been spinning up about being a tech company, or revolutionizing education, or improving corporate culture to be laughable. “WeWork has the worst corporate culture I’ve ever encountered in my life,” he said. I heard a similar story from a former WeWork employee I met for an off-the-record conversation a few days later at a coffee shop in Dumbo, near the original Green Desk. “I’ve been involved in some of WeWork’s previous puff pieces,” he said when we sat down. He wanted to know if my article would be one of those.

Rio Private Tours is a tour company in Rio de Janeiro, Brazil. It has been founded in 2009 by a reputable local private tour guide. It offers hassle-free private tours to the major and famous Rio de Janeiro attractions such as Christ the Redeemer statue and Sugar Loaf, but also to off-the-beaten-path sites that only knowledgeable locals know. The founder has guided tourists from dozens of different nationalities and has accumulated hundreds of excellent reviews due to his commitment to excellence.

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