Vp Quotes

Learn to deal with the fact that you are not a perfect person but you are a person that deserves respect and honesty.

Love decides what is wrong, instead of who is wrong. ~ वपु काळे [VP Kale]

Any fool can write, we start learning it at school at the age of three....

I was never meant to fall for him, but the forbidden love I found with The Hades Hangmen VP turned out to be the key to my salvation.

Nix was the VP of Black Deeds and getting involved with him had angered my father, brother and J.

The CEO and VP of product, instead of building their business, are engaged in the drudgery of solving just one customer’s problem. Instead of marketing themselves to millions, they sold themselves to one.

To sum it all up, you can’t find Mobilizers on an org chart. They’re not the VP of this or the senior director of that. Role and title don’t matter. They’re individuals who mobilize irrespective of the org chart, not because of it.

ज्या माणसांच्या गरजा कमीत कमी असतात, ती नेहमी समाधानातच असतात.

शृंगार आणि वैराग्य एकत्र नांदत नाहीत, त्याचप्रमाणे संशय आणि भक्ती . वैराग्य केवळ तारुण्यावर आघात करीत असेल, पण संशय उभ्या आयुष्याची राख करतो.

i hate being quoted

पात्रता नसताना ह्या देशात फक्त एकच गोष्ट मिळते. ती म्हणजे मंत्रिपद, सत्ता.

half-life of a startup VP of Sales is about nine months

Fucking Hush and Cowboy, tag-teaming the VP’s sister!” he hollered. “That deserves a fucking standing O!

If you want to do it now,” Priebus continued, “Pence is prepared to step up, and Condi Rice will come in as his VP.

Charles Kuehmann was the VP for materials engineering at both Tesla and SpaceX. One of the advantages that Musk had was that his companies could share engineering knowledge.

Yep. A box of dicks, if you will. Actually, that’s how I got fired.” “What do you mean?” “I screwed up and had my prototypes sent to my office. The boxes got piled up outside my cube, and a coworker of mine decided she had to know what was in them, so she opened one. Apparently she wasn’t used to being wrist-deep in dicks because she freaked and dropped one on the floor, which of course turned on and vibrated its way just far enough into the hall for a senior VP to trip on. He landed face-first on the floor, broke a wrist and chipped a tooth, and I had to explain that my dick was the culprit.

It may not seem this way at first, but your workplace is actually built on a well-ordered system of individuals and groups with defined stations of importance, all interacting to make your company run and appear busy.

Based loosely on NASA monkey research, Soviet paranormal studies, chaos theory and the lost experimental writings of Thorstein Veblen, the Faking Smart! Six-Week Program is one of the most advanced six-week programs of its kind.

Because in Atlas Shrugged, alpha male Francisco d’Anconia tells railroad company VP Dagny Taggart that she sounds happy in her new relationship: “‘But, you see, the measure of the hell you’re able to endure is the measure of your love.

The very best way to know what you want is to act in the role. Not just in title, but in real action. In my career, I’ve been acting VP of HR, CFO, and VP of sales. Often CEOs resist acting in functional roles, because they worry that they lack the appropriate knowledge. This worry is precisely why you should act—to get the appropriate knowledge. Indeed, acting is really the only way to get all the knowledge that you need to make the hire, because you are looking for the right executive for your company today, not a generic executive.

स्वाभाविक गोष्टींवर चिडण्यात अर्थच नसतो. भुंगे जमावेत म्हणून कमळ फुलत नाही, आणि एखादं कमळ पकडायचं असं ठरवून भुंगे भ्रमण करीत नाहीत. फुलणं हा कमळाचा धर्म, भुलणं हा भुंग्याचा धर्म. जाणकारांनी, रसिकांनी कमळाकडे पाहावं, भुंग्याकडे पाहावं आणि फुलावं कसं आणि भुलावं कसं हे शिकावं.

Um, yeah. For instance, take, you know, take, for instance, the issue of -- I'm drawing a blank, and I hate it when I do that, particularly on television. -- potential McCain VP candidate Mark Sanford, asked on CNN to name differences in economic policy between Bush and McCain

Željna komunikacije s vanjskim svijetom, zatvorena u bolničku sobu pretrpanu njezinim osobnim stvarima, knjigama, pismima, novinama, hranom, jogurtima, palentom, maslinama, aromatičnim uljima i mastima kojima je mazala strumu ili umrtvljenu nogu, Vesna se voljela šeretski šaliti i sa svojim nezavidnim položajem. Tako je 4.lipnja 2005. godine na vratima sobe izvjesila oglas. A u njemu je pisalo: ''Ja sam 83-godišnja V.P. Najimućnija sam starica u Hrvatskoj. Posjedujem: 3,5 milijuna napisanih slova u rukopisu 3,8 milijuna tiskanih slova, u knjigama 2,5 milijuna slova u prevedenim knjigama 1,5 milijun slova još nepotrošenih, u glavi. P.S. Ove posljednje ostavljam kao teško potrošenu robu milim i dragim neznalicama, ljenčinama, kukavicama, lažljivcima i licimjerima

At the board meeting, the VP did just that. He took the blame for the failure to meet the manufacturing objectives and gave a solid no-nonsense list of corrective measures that he would implement to ensure execution. The list started with what he was going to do differently, not about what other people needed to do. Now, the VP was

TO MR. CYRIACK SKINNER UPON HIS BLINDNESS" Cyriack, this three years day these eys, though clear To outward view, of blemish or of spot; Bereft of light thir seeing have forgot, Nor to thir idle orbs doth sight appear Of Sun or Moon or Starre throughout the year, Or man or woman. Yet I argue not Against heavns hand or will, nor bate a jot Of heart or hope; but still bear vp and steer Right onward. What supports me, dost thou ask? The conscience, Friend, to have lost them overply’d In libertyes defence, my noble task, Of which all Europe talks from side to side. This thought might lead me through the world’s vain mask Content though blind, had I no better guide.

आनंदाच्या प्रत्येकाच्या कल्पना निरनिराळ्या असतील. आनंद वेगळे आहेत; पण दु:ख एकच आहे याचं त्यांना समाधान वाटलं.

प्रचंड आघातांनी माणूस तेवढा खचत नाही. कारण त्याच्या मनाची पूर्वतयारी झालेली असते. अनपेक्षित बारीकसारीक धक्क्यांनीच माणूस खचतो, कारण त्या प्रसंगांना तोंड देताना तो एकटा असतो.

माणसाजवळ पत हवी, ऐपत हवी आणि दुनियेला ठोकरण्याची जिगर हवी, मग दुनिया तुमचं कौतुक करते.

You are in the hands of experts who have researched and perfected a system of corporate ladder climbing that, until recently, no one has dared consider feasible.

माणूस गर्दीचा झाला म्हणजे हरवत नाही. एकटा राह्यला की हरवतो.

You didn't improvise that speech back there," she said. "How long were you working on that?" "Day or two. Got a bunch of it from The West Wing. That was the only show I was never allowed to watch when I was a kid, so it's my favourite. I wonder who my dad will have as VP if he gets into the White House? I'm rooting for a cloud of bats. What about you, Stevie? You know him better than I do.

The job was “a graveyard of politicians” in Washington parlance, traditionally disparaged by the men who held it. The VP before Truman, Henry Wallace, bragged that he had never had so much time to work on his tennis game. “The Vice President has not much to do,” Truman said, referring to himself as a “political Eunuch.” When asked what he would do with his “spare time,” he answered: “Study history.

सरकार कोसळलं की नवं राज्य स्थापन होईतो पहिल्या सरकारचीच ‘काळजीवाहू सरकार’ म्हणून नेमणूक करायची, हाच प्रचंड विनोद. सत्तेवर असताना ज्यांना काळजी घेता आली नाही, ते सत्ता गेल्यावर कोणती काळजी वाहणार? कदाचित

What happens when you fully staff sales and marketing and you haven’t nailed who your customers are and why they should buy your product? Sales starts missing its numbers. The board gets concerned. The VP of Sales comes to a board meeting, still optimistic, and provides a set of reasonable explanations. The board raises a collective eyebrow. The VP goes back to the field and exhorts the troops to work harder.

VP Pence himself also assured me that the data and policies I expressed were correct; he had requested from me, and personally read, summaries of studies and documents on schools, risks to children, testing, and other issues. Given that the VP was in charge of the Task Force, shouldn’t the bottom-line advice emanating from it comport with the policies of the administration? But he would never speak with Dr. Birx at all.

I never performed for George W. Bush, and wouldn’t have. I disliked the man intensely. I thought he was a dunderhead, without intellect. And his father made certain that Dick Cheney was chosen as his VP. In my opinion Cheney’s one of the most evil men on the planet. Anyone who would vote against every environmental and equal-rights issue, as well as voting to keep Nelson Mandela in prison, is not of this earth and doesn’t deserve my support.

In a sense, we here at the FSRI are like giant wizards at the controls of an incredible machine, operating levers and buttons from behind a great tapestry to provide you with the level of motivation and direction necessary for you to succeed!

Just as no one knows why the sun rises every morning, so is Faking Smart! an enigma that has grasped the imagination of tycoons and business scholars from all walks of life and from every corner of this massive sphere we call Earth. 'We don't know why it works,' quotes the FSRI. 'It just does! So, let's leave it at that.

Some three halfe pennyworth of Latine here also had he throwen at his face, but it was choise stuffe I can tell you, as there is a choise euen amongest ragges gathered vp from the dunghill. At the townes end met him the burgers and dunstical incorporationers of Wittenberg in their distinguished liueries, their distinguished liuerie faces I mene, for they were most of them hot liuered dronkards, and had all the coate coulours of sanguin, purple, crimson, copper, carnation that were to be had in their countenaunces. Filthy knaues, no cost had they bestowed on the town for his welcome, sauing new painted their houghs & bousing houses, which commonly are built fayrer than their Churches, and ouer their gates set the town armes, which sounded gulping after this sort, Vanhotten, slotten, irk bloshen glotten gelderslike: what euer the wordes were, the sense was this, Good drinke is a medicine for all diseases. A

शरीर हे एकच साम्राज्य असं आहे, आणि इतकं महाकाय आहे की त्याला एक राजधानी पुरत नाही. आवेग आणि विवेक ह्या दोन राजधान्यांचा इथे अंमल चालतो. एकमेकांचं अस्तित्व आणि महत्त्व दोघी जाणतात, एकमेकींचं एकमेंकींवर अतिक्रमणही होतं. त्या वेळी संपूर्ण साम्राज्य जिचं प्राबल्य जास्त तिच्या स्वाधीन केलं जातं. राज्याचं होणारं नुकसान नंतर दोघीही भरून काढतात. अधिकार आणि अंमल ह्यात ज्या राजधानीची सरशी होईल त्या प्रमाणात साम्राज्याचा डोलारा टिकतो किंवा कोसळतो. विवेक ह्या मुख्यमंत्र्याचे पाच सल्लागार. दूरदृष्टी, निश्चय, संयम, एकाग्रता आणि सातत्य. आवेगाचं राज्य अनेकांच्या हातात. एका राजधानीत काहीशी हुकूमशाही तर दुसरीत संपूर्ण लोकशाही. षड्‌रिपूंच्या मंत्रिमंडळाबरोबरच प्रलोभनं, जाहिरात, प्रसिद्धी, अपेयपान, भ्रष्टाचार ह्या सगळ्यांचं थैमान आहे. दोन्ही राजधान्यांतले मंत्री एकमेकांच्या राज्यात इथेही दौरे काढतात, शिष्टमंडळं पाठवतात, पण ते स्वतःच्या स्वार्थासाठी नसून साम्राज्य टिकावं म्हणून. इथे साम्राज्यापेक्षा दोन्ही राजधानींत स्वतःचं पद मोठं मानलं जात नाही.

At a Male Allies Plenary Panel, a group of women engineers circulated hundreds of handmade bingo boards among attendees. Inside each square was a different indictment: Mentions his mother. Says “That would never happen in my company.” Wearables. Asserts another male executive’s heart is in the right place. Says feminist activism scares women away from tech. At the center of the board was a square that just said Pipeline. I had heard the pipeline argument, that there simply weren’t enough women and underrepresented minorities in STEM fields to fill open roles. Having been privy to the hiring process, I found it incredibly suspect. What’s the wearable thing, I asked an engineer sitting in my row. “Oh, you know,” she said, waving dismissively toward the stage, with its rainbow-lit scrim. “Smart bras. Tech jewelry. They’re the only kind of hardware these guys can imagine women caring about.” What would a smart bra even do? I wondered, touching the band of my dumb underwire. The male allies, all trim, white executives, took their seats and began offering wisdom on how to manage workplace discrimination. “The best thing you can do is excel,” said a VP at the search-engine giant whose well-publicized hobby was stratosphere jumping. “Just push through whatever boundaries you see in front of you, and be great.” Don’t get discouraged, another implored—just keep working hard. Throughout the theater, pencils scratched. “Speak up, and be confident,” said a third. “Speak up, and be heard.” Engineers tended to complexify things, the stratosphere jumper said—like pipelines. A woman in the audience slapped her pencil down. “Bingo!” she called out.

I’m pretty sure Brooke is moving to Charlotte.” Vaughn’s expression turned serious. “Charlotte? What brought that on?” “One of Sterling’s competitors offered her some big executive VP position. It sounds like a once-in-a-lifetime opportunity.” “Wow. What did you say when she told you about it?” “I said, ‘Congratulations’ and told her to knock ’em dead in Charlotte.” He saw Vaughn frown. “What was I supposed to say? ‘Don’t go?’ You’ve seen her in action; you know how good she is. If she wants this, she should take it.” Vaughn nodded. “You’re right. She should.” Cade pulled back. That was . . . it? Granted, he was no pro at the heart-to-hearts, but he’d expected maybe a little bit more. “Glad we’re on the same page.” “Absolutely. You and I—we are in total agreement.” Vaughn leaned back in the bar stool. “Now if Huxley were here, he, on the other hand, would probably have an entirely different take on the matter.” When Vaughn said nothing further, Cade took the bait. “And what would Huxley’s take on the matter be?” “Probably something about how you should tell Brooke how you feel, regardless of whether she’s moving to Charlotte. You know how Huxley’s all into being honest and open like that.” Then Vaughn met Cade’s gaze straight on. “And after that, he’d probably tell you that if he ever finds a girl who fits him as perfectly as Brooke fits you, that he hopes you’re a good enough friend to say, ‘Dude, get over your shit, get off your ass, and go talk to her.” Cade blinked. This. . . from Vaughn. “Huxley sure has a lot to say.” “Yeah, he’s always been a know-it-all like that.” That, at least, got a grin out of Cade. “Well, I will take Huxley’s advice into consideration.” A comfortable silence fell between them. “And, Vaughn?” Cade looked at his friend, speaking in all earnestness. “Thanks.” Vaughn tipped his glass in acknowledgement. “Anytime, Morgan

Dontchev was born in Bulgaria and emigrated to America as a young kid when his father, a mathematician, took a job at the University of Michigan. He got an undergraduate and graduate degree in aerospace engineering, which led to what he thought was his dream opportunity: an internship at Boeing. But he quickly became disenchanted and decided to visit a friend who was working at SpaceX. “I will never forget walking the floor that day,” he says. “All the young engineers working their asses off and wearing T-shirts and sporting tattoos and being really badass about getting things done. I thought, ‘These are my people.’ It was nothing like the buttoned-up deadly vibe at Boeing.” That summer, he made a presentation to a VP at Boeing about how SpaceX was enabling the younger engineers to innovate. “If Boeing doesn’t change,” he said, “you’re going to lose out on the top talent.” The VP replied that Boeing was not looking for disrupters. “Maybe we want the people who aren’t the best, but who will stick around longer.” Dontchev quit. At a conference in Utah, he went to a party thrown by SpaceX and, after a couple of drinks, worked up the nerve to corner Gwynne Shotwell. He pulled a crumpled résumé out of his pocket and showed her a picture of the satellite hardware he had worked on. “I can make things happen,” he told her. Shotwell was amused. “Anyone who is brave enough to come up to me with a crumpled-up résumé might be a good candidate,” she said. She invited him to SpaceX for interviews. He was scheduled to see Musk, who was still interviewing every engineer hired, at 3 p.m. As usual, Musk got backed up, and Dontchev was told he would have to come back another day. Instead, Dontchev sat outside Musk’s cubicle for five hours. When he finally got in to see Musk at 8 p.m., Dontchev took the opportunity to unload about how his gung-ho approach wasn’t valued at Boeing. When hiring or promoting, Musk made a point of prioritizing attitude over résumé skills. And his definition of a good attitude was a desire to work maniacally hard. Musk hired Dontchev on the spot.

Mandal vs Mandir The V.P. Singh government was the biggest casualty of this confrontation. Within the BJP and its mentor, the RSS, the debate on whether or not to oppose V.P. Singh and OBC reservations reached a high pitch. Inder Malhotra | 981 words It was a blunder on V.P. Singh’s part to announce his acceptance of the Mandal Commission’s report recommending 27 per cent reservations in government jobs for what are called Other Backward Classes but are, in fact, specified castes — economically well-off, politically powerful but socially and educationally backward — in such hot haste. He knew that the issue was highly controversial, deeply emotive and potentially explosive, which it proved to be instantly. But his top priority was to outsmart his former deputy and present adversary, Devi Lal. He even annoyed those whose support “from outside” was sustaining him in power. BJP leaders were peeved that they were informed of what was afoot practically at the last minute in a terse telephone call. What annoyed them even more was that the prime minister’s decision would divide Hindu society. The BJP’s ranks demanded that the plug be pulled on V.P. Singh but the top leadership advised restraint, because it was also important to keep the Congress out of power. The party leadership was aware of the electoral clout of the OBCs, who added up to 52 per cent of the population. As for Rajiv Gandhi, he was totally and vehemently opposed to the Mandal Commission and its report. He eloquently condemned V.P. Singh’s decision when it was eventually discussed in Parliament. This can be better understood in the perspective of the Mandal Commission’s history. Having acquired wealth during the Green Revolution and political power through elections, the OBCs realised that they had little share in the country’s administrative apparatus, especially in the higher rungs of the bureaucracy. So they started clamouring for reservations in government jobs. Throughout the Congress rule until 1977, this demand fell on deaf ears. It was the Janata government, headed by Morarji Desai, that appointed the Mandal Commission in 1978. Ironically, by the time the commission submitted its report, the Janata was history and Indira Gandhi was back in power. She quietly consigned the document to the deep freeze. In Rajiv’s time, one of his cabinet ministers, Shiv Shanker, once asked about the Mandal report.

The second we get Ryder back here, we need to get him back here to assume his position as VP. We can’t be having a half-full table of officers anymore. Ain’t going to fucking work.

Like all great works, it manages to be great without trying to be brilliant. It just is, and effortlessly so. . . . [Has a] rhythm that's sophisticated in its subdivisions of time and its impeccable sense of proportion and pace. —James Guymon Film Composer VP, Composers Guild of America

Are you honestly going to let these people keep turning in something they bought in 1987 for the rest of their lives?” “Well,” someone said after a collective shrug, “what’s the alternative?” “I just told you the alternative!” Main declared. “Our ninety-day return policy. I think that you will agree that three months is more than enough time to figure out if something is defective. Is that really too much to ask of your customers?” “Guests,” Target’s senior VP said, forcefully pronouncing the word. “Huh?” Main said, mentally replaying his previous sentence. “Which guests?” “You said customers. But at Target we don’t think of our visitors that way. We consider them guests and we treat them as such.

Pratt & Whitney, the aerospace manufacturer, now can predict with 97% accuracy when an aircraft engine will need to have maintenance, conceivably helping it run its operations much more efficiently, says Anjul Bhambhri, VP of Big Data at IBM.

Has a clear objective for the copy, e.g. acquiring prospects, making sales        Is very specifically targeted to a buyer, e.g. Plant Manager or Human Resource VP        Contains less hype than typical B2C marketing        Has a 50/50 focus on features and benefits        Takes into account the personal needs as well as the business needs of the buyer        Educates the buyer        Uses attention-grabbing headlines        Highlights the prospect’s problem, need or aspiration        Positions your product, service or offer as

As this VP discovered, being a boss is much like being a high-status primate in any group: the creatures beneath you in the pecking order watch every move you make – and so they know a lot more about you than you know about them.

Growth Hacker Is the New VP [of] Marketing.” What? I was a VP of marketing. I quite liked my job. I was good at it, too. Self-taught, self-made, I was, at twenty-five, helping to lead the efforts of a publicly traded company with 250 stores in twenty countries and more than $600 million in revenue. But the writer, Andrew Chen, an influential technologist and entrepreneur, didn’t care about any of that. According to him, my colleagues and I would soon be out of a job—someone was waiting in the wings to replace us. The new job title of “Growth Hacker” is integrating itself into Silicon Valley’s culture, emphasizing that coding and technical chops are now an essential part

of being a great marketer. Growth hackers are a hybrid of marketer and coder, one who looks at the traditional question of “How do I get customers for my product?” and answers with A/B tests, landing pages, viral factor, email deliverability, and Open Graph. . . . The entire marketing team is being disrupted. Rather than a VP of Marketing with a bunch of non-technical marketers reporting to them, instead growth hackers are engineers leading teams of engineers.1 What the hell is a growth hacker? I thought. How could an engineer ever do my job? But then I added up the combined valuation of the few companies Chen mentioned as case studies—companies that had barely existed a few years ago.

Some people are so belligerent in their communication style that people just stop talking when they are in the room. If every time anyone brings up an issue with the marketing organization, the VP of marketing jumps down their throats, then guess what topic will never come up? This behavior can become so bad that nobody brings up any topic when the jerk is in the room. As a result, communication across the executive staff breaks down and the entire company slowly degenerates. Note that this only happens if the jerk in question is unquestionably brilliant. Otherwise, nobody will care when she attacks them. The bite only has impact if it comes from a big dog. If one of your big dogs destroys communication on your staff, you need to send her to the pound.

Typical things you will see on a to-do list: “Mom” “Bank” “Doctor” “Baby-sitter” “VP Marketing” etc. Looking at these often creates more stress than relief, because, though it is a valuable trigger for something that you’ve committed to do or decide something about, it still calls out psychologically, “Decide about me!” And if you do not have the energy or focus at the moment to think and decide, it will simply remind you that you are overwhelmed. Stuff

The CEO and VP of product, instead of building their business, are engaged in the drudgery of solving just one customer’s problem.

My advice is that you take action so that you stay in touch with how your team builds stuff. You can do this as a director or a VP.

A Jeff Danziger cartoon shows a company president announcing to his staff, “Gentlemen, this year the trick is honesty.” From one side of the conference table, a vice president gasps, “Brilliant.” Across the table, another VP mutters, “But so risky.

Medicolegal Awareness is a must for every Doctor.

Huge sea of sorrow, and tempestuous griefe, Wherein my feeble barke is tossed long, Far from the hoped hauen of reliefe, Why doe thy cruel billowes beat so strong, And thy moyst mountaines each on others throng, Threatening to swallow vp my fearfull lyfe?

Rahul identifies the five builders who, along with the V.P. Naik government, ruined Bombay: the Makers, the Rahejas, the Dalamals, the Mittals, and the Tulsianis. Their names are immortalized on the office complexes they constructed at Nariman Point, which, in the original development plan, had been designated for educational and mixed-use residential housing.

Though the VP rollout would generally garner good headlines, the choice of Kaine infuriated Bernie supporters who had hoped Sanders’s campaign would force Hillary into picking a more liberal running mate. Kaine, an early endorser of then senator Barack Obama in 2007 and later a chairman of the DNC and governor and senator from Virginia, reflected Hillary’s comfort with the business community and free trade. He had campaigned in Virginia as an opponent of abortion but had since made clear that he would support abortion rights in office. The movement of Hillary toward Kaine, and the inability of Bernie’s supporters to get everything they wanted in the party’s platform, did nothing to take the focus off Wasserman Schultz, who suddenly became the most visible and vulnerable target for their outrage.

That’s the essential function of a party convention—to show that the wounds of the primary season have healed and that the leaders of major factions fully support the nominee, whether those things are true or not. Of all the obstacles to Bernie’s most ardent backers coming around—the selection of centrist Tim Kaine, rather than Bernie or Elizabeth Warren, for the VP slot among them—the most visible and aggravating was the prospect of Wasserman Schultz presiding over Hillary’s nomination.

The list started with what he was going to do differently, not about what other people needed to do. Now, the VP was on his way to Extreme Ownership.

CHO THUÊ NHÀ NGUYÊN CĂN MẶT TIỀN PHÚ THUẬN, P. PHÚ THUẬN, Q7 Cho thuê nhà quận 7 nguyên căn mặt tiền đường Phú Thuận, P. Phú Thuận. Thông tin mô tả chi tiết dưới đây: - Diện tích: 200m2 (25x8m) (Mặt tiền Phú Thuận ngang 25m, sâu 8m) - Kết cấu: Nhà trệt 3 lầu, 2 mặt tiền đường Phú Thuận. Mỗi lầu có 2 phòng và có tầng thượng. - Giá cho thuê: 90 triệu/ 1 tháng. - Liên hệ ngay: 0909.477.288 - 0913.999.003 để được hỗ trợ trực tiếp. - Mã tin: 5444 Cần cho thuê căn nhà nguyên căn hơn 200m2 mặt tiền đường Phú Thuận. Nhadatq7 cho thuê căn nhà mặt tiền quận 7. Nhà 2 mặt tiền đường Phú Thuận. Mặt tiền chính 30m, mặt tiền hông đường 14m. Vị trí cực kỳ đắc địa, thuận lợi để kinh doanh. Vị trí đẹp thích hợp làm văn phòng công ty, mở showroom trưng bày. Hay còn có thể mở trường mầm non, cửa hàng tiện lợi đều rất tốt. Khu vực buôn bán sầm uất, dân cư qua lại tấp nập. Các khu vực dân cư hiện hữu, đa phần là dân cư trẻ tuổi hoặc hộ gia đình. Đang sinh sống và làm việc trên địa bàn thành phố. Phần đông trong số họ là những công viên chức nhà nước, dân công sở văn phòng. Ý thức rất tốt, dân trí cao, người dân sinh sống thân thiện, hòa đồng. Hệ thống giao thông tại đây được đầu tư khá kĩ lưỡng. Đầu tư kinh doanh rất thuận lợi, tiềm năng sinh lợi là vô cùng lớn. Địa thế đẹp, xe cộ ra vào thoải mái. Dễ dàng lưu thông sang các khu vực lân cận cũng như trung tâm thành phố. Đường sá rộng rãi, thoáng đãng và đặc biệt cao ráo. Hoàn toàn không phải lo lắng về ùn tắc hay triều cường. Vì hệ thống cống thoát nước được đầu tư khá hiện đại. Làm việc với công suất lớn, đáp ứng mức độ xả thải cao. Người dân an tâm về triều cường. An ninh khu vực này là vô cùng tốt. Camera giám sát được lắp đặt khắp các ngã đường. Ngoài ra thì lực lượng an ninh bảo vệ cũng túc trực thường xuyên và liên tục. Nhiều chốt dân phòng được bố trí nhằm đảm bảo thêm cho an ninh khu vực dân cư. Nhà nguyên căn đường Phú Thuận cần cho thuê liền kề nhiều tiện ích tiện lợi. Ngoài hệ thống cửa hàng tiện lợi phân bố dày và rộng. Trong khu vực này còn có nhiều trung tâm thương mại lớn nhất nhì thành phố. Nhiều trường học, bệnh viện, ngân hàng, cơ quan hành chính nhà nước cũng tập trung tại đây. Liên hệ ngay: 0909.477.288 - 0913.999.003 để được hỗ trợ trực tiếp. Sàn Giao dịch Bất động sản Hưng Phát. Địa chỉ VP: Số 35 Đường 75, khu dân cư Tân Quy Đông, phường Tân Phong, Quận 7. Chi nhánh: 793/66 Trần Xuân Soạn, K4, phường Tân Hưng, Quận 7, TP.HCM.

का वं? असं कशापायी? चांगलं बेस झाड हाय की. बांधकामात येतं की काय? अरारा, लई वंगाळ. मला वाटलं, बाभूळ वगैरं असेल. झाड वाचवा साहेब, चांगलं हाय.’’ ‘‘तू काम कर. मला शिकवू नकोस. मला हे झाड नको म्हणजे नको.’’ लाकूडतोड्या झाडावर सरड्याप्रमाणे चढला. वरच्या फांदीवर पहिली कुऱ्हाड बसली आणि त्या पहिल्या घावानं दिवाकरपंतांच्या आख्ख्या भूतकाळातील आठवणींवर तडाखा हाणला. दुसऱ्या घावासरशी त्यांचा भविष्यकाळ नष्ट केला. तिसरा घाव बसला आणि दिवाकरपंतांना प्लॉटचा वर्षवाढदिवस आठवला. घावाघावागणिक आठवणींचा मोहर झोडपला जात होता. खाली पडणाऱ्या फांद्या चुकवीत चुकवीत दिवाकरपंत तांबडी फुलं भराभर वेचत होते. वेचता वेचता त्यांना उगीचच भास्कर आठवला. त्यांना वाटलं, आपण फुलं गोळा करीत असताना तो पटकन म्हणेल, ‘‘चक्कर आहे दिवाकरपंत.’’ घावावर घाव बसत होते. झाडाची उंची कमी होत होती, दिवाकरपंतांचं स्वप्नही लहान लहान होत होतं. रस्त्यावरून जाणारे येणारे म्हणत होते, ‘‘आम्ही असतो तर झाड बचावून बंगल्याचा प्लॅन केला असता.’’ –घावाघावागणिक दिवाकरपंत तांबड्या फुलांच्या सड्यात भिजत होते.

The short-term, dopamine-driven feedback loops that we have created are destroying how society works—no civil discourse, no cooperation, misinformation, mistruth. —Chamath Palihapitiya, former Facebook VP of user growth

Obviously, the performance of a recently hired college graduate should not be measured by the same standards as those of a CEO. So you need to describe what teamwork means for an entry-level employee versus a manager, a director, a VP, and so on.

The Group Product Manager Role There's a role in larger product organizations that I find especially effective. The role is titled group product manager, usually referred to as GPM. The GPM is a hybrid role. Part individual contributor and part first‐level people manager. The idea is that the GPM is already a proven product manager (usually coming from a senior product manager title), and now the person is ready for more responsibility. There are generally two career paths for product managers. One is to stay as an individual contributor, which, if you're strong enough, can go all the way up to a principal product manager—a person who's an individual contributor but a rock‐star performer and willing and able to tackle the toughest product work. This is a very highly regarded role and generally compensated like a director or even VP. The other path is to move into functional management of the product managers (the most common title is director

The Group Product Manager Role There's a role in larger product organizations that I find especially effective. The role is titled group product manager, usually referred to as GPM. The GPM is a hybrid role. Part individual contributor and part first‐level people manager. The idea is that the GPM is already a proven product manager (usually coming from a senior product manager title), and now the person is ready for more responsibility. There are generally two career paths for product managers. One is to stay as an individual contributor, which, if you're strong enough, can go all the way up to a principal product manager—a person who's an individual contributor but a rock‐star performer and willing and able to tackle the toughest product work. This is a very highly regarded role and generally compensated like a director or even VP. The other path is to move into functional management of the product managers (the most common title is director of product management) where some number of product managers (usually somewhere between 3 and 10) report directly to you. The director of product management is really responsible for two things. The first is ensuring his or her product managers are all strong and capable. The second is product vision and strategy and connecting the dots between the product work of the many teams. This is also referred to as holistic view of product. But lots of strong senior product managers are not sure about their preferred career path at this stage, and the GPM role is a great way to get a taste of both worlds. The GPM is the actual product manager for one product team, but in addition, she is responsible for the development and coaching of a small number of additional product managers (typically, one to three others). While the director of product management may have product managers who work across many different areas, the GPM model is designed to facilitate tightly coupled product teams.

In a speech at Stanford, Chamath Palihapitiya, Facebook’s former VP of user growth, told the audience, “The short-term, dopamine-driven feedback loops that we have created [at Facebook] are destroying how society works—no civil discourse, no cooperation, misinformation, mistruth.”135 When asked about his children’s online habits, he added, “They’re not allowed to use this shit.

Neglect of the military history of the nation reflects a weak strategic culture and a lack of military confidence.

At Corbis, looking at the reasons why we worked on too many things at once was a revealing exercise. The CFO wanted to implement a new financial system. The SVP of Global Marketing wanted to blah, blah, blah. The VP of Media Services also wanted blah, blah, blah. The head of Sales wanted blah, blah, blah, blah. And they all wanted everything now. The resulting business priorities clashed all the way down the hierarchy and that was just the business side of the house. On the engineering side, not only did we need to implement all the business requests, we also had our own internal improvements to make and maintenance work to do. Furthermore, we still had to be available to drop everything when production issues occurred—like it or not, production comes first.

अगर अौर जीते रहते तो यही इंतजार होता.

Day or two. Got a bunch of it from The West Wing. That was the only show I was never allowed to watch when I was a kid, so it’s my favorite. I wonder who my dad will have as VP if he gets into the White House? I’m rooting for a cloud of bats. What about you, Stevie? You know him better than I do.

Everyone is bearing the brunt of the changing times. We may console ourselves by saying that there’s variety in the way we get pushed to the limit each time. We hold on to our egos as we strain under it. Egos that console us by saying that no one else could have borne the stress. That anyone else would have buckled. We get a strange kind of satisfaction when we see others suffer more than us. We are like the proverbial Arab in the story. The camels may keep changing.

Everly, what exactly are you working on?” he asks as we head out. The party is being held in the Ritz-Carlton ballroom, so it’s a short walk to the party. Sawyer clasps my hand in his, this thumb rubbing over the back of my hand as we stroll. “Getting Gabe and Sandra together,” I respond, matter-of-factly. He tilts his head in my direction. “Gabe and… Sandra?” “Yeah, obviously. Why do you keep repeating everything I’m saying? Gabe and Sandra. It’s so obvious.” “My assistant and my Finance VP are not a thing, Everly.” “Yet.” I shake my head. “You are really short-sighted for an almost-billionaire.” “And you’re a human resources nightmare.” We’re on the elevator and he rubs a hand over his jaw and closes his eyes. “Wait, Gabe is your head of finance? I really had him pegged for a tech nerd.” “Because that matters right now?” He opens his eyes, looking bewildered. “Oh, he’s like one of the bosses! This just gets yummier and yummier.” I bounce on my toes and clap my hands in delight.

Wrath, gealosie, griefe, loue do thus expell: Wrath is a fire, and gealosie a weede, Griefe is a flood, and loue a monster fell; The fire of sparkes, the weede of little seede, The flood of drops, the Monster filth did breede: But sparks, seed, drops, and filth do thus delay; The sparks soone quench, the springing seed outweed, The drops dry vp, and filth wipe cleane away: So shall wrath, gealosie, griefe, loue dye and decay.

If of a number of shreds of his sentences he can shape an oration, from all the world hee carries it awaie, although in truth it be no more than a fooles coat of many coulours. No inuention or matter haue they of theyr owne, but tacke vp a stile of his stale galimafries. The leaden headed Germanes first began this, and we Englishmen haue surfetted of their absurd imitation. I pittie Nizolius that had nothing to doe, but picke thrids ends out of an olde ouerworne garment.

If you think IT Operations has nothing to learn from Plant Operations, you’re wrong. Dead wrong,” he says. “Your job as VP of IT Operations is to ensure the fast, predictable, and uninterrupted flow of planned work that delivers value to the business while minimizing the impact and disruption of unplanned work, so you can provide stable, predictable, and secure IT service.

Vala Afshar, chief marketing officer of Extreme Networks, is an interesting case study.3 Trained as an electrical engineer, Afshar joined Extreme Networks in 1996 as a software developer/quality service engineer, eventually transitioning to run the services business, becoming the chief customer support officer. In this role, Afshar became very active on Salesforce's Chatter, a private social network for business, and by 2011 had built a large internal following. As the chief information officer took note of Afshar's intracompany influence, he signed Afshar up for Twitter and gave him the mandate to interact with networks outside of the company. As Afshar prototyped his ideas in real time, he gained an external following. A publisher approached him about writing a book; his presentations on Slide-Share gained more than one million views; and he was promoted to chief marketing officer. Vala Afshar has become a thought leader, epitomizing a new breed of chief marketing officer, both highly social and highly technical—and Extreme Networks has unusually high name recognition for a $500 million company. Afshar's ability to shrink the space, getting immediate and actionable feedback, was pivotal in expanding his space into a high-profile public role. Fast feedback is also useful when it comes to identifying your distinctive strengths. Karen May, VP for people development at Google, invented a method she calls "speedback." It works like this: "partway through a training session she will tell everyone to pair off and sit knee to knee, and give them three minutes to answer one simple question: 'What advice would you give me based on the experience you've had with me here?' Participants say that it's some of the best feedback they've ever gotten."4 When we are willing to impose constraints—in this particular, instance, time—we have a better chance of identifying what is working and what needs to be changed.

The pre-conversion Joan had always considered faith to be a crutch, and maybe it was. But I had never once considered that my VP title, six-figure salary, and bigger than necessary house were also crutches-- crutches that I had used to bear the weight of my insecurities and my unhealthy need for the approval of others. I began to realize that, despite my illusion of Independence, I had always leaned on something. Intellect and reason, drugs and alcohol, money and prestige: they had all been crutches for me. And I was being given a choice: to lean on these things that I could see and touch or to release them and lean on this undefined hope promised by this new faith.

In enterprise software companies, the two most important positions tend to be VP of sales and VP of engineering.

Your job as vp of it Operations is to ensure the fast, predictable, and uninterrupted flow of planned work that delivers value to the business while minimizing the impact and disruption of unplanned work, so you can provide stable, predictable, and secure it service.

At the height of the George Floyd protests, Omar Johnson, a former Apple marketing VP and chief marketing officer for Beats by Dr. Dre, took out a full-page ad in the New York Times. “Dear White corporate America,” he began,… I get it. I know you have the best intentions.… You want to do the right thing. But you just don’t know how. Is that about right? I know it is, because you’ve been calling me. For the past two weeks, several times a day. It’s been the same question: What can I do? He went on to upbraid corporate leaders for failing to nurture Black talent, for failing to include Black people in decision-making, for failing to listen, and ultimately, for failing as businesspeople: “This is a business problem, too. And you fix business problems all the time. So, you got this.” He laid out a game plan. Most notably, “You need to hire more Black people. Period.” Identify, recruit, develop, and elevate talented Black employees. Partner with Black-owned businesses. Believe in the people you hire. Mentor them. “No doubt, it’s daunting,” Johnson writes. “But lean into the discomfort.” And “before you call me again—before you ask me what you should say, or what you should change—I’ll tell you my answer right now: Absolutely everything… See you in the room.

12 Then came his disciples, and saide vnto him, Perceiuest thou not, that the Pharises are offended in hearing this saying? 13 But hee answered and saide, Euery plant which mine heauenly Father hath not planted, shalbe rooted vp. 14 Let them alone, they be the blinde leaders of the blinde: and if the blinde leade ye blinde, both shall fall into the ditche.

In many organizations, your ability to grow in your career will hit a ceiling unless you start managing people. All C-level executives lead teams. If your ambitions are to be a CEO or VP someday, you’re going to need to move on to the management track. There are also jobs where, beyond a certain skill level, the only path for growth is learning how to manage and coordinate the work of more and more people—for example, in customer support or retail sales

Switching over Entire Networks Part of why cherry picking can be dangerous for the incumbent is that the upstart networks can reach over and directly acquire an entire set of users who have been conveniently aggregated on your network. It’s just software, after all, and users can spread competitors within an incumbent’s network by using all the convenient communication and social tools. Airbnb is again an example of this. The company not only unbundled Craigslist and turned the shared rooms idea into an entire product, but they actually used Craiglist users to advertise Airbnb to other users. How? Early on, Airbnb added functionality so that when a host was done setting up their listing, they could publish it to Craigslist, with photos, details, and an “Interested? Got a question? Contact me here” link that drove Craigslist users back to Airbnb. These features were accomplished not by using APIs provided by Craigslist, but by reverse-engineering the platform and creating a bot to do it automatically—clever! I first wrote about this in 2012 on my blog, in a post titled “Growth Hacker is the new VP Marketing” with this example in mind. By the time Craigslist decided it didn’t like this functionality and disabled it, months had passed and Airbnb had formed its atomic network. The same thing happened in the early days of social networks, when Facebook, LinkedIn, Skype, and others grew on the back of email contacts importing from Hotmail, Yahoo Mail, and other mail clients. They used libraries like Octazen—later acquired by Facebook—to scrape contacts, helping the social networks grow and connect their users. At the time, these new social networks didn’t look like direct threats to email. They were operating within niche parts of messaging overall, focused on college and professional networks. It took several years for the email providers to shut down access after recognizing their importance. When an incumbent has its network cherry-picked, it’s extra painful along two dimensions: First, any network that is lost is unlikely to be regained, as anti-network effects kick back in. And second, the decline in market share hits doubly hard, which has implications for being able to raise money.

This is the wandring wood, this Errours den, This is no place for liuing men. But full of fire and greedy hardiment, The youthfull knight could not for ought be staide, But forth vnto the darksome hole he went, And looked in: his glistring armor made A litle glooming light, much like a shade, By which he saw the vgly monster plaine, Halfe like a serpent horribly displaide, But th’other halfe did womans shape retaine, Most lothsom, filthie, foule, and full of vile disdaine. And as she lay vpon the durtie ground, Her huge long taile her den all ouerspred, Yet was in knots and many boughtes vpwound, Pointed with mortall sting. Of her there bred A thousand yong ones, which she dayly fed, Sucking vpon her poisonous dugs, each one Of sundry shapes, yet all ill fauored: Soone as that vncouth light vpon them shone, Into her mouth they crept, and suddain all were gone. Their dam vpstart, out of her den effraide, And rushed forth, hurling her hideous taile About her cursed head, whose folds displaid Were stretcht now forth at length without entraile. For light she hated as the deadly bale, Ay wont in desert darknesse to remaine, Where plaine none might her see, nor she see any plaine. Which when the valiant Elfe perceiu’ed, he lept As Lyon fierce vpon the flying pray, And with his trenchand blade her boldly kept From turning backe, and forced her to stay: Therewith enrag’d she loudly gan to bray, And turning fierce, her speckled taile aduaunst, Threatning her angry sting, him to dismay: Who nought aghast, his mightie hand enhaunst: The stroke down from her head vnto her shoulder glaunst. Much daunted with that dint, her sence was dazd, Yet kindling rage, her selfe she gathered round, And all attonce her beastly body raizd With doubled forces high aboue the ground: Tho wrapping vp her wrethed sterne arownd, Lept fierce vpon his shield, and her huge traine All suddenly about his body wound, That hand or foot to stirre he stroue in vaine: God helpe the man so wrapt in Errours endlesse traine. His Lady sad to see his sore constraint, Cride out, Now now Sir knight, shew what ye bee, Add faith vnto force, and be not faint: Strangle her, else she sure will strangle thee. That when he heard, in great perplexitie, His gall did grate for griefe and high disdaine, And knitting all his force got one hand free, Wherewith he grypt her gorge with so great paine, That soone to loose her wicked bands did her constraine. Therewith she spewd out of her filthy maw A floud of poyson horrible and blacke, Full of great lumpes of flesh and gobbets raw, Which stunck so vildly, that it forst him slacke His grasping hold, and from her turne him backe: Her vomit full of bookes and papers was, With loathly frogs and toades, which eyes did lacke, And creeping sought way in the weedy gras: Her filthy parbreake all the place defiled has. (...) That welnigh choked with the deadly stinke, His forces faile, ne can no longer fight. Whose corage when the feend perceiu’d to shrinke, She poured forth out of her hellish sinke Her fruitfull cursed spawne of serpents small, Deformed monsters, fowle, and blacke as inke, Which swarming all about his legs did crall, And him encombred sore, but could not hurt at all. (...) Thus ill bestedd, and fearefull more of shame, Then of the certaine perill he stood in, Halfe furious vnto his foe he came, Resolv’d in minde all suddenly to win, Or soone to lose, before he once would lin; And strooke at her with more then manly force, That from her body full of filthie sin He raft her hatefull head without remorse; A streame of cole black bloud forth gushed from her corse.

And by his side rode loathsome Gluttony, Deformed creature, on a filthie swyne, His belly was vp-blowne with luxury, And eke with fatnesse swollen were his eyne, And like a Crane his necke was long and fyne, With which he swallowd vp excessiue feast; For want whereof poore people oft did pyne; And all the way, most like a brutish beast, He spued vp his gorge, that all did him deteast. In greene vine leaues he was right fitly clad; For other clothes he could not weare for heat, And on his head an yuie girland had, From vnder which fast trickled downe the sweat: Still as he rode, he somewhat still did eat, And in his hand did beare a bouzing can, “Of which he supt so oft, that on his seat His dronken corse he scarse vpholden can, In shape and life more like a monster, then a man. Vnfit he was for any worldly thing, And eke vnhable once to stirre or go, Not meet to be of counsell to a king, Whose mind in meat and drinke was drowned so, That from his friend he seldome knew his fo: Full of diseases was his carcas blew, And a dry dropsie through his flesh did flow And next to him rode lustfull Lechery, Vpon a bearded Goat, whose rugged haire, And whally eyes (the signe of gelosy,) Was like the person selfe, whom he did beare: Who rough, and blacke, and filthy did appeare, Vnseemely man to please faire Ladies eye; Yet he of Ladies oft was loued deare, When fairer faces were bid standen by: O who does know the bent of womens fantasy? In a greene gowne he clothed was full faire, Which vnderneath did hide his filthinesse, And in his hand a burning hart he bare, Full of vaine follies, and new fanglenesse: For he was false, and fraught with ficklenesse, And learned had to loue with secret lookes, And well could daunce, and sing with ruefulnesse, And fortunes tell, and read in louing bookes, And thousand other wayes, to bait his fleshly hookes. And greedy Auarice by him did ride, Vpon a Camell loaden all with gold; Two iron coffers hong on either side, With precious mettall full, as they might hold, And in his lap an heape of coine he told; For of his wicked pelfe his God he made, And vnto hell him selfe for money sold; Accursed vsurie was all his trade, And right and wrong ylike in equall ballaunce waide. His life was nigh vnto deaths doore yplast, And tired-bare cote, and cobled shoes he ware, Ne scarse good morsell all his life did tast, But both from backe and belly still did spare, To fill his bags, and richesse to compare; Yet chylde ne kinsman liuing had he none To leaue them to; but thorough daily care To get, and nightly feare to lose his owne, He led a wretched life vnto himselfe vnknowne. And next to him malicious Enuie rode, Vpon a rauenous wolfe, and still did chaw Betweene his cankred teeth a venemous tode, That all the poison ran about his chaw; But inwardly he chawed his owne maw At neighbours wealth, that made him euer sad For death it was, when any good he saw, And wept, that cause of weeping none he had But when he heard of harme, he wexed wondrous glad. And him beside rides fierce reuenging Wrath, Vpon a Lion, loth for to be led; And in his hand a burning brond he hath, The which he brandisheth about his hed; His eyes did hurle forth sparkles fiery red, And stared sterne on all, that him beheld, As ashes pale of hew and seeming ded; And on his dagger still his hand he held, Trembling through hasty rage, when choler in him sweld.

In another message, he assured workers they could talk to him directly. “You can talk to your manager’s manager without permission, you can talk directly to a VP in another dept, you can talk to me, you can talk to anyone without anyone else’s permission,” he wrote in another note. “Moreover, you should consider yourself obligated to do so until the right things happen.

Thane Stenner is currently the Director & Senior VP of Stenner Wealth Partners+ at Canaccord Wealth Management.

लग्न-विवाह हा एकच विषय खूप मोठा आहे. आजही देशस्थ, कोकणस्थ, कर्‍हाडे, सी.के.पी., एस.के.पी. हे भेदभाव नाहीत का? समोरची व्यक्ती आपल्यासारखीच जिवंत आणि सुशिक्षित माणूस आहे, ह्याचा कितपत विचार होतो? सौंदर्याच्या बाबतीत प्रत्येकाच्या अपेक्षा वेगळ्या असतील, हे मी समजू शकतो. गरिबी आणि श्रीमंतीचे राक्षस अजून मध्ये येतात. परंपरा, संस्कार, मानपान, देवाणघेवाण अशा किती क्षुद्र गोष्टींभोवती आजही आपण वावरत आहोत? कशाच्या आधारावर आपण स्वतःला माणूस म्हणवून घ्यायचं?

VP

someone with authority to make decisions. That person is the Decider, a role so important we went ahead and capitalized it. The Decider is the official decision-maker for the project. At many startups we work with, it’s a founder or CEO. At bigger companies, it might be a VP, a product manager, or another team leader. These Deciders generally understand the problem in depth, and they often have strong opinions and criteria to help find the right solution.

One year, a group of students, including Dahmer, traveled to Washington, DC, to see the sites and visit important landmarks. While on this trip, someone dared Dahmer to make a crank call. He contacted the offices of then Vice President Walter Mondale and managed to charm his way into an invitation for Dahmer and his fellow high school classmates from Ohio to meet the VP.

From his headquarters in Los Angeles, Bob Lorsch had entered the prepaid calling card space and built SmarTalk into a success. I was a VP at Salomon at the time and had heard stories about how crazy and fascinating Lorsch was, so I agreed to work with my colleague Mark Davis on a SmarTalk equity offering a year or so after the company’s IPO. We met at their Los Angeles offices at lunchtime. Lorsch burst into the room like a bad caricature of Danny DeVito, and even though I’d been warned that he was an unconventional CEO, I still wasn’t prepared for the encounter. We had put together the standard detailed presentation that analyzed the state of the public equity markets, how the SmarTalk stock had been performing, who owned it, et cetera. A young Salomon analyst who had been pulling all-nighters to assemble the books sat in a chair near the door. Mark and I passed around the presentation books. “So we’ve prepared a—” I started. “Just tell me,” Lorsch interjected. “Do we have Grubman or not?” Jack Grubman, Salomon’s famed equity analyst, had previously endorsed the SmarTalk IPO with a buy rating. “Yes,” Mark said. “We have Jack. We talked to him prior to the meeting and confirmed that he’ll continue to cover the company and support the offering.” “Then you’re hired,” Lorsch said with a smile, pushing his unopened book to the center of the table. “Let’s eat.” It seemed reckless to have made his decision on so little information, and I could only imagine how the analyst kid near the door felt, sleep-deprived and probably proud of his hard work, only to see the book tossed aside without so much as a cracking of the spine. While we ate the catered lunch that was delivered to the conference room, Mark mentioned that I was in the midst of planning my wedding for that summer. “Don’t get married!” Lorsch advised me. “Terrible, terrible idea.” He described a few of his own ill-fated unions, dropping in crude one-liners to punctuate the stories: “Why buy when you can rent? . . . If it flies, floats, or fucks, don’t buy it! . . .” Despite

New York Post journalists Emma-Jo Morris and Gabrielle Fonrouge “slipped the DISC,” as Eric Weinstein would say. They published an explosive story on October 14, 2020: “Smoking-gun email reveals how Hunter Biden introduced Ukrainian businessman to VP dad.”581 The article was substantiated by documents, images, and emails recovered from what the reporters had verified to be Hunter Biden’s hard drive. The evidence was both as overwhelming and extremely damning

The Kyiv embassy’s Kent had gone to the VP’s office in February 2015, when he first heard about Hunter’s connection to the “odious oligarch” Zlochevsky.

If you ever get a gooey eye, don’t mess around, see a doctor, even if your schedule is packed. 2. Please don’t ever not use condoms. Please keep in mind that it is your own older and wiser self telling you this. It’s not propaganda. 3. Try running—you will like it. Has Pilates been invented yet? Do that. I wish you would pay attention to your laterals. Stay fit. Keep in mind that it will reduce cellulite acquisition. 4. When Grandma gives you a Krugerrand for your twenty-first birthday, have Dad put it in his safe deposit box because you will lose it, I promise you. 5. The stock market goes way up in 1999. But get out of tech by July 2000. 6. As discussed, keep wearing your retainer. 7. Sunscreen (60+) and remove makeup every night. 8. Brush up on multiple regressions before the departmental comprehensive senior year. But don’t freak out—you pass. 9. Try to maintain good sleep habits. I’m not sure this is possible. But try. 10. Start working on your Mandarin tones. 11. I’m giving you a list of big IPOs—see if you can invest early in any of them. They’re not going to let you in easily so show some hustle. Also, these are some great companies for a first job. 12. Remember you won’t always have the time you have now, so this is the time to learn Arabic. 13. Remember that greatness is difficult but worth it. 14. There will be plenty of time for boys/men/romance/dating once you’re a VP. There’s no point before then. 15. Remember, with men, the key quality you need is that they’ll put your career first, since it’s hard to both be extremely ambitious. 16. But men who don’t want to be #1 aren’t going to be exciting enough for you. 17. I haven’t figured out how to reconcile those two either, but maybe you can. 18. Having a killer work ethic is worth more than riches.

Why to Hide? Yes it is Ranjitha KP, Verzeo, VP and HR, Yes I like her very much, and I will talk with her If I decide to join YRC, If I am not syudying in Karnataka, then keep on talking with her will be problematic for me and also for her, So only If I choose YRC, I will talk with her else I will consider her as past VP/HR, After trekking I will decide whether to choose YRC or not, I am delaying because I have so much doubts on many people,, I do not doubt Ranjitha, she had a boyfriend I know that, but not sure now if they are still together