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London, United Kingdom +44 20 3872 2922
Theodo
Build successful software in weeks, not months.
Our team of 45+ agile web, mobile and software experts are based in Soho Square, London with offices in Paris and New York. We tackle your critical business problems on the same whiteboard.
Over the last 10 years and across over 500 projects, we have partnered with non-technical founders to launch their first product, FTSE 100 companies to increase market share through launching internal startups & spearheading digital transformation initiatives, and SME CTOs to build and scale their technical teams.
We are your team of onshore digital experts who will slot seamlessly into your organisation, working directly alongside you within your existing structures, on the same whiteboard. We pride ourselves on transparency and visibility, making sure you understand how the project is progressing towards your goals on a daily basis.
Theodo projects start fast, and progress even faster, with our unique methodology combining agile, lean and DevOps allowing us to build more efficiently as the project progresses. We are experts at React, React Native, Django/Python, Node.js and Symfony, with experience in many other frameworks.
In 2018 & so far in 2019, 100% of our clients said they would recommend us. Read some of their reviews here, and reach out to us via our website to learn more about how we can partner with you!
21 Soho Square
London, W1D 3QP
48 Boulevard des Batignolles
27 W 20th St #800, New York
50% Custom Software Development
30% Azure Platform
100% Shopify
40% React Native
35% Django
10% Symfony
Mobile Focus
50% Other consumer apps
50% Other enterprise apps
100% Hybrid & cross platform apps
Admiral, Veygo an Admiral company, BNP Paribus, MADE.com, Euler Hermes, EarlyMetrics, Hostmaker, Junkshon, Societe Generale, Kamet, Alfa and many more!
MADE.com and Theodo
Migrating to React and React Native for an omnichannel retail experience
Cleo's Fintech Chatbot App
https://www.theodo.co.uk/our-clients/cleo-react-native-app-case-study
Building a React Native chatbot app to unlock new growth opportunities for a growing FinTech startup
$200,000 to $999,999 (4) Confidential (4) $10,000 to $49,999 (2) $50,000 to $199,999 (2)
Web Development (6) Custom Software Development (2) Mobile App Development (2) E-commerce Development (1) IT Consulting & SI (1)
Mobile App Dev for Insurance Company
"They worked outside of the scope of their work to help us as needed."
Dec. 2019 - Mar. 2020
Theodo developed a user-friendly React Native iOS and Android application, which allowed the internal team to move their customers from expensive PPC web ads to the mobile application.
Fleet, England
Daniel Cutler
Head of Digital Experience, Tempcover
The app that Theodo developed, which was launched as a beta version, has received positive user feedback regarding its usability. The app also attracted new customers, providing the foundation for a successful project. In addition to having meticulous planning skills, they cared about the product.
I'm the head of digital experience at Tempcover.
What challenge were you trying to address with Theodo?
We wanted to release a new mobile app for iOS and Android. When we initially started shopping around, we wanted a slick experience for the user, so we were leaning towards a native iOS and a native Android app – two separate apps, but in the end, we decided that a single React Native app was the best option for us.
They delivered an easy-to-use, intuitive app that focused on moving our repeat customers away from the web where they often come through quite expensive PPC ads. The team used React Native, which had the benefit of being able to build the apps simultaneously, reducing cost and time.
We worked with Pac (Project Director), who ran the administrative side of the project, Alex (Agile Coach), who served as our agile coach, and two developers.
How did you come to work with Theodo?
After speaking to a number of companies, we found that Theodo was much more closely aligned with our way of working. They seemed like they would be a good fit and were keen to work the way that we work while integrating their expertise.
Our engagement lasted from December 2019–March 2020. We did a beta release of the app.
We've seen a lot of new customers registering, and the policies are going through the app as expected. Some of the feedback we've heard from the customers is that the experience is a lot better than that of our old app. They've definitely given us the foundation to hit and exceed all of the targets that we had for the app.
How did Theodo perform from a project management standpoint?
They are very meticulous in their planning. We did 1-week sprints, which is a little different from our 2-week sprints. This meant that if there were any slowdowns or obstacles, they would be addressed much quicker.
They had skills matrixes to asses the level that our internal developers were learning at.
Theodo integrated and adapted their work style to suit our needs. The team was also quick to pick up on any issues we had and took the project personally. They worked outside of the scope of their work to help us as needed.
We hired Theodo to do the frontend work whilst our in-house team focused on the API requirements. Because Theodo didn't have full visibility on the backend, project management was a challenge in this respect and, whilst not entirely their fault, a solution to this was never really found, and we missed our proposed release deadline.
One element that's great about Theodo is that they're the experts, and they told us how things should be done while allowing us to run our company the way we wanted. So, I would advise other customers to keep that balance as well.
IT Consulting & SI
IT Services for International Insurance Group
"They performed above and beyond expectations."
Theodo provided IT support to a global insurance group's new segment, building an MVP and developing the front- and backends. They provided support post-launch and are now helping recruit an internal IT team.
1001-10,000 Employees
Henry Leitzinger
CEO, Homebrella
Theodo fostered a positive customer experience by launching the MVP in a very short timeframe. The team put the project before their own financial gain and excelled at managing expectations. Their ability to act as a full-service partner and provide substantial value spurs continued engagement.
I'm part of the Admiral Group Plc, an international insurance group that is primarily active in the UK, but we also have projects in France, Italy, Spain, and the US. I'm CEO of Admiral Group Plc's French home insurance segment, Homebrella.
Home insurance is a completely new area for Admiral Group Plc. I joined the company in the middle of last year to lead this initiative. We had a very short timeframe to bring an MVP to market. Although my team had an idea of how we wanted the product to look and function, along with general insurance experience, we didn't have any IT resources. We hired Theodo to act as our IT team.
Theodo helped us create an all-in-one insurance business. They built our website MVP and developed its backend to handle insurance business functions, such as collecting and issue payments, tracking sales, and monitoring various guarantee levels for different clients. The backend acts as a living database so that we can always track clients and know who has canceled or renewed. They also developed the site's frontend, making the site easy-to-use. My team's graphic designer came up with PSD mockups, and then it was up to Theodo to turn those into a working site.
Theodo did a lot of API integrations, such as to enable our payment platform and so that our clients can e-sign contracts. They integrated the site with AWS and made all of the necessary server parameters related to that.
Once we launched the MVP, Theodo provided IT support and helped us respond to the changing needs of our new business. For example, we realized that clients wanted to be able to pay monthly rather than annually, so Theodo implemented a monthly payment solution.
Theodo no longer provides support, but they're helping us hire an internal development team. They correct technical tests and are available to do interviews when we have any doubts. Once we finish the hiring process, the plan is that Theodo will help train the new resources. They'll work alongside the new team for a couple of months and teach them everything they've done and how we work.
First, we dealt with a commercial director who negotiated the whole package. We then worked with a scrum master who was responsible for organizing and prioritizing different business needs to facilitate the developers. There was a head developer/architect who acted as the technical lead and was responsible for developing the main strategy. Two junior developers provided capacity and bandwidth, and they also participated in defining the approach and strategy.
Theodo had experience working with Admiral Group Plc, specifically its segments in short-term car insurance and financial services. My team received positive feedback regarding Theodo, such as that they know what they're doing and can respond to needs. We submitted RFPs to 1–2 other agencies before settling on Theodo.
In total, we've spent €600,000 (approximately $655,800 USD).
Our work together began in September 2018, and we launched the MVP that January. Theodo stayed on as our IT branch for another six months. In July 2019, my team felt confident enough to hire our own internal development team, a process that Theodo is currently helping us with.
We achieved our objective of having an MVP on the market by January. We probably would've launched it even earlier than that, but we got delayed by certain bottlenecks that were outside the scope of Theodo's work.
They performed above and beyond expectations. Theodo deployed the Agile methodology and worked off of point estimations, such as points per developer per week. We also tracked more conceptual business goals, like our business being able to perform a certain function, and monitored how long implementing such a function took.
Theodo acted as partial owners of our business KPIs, such as our customer promotor score or ability to respond to customers within two days. We gave them some responsibility over the KPIs so that they'd be more inclined to propose solutions.
This is a tough question for me since I don't have much experience working with other providers of this type. However, I can say that they weren't afraid to speak their honest opinion if they thought we were doing something incorrectly. Then, we'd work together to find a way to improve the situation. I very much appreciated their candidness and openness to putting the project's objective before their own commercial objective.
Theodo has also adapted to our needs. Having them help with recruitment is completely outside their scope of normal work, but they can provide value to us because they understand who we are. They tailor their resources to what we need. It's nice having a partner rather than just an employee.
The one thing I think they could do a better job at is relaying the value that businesses get from working with them. They're an expensive partner to have; while working with them full-force, we were spending €10,000–12,000 (approximately $10,930–13,100 USD) per week. A business manager might have trouble justifying these costs.
I've realized that Theodo does provide a lot of value, clarity of vision, and efficient project advancement. They provide so much value that it's arguably less expensive to work with them than to try to do certain work yourself. For this reason, they should be better about demonstrating the value they provide.
They're good at meeting deadlines. If they can't, they adjust accordingly. I can't think of a time when we missed a deadline and it was a surprise.
They're expensive. Sometimes it's a bit subjective and hard to understand how their daily rates increase.
Nearly all of their deliverables work as promised. In a couple of rare instances, the strategy didn't work out.
If someone had a need that could be solved by Theodo, I'd absolutely recommend them.
Web Dev Services for Financial Services Firm
"They harness the agile methodology well, taking a big team and operation and applying it seamlessly."
Jan. 2017 - Apr. 2019
Theodo built a car financing quote engine from scratch. Using AWS, JavaScript, and Python, the team integrated the product with a backend system.
Test Analyst, Admiral Group
There's been a significant increase in click to quote conversions. The team at Theodo takes feedback and scope changes in stride. Their organized team works efficiently using the agile methodology. They communicate frequently and promptly.
We're a financial services organization in Wales that specializes in car finance and unsecured personal loans. I'm currently a test analyst, but at the time of the project, I was a product owner.
What challenge were you trying to address Theodo?
We hired Theodo to build our online quote engine.
Theodo was tasked with building our car finance quote engine from scratch. Their team used AWS, JavaScript, and Python for development. The platform plugs into our backend. They also integrated the engine with a number of external features, including a car web service that identifies and looks at cars, standard financing, and an HPI Check, which makes sure a vehicle isn't stolen or damaged. Their team managed our technical infrastructure and worked it to a place where we could eventually take it over from our end.
We worked with a Scrum master, an architect, and two developers.
They were recommended and were already working for a subsection of our company. When I first joined the company, their team had just started with us.
In total, we invested £500,000 (approximately $611,000 USD).
We worked with Theodo from January 2017–April 2019.
The websites were moved in-house, but many people are disappointed that we're not continuing our engagement with Theodo. We concentrated on our goal to increase the click to quote conversion. We noticed a significant increase of people in London getting quotes with us through the improvements we made with Theodo.
The assigned Scrum master was helpful and organized. They gave the project an excellent regimen. We always knew what and when we were completing work. There's a significant distance between their London office and us in Wales. We would visit each other's office once a week, but a majority of communication was done through WhatsApp, phone, or Google Hangouts.
They harness the agile methodology well, taking a big team and operation and applying it seamlessly. Internally, there's been positive feedback regarding how they implemented the process. We've been able to take it over within our company.
No, I don't think so. They were great.
Be open-minded with Theodo. I enjoyed the consistent feedback while working with them. We regularly went to them with ideas for the website and business that they would challenge and question them. Clients should be prepared for a healthy challenge. It's nice to see the value and investment we'll be receiving within their changes.
Overall Score The engagement was extremely positive.
Everything was estimated. We hardly missed deadlines because of the Scrum master's regimented planning.
There was great value, even though they're one of the more expensive companies on the market.
They hold themselves to strict standards. Every week, we would go over every piece of work. They were stringent if they didn't meet those.
I'd definitely recommend them.
Software Development for Insurance Firm
"Theodo's legacy lives on in our company."
Nov. 2016 - Feb. 2019
Theodo developed a variety of digital products for an insurance firm's latest service. They built the central platform and application, along with performing IT services.
Head of Product, Insurance Firm
Theodo became a part of the team, bringing their skilled expertise and accommodating nature. Their team was helpful and integral to the success of the product and business. They're accountable, proactive, and communicative. Customers can expect a trustworthy partner that gets work done.
I'm the head of product for an insurance firm that sells short-term motor insurance for people who want to borrow someone else's car. A lot of other insurance companies sell this as an aspect of their main insurance policy, but we wanted to sell it as a standalone product allowing for different times and prices when borrowing others' cars.
We wanted to make sure we could get something out to the market quickly to see if it would be useful. We wanted to create a justifiable business case for the service.
Theodo developed our platform, where we sell short-term motor insurance. The build took about seven weeks, and then we continued to reiterate it. After this, we built an app and other products with their team. They were our IT team for all of our products and helped us in scaling our own in-house team.
We talked to a lot of agencies. Theodo was recommended to our team. After having a conversation with their CEO, we thought they were great.
We started working with Theodo in November 2016, and the engagement ended in February 2019.
It was good for us to work with Theodo. We could've done a better job looking at the customer profiles, but having a live product encouraged us to better prioritize and fix those things.
Their team was pivotal in training and teaching us in agile development. They were helpful partners in learning about how we wanted the structure to be and the culture we wanted to be exhibited within our engineering team.
I trusted Theodo. Their team was committed and passionate, communicating on a daily basis. They had a lot of conversations with our project directors. Every week, we had a face-to-face planning session with their developers, along with the daily work they did with their team. While we saw each other twice a week, the other times, we communicated via Slack and with a regular video call every morning. We were always kept in the loop.
Their team had a great process and system. If there was any danger of missing a deadline, they were strict in explaining why and what for. I was always pretty confident working with their team when it came to that. Overall, they were excellent at keeping us accountable for the work that we're doing and making sure that what we do is valuable.
In the earlier days, the culture that they brought was helpful in regards to training our team for a speedy delivery. Theodo's legacy lives on in our company.
Their developers became invested in the work. They care, not only from a technical angle but also from a business angle. While they consider it from a different perspective, their team likes to see the project through. Theodo is an intelligent group that takes an interest in what the customers want or what the market says. They're not just developers for hire because they take real ownership.
I also appreciate that they don't hide problems. They hold themselves and my team accountable. Their team takes any feedback and delivers constructive opinions in return. They also love a challenge.
It would've been nice to have a bit more support from Theodo on areas outside of pure development, like information security. I do believe they have more people that work in that area now, but they didn't when we started working with them.
Clients need to consider what they actually need. Theodo will challenge you to make sure that what you're delivering is what you need. They try to cut out unnecessary things. Be prepared to explain your requirements. Have deadlines and deliverables in place. If a customer hasn't decided what their project is, Theodo can assist with that as well.
Overall Score We will miss working with them. They were a key part of our team, bringing excitement and fun.
They were upfront to make sure we had a full scope, making their commitments realistic. They worked hard to ensure they were on time, even working extra hours.
They weren't the most expensive, but not the cheapest either. We knew we were paying for a higher quality of developer, which is what we received.
Sometimes we wanted things they couldn't or weren't willing to give. They could've tried to provide us with that expertise, but generally they delivered excellent work.
I'd definitely recommend them because they knew what they can and cannot do. I trust their sales team would be honest with whoever I sent to them.
Custom Software Development for Leasing Company
"We're not managing a couple of contracted developers on loan; we're working very closely with a tightly-knit team."
Theodo provided ongoing full-stack development for a software solution. Key modules include cash reconciliation, inventory management, and invoicing. The solution uses React-Redux, Grails, and GraphQL.
Vice President, Leasing Company
The solution so far has garnered high satisfaction scores from users. Theodo delivers high-quality work on time and consistently. The team leads a smooth collaboration thanks to their in-depth experience, constant communication, and independence.
I'm a vice president for a leasing company.
We have existing systems to manage our baseline lease-and-lend portfolio. However, we have a range of other processes that we oversee manually. We started looking for software solutions to increase our automation efficiency. That's where Theodo came in.
Theodo is building a sophisticated software solution using 20 different modules controlling back-office and operational functions. One involves inventory management—the sales team can input leads and ongoing deals, keep track of expected dates and financials, and receive approval from the management team. Another module lets the operations team reconcile bank account statements against system activity. In addition, Theodo helped us create a module to send invoices to customers and receive invoices from suppliers. Lastly, they developed a workflow that allows us to manage these different pieces.
The project is a collaborative effort between our team and Theodo. Theodo's involvement started as purely frontend development. The team used React Redux to build it to connect our backend, which we wrote using the Grails framework and a GraphQL API. Over time, Theodo's involvement grew to full-stack development.
Our relationship started with Sadiq (CEO, Theodo). From there, we received what Theodo calls a light team: a half-time architect, a full-time developer, and a part-time agile coach. We've since ramped up the team slightly to add another full-time developer.
An old colleague of mine had used Theodo's services and recommended them to us. In our initial conversations, I was very impressed with Theodo's methodology and team members. I've continued to be impressed since we hired them.
We've spent about $500,000–$1 million
We started working together in January 2018, and the work is ongoing.
Our system has unusual metrics: the size of the team that would use the solution is reasonably small, so they process high-value transactions at low volumes. As a result, our metrics are not around the number of users but rather user satisfaction. We use a 1-to-5 rating system to measure how people feel about using the software. Our previous submissions received many ratings of 1 or 2 out of 5. The solution we've built so far with Theodo receives mostly 4.5 or 5 out of 5 ratings. We're pleased with the positive feedback.
Our engagement is outstanding and highly collaborative. We have a close relationship with Theodo's CEO and CTO, who's also our project architect. They're incredibly diligent and transparent; we always know their plans and our staffing options. Theodo has a policy of regularly cycling developers to keep them working on different projects. We all receive advance notice about who's moving when, and we always get the right mix of people on the project.
From a high-level perspective, our agile coach has been excellent for day-to-day management. They keep the project moving and ensure that the team is self-sufficient. We don't have to waste valuable time managing Theodo, which we appreciate.
The Theodo team works well as a package. We're not managing a couple of contracted developers on loan; we're working very closely with a tightly-knit team. As a unit, they're also highly independent, which is an excellent value proposition. Their quality of work and personnel are outstanding as well. Theodo has been a pleasure to work with.
I can't think of anything—I've been extremely happy with Theodo. My colleagues are pleased with their coaching staff and the work they've delivered so far. We also have regular discussions about how we can improve, but there hasn't been anything major to complain about.
I was new to the world of Scrum and agile methodology before we started the project. However, I've learned from Theodo throughout the development process. Theodo also provides a positive work environment from my outside perspective. They seem to have an excellent culture and opportunities for team members to learn more and do the projects they want to do.
Web Dev for Consultancy
"This engagement feels less like a supplier relationship and more like a genuine partnership."
Nov. 2018 - Ongoing
Theodo is revamping a web technology using React, TypeScript, PHP, and AWS services for a consulting company. They facilitated planning and workshops before the project start date. The project is ongoing.
Director of Engineering, Consultancy
The product is still in development, and Theodo's work has met all the requirements to date. The team provides top-notch work on time and through a seamless workflow. Their flexibility, honesty, and openness to feedback stand out.
I'm the director of engineering for a consultancy. Our work is discrete and so this review will remain anonymous.
The technology that formed the backbone of our business was aging. We needed additional support to write new code and upskill our existing staff. Also, although it wasn't intentioned initially, it became apparent in our discussions with Theodo that we should change processes within and across our organization.
Theodo provides web development services. We all worked together across workshops to figure out wireframes and specifications. Theodo facilitated quite a bit of that. Although they didn't come along and provide documentation or plans, they were integral to bringing those plans together.
We use several new technologies with significant buzz for our stack. We have React and TypeScript on the frontend, and PHP, AWS Lambda, and AWS DynamoDB on the backend.
We've had a maximum of 3–4 developers at one time. On top of that, we work with an architect and an agile coach.
We found Theodo in a directory of nearby London businesses. We met with them and other firms several times to discuss how they wanted to approach the problem and work with us. Many of the approaches required planning the project years into the future. We didn't feel we'd be able to do that. Theodo's approach seemed the most flexible and sensible, and the way they described it won us over.
We've spent £300,000 (approximately $375,000 USD).
Theodo wrote the first lines of code in December 2018, but the bulk of the team started in January 2019. The work is ongoing.
The project is still underway, so it's too early to tell results. We provide Theodo feedback every week per their request.
We don't have any specific deadlines. We work one week to the next, making promises only 5–6 days out. The team meets expectations most of the time. Theodo's valuable methodology becomes visible when things do not go to plan. It's immediately being problem-solved, analyzed and measured. Root causes are always found, and theories tested.
Theodo has a great take on kaizen, and it's the best I've seen.
This engagement feels less like a supplier relationship and more like a genuine partnership. Theodo goes above and beyond to understand the parts of our organization that don't directly touch the project. Then we work to fix it. Thanks to them, everyone feels a part of the initiative. They've almost become part of the organization, even though it's temporary. That feels quite unique.
Theodo has a set of principles that they created, modified, and mastered over their existence. They were willing to meet us halfway on some of them at the beginning of the project. However, I think that the project would be in better shape if they'd forced us to adhere to their principles.
It's a bit of a difficult situation: in the worst-case scenario, them sticking to their principles might've meant that we ended the relationship after 12 weeks. However, if they pushed us to explain why we can't plan that far ahead or provide a team that fits better, we'd be in a more productive place. As it is, we ended up with a process at the start that was only half-agile, which really didn't work. In the last month, Theodo has come to us with a proposal that is more aligned to their full methodology.
Web Dev for Online Media Platform
"We couldn't have asked for more."
Sept. - Dec. 2018
Theodo built a content-centric website on Django and AWS for an online media platform. The team helped design and develop the site and incorporated features from an existing product.
Product Manager, Online Media Platform
The website has soft-launched and achieved conversion rate targets and positive user feedback. Theodo led an agile and collaborative process to deliver high-quality development that works. Customers can expect a responsive, dedicated team that meets deadlines and budget targets seamlessly.
I'm a product manager for an online media platform.
While we're a traditionally B2B company, we decided to try a more consumer-focused concept. However, we lacked the internal development resources to make it happen.
Theodo built a consumer-facing website to directly share content both on the site and through cross-posting on social media such as Facebook, Twitter, and WhatsApp. They also made the administrative infrastructure off of which it runs.
We started with a few workshops to refine our requirements and project goals. Once we had a firm grasp on what we wanted, we mapped out the project and wrote user stories. Our design resource worked with a design resource at Theodo to lay out the website. After that, the development phase began.
The website drew functionality from one of our existing sites as well as infrastructure such as AWS. We built the backend database and CMS in Django.
We had a lead developer, two full-time developers, and a project manager. The project manager was our main point of contact, but we also had an account level contact and daily communication with the whole team.
As soon as we got our project case and funding approved, we began the search for local developers. We spoke to 5–6 different companies and Theodo emerged as the clear leader. They impressed us at every turn during that process.
We spent about $100,000.
The project lasted from September–November 2018.
Theodo delivered what we expected. All our requirements were met without going over our projected timeline or budget. The website has since soft-launched, but it has still achieved our goals for conversion rates and praise from users, illustrating how well it works.
We learned a lot from working with Theodo as well. They showed us a new, fully agile process that we've since incorporated into our company once we saw the benefits.
I'd have no hesitation recommending Theodo from a project management standpoint. We couldn't have asked for more. The team gave us daily updates and proactively contacted us whether things were going well or they had issues. I was in their office once a week, and we had a dedicated Slack channel between our teams and WhatsApp for informal communication. We used Trello to track tasks and progress.
It took us a couple of weeks to learn the way that Theodo likes to work, but once we got it, we saw the massive benefits of it. It's a huge reason why we'd work with their team again without hesitation.
I've already spoken to the team at Theodo about this, but we would have liked more assistance on the design front. The site functions properly and well, but I feel that the design could've been a little slicker and more attractive. I've been assured that the team is working on a process to address that in the future.
We had no issues at all.
We were very happy with the quote that they gave us and the work they delivered.
Web Dev for Market Research Intelligence Firm
"We managed to achieve more than what we were expecting at the start of the project."
Theodo (previously Theodo UK) built a web platform to manage data sets for a market research company that works within the semiconductor industry. Key technologies used were Django and React.
Julian West
Data Scientist, VLSI Research Europe
Theodo (previously Theodo UK) exceeded expectations, delivering a quality web product in a timely manner. Their team was accommodating and skilled. Their efficiency complemented their professional management style. Expect a transparent and communicative team.
I work at VLSI Research Europe, a market research company that specializes in providing data for the semiconductor industry. Our business collects data from the sector, performs analysis, then aggregates the information into a data set that will sell to our clients. I'm based in the UK, but we have offices in the US and Japan.
What challenge were you trying to address with Theodo UK?
Traditionally, our company provided data sets through Excel. That process was a bit outdated, so we started looking at other interactive and easier ways to present data. We contracted Theodo UK to create an MVP prototype of an online platform for showcasing data to our clients.
Theodo UK developed a web platform using Django on the backend and React on the frontend. We scoped out what we wanted to do beforehand, providing their team with wireframes, data sets, and other information. After going over the proposal, they translated that into a web product.
On the project, we worked with a senior developer, a junior developer, and a scrum master.
How did you come to work with Theodo UK?
I spent a few days searching online for different developers. After gathering a list of ten, I had an instructor course with each of them. We chose Theodo UK for a number of reasons. During our sales call, they focused on the challenges we were facing and what we were trying to achieve. This gave me the confidence that their team was trying to do the best for us. We're also still in the learning phase when it comes to software products. Theodo UK allowed me to sit in their offices throughout the project. Other companies weren't offering that kind of transparency and communication. I'm not sure if they offer this to everyone, but in our case, it was helpful.
The project cost around €37,000 (approximately $46,000 USD) plus VAT.
We worked with Theodo UK from January–February 2019.
Their team completed the project within a quick timeframe.
How did Theodo UK perform from a project management standpoint?
Their project management style was excellent. Using the agile methodology, the scrum master kept everything on track. He executed signposting the deadlines, making sure barriers were out of the way. As far as meeting deadlines, there were no issues. We managed to achieve more than what we were expecting at the start of the project. Trello was our main project management tool. As I mentioned, they allowed me to work in their office. Most of the time, I could talk to them directly. We occasionally had phone calls.
I didn't have a lot of experience to compare it to, but I was impressed with Theodo UK. Using Django and React, they've completed a lot of projects with that technology base. They had several templates to get their work moving quickly. I was surprised with how far we got within the first couple of days because of how rapidly they got the processes in place. The senior developer was also very knowledgeable.
This may not have been crucial because it was an MVP, but there weren't any UX designers in-house for us to use. The design of the app came from the other developers and me because of the lack of resources.
I don't have much to compare it to.
I've had no problems.
I'm very likely to refer them.
App Development for Wellness & Care Provider
"I was impressed with how much energy Theodo put into the six-week process."
Apr. - Jun. 2019
Theodo (previously Theodo UK) was hired to develop a digital solution to improve efficiency. The team created an app for iOS and Android, along with building an admin portal. They worked in an agile methodology.
501-1,000 employees
Director of Corporate Development, Healthcare Provider
The application has received positive feedback. Benefits will slowly start rolling out once it is launched regionally. Theodo UK (previously Theodo UK) managed expectations, delivering a quality product within a quick timeline. The skilled team willingly streamlined processes to adequately explain tasks.
I'm the corporate development director at a care company that operates in the southeast of England. We have about a thousand members on staff.
One particular set of our services is assisting adults with learning disabilities. We were using paper records to show their progress toward personal goals through ticking off boxes. It was extremely two-dimensional, and we wanted to create a platform that brought our patients' progress to life through media. We hired Theodo UK to build a digital solution that gave us the ability to mirror individual goals with their progress.
We've actually piloted two child care applications to test the functionality with a variety of services. We knew that those apps were a test because our primary work is with adults. Our team went to Theodo UK with that experience and asked them to build a suitable application for our client base. They took the concepts before helping us work the systems and processes behind them.
Theodo UK was involved in two sides of the project. They assisted with the development of our admin portal that allows us to create customer and staff profiles along with goal frameworks for each individual user. A lot of our clients have varying physical and learning disabilities. Each customer could have five or six goals that include tasks like finding a job or traveling independently, or even simple objectives like holding a fork. These features were based in the backend of the system.
Their team also built the app for iOS and Android. From that, a support worker that's assigned to a customer can view what they're working on. They can create a "moment," that showcases an event that a user completed during the day. Support workers can describe the task or event, upload images and videos, and assign a specific goal that fits the customer.
Another one of the functions within the application involves activities. Customers can share an activity they completed, but also assign their personal goals. Two people can go to the store. For one, that task might meet the goal of traveling independently, and for the other, it might mean that they fulfilled their goal of managing money. We've built a system that makes it easy to have multi-customer journeys.
We had an agile coach that was my point of contact. We also worked with two developers, and at the point of escalation, we had a project director.
We researched online for developers that had experience in the health and care sector. After putting a few feelers out, Theodo UK was the first company to respond, while also having the relevant experience. We had a call where we discussed the initial stages of our ideas. Our team related to theirs well and felt that they understood what we were trying to achieve. Theodo UK was keen to explore this new subject area.
We've invested between $60,000–$100,000.
We began working with Theodo UK in April 2019, and the engagement ended in June 2019.
The application has been warmly received. It replaced the paper process we had, which was universally disliked. We've got a nice business driver for people wanting to adopt the new system. There hasn't been a direct impact on business yet. At the moment, we're only using the app in one center, and there are 28 in our area. We're having a regional rollout this month where we will see the benefits at scale.
One of our challenges has been the fact that our platform is an MVP. Some of our workforce is used to highly-polished user applications. Our mission was to develop an MVP in six weeks, so we could quickly use it for our business. Overall, all positive feedback. Everyone is happy with the functionality. They find the app easy to use and intuitive.
The entire process was strong. This is our team's first experience working with this type of project and with a tech development company that uses an agile methodology. Theodo UK proactively made sure we were keeping up and understanding every step of the process in order to manage our expectations. They work very quickly, which is also something we weren't used to.
Since we're based on a local authority IT platform, that restricts the number of systems we can use. I know that this was a frustration for them, and we relied on phone calls for immediate issues and emails for less urgent matters. We tended to plan meetings by booking them within our diaries to make sure we had opportunities to discuss the project. Trello was our project management tool.
I was impressed with how much energy Theodo UK put into the six-week process. Even though they were hired for development, their team worked hard to understand the business context of the project. As a result, this enhanced the product. They willingly worked at all levels, giving us more support than other customers due to our lack of tech capabilities.
While they're skilled in development, they could have a stronger approach and plan when it comes to user testing. We've had to reset testing a few times to get it right. I would've thought they would've had a standard format for that. I also felt that the project closure wasn't as neat as it could've been. Because it was a time-based arrangement, there were a few loose ends because we ran out of time. Once a contract ends, it's quite difficult to get more done. Having a clearer project closure would helpful. Overall, Theodo UK was fantastic to work with.
Clients need to take the amount of time they need to commit seriously. Theodo UK was upfront about that in the beginning. You can't take that lightly. If you're not ready and can't keep up to their pace, you'll be left behind and end up burning money. My advice would be to figure out the timing at the start to make sure your side of the arrangement will be a willing participant.
Web Dev for Property Management Firm
"Theodo kicked off our project with little need for onboarding and executed our goals quickly."
Theodo (previously Theodo UK) created additional functionality for an existing website for a property management company. They built landing pages, a new user onboarding flow, and other features for a better user experience.
Neil Archibald
Former Product Manager, Hostmaker
The added functions impressed stakeholders, and Theodo's work met or beat almost every weekly goal throughout the project. Their products arrived promptly without sacrificing quality. Customers can expect an experienced team can onboard quickly and solve problems with ease.
I'm the former product manager for Hostmaker, a property management company.
We engaged Theodo UK to create features for our website so that we can grow our business.
Theodo UK provided technical assistance to build out new functionality for our existing website. They built a new user onboarding flow, various landing pages for marketing efforts, and other features to improve the customer experience.
We didn't have a solution before we came to Theodo UK—we only had a challenge we wanted to solve. Theodo UK worked with us to fully scope the project and flesh out what we wanted to build before we started development.
I mainly worked with two developers and an agile coach throughout the project. A project director came in every few weeks to check on progress and make sure the team was meeting the agreed-upon budget and timeline.
We worked with another team at Theodo UK on a previous project. We hired them to build a mobile app, and we were so impressed with their work that we asked them to come back. I believe we had found them through a referral.
We worked together from February–June 2019.
My team and I were thrilled with Theodo UK's work. We set key performance indicators (KPIs) at the project's beginning, and we hit or beat them nearly every week. Some members of my team weren't used to Theodo UK's processes at first, but after a week or two, we all saw the benefit.
Theodo UK managed the project well. I worked closely with the team. They stayed on top of every task and demonstrated experience from start to finish. The agile coach kept the team in line, making sure we stayed focused and taking the pressure off of my role. Theodo UK also regularly sat down with me to ask for feedback on their performance. They were always looking to improve, and it showed in their results.
We used Jira to manage tickets and Trello for other project management aspects. To communicate with all of our remote workers and stakeholders, we had Google Hangouts and Slack.
Theodo UK kicked off our project with little need for onboarding and executed our goals quickly. We were surprised by how good every team member was at their job. They never turned down a task.
No, I can't think of anything. Theodo UK did an excellent job.
Sometimes, we didn't quite accomplish what we want to do.
Everything was done perfectly.
I already have referred Theodo UK.


Over the summer months we have been busy making space for a new machine. Investment in equipment and people is core to our business strategy and vital to providing our customers with the service they expect. The new machine is due to be installed and commissioned in October. The greater level of automation will lead to reduced lead times and significantly increase current capacity.


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New version released of top selling iPhone app - Dictionary 3.0!


March 26 (Reuters) - European shares were subdued on Tuesday after four days of losses amid concerns about a softening global economy and uncertainty over Britain's exit from the European Union.
The pan-region STOXX 600 index edged higher, a day after hitting a 12-day low. Germany and Madrid slipped while Paris and London's FTSE 100 were slightly higher.
Investors' concern over the health of global economy intensified on Friday after disappointing German and U.S. factory data that led to an inversion of the U.S. Treasury yield curve, which some see as a leading indicator of recession.
On Tuesday, U.S. 10-year Treasury yields recovered slightly from 2017 lows hit in the previous session.
A survey showed German consumer morale deteriorated unexpectedly heading into April, suggesting that household spending could weaken in the second quarter of this year.
Airbus rose 1.2 percent, providing the biggest boost to the main European index after the planemaker signed a deal worth tens of billions of dollars to sell 300 aircraft to China.
Leading gains on STOXX was ConvaTec Group Plc, up 6.3 percent after Swedish business daily Dagens Industri said private equity firm EQT could be one of the parties interested in buying the company.
Meanwhile, Ferguson Plc was among the biggest weights, falling 8.7 percent after the world's largest heating and plumbing equipment supplier's half-year ongoing trading profit missed analyst expectations.
Europe's retail sector and personal and household goods sector were the biggest boosts to the market but their gains were offset by losses in banks and tech stocks.
British online supermarket Ocado rose 3.5 percent on partnering with Australia's Coles Group, its fifth major overseas deal in less than 18 months.
Dublin stocks, typically sensitive to Brexit news, slipped 0.6 percent.
British lawmakers on Tuesday wrested control of the parliamentary agenda from the government for a day in a highly unusual bid to find a way through the Brexit impasse after Prime Minister Theresa May's EU divorce deal was rejected again.


text:
Chinese hackers infiltrated Reserve Bank
By Juha Saarinen , Darren Pauli on Mar 11, 2013 7:47AM
Computer networks at the Reserve Bank of Australia were compromised in 2011 by Chinese intelligence gathering malware, documents obtained under the Freedom of Information Act reveal.
The email disseminated Trojan Horse malware was planted on six computers at the RBA, bypassing anti-virus scanners, as first reported by The Australian Financial Review.
Several RBA staffers including heads of department were sent the malicious emails over two days, but it isn't known if the malware executed and succeeded in capturing information from the compromised computers.
According to the paper, the Defence Signals Directorate was brought in to rectify the compromise, but no details were given as to the type of malware utilised in the attack, beyond it being "Chinese-developed" and that it was attempting to seek intelligence on sensitive G20 negotiations between Australia's and 19 other countries.
State-sponsored hacking of government departments, financial institutions and private organisations has come to the fore lately after revelations that media such as the New York Times, Bloomberg News and Washington Post were breached last year, allegedly by the Chinese.
The FOI report also reveals a series of data breaches resulting from lost and stolen laptops, phones and documents, to email gaffes.
From 2008 to 2012, six laptops and two Blackberrys, an iPad and a USB drive were lost or stolen.
The thumb drive contained sensitive information and was taken home by a staff member as was "standard practice" in the several years to 2010. While the drive was password-protected, it was not encrypted in contravention to RBA security policies.
And in 2009, 82 staff members were locked out of their accounts after an autorun virus was loaded onto a machine and began brute-forcing accounts. A further 20 system accounts were locked for about 30 minutes.
In another breach, the RBA was forced to retract part of a tender after it sent a document revealing how it would consider evaluating bids to a interested external third party.
The attacks are thought to be numerous and cause widespread data leakage. A case study (pdf, registration required) by security vendor Team Cymru claims that an estimated 30,000 systems had data stolen over a period of few years.
Team Cymru said up to a terabyte of data a day in total is being "stolen" and that this is ongoing.
Targets for the hackers included an unnamed Australian mining conglomerate and also academic institutions and government departments in the Middle East, Asia and Eastern Europe.
While Chinese state hackers are often blamed for the hacks, cyber security observer Jeffrey Carr said they are often used as a convenient excuse to hide attacks from other countries such as the United States, Russia, France and Israel which are thought to operate clandestine digital intelligence gathering and sabotage programmes that use malware.
China's state news agency Xinhua reported yesterday that most cyber attacks on Chinese interests in the first two months of 2013 originated from the United States.
Update 3:57pm 11/3/13.
The Reserve Bank has released a statement:
"As reported in today's media, the Bank has on occasion been the target of cyber attacks. The Bank has comprehensive security arrangements in place which have isolated these attacks and ensured that viruses have not been spread across the Bank's network or systems.
At no point have these attacks caused the Bank's data or information to be lost or its systems to be corrupted. The Bank's IT systems operate safely, securely and with a high degree of resilience.
The Bank takes cyber security and its potential consequences extremely seriously. As part of its extensive efforts to ensure that security arrangements are best practice, the Bank routinely consults with the Defence Signals Directorate and draws on the expertise of specialist private firms. There is ongoing rigorous testing of the Bank's IT systems and regular training of staff."
china hackers hacking infosec malware rba security
More e-signatures are an opportunity for the channel
Magrabi safeguards clinical care with managed cybersecurity
Making modern data continuity a simple value-add for the channel
By Juha Saarinen
Darren Pauli
Gravatar profile add-on leaks data on millions of users
Email security firm Mimecast says hackers hijacked its products to spy on customers
SolarWinds hackers breached US Justice Department's emails
Critical SonicWall flaws could let hackers control systems

redpajama_set_name: RedPajamaCommonCrawl


Ball, J. (2007). Screening and assessment practices in Aboriginal early childhood programs in British Columbia. Retrieved April 12, 2012.
Ball, J., & Lewis, M. (2011). 'An altogether different approach': Roles of speech-language pathologists in supporting Indigenous children's language development. Canadian Journal of Speech-Language Pathology & Audiology, 35(2), 144-158.
British Columbia Aboriginal Child Care Society. (2013). Aboriginal early childhood development assessment: Issues and insights in a cultural context.
Canada Physiotherapy Association. (2014). Access to physiotherapy for Aboriginal peoples in Canada. Ottawa, ON: Canada Physiotherapy Association.
Canada Physiotherapy Association. (2013). Position statement: The role of physiotherapy in Aboriginal health care. Ottawa, ON: Canada Physiotherapy Association.
CASLPA. (2010). Speech, language and hearing services to First Nations, Inuit and Metis children in Canada, with a focus on children 0-6 years of age.
Gardener, A., & McCrick, H. (2010). A speech-language pathology support personnel pilot project for Aboriginal communities on the west coast of Vancouver Island.
Gerlach, A. J., Sullivan, T., Valavaara, K., & McNeil, C. (2014). Turning the gaze inward: Relational practices with Aboriginal peoples informed by cultural safety. Occupational Therapy Now, 16(1), 20-21.
Gerlach, A. J. (2007). Steps in the right direction: Connecting and collaboration in early intervention therapy with Aboriginal families and communities in British Columbia.
Zeidler, D. (2011). Building a relationship: Perspectives from one First Nations Community. Canadian Journal of Speech-Language Pathology & Audiology, 35(2), 136-143.


Organic Dried Tyhme Leaves – HERMES TARIM LTD.
Thymus vulgaris is a commonly used culinary herb. It also has medicinal uses. Common thyme is a Mediterranean perennial which is best suited to well-drained soils and enjoys full sun. Thyme is widely cultivated for its strong flavor, which is due to its content of thymol. Thyme is best cultivated in a hot, sunny location with well-drained soil. It is generally planted in the spring, and thereafter grows as a perennial. It can be propagated by seed, cuttings, or by dividing rooted sections of the plant. It tolerates drought well. The plants can take deep freezes and are found growing wild on mountain highlands.
Thyme is often used to flavor meats, soups and stews. It has a particular affinity to and is often used as a primary flavor with lamb, tomatoes and eggs. Thyme, while flavorful, does not overpower and blends well with other herbs and spices. In some Levantine countries, and Assyrian, the condiment za'atar (Arabic for thyme) contains thyme as a vital ingredient. It is a common component of the bouquet garni, and of herbes de Provence.
A tea made by infusing the herb in water can be used for coughs and bronchitis. Medicinally, thyme is used for respiratory infections in the form of a tincture, tisane, salve, syrup, or by steam inhalation. Because it is antiseptic, thyme boiled in water and cooled is very effective against inflammation of the throat when gargled three times a day, with the inflammation normally disappearing in two to five days. The thymol and other volatile components in the leaf glands are excreted via the lungs, being highly lipid-soluble, where they reduce the viscosity of the mucus and exert their antimicrobial action. Other infections and wounds can be dripped with thyme that has been boiled in water and cooled.
10 kg in Kraft Paper Bag.


a private type whose Default_Initial_Condition aspect is specified to be a Boolean_expression.
A constraint in SPARK 2014 cannot be defined using variable expressions except when it is the range of a loop_parameter_specification. Dynamic subtypes are permitted but they must be defined using constants whose values may be derived from expressions containing variables. Note that a formal parameter of a subprogram of mode in is a constant and may be used in defining a constraint. This restriction gives an explicit constant which can be referenced in analysis and proof.
An expression with a variable input reads a variable or calls a function which (directly or indirectly) reads a variable.
Static predicates and dynamic predicates are both in SPARK 2014, but subject to some restrictions.
an actual parameter of mode out or in out in a call.
A Static_Predicate or Dynamic_Predicate shall not apply to an effectively volatile type.
The Boolean aspect Constant_After_Elaboration may be specified as part of the declaration of a library-level variable. If the aspect is directly specified, the aspect_definition, if any, shall be a static [Boolean] expression. [As with most Boolean-valued aspects,] the aspect defaults to False if unspecified and to True if it is specified without an aspect_definition.
Otherwise, a stand-alone constant is a constant without variable inputs.
The following rules apply to derived types in SPARK 2014.
A private type that is not visibly tagged but whose full view is tagged cannot be derived.
The Ada RM states that, in the case of a fixed point type declaration, "The base range of the type does not necessarily include the specified bounds themselves". A fixed point type for which this inclusion does not hold is not in SPARK 2014.
it might be the case that (2.0 ** 31) is greater than T'Base'Last. If this is the case, then the type T is not in SPARK 2014.
The following rules apply to discriminants in SPARK 2014.
The type of a discriminant_specification shall be discrete.
A discriminant_specification shall not occur as part of a derived type declaration.
Default initialization expressions must not have variable inputs in SPARK 2014.
The identifier External_Tag shall not be used as an attribute_designator.
A type extension shall not be declared within a subprogram body, block statement, or generic body which does not also enclose the declaration of each of its ancestor types.
In order to reduce the complexity associated with the specification and verification of a program's behavior in the face of pointer-related aliasing, SPARK 2014 supports only "owning" access-to-object types (described below); other access types (including access-to-subprogram types and access discriminants) are not in SPARK 2014.
Restrictions are imposed on the use of "owning" access objects in order to ensure, roughly speaking (and using terms that have not been defined yet), that at any given point in a program's execution, there is a unique "owning" reference to any given allocated object. The "owner" of that allocated object is the object containing that "owning" reference. If an object's owner is itself an allocated object then it too has an owner; this chain of ownership will always eventually lead to a (single) nonallocated object.
Ownership of an allocated object may change over time (e.g., if an allocated object is removed from one list and then appended onto another) but at any given time the object has only one owner. Similarly, at any given time there is only one access path (i.e., the name of a "declared" (as opposed to allocated) object followed by a sequence of component selections, array indexings, and access value dereferences) which yields a given (non-null) access value. At least that's the general idea - this paragraph oversimplifies some things (e.g., see "borrowing" and "observing" below - these operations extend SPARK's existing "single writer, multiple reader" treatment of concurrency and of aliasing to apply to allocated objects), but hopefully it provides useful intuition.
This means that data structures which depend on having multiple outstanding references to a given object cannot be expressed in the usual way. For example, a doubly-linked list (unlike a singly-linked list) typically requires being able to refer to a list element both from its predecessor element and from its successor element; that would violate the "single owner" rule. Such data structures can still be expressed in SPARK 2014 (e.g., by storing access values in an array and then using array indices instead of access values), but such data structures may be harder to reason about.
The single-owner model statically prevents storage leaks because a storage leak requires either an object with no outstanding pointers to it or an "orphaned" cyclic data structure (i.e., a set of multiple allocated objects each reachable from any other but with no references to any of those objects from any object outside of the set).
For purposes of flow analysis (e.g., Global and Depends aspect specifications), a read or write of some part of an allocated object is treated like a read or write of the owner of that allocated object. For example, an assignment to Some_Standalone_Variable.Some_Component.all is treated like an assignment to Some_Standalone_Variable.Some_Component. Similarly, there is no explicit mention of anything related to access types in a Refined_State or Initializes aspect specification; allocated objects are treated like components of their owners and, like components, they are not mentioned in these contexts. This approach has the benefit that the same SPARK 2014 language rules which prevent unsafe concurrent access to non-allocated variables also provide the same safeguards for allocated objects.
The rules which accomplish all of this are described below.
An access-to-variable type is said to be an owning access type if if it is either a (named) pool-specific access type, the anonymous type of a stand-alone object (including a generic formal in mode object), the anonymous type of an object renaming declaration, or an anonymous type occuring in the profile (either as a parameter type or as the function result type) of a traversal function (defined below).
An access-to-constant type is said to be an observing access type if if it is either a (named) pool-specific access type, the anonymous type of a stand-alone object (including a generic formal in mode object), the anonymous type of an object renaming declaration, or an anonymous type occuring in the profile (either as a parameter type or as the function result type) of a traversal function (defined below).
User-defined storage pools are not in SPARK 2014; more specifically, the package System.Storage_Pools, Storage_Pool aspect specifications, and the Storage_Pool attribute are not in SPARK 2014.
A composite type is also said to be an owning type if it has an access subcomponent [redundant: , regardless of whether the subcomponent's type is access-to-constant or access-to-variable].
An object of an owning access type is said to be an owning object; an object of an observing access type is said to be an observing object. An object that is a part of an object of an owning or observing type, or that is part of a dereference of an access value is said to be a managed object.
In the case of a constant object of an access-to-variable type where the object is not a stand-alone object and not a formal parameter (e.g., if the object is a subcomponent of an enclosing object or is designated by an access value), a dereference of the object provides a constant view of the designated object [redundant: , despite the fact that the object is of an access-to-variable type. This is because a subcomponent of a constant is itself a constant and a dereference of a subcomponent is treated, for purposes of analysis, like a subcomponent].
otherwise, the name statically denotes an object and the root object is the statically denoted object.
at least one name denotes an object renaming declaration, and the other is a potential alias with the object_name denoting the renamed entity.
N1 is a call on a traversal function and the actual traversed parameter of the call potentially overlaps N2 (or vice versa).
The prefix and the name that are potential aliases are called the potentially aliased parts of the potentially overlapping names.
A name that denotes a managed object can be in one of the following ownership states: Unrestricted, Observed, Borrowed, or Moved.
In the Unrestricted state, no additional restrictions are imposed on the use of the name. In particular, if the name denotes a variable of an access-to-variable type then a dereference of the name provides a variable view.
In the Observed state, the name provides a constant view (even if the named object is a variable). If it denotes an access object then a dereference of the name provides a constant view [redundant: , even if the object is of an access-to-variable type].
In the Moved state, the name is unusable for reading (although the name itself can be assigned to).
In the Borrowed state, the name is unusable for writing, observing and borrowing (see below).
A name that denotes a managed object has an initial ownership state of Unrestricted unless otherwise specified. Certain constructs (described below) are said to observe, borrow, or move the value of a managed object; these may change the ownership state (to Observed, Borrowed, or Moved respectively) of a name within a certain portion of the program text (described below). In the first two cases (i.e. observing and borrowing), the ownership state of a name reverts to its previous value at the end of this region of text.
An assignment operation that is used to initialize an access object, where this target object (the observer) is a stand-alone variable of an anonymous access-to-constant type, or a constant (including a formal parameter of a procedure or generic formal object of mode in) of an anonymous access-to-constant type.
The source expression of the assignment shall be either a name denoting a part of a stand-alone object or of a parameter, or a call on a traversal function whose result type is an (anonymous) access type. If the source of the assignment is a call on a traversal function then the name being observed denotes the actual traversed parameter of the call. Otherwise the name being observed denotes the source of the assignment.
An assignment operation that is used to initialize a constant object (including a generic formal object of mode in) of an owning composite type. The name being observed denotes the source of the assignment. The initialized object is the observer.
A procedure call where an actual parameter is a name denoting a managed object, and the corresponding formal parameter is of mode in and composite or aliased. The name being observed denotes the actual parameter. The formal parameter is the observer.
Such an operation is called an observing operation.
In the region of program text beween the point where a name denoting a managed object is observed and the end of the scope of the observer, the ownership state of the name is Observed. While a name that denotes a managed object is in the Observed state it provides a constant view [redundant: , even if the name denotes a variable].
At the point where a name that denotes a managed object is observed, every name of a reachable element of the object is observed.
An assignment operation that is used to initialize an access object, where this target object (the borrower) is a stand-alone variable of an anonymous access-to-variable type, or a constant (including a formal parameter of a procedure or generic formal object of mode in) of a (named or anonymous) access-to-variable type.
The source expression of the assignment shall be either a name denoting a part of a stand-alone object or of a parameter, or a call on a traversal function whose result type is an (anonymous) access-to-variable type. If the source of the assignment is a call on a traversal function then the name being borrowed denotes the actual traversed parameter of the call. Otherwise the name being borrowed denotes the source of the assignment.
A call (or instantiation) where the (borrowed) name denotes an actual parameter that is a managed object other than an owning access object, and the formal parameter (the borrower) is of mode out or in out (or the generic formal object is of mode in out).
An object renaming where the (borrowed) name is the object_name denoting the renamed object. In this case, the renamed object shall not be in the Observed or Borrowed state. The newly declared name is the borrower.
Such an operation is called a borrowing operation.
In the region of program text beween the point where a name denoting a managed object is borrowed and the end of the scope of the borrower, the ownership state of the name is Borrowed.
An indirect borrower of a name is defined to be a borrower either of a borrower of the name or of an indirect borrower of the name. A direct borrower of a name is just another term for a borrower of the name, usually used together with the term "indirect borrower". The terms "indirect observer" and "direct observer" are defined analogously.
While a name that denotes a managed object is in the Borrowed state it provides a constant view [redundant: , even if the name denotes a variable]. Furthermore, the only permitted read of a managed object in the Borrowed state is the introduction of a new observer of the object. Within the scope of such a new observer any direct or indirect borrower of the original name similarly enters the Observed state and provides only a constant view.
At the point where a name that denotes a managed object is borrowed, every name of a reachable element of the object is borrowed.
An assignment operation, where the target is a variable or return object (see Ada RM 6.5) of an owning type.
An assignment operation where the target is part of an aggregate of an owning type.
A move operation results in a transfer of ownership. The state of the source object of the assignment operation becomes Moved and remains in this state until the object is assigned another value.
does not violate the "single owner" rule because the move operation poisons Pointer_1, leaving Pointer_2 as the unique owner of the allocated object. Any attempt to read such a poisoned value is detected and rejected.
At the point of a move operation the state of the source object (if any) and all of its reachable elements shall be Unrestricted. After a move operation, the state of any access parts of the source object (if there is one) becomes Moved.
the object is part of an actual parameter of mode out in a call.
If the target of an assignment operation is an object of an anonymous access-to-object type (including copy-in for a parameter), then the source shall be a name denoting a part of a stand-alone object, a part of a parameter, or a call to a traversal function.
A declaration of a stand-alone object of an anonymous access type shall have an explicit initial value and shall occur (directly or indirectly) within a subprogram body, an entry body, or a block statement.
If a prefix of a name is of an owning type, then the prefix shall denote neither a non-traversal function call, an aggregate, an allocator, nor any other expression whose associated object is (or, as in the case of a conditional expression, might be) the same as that of such a forbidden expression (e.g., a qualified expression or type conversion whose operand would be forbidden as a prefix by this rule).
If the root of the name of a managed object denotes an object whose scope includes any portion of the visible part of a package, then a declaration that observes or borrows the managed object shall not occur within the private part or body of the package, nor within a private descendant of the package, unless the accessibility level of the declaration is statically deeper than that of the package.
If the type of the target is an anonymous access-to-constant type (an observing access type), the source shall be an owning access object denoted by a name that is not in the Moved state, and whose root object is not in the Moved state and is not declared at a statically deeper accessibility level than that of the target object.
An the point of a dereference of an object, the object shall not be in the Moved or Borrowed state.
At the point of a read of an object, or of passing an object as an actual parameter of mode in or in out, or of a call where the object is a global input of the callee, neither the object nor any of its reachable elements shall be in the Moved or Borrowed state.
At the point of a return statement, or at any other point where a call completes normally (e.g., the end of a procedure body), no inputs or outputs of the callee being returned from shall be in the Moved state. In the case of an input of the callee which is not also an output, this rule may be enforced at the point of the move operation (because there is no way for the moved input to transition out of the Moved state), even in the case of a subprogram which never returns.
Similarly, at the end of the elaboration of both the declaration and of the body of a package, no reachable element of an object denoted by the name of an initialization_item of the package's Initializes aspect or by an input occuring in the input_list of such an initialization_item shall be in the Moved state.
The source of a move operation shall not be a part of a library-level constant without variable inputs.
If the state of a name that denotes a managed object is Observed, the name shall not be moved, borrowed, or assigned.
If the state of a name that denotes a managed object is Borrowed, the name shall not be moved, borrowed, observed, or assigned.
At the point of a call, any name that denotes a managed object that is a global output of the callee (i.e., an output other than a parameter of the callee or a function result) shall not be in the Observed or Borrowed state. Similarly, any name that denotes a managed object that is a global input of the callee shall not be in the Moved or Borrowed state.
The prefix of an Old or Loop_Entry attribute reference shall not be of an owning or observing type unless the prefix is a function_call and the called function is not a traversal function.
When an owning access object other than a borrower, an observer, or an object in the Moved state is finalized, or when such an object is passed as a part of an actual parameter of mode out, its value shall be null.


text:
Grand Rapids neighborhood at center of new park plan
by: Joe LaFurgey
GRAND RAPIDS, Mich. (WOOD) — The small piece of property next to Southwest Middle High School in Grand Rapids just doesn't look like much: just mounds of weed-covered dirt. But give it some time, said Karie Enriquez.
"We have plans for an entire park. We're really excited about it," said Enriquez, the city Parks and Recreation Department's project manager for the proposed park at Rumsey Street SW and Cesar E. Chavez Avenue in the Roosevelt Park neighborhood. "There's going to be some flexible seating options, a new picnic shelter, some play equipment — really as much as we can kind of put into this small park space to make it really great for the community."
There's no exact timetable for the project. The city parks millage will cover about 30% of the $1.5 million price tag. The city is hoping fundraisers and grants covered the rest.
The site of the proposed park. (Jan. 18, 2023)
The park will have a real neighborhood feel because the neighborhood is helping plan it.
"We put on events. We did canvassing. We did a whole bunch of flyers. And we did direct feedback sessions to collect information about what people wanted to see, what would benefit people the most and to get some consensus about what the priorities were for the space," said Steff Rosalez, the CEO of the Grandville Avenue Arts and Humanities.
The group was in charge of bringing the neighborhood together to contribute to the design of the park. That design effort continues.
"We're going to engage the community again to pick out the specific shelter they want, the seating options, as well as bringing in some historical elements from St. Joseph the Worker Church," Enriquez said.
For decades, the church was an important part of the community and its people. It's gone now but reminders of the church like the cupola and organ pipes will live on.
"We're looking at ways to add that into the park space so there's just kind of that connection from the historical aspect of the space with the future," Enriquez said.
The school and new housing and new businesses have brought a resurgence to the area. Nearby Roberto Clement Park already provides the neighborhood with more traditional park space, but the hike home from Clemente features quite a climb.
"Because of the elevation difference, it's hard for people to be able to get down there. So this will be a great space for everyone to walk to," Enriquez said.
While fundraising for the project continues, the city plans on having some amenities for the park in place by the end of this coming summer.
"Right now, it's not super usable, so being able to bring in maybe some table and chairs, the community could utilize while they're waiting," Enriquez said.
Once the final phase of construction is completed, Rosalez predicted the payoff will be in the reaction of the neighbors who helped make it their own.
"I already know once people are walking through there, they're going to be like, 'This is what we asked for! Here it is!' It's exciting to see that," Rosalez said.
Nonprofits help students with disabilities create …
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So very sorry, my sincere condolences with thoughts and prayers to you and your family.
I had an employee that had her 21 year old son pass. She was greatly comforted by a group called 'Compassionate Friends.' Here is a link to their website which has a chapter locator so if you'd like, you could find local meetings.
I don't have anything to offer but my condolences. A guy I know from one of our clients used to go all out for halloween. He'd plan it all in the preceding months, then take off work a couple days to put it together with his kids. It was his favorite thing in the world. I got out of the business for a few years, but came back, and when halloween was approaching, I asked him what he had planned. Nothing. Turns out his son died in a car wreck during the period I was away. It was very sad and uncomfortable that I had asked. He offered me his decorations, but I declined.
Not sure what the point is. I suppose if a point is to be derived, it's that things will get better after awhile, but will never be the same. The only thing to do is keep on keeping on, and I hope you find the strength to do so.
As stated by others, there are no words to share that express the emotion, the sorrow, the grief. You and your family will be in my thoughts and prayers.
Sorry for you. My best friend died recently and it sure took me down and that is nothing compared to what you are experiencing.
That is particularly tough this time of year, I cannot imagine a greater pain. Know that we are here for you and don't be afraid to drop in and talk, this support here was wonderful when I lost my wife.
Doug, I have no magic words to soothe your pain but I think grieving is healing. Not something you can get over but be able to deal with.
My brother lost his only child a son .
He was only 23 and he had worked with me off and on.
I have two precious adult daughters, I can't imagine the pain or struggle.
My wife included the poem below in the funeral for my mother-in-law who passed recently. I'm pretty sure my daughters are enough like their mother and grandmother that they would not just want me to go on but would expect me to go on with life if I lose one of them.
Maybe this might help. God's comfort and peace be with you.
Will be prayerful of you and your family. Words will not sooth only God's touch can bring peace and the assurance of eternity. This will be my prayer for you.
Ive lost parents, siblings, best friends, but i can not imagine the heartache of losing a child. Just know that the forum and its membership is here to help hold you up when you need us.
My daughters birthday was yesterday I lost Mandy 12 years agao on Nvember 8 the day befor deer hunting season the last thing she said was see you in the morning dad we are going to get that buck I didn't hunt that year.
I lost my 42 year old son a year ago this week and I can tell you there is no magic formula on how to get thru this difficult time. For me, I've had to be strong for my wife to lean on thru this difficult time. I've learned to just take one step forward at a time and just keep looking forward. Remember the good times you've had with your daughter and not dwell on the tragedy of the loss. Easy to say and write but it's the best remedy for your grief.
You still hangin in there Doug?
Doug, The pain of this loss must be so incredible. I wish there was something, anything I could do to ease the suffering, and I know others here feel the same. Feel free to reach out anytime. Your feelings are welcome.
Trying to learn without making a mistake every time.
Like a child on Christmas Eve.
Who took their time to teach you something when you were a child?
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Our succulent free range turkeys are only selected from Westcountry free range farms where the birds well fare is of the upmost importance. Birds from these farms take slightly longer to rear, however we feel this makes for an exceptional taste.
As with the organic turkeys, the weight ranges vary enormously and we make every effort to match them to the weight you require. They will vary between 12-25lb approximately. If you are at all unsure about the weight you require then simply tell us how many you are having for lunch and we will work it out for you.
These Turkeys weigh between 5 - 12 kg.
Please be aware that all our poultry is grown naturally and that although we do our best we CANNOT control the weight to which they grow. We will do our best to match the weight of bird to the weight that you require but we cannot guarantee exact matches. It can vary between 1-2kg per bird.


text:
SC Johnson Named No. 1 2018 Best Workplace in Central America
Commitment to company values celebrated
Submitted by SC Johnson
SC Johnson Central America has been recognized as the top 2018 Best Workplace by the Great Place to Work® Institute, ranking No. 1 on this year's list of companies. This is the 11thconsecutive appearance in the rankings for SC Johnson Central America, and the third consecutive year being ranked No. 1.
"Promoting a culture of respect, inclusion and engagement is incredibly important to us, and SC Johnson Central America embodies those values," said Fisk Johnson, Chairman and CEO of SC Johnson. "I congratulate the people of SC Johnson Central America for this well-deserved recognition."
SC Johnson Central America received the highest score on the Great Place to Work® Institute's culture audit, which evaluates a company's unique values. The Best Workplaces list is the world's largest annual study of workplace excellence. The ranking is determined by the results of an employee opinion survey and information provided about company culture, programs and policies.
The Central America team joins SC Johnson Italy, Venezuela, Germany, Greece, United Kingdom, Mexico and Canada on the 2018 list of Best Workplaces.
In the United States, SC Johnson has been included 29 times in Working Mother magazine's list of the "100 Best Companies for Working Mothers" for its programs and benefits that support working parents including paid family leave, schedule flexibility and advancement of women.
Also in 2017, the company received a perfect score of 100 percent on the Human Rights Campaign Corporate Equality Index. This HRC honor marked the 13th time the company earned a perfect score and its 16th year of recognition on the workplace equality list.
About SC Johnson
SC Johnson is a family company dedicated to innovative, high-quality products, excellence in the workplace and a long-term commitment to the environment and the communities in which it operates. Based in the USA, the company is one of the world's leading manufacturers of household cleaning products and products for home storage, air care, pest control and shoe care, as well as professional products. It markets such well-known brands as GLADE®, KIWI®, OFF!®, PLEDGE®, RAID®, SCRUBBING BUBBLES®, SHOUT®, WINDEX® and ZIPLOC® in the U.S. and beyond, with brands marketed outside the U.S. including AUTAN®, TANA®, BAMA®, BAYGON®, BRISE®, KABIKILLER®, KLEAR®, MR MUSCLE® and RIDSECT®. The 132-year-old company, which generates $10 billion in sales, employs approximately 13,000 people globally and sells products in virtually every country around the world. www.scjohnson.com
SC Johnson is a family-owned and managed business dedicated to innovative, high-quality products, excellence in the workplace and a long-term commitment to the environment and the communities in which it operates. Based in the USA, the company is one of the world's leading manufacturers of household cleaning products and products for home storage, air care, and insect control.
It markets well-known brands such as GLADE®, OFF!®, PLEDGE®, RAID®, SCRUBBING BUBBLES®, SHOUT®, WINDEX® and ZIPLOC® in the U.S. and beyond, with brands marketed outside the U.S. including AUTAN®, BAYGON®, BRISE®, KABIKILLER®, KLEAR®, and MR. MUSCLE®. The 125-year-old company, with more than $8 billion in sales, employs approximately 12,000 people globally and sells products in virtually every country around the world. www.scjohnson.com
More from SC Johnson


of the appointments.Coleman are going to analyse if he wants to still travel the maximum amount and he will have to which will FAN/CBS mean.One anywhere near true aftereffects of the offer actuality that Mets enthusiasts and therefore staff members definitely are going to on supporter far more since final away radio station any time you are to select chose on the the Yankees throughout the last Mets attack the airwaves of dialogue.the word will DAZN, a major international going internet service that is trying to make the truck cover's mark about US industry, is really to pay for hard earned money that would bait tv stations. now is the time if you happen to look at his prime whack merely business related to and as well Brian Kenny ray Leonard. the remainder of their initial group of people consist of lot Kay Adams together with john Mannix and consequently LZ Grgiven thaterson reporters ringside.


A study was carried out with Al–Sn alloys having eutectic system aiming at understanding the hot-cracking mechanism considering the factors of temperature, stress and element distribution in the vicinity of cracks. According to the temperature measurement in the cast Al–30 mass%Sn alloy, cracking was initiated at 820 K (547°C) which corresponded to 0.9 in solid fraction. It was observed that the crack was initiated at the position close to the center but a little bit mold side and propagated toward the Cu and refractory sides. The crack became longer with an increase in Sn content. According to the residual stress distribution, almost zero stress remained in the Sn phase along the hot-crack indicated that the crack was attributed to the liquid film of the Sn phase. On the other hand, compressive stress remained in the both Al and Sn phases beyond the crack-tip indicating ductile behavior in this region. Observation of the fracture surfaces showed that the Sn phases exhibited globular shapes indicating that Sn melted consistently with the results of stress measurement showing almost zero stress values. Therefore, hot-cracking mechanism was clarified as a fracture firstly took place at 0.9 in solid fraction due to the liquid film of Sn. After that, ductile fracture occurred at the positions almost solidified when the crack was initiated.


Twitterati is buzzing about Leonardo Di Caprio not getting any Oscar award yet again and Gravity and 12 years a slave stealing the show completely. But what is it that we loved the most? Ellen DeGeneres! Yes, you read it right. Ellen hosted the Oscars for the second time after 2006.
Ellen just belongs there, she proved it. She just killed the opening monologue; she was funny, honest, serious and bold. We don't get to see many women hosting the Oscars and especially after last year's rather misogynistic show with host Seth Macfarlane, this was refreshing.
Cate Blanchett, who was up against Sandra Bullock, Amy Adams, Meryl Streep and Judi Dench took away the best actress award for Blue Jasmine. This was despite a late-season challenge by Dylan Farrow, who wrote publicly that Woody Allen and his films should be shunned because he had sexually molested Cate as a child. Allen, her adoptive father, strongly challenged the charge.
"Thank you so much, Woody, for casting me," said Ms. Blanchett, who never mentioned the blow-up, but made a point of thanking Mr. Allen for using "Blue Jasmine" to tell a woman's story.
Angela Lansbury was deservedly given an Honorary Award for her many years of acting service. David Gritten picked her ten greatest performances on stage, screen and television.
A tribute was paid to Sarah Jones, a 27-year-old assistant cameraperson; Sarah Jones was killed in a train accident near Savannah, Georgia, on the set of the film MIDNIGHT RIDER. The accident also injured half a dozen crew. Sarah's death resonated with tens of thousands of filmmakers from around the world and spurred a rallying cry for greater on-set safety.
From the oldest and youngest Oscar-nominated actresses to true powerhouse performers, it has truly been an extraordinary year for women in film.


text:
Wernhout (Brabants: Wérnout) is een dorp in de Nederlandse gemeente Zundert, provincie Noord-Brabant en telt per   inwoners (CBS).

Etymologie
De oorsprong van de naam Wernhout is niet geheel duidelijk. Hout staat voor hoogopgaand bos, maar Wern kan een eigennaam zijn als Waro, maar het zou ook op jachtterrein betrekking kunnen hebben, als in warande.

Geschiedenis
De oudste vermelding van Wernhout is in 1294 als Warenthout. Toen was reeds sprake van een heerlijkheid, in het bezit van Jan I Berthout van Berlaer. In 1381 werd de heerlijkheid verkocht aan Jan van Cuijk (1360-1442). In 1448 kwam het leengoed aan Frank van Borssele, die ook heer van Brecht was. Door vererving kwam Wernhout uiteindelijk aan de geslachten Van Culemborg en Bailleuil. In 1618 werd de heerlijkheid gekocht door Johan van Aersen, die drossaard was van de Baronie van Breda. In 1698 werd de heerlijkheid door Cornelis van Aersen verkocht aan Willem III van Oranje, die toen ook Heer was van Breda. Tijdens de Tachtigjarige Oorlog vormde Wernhout een onderdeel van Brecht en dus een enclave binnen de Baronie van Breda die aan de Hertog van Brabant en dus aan de Zuidelijke Nederlanden toebehoorde. Dit duurde tot 1618.

Van belang voor Wernhout was de aanleg in 1812 van de Napoleonsweg die Breda met Antwerpen verbond.

In 1883 kreeg Wernhout een eigen school. Pas in 1926 werd Wernhout een zelfstandige parochie. Niet alle parochianen wensten een nieuw kerkgebouw, daar velen kerkten bij de Lazaristen in Wernhoutsburg. Het kerkgebouw kwam er toch en de komst ervan werd uitbundig gevierd.

Economie
Wernhout grenst aan het Belgische Wuustwezel. De in 1812 aangelegde Napoleonsweg tussen Breda en Antwerpen en sinds 1830 de grensovergang in de N263 te Wernhoutsburg zijn belangrijk geweest voor de ontwikkeling van het dorp. Wernhoutsburg was tot 1972 de belangrijkste grensovergang over land tussen de havensteden Rotterdam en Antwerpen. In eerste instantie leverde dit veel werk op vanwege de transportbedrijven (onder andere sinds 1842 een vestiging van Van Gend & Loos) aan de grens. Het toenemende verkeer bracht echter overlast met zich mee. Na opening van de snelweg A16 zijn de transportbedrijven verhuisd naar de grensovergang bij Hazeldonk. Overigens is in Wernhout ook de tuinbouw, in de vorm van boomkwekerijen, sinds eind 19e eeuw een belangrijke bedrijfstak geweest.

De Nederlandse douanepost van Wernhoutsburg heeft tot begin van de jaren tachtig bestaan. Dit kwam doordat de Nederlandse overheid verwachtte dat de Europese binnengrenzen snel zouden verdwijnen. Hierdoor moest vrachtverkeer dat langs de Nederlandse douane moest, ondanks de A16, toch naar Wernhout. Toen duidelijk werd dat het wegvallen van de Europese binnengrenzen op zich zou laten wachten, werd de Nederlandse douanepost in 1984 alsnog naar Hazeldonk verplaatst.

Wernhout heeft ook enige industrie gekend, met name de vestiging van de Roosendaalse sigarenfabriek van Karel van Wely (K.V.W.), die in 1931 werd geopend. De sigaren droegen het merk: "Kaveewee".

Bezienswaardigheden
 De kerk van Onze-Lieve-Vrouw van Altijddurende Bijstand is een bakstenen Christocentrische kerk met toren, ingewijd in 1927 en ontworpen door Hubert van Groenendael. De kerk bevindt zich aan Wernhoutseweg 151. De kruiswegstaties werden geschonken in 1935. De torenklok, die gestolen was door de bezetter, werd in 1947 door een nieuwe vervangen. In 1952 kwam er een Heilig-Hartbeeld en ook kwamen er nieuwe gebrandschilderde ramen in de devotiekapel. In 1961 kwam er een nieuw altaar.
Zie ook
 Lijst van gemeentelijke monumenten in Wernhout

Natuur en landschap
Wernhout ligt nabij het stroomdal van de Aa of Weerijs, die ten zuidoosten van het dorp stroomt. Ongeveer 1 km verder naar het zuidoosten ligt het natuurgebied Gooren en Krochten. Ten zuidwesten van Wernhout vindt men de Schrobbenloop, die ter hoogte van Wernhout in de Aa of Weerijs uitmondt.

Evenementen
 Tijdens carnaval heet Wernhout Zaantaozelaant
 Braderie
 Kerstmarkt Wernhout

Voorzieningen
 Sint Jozefschool
 Gemeenschapshuis Wierenbos

Verenigingen
 Voetbalvereniging Wernhout
 Bloemencorso Buurtschap Wernhout
 Bloemencorso Buurtschap de Lent

Verkeer en vervoer
Wernhout is bereikbaar via de N263. Arriva onderhoudt een buurtbus Klein Zundert - Zundert - Wernhout - Achtmaal - Schijf - Roosendaal v.v. (lijn 220).

Nabijgelegen kernen
Achtmaal, Loenhout, Meer, Wernhoutsburg, Wuustwezel, Zundert.

Plaats in Noord-Brabant
Zundert

redpajama_set_name: RedPajamaWikipedia