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Growth Everywhere Marketing School
GE 175: How Landon Ray Took ONTRAPORT from a Dozen Customers to 1,000 Customers in Just 2 Months (podcast) With Landon Ray
Hey everyone, in this episode, I share the mic with Landon Ray, founder and CEO of ONTRAPORT, which is an award winning, all-in-one business and marketing automation platform that removes the burden of technology for small businesses and entrepreneurs.
Listen as we discuss how he went from day trader to entrepreneur, why losing one business resulted in building a new, better business, how he took ONTRAPORT from a dozen customers to 1,000 customers in just 2 months with a $0 marketing budget, and why having a great product is still the best customer acquisition plan.
Download podcast transcript [PDF] here: How Landon Ray Took ONTRAPORT from a Dozen Customers to 1,000 Customers in Just 2 MonthS TRANSCRIPT
Time Stamped Show Notes:
00:58 – Eric introduces Landon to the show
01:18 – Who Landon is and what ONTRAPORT is about
01:57 – Landon was able to create a seamless process for his business
02:08 – Having tools all over the place, Landon turned them into a business in 2008
02:48 – "We help people overcome the burden of technology"
03:45 – In 2004, Landon started PageOne
04:32 – "We created a very early SEO company for realtors"
04:59 – The inevitable occurred – Google started to get better at filtering sites
06:26 – The ultimate thing was, PageOne wasn't a scalable model
06:52 – Landon just woke up one morning knowing PageOne will lose to Google
07:36 – How Landon felt shutting the business down
08:48 – How ONTRAPORT generates revenues
08:50 – Monthly fees for platform access
08:54 – How the pricing looks
08:58 – Starts free with free a landing page tool on ONTRApages
09:15 – Premium service at $15/month
09:18 – Marketing automation and CRM platform at $79/month
09:30 – Robust platform is at $297/month
09:52 – Acquiring the first hundred customers through networking in conferences
10:55 – About 6,000 customers on ONTRAPORT
11:44 – Landon started making friends at conferences to market ONTRAPORT
12:43 – Building relationships with customers
13:00 – Creating an offer people cannot refuse
13:57 – The most effective consumer acquisition plan
15:52 – 75% are coming from word of mouth
16:08 – Content marketing also works for ONTRAPORT
16:38 – When you're struggling, you just need to make one small tweak
16:54 – What ONTRAPALOOZA is
17:01 – A time for customers & entrepreneurs to learn about marketing
18:19 – Many of Landon's clients are 'underground rock stars'
19:09 – How ONTRApalooza helped ONTRAPORT
19:26 – It helped create the culture around the company
20:45 – It gets customers
21:08 – Landon is not in charge of ONTRApalooza
21:26 – Hosting events is a good idea for most founders
22:16 – Forget about event planners
22:18 – Create an event team instead
23:27 – Landon, from a day trader to an entrepreneur
25:04 – What is one big struggle you've faced while growing ONTRAPORT? It was all a struggle! It's all really hard but ONE is growing a 7-figure business by bootstrapping
29:02 – What is the difference between a 7 and 8 figure business? The team. An 8-figure business has more people and as a founder, it's a dramatically different life and job. It's more about leadership than execution
30:51 – How did you learn to let go and delegate things? It's hard, but get traction before you get an operations person. As soon as you got traction, you should be out there looking for an operations-oriented person
32:33 – What one piece of advice would you give your 25-year old self? Travel and see the world
33:36 – What's one must-read book you recommend for everyone? The E-Myth
35:44 – Connect with Landon on his website
Inevitable things happen in businesses so be prepared.
Hosting events can help businesses in different ways.
When you bootstrap a business, you get away from the unnecessary spending.
Resources From This Interview:
ONTRApalooza
ONTRApages
Marketing School with Neil Patel & Eric Siu
Must-read books:
The E-Myth: Why Most Small Businesses Don't Work and What to Do About It by Michael Gerber
Selling the Invisible: A Field Guide to Modern Marketing by Harry Beckwith
The Irresistible Offer: How to Sell Your Product or Service in 3 Seconds or Less by Mark Joyner
Getting Everything You Can Out Of All You've Got: 21 Ways You Can Out-Think, Out-Perform, and Out-Earn the Competition by Jay Abraham
Landon on LinkedIn
ONTRAPORT Community
Leave Some Feedback:
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Connect with Eric Siu:
Growth Everywhere
Twitter @ericosiu
Disclaimer: As with any digital marketing campaign, your individual results may vary.
Full Transcript of The Episode
Landon: We basically help people overcome this nightmarish burden of technology. We noticed that most entrepreneurs don't get into business because they love dealing with technology. Our vision and mission is about removing that so that entrepreneurs can really focus on what they do best.
Announcer: Do you want to impact the world and still turn a profit? Then you're in the right place. Welcome to Growth Everywhere. This is the show where you'll find real conversations with real entrepreneurs. They'll share everything from their biggest struggle to the exact strategies they use on a daily basis. If you're ready for a value-packed interview, listen on. Here's your host, Eric Siu.
Eric: Before we jump into today's interview, if you guys could leave a review and a rating, and also subscribe as well, that would be a huge help to the podcast. If you actually enjoyed the content and you'd like to hear more of it, please support us by leaving a review and subscribe to the podcast as well. Thanks so much.
Okay, everyone, I've got a special guest for you today. His name is Landon Ray of ONTRAPORT, which is an all-in-one business and marketing automation platform that removes the burden of technology for small businesses and entrepreneurs. Landon, how's it going?
Landon: It's going good, Eric. Thanks for having me.
Eric: Yeah, thanks for being here. Why don't you tell us about who you are and what you do?
Landon: Who I am? Well, I'm Landon Ray and I'm the founder of ONTRAPORT. ONTRAPORT is a 10-year-old software-as-a-service platform that we actually started originally because we needed these tools ourselves in this other business that I started. Eventually, we realized that other businesses needed these things too.
The way it started was that we had to do all that marketing; we had to lead, capture, and follow up; we needed to integrate our sales team into the process; we needed to be able to track which ones of our ads were working and which ones weren't. We had all these little tools and data all over the place, and we weren't able to create a seamless process and understand what was working and what wasn't in our business. What we realized was that having disparate tools all over the place; something for your website, and another place to capture emails and send emails, and another place to store your lead and prospect data, and another place for your sales people to deal with their stuff, and another place for payments to happen, and on and on ... It just wasn't working for a real business.
Since then, we've turned that into a product. In about 2008/2009, we really began to take off and have been providing our service to now thousands and thousands of businesses all over the world since then. We basically help people overcome this nightmarish burden of technology. We noticed that most entrepreneurs don't get into business because they love dealing with technology. I know that you just mentioned before we started here that a lot of your listeners are tech entrepreneurs, so what I'm saying is that most entrepreneurs aren't like you. Really, technology occurs to them as
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this giant hassle, and a burden, and really something that stops them more often than it enables them. Our vision and mission is about removing that so that entrepreneurs can really focus on what they do best.
Eric: That's great. Something that you touched upon I think is really interesting. A lot of people, especially people in the service-based industries, are really looking to go into software and things like that. I guess a question for you would be, what businesses were running before ONTRAPORT, and when did you decide that it was the right time to get out of the old business?
Landon: Man, now you're going way back. In 2004, I started this other business called PageOne. In 2004, we were in a different world, a time when real estate in America was exploding ... actually, all over the world, in value. Everybody and their brother was getting a real estate license. I think the number of realtors in America went from a million to 4 million in the space of a couple of years in that period of time. At the same time, Google was really coming into prominence. Everybody knew that you could Google something already, but they didn't understand, or they were just beginning to understand, the value of having your business show up at the top of those search rankings, and that there was a methodology to make that happen. Basically what we did is we created a very early SEO company that was working specifically for realtors. We had an interesting model, where we would actually make websites. We made 1,000 websites for cities all over America, and we got them ranked first, and then we went out to the realtors and basically rented those websites, once they got ranked, to the realtors.
It was an interesting business model, and it was working, but then basically the inevitable occurred, which was that Google continued to get better at filtering out guys like us. It didn't all come crumbling down, but I could kind of see the writing on the wall. After a couple years, it got harder and harder to get those websites ranked, and I realized that we were probably not the kind of websites that Google really ultimately wanted at the top of their rankings, and that they would probably end up winning that battle. I felt like our days were numbered. In the meantime, we'd built all these amazing internal tools, so at that point, we pivoted and started focusing on turning those internal tools into a product that eventually become ONTRAPORT.
Eric: Got it, so at what point do you look at the numbers and you say, "Okay, this, this thing's trending in the right direction. We can kind of jettison the old business and go full time on it." What number did you have to hit? What was that in your mind?
Landon: Well, I got to be honest. If you're talking about financially, I had a unique advantage and that was this was my second career. I had had a pretty successful first career as a trader on Wall Street, and had amassed a small fortune that I was using to fund this whole thing. Revenue wasn't really ... I think we were probably doing $20,000 a month when I canned that other business, or $25,000 a month, something like that. It was real money, but the ultimate thing was that it wasn't a scalable model. That business wasn't going to work, and I was at a place in my life where I wasn't going to spend any time on something that wasn't going to work.
Eric: Okay, so you saw the writing on the wall with the other business, and then you saw the growth rates trending in the right direction for ONTRAPORT, and you just felt right about it, and that's why you made the move, right?
Landon: Actually, not quite. I actually just literally, out of the blue, canned PageOne one day. I woke up one morning and was like, "You know what? We're gonna lose to Google, and uh, and so I'm not spending any more time on this." I actually just fired basically everybody in the business except for our two engineers, who are still with me. They're our CTO and our chief principal architect today. Actually, one customer service person ... I didn't just shut down the business. We stopped selling the product, but for our existing customers, I had one person supporting them. Yeah, so we basically spent the next two years without a product to sell. We spent a lot of time building this thing.
Eric: Before we walk through ONTRAPORT as a business, can you just tell me how you felt having to let go of everyone, and then just the next two years not having anything to sell? How did that make you feel?
Landon: To be totally honest, if I had to let go of people today, that would be incredibly heartbreaking because we've created something that's totally different than what PageOne was. We have a real culture here and environment where people care about each other, and I feel a commitment to the people on my team. At that time, the way that business was organized, we were basically doing a lot of cold-calling, and it wasn't a terribly family-oriented environment. They didn't feel any sort of commitment to me, and I didn't feel a lot of commitment to them, either. I think that was everybody was ... it was fine. I wasn't breaking anybody's heart shutting that thing down, including my own. In terms of the financial aspect, it wasn't like I was making money before. $25,000 ... we had a bunch of employees. I wasn't making money, so I wasn't making money before we stopped that business, and I wasn't making money after we stopped the business. It was just more time of not making money, I guess.
Eric: Got it. Okay, great. Let's jump into ONTRAPORT for a little bit. How do you guys make money, exactly?
Landon: We charge a monthly fee for access to our platform.
Eric: What does the pricing look like?
Landon: We have all sorts of different levels. It actually starts at free. We have a free landing page tool. You can create your own landing pages and host them on the internet at no charge. That's at ontrapages.com, O-N-T-R-A-P-A-G-E-S dot com. Then you can sign up for a premium version of that service for 15 bucks a month. Then when you want to add our marketing automation and CRM platform, so you can upgrade from there, that begins at $79 a month for most of the features but not all. The robust platform that we built, that is the backbone of this whole business, is $297 a month.
Eric: Got it, so it sounds like small businesses that are just starting out can get their feet wet a little bit, and then when they're ready to play in the big leagues, they can go up to the
Landon: That's right.
Eric: Perfect, okay. Early days, how did you go about acquiring, let's just say, first hundred customers?
Landon: This business literally from the very beginning was built on word-of-mouth. Until about a year ago, not even quite a year ago, we had pretty much a $0 marketing budget. How we got those first customers was me going to marketing conferences and networking, basically, and meeting people. Then I made some key early partnerships with people that got us our first few hundred customers, and then the word just started to spread. Honestly, it happened very fast at the beginning. I think that you've heard that we struggled for a long time, but then when it finally worked, it worked pretty fast. We went from maybe a couple dozen customers to a thousand customers over the space of a month or two.
Eric: Great, and how many customers do you have today?
Landon: Well, thousands of ONTRAPORT customers. Maybe 6,000, ballpark. I don't actually keep up with it on a day-to-day basis, but somewhere shy of 10,000 ONTRAPORT customers. Over 5, under 10. Also, the ONTRApages app that I just mentioned, we just launched that not even a year ago. It was in October of last year, and I think we're maybe at 12 or 13,000 customers on there.
Eric: Wow, okay. Just to clarify. I might've missed this. Is ONTRApages a tool that helps you make landing pages quickly?
Landon: Yeah, exactly.
Eric: Got it. Okay, cool. Yeah, that's great. You talked about networking for a second. I think a lot of people, people listening to this too, when you talk about networking, I think people oftentimes make the mistake of not being really deliberate about how they do it. What did you do exactly when you went to these conferences? Were you targeting people specifically? What were you doing exactly to get these contacts?
Landon: I think mostly I would say I started by making friends. Mostly listening, actually, not being shy. If your audience is tech entrepreneurs, we may be a bunch of introverts. I certainly fit into that category, but I've forced myself to just walk up to people. I got to marketing conferences, and also I wasn't just going to the marketing conferences to network. I was going to learn. I needed to learn marketing. Every person I sat down next to, I would introduce myself and ask them about their business. Every time there was a break, I would grab a cup of coffee and then just start walking up to people.
I just nurtured relationships, and when I found people that maybe had something to teach me, or had relationships with customers that might be good for me in the future, I nurtured those a little more. I stayed in touch. I told them what we were up to. I gave
them free access to our platform. A lot of it, early on in those partnerships, was about creating an offer that they couldn't refuse, so I really focused on making sure that I was giving something that was an easy yes for those partners.
Eric: Love it. Okay, and how many conferences do you think you were attending in the early days, per year?
Landon: Oh, my god. First of all, it wasn't just the first year. It was four years. I started attending conferences in 2004, and I finally weaned myself off of them probably in 2011, or '12, or so. Now I still go to one or two. I prefer not to anymore. I've got people that we send to conferences now, but yeah, it was years and years of lots of conferences. I don't even know how many, but certainly I was traveling every month, and maybe more than once a month, somewhere to go to a conference.
Eric: Okay, great. That just gives people an idea of how much work actually goes into this "networking thing". What's working for you nowadays in terms of customer acquisition? What's super-effective?
Landon: First of all, the most effective thing remains word-of-mouth. 75% of our customers are just coming to us because they heard about us from a friend. Having a great product is the most effective customer acquisition plan. Beyond that, getting the word out. Our freemium product is working really well, like I said. With a pretty minimal ad budget, we've added 12,000, or 13 ... I don't know what the numbers are right now, but we add a lot of customers every single day to that ONTRApages platform. Obviously, a lot of those aren't prospects, but many of them area. One of the things that we learned, early on actually, what finally helped us turn a corner was that we have this more expensive product. We started with a $300 product, and we struggled along there for a while. IT wasn't until we launched a $30 product that we really took off.
The plan was that we would have this $30 product, and that people would get a taste, and then they would upgrade. That happened a little bit, but not nearly as much as something surprising that happened. What it was was that people got the $30 product that they liked, and they actually weren't qualified for the $300 product. They didn't have a business yet. They didn't have products yet, really. They couldn't support a $300 bill every month, but they liked what we were doing. They liked us as an organization, and they told their friends. It really kicked off the word-of-mouth. Other people started just showing up for our flagship product because of the large number of people we were getting on this low-end product.
I think that that's happening again for us with this freemium product. Some of them definitely are upgrading, and that's working, but also it's just generating a lot of good word-of-mouth for the ONTRAPORT brand. I say 75% of people are coming via word-of-mouth. I don't know how many of those people were told, "Check out ONTRAPORT," by ONTRApages customers, for example. We have a strong sense that that's a good thing for us. The other thing that's really working for us is content marketing. We've battled through that for a long time, and have finally figured out how to make that work for us. It's a tough gig, but once it's working, it can be really good.
Eric: Yeah. You know what's interesting? I actually heard of you guys word-of-mouth. A lot of people probably think, "Oh, word-of-mouth. How are you ever supposed to scale that?" but the thing is, that's exactly how I heard of you guys. It's not through online marketing or whatever. Somebody just told me about it. I think the other key point that you're mentioning is, oftentimes when you think you're struggling, when you are struggling, you just need to make one small tweak and then boom. A big change happens, which is exactly what happened to you guys, which is great. I guess next question would be ONTRApalooza. Crazy name. What is that and tell us about it?
Landon: It's our annual users conference. This'll be our fifth year, I think, and it's just a time for customers and entrepreneurs ... it's typically about 50/50. About half the people that come to ONTRApalooza are our customers, and the other half are just entrepreneurs that want to learn about marketing and growth of their businesses. I would say two-thirds of the content is not ONTRAPORT-platform related. You can go to ontrapalooza.com and see the speaker lineup. We have a ridiculous lineup this year. Sophia Amoruso, Neil Patel, Ryan Deiss, and a whole bunch more. I'm sure I'm forgetting some major names. The couple over at Basic Bananas, Franziska and Christo, are going to be back. Oh, Dale Beaumont is going to be there. We just got him onboard. I can't remember all the names right now, but if these names aren't ringing a bell, you're probably not going to enough conferences because these are major names in our industry, and they good ... Oh, man, one of the co-founders of Netflix is going to show up and talk.
Yeah, we bring a bunch of big-name speakers out. We have some of our clients. One of the unique things about having a business in marketing technology is that many of our clients are underground rock stars. They're not in the business of teaching people how to do marketing or whatever, so they're not out speaking about it normally, but they're crushing it in their industries. We have access to these people that you sometimes otherwise wouldn't have heard of, and so we'll get some of our really successful clients coming out at talking. Then, like I said, about a third of the content is designed for our customers to really make the most out of this very robust platform that we built.
Eric: Awesome, that sounds good. If you guys want to preview who exactly Neil Patel is, you can also listen to my podcast with him, Marketing School. You guys can Google that. One of my questions would also be, doing live events and things like that, obviously big undertaking, what has that done for your business?
Landon: Yeah, it's an interesting question that we review every single year, to be totally honest. I think it's done a number of different things. This is honestly the number one thing. It's really helped us create the ONTRAPORT culture around our company, so not just our internal culture. We can do that without an event, but if you come around the ONTRAPORT community, you'll notice that there's a certain culture around our company. We have a whole lot of really raving fans, and people that have been with us for years and years and years, and that feel like part of this project that we're building together. That's on-purpose and really a big part of what makes this fun.
ONTRApalooza, being able to meet these people in person, and sit down with them and talk to them, and hear about their business, and put a face to a name ... I'm pretty active in our Facebook group, but that little picture next to your name, I don't always look at. You can't really see people so much, but I know a lot of our customers by name, and to be able to put faces and names, it's just really valuable. A lot of people come every single year, and so the cultural aspect is a really big piece of it. Another thing is that it gets us customers. It gets us a lot of press, create a lot of content. We film the whole thing, and we come out of that with tons and tons of great content. It's not a money-maker. We break even on it every year.
Eric: Let's just say somebody in the audience is interested in doing a live event. What's one hire or one thing they need to do to make it all work?
Landon: Oh, man. I got to be honest, I'm not in charge of ONTRApalooza. Our president, Lena Requist, it is completely 100% her baby. I do what I'm told. I show up and I write two speeches each year, and I show up when I'm supposed to. I would say that in general, that would be a good idea for most founders. I think that if my experience is any guide, most founders are more visionary product people, and I've been lucky/smart enough to get Lena Requist on board early on in our business. As soon as we got traction, I started looking for a chief operating officer and president. She largely runs the show, and she's an operations expert. She understands how to make the trains move, and an event is a big can of worms around organization and operations. If that's not your thing, don't even try.
The other thing is I would say just hot tip, forget about event planners. That's a way to make your event cost 4, or 5, or 10 times more than it needs to. We have an internal events team, which is literally two people. They cost, alone, about as much as an event planner would cost ... because they care about our budget, they make ONTRApalooza happen for literally probably a quarter of the cost, of what it would cost if we just outsourced the whole thing. I'm not saying ONTRApalooza is cheaply produced. It's amazing. It is, for sure, the best show of the year in terms of production value. They put on an amazing show that would cost multiple times more if we outsourced the production of it.
Eric: Wow, super-helpful nugget because if you didn't say that, afterwards I would've been like, "Oh, I probably need a event planner if I wanted to do anything like that," so thanks for helping people save 4-5x.
Landon: Yeah.
Eric: Talk about going from, you mentioned you were a day trader. How do you go from day trader to an entrepreneur? What caused that decision when you were making a lot of money and, assuming, you were having a great time, too.
Landon: Yeah, actually most of those assumptions are incorrect. I didn't love day trading. I loved making a lot of money. That was cool, but I didn't love day trading. It's maybe the highest-stress, most internally-grueling job that I could ever imagine. I'm sure there's
other ones that are awful, but it's really emotionally taxing. The other thing was that by the time I quit day trading, I wasn't making a lot of money. I had made a lot of money from like '96 to about 2001, and then the market changed in various ways, and basically our industry, the style of trading that we were doing, pretty much stopped working. I went from making a whole lot of money to making 150 grand in 2001 or something like that. For the amount of pain that I was going through, 150 grand wasn't worth it.
In late 2001, I quit trading and I actually took a few years off. I bought a piece of property here in Santa Barbara and I built a house on it, and had a kid. It wasn't until 2004 that I decided it was time to figure out my next act. I just started looking. It took a while. It took about a year to look for something that looked like an opportunity that was worth investing my time in, and PageOne turned out to be it.
Eric: Love it. Okay, so talk about one big struggle you faced while growing ONTRAPORT.
Landon: One. Okay! Let me just start by saying, it's all a struggle. There's a thousand, and that's what entrepreneurship is. My life is pretty much about problem-solving all day long. It's all really hard, if you hadn't noticed. If you were to name one that's unique-ish to our experience, it's that we've grown a significant, 6, 7, 8-figure business without investment capital, really. We've taken a little bit of money early on, but basically we bootstrapped this business. To get to this scale as a bootstrapped business has meant that we've done it really lean, and that we've never had a bunch of money to spend on anything that wasn't absolutely necessary. We've also never had a big cushion in case things kind of went wrong, until more recently. That challenge has limited our options in a lot of ways.
I think also, though, that's been a good and bad thing. On the one had, you could argue that our biggest competitor, Infusionsoft, has benefited by having raised whatever it's been, $130 million. They're a bigger business than us today, that's true, but I also think on the other hand, us having to focus on staying profitable throughout our life has had us create a much stronger foundation. For sure, a company like Infusionsoft, and like many companies that take a bunch of money and by growth, they lose a lot of money every month. They make a lot of decisions that are short-term-oriented decisions, that are forced on them from the pressure that comes with having investors. An advantage to us is that we've got a very solid foundation. To this day, we're a profitable business, and there's just very few businesses like ours that have that kind of solid foundation. We've never been forced to make short-term decisions that undermine our long-term viability. Instead we've, from the very beginning, been able to take the long view on everything, and really invest in our platform in ways that I am sure that our competitors wish they had the luxury to do.
Eric: I love that. You see everywhere all over the web right now ... Well, first of all, the funding atmosphere is drying up a little bit, and what was good a couple years ago, everyone can get funding, I think the dream of everyone going for that unicorn valuation just isn't realistic anymore. I think how you guys did it, you basically bootstrapped and aimed for profitability, I think that's something that's very admirable, and more people should be doing so. I think that's great.
Landon: Let me just add to it, just as a founder, since I'm speaking to founders, I'll just say that there's an advantage, which is that I also still control this business. I own a lot of it, and yeah, it's not worth as much as a company 10 times the size, but I probably have 10 times more than you're going to have if you go down that road. I'm not sure it's a worse scenario.
Eric: Totally makes sense. I think one other key thing to talk about. You guys went from, let's just say, doing seven figures, a million a year, and then having a 10-million-a-year business. For simplicity's sake, let's just use those numbers. What is the difference between having a seven and eight-figure-a-year business?
Landon: Well, it's the team. A seven figure business is, I don't know. Ten people? Seven people? An eight figure business is 100 people or more. That, as a founder, is a dramatically different life and a dramatically different job. When you're seven people, you can still manage everything. You can answer every question. You can drive every project, and you're still doing, personally, a large portion of the work that's getting done in your business. We're maybe 120 now? At this point, way more goes on in my business that I don't know about, than what I do know about. Maybe I'm responsible for 1% of the work that happens in this business, and when that's the case, your job is different. It's way more about setting the vision, getting the right people on the team, creating clarity around the goals, and making sure that the teams are focused on a high level on the most important aspects of your projects right now. It's more about leadership than it is about execution. Early on, it's just about chipping, getting stuff done, and literally physically moving the ball forward yourself. That's a completely different life as you make that kind of transition.
Eric: For a lot of people, going up to seven figures, you have a lot of control. You're executing as the founder. How did you learn to delegate and let go of things?
Landon: Well, that's hard. I think, again, if we're talking to founders, and particularly tech founders, here, I'm a product guy. I design the product. I still lead the product team here, and this whole thing, not just the product, but the whole experience around ONTRAPORT. It's my baby, and I want it to be good. Letting go is hard. To be honest, I would say that it was more ripped out of my hands than it was letting go, just by the scale of the thing. At some point, and the point is around 7 or 12 people, you just can't manage it all anymore. You either delegate, or stuff starts falling apart. I think that the smartest thing you can do as a visionary founder is to get traction. Don't get an operations person before you have traction, because good operations people are not wasting their time screwing around with startups that are wobbling around. Good operations people are getting into real, serious opportunities, and that only happens after you've got real traction.
As soon as you've got real traction, as soon as you can say legitimately, "Look, this thing's happening," then you should be out there looking for a COO or a president that is an operations-oriented person. Lena came in and immediately just started taking things off my plate. That was it.
Landon Ray Page 10 of 11
Eric: Well said. What's one piece of advice you'd give to your 25-year-old self?
Landon: I would say, and I don't know if this is what your crowd wants to hear, but this is a personal thing. If it was me, my 25-year-old self, I probably would advise myself to ... I don't know, man. That's a tough question. I did pretty good. When I was 25, I moved to Wall Street and made several million dollars. I think I did okay, but it would've been nice if I could've spent another five years traveling and seeing the world. Now, since I was 25, I'm 44 now, so I spent the last 20 years looking at computer screens. I think putting that off as long as you can is probably wise, in terms of your overall arc of your life.
Eric: Great. No, that's good. I don't think there's any expected answer for that, so I think that's good feedback. What's one must-read book you'd recommend to everyone?
Landon: Oh, crap. A must-read book. Holy smokes. I'm just looking at a wall of books. First of all, I would just say, read books. I'm in my office right now probably surrounded by, I don't know, 1,000 books? Most of which I've read. Especially earlier in your career, you should be devouring perspective from anywhere you can get it. Books are the cheapest, best way to get perspective from top-tier people. Must read? There's so many. The E-Myth is kind of like a foundational book. It's weird. It's simple now, but if you haven't read that book, that's a concept that you need to have. I think you should be reading sales books. That's a big thing too, and there's so many great sales books. Selling the Invisible. I'm just looking at my sales area. Selling the Invisible; The Irresistible Offer; Getting Everything You Can Out Of All You've Got, Jay Abraham's good book.
Yeah, I would say, especially if we're talking to founders, technical founders in particular, product people in general, focus on sales. Too often we obsess about our products and believe our own bullshit too much. We think that everybody does or should think the way we think, and then we spend a bunch of time creating something, and go out and get a cold splash of water dumped in our face. Learning sales is a lot about learning to listen, and learning to get into other people's perspectives, and learning to create offers that resonate. That's a crucial skill, particularly for founders.
Eric: Love it. Those books are all great. We'll drop them all in the show notes. Landon, this has been fantastic. What's the best way for people to find you online?
Landon: Well, the only way to find me online is in our ONTRAPORT user community. It's the only public place, unless you want to see pictures of my kid on Instagram. That's where you find me.
Eric: Awesome. Everyone, make sure you check out ONTRAPORT. It's great. They freakin' have a free version, and I think you could dip your feet or your toes. If you don't have any kind of automation setup yet, definitely recommend checking it out. I've heard great things about it. Landon, thanks so much for doing this.
Landon: Eric, it's been a pleasure. Thanks for taking the time.
Announcer: Thanks for listening to this episode of Growth Everywhere. If you loved what you heard, be sure to head back to growtheverywhere.com for today's show notes and a ton of additional resources. Before you go, hit the Subscribe button to avoid missing out on next week's value-packed interview. Enjoy the rest of your week, and remember to take action, and continue growing.
Landon Ray ONTRAPORT
Eric Siu (@ericosiu) is the CEO at Single Grain, a digital marketing agency that focuses on paid advertising and content marketing. He contributes regularly to Entrepreneur Magazine, Fast Company, Forbes and more.
5 Steps to Becoming an Expert Content Creator (According to Google's Phantom Update)
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Southern N.H. Poured Concrete Construction, Inc., a family-run business, has specialized in exceptional quality and service in the concrete industry for over 25 years. Throughout the years, we have built a reputation as a "Leader in the Industry". We are very proud of this honor and continue to work in a manner to maintain and deserve such status.
Over the years, we have been honored with many accolades. Most recently, we received the Excellence in Concrete Award for the Bow EXEL Distribution Center.


Location is important when one is looking for a house to buy and this is why home buyers should take the time when looking for a house. Before choosing a house to buy, one should always consider the price. Home buyers should get houses that they can afford to pay for. When buying an old house, one should look into details such as the age of appliances, check the sewer lines because if one does not confirm that they are okay they may have to pay a high price for fixing them.
A homebuyer should get a house in a suitable neighbourhood that has security. A suitable house is one that fits into one's lifestyle. When house hunting, look at the size of the rooms and imagine them with your furniture in them to see whether the rooms are a good size. People who want families in the future should get houses that can meet future needs such as a family.
One should look at the social amenities that are available near a house they would like to purchase. One should also think about room for expansion if the need arises in the future. One should look at the amount of natural light that comes into a home as well as the placement of windows when they are looking for a house to buy. A home buyer can look at the architectural design of a house and choose a design that is pleasing to them.
Consider cooling and heating systems for the house that you want to buy and ask whether they are already in place or if one will have to do installation.
One may have to budget for installation costs of cooling and heating systems if they buy a house that does not have these. One can either find suitable kitchen features or they can find features that they do not like and one should look at these before purchasing a house. One may have some flexibility when it comes to kitchen features because they can always change them to suit their needs. A homebuyer should look at the layout as well as the size of a kitchen when considering a house they want to buy.
One should find out about the restrictions in a region about pets and if there are such restrictions, and how it would affect them if they love pets. To have some privacy, a homebuyer should check the distance between neighbours to see if they will be able to have some privacy. Since it is impossible to get a perfect house, one should prioritize when buying a house and some compromises will have to be made.


text:
Lecture: Derivatives - An Introduction
Quantitative Foundations for International Business
Universidade de Londres
Curso 3 de 6 no International Business Essentials Programa de cursos integrados
This course provides the essential mathematics required to succeed in the finance and economics related modules of the Global MBA, including equations, functions, derivatives, and matrices. You can test your understanding with quizzes and worksheets, while more advanced content will be available if you want to push yourself. This course forms part of a specialisation from the University of London designed to help you develop and build the essential business, academic, and cultural skills necessary to succeed in international business, or in further study. If completed successfully, your certificate from this specialisation can also be used as part of the application process for the University of London Global MBA programme, particularly for early career applicants. If you would like more information about the Global MBA, please visit https://mba.london.ac.uk/. This course is endorsed by CMI
This course brushes the basics of maths such as equations, functions, differentiation and matrices!
It was tough but I learned very valuable understanding of the quantitative methods
An important topic in many scientific disciplines- including economics- is the study of how quickly quantities change. The concept used to describe the rate of change of a function is known as the derivative. In this lecture, we will define the derivative of a function, and share some of the important rules for calculating it.
Lecture: Derivatives - An Introduction4:29
1. Slopes of Curves3:20
2. The Geometrical Interpretation of Tangents and Derivatives1:31
3. Increasing and Decreasing Functions1:41
4. Derivatives as a Rate of Change3:03
5. Continuity1:23
6. Simple Rules of Differentiation2:05
6.1. The Derivative of a Constant Function1:29
6.2. The Graphical Representation of the Rule2:18
6.3. Examples2:32
6.3.1 Derivatives: Examples, Part 110:16
6.3.3 Derivatives: Examples, Part 36:40
6.4. The Power Rule4:32
6.5. Sum and Difference2:42
7. The Product Rule9:08
7.2 Matrices15:17
8. The Quotient Rule3:05
9. The Chain Rule6:25
10. Higher Order Derivatives2:00
Lecture: Derivatives - Summary3:37
George Kapetanios
Professor of Finance and Econometrics
Hello everyone, and welcome to the third week of the Quantitative Foundations for
International Business MOOC. This week is devoted
to the concept of
differentiation.
A very important question in many scientific disciplines,
including decision making and economics,
is the study of how rapidly quantities and variables change.
In order to compute the position of a planet in the future, in order to predict
the population growth of a species, or to estimate the demand for
a commodity, we have to have information about the rates of change.
The tool used to describe the rates of change of a function is its derivative.
This is a central tool in mathematical analysis.
This week, we will define the derivative of a function, and
present some of the important rules for calculating it.
Isaac Newton and Gottfried Wilhelm Leibniz discovered most of these general rules,
interestingly independently of each other.
This work initiated differential calculus
which is the foundation of the development of modern science.
It has been of crucial importance to the theoretical
development of economics as well.
Even though in economics we're usually interested in the derivative as a rate of
change, we begin this week, with a geometric motivation for the concept.
When we study the graph of a function, we would like to have
a precise measure of the steepness of the graph at a particular point.
In the previous week,
we gave you a rather vague definition of the tangent to a curve at a point.
All we said was that it is a line which
just touches curve at that particular point.
Now we give a more definition of the same concept.
The term increasing and
decreasing functions have been used of course previously, to be described
the behavior of a function as we travel from left to right along its graph.
In order to establish a definite terminology,
we introduce a number of definitions.
We assume that F is defined in an interval L.
And that X1 and X2 are numbers from that interval.
The derivative of a function at a particular point, was defined as
the slope of the tangent line to it's graph at that particular point.
Economists interpret the derivative in many important ways.
Starting with the rate of change of an economic variable.
Many economic models involve functions that are defined implicitly by one or
more equations.
In some simple but economically relevant cases,
we show how to compute derivatives of such functions.
The word continues is common even in everyday language.
We use the in particular, to characterize changes of a gradual rather than sudden.
This user, is closely related to the idea of a continuous function.
We discussed this concept,
and explained its close relationship with the limit concept.
Limits and continuity are key ideas in mathematics, and
also very important in the application of mathematics to economic problems.
The preliminary discussion of limits were necessarily rather sketchy.
We take a closer look at this concept, and extend it in several directions.
Next we present the intermediate value theorem,
which makes precise the idea that the continuous function has a connected graph.
This makes it possible to prove that certain equations have solutions.

redpajama_set_name: RedPajamaCommonCrawl


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Welcome to bySuzann! Everything we make is unique and customized to you, tell me your idea and we will bring it to life!
The wet wipes have stickers and the design is not printed directly on the item. The seller was incredibly accommodating and refunded my money immediately when i said i was dissatisfied which I truly appreciated.
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No lost packages yet, but you never know. If it does get lost, I'm afraid you'll have to contact the Post Office as they are the ones who handle lost packages. If you'd like to pay for insurance or tracking, just convo me and I will add the charges to your order.
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Online Sellers and Self Assessment
Online Sellers and Self Assessment
Selling online can easily put you on HMRC's radar. You might think your eBay or Etsy shop as a harmless hobby, but if HMRC disagrees you could run into serious tax trouble. In HMRC's eyes, if it walks like a business and quacks like a business, it's a business. If you're making enough money, or making it regularly enough, you'll probably have to pay some tax on the income. Even things like Airbnb rentals come with tax strings attached (you can read more about that here), so don't get caught out.
Selling online and paying tax
I already pay PAYE tax from my job. Why should I pay more?
Having a job and paying tax PAYE doesn't mean you owe nothing more to HMRC. Lots of people have more than one source of income, and the taxman usually wants to know about all of them. In April 2017, a new hard-and-fast rule came into force. Basically, it means that you can earn £1,000 from your online sales before you have to tell the taxman about them.
The main thing to realise is that you really can't afford to ignore the regulations around this. Don't assume that the taxman's going to keep ignoring you just because he's never hassled you before. In fact, the longer it takes HMRC to catch up to you, the worse it's going to be when they do. Getting caught with a small fine now is a whole lot better than being tripped up after several years of trading. People are actually going to prison for this, so don't try to hide what you're doing.
Declaring income
How do I declare my online income?
Generally speaking, you'll need to use the Self Assessment tax return system to declare the money you're making. You'll sign up for an online account and file tax returns each year. It can take a while for HMRC to get you all set up, so it's best to do it as early as possible.
It's not all bad news, though, if you know what you're doing. Running a business comes with a few perks to soften the tax blow. Many of the essential costs needed to keep it ticking over count against your taxable income. It's your actual profits (what's left after your expenses are paid) that the taxman's interested in, not every penny that comes in.
Self Assessment is a huge area to go over. Luckily, RIFT has teams of experts dedicated to keeping you on the right side of HMRC. It's so easy to end up paying too much tax. A little professional help can go a long way toward keeping more of your money in your pocket.
HMRC Enquiries
I've got a letter from HMRC! What should I do?
Firstly, don't panic and don't ignore it!
An enquiry from HMRC is never fun, but good advice and proper bookkeeping are the keys to getting through it. Whenever you have money coming in, make sure you keep a record of it. Whenever you pay for something essential for your business, get a receipt. Good records are a major part of showing HMRC that you aren't up to anything shady.
Most importantly, talk to RIFT. We'll show you how to survive an enquiry with the least amount of stress and frustration. If the worst comes to the worst and you're already in trouble, you should still get in touch. We may be able to limit the damage and help you get things sorted out.
Wondering if you can claim a tax refund or need to submit a tax return? Use our online tools to find out if you're owed money by HMRC.
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text:
package oo.coupling;

public interface CustomerDao {

    Customer findById(long id);

    void create(Customer customer);

    void save(Customer customer);

}

redpajama_set_name: RedPajamaGithub


We have created this experience to help people improve their public speaking skills. We position users in front of a virtual audience to enable them to practice public speaking without the anxiety of getting in front of a real crowd. For the VR jam we have focused on creating a professional board room environment complete with slideshows but we are exploring many different environments for the future.
The main features are audio recording, the recording of the user's head movement, and playback. This allows users to record their presentation, hear what it sounded like, as well as see where they were looking throughout it's duration. The user is teleported to the audiences perspective during playback and can see a representation of their rotational data and where they were looking in the form of a floating head. Slide transition times are also recorded and shown during playback.
In Virtual Audience we tried to eliminate menu's entirely. Everything is controlled with the touchpad and a gaze cursor that utilizes objects in the scene. To start a recording a user looks at the microphone and taps the touchpad, to view the playback they gaze at the speaker and tap the touchpad. We also have forward and back swipe for changing slides (while recording) and navigating the playback (7 sec jump back and 30 sec jump forward).
We believe this experience can alter the way people prepare for public speaking and can potentially help millions of people overcome social anxiety, advance their careers, or just deliver the best toast of the night. Because of that fact, this experience will ALWAYS BE FREE. As long as there is community interest we will continue to develop new environments and features. We have tons of ideas for where we want to take this and we are extremely excited with the possibilities! If you have a particular event that you're trying to prepare for feel free to reach out to me and I will send you a build with one of the environments we are working on that is closest to your needs!
Some things to look for in the coming months: Dropbox integration (Currently under development, we couldn't get the app permissions working without kicking the user out of VR for the jam). Audience animation and feedback. Speech share (we have successfully uploaded the audio, rotational, and slide data and allowed playback in a webplayer. We would love to see people sharing their speeches from VR to VR in the future). More environments (currently two under development). Secondary reference material (Some notes you wouldn't want your audience to see). More compatible data formats for importing (Currently only supports slides exported as jpeg).
Comments for this submission are closed. View the software in Ratstache's portfolio to continue the conversation.


Included in this year's lineup are films from Inuvik-based filmmakers Peter Clarkson, Jeff Jones, Jerri Thrasher, Tamara Voudrach, Loreen himself and his daughter, Paige Loreen.
Additonally, feature film The Sun at Midnight, shot above the arctic circle near Fort MacPherson, will be presented. As will the feature documentary When They Awake!, which features scenes filmed in Inuvik and Tuktoyaktuk with local musician and storyteller Leanne Goose. Another doc, Tundra Cowboy, follows Henrik Seva, a Sami-born man who manages Canada's only free-range reindeer herd in the region.
Zacharias Kunuk's film Maliglutit (Searchers) will be screened at the inaugural Aarigaa Film Festival in Inuvik this summer. Kunuk is an Inuk filmmaker from Nunavut whose first feature film won the prestigious Camera D'or at Cannes in 2001.
Alongside NWT films, the festival is also shining a spotlight on Inuit films from elsewhere in Canada. Angry Inuk, a seal hunt documentary by Alethea Arnaquq-Baril and Maliglutit (Searchers), an Inuktitut re-interpretation of a classic John Wayne western by Zacharias Kunuk (Atanarjuat: The Fast Runner) will be shown.
Loreen said he wanted to give the people of Inuvik the chance to see the work of Inuit filmmakers in the Eastern Arctic.
Loreen said he's hoping the film festival will help establish new connections between the local film scene and what's going on elsewhere in the North.
"It's my goal to close the gap in the northern film community from east to west. I'd love to work with more filmmakers from across the circumpolar world for next year's festival and really grow our event in town," he said.
Though this year's festival is only two days long, Loreen hopes it will set the stage for a much larger event in the future.
For more information about the Aarigaa Film Festival, or to see the full lineup of films, visit www.facebook.com/aarigaafestival.


text:
4128 Magazine St., Touro
Saffron is a family-owned business that started out as a catering company (in operation for twenty-six years) but is now a full-fledged restaurant on Magazine Street. Come with a crowd and pile the table high with Indian delicacies like Bombay-style shrimp with tomato remoulade, crabmeat pudha, stacks of lentil pancakes, a heap of buttery roti, and all the accompaniments including raita, gobi, and pickles. The menu is a fusion of Indian and local flavors, and the dishes are designed to share. Equal attention is lavished on the tongue-in-cheek cocktail list. The Nah-ma-stay Swizzle, for instance, is a muddle of rum and roasted mango and is completely addicting.
Cavan occupies a weathered 1883 Uptown mansion, and while the whole place feels like it might fall apart, that's part of the charm. It's named for an Irish orphan from County Cavan who lived in this very house, and not much has changed since the early 1900s. The classic white clapboard exterior and beautifully preserved interior are reason enough to visit. Salmon-colored walls, plush velvet seating, and original architectural details, like stucco cornices, set the tone for leisurely, elegant meals. The gingerbread-spiced jerk fish with sweet potato hash and eggnog beurre blanc is a dish you probably can't find anywhere else—and it's also really, really good.
Pilot and Powell
Pilot and Powell's careful edit includes elevated basics from Rachel Comey, Marni, Ganni, and Rejina Pyo. The modern white space has all the hallmarks of a great shopping experience: spacious fitting rooms, cleverly merchandised racks, and the most gorgeous selection of jewelry and accessories carefully placed on wooden dressers and trunks scattered around the store.
Crowe Jewelry
Crowe founder Lauren Bott started as a costume designer and buyer for film and television. Now she makes her own goods. Bott's jewelry is delicate and sculptural and often harnesses precious stones. We especially love the earrings, which are discreet enough for everyday wear but rendered in gold and special enough for a night out. If you want to treat yourself to something unique or mark an occasion with something beautiful, make a beeline for Crowe.


Roller derby is a sport played on roller skates.It used to be played by both men and women, but it was restarted by women. There are now a growing number of men's and mixed (or co-ed) teams around the world who are playing roller derby.
The Women's Flat Track Derby Association is the international governing body for the sport of women's flat track roller derby and a membership organization for leagues to collaborate and network.
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Roller Derby is a fun and exciting sport. It's a full contact sport which requires protective equipment. Here you will find everything that you need to gear up for one of the most exciting sports out there.
The Women's Flat Track Derby Association (WFTDA) is the international governing body of women's flat track roller derby. This website provides information for WFTDA-Member Leagues and those wishing to learn more about this forward-thinking organization.
Chorizo & Eggs Co Ed Roller Derby T-Shirt This basic t-shirt features a relaxed fit for the shape. Made from cotton, this t-shirt is both durable and soft - a great combination if you're looking for that casual wardrobe staple.
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"I love what roller derby stands for. I'm studying gender studies and actually researching roller derby. The sport started in the 1920s but died down in the 1970s. In 2001, there was a feminist revival of the sport. It was so empowering for women to have their own sport.
See more of Detroit Roller Derby on Facebook. Log In. or. Create New Account. See more of Detroit Roller Derby on Facebook. Log In. Forgot account? or. Create New Account. Not Now. ABOUT DETROIT ROLLER DERBY. Our Story. Come see us skate and destroy! Womens - Mens - Juniors. See More. Community See All.
Texans have been roller skating since the 1880s, but the sport of roller derby didn't begin until the 20th century. Though originally founded in Chicago in the 1930s, today's fast, high-impact incarnation was founded in Austin in 2001 before spreading throughout the state.
Boston Roller Derby, Inc., a non profit corporation is the successor to Boston Roller Derby LLC. We are the city's premier flat-track roller derby league and a proud member of the Women's Flat Track Derby Association (WFTDA). The league has been skater-operated since 2005.
The Minnesota RollerGirls are an all-, flat-track, skater-owned roller derby league in Minneapolis/St. Paul, Minnesota. The Minnesota RollerGirls are an all-, flat-track, skater-owned roller derby league in Minneapolis/St. Paul, Minnesota. Minnesota Rollergirls.


Enjoy a hike and backcountry meal catered to your needs.
Allow Smoky Mountain Guides to prepare some of our most popular backcountry cuisines for your group as you enjoy the scenery of beautiful forests and crystal clear rivers, that surrounds you. Choose to join an existing tour, or schedule your personal trip to accommodate an anniversary, honeymoon, family, or corporate outing. We can cater to dietary restrictions, vegetarians, vegans, and sometimes the "picky". This tour alternates destinations due to weather and time of year. Please call or email for further information or for our weekly meal list.
Trek & Dine which is the moderate hike with a backcountry meal fixed for your group.
Trek & Table option which includes the hike but the dining portion is at a picnic area.
Tour & Dine which is an autotour of the park with a picnic area dining experience.
Just go with it. It's great.


Posted on September 15, 2016 by Chris in Machina ex Deo.
Hardly have news of Mother Theresa of Calcutta's beatification reached around the world, the age-old criticisms have been wheeled out once again and dusted off like it befits the tired tropes they are. Many of them are somewhere on the road between Ridiculousville and Obscenetown, and of course some are just plain exaggerations. There is one that is a little more complex, and that hits a little closer to home.
One, it's what is called a 'letter to', and as such not subject to peer review before publishing. Especially not if it's by the editor. It is not a peer reviewed study. It is not scientific evidence. It is not science. It is a travel report, presented without corroboration.
Two, Dr Fox is not an anaesthesiologist, a specialist in palliative care or an expert in terminal care analgesia. He did not bother to take one along, domestic or foreign.
Three, and most problematically: Dr Fox did not compare what he saw in Calcutta with what he would have seen at any other Indian hospital. The third of these is the most condemning, because if he had, he might have learned a little about the difficulties of obtaining adequate pain medication in India.
Four, saints are not perfect, and neither is the Lancet. In recent years, the Lancet has committed a lot of fairly egregious sins against good research, viz. the Burnham Iraq mortality paper,2 the Bristol Cancer Centre study3 and more than a few other blunders. These are just the biggies. And these were actual papers, i.e. peer reviewed. Imagine the non-peer reviewed stuff. Non-scientists tend to have an elevated image of journals, especially those well-known and with a high Impact Factor, like Science, The Lancet or the NEJM, ignoring that they, too, are fairly flawed products of fairly flawed human institutions.
Let's dispose of one of the more pernicious arguments right here. It is sometimes argued that Mother Theresa intentionally let people die in pain because suffering is great and Catholics hate adequate analgesia. That's false on both counts.
Even if death is thought imminent, the ordinary care owed to a sick person cannot be legitimately interrupted. The use of painkillers to alleviate the sufferings of the dying, even at the risk of shortening their days, can be morally in conformity with human dignity if death is not willed as either an end or a means, but only foreseen and tolerated as inevitable. Palliative care is a special form of disinterested charity. As such it should be encouraged.
The above is completely in line with modern medical ethics, which permits 'terminal sedation' or 'terminal analgesia', administering adequate pain medication (which often can mean rather high doses), even if this will almost inevitably hasten death (due to the respiratory suppressive effects of opiates/opioids), but not intentional use of pain medication to kill. There is a whole realm of ethics, medical and otherwise, on the doctrine of double effect that is involved here,((As a good starter, interested readers should consider Gillon (1986)) but what is clear without a doubt is how far this position of the Church, binding on Mother Theresa and, insofar as one can tell, flawlessly applied, does not oppose proper analgesia at any point. As such, she was not getting kicks out of people dying in pain. In the first place, she started her work to do what she could to keep people from dying an undignified and horrible death on the streets, and instead spend their last days or hours in dignity. The cost of this were, as her own writings reveal, extreme emotional distress, nightmares and what could without doubt be diagnosed as a severe anxiety disorder. If anything about dispensing medicine at her house is strange, it is that she did not start dipping into the Xanax jar.
Perhaps it deserves mention that Mother Theresa's order did not run a hospital, or a hospice in the modern sense of the world. In fact, hospices in the Western sense, which Dr Fox seems to compare Mother Theresa's institutions with, did not exist in India at the time and remain fairly scarce. She ran an institution with very modest means and staffed by volunteers that aimed at giving dying people some dignity. None of them were forcibly picked up on the street by jack-booted nuns and told they're going to go to Mother T's, or else. It was up to those who did so to decide whether they wanted to or not.
As such, the criticism that the institution did not distinguish between the terminal and non-terminal is rather strange, because 1) they were not a hospital or hospice in the modern, Western sense of the word, 2) their care was not specific to the dying – the sick can derive significant help from being in a clean, safe environment, 3) they lacked the medical resources.
In an alternate universe, Mother Theresa had to her avail the suns needed to run a properly staffed medical institution, with doctors and referrals and all the drugs in the world. In that perfect universe, perhaps the abject poverty that meant the alternative would be dying on the streets would not have existed, either. Of course the care she administered was, when judged from the perspective of a hospital, inadequate. But she was at no point running a hospital. Much as you don't expect your hairdresser to have an M.D., her institution was what it was. Equally, canonisation is what it is – it is not a medical doctorate, or the Church sending 'atta girls' for a hospital well run.
There's a reason while this story hits home to me. I tend not to speak about this publicly, but I have been living a long, long time now with extremely severe, often interminable, pain. The international politics of pain medication and its availability, closely linked with narcopolitics, is one of my pet topics I can bore people with into a stone cold stupor. What it boils down to is this: proper pain relief is an integral part of human dignity. Being in unmanaged or inadequately managed pain means the patient is inadequately treated, and ignoring pain relief is the worst kind of non-profitary medical malpractice.
With that said, I've also been at the forefront of research into pain, both as a subject and as a participant. I have had the pleasure to try quite a few modern approaches to pain management. I'm hoping to be able to find some better ones. Throughout this, I was aware by the risks and complexity of pain analgesia. With a frail, terminal patient, it gets even more complicated.
Strong pain medication is not like Tylenol that you can simply pop a few of and things get better. In general, patients are started on a low dose PRN ('as needed') oral opioid in conjunction with an NSAID, then eventually the PRN oral opioid is increased (a process called 'titration') until it manages their needs. Then, the PRN opioid is converted into a long-term opioid, such as a matrix patch, which releases the drug into your fatty tissues over time (usually three to five days) or a long-lasting time-release opioid formulation, together with low doses of the PRN opioid for 'breakthrough pains', pain spikes that are no longer treated adequately by the long-term pain medication. Alternatively, severely ill/bedbound patients may be offered a solution like PCA, which injects a constant stream of an opioid with the option of the patient to add a given number of 'bolus' doses for pain spikes – these are used e.g. in the post-surgical context, for the first day or so after a surgery. More complex pain management issues exist for chronic complex pain, such as spinal catheters, neurosurgery, implantable pain pumps, implantable spinal cord stimulators and so on. This is the state of the art, today, in the West, in 2016. In Mother Theresa's days, pain patches were barely existent and certainly not available. The only thing they could have had was oral morphine sulphate or IV morphine.
Pain medicine is one of the most expensive branches of medical care, despite the fact that most pain medications are cheap as chips. The reason for that is the incredible attention required and the risk involved in pain medication. Especially before antagonists like naloxone became widely available and financially feasible, it would have taken a host of highly qualified doctors to appropriately dispense pain medication in Mother Theresa's institutions. Dr Fox admonishes her for not stocking strong opioids, but really, should she be not praised instead for not stocking potentially fatal pain medicine that takes specialist care to administer, specialist care that their people lack and that legally requires doctors their houses did not have and could not afford to have on staff?
Perhaps the more appropriate angle to this is immense personal gratitude that in our world, we have ways of managing pain that the poorest of Calcutta have no access to. Truly, we are blessed. As were they, when Mother Theresa gave them the small mercy of giving them a modicum of care and respect for their dignity in their last hours.
One should never stop hoping and demanding for the world to improve. But nor shall one confuse a desire for a better world with a blanket condemnation of those who made do with the world they were handed. In a demanding and dire situation, so dire that it drove Mother Theresa herself to anxiety and insomnia in the beginning, she made the best she could with what she got. The cost of aspiring to a better world should not be the denigration of those who had to live in this one.
← Late night doin' science and being still alive!


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Published on: January 13, 2023 January 13, 2023
CarLock helped Mark scare the thieves and save his precious Charger
Mark was watching TV early in the morning when he suddenly received a CarLock alert that his device had been disconnected from his vehicle. He literally jumped out of the house and was able to scare off the thieves just minutes before the theft could have happened.
Mark usually goes to bed earlier, but just the day the theft attempt on his Charger occurred, he could not sleep and stayed awake longer than usual, which enabled him to react instantly when the incident happened.
"I was laying in the bedroom watching the television I couldn't sleep so I was up a little late then I usually am and all of a sudden my CarLock notification goes off and notifies me that my device was disconnected I rushed outside and I was able to scare off the thieves in time before they were able to get away with my vehicle."
He cannot imagine what would have happened in case he hadn't heard the alert and slept the night out. "My vehicle would've been stolen and I would've been without a vehicle for awhile," he said. "CarLock literally saved thousand of dollars."
Mark was referred to purchase CarLock by a number of Youtube videos that highly recommend using the product. He was initially a bit skeptical about its usefulness in case the device is disconnected, but the recent incident he faced is just additional proof of how helpful CarLock can be when it comes to car security.
Check out the CarLock video below and learn about the main car security features CarLock offers:
Tags: car security, car theft, car tracking, GPS car tracker, success story
Chevy Suburban rescued after CarLock alerts the owner of theft (video)


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« Jack Ladder and the Dreamlanders at 7th Street Entry, Minneapolis (08 December 2015) | Main | Minneapolis: December 18 to December 20, 2015 »
J. Fernandez at 7th Street Entry, Minneapolis (09 Dec 2015)
12/13/15 Salt Lake City, UT Kilby Court
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12/18/15 Los Angeles, CA Bootleg Theater
12/19/15 Phoenix, AZ Valley Bar
12/21/15 Austin, TX The Mohawk
12/22/15 Dallas, TX Double Wide
Illinois, by the way of Arkansas, J Fernandez (real name: Justin Fernandez) will be stopping by the 7th Street Entry in Minneapolis next week (December 9th) in support of his debut album Many Levels of Laughter …
The Awful Truth
Our friends The Awful Truth (not to be confused with the progressive metal band of that name) just released their EP called Lakewater today, St Patrick's Day, Tuesday, March 17th, via Homestead Records …
J Fernandez's first stop on his tour in support of his debut album Many Levels of Laughter was Wednesday night at the 7th Street Entry in Minneapolis.
J Fernandez is an Arkansas native who has been in living and making music in Chicago. His music is indie pop but don't be too quick in assuming it sounds like everything else out there. There are moments in his music where you hear pure psychedelic rock. Then there are moments where the vocals fall out and you are left with some beautiful instrumentation. J. Fernandez is hard to categorize because the music is so diverse. I'm not talking just between the songs, I'm talking in the songs.
It wasn't loud music. It wasn't necessarily fast. It wasn't anything that I typically truly enjoy, but I enjoyed every single moment of it. The driving baselines matched with the prominent keyboard sound had me intrigued and had me stuck.
The lyrics were all over the place. There were some lyrics that hit you right where it hurts. They were so dark and gloomy but they were hard to catch because the music was much more upbeat and led you to believe it was a happy song. Not a song with lyrics like "You laugh at everything/ this is no joke". Sometimes they were funny and relatable especially when Fernandez would sing about the mundane things in his life. Other times you were stuck wondering what kind of drugs he was on when writing and lyrics and how can you get some?
Two locals were fortunate enough to open for this up and coming artist.
The Awful Truth completely caught me off guard. Brent Colbert, singer, has a voice that made me stop dead in my tracks. There were times where I would have sworn it was Casey Crescenzo (from The Dear Hunter/ Receiving End of Sirens) on that stage, but it wasn't. It was yet another amazing local band from up here in the Twin Cities.
Wednesday was The Awful Truth's first night playing in the legendary First Avenue building and I hope and pray that it won't be the last. Not only were the vocals on point, the whole band sounded crisp and clean. Usually when a band has a cello player, that cello player is actually the keyboardist who decided to experiment with a cello and figured out enough notes to play on maybe one song. Last night was the complete opposite. Stephen Sokolouski seemed to be a cello player who decided to experiment with a piano. Unfortunately, the cello was only featured on a few songs but when it was, I couldn't take my eyes off of Stephen. He played it so professionally and it had such a great tone. That being said, it didn't overpower anything else that was going on on stage. It was just a nice added feature that you truly don't get to see much in local bands.
Panther Ray
The first opening band was Panther Ray. They treated the audience to some new material. Well, let's be honest, it was all new to majority of the crowd. But the growing crowd seemed to truly enjoy it. Think The Libertines meet The Kills but without the drugs and with professionalism (not bashing either the Libertines or the Kills, I promise!). Panther Ray's third full length Ripple is out now on Forged Artifacts.
J Fernandez's album Many Levels of Laughter is out now on Joyful Noise.
J. Fernandez at 7th Street Entry, Minneapolis (09 December 2015)
langen (langen@weheartmusic.com) ♥ weheartmusic.com ♥ twitter.com/weheartmusic
Posted by W♥M on 12/13/2015 at 09:48 AM in 7th Street Entry, J Fernandez, Langen, Minneapolis, Panther Ray, The Awful Truth | Permalink


Next time your family thinks of a Northern California Bay getaway, consider Oakland, a surprisingly fabulous family-friendly destination.
Wonder where families are escaping the heat in the San Francisco Bay Area? Here are the best places families on Trkaroo are saying are the best water parks, free splash pads, swimming lakes, rivers and beaches to take your kids to to cool off.


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Kurovodice jsou bývalý hospodářský dvůr s tvrzí, dnes základní sídelní jednotka části Olšina města Mnichovo Hradiště v okrese Mladá Boleslav, u paty Příhrazských skal, asi 100 metrů od konce zástavby samotné vesnice Olšiny. Jsou zde tři adresy: areál bývalého hospodářského dvora, dnes ústavu sociální péče, nazývaného Domov Pod Skalami, jehož budovy mají společné číslo popisné 1, a mezi dvorem a Příhrazskými skalami pak ještě domek čp. 41. Usedlost čp. 2 se sice nachází také v obvodu ZSJ Kurovodice, ale její definiční bod je zaměřen mimo budovu, již na území ZSJ Olšina.

Historie
Součástí dvora je archeologická lokalita s náznaky valu, které jsou považovány za zbytky hradiště, tvrziště či strážní tvrze ze 14. století na ochranu stezky od Kněžmosta přes Mužský na Český Dub, tvrz je poprvé zmiňována roku 1586, ale pravděpodobně stále již ve 14. století. Kruhové tvrziště obklopené příkopem s pozůstatky valu na severní straně se nachází v areálu ústavu sociální péče. Tvrziště je chráněno jako kulturní památka, do rejstříku bylo zapsáno v roce 1967.

První písemný doklad o zdejším dvoře pochází z roku 1520, kdy Mikuláš Samšinský ze Samšiny prodal své panství Zásadka a ponechal si pouze Kurovodice. Až do roku 1560 patřila osada do panství Zásadka, jako jejíž majitel byl udáván Mikuláš ze Samšiny, který se později zdržoval v Kurovodicích. Po vystřídání několika majitelů z řad nižší šlechty v roce 1610 osadu zakoupil svijanský pán Jáchym Ondřej Šlik, který byl 21. června 1621 na Staroměstském náměstí popraven jako první. Šlikovské statky Kurovodice a Svijany byly zabaveny a roku 1622 prodány Albrechtovi z Valdštejna. V roce 1624 byly Kurovodice frýdlantským lénem pánů z Wachtendanku a od nich bylo v roce 1642 přikoupeno k Loukovci. V roce 1653 Kurovodice koupil Jiří Jeník Zásadský z Gamsendorfu. V roce 1789 panství koupila rodina Rohanů a v jejím držení zůstalo až do roku 1945.

V roce 1945 byla osada jako německý majetek státem zabavena a předána ONV v Mnichově Hradišti. Ten zde zřídil v roce 1946 okresní chorobinec s 54 obyvateli. V letech 1947–1950 byla provedena adaptace budov a areál dostal nový název "Domov pro přestárlé a práce neschopné". V roce 1955 převzal toto zařízení odbor sociálního zabezpečení rady ONV pod názvem "Domov odpočinku" a od května 1955 bylo nazýváno "Domov důchodců". Počet obyvatel vzrostl na 78 mužů a žen. 18. srpna 1955 nastoupily do domova řadové sestry Křižáckého řádu Panny Marie a pečovaly o jeho obyvatele až do roku 1969, kdy byly nahrazeny civilními zaměstnanci. Domov důchodců byl postupně přeměněn na ústav sociální péče pro mentálně postižené dospělé muže. V roce 1976 počet obyvatel ústavu dosáhl 86 a věkový průměr byl 46 let. Převážná část dne byla věnována pracovní terapii, které se účastnilo 67 obyvatel, zbytek tvořili práce neschopní s těžším pohybovým nebo mentálním postižením. Od hospodaření na přilehlých pozemcích ústav v 60. a 70. letech postupně upustil, pole pod ústavem bylo předáno družstvu v Březině, na zbývajícím pozemku ústav pásl ovce a sušil seno. Práceschopní obyvatelé se uplatňovali při výrobě korálových návleků, mozaikových obkladů, později při balení čajů a dalších jednoduchých ručních pracích, ale účastnili se i brigádnických prací v JZD, STS apod. 1. ledna 2007 byl Ústav sociální péče Domov pod skalami Kurovodice transformován na Domov Pod Skalami Kurovodice, poskytovatel sociálních služeb. Podle webu domova datovaného lety 2009–2015 má domov 79 klientů a průměrný věk dosahuje 57 let.

V sobotu 9. června 2012 zde kacanovské sdružení Radosti spolu se zaměstnanci domova uspořádalo první ročník hudebně divadelního festivalu Bez plotů, ze 400 návštěvníků bylo na 200 platících, klienti domovů a děti měli vstup zdarma. Festival se pak konal v červnu každoročně, v roce 2018 byl již označován jako tradiční.

Kdesi u rozcestí modré a žluté značky nad Kurovodicemi měl podle webu Turistika.cz stávat památný dub letní s obvodem kmene asi 620 cm. Modrá a žlutá se však dnes rozcházejí již pod Kurovodicemi, a památný dub není uveden ani evidenci AOPK, ani v mapách Mapy.cz.

Reference

Externí odkazy

Mnichovo Hradiště
Sídla v Jičínské pahorkatině
Samoty v okrese Mladá Boleslav
Sídla v CHKO Český ráj
Archeologické lokality ve Středočeském kraji

redpajama_set_name: RedPajamaWikipedia


During school year 2010-2011(the most recent data year available), Sandy Hook Elementary School Elementary School had 575 students and 38 full time teachers. The student ratio was 15. Regarding the gender, 277 students were female, 298 students were male. Regarding the racial makeup of the students, 518 were white, 9 were African American, 21 were Hispanic, 27 were Asian(including Hawaiian Native/Pacific Islander), 0 were American Indian or Alaska Native, 0 were reported from two or more races.
Totally 31 students were eligible for subsidized lunch program: 22 students were eligible for free lunch, 9 students were eligible for reduced price lunch.Sandy Hook Elementary School Elementary School is located at 12 Dickinson Dr, Sandy Hook, CT 06482. The school environment is Suburb, Large Territory.
Sandy Hook Elementary School Elementary School belongs to Fairfield County and is managed by Newtown School District school district. It serves students from grade KG to grade 04. The school's operational status is Open, Operational. Please call their phone number 203-426-7657 for more information about the school's enrollment and education programs.
Sandy Hook Elementary School's rating score is 10 out of 10 by SchoolMap.org on 2/28/2012.
N: an alphanumeric value is neither expected nor measured.
-2: a numeric value is neither expected nor measured.
M: an alphanumeric value is expected but none was measured.
-1: a numeric value is expected but none was measured.


Tim Koh — a member of Ariel Pink's band — has suffered a medical emergency while out on tour and is now hospitalized in Greece due to a ruptured stomach ulcer.
Yesterday on our way to play our last show of the Ariel Pink tour, Tim Koh suffered a ruptured stomach ulcer which resulted in a seizure on the plane. The plane was forced to make an emergency landing in Rhodes, Greece to rush Tim to immediate medical attention. This was a life-threatening occurrence, and we are all thankful he is still alive. Tim is stable now but remains hospitalized in Greece, where they are recommending that he stay off his feet for two weeks. Let's help Tim with any hospital bills he will have incurred, and any future treatment he may need to heal this issue and ensure this never happens again.
The GoFundMe page is close to reaching its $40,000 goal, and you can contribute to the cause over here.
In addition to playing with Ariel Pink, Koh has collaborated with the likes of White Magic, Jorge Elbrecht, Gar War and more.


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It's more than just the NHS that's at risk in Scotland from TTIP
The EU/US Trade Deal poses a threat to Scottish Water's plans to deprivatise failing PFI facilities.
A protest outside the Scottish Parliament against the smell at SeaField
Last week, a Europe-wide petition against TTIP, the controversial and aggressively neo-liberal free trade deal between the US and EU, reached 1 million signatures. More than 180,000 of those were from the UK. Another petition here in Scotland, calling on the First Minister Nicola Sturgeon to oppose TTIP, gained almost 25,000 signatures.
Opposition to TTIP is growing at an astonishing speed as the public discover how it threatens democracy, social justice, public services and national sovereignty.
TTIP is facing particularly widespread criticism for the threat that it poses to the NHS – particularly by 'locking-in' privatization. But it's also a threat to other public services in the UK, and we believe that here in Scotland it could have an impact on Scottish Water if it ever wanted to renationalise its troublesome PFI projects.
Around half of all waste water and about 80% of waste water sludge in Scotland is treated in works operated by PFI companies, under contracts signed with Scottish Water in the late 1990s. Some of these projects have been heavily criticised for mechanical failures, leakages and bad smells and Scottish Water has had to spend millions of pounds over the years to try and reduce these problems.
The treatment plant at Seafield in Edinburgh, for example, has caused many problems for local residents for a number of years from bad smells. This plant is operated by multi-national waste company Veolia under a 30 year PFI contract signed with Scottish Water in 1999.
Scottish Water has suggested in its business plans in the past that it would try and bring the PFI projects back into public ownership.
However, this could be stymied by one of the key features of TTIP: the investor-state dispute mechanism (ISDS) which allows multi-national companies to use international arbitration courts, outside of national legal systems, to sue countries if national policies threaten profits (or, crucially in this case, future profits). It's this mechanism that we believe could be used to stop Scottish Water bringing its PFIs back into public ownership, through the companies involved suing the government for compensation for lost profits if contracts are not renewed. The cost of this compensation could be enough to put Scottish Water and the Scottish government off renationalising those PFIs.
There are many, many examples from other treaties of companies using this mechanism to sue (or even just threaten to sue – which can sometimes be enough) governments over lost profits. Just this week, Friends of the Earth Europe (FoEE) released new research showing the extent to which the inclusion of these special rights for investors in previous trade treaties has allowed corporations to sue European governments in secret courts (and how much taxpayers are footing the bill for this).
Their research identified 127 known ISDS cases that have been brought against 20 EU member states since 1994. Despite information on these secretive court cases being hard to find, the facts that FoEE was able to undercover illustrate the enormous sums of money involved in these cases. The largest known amount to be awarded by a tribunal against a state was 553 million euros (in the case of Ceskoslovenska Obchodni Banka vs Slovak Republic) and the largest known settlement was 2 billion euros, paid by Poland to Eureko, a Dutch insurance company.
Veolia, the operator of Seafield treatment works that I mentioned above, also has form when it comes to using ISDS to claim compensation for lost profits. Since 2012, Veolia (which is headquartered in France but has many offices around the world) has been suing Egypt based on the bilateral investment agreement between France and Egypt for an alleged breach of a contract for waste disposal in the city of Alexandria. The city had refused to make changes to the contract which Veolia wanted in order to meet higher costs – in part due to the introduction of a minimum wage. Also, according to Veolia, the local police had failed to prevent the massive theft of dustbins by the local population. According to media reports, Veolia wants 82 million euros in compensation.
Last month, the Scottish Parliament European and External Affairs committee of the Scottish Parliament started an inquiry into TTIP. We gave written and oral evidence to the committee, highlighting our concerns about a range of problems with the trade deal, including the ISDS mechanism and the threat that it poses to public services and laws to protect workers' rights, the environment and public health.
The Scottish government wants the NHS in Scotland exempted from TTIP. We don't believe that this goes far enough – and we think that the people who have signed the petitions would agree. If the Scottish government is to protect Scotland's much loved public services and safeguard laws designed to protect workers, public health and Scotland's natural heritage then it must go further and oppose the trade deal entirely in its current form (as indeed the SNP MEP Alyn Smith has said that he does) as well as demonstrating a robust counterweight to Westminster's enthusiasm for it. Only that will really address the concerns of the one million citizens across Europe opposed to TTIP.
Published in: Can Europe Make It?
TTIP and the first rule of Fight Club
Written by: Marzena Sadowska All articles by: Marzena Sadowska
TTIP and TPP: harnessing the anger of the people
Written by: Thomas Fazi All articles by: Thomas Fazi
Written by: Walden Bello All articles by: Walden Bello
Modernise: de-privatise


A Malawian traditional leader has taken it upon herself to discourage the prevalence of child marriages within her constituency.
Senior Chief Inkosi Kachindamoto annulled over 300 marriages, thereby applying the country's new laws regarding child marriage. In April, President Peter Mutharika signed into a law a ban on child marriage, setting the minimum age requirement for marriage in the country at 18.
"I have terminated 330 marriages of which 175 were girl-wives and 155 were boy-fathers, I wanted them to go to school and that has worked," she told Nyasa Times, "I don't want youthful marriages, they must go to school…no child should be found loitering at home or doing household chores during school time.
Malawi has one of the highest incidents of child marriage in the world with 1 in 2 girls getting married before the age of 18. The practice is closely linked to poverty where, in the rural areas, girls are married off to improve their families' financial situations.