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Author: Charles McKay
Published in: 20 May, 2020
Subscribe: Apple Podcasts | Google Podcasts | Spotify
Is your business still focusing on outbound methodology tactics over inbound? Are you misaligned on your values as a company?
In this week's episode of our podcast, we hosted Aimee Engelmann who is the director of Flipside Group — a B2B growth marketing agency specializing in tech, Consulting, Accounting, Legal and Outsourcing industries.
Prior to that Aimee founded and led a company called Beepo, which was a specialised outsourcing company for the Philippines. Most notable of that was 60% ran by females.
We enjoyed getting to pick Aimee's brain on how she successfully created and led her businesses, what drives her, and how aligning on values and methodology should be core components for businesses to succeed.
Some of the show highlights include:
Aimee's background and why she started her first business
What does building an inbound business machine do to the evaluation of your business
Process process process is key
How empowering a female-led team in a predominantly male space really resonated with Aimee
Having a clear mindset is crucial to doing well
What working in other cultures has taught her
Aimee Engelmann on LinkedIn
Flipside Group
Beepo
Quotes by Aimee
"But more importantly, software aside, it's the methodology that behind us that as marketers, we like went, Okay, great. Now we've actually got something to work to it puts everyone on the same page."
"So our cost per lead and our cost per acquisition became our two most important numbers for our marketing team. And then our conversions was obviously a shared metric between marketing and sales. And pretty much every conversation I had with our marketing team was about those three metrics."
"But I think that's business in general. I mean, I found that over the journey, it's a roller coaster."
"It's about opening your mind to see yourself to be able to do that and starting to visualize and picture and think and strategize. So, you know, I think mindset is the number one on tip."
Charles McKay 00:03
Hello, and welcome to another episode of The Beyond Business podcast. My name is Charles McKay. Today I had the absolute pleasure of interviewing interviewing Aimee Engelmann, who has recently just exited her second business and it is a fascinating story. Aimee and I first met in 2016 in Boston and we had a really, really interesting conversation over a couple of beers actually. And ever since then I've been fascinating in watching and seeing how Aimee businesses progressed and also her career. That business was founded off the back of the previous business, which is an agency that was focusing on one particular niche, they got massively impacted in a big way back in the later 2000s. And she had to not pivot but change the way that business operated, and was able to get out of it and then start up the business, Beeopo, that she just exited from. I think it's fascinating that Amy was able to build that inbound business machine without you know they were doing those a lot of those outbound tactics and it just wasn't working so they just doubled down on building the inbound machine and how that probably has a big effect on the exit of the business as well. And another thing that is fascinating she is hired over 60% of the team are actually women and have been become leaders in their industry and leaders in their space in traditionally male dominated space. So I'm going to head over to Amy and myself for what I hope you enjoy is a really good conversation.
Amy, what a pleasure it is to have you on this conversation. So tell me where are you sitting on this fine Monday morning?
Aimee Engelmann 01:46
Well, I'm very fortunate to be in a little coastal town in New South Wales actually not too far from you — Kings Clip. So... sun is shining and yeah, no complaints really.
Amazing. Amazing how long have you been at King's Clip for and what was the trigger for you to move there?
Yes, sir. We've been down for about four and a half years. And part of the trigger was around, I guess wanting to step back from being customer facing in our business but also just wanting to test out a bit of a lifestyle change. You'll see change while running a business remotely. So we did it for a year. Kept a house in Brisbane, typically how it goes. And then before that year was was out, we were like, No, no, we're staying like, this is now our home.
Amazing. It's, it's fascinating. So when was that like to 2000 like 2014 something around then?
Yeah, around 14/15. And it was not long after kind of we kicked out our business off which was late 2013. And, you know, one of the things that you do is it stops you from doing all those little, you know, coffee catch ups and just things that people expect I guess these days in business or prior to COVID-19 in business that they expect those sorts of bits and pieces. And you add those all up in a month of all of those informal networking or coffee catch up, and yeah, it forced us to scale our business better, but it also gave us more time.
Yeah, wow, especially with a young family.
Amazing. So let's um, let's rewind the gears a little bit. So from Brisbane originally, is that right?
Yeah, Brisbane and Gold Coast for most of my life. Yeah.
Yeah. Cool. So what got you into business? Where was your first business venture? And what did it look like?
Yeah, so in my late 20s, I was in corporate and I really felt like something wasn't quite right in terms of where my career was headed and my... both my parents were very entrepreneurial. So I took a sideways step out of corporate into almost contracting in marketing services, which very quickly led to, to grow a business. So I started growing a marketing agency with the help of an amazing business coach who kind of gave me that little mind, that push, that I needed to go from a contractor into building a business. So that was fun, and that focused mostly on the telecommunications services.
And interestingly, back then, in 2008, I ran that business remotely. So I made the decision not to have office even though I was growing an agency. Not to have people you know, coming together every day to work on the client work. I found these amazing... I called the marketing mums, although not all of them were mums. There were women who'd been in marketing roles who wanted to return to work but didn't want to commute to the city. So, you know, the foundation for my staff and therefore the value that we could give to those clients were these amazing marketers that all work from home? So yeah, it's quite unique. Now it sounds very regular normal, of course, but back in 2008 it was a bit different.
Yeah. Wow, that's, that's fascinating. So how long did that business run for?
So I ran that till 2015. And it was that business that took me to the Philippines and really opened my eyes to what was happening in you know outside of Australia and happening globally with global resources and hiring people offshore. So, it was really through an instance where my marketing agency was struggling. You know, what I was finding is that we had a very quick decreasing revenue due to some circumstances outside of our control. So we had a 22% drop in revenue almost overnight and I had to find a way to lower my costs and to almost kind of pivot the business and pivot the staff. And so that took me to the Philippines and then subsequently started another business at the same time. So I ran the marketing agency, put it under management, and then exited that in 2015. And then I started my Philippine business in 2013 so I had an overlap.
Wow. That's, that's phenomenal doing two separate things at one time is... I can only imagine how busy you were. So with the marketing agency looking at it in, you know, 2008 to 2015. What was that business, you know, other than probably bringing on, you know, lots of marketing collateral for clients and all that sort of thing. But what was the core problem that you identified within that business that you ended up solving for your clients?
Yeah, so a lot of those clients in that particular niche, wanted and needed great marketing help, but they were in that in between where they couldn't quite manage the budget for a full time marketing person. So we were that outsourced solution and we were able to help educate and then put in place campaigns that helped drive revenue and profit. And, you know, luckily, because we were working in a niche, we could see what was working, and then we would apply that across. So yeah, it was successful. And it was, you know, it was relatively lean. So we didn't have to carry a lot of costs, because we didn't have that overhead, which means that smaller businesses that access quite senior help at a really kind of a value price point.
Yeah, that that makes sense. And when as that business evolved in, you know, 2015 you're able to exit it did the problems like shift at all through that, you know, as that business grew?
Look, it didn't. The core thing that we were doing for those clients didn't necessarily change but the way in which we were delivering that value did so we were early days as more traditional sort of forms of marketing and advertising. And then digital was really coming into play in that era. So there was a big switch in the way that we had to go about helping generate revenue and leads and help grow the business.
Yeah. Interesting. So talking with... sort we're gonna end up today talking about two businesses and your career journey in a nutshell, which is it is fascinating as well. And we had the pleasure of meeting at Inbound, I think, in 2016, was in 2016? Was that four years ago? Like wow. And it was a fascinating conversation we had around, you know, obviously with that business you're working then it was you know, you were providing outsourced services to businesses in Australia and in the US. With my business, I've got outsourced people and partners that I work with and some of the challenges that go with that... people don't really understand that they think that you just give a scope of work or a project to someone and it's just gonna happen. And I'm sure you've got hundreds of stories around how that doesn't actually, you know, enable doesn't happen in those ways. But going from the marketing agency into providing those outsourced services, what was the opportunity you saw? Like you obviously offshored your marketing agency and sent that offshore to the Philippines but what got you into actually starting you know, this offshore services business? What was the main drive behind it?
Yeah, I guess firstly, I had a preconceived idea of of best talent. So I had this very insular view that, you know, the best talent was in Australia and the best marketers, doing the best work was in Australia.
So firstly, it was just a, like a complete shift of mindset, which I think then as entrepreneurs creatively, you know, your mind is open to new opportunity. And I guess what I was seeing in terms of trends is the globalization of the workforce. So no longer could an Australian business just choose to have someone in Australia that could choose somewhere in the world. So it was this concept of world's best talent. And, you know, I really loved the fact that there were developing countries where maybe the employment levels were lower, the education would still have a really high standard... really motivated, you know, motivated people that had good education, and that we could really look to, I guess, spread a bit of that employment opportunity. So not necessarily shrinking staff levels in Australia, but opening up more varied work force to include offshore which you know, happened to be a developing country. So, you know, when I went to the Philippines and I met the people, I felt very good about extending that employment opportunity into a different country. Yeah. And that was part of the driver.
I think it's a... obviously with what's going on with COVID, everyone's saying you need to localize everything and bring everything back to Australia. And I agree with that, too but I also disagree with so much outsourcing that has been done where it's just been for the price like, oh, let's just ship it to that country or that country because it's cheaper. So can you tell us a little bit about a couple of the stories that you've seen and how that is, like the incorrect way to think of partnering with people and lets... does it... I actually don't think it means internally in Australia or externally anywhere around the world, like, you partner with someone, there's got to be value in it. So what can you share about cost based, you know, partnerships?
Yeah, I think there's a real view that offshore equals cheap and that people are going to save money and that's the reason why they do it. Of course, yes, there's cost savings, but I think for businesses, like any partnership, you still have to invest time in training staff and bring them up to speed. So I think where, where organizations are winning at the moment that do have that global footprint and variety of teams, is when you look at things like business continuity and environment that we're in now they can start to have staff and move work around in various countries and to various people and sometimes even various time zones to help them keep things ticking over. So you know, I've seen plenty of businesses that have gone down that road of ah hang on, I think it's it's cheap. And then where they're actually looking at, it ends up being well, who's the best person to send this work to for various reasons for productivity. efficiency. Then it's kind of like a lightbulb moment.... It's like, Okay, this may or may not be, you know, cheaper depending on where the staff member is and how much time is invested in training and development, but I'm actually putting the right work in the right place.
So that's I think really get it, like, hang on, I can get someone in the Philippines who loves to do this particular job day in day out. Particularly around compliance I've got a client I've worked with in NDIS who's just got this huge amount of compliance and checking and now that work was not about sending it somewhere cheaper. It was that the Australian staff just got jack of it.. they'd leave their job. And for them, that staff retention issue in Australia that drove them to go hang on, we gotta find an alternative. And so, yeah, it's it's more about finding the right person and linking that to the right path wherever they might be. And sure added bonus, there's bottom line savings, there's efficiency, you can reinvest that cash. Most people reinvest that back into their business anyway, which helps grow employment, you know, in all cases, but yeah, it's it's cost is the sometimes the factor to attract a business but good businesses actually find that it's way way more than that.
Yeah. It's it is fascinating and I couldn't agree with you more on, you know, when you start problem solving and putting the right person in the right seat with the right skill set, and remove the barrier, the location. And it's, it's only going to escalate at the minute with COVID like people are gonna go you know what, I don't need someone in Melbourne, I don't need someone in Perth, I don't need somebody in Tasmania, like, it doesn't really matter, there's the technology out there to be able to enable people to do the work. It's just letting go of that limiting belief, I think.
Yeah, absolutely. And, yeah, I think it's gonna be super exciting coming out of COVID and seeing how that changes and hopefully what it does for people who are in you know, various roles in Australia is it actually helps them work on the things that they love.
Yeah, yeah, totally agree. And, you know, as a client goes through this transformation too... call it, you know, I don't like the word digital transformation, but people are actually doing it now and going, you know what it works as opposed to seven or eight years ago, when, you know, the big tech companies are saying it works, but it didn't work. This actually works now. But you know, instead of calling your workforce because you don't want them doing those mundane tasks anymore, you look at enabling them and training them and upskilling them into the new ways of working and then you don't lose all that IP. I think that's the way that if you've got a really big workforce where you're looking to, you know, digitally transform, it's like, oh, don't get rid of your talent. You need to think of other ways to leverage that talent. And one thing I've think about new say this in politics a lot with the coal industry, it's like, why don't they spend 10 years educating coal on solar or you know, green energy, because they've all got the skill, you just need to retrain them. And then jobs won't actually decrease, they'll go up.
Yeah, that's right. Like 100%.
Yeah. So, with the offshoring business, the problem that you're solving, you know, is obviously, you can enable, you know, finding the right talents in the right seat and doing that work, and then enable a business to hopefully grow a bit more efficiently. What were some of the problems that you saw, as that business grow and where clients have actually worked this out we're doing and starting to pull the levers on you guys for?
Yeah, so the successful ones were really treating you know, partnering with us to treat their offshore team just like they were part of their business. So finding really innovative ways to do their, you know, morning huddle, for example. You know, including the offshore staff in that. Finding really cool way to have quarterly events and include their staff, you know, in those sorts of things, spending time face to face, some businesses even invested in bringing those staff out to Australia for training, changing their jobs types, moving, moving and like any role, you know, you want to grow in a role and take on more, you know, more tasks that are that are challenging and interesting. So upskilling a staff and taking them to more senior position was was absolutely, you know, evident throughout the journey. You know, focusing on on the scalability of the business, so having some junior staff that then became pioneers that created systems and processes and, you know, set those standards as the company grew. And look for us as a as a service provider, we found over the years that we had to really pivot to offer more to our clients and really understand the industries that we were strong in. So when we first started the business, we could pretty much service anyone we had good quality staff, you know, really good premium products, lots of service touchpoints to make sure that the customer got it right. But the landscape became more competitive. So as a business, we had to pivot to say, Okay, how do we add more value. And one of the ways we did that is to pick some industry niches that we thought we could do great work, and actually pre train and give our staff that industry knowledge and do that in advance of actually partnering with a particular client. And a lot of that was done in software. So of course, cloud software became absolutely crucial to what those staff were doing. You know, we were then finding distress on the common software tools that those industries were using and we would pre train those staff to get them to a much higher level of output and understanding and that was one of our kind of that strategic pivot. We stopped that all and sundry approach. So customer acquisition started and our content development focused on these particular industries. And as a result, our cost per lead went down, our cost per acquisition went down, we're able to close opportunities quicker. And it made a significant difference to the, you know, to the bottom line. Yeah. So that was one of the insights for us as we scaled, one of the challenges we had as the landscape became competitive.
Yeah. And over in the Philippines a majority of your team, if not, was all the time in the Philippines at that point?
Yeah, we ended up with about 12 in Australia and about 50 internal staff in the Philippines and company size was about 420.
Yeah, yeah, it's, it's fascinating, this scale of how quickly that can grow. What was some of the eye opening points for you and also the most satisfied components of that business that you didn't think were going to come?
So probably eye opening other than culture, which is, you know, fairly straight forward. And, you know, you would expect, the one that I didn't expect was process. Just how astute we needed to be around process and QA. So not not making assumptions about how well a process would be, will be rolled out or stuck to or comply over long periods of time. So that's, that surprised me. A different, different way of thinking and a different way to ensure that staff are all on the same page and undertaking the tasks and activities at the same volume, efficiency, proficiency that's required. So that... I think that made me a better entrepreneur. Because I had to get super super focused on process.
And I love this saying I looked around all sorts of corners. So I learned to just look around every corner you know, as we scaled and to never assume that once I put a process in place that it was it was you know done, tick the box, on to the next one so yeah, probably gave my team the shits, frustrated them.
But um you know, that was really yeah, like I said it might be a better operator. But that was one I didn't see coming. That requirement to really nail that process.
Yeah. Is it true to that in the Philippines like I think whereas in Australia we can be a slightly different as a culture where the process is there, but we'll just cut it out. Ah, no, we don't need to do that... She'll be right mentality as opposed to in the Philippines, it's literally if it's documented in there, I'll do it and if that process is wrong, I'll do it anyway, I won't put my hand up and say this is incorrect.
Yeah, I think that's the majority. And it really comes down to and not that they're, that person doesn't have the ability. It's that in Australia, I think problem solving... we're really good problem solvers. So, you know, if we've got instruction A and C we'll pretty much work out what B is, and we'll just go do it. And then there are some cultural norms that mean like spelling out ABC, you know, directly and and really well mean that there's confidence to keep going and and do it at that level. To them sometimes ask for help and say, Oh, I kind of get A and C, but I'm not really sure about B... that sometimes can be a cultural barrier. It's not that that person isn't smart,or they, you know, they can't work it out. But they might not feel confident checking in and raising that because you might be seen to be inconveniencing me because you're asking me, too, reexplain it. So understanding those sorts of things can really help with making sure that, you know, those sorts of instances almost never occur. But, you know, coming back to that question about the most rewarding experience I had over there, one of my first employees in the Philippines was a woman named Mitch. She came into the data reconciliation, like I'm talking about the simplest job of like constructing data and she had people management experience before for a Philippines company, and she's just a standout performer. And over the course of, you know, five and a half years, she basically became, you know, the most senior person in that business. She was responsible for over 200 people, and she was the sort of person who would always think ahead, who would be able to see where those difficulties may lie, jump in, retrain and re adjust, coach. And, you know, incredibly senior and incredibly trusted person in this in the senior leadership team over the years. So I think it's like anything when it comes to managing people in the Philippines, you need to be aware of those cultural norms and how they might get in the way of how you would see something will go but there's talent there that you can really take from the absolute ground level right up to senior management.
Yeah, that is amazing to hear that the amount of fostering and also on the flip side, how she has just embraced that and gone, you know, what I want to get on this journey and go with you. Because I think that's a really rewarding thing for any business owner that you can quite create a place and an environment where people are going to succeed. It's not just the boss or you know, the boss, it's going to be the successful one. It's like everyone can be successful in a business these days, as long as it's the framework in place. So that's, that's awesome. So flipping into the business, that business, the offshoring one from you had a start and a pretty clear end date. I think it's a, you know, especially today, we're going into this, and I've talked about this previously on a few podcasts that, you know, you're the custodian of a business you come in, and you should leave it in a better place. I think a lot of CEOs, this is with much bigger companies would have... they'll have a window where they know they're in and they're out and they'll try and get as much as they possibly can out of that business, without necessarily setting it up for success down the track. So having built started and built and then exited a business and you know, by the sounds of it have left it in a better place. What would be something that you would share with someone that wants to exit a business? I'm not saying that that's always the best thing. It really depends on the individual goals of that person. But so that it sets up for success. What are the things that you have to do as a leader to make sure that business will keep going and not just be acquired or, you know, shut down as soon as you're out the door?
Yeah, there's all the usual, you know, things that you would expect great people, you know, building for scale. So having those processes so you can step out of the business one day and it still runs, because you don't want to get stuck in it forever once you decide you want to leave. Great, great, technology, of course, underpins that. But, you know, they're the things that you'd expect any business that needs to exit have, but for us our strength of our business, and down to our ability to have a marketing and sales engine that attracted people to come to our business that are interested in our products and services. So, you know, different buyers look for different things. You know, different exits have got all sorts of strategic value. But being a marketer by trade, I think what we ended up doing, you know, at Beepo, which was highly successful was we built this sales, sales and marketing engine that someone could pick up an actually apply to other businesses. So, you know, yes, it was there, you could prove that it runs without a founder.
You could prove that it's a system. You can prove that it has value, you can prove exactly the inputs and outputs. If you spend X you'll get Y. So, I think that was like at the core from the commercial point of view about, you know, what was the value? I think on a more personal and professional level, the thing that I'm really, really proud of in the businesses that in the Philippines, there's not a strong history of female leadership in corporations. It's still an environment where, you know, there is... it's not that women leaders are not welcomed. It's just that it's, it's not as frequent. You know, there's still a very, very small minority of senior women in corporate and government positions and so I don't know whether it's because I was a female founder that I ended up with a female majority senior leadership team, and a female majority business. But when we have 60% of the all of the whole business were women, we had a majority female board.
We had majority female managers down through the management team. And it's not because we had any policy or any sort of gender specific goals, or just the way it fell. And I don't know whether Yeah, whether it was just being a female founder and the the values and the ethics that I brought to that organization. And I attracted a certain type of people that came to the business that felt that they would have the career opportunities because it was a female founder.
But I think that's one of the things I'm most proud of, and you know, the women that I worked with in in some of those positions, We're very, you know, they're kind of groundbreaking in the Philippines... Unmarried about to hit 40. You know, in a in a country where if you're not married off by 25 there's something wrong with you and by choice they're career women. That's something I'm super proud of. You know, there are people, there are relationships that I'll have some of those, you know, ladies for the rest of my life. And that's probably what I'm most proud of from a more kind of personal standpoint.
Yeah, that's the two points you brought up a fascinating and it's been an interesting thing I've talked about quite a while around building a sales and marketing machine that is not people reliant, and also potentially advertising reliant, like there's no single source of brake failure in there. And once you build that machine, what that does to the valuation of a business, it's really hard to put a number on it and you know, it doesn't take three months to build, it takes five years to build. But it's awesome to hear that, you know, that was one of the main drivers around it, that, you know, you built this machine that was it's gonna last. And it is set up for success so anyone that acquires and hopefully sees the value in that and replicates it across other units is going to grow the business organically and it's going to compound too. What did that, you know, the first year versus second and third year from your marketing internally look like? Did it, did it start to compound over time?
Yeah, it took time. Absolutely. And look, I'm the first to admit that it was, it was pretty average t he first couple of years of business. We were actually doing majority disruptive marketing. We were doing cold calling, we were doing cold reach out. Sure we had great referral network and this constant calls come from referrals and word of mouth
but they.. It was probably two years into business that we said no, that's it, we're stopping this outbound. We don't believe it's sustainable and fully invested in the inbound methodology. So we then, you know, got our software and our people in line and fully committed to, you know, taking on HubSpot as a software tool. But more importantly, software aside, it's the methodology that behind us that as marketers, we like went, Okay, great. Now we've actually got something to work to it puts everyone on the same page. It doesn't create an environment that myself as the founder is pushing down a view of how we do things. It's just yeah, here's the methodology. Doesn't it make sense to everyone? Yeah, great.
Now, let's get on the bus. Yeah, you know, and anytime someone gets, you know, tries to get off the bus to go down this path. We go, No, hang on. Let's go back to the methodology. This is what we're doing. Get back on. Get back on our bus because we're not going back to that way.
So yeah, and then it ended up for us because we had that transparency of data around, you know, what our costs were. And I love data. Like as a marketer, I've, I've kind of enjoyed, you know, probably my product marketing guys just as much as I have my my comms marketing days. So, you know, we look through that data, we get a really good feel of how we're performing. So our cost per lead and our cost per acquisition became our two most important numbers for our marketing team. And then our conversions was obviously a shared metric between marketing and sales. And pretty much every conversation I had with our marketing team was about those three metrics. And sure there was all this other stuff that happened underneath that. Yeah. But yeah, we were able to reduce that cost per lead and our product was acquisition increase, our conversion, but at the same time, launch into niches that we didn't have established brand presence. So, which I think is as unusual, you could probably comment more than me because you probably see a lot more data than what I do. But that that's the crux getting that right to create value for the business. That's, that's where I saw the gear, that's where it all kind of derived from.
Yeah, I think there's, there's two really interesting points to it in asking me on, you know, the data, I see there's two components, you've got to get it. If the business owner or the leadership team doesn't get it, they're gonna always default back to the old way, because that's what got them to where they are, and they'll go back and do that tactic and they'll keep doing it and you're never gonna punch through that ceiling doing that. And then, you know, having a methodology like even the inbound methodology. It's, it's still there, the tactics have changed but the methodology at the core is still there and it you know, it just makes so much sense. Especially going forward into what you know the world's gonna start doing if you if you expect to be able to disrupt and cold call people you're just gonna you're gonna die... so those two things you got to believe in it and then not go back to the old way and then have a methodology and just go with it and you're not going to get to where you want he thought you were going to get to but it'll probably compound over time and that's the piece that's interesting the hockey stick does happen but you've just got to suck it up and get into it and you know fail, fail fast, learn and keep going.
Yeah, I remember the days when we first started inbound we were like "did we get a lead yesterday? Yes.
One lead. Awesome and the sales like the BDMs be like oh my god, we got an inbound lead. And you know and then we get to the point where they lead scoring and you're getting you know, you're getting that volume. You can stop concentrating on quality. And thenyou hear things from sales like Oh yeah. I had a look at the history of that customer on our website and I think it's a really strong lead or it's not a strong lead. You know what guys, do you remember when you didn't even have a lead being handed to you from marketing, like stop obsesssing whether the lead is good or not, just run with it.
100% 100%. So flipping into that personal component that you're most proud of, I think that is, you know, truly fascinating. For me, personally, I get a lot of satisfaction out of helping people but that's what I do. Like at the end of the day, I just help people and if you can help people in different ways, different aspect, different cultures, you'll learn so much. So that's, you know, amazing and full credit to you to, you know, being that leader of potentially that country and also in Australia. I don't think there's enough female leaders that... look like there's plenty of female leaders don't get me wrong, but there's not enough there should be more and they do get stamped down. But I know that that's been a big shift and it's it's evolving over time. But personally, I love working with people that think differently.
And if you're in an organization where it's all of the same people, what do you think you're going to get? You get exactly the same answer. So, and it's really interesting. I had a conversation with a client not that long ago, where he, at the time, he didn't realize that everyone in their whole team, their leadership team in sales, were all the same personality. They like the three or four things, they're all identical. And when you flip that and go, you know what, I want completely different people to look at things in completely different ways then you can actually hire people in the same spot with the same you know, thing what you need is something unique, which is generally values which value base will bring the right people into the business. So is that something that you had established very early on with Beepo that it was like all right, we know our values we know who we stand for, and we know what type of client we're going to work with?
Yeah, absolutely. And it's funny how how some things that, you know, are important to you, as a founder starts to flow down in your values, because as a founder, you get to kind of design the values influence them, as, you know, the way that you, you know, you like them, but there's some of them, some of you know, for us, there's all the usual
stuff around diversity, teamwork, and, and one of the ones that I loved was around sophistication.
So, you know, that was one of our values, when it came to do something like have a look at the office furniture or something like that. And we look at it and, you know, our finance manager would say, Well, here's the budget option. And here's the other option, and I say, Well, what do you think is most sophisticated she'd say Oh, definitely this one, you know?
But um, yeah. No, it was very important. We did hire up to those values as well. So our recruitment
team got really good at starting to find those people who align to the values, but then also putting some things in place for all of our managers to start to talk about those values and actually create behaviors, and then get an environment where the value is not just being put on the table, but it's how we act and talk and work every day. So, you know, looking to reward and recognize alignment to those values. But also get to a point where when someone was working outside of their values that you hope that others actually go you know, what, that's not the Beepo way. And you know, that's the kind of that's one of the pinnacles in terms of really trying to scale those values to actually look at the day to day behaviours and say hang on guys are we as a team are we working to this? It's not just words on a wall is this how we operate, how we think, how we treat each other?
Yes, it's an always work in progress, right in any sort of business. But yeah, it was important to us. I think the thing that I learned over time is spending the time in recruitment to have a value based approach.
Yeah. Yeah. I couldn't agree with you more. And I, you know, for our business we actually find when there's, it's a balancing act, there's always... any relationship, there's a balancing act and if there's a break, or the balance becomes too high, there's generally a value disconnect. Generally goes back to our values as well. So flipping into... from you getting started to getting out of that... was all in you know, exiting that business was that your compared to the journey that you played out? Like how bumpy up and down was it as opposed to what was opposed to what you'd set out to do?
Yeah, when I started out in the Philippines for the first time. I was like, wow, this is incredible. You know, Australian businesses are going to love expanding their team into the Philippines and, you know, everything's inexpensive. So it's going to be really, you know, easy cash flow ride.
And of course, that's never, never the way any business grows. It's not easy and you're in some spend twice as much and it takes twice as long as well than what's on your business plan. But, um, look, I think I think for us growing the business got to a point from a, from a family point of view that it felt like it needed a different approach to scale it and take it to that next level. So particularly needed some extra support for it to exapnd globally. And as CEO, I after six years I've had two kids during that time. So my son was just a year when I started that business and then I had my second son, though. You know, the international travel and the kind of pressure is not really the right word, but probably the expectation that I had for myself in growing, I got to that point where I was like, You know what, I think it's time. So I didn't really know where that time was, I mean, obviously, you generally have to have your IP fairly well developed, and you have to have something of value.
So yeah, I think I think there was plenty of ups and downs and plenty of roller coasters and probably three big cycles in terms of the growth and and like a pair back and then another step up, and then a pair back and then another step up. So yeah, some of those were learning, like pivot during that industry pivot. Some things I think that outside of our controls... like an earthquake, that that kind of brought us back a bit on our growth and and, you know, added to our cost base before we could jump up again. So, you know, there's always factors that come into play, and I would say, it's almost like every two years, there would be that step one step back before there was those three steps forward.
But I think that's business in general. I mean, I found that over the journey, it's a it's a roller coaster. So, yeah, it's I'm not sure whether... I think I probably intended to be in the business longer, you know, maybe seeing it three to 10 years, but I just felt personally that it was it was time for me to maybe just step back on those expectations for myself. And then that improved our family life and probably the business the greatest opportunity to grow to, to give it someone who could take it to that next level
Yeah, totally. I think there's a point to where any business will get to a ceiling, depending on the founder and how much time they can put into that growth and there's I reckon and not being there. But when you start juggling family and life like you I could If it was me in that position, I couldn't put my family below the business. My family's gonna be number one so that would be really challenging. And then how do you if you're going to make that decision? Then how do you get the people around you to do those supporting roles? Sometimes it means someone else needs to buy it or take it over, which makes total sense. You've sort of already pretty much answered this question, but around, you know, what you're trying to do... trying to do to make everything better in a business scenario. So obviously, being a leader of, you know, within the Philippines, and then back in Australia from a, you know, a female leader, but was that your intention? Or was that something that just came up? And you're like, wow, this is something that I'm really passionate about, and going forward, is that something that you're going to keep going, you know, to be working on?
Yeah, it's not something that I did intentionally around, you know, the hiring strategy in the Philippines. It just, it just kind of played out that way. Looking back on my career, And even in my marketing agency, I think the way that I set that business up was very female supportive just because of the flexibility and the remote working.
I know that that will stay with me and it's not now it's just parents in general. Right. So, yeah, parents, how can you correct right employment opportunities for working parents? And, you know, from now, for the short term, I have a very probably insular and maybe selfish view of how I'm building the business to kind of build around my lifestyle, but you know, the lifestyle that I want for our family is kind of at the top and then nothing's underneath that for where I can add value for clients. We've got a much much smaller employee base. So to have a smaller number of people around us probably more, you know, freelancers, some consultants, part time, but all remote. So you know, again, managing, managing the business around what kind of works for us. So yeah, it's pretty to be brutally honest. It's it's very selfish at this stage, because it's all about, you know, at the core doing what's right for our family and our lifestyle. And there is some other work that I do informally, like I mentor some other people, I'm taking on some advisor roles. So looking at not board positions, but advisors for other entrepreneurs who are growing and exiting their business and going on advisory boards, which I'm really looking forward to. Yeah, and it's kind of keeping it small and low key in a way.
I like it. I like it. So if you were to sitting on those advisory boards now and starting to give people advice now, it's a big question. This is a big question. You know, what's the one tip you would give someone but If you're really looking to grow a business or grow your career, like where, where does the fundamental source come from that you've got to get lined up before you're actually going to move forward? What do you think that one thing would be?
I think it's mindset. You know, it's not a practical tip and that you know, gotta have the cash or the business plan or the marketing engine. I think it starts with mindset and it's been my personal journey moving out of employment and into business at every step of the way it's been a mindset challenge so before I even grew a business that was, you know, a couple of mil I went to a to this amazing session with a guy called Mark Moses. I told him about my
business, he said, add a zero. So if you're thinking about how that was 100 million, open your mind to that and show you it's not necessarily about getting that number. But I can be wrong. It's not about the pressure or the expectation. It's about opening your mind to see yourself to be able to do that, and starting to visualize and picture and think and strategize. So, you know, I think mindset is the number one thing. I think anytime I've struggled with motivation, not knowing where I was fitting in a business, or in my career journey, I've always sought out you know, that that piece around getting my mind fixed and focused on on what that next step is.
And, you know, pivotal in my early business phase to actually help me unlock my entrepreneurial spirit was working with the coach on mindset and just to help me give me that push and ask questions. So that's where that's my main, my main piece of advice is around that and then the rest will flow. like there's all that general advice and external resources and coaching and education and all that sort of stuff. But gotta get your mindset you know, ready and that's step one.
Yeah, I love it. And I couldn't agree more. I think the the piece that we're in that really interesting phases. So many coaches out there now, it's like who do you listen to who don't you listen to. But at the end of the day, you take your bits and act on it. That's where you're going to actually move forward. Not just look and read and watch, you've got to act as well. Because it's your journey, yeah? So you can't expect anyone else to do it for you. A coach is going to whip you but they won't go and do the hard work. So I think that is a really, really powerful tip.
Looking into the future. What does you know, the future for Aimee look like and your family. Tell us a little bit about your current daily routine. I do see that you've been out in the boat a bit doing a bit of rowing. Is that something you did back when you're at school?
Yeah, yeah, it's a sport I've done on and off. School was kind of most of the time I've been on the water. Luckily, I live near the river, which is just gorgeous. So just getting back into spending time rowing, which is amazing. I've picked up my niche agency which is Flipside Group, which is just working with a small group of clients on their growth, which is fantastic. Advisor positions and yeah, just enjoying the lifestyle of it. We've been challenged at the moment with homeschooling and bit of a change to to the regular schedule so just been adjusting around that. But yeah, really, I'm in that fortunate position where it's kind of life and work by design. So yeah, really thinking carefully about, you know, where I spend my time, who I spend my time with including in business. And yeah, having like minded people work together. I really love now that I can kind of apply my passion and my energy to other businesses without necessarily being the founder entrepreneur that is looking to grow a massive company again. I love that I work with others to kind of take a piece of the challenge. And yeah, so it's kind of living through them. I'm living the entrepreneurial life through them without having to, you know, to take on take on, you know, risk and major, major challenge. So, I really love that. Some of the people I'm working with I've known for a few years as well which is great. Yeah, I feel very comfortable in that and yeah, that's, that's not planning too far into the future keeping things pretty fluid. Yeah. And just just looking afer health as well like I said... training and yeah relaxing.
I love it. I love it. Awesome. Aimee, it's been an absolute pleasure having you on today. I think your experience and your journey venture and business is amazing and now for you to be at that place where you can give back and help others is awesome. So I'll be I'll be looking out to see where you are in the next few years because I'm sure that entrepreneurial bug won't, won't hide for too long.
I don't know. Thank you so much for having me as a guest looking forward to listening to more episodes and learning more with you as well.
Cool. Thanks Aimee. Appreciate it.
Tags: Business Tips, Success Stories, Inbound Marketing, Inbound Sales, Thought Leadership, Podcasts, Podcast, Sales Enablement
Charles McKayAuthor
Charles built a very successful I.T. Business from the ground up prior to SYNX. Bringing advanced technology skills to digital marketing, and the ability to explain it simply to his customers, is allowing SYNX to stand out in an overcrowded under-educated market. Synx is a digital marketing agency based in Australia, focusing our work on Marketing Automation, Demand Generation, Lead Generation and Social Selling.
Putting Strategy at the Backbone of Sales | Ep. 08
Inbound Marketing 16 Jan, 2021
How to Avoid the Subculture | Ep. 07

redpajama_set_name: RedPajamaCommonCrawl


We are working on an opportunity for a client focused and commercially driven Audit professional to join the highly successful team in this thriving Top 30 practice. The firm offers a progressive and supportive working environment, with emphasis on employee wellbeing and development.
Manage a diverse range of audit clients across a variety of industry sectors with a turnover range of £1m to £100. Clients include high street names, multinational groups and venture capital backed groups.
Manage certain corporate clients which fall outside the audit threshold, including those with more complex issues and requiring higher levels of ad-hoc work i.e. cashflow forecasting, management accounts production.
Close liaison with the internal tax department and the ability to deal with tax computations and corporation tax issues.
Assist Partners and Directors in ad hoc project work including Corporate Finance assignments.
Review and appraise internal working practices, identifying areas where efficiency improvements can be made.
To discuss this Audit Manager position, or how we can assist you with your next career move, please contact Dominique or submit your CV by clicking apply.


How to Draw Pusheen the Cat 1 Step wikiHow from wikihow.com. the 4 best ways to draw a cat wikihow to draw a cartoon cat draw an oval for the body and a circle for the head including a cross on the circle to guide you when drawing the face using the guidelines draw the eyes nose whiskers and mouth of the cat and add 2 triangles on the top of the circle for ears. Tag : how to draw a cat easy for kids, how to draw a cat easy, How to Draw Pusheen the Cat 1 Step wikiHow.
How to Draw A Cat Easy Mr6u. Source : wikihow.com.
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text:
using System;
using System.Collections.Generic;
using System.Linq;
using System.Threading.Tasks;
using System.Web;
using System.Web.Mvc;
using Microsoft.IdentityModel.Clients.ActiveDirectory;
using Microsoft.Office365.Discovery;
using Microsoft.Office365.OutlookServices;
using SalesManager.Models;
using SalesManager.Utils;

namespace SalesManager.Controllers
{
    public class ContactsController : Controller
    {
        // GET: Contacts
        public async Task<ActionResult> Index(String code)
        {
			ServicesHelper servicesHelper = new ServicesHelper(HttpContext);
			var outlookServicesClient = await servicesHelper.LoadOutlookServicesClient();
			if (outlookServicesClient == null) return servicesHelper.RedirectToAuthentication();

			var contactsResults = await outlookServicesClient.Me.Contacts.ExecuteAsync();
			List<ViewContact> contacts = new List<ViewContact>();

			foreach (var contact in contactsResults.CurrentPage.OrderBy(c => c.Surname)) {
				contacts.Add(new ViewContact {
					Id = contact.Id,
					GivenName = contact.GivenName,
					Surname = contact.Surname,
					//DisplayName = contact.Surname + ", " + contact.GivenName,
					//CompanyName = contact.CompanyName,
					//EmailAddress = contact.EmailAddresses.FirstOrDefault().Address,
					//BusinessPhone = contact.BusinessPhones.FirstOrDefault(),
					//HomePhone = contact.HomePhones.FirstOrDefault()
				});
			}

			return View(contacts);
        }
    }
}

redpajama_set_name: RedPajamaGithub


Published 04/22/2019 08:59:57 pm at 04/22/2019 08:59:57 pm in Shoe Cabinet With Door.
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US based Nigerian citizen Abisoye Olukoya Michael popularly known as Oyemykke on social media has tendered an unreserved apology to DJ Cuppy for discrediting her music last year.
DJ Cuppy was heavily criticized by the public figure in a viral social media video after she released her last single titled 'Charged up'.
Towards the end of 2018 I made a video that went viral discrediting DJ CUPPYs Music. Originally I made that video from my heart because I believed it was a correctional video but I've watched the video over & I feel like the process / tone at which the message was sent to someone I had affiliate to was disgusting.
This mistake has been eating me up for over 2 months & everyday till now I've not been able to crush the thoughts. . .
To her entire team of hard working women , her amazing family and anyone who my words must have offended out there I'm sorry. .
I have always been your fan & I'll remain that Cuppy. I believe in little beginnings and that video was the complete opposite of what I preach everyday, I got carried away.
On behalf of myself & my platform I apologise to you & your family. The world is yours & once again I'm deeply sorry.


text:
Drifting Clouds may refer to:

 Drifting Clouds, 1887 Japanese novel by Futabatei Shimei
 Drifting Clouds (film), 1996 Finnish film by Aki Kaurismäki

redpajama_set_name: RedPajamaWikipedia


text:
Ealing Hospital
Inquest records open verdict on fall victim
A WOMAN being treated for cancer who fell in the street outside her home and later died may have tripped on a loose drain cover, an inquest heard.
Poppy Bradbury
Brenda Ling, of Haymill Close, Perivale, died aged 64 on June 1 at St Mary's Hospital after suffering a fractured skull.
Mrs Ling fell after returning home from shopping with her husband, Harold Ling, on May 28. She was treated by paramedics for symptoms of a stroke before being taken to Ealing Hospital with bleeding on the brain.
A few days later, Mrs Ling was taken to the trauma unit at St Mary's for emergency surgery, where she later died.
Westminster Coroner's Court heard how the retired mother of a grown-up son had suffered from ovarian cancer and underwent chemotherapy in 2009.
Coroner Dr Fiona Wilcox said: "It is clear at the time of her death from
the CT scan the cancer was disseminated right throughout her abdomen. Despite the cancer, she was still out and about.
"Mr Ling turned around and saw Mrs Ling lying backward with her head out towards the road, lying on her back unconscious. According to Mr Ling she never fully regained consciousness after that point.
"There was in the vicinity a raised drain cover, which subsequently apparently has been repaired by the council."
The coroner called neurological expert Dr Peter Wilkins to help decide if Mrs Ling had suffered internal bleeding before or after the fall, since nobody witnessed the accident.
Dr Wilcox found the cause of death to be bleeding of the brain and concluded: "I am unable to be satisfied whether her injuries resulted from an accident or arose from a fall from her weakened condition.
"Therefore, I am forced to record an open verdict, as I am not allowed to speculate.
"My sympathies go to her husband and son." ..SUPL:
St Mary's Hospital
HayesLondon crime: Boy, 13, charged with murder of 'decent' young man in HayesThe boy is due to appear at Uxbridge Magistrates' Court on Tuesday (January 19)


Outdoor activity centre raises over £6,000 for local charities.
Somerset outdoor activity centre Mill on the Brue has raised over £6,000 for local charities during February and March.
On Sunday March 3, a curry lunch and prize auction raised over £3,000 for St Margaret's Hospice in Yeovil.
Two weeks earlier over 100 people attended a Literary Lunch with Victoria Glendinning, biographer, critic, broadcaster and novelist. This raised £1,700 for Futures for Women, a charity that supports women of all ages who want to improve their career prospects through training and further education.
A Reels Ball on February 9, raised £1500 which was split between MacMillan Cancer Care and St. Margaret's Hospice.
Tricia's fundraising will continue with a 72km trek in the Indian Himalayas in April to raise money for St Margaret's Hospice.


I ran across this video this morning on Engadget, and I find it fascinating. This particular windmill happens to be in Denmark. Apparently, the manufacturer, Vestas (which is a Danish company), is now the target of an investigation by the Danish government. According to this article, wind turbines made by Vestas have collapsed elsewhere recently, too.
I wonder how this happens? Perhaps it's a brake failure, though the speed of the blades suggests that the drive shaft is disconnected from the generator, though I have no idea if that's possible.
Interesting. Looks to be a good breeze blowing. [I believe the] control system for these things is supposed to feather the blades as a function of generator speed (and so wind speed) so that the generator speed stays within design limits. When they don't then the generator runs way too fast. If it goes on for too long the generator's bearings will seize – and the result is predictable!
so they could not adjust pitch the prop in order to adjust the speed.
That could have been embarrassing!
You are currently reading Wind Turbine at gdickinson.co.uk.


text:
search filter All ContentAll JournalsJournal of General Physiology
Milestones in Physiology
Article| March 20 1952
FACTORS AFFECTING THE HEMOLYTIC ACTION OF "LYSOLECITHIN" UPON RABBIT ERYTHROCYTES
H. Bruce Collier
From the Department of Biochemistry, University of Alberta, Edmonton, Canada
Received: September 11 1951
Copyright, 1952, by The Rockefeller Institute for Medical Research
J Gen Physiol (1952) 35 (4): 617–628.
https://doi.org/10.1085/jgp.35.4.617
H. Bruce Collier; FACTORS AFFECTING THE HEMOLYTIC ACTION OF "LYSOLECITHIN" UPON RABBIT ERYTHROCYTES . J Gen Physiol 20 March 1952; 35 (4): 617–628. doi: https://doi.org/10.1085/jgp.35.4.617
1. Lysolipid was prepared by the action of snake venom on egg yolk, and a study was made of the factors affecting its hemolytic action upon rabbit erythrocytes.
2. Lysis proceeded very rapidly at first, then ceased within a few minutes at room temperature. A given amount of lysin appeared to hemolyze a fixed number of cells, under specified conditions.
3. The more dilute erythrocyte suspensions required relatively more lysin per cell, for 50 per cent hemolysis of the suspension. There may be an equilibrium between the lysin dissolved in the medium and that adsorbed on the cells.
4. The degree of hemolysis for varying lysin concentrations was measured, and the cells showed a typical distribution of resistance to hemolysis.
5. As the temperature was lowered lysis was more extensive. Adsorption of the lysin on the cell surface was apparently increased.
6. The resistance of the erythrocytes to lysis increased slightly as the pH was raised from 5.5 to 7.8.
7. Resistance to lysis was independent of the tonicity of the medium and of initial cell volume. The magnitude of the cell surface was probably the determining factor.
8. A marked shrinkage of the erythrocytes was observed in the presence of calcium ions and lysin, but not in the absence of the lysin.
9. Hemolytic resistance curves obtained by the Wilbrandt technique were of the "colloid-osmotic" type. However, there was no evidence of prolytic loss of potassium ions.
10. Hypotonic fragility of the cells was slightly increased in the presence of the lysin. The rate of penetration of thiourea was greatly increased.
THE KINETICS OF IN VIVO HEMOLYTIC SYSTEMS
J Gen Physiol (July,1944)
SEPARATION AND ASSAY OF LYSINS AND LYSIN-INHIBITOR COMPLEXES IN BLOOD AND TISSUES
J Gen Physiol (January,1952)
DELAYED HEMOLYSIS OF HUMAN ERYTHROCYTES IN SOLUTIONS OF GLUCOSE
J Gen Physiol (March,1952)
About JGP


Metropolitan Universities journal (MUJ) seeks to showcase how urban-identified colleges and universities in Taiwan and across east Asia are defining and pursuing their social and economic responsibility. This issue, Social and Economic Responsibilities of Universities in Taiwan and East Asia, reflects the Journal's commitment to providing an international forum for diverse institutional perspectives on the growing role of community engagement in higher education.
We welcome abstracts (in English) for proposed manuscripts that provide critical, evidence-based reflections on university social and economic responsibility initiatives, including programs, policies, and application of ideas at an institutional or system level. To allow readers to apply ideas and strategies in other settings, authors should provide a clear description of the challenges and lessons learned.
Abstracts are due September 15, 2018 and should be submitted in accordance with MUJ guidelines.
View complete details including submission guidelines online.
Please direct all questions regarding this issue to vholton@cumuonline.org.


Worksheet Design: 41 Tremendous Communication Worksheets For Kids. Couple Communication Worksheets Free. Free Communication Worksheets For Kids To Print Printable. Assertive Communication Worksheets For Kids Free Printable. Communication Worksheets. Free Means Of Communication Worksheets For Kids Printable.
Sunday 14th, October 2018 21:09:22: PM, Worksheet Design.
Thoughts on 41 Tremendous Communication Worksheets For Kids?


text:
Foxes In the Henhouse
By Melissa del Bosque
This article is the first in a series of stories called "The Poverty Business" about regulators and the industries that enrich themselves at the expense of Texas consumers.
The Texas Finance Commission is supposed to protect consumers from being plundered. The commission writes regulations for loans and lines of credit. When the commission was created in 1943, state leaders stated in the agency's mission that it "enhance the financial well-being of the citizens of Texas."
Instead, commissioners are enhancing the financial well-being of banks, mortgage and payday lenders and pawnshops. In just one year the payday lending industry makes more than two million loans in Texas, draining borrowers of more than $280 million in fees and interest payments. Representatives from the financial industries dominate the commission's nine-member board. The chair, William "Bill" White, is vice president of public affairs for Cash America International Inc., one of the largest payday-lender and pawnshop chains in the country. Not one commission member represents consumers.
Most Texans probably have never heard of the Texas Finance Commission. But it wields the kind of power that affects every consumer who takes out a payday or car loan, or who applies for a second mortgage. The board, made up entirely of Gov. Rick Perry's appointees, can interpret financial statutes and usury laws, and set guidelines on fees and interest rates for consumer loans. The members also appoint commissioners of three agencies: the Department of Banking, the Office of the Consumer Credit Commissioner and the Department of Savings and Mortgage Lending. These three agencies regulate myriad financial services, from examining the fiscal health of state chartered banks to loans from pawnshops and interest rates for secondary mortgages and car loans. Despite its low profile, the agency's rule-making can have devastating financial consequences for Texas borrowers, as in the case of Valerie Norwood.
In 2004, Norwood, a disabled retiree living in Austin, took out a $58,000 home equity line of credit from the New Century Mortgage Corp. She paid seven points on the loan (a point is equal to one percent of the loan and is intended to lower the interest rate) for an adjustable-rate mortgage that started at 8.54 percent, according to court documents. She ended up paying $4,060 in total fees at closing, and her interest rate was still too high for someone on a fixed income.
Norwood didn't realize it, but a rule made by the commission allowed her lender to ratchet up the fees on her home equity line. In 2003, the Texas Legislature passed a law allowing homebuyers like Norwood to take out lines of credit on their homes. To protect consumers, legislators capped fees at 3 percent—but left it up to the Finance Commission to interpret what qualifies as a fee. Shortly thereafter, the commission ruled that the 3 percent cap did not apply to most closing-cost fees. Under the cap, Norwood should have paid only $1,740 in closing costs instead of the $4,060 her lender charged. After being gouged on her loan, Norwood joined several other homeowners in a lawsuit against the commission over its ruling. Instead of working with consumers to lower excessive fees, the commission fought them in court.
In 2006, State District Judge Scott Jenkins sided with Norwood and the other homeowners, finding that the commission had made the state's 3-percent cap "essentially meaningless." The commission and the banking industry appealed the case with the 3rd District Court of Appeals in Texas and lost again. It's now under review before the Texas Supreme Court. Whatever the outcome, the commission's support of the industries it regulates won't change unless state leaders do something about the agency's board.
Perry, during his long reign as governor, has made a habit of appointing industry executives to the commissions that regulate them. His choice of Cash America's White to head the Finance Commission is as egregious as they come. Perry appointed White to the board in 2004, then made him chair in 2009, where he'll serve until 2016. According to Texas law, four of the nine commission members must represent financial industries.
The remaining five seats are reserved for the public, presumably to provide a voice for consumers. Under Perry, nearly all of these seats are held by lawyers and CPAs from corporate firms with clients in the financial service industries, with the exception of Paul Plunket, a former lobbyist for Oncor Electric Delivery. Seven members have contributed, either through PACs or individually, to Perry's campaigns. Perry has received at least $15,000 from the Cash America International PAC since 2006, according to the nonprofit Texans for Public Justice.
Texas has been good to Cash America, which has 251 pawnshop and payday-lending businesses in the state. Recently the company announced that profits had increased to $81 million in the year ended last October from $63 million a year earlier. Cash America and other payday lending companies advertise heavily on street corners in low-income neighborhoods and offer easy cash on the Internet to borrowers in financial crisis. These "easy" loans carry jacked-up fees and exorbitant interest rates. In Texas, an eight-day payday loan carries a 1,153 percent annual rate—one of the highest in the nation. The average annual rate for loans in other states is 400 percent, according to the nonprofit Center for Responsible Lending. Borrowers find themselves trapped in an endless cycle of poverty, taking out new loans to pay for the ones they already have.
More than a dozen states call these exorbitant loans a form of "predatory lending" and have outlawed them. In Texas, payday lenders can charge as much interest as they want. The Finance Commission, which has the power to protect consumers from unfair loans, has made no attempt to rein them in.
Last session, state Sen. Wendy Davis, a Democrat from Fort Worth, filed a series of bills that would have stopped payday lenders from charging excessive fees and rates, only to see her legislation die in committee after a formidable lobbying effort by Cash America and other lenders. (White was a lobbyist for Cash America before he joined the commission in 2004. He's no longer a registered lobbyist, according to the Texas Ethics Commission). Davis calls White's appointment to the commission "the classic fox in the henhouse. It's really disgusting that an industry that profits from the poor by charging 1,000-plus interest is put at the head of the state's financial regulatory agency," she says. "It's saying, 'It's not only OK, but we're going to put them in charge.' " Davis recently filed two reform bills for the current session and says she will fight the industry's lobbyists "in the next session and the one after that until something passes."
White says his industry's loan practices aren't predatory. "The fees are no more excessive than a bank's overdraft charges," he told the Observer. White says he doesn't see his appointment as a conflict of interest. "I'm just one voice on a nine-member board." He says there's nothing his commission can do to rein in skyrocketing interest rates anyway since the payday-lending industry found a legal loophole that allows them to escape state regulation. "It's up to the legislators," White says, to pass legislation to close that loophole.
In 2005, payday lenders found the loophole, which is unique to Texas law, allowing them to register their businesses as "credit services organizations." Ironically these groups are supposed to help consumers repair credit and provide counseling to consumers. Now the only requirement is a $100 license fee with the secretary of state, and payday lenders can charge any interest rate they choose. Meanwhile, the Finance Commission has watched the state's predatory lenders escape regulation. Sen. Davis, who authored legislation last session to close the loophole only to watch it die under intense lobbying, says White isn't motivated to help consumers. "He wants to maximize profits for his company and keep them in the loophole," she says.
While White says his commission is powerless to act on the loophole, he adds the agency is always willing to listen to consumer complaints or suggestions during hearings they hold six times a year. "We have a portion of every meeting open to the public. And once we start the formal agenda, we take testimony. That's two opportunities for the public to speak. As far as I am concerned we've never said we were unwilling to talk to anybody," he says.
If the commission is listening to consumers, it's not doing much to protect them. It may be up to the Legislature to close the loophole, but there are still many things the agency could do, including hearings on predatory lending practices and interpreting the Texas Constitution's usury laws in a way that protects consumers. It could even draft resolutions in favor of closing the payday-lender loophole.
The agency hasn't done any of those things. It hasn't even collected data to see whether payday lending is hurting low-income communities. Commissioners have a duty to take action when consumers are being hurt, including asking the Legislature for help, says Robert Doggett, who serves as lead attorney in the homeowner lawsuit against the commission. "They sure didn't mind passing a resolution to ask the Legislature to change the (home equity) law to help lenders."
With Perry recently re-elected, the commission is unlikely to change its industry bias unless the state Legislature forces it to change. Republican state Rep. Burt Solomons of Carrollton has worked with the commission on legislative issues over the years as a member and chair of the House Financial Institutions committee. He says the commission "needs to have a voice for consumers on the board." Last session, he introduced an amendment to appoint two consumer seats to the commission. "The one thing that is very noticeable is that they always take the position of the industry," he says. "They interpreted the home equity laws and were sued over it because they took the position of the lending community."
Solomons' amendment stipulated that the consumer representatives not have business dealings with the industries they regulate. He offered the amendment to a bill by Republican state Rep. Dan Flynn of Canton, who is also a banking executive, that would have added another banking seat to the commission. After accepting Solomons' amendment, Flynn declined to ask for a vote, allowing the bill to die. "Mr. Flynn pulled it down because the banking industry or whoever was interested in the issue didn't want to do it, which brings up the question 'Well, why not?'" Solomons says. "It's obvious they didn't want to do anything that had the word 'consumer' in it."
Solomons may try again this session to add the two consumer advocates to the commission. He's not fired up about fighting the commission and its industry supporters this session, when there's a $27 billion budget shortfall. "We've got a lot of work to do this session," he says. "I thought it was a good idea at the time, and I still do."
It's doubtful we'll be hearing or seeing much of the Texas Finance Commission in the hearing rooms of the Legislature. On the final day of the last session, the commission had itself exempted from the legislative appropriations process and its grueling public hearings. Drew Darby, a Republican state rep from San Angelo, tacked the lengthy proposal onto legislation carried by fellow Republican Rep. Vicki Truitt of Keller during a conference committee meeting. In the frenzy of the session's final hours there's little time to ponder the fine print. With the commission's newly independent status, it will only submit a yearly report to the Legislature instead of seeking regular appropriations. This legislative session, the Finance Commission won't have to submit itself to public scrutiny. The industries they regulate prefer it that way.
Learn more about responsible lending practices.
Categories: Cover Story
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text:
Smith Fellow Spotlight: Jordan Williams
The Smith Fellowship, one of the hallmark programs of Atlas Network's Leadership Academy, brings up-and-coming leaders from around the world to Washington, D.C., where they receive varied training in marketing, fundraising, management, and other relevant skills needed for getting nascent think tanks off the ground.
A recent alumnus of Atlas Network's Smith Fellowship, Jordan Williams, is executive director of New Zealand Taxpayers' Union (NZTU). Atlas Network's associate director of training, Tarun Vats, recently caught up with Jordan to discuss the challenges in New Zealand, how NZTU hopes to make a difference, and how the Smith Fellowship has created new opportunities to help Jordan in his work.
How has the recent election in New Zealand affected your work?
With the election of a new centre-left government, including the socialist "Green Party," there is a strong push toward protectionism and excluding foreign investment and land purchases. For a country so reliant on trade (our largest industry is still agricultural exports) this is very concerning. In addition, it appears the lessons of the 1970s and 1980s in relation to the defeat of socialism and New Zealand's own version of 'fortress economics' – in existence until the dramatic economic reforms of the 1980s – is being forgotten. My generation does not remember it, and with a new 37 year-old Prime Minister, who incidentally used to lead the International Young Socialist movement, there is a real risk of a deft of New Zealand's political centre moving to the left.
What current work is the New Zealand Taxpayers' Union doing?
Our mission of Lower taxes, Less Waste, More Transparency, sees the effects of government policies being held up to closer examination. For example, the new Government is set to offer universal "free" (i.e. taxpayer-funded) tertiary education, which we have been successfully arguing against, is an enormous wealth transfer from the lower and middle class taxpayers to the future wealthy.
What challenges do you face in the upcoming year?
Our big challenge for 2018 is stepping up to oppose the big government initiatives of the new Prime Minister. That means we need to, effectively, double our research capacity. The Smith Fellowship has really helped me, as a leader, understand what changes we need to make to turn our organisation from a start-up into an organisation with the resources and capacity in place to successful in the long term.
What organizational challenges has the Smith Fellowship helped you to overcome?
Fundraising is of course a huge challenge. Until now, that's relied all on me. We're now though developing the systems to share that workload and are bringing the board into more of a development – rather than just oversight – role.


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Since at least the early '80s, the world has been getting greener. Satellite data show plants cover more and more land every year. That's happening even as deforestation increases in the tropics. Scientists have attributed some of the greening to climate change and an effect called CO2 fertilization, where rising atmospheric carbon dioxide levels fuel photosynthesis, the process plants use to make food, and in turn help plants grow.
Although China only contains about seven percent of the globe's vegetated area, the rapidly developing nation accounted for 25 percent of the global increase in leaf area, the researchers report Tuesday in the journal Nature Sustainability. The boost in China's greenery was equal to that of Russia, Canada and the United States combined, even though the three countries have the most vegetated land area.
China and India are the singular two carbon dioxide and untreated sewage polluters on Earth.
per capita they are nowhere close to people like yourself if you live in the United States.
Oh dear! What do we have here?
Empiral observation over endless "speculation"?
Helps explain why the world is setting records, year after year, for agricultural food production.
Partially restores my faith in climate science. Partially!
But, and there's always a but.
Who would deny climate change?
It has, is, and always will change!
To avoid the semantic contortions like the response you received, a more accurate description would be climate science denier. And a quick review of his comments will answer your question in the affirmative.


text:
Haplosomoides pusilla es una especie de insecto coleóptero de la familia Chrysomelidae.

Fue descrita científicamente en 1930 por Laboissiere.

Referencias

Haplosomoides


text:
games / News
DOOM Eternal Delayed to March 2020
October 9, 2019 | Posted by Jeffrey Harris
id Software and Bethesda Softworks confirmed this week that the release date for DOOM Eternal has been delayed. The latest installment in the DOOM franchise has had its release date pushed back several months to March of next year. You can read id Software's statement on the release below:
Throughout the development of DOOM Eternal, our goal has been to deliver a game that exceeds your greatest expectations across the board.
To make sure we're delivering the best experience — for DOOM Eternal to live up to our standards of speed and polish — we've made the decision to extend our launch date by a few months to March 20, 2020. We know many fans will be disappointed by this delay, but we are confident that Eternal will deliver a gaming experience that is worth the wait.
In addition to shifting the Eternal launch date, we've made a couple other changes we wanted you to know about:
Invasion Mode, which will allow you to enter another player's game as a playable demon, will release as a free update shortly after launch.
DOOM Eternal for Nintendo Switch will release after the other platforms. We will announce that date in the future.
DOOM 64 will be available on Xbox One, PlayStation 4 and PC in addition to Nintendo Switch. We are adding DOOM 64 as a pre-order bonus for DOOM Eternal on all platforms so you'll be able to download and play this classic game, for free, just for pre-ordering DOOM Eternal. DOOM 64 will be released on March 20, 2020 on all platforms.
We are grateful to every DOOM fan for your dedication and support – we can't wait to rip-and-tear right alongside you.
The DOOM sequel will now launch on March 20, 2020. The game will be available for Windows PC, Xbox One, and PlayStation. The Nintendo Switch version will release after the other platforms at a later date. Also, DOOM 64 will be released on the same date for Xbox One, PlayStation 4, and PC. As the announcement mentioned, it will be a free pre-order bonus to gamers who pre-order DOOM Eternal.
Xbox's Next Generation Console Titled Series X, Revealed at Game Awards
New Streets of Rage 4 Trailer Reveals Adam Hunter As Playable Character
Top 8 Games I'm Thankful for in 2019: Resident Evil 2, Overwatch, More
Eberron: Rising From the Last War (D&D Campaign Setting) Review
Doom, DOOM Eternal, Jeffrey Harris
Mandy & Otis Flirt on Twitter After SD
Graves Slams Lashley v. Rusev Match
Shamrock: Jericho Is Fake Tough Guy
Note On Revival Possibly Going to AEW
Various News: Paige Wants British Bulldog in WWE Hall of Fame, Latest Episode of MLW Fusion Online, Mustafa Ali Joins TikTok
Sami Callihan On Using the Piledriver As A Tribute To Mick Foley
Various News: Top Ten Moments From Smackdown, Chase Owens Sends Message To Kota Ibushi, Xavier Woods Makes UUDD Match Announcement
Sylvain Grenier Is Training To Become a WWE Agent
Conor McGregor Releases Training Video Ahead of Return at UFC 246


text:
using System;

namespace Zirpl.AppEngine.Ioc
{
    public interface IDependencyResolver
    {
        T Resolve<T>();
        Object Resolve(Type type);
    }
}


Noted as one of the many standard zoom available to photographers. The Sigma 17-70mm offers a relatively long zoom range 4x ratio coupled with an impressive large maximum aperture at 17mm. The 17-70mm DC is specifically designed for the reduced image circle of today's APS-C DSLRs where the field of view is equal to 26-150mm (full format). The lens is equipped with Hyper sonic Motor, Special-low Dispersion, and zoom lock. Optimized with tight controls, no wobbling and a mild Zen finish is great for everyday use.


Having graduated from James Madison University with a BS in Biology, Carol's interest in the health-care field led her to Boulder, Colorado, where she attended the year-long massage program at the Boulder College of Massage Therapy. She completed the program in 2001, and has been a practicing massage therapist since.
With training in Zen Shiatsu, Swedish Massage, Normalization of Soft Tissue, and Integrative Massage, Carol incorporates a variety of techniques into her practice, including neuromuscular, deep tissue, relaxation therapy, and energy work. She has taken courses in Orthepedic Massage and Hot Stone treatments, and is currently completing a seminar in Myofacial Release using the John Barnes method. Her treatments draw on all her prior education and experience, creating an integrated session designed to provide relief from pain and stress.
Treatment-focused sessions: Best for dealing with an area of acute injury or pain, or an area of chronic dysfunction.
Relaxation-focused sessions: Best if you are seeking a calming treatment with the option of focusing on areas of the body that need extra attention.
Parking is located behind the building, and can be accessed via East Market by the drive between 250 East Market and the Burger King next door, or from behind the building via Elizabeth St. My office door, Suite E, faces the parking and is on the right hand side of building. Look for the white sign with the black bird on it.
Site design by David John Brennan.


text:
Pycnomerus basilewskyi is een keversoort uit de familie somberkevers (Zopheridae). De wetenschappelijke naam van de soort werd in 1962 gepubliceerd door Pope.

Somberkevers


"Why chance doing more than the government," some are asking.
Chance The Rapper on Monday announced that he is donating $1 million to Chicago Public Schools (CPS), while urging Illinois Gov. Bruce Rauner come through with more spending on public education.
At a news conference, Chance said he met with Rauner to "urge him to do his job" and to "honor his original commitment to provide $215 million to CPS."
According to Chance, the meeting to discuss public schooling and citywide-related issues was unsuccessful.
"The governor gave me a lot of vague answers in our meeting and since has called me over the weekend," he told reporters. "Our talks were unsuccessful. Governor Rauner still won't commit to giving Chicago's kids a chance without caveats or ultimatums."
Chance then announced his $1-million donation to CPS.
"Today, I'm proud to announce that I'm donating $1 million to CPS to support arts and arithmetics programming," the rapper said as a roomful of students' faces lit up and applause broke out.
Chance said the donation was made possible from ticket sales for his upcoming tour.
When asked why he was making the donation, the rapper responded, "'Cause it's what's right."
Chance concluded his press conference by thanking his supporters — and the parents and teachers of Chicago public schooling.
Like the students in the classroom, applause broke out across the internet.
And more than a few people noted that an independent musician is doing more than people in office.
Michelle Obama thanked the rapper for giving back to his home-city. "You are an example of the power of arts education," she wrote in a tweet.
Civil rights activist Deray Mckesson hoped that "Chance's commitment to his hometown and to using his platform for the greater good" will inspire other non-politicians.
Chance's commitment to his hometown and to using his platform for the greater good are a model for other influencers.
And for folks who had purchased tickets just to attend Chance's shows — and now realizing it's helping to fund that $1 million check — 'twas all the more reason to celebrate.
People even decided to update his moniker.
UPDATE — The office of Governor Rauner sent a statement to BuzzFeed News following Chance's press conference and donation announcement.
"While the Rauners are passionate donors to our schools, individual contributions will never be enough to address the financial challenges facing CPS," Eleni Demertzis, a representative for Rauner's office responded in an email.


text:
@implementation Persion2
-(void)eat{
    NSLog(@"eat2");
}
@end