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You are here: Home>Places>Streets>Langford Place>Gervase de Peyer ( 1926-2017) and Langford Place
Gervase de Peyer (1926-2017)
Knight, Laura; Ethel Bartlett (1896-1978); Atkinson Art Gallery Collection; https://www.artuk.org/artworks/ethel-bartlett-18961978-66078
Mr and Mrs de Peyer with Gervase, Deidre and Adrian by Laura Knight
Gervase de Peyer by Laura Knight
Beside the breakwater Laura Knight
Sunhouse Middleton on Sea 2021
The view from Sunhouse Middleton on Sea
View from Laura Knight's house in Langford Place with chapel spires in distance by Laura Knight
16 Langford Place 2021
The back garden 16 Langford Place 2020
The hall at no 16
The sitting room at no 16
Adrian de Peyer
Deirdre de Peyer
Gervase de Peyer (1926 – 2017 )
was one of the foremost clarinettists of his generation, with a flair for playing from memory. He was principal clarinettist of the London Symphony Orchestra from 1956 – 1973, a founding member of the Melos ensemble, a member of the London Mozart players and a player in the United States for twenty years, and also a conductor. He was educated at Bedales and aged 16 broadcast a Mozart concerto on the BBC. He then went to the Royal College of Music, and was studying piano there when he was called up for National Service in 1946 . He joined the Royal Marine Band where he learned to love the clarinet. He then resumed studies at the RCM and also went to Paris for further teaching.
His family background
His grandfather Everard Charles Peyer (1852- )was one of three brothers, sons of Swiss born Charles Peyer, and in 1875 they were all "commercial clerks" and played chess with the Endeavour Chess Club in Brixton. By 1890 Everard was an Auctioneer in the firm of Peyer and Miles, but by 1902 he was also a Fellow of the Chartered Accountants Institute with an office in Adelaide Street in the City of London, and seemingly on the way to making a fortune. In the 1901 census he was married with 2 daughters aged 7 and 5 and a son (Everard) Esme aged one, a cook, parlour maid and governess, living in Kidbrooke. Ten years later Esme was at boarding school in Cheltenham and in the First World War was a Lieutenant in the Royal Engineers. He was a musician – a singer – and married mezzo soprano Edith Bartlett at St Georges Hanover Square in 1924. In 1925 Everard Peyer senior died in France, leaving £210,000.
Gervase's mother, Edith Bartlett (1898 – 1970) was a gifted soprano who won a scholarship to the Royal Academy of Music in 1915, at the same time as her slightly older sister Ethel won a scholarship there to study as a pianist, where she became an outstanding collaborative pianist.. Edith and Ethel both graduated in 1919 and appeared together at Wigmore Hall in 1921. In that year Ethel married pianist Rae Robertson and for a while they stayed as soloists and teachers until in 1924 they first played together at Wigmore Hall, starting a famous partnership.
Esme and Edith (now surnamed de Peyer) were living at 11 Marlborough Place in St Johns Wood in 1926 when Gervase was born but soon moved to 80 Fitzjohns Avenue in Hampstead and had two more children – Deidre ( 1928-2008 ) and Adrian (1929-2020), all looked after by staff that included Miss Bullen, the children's nurse/governess, a nursemaid and a chauffeur, who often drove the nursery party to Regents Park as Fitzjohns Avenue was too steep for a pram – not that Miss Bullen would push the pram even if the path was level, as that was the nursery maid's job. Although Gervase later said that his mother lost her voice due to bad training and barely spoke at all during his childhood. Edith and Everard Esme carried on with their singing. On 10 November 1931 for example, the BBC North Regional Programme Midday concert from the Houldsworth Hall, Manchester, featured Edith Bartlett (mezzo soprano) and Everard de Peyer (baritone).
The de Peyers and Laura Knight 1877 – 1970
By her late teens, Ethel Bartlett's striking beauty caught the attention of family friends Laura and Harold Knight, artists who had married in 1903 and become the central figures in the artists colony, Newlyn, in Cornwall. They both sketched and painted Ethel many times in the next twenty years, and Laura also painted the de Peyer family many times, often at Middleton on Sea where they spent holidays at their delightful house, Sun House. In 1929 Laura was created a Dame and in 1936 became the first woman elected to the Royal Academy since 1769. In the early 1930s the Knights came to live in a rented house in Langford Place from where she painted Spring in St John's Wood in 1933. but in 1937 they purchased 12, 14 and 16 Langford Place for £8,000, living in 16 themselves.
They had a music room and as Laura wrote in her autobiography, 'we hired two Bechstein grand pianos, at pro's price, and many were the rehearsals and performances given there by beginners and stars of the musical world". The Knights were among the first to hear Ethel and her husband Rae Robertson play together. No 12 was described by Igor Kennaway, opera conductor and teacher, whose grandparents lived there throughout his childhood. It was where my parents held their wedding reception and the house was unique, with two studios, and strange staircases, one to the right of the front door, all wood, of which every step creaked when one trod on it, which for a small child, formed a strong impression. There was also a tiny staircase up to the bathroom, which had stained-glass windows seen above the front door. The front door in the photograph must have been added after my grandparents moved. Someone also misguidedly demolished part of the front wall to the pavement removing the arched doorway and thereby destroying what had been a totally secret garden. Next door lived the artist, Thea Doniach, whose brother 'Pili' was an architect. Thea and Pili were friends of my grandparents. John Betjeman could not have been inside the house, for it had not a whisper of anything frightening about it; quite the contrary-it was a place filled with fantasy. Laura Knight was also a personal friend of my grandmother, and we have a delightful drawing which she did and inscribed to my grandmother Sheila.
The de Peyer children
At the start of the war the de Peyers were at Middleton but Fitzjohns Avenue seems to have been abandoned – perhaps it was too difficult to run if staff were called up. Deidre de Peyer became an actress and married the actor Ferdy Mayne and had two children, and Adrian became an opera singer, appearing at Covent Garden and Scottish Opera, and married and had 4 children. Gervase married Sylvia Southcombe in 1950 and had 3 children, Mervyn, Lorrayn and Janine. They divorced in 1971 and he married mezzo soprano Susan Daniel and when that ended in divorce he married Katia Perret Awbry , a dance and movement therapist, in 1980.
Langford Place
Gervase and his family came to live in 12 Langford Place in the 1960s, in one of the houses owned by Laura Knight who was his godmother. Towards the end of her life Laura was cared for by Miss Bullen, who had looked after various families after the de Peyers grew up, such as children of the Cowdrays, Sir Carol Reid and the impresario Tom Arnold, whose daughter knew her affectionately as Bunnie, but never ever knew her Christian name -( which was revealed by the recently issued 1939 Register to have been Marjorie )- and has never forgotten being told how to eat an orange neatly with a spoon When Laura died in 1970 the de Peyer family were given the first right of refusal to the purchase of her property in Langford Place ; Esme purchased it and Gervase continued to live at No 12. Edith de Peyer died in 1972 but Esme died a few years later at Grove End Upper Terrace in Hampstead and left £228000. Gervase was awarded the Gold Medal of the Worshipful Company of Musicians (1948), the Charles Gros Grand Prix du Disque (1961) and the Plaque of Honour of the Academy of Arts and the Plaque of Honour of the Academy of Arts and Sciences of America (1962), He was made a Fellow of the Royal College of Music in 1992. After his return from America he slowed down a little, devoting more time to his hobbies of cooking and kite-flying, but his 80th birthday concert proved that his hands and lips and lungs had lost none of their expertise.
Bridget Clarke 2021
Margaret Hubicki MBE
Mrs McCaffrey's Day School
Ruth Doniach - Memories of 14 Langford Place 1946-55


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Q: How to automate django deployment? OK, I am desperate enough to finally post a github question.
SUMMARY:
Django deploy -> digital ocean droplet -> nginx and gunicord + git pull
It works, but manually writing all the commands is way to tedious + error prone. I have been trying to find a suitable tool ever since, and kinda need some advice.
SOO FAR:
I have tried Fabric, BUUUT complexity and simplicity baffles me. Some tutorial are way to trivial, some are way too complex and 95 % of them seems to be outdated(this seems relevant in this case , because syntax has changed drastically)
In addition, the most basic example in docs don't work no matter how many times I have tried to correct it(ssh connection vie password).
P.S. I am completely new to devops, so a lot of things is confusing for me
Beside that, I have tried to dive into some other tools like bash scripting and ansible and dropped them shortly after, mainly due to them not being as alluring as Fabric seems to be.
My question is!
Should  I continue tring to solve Fabric, or is there some other commonly used way to make deployment a simple and enjoyable matter while preserving the functionality?
::btw I am windows 10 user put prefer to use git bash, could this be the problem for Fabric(it seemed not being able to recognize ls command and I used DIR instead)

A: I typically recommend using ansible over fabric unless you are working with *nix.  If you have to work with AIX, Solaris, HPUX, fabric can offer you more flexibility since you don't need python on the server.  It will take about two-days to get up to speed on ansible, but if you're already using django, jinja2 (the templating language used by anible) should be a snap.

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Home / Tips and Tricks / HBO crowns Snapchat as King of the "Augmented Reality Promotion" by Game of Thrones at SXSW «Mobile AR News :: Next Reality
HBO crowns Snapchat as King of the "Augmented Reality Promotion" by Game of Thrones at SXSW «Mobile AR News :: Next Reality
The hype for HBO's Game of Thrones reached epic proportions like the series itself this week with the latest version of the official trailer of the last season, but it's a Snapchat promotion that fans at SXSW really do in the knees will force the knntee.
Using Snapchat, the AR Marker Tech lens, HBO calls a haunting multi-room experience at the festival "Bleed for the Throne". During the interaction with the experience, the participants will find four AR experiences that are unlocked by images distributed throughout the room.
Pictures about Snap
In one experience, Fire and Ice shoot one card from Westeros, while another experience ignites a "Hand of the King" cones with flames. Banners of all experience reveal blood-red thrones behind portraits of the series's characters, while in a tent dedicated to Daenerys, the Shadow of the Mother of Dragons appears alongside the silhouettes of their unsung army.
The activation is part of the larger "Bleed the Throne" campaign, which not only promotes the new season, but also serves the American Red Cross in donating blood donations.
Images via Snap
For HBO, it's a return to a familiar territory as the premium cable network carried out a Snapchat campaign Promoting the second season of the science fiction series Westworld .
But the Game of Thrones experience will not be the only AR experience at SXSW built on the AR Mark Tech lens. Upon activation of Garden of Earthly Delights, Amazon will install two murals that will bring characters from the new series Good Omens to life with Snapchat's image recognition capabilities. In addition, HBO parent company Warner Bros. has wrapped Pedicabs and hung flyers with art from their Detective Pikachu movie, which releases AR experiences in Snapchat.
For brands available through Lens Studio, Snap AR Marker Tech will build lens free for larger customers who qualify, says one company spokesman. While other lenses are sufficient to reach customers wherever they are, image recognition technology is ideal for on-premises experiences for retailers, special events, outdoor advertisers, and other real-world marketing tactics.
In recent months, the AR has attracted consumer attention in previous installations Marker Tech Lens. In February, an in-store promotion for Nike with Lebron James caught the attention of basketball and sneaker fans (not to mention the NBA legend). In January, Snap used technology for a billboard as part of his original Snap series with Bhad Bhabie.
So while Game of Thrones comes to an end (regardless of the spinoffs), it's only the beginning of Snapchat's latest magical trick.
Do not Miss: NR30: The Mobile AR Guide of 2018

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Eurovision 2015: A year in review [January – April]
by Alex Stewart December 31, 2015 11:00 am 177 views
As 2015 closes to a draw and with the 2016 Eurovision pre-selection season already underway ESC.Today takes you on look back at this eventful and exciting Eurovision year as we look forward to the grand prix in May where Stockholm and the Globe Arena will play host to the 2016 Eurovision Song Contest
Mans Zelmerlow won the 2015 Eurovision Song Contest in Vienna and gave Sweden their 6th victory at Eurovision. As we look forward to Stockholm 2016 let's take a look back at all the Eurovision highlights of this past year. Today we start at the beginning of the year.
As we entered 2015 some of the highlights included a lot of National Pre-Selection activity from Cyprus choosing their song via The Eurovision Song Project and Iceland releasing all their finalist's songs online for the upcoming Söngvakeppnin
Conchita Wurst made a surprise appearance as the guest of honour at the Swiss national finals.
January also saw a second wave of tickets for the 2015 Eurovision Song Contest go on general release for sale to the public
We ended the month with the hosts country's Insignia ceremony and the semi-final allocation draw taking place on the 26th January.
February saw a lot of frenetic activity in the world of Eurovision with the big news that Australia would be competing for the first time at the grand prix as part of the 60th anniversary celebrations. They were invited to compete immediately with the big five at the grand final in May to take place in Vienna. This news sent shockwaves through the community and caused a lot of debate amongst the fans but ultimately Australia saw a warm welcome by Europe in May at the contest and performed well as they finished in a very respectable 5th Place with 196 points.
We also saw Supernova in Latvia and the prestigious MGP's in Denmark and Norway make their final decisions regarding their entries for the 2015 editions of the contest.
February also saw the announcement by the broadcasters that the 2015 Eurovision Song Contest would officially be a green event and the start of Melodifestivalen 2015
Early in March we saw the Melodifestivalen 2015 final take place at the Friends Arena in Stockholm. The eventual winner was the Swedish pre-selection veteran Måns Zelmerlöw with his electro folk anthem Heroes. As we all know he stormed to victory in May to take the coveted prize home to Sweden as we all look forward to Stockholm 2016.
We also saw the Australian broadcaster announce Guy Sebastian as their representative at the 2015 contest in a much hyped press conference at the legendary and iconic Sydney Opera House.
With the song entry submission deadline fast approaching March saw the IBA make its song presentation for the Israeli entry along with such countries as Greece, Romania and Azerbaijan among others making their final decisions on whom to send to the final in Vienna.
In April, Vienna stepped up its preperations for the Eurovision Song Contest 2015. The city as well as the Stadthalle was branded with the 'Building bridges' artwork, and inside the arena the stage was constructed – including the innovative dangling orb lights that would go on to play a big part in the opening of the contest.
The Austrian national broadcaster, ORF, also released details about the opening to the final, which would embody the spirit of the contest and embrace the theme of building bridges across the world.
The Austrian capital was now ready to host the Eurovision Song Contest for only the second time.
As well as looking forward to the contest in May, April was also a time for looking back.
In the year that saw the Eurovision Song Contest hold it's 60th annual event, the BBC and EBU joined forces to create a night celebrating some of the most memorable songs and performances in the contests history.
15 acts from across the continent, including the likes of Conchita Wurst, Loreen and Johnny Logan, gathered in London for a party to celebrate the contest's landmark year in style.
Sweden has won the Eurovision Song Contest on 6 occasions starting with ABBA in 1974 and more recently this year with Mans Zelmerlow's Heroes which will see us all head to Stockholm in May 2016 for the 61st edition of the Eurovision Song Contest.
Which was your favourite early moment of 2015?
Alex Stewart
Alex lives and works in the United Kingdom and has been an avid fan of the Eurovision Song Contest since Carola's victory in 1991 for Sweden. He is studying English Literature and wants to focus on becoming an established writer. He joins the esctoday.com team as an Editor.
Hungary: Misztrál disqualified from A Dal 2016
Eurovision 2015: A Year in Review [May - August]


The only way to truly honor God is to follow His example and obey His counsel. Merely to agree that God is right about something brings Him no honor. We honor Him by doing things the way He says to do them. And if we are to honor God in all things, that must include the way we rear our children.
We are told by Paul to bring up our children in a caring, godly manner. He said, "Fathers, do not provoke your children to anger, but bring them up in the discipline and instruction of the Lord." To "bring them up in discipline and instruction of the Lord" is to provide a child with a sense of order and goodness. When children are not provided those things, they are more susceptible to spirits of self-will and lawlessness, as in the case of the two wicked sons of Israel's high priest, Eli.
Eli failed to set a standard for his sons, Hophni and Phinehas. When they were young, he failed to chasten them, and the results when they were grown men were tragic for everyone in Israel. This same unwillingness to correct disobedient children and teach them how to behave is rampant in our society. On every hand, in public and in private, children, not Jesus, prove themselves to be their parents' masters. By such ungovernable conduct as we commonly see now, parents everywhere are made to look weak and foolish. And they are. But God has the answer for those who are willing to receive it.
In our time, society has shifted away from the acceptance of spanking as a means of punishment. It is my understanding that children can be legally taken from their homes now if a parent spanks a child. Through Solomon, God said that the blueness of a wound would "cleanse away evil" (Prov. 20:30). But this culture seems to be saying that the blueness of a wound is sufficient grounds to forcibly take your children away from you. Thinking themselves wise, men often become fools (Rom. 1:22), and the tragic results for our society of the present mind set toward punishment of children, especially corporal punishment, has yet to be fully realized.
Solomon's friend Agur described the spiritual condition of some youngsters of his day: "There is a generation, O how lofty are their eyes! And their eyelids are lifted up." But this condition is not the fault of the young people who have not received godly love and guidance. It is almost always the fault of parents who are so self-indulgent that they cannot bring themselves to chasten their children when it needs to be done. Every godly parent feels the pain of a child who is being punished; nevertheless, every godly parent will put himself through that pain if his child demonstrates a need for the punishment. Who wants to see one's child sad? But better to make them sad now than to deny that correction to the child and let him grow increasingly self-indulgent and rebellious, and then suffer the awful consequences of self-indulgence and rebellion as an adult.
Some people characterize corporal punishment as brutality, and all children who receive such punishment would agree with those fools. I know that, as a child, I certainly would have characterized my spankings as brutality. But that is only because "no chastening for the present seems joyous, but grievous" and because "foolishness is bound up in the heart of a child". But as Solomon said, "the rod of correction will drive foolishness far from them" (Prov. 22:15). And once that is done, the chastisement children receive "bears the peaceable fruit of righteousness." I can only imagine now how lawless and self-consumed a person I would have become without my parents' discipline. I know they loved me because as long as they had me under their roof, they would not allow me to live in a way that was destructive to myself and others. They set a standard in their home and made certain that we children lived by it — for our good, not just theirs.
Foolish parents love themselves too much to spank their children. In refusing to give their children discipline if they need it, they are loving themselves more than their children, and honoring their children above the God who tells us how to bring up our children. The only hope for such ill-trained young people is that God will call them into His kingdom. If He does, He will certainly chasten them, sometimes severely, and He will do so with no fear whatsoever that any government will come and take His precious sons and daughters out of His hand. "For whom the Lord loves, he chastens, and scourges every son whom he receives" (Heb. 12:6).
Leviticus 26:14—45: In these verses, we see God refusing to give up on His people. He loved them too much not to punish them for their sins.
Isaiah 1:1—9: As with any parent, God at times became frustrated with stubborn children. Here in Isaiah, God says there is no use for Him to continue to chasten them, but He continued trying to help them, anyway.
Jeremiah 31:18—21: God's heart aches for His chastened people. But He loves them more than He loves Himself, and so, He does for them whatever they need Him to do, including punishing them.
Hebrews 12:1—17: This portion of Scripture is an exhortation for us to have faith in God's love for us, even when He chastens us.


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Adult Basketball '20
Men's & Women's leagues will participate in weekly games Monday-Thursday evenings with a post-season tournament following completion of the regular season. Players must be at least 18 years to participate & no longer in High School. Unlimited players on a team. Captains meeting will be December 11th at 6:30pm at the Maryville Community Center. League begins January 6th, 2020.
Early Bird Special Registration: Nov. 11th ONLY, $275/Team
Regular Registration: Nov. 12th - Nov. 29th, $300/Team
Late Registration: Nov. 30th - Dec. 2nd, $325/Team
Fall Volleyball '19
Teams will compete in regular season round-robin schedule with a single elimination tournament at the end of the season. Players must be at least 18 years old to participate and no longer in high school. Unlimited players on teams. League tentatively begins September 9th.
Regular Reg: Aug 12th - Aug 30th, $300/Team
Late Reg: Aug 31st - Sep 2nd, $325/Team
Adult Softball '19
Men's & Women's softball games will be held Monday-Thursday evenings. Twelve week season, & a post season single elimination tournament. Players must be at least 16 years to participate. Unlimited players on a team. League tentatively begins April 29th.
Regular Reg: March 25th - April 12th, $410/Team
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League is broken up into four divisions; Men's, Women's, Coed Rec, and Coed Competitive. Games will be played once a week for 12 weeks at Beal Park sand volleyball courts. Players must be at least 16 years to participate. Unlimited players on a team. League tentatively begins May 28th.
Regular Reg: April 29th - May 17th, $300/Team
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Water Aerobics '19
Worksouts in the water provide natural resistance for firming, toning, and strengthening the body. Water Aerobics is perfect for all ages and fitness levels. Classees are held on Tuesdays/Thursday evenings at the Maryville Aquatic Center at 7pm.
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League games will be held Monday-Thursday evenings with a post-season tournament following completion of the regular season. Participants must be at least 16 years to participate. Unlimited players on a team. League tentatively begins July 1st.
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In past we had reviewed Google Map Offline Downloader which lets you to browse and download Google Maps for offline viewing purpose. Now here is yet another similar application Google Map Saver.
Google Map Saver (GMS) offers you an easy way to download big Google Maps on your PC as JPEG, PNG-8, PNG-24, BMP or Targa files. GMS is light (only ~400 KBytes) and very easy to run since doesn't have an installer. Once you downloaded it on your desktop, you can simply open it and run it!
In order to remove watermark from saved Google Maps you need to activate this product which is absolutely free.


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Soft Sell
Aug. 29, 2005 12:01 am ET
FOR YEARS NOW, LARRY ELLISON has been warning that the good old days of the software business are gone forever. There's a tendency in Silicon Valley to ignore Ellison's skeptical view, and to conclude instead that the next big thing is just around the corner, that we're just one breakthrough away from some mega-billion-dollar opportunity that will bring a new round of riches. But the Oracle founder has loudly proclaimed that idea to be hooey, and instead asserted that we inevitably are headed for a period of intense consolidation, where the big will get bigger, and the small will get eaten or squashed. Of course, Ellison hasn't only been preaching the gospel of consolidation, he's been following his own advice, as illustrated by the company's mammoth 2004 acquisition of PeopleSoft and a host of other deals.
And here's the interesting thing: The culling of the enterprise software sector is probably far from over. In recent weeks, in fact, merger and acquisition activity among software companies has reached a fevered pace. According to the 451 Group, a New York-based market research firm, M&A outlays in the software sector for the quarter to date is up more than 300% from the same period last year, with a better than 50% increase in the number of deals.
And it's not as if there has been a shortage of deal flow in recent years. Since the end of 2000, according to FactSet Mergerstat, there have been more than 12,000 acquisitions in the software sector, with a combined value well north of $200 billion. (The dollar total would be even bigger if all deal terms had been disclosed.) In the process, some storied software names have been swallowed: PeopleSoft, JD Edwards, Macromedia, Veritas, SunGard, Legato and Documentum, to name just a few. And yet, even after all that activity, it seems clear that there are still far, far more software companies than the world really needs.
THE PROBLEM IS THIS: The enterprise, or corporate, software business faces a world in which there is little organic growth, few compelling new applications and a dearth of untapped customers. Companies that need enterprise software mostly have what they need -- and then some. Roger McNamee, a long-time technology investor and the founder of the private-equity firm Elevation Partners, asserts that the software business isn't just growing up; it has already reached adulthood.
"It's mature with a capital M," McNamee says. "No one under 17 allowed." He notes that while software giants like Oracle, Microsoft and SAP have made incremental improvements in their product offerings in recent years, none has introduced a new enterprise application that matters in a long, long time. The most important piece of software to be created in the last five years, McNamee posits, is not some high-price tag corporate resource-planning application: It's Google. "The software companies' great problem right now is that they make really great locomotives, the interstate highway system has just been completed and the world is moving to trucks."
For Oracle, IBM and other acquirers, there's a broad array of small fry just waiting to be devoured. "They are knocking on our doors," says an Oracle executive. Result: Buyout premiums are shrinking.
Tony Rizzo, research director at the 451 Group, notes that the larger companies are finding it increasingly hard to provide unique advantages over the competition. Software, and technology more generally, is being commoditized. So the companies, he says, "are making not strategic but tactical acquisitions, looking for customer growth or little pieces of technology to up-sell to their installed base." Oracle's acquisition of PeopleSoft, he points out, was just such a deal, giving Oracle a way to increase its customer base and, ultimately, to convert PeopleSoft customers to Oracle customers.
Lacking compelling new markets, and facing saturated demand for their existing wares, the industry's largest players are doing the logical thing: They're taking advantage of their strong balance sheets and buying growth. They are, it seems, proving that Larry Ellison knew exactly what he was talking about all along.
The ranks of potential acquirers include the industry's largest players-Oracle, International Business Machines, SAP, Microsoft, Sun Microsystems, Computer Associates and Symantec, to name a few -- and they all come equipped with piles of cash and valuable deal-currency in their stocks.
So you might think it was time to back up the truck and pile into smaller software stocks, right? Well, that's a nice theory, but it has some serious flaws.
Pip Coburn, the former UBS technology strategist who recently formed Coburn Ventures, a boutique investment firm, asserts that, while mergers will continue to thin the software herd, the majority of small- and medium-sized software companies will find themselves in a kind of no-man's land, with stagnant growth, a dearth of bidders and, in the case of private companies, no hope of ever going public.
He figures we could see a growing class of undead companies, the software zombies. Coburn points out that in many cases, the premiums being paid for public software companies have been thin. In a few cases, as in the acquisition by the private equity firm Vector Capital Group of the one-time high-flyer Broadvision, the companies agreed to a "take-under," or price below the previous public market share price. Coburn argues for selling short a basket of smaller software stocks.
Chuck Phillips, the former Morgan Stanley software analyst who now serves as co-president of Oracle, said in an interview last week that there are two primary factors driving the industry's consolidation. One is customer behavior; corporate IT managers who once preferred to buy niche products and mesh them together have switched to a strategy of seeking more complete solutions to their computing issues. "In the Internet boom, the opposite was true," Phillips says. "But now the old way has proven to be a failed model, a more expensive model. Now people want to buy packages, or outsource. "
The other key consolidation driver, Phillips says, has been a shift in technology away from proprietary systems to more open models. "The risk of consolidating software companies was much higher 10 years ago," he says. "Each company built proprietary technology, using proprietary languages, and sometimes proprietary databases. There was no way to simply plug them in. With Web services, there are standard ways of presenting applications, which makes it easier to integrate applications from different companies."
R. Allen Cinzori, vice president of San Diego-based Software Equity Group, a boutique investment bank, notes that the recent acquisition binge has begun to thin the ranks of potential buyers, a development with unsettling implications for sellers. Think of Oracle buying PeopleSoft, which itself had acquired J.D. Edwards -- where once there were three potential buyers, now there is one.
In a recent report, Software Equity noted that over the 30 months through June, 27 software companies came public, while more than 150 others were acquired. Doug Gonsalves, a managing director with SVB Alliant, an investment banking arm of Silicon Valley Bank, says the number of venture-backed software companies selling out has lately exceeded the number of new companies being funded, the first time that's happened in a decade.
"Historically," Software Equity Group observed in a report on second-quarter merger activity, "software IPOs and smaller, rapidly growing public companies would quickly take up the slack left by recently acquired public companies. That's not happening today at a rate nearly sufficient to maintain a constant number of buyers."
THAT MAY NOT SEEM CONSISTENT with the recent spurt in deal volume, but the trend is clear. While there are some aggressive shoppers out there looking for deals, there are increasingly fewer of them. And with private software companies largely unable to access the initial-public-offering market, the demand for the attentions of the software giants is high. For small software companies, Cinzori concludes, "the probability of selling is diminishing."
It's becoming a buyer's market. Oracle's Phillips asserts that many companies have concluded that they need to sell out or suffer the consequences. "They are coming to us now, thinking if they're not the one bought, they will have a hard time. They are knocking on our doors."
In the table, Shop 'Til You Drop, you'll find a list of recent deals by 10 of the larger players; together they account for a sizable chunk of overall deal volume. Where might the acquirers strike next? Any discussion like that has to start with Oracle (ticker: ORCL), which has been moving aggressively to expand its line-up of enterprise applications, even beyond its acquisition of PeopleSoft.
Oracle has been going after "vertical markets," buying software companies with products for the retail and banking sectors. And clearly the company is not finished: Phillips says Oracle is also eyeing acquisitions of companies selling software for the telecom, health-care and government sectors.
Phillips doesn't expect a lot of competition for those companies. In several of Oracle's acquisitions, most notably its $670 million deal for retail-industry software firm Retek, SAP has been the losing bidder, consistently showing more restraint than Oracle on price. "People have learned that it's not a good idea to bid against us," Phillips says. "They think we're a little bit crazy."
Eventually, Oracle could shift its acquisition search toward companies that would provide more diversification away from its core database software and applications businesses, he continues. For instance, Phillips says, Oracle could target content companies, in particular providers of specialized industry databases used by existing customers in, say, consumer lending and insurance. "Every industry has databases used to make decisions, and we could offer them as one-stop shopping," he says. "It would be a nice complement."
Rick Sherlund, the long-time software analyst at Goldman Sachs, wonders why Oracle hasn't put more of its energies into buying software infrastructure, bolstering its core database software offering. "The synergies might actually be stronger on the infrastructure side," Sherlund says. "They feel compelled to beef up in applications, which can drive demand for Oracle databases. But it's more difficult to do the integration work with those."
Cover Story -- Part II
The Glut in the Valley


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Q: Understanding 3D rotation I'm trying to understand how 3D vector rotation work, and I will understand it best if I have a chance
to observe the actual process of how the correct calculations are supposed to be.
With default value (you can change the values if you want! I just want to see the process):

*

*Rotating vector = v = (-2,-2,-2)
Rotational vector = n = (3,3,3)
Pivot point = P = (1,1,1)
Angle of rotation = θ = 60 degrees
Please do the step by step calculation, and please provide illustrated diagram for each step (I've already made the diagram
in this link below, you just need to edit it to fit in each step).
Link: https://www.mathcha.io/editor/1Y2E0fYzIDmI9oHm4VXkyt91QYO7sVr5Y6mh59wLLV

Formulas for the calculation:
Rodigues' Rotation formula:

*

*v' = (1-cos(θ))[(v·n^)n^]+cos(θ)v+sin(θ)n^×v (I'm interested in
seeing how this formula work, so I don't prefer using 3D rotation matrix at
the moment)

Rotation around pivot point formula (2D, I haven't seen any confirmed 3D version of the formula, please write the 3D one if you know the correct formula):

*

*v.x' = [(v.x-P.x)*cos(θ)-(v.y-P.y)*sin(θ)]+P.x

*v.y' = [(v.x-P.x)*sin(θ)+(v.y-P.y)*cos(θ)]+P.y
My other questions regarding the same subject:

*

*Can P (the pivot point) be considered as a vector? If it is, is it correct to say ''Rotation around a vector formula'' instead of  ''Rotation around pivot point formula''?

*Is there exist the 3D version of the ''Rotation around pivot point formula'' above? Can you please provide it if there are any?

*Is Rodigues' Rotation formula supposed to control the ''direction'' of the rotation and ''Rotation around pivot point formula'' supposed to control the ''position'' of
the rotation? Can you please provide proof if possible? I don't have any better way to word these mathematical terms, if you do, please word them for me.

Thank you. Any help would be greatly appreciated!
Also, I really need to observe the process to understand, but if you don't do it, you can also answer the 3 questions above! Thank you!


Your first source of information for anything in Scouts is your Scout Handbook. In addition to being an informative guide to Scouting, it is used to record the completion of the steps required to advance in rank. It will be a part of your every Scouting activity.
When questions come up, you come here. In this section we try to answer any questions you may have. Our search bar in the top right corner is set up to search this site. If you can't find it on our site try the little arrow to the right of the search box to search the official Boy Scouts of America pages by selecting 'Search Scouting'. Another nifty trick is to use the CTRL+F on your keyboard to search this page for specific text.
that will be sent to our Leadership to find that answer and get back to you.


In any form of sports betting, you will hear the term "live underdog." It is a term used to describe a fighter who is an underdog, but has some sort of talent or X-factor that makes him more dangerous than the odds suggest. The favored fighter is a more proven commodity. He has shown the ability to get the job done on a regular basis. They don't rely on lucky punches or other lightning-bolts from the sky. But with the sheer amount of upsets in the sport of MMA, it's important to take a close look at all underdogs and see if you can't make a good case for them coming up with the win. And the beauty of it is that you can be wrong more often than not and still come out a winner.
It's difficult to attach a numerical representation of a fighter's skills if that man has been operating off-the-radar. Most well-known fighters were at one point unknown. Often times, it took an unforeseen result for them to become known. Let's say a heavily-favored and well-known older fighter is taking on a big underdog, but one who has potential. Sometimes, you would rather have money on an underdog whose skills are still a bit in question, rather than a retrograde fighter whose limitations have already been roundly exposed.
There are many degrees of unknown fighters. Some are unknown for a reason and are therefore less worthy of underdog betting consideration. If some guy suddenly appears in a big fight who is 35 after a decade fighting in minor-league organizations, that might not be the kind of unknown fighter you're looking for to score an upset. The more desirable option could be a young fighter from somewhere off-the-grid, a guy who was really good at some other form of fighting just starting off in the sport, or an otherwise overlooked diamond in the rough.
This is neither a particularly clever or ground-breaking idea, but an often neglected one. Trying to determine a result of a fight should not play out along the lines of who seems like the more formidable fighter. Sometimes, it's difficult to not simply judge fighters on our own little scale of who is "better." We give one guy a 92 and another guy a 79 and figure the highest score wins. Here's one sure bet--trying to pick fights that way will cost you heaps of money.
This is a sport where two people mesh to create one fight. Comparing fighters based on a relative individual analysis does little to create a well-reasoned prediction of how a fight will play out. It inevitably comes down to how those styles will mix, not simply who is "better" on some imaginary scale.
Keeping that in mind, try to pick underdogs whose styles figure to match well with the favored fighter. Perhaps the favored fighter has fallen victim or had trouble with certain elements of MMA. If the favored fighter is solid in every area, but perhaps not so great at taking punches, keep your eye out for big-slugging underdogs. And then maybe hope that puncher has some traits of his own that match up with the favorite. If the underdog is profoundly deficient in the areas of takedown defense and ground game and is facing a wrestling-BJJ guru, his "puncher's chance" might not seem so realistic after all.
When picking underdogs, it could be slim pickings trying to make a case. More often then not, the underdog will be a well-rounded fighter who does almost everything capably, but nothing spectacularly. Not that those underdogs never win, but picking a fighter who is more dangerous than competently-versatile might be the better move.
Underdogs are underdogs for a reason. Chances are the favored fighter is going to be having his way at some point. At those times, you'd much rather have a fighter who can end a fight instantly than someone who is just good enough to vaguely "hang in there." When taking the big price on a fighter, it never hurts if he has the ability to roll a guy up into a submission out of nowhere or end matters with one punch.


text:
When is a Modification Not a Relocation?
By Jonathan MarksFebruary 18, 2014May 20th, 2016Child Custody, Motion to Modify, Relocation
Home » Blog » When is a Modification Not a Relocation?
On behalf of The Marks Law Firm, L.L.C. posted in Child Custody, Relocation and Motion to Modify on Tuesday, February 18, 2014
In Missouri, the relocation and modification statutes have some overlap, and that overlap can create some confusion for parents trying to determine the proper legal action to take in certain situations. The Eastern District of the Missouri Court of Appeals recently had occasion to clarify this distinction in Gaudreau v. Barnes.
Under the Missouri relocation statute (Section 452.377), a parent seeking to relocate the "principal residence" of the minor child must file a notice of relocation at least 60 days in advance of the proposed date of relocation, deliver the notice by certified mail, and include the new address and phone number, the proposed date of relocation, the reason for relocation and a revised schedule of physical custody. The non-relocating parent, after receiving proper notice, has thirty days to file an objection to the relocation. If the non-relocating parent fails to object within the proper time, the relocating parent may relocate freely. If the non-relocating parent timely objects, the relocating parent must file an affidavit in support of relocation and the court will have to decide whether the proposed relocation is made in good faith and is in the best interests of the minor child. The court cannot alter the award of legal or physical custody in a relocation hearing; it can only revise the schedule of physical custody.
The Eastern District in Gaudreau did clarify the meaning of "principal residence" in the relocation statute, indicating that it is the residence of the sole physical custodian when one party has sole physical custody but the residence of both parties if they share joint physical custody, even though one parent has the designation of "residential parent" for mailing and educational purposes. Hence, in any joint physical custody scenario, when either parent wants to change his or her physical residence, he or she must file a proper notice of relocation.
Under the Missouri modification statute (Section 452.410), a parent may seek to modify an award of physical or legal custody if a substantial change in circumstances has taken place since the entry of judgment and the modification would be in the best interests of the child. A proposed relocation could qualify as a change in circumstance warranting a modification.
So, when does a parent need a modification? If a relocating parent feels that the current award of custody would no longer serve the best interests of the child after the relocation, the relocating parent should serve proper notice of proposed relocation and file a motion to modify custody; otherwise, the relocating parent need only serve proper notice of proposed relocation. Note that a parent seeking to relocate and modify must serve proper notice and file a motion to modify; the latter will not take the place of the former (though some cases have interpreted a motion to modify as notice of proposed relocation).
Relocation cases do not always need a pairing with a motion to modify because the relocation may not impact the current custody award in any substantial way – as, for example, when a parent moves only a distance of 10 miles. However, if that move would affect where the child attends school, the non-relocating parent may decide modification is necessary.
What made the Gaudreau case factually interesting was that mother relocated to Montreal during the divorce proceeding, so at the time of the entry of judgment she resided in Montreal and father remained in St. Louis. When the arrangement no longer seemed to work as set forth in the Parenting Plan, mother filed a motion to modify custody and father countered that it was really a relocation case. However, as the Eastern District noted, because the relocation took place before the entry of judgment, it was not a relocation case. And, because mother sought to modify the schedule of physical custody, her only means of doing so would be through a motion to modify.
If you have questions about relocation or modification, contact our St. Louis family law attorneys – we can help.


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text:
Superhero Dad by Timothy Knapman
written by Reilly Cardillo July 3, 2018
What's that in the sky? Is it a bird? Is it a plane? No, it's Superhero Dad! From bestselling author Timothy Knapman comes a soaring tale of a father-son duo that'll put Batman and Robin to shame. Forged in partnership with illustrator and cartoonist Joe Berger, Knapman's Superhero Dad celebrates the small moments in childhood that transform a normal father into an extraordinary figure.
This book reminds us all that it's the little moments of presence that make a difference in your child's life. Superhero Dad does all kinds of thoughtful, silly things with his son, from heaving the tiny family dog above his head a-la Lion King, to showing up in the wee hours to scare away the monsters. Time and again, Superhero Dad steps in to brighten his child's day with simple, sweet-spirited acts of indulgence, like ice-cream pancakes for breakfast.
On the front cover, a small cutout carries huge symbolic weight. It presents Dad in full superhero accoutrements, demonstrating how his young son sees him: triumphant and courageous. The son appears in the bottom corner, cheering him on.
But once you lift the front cover, revealing the first page beneath it, you'll see him as he is: a mild-mannered father, brandishing a heavily bandaged thumb, and sporting a red sweater instead of a red cape. The only things the two have in common are the father's glasses and the son's exuberant support.
Knapman and Berger transport you back to the childhood perspective of parents: infallible, incredible, and untouchable. This perspective reinforces a parent's central role in a child's life as a figure wearing many hats: friend, confidant, protector, playmate, and cheerleader. (Bonus points for the role-reversal in the last pages when Superhero Dad reveals that his superhero is his son.)
This book delivers a larger-than-life message disguised as its alter ego: a simple father-son bond. With great wit and sincere sentiment, Superhero Dad may not be able to leap buildings in a single bound, but it certainly can tug on your heart strings.
Superhero Dad by Timothy Knapman was last modified: November 12th, 2018 by Reilly Cardillo
When Pigasso Met Mootisse by Nina Laden
Featured Illustrator: Lisa Evans


text:
Evanna Lynch's popularity surges on IMDB movie website
Evanna Lynch, the Irish actress who plays Luna Lovegood in "Harry Potter," has shot up in the popularity stakes ...
PATTINSON FANS ATTACK HARRY POTTER STAR: CLICK HERE
'HARRY POTTER' STAR EVANNA LYNCH SLAMS 'TWILIGHT' CLICK HERE
GALLERY OF ROBERT PATTINSON: CLICK HERE
Evanna Lynch, the Irish actress who plays Luna Lovegood in "Harry Potter," has shot up in the popularity stakes this week by over 590 percent, according to the major movie website IMDB.com.
IMDB measures stars' popularity on a weekly basis. Much of Lynch's surge has to do with her outspoken comments on Robert Pattinson's 'Twilight" series, in which she is very critical of Kristen Stewart's character Bella Swan, telling her to 'get over it' with her intense love for Pattinson's character, Edward Cullen.
Her remarks have received widespread coverage after she made them to a Danish website. Irishcentral first reported them here in the U.S. "Twilight" fans have not taken kindly to the criticism and have launched bitter attacks on Luna on various fan websites.
But why not take it a step farther? After all, Pattinson once starred in a minor role in "Harry Potter." Lynch has a much-bigger role and there is a perfect character for her in the new "Twilight" series.
Jane in 'Twilight" is a confirmed foe of Bella, played by Stewart. She is a sadistic guard of the Volturi and the identical twin of evildoer Alec. Perfect for Evanna.
The role is currently held by Dakota Fanning, a former child actor. Lynch and Stewart could be a gas-and-matches combo given Luna's criticism of Bella. Lynch has been called the next Carol Lombard by her fans. Can she prove it?


text:
Harvard Pilgrim Achieves Transformation with Oracle Health Insurance Components
Among the results Harvard Pilgrim has enjoyed are increased market agility, efficiency-related savings in the millions of dollars, and an improvement of its automated claims processing rate from 85 to 91 percent.
Teri Ryan // February 17, 2016
(Mayflower II, replica of the Massachusetts Pilgrims' original vessel. Source: Plimoth Plantation.)
As a claims shop, Harvard Pilgrim had "nowhere to go but down," according to Deborah Norton, CIO and Senior Vice President for Operations of the Wellesley, MA-based health services company that processes millions of medical benefit claims annually. However, the company faced a looming ICD deadline as well as the implications of an announcement that AMISYS, the provider of its core operating system would not support the ICD changeover for the legacy version Harvard Pilgrim was reliant on. In order to face the demands of the future, in 2007 the company began an eight-year core system transformation. By late 2014, the company had met its transformation goals through solutions built on Oracle Health Insurance Components, running on Oracle Exadata. Among the results Harvard Pilgrim enjoyed was the improvement of an automated claims processing rate of 85 to 91 percent.
In addition to maintaining its high levels of service, Harvard Pilgrim's goals for the initiative were to support growth; improve its ability to rapidly deliver innovative health insurance products to market; achieve efficiency and productivity gains through automating manual processes; and improving transparency and simplifying explanations of benefits (EOB).
Deborah Norton, CIO and Senior Vice President for Operations, Harvard Pilgrim.
Harvard Pilgrim's IT team spent one year planning and seven years in strategic implementation, according to Norton. The task was daunting in its magnitude, and not without trepidation—a major concern was that while compliance goals would be met Harvard Pilgrim would lose some of the functionality that distinguished its claims operation. However, says Norton, "When we started down this path, we were like a merry band of warriors, and we were going to stick it out."
Harvard Pilgrim had a key advantage in undertaking the transformation in that the company enjoys what Norton characterizes as "a true marriage of IT and business strategy." That begins with Norton's own role, as she is both CIO and Senior VP for Operations. "Current and former leadership believe the best way to keep IT and business from fighting is to have them in the same family," she says. Many areas of the company, including member services report directly to Norton.
The main goal of the transformation was to replace Harvard Pilgrim's legacy AMISYS core operating system with a component enabled service-oriented architecture-based solution that would, as Norton explains:
Deliver capability to business sooner than a "big box" implementation could;
Establish a modern, flexible architecture that would let the business be nimble and adaptive to a changing market; and
Enable the business to continue to prosper and grow during the transformation.
"The idea was to avoid any blackout period, allow the business to continue to bring new products and solutions to market—and that the burden of transformation didn't suck the life out of the company," Norton elaborates.
The essential components to be implemented within the transformation plan included an enrollment solution, a benefit and claims adjudication engine, network data management, claims pricing as a separate engine, CRM, revenue management and billing, and a capitation engine, according to Norton. Additionally, the company's CEO specifically requested a product data management solution to provide a "single source of truth" about products outside the claims engine.
Migration Strategy
As a full-service health plan with many different types of products, Harvard Pilgrim had many specialized requirements. According to Norton, the team had to "put the pieces of the puzzle together" and develop a migration strategy for moving 850k members from one IT environment to another. The solution was to develop a very specific migration schedule where the team considered the requirements of each aspect of the book of business, and then engaged in an orchestration exercise to make sure that the components would be ready to support those specialized requirements, she relates.
To give an example of how some of those complex challenges were handled, Norton explains, "the Access America products use a different network than our traditional HMO products. So we had to build and configure the network data management application with different networks at different times…Similarly, the administrative services for self-insured had different requirements relative to banking or billing than did the fully insured. So we needed to evaluate at a very detailed level the requirements needed to be satisfied to successfully migrate business."
The migration began in October 2011, with a provision to make non-product-specific components, such as CRM, available right away for business use. The goal was to enable support for each line of business during the rest of the migration process. Harvard Pilgrim began adding enrollment with the intention of continuing to add to it during the process. The company added the product data management and then the benefit and claims adjudication engine. Migration to the new core system was completed, along with the implementation of the pricing engine, in September 2014. Network data management was the final component to go into production, implemented in three phases by December 2015.
Given the complexity of the environment, the team had to be innovative in their approach, Norton stresses. Her team came up with a strategy to minimize variables at each phase. "You want to hold as much constant as you can in order to more easily find your defects," she explains.
For example, the team separated benefit and claims adjudication from pricing. "We tricked our AMISYS application into being a pricing engine," she relates." People thought it impossible but we figured out a way."
By keeping the pricing engine the same, the team could easily tell that any defects were inside the benefit and claims adjudication engine. Also when the claims and benefit migration was finished, they could say, "We know that environment is stable, let's move the pricing in," Norton notes.
Pricing Solution
The team knew going in that finding a standalone pricing engine would be a challenge. Already an Oracle E-Business Suite customer, Harvard Pilgrim had also enjoyed very successful engagement with Oracle Health Insurance in implementing Harvard Pilgrim's benefits and claims adjudication engine. On the strength of that experience, the team chose to ask Oracle to work with them to jointly develop a pricing solution. Whereas Oracle could draw on its European resources as a basis for the services-oriented claims and benefit adjudication engine, they had to start anew for the pricing solution. Harvard Pilgrim provided business requirements for American pricing and Oracle provided the technology to make sure that the engine would function as desired.
Another challenging aspect of Harvard Pilgrim's transformation journey was that it took place in the context of the Affordable Care Act. In addition to coping with constantly changing business requirements, the regional nature of the firm created a challenge with different types of exchanges (state-based and federally facilitated) and mandates in the separate states they cover. "As entities clarified requirements, we scrambled to implement them as we were engaged in the migration," Norton recalls.
However, as byproduct of that adaptation exercise Harvard Pilgrim gained flexibility. "We know we're much more flexible and can get to market easier now," Norton says. "We can deal much better with operational problems. It was all over the press that the state of Massachusetts had a terrible implementation with Connector version 2 of the exchange. There was chaos in the market and we were able to deal with those issues much easier than our competitors."
Since Harvard Pilgrim completed the migration the team has upgraded its Oracle E-Business Suite environment into the 12 release. Over Labor Day, 2015 the team lifted nearly 40 integrated components. From Norton, "I would say not only do we have component based flexibility, but now through an additional year's effort, we're on the most modern offering that Oracle has available relative to the Oracle E-Business Suite."
360-degree Membership View
Through the implementation of the Oracle Health Insurance Components and updating of Oracle E-Business Suite, Harvard Pilgrim now enjoys a 360-degree view of membership and provider services. The company has achieved greater market agility through a plug and play system that doesn't require time-consuming recoding when updating or introducing a new product. Harvard Pilgrim gained the ability to render customer communications, including EOB, in everyday English, reducing contact center inquiries and freeing CSRs to focus on more complex cases. And with the Oracle Exadata Database Machine, Harvard Pilgrim enjoyed vastly improved system performance, reducing the maintenance burden on the IT organization.
An additional benefit from the new system is related to Harvard Pilgrim's TPA, Health Plans, Inc., which has its own claims adjudication engine, but can now rely on Harvard Pilgrim to price all its claims, reducing administrative expenses by between $1 million and $1.5 million.
"The partnership with Oracle and, in particular, with Oracle Health Insurance has been nothing short of amazing," Norton comments. "These are some of the finest technologists that I've ever worked with, and they are true professionals. When they tell you they're going to deliver something, they deliver it. It's usually ahead of schedule and usually has more in the bundle than we're expecting."
"Oracle Health Insurance Components and the Oracle team have really enabled us to achieve our mission and reach our business goals," Norton adds.
Teri Ryan // Teri Ryan is the Business Director at Insurance Innovation Reporter. She has been with the magazine since its launch in 2013. Prior to her current role, she had most recently worked as a freelance technical writer on topics relating to the use of IT in the insurance industry. She has previously worked as a B-to-B account manager, selling specialty ingredients to personal care companies. She can be reached at TeriRyan@IIReporter.com


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