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Home Sectors TECHNOLOGY & INNOVATION 7 Predictions for Robotic Process Automation (RPA) in 2020
7 Predictions for Robotic Process Automation (RPA) in 2020
The Robotic Process Automation (RPA) industry is growing at a rate like no other. Gartner has coined RPA as 'the fastest-growing segment of the global enterprise software market' – and predicted that the global market for RPA services will hit an estimated £5.98 billion (€7-billion) in 2020.
It is set to be a pivotal year for automation – and one that will see an exciting variety of big shifts, as the RPA industry matures and the global economy reacts and adapts to it.
Overall, the pace of RPA maturity will continue to accelerate. It'll be spurred on by economic shifts, a new generation of workers, and the speed of technology advancement. Organisations will react by standardising and scaling their automation, and enterprises will move to acquire and merge smaller RPA vendors to remain competitive. Shifts both large and small will push the RPA industry to new levels, which will make an 'automation first' mindset a strategic imperative for businesses. This means that organisations will need to address business challenges with a hybrid human/software workforce, using software robots to automate daily processes and freeing humans up for more creative, strategic tasks.
Below, Guy Kirkwood of UiPath delves into his seven RPA predictions for 2020 – and examines how the business landscape is set to change.
1. The global economic downturn will encourage the adoption of automation
Signals from the financial market don't paint an optimistic picture. The fall of long-term interest rates and the retraction of corporate investments reflect increasing instability from global tensions, conflicts, and trade wars. If consumer fear takes hold and demand collapses, we could be facing another recession. Normally, organisations would lay off employees and struggle through, but automation is demonstrating new ways forward. As businesses face the realities of working in an economic downturn, I predict they'll adapt their business models with automation – which will enable them to scale up robots rather than scale down human employees.
2. RPA will become the YouTube for automation
In 2020, RPA is going to claim its place as a central platform for other enterprise automation tools: it will become the repository for automation in the same way that YouTube is for video content. The centrality of RPA will run parallel with the development of automation code that is more useful and reusable, enabling it to spread even further than it previously has. In turn, this will enable organisations to reuse code across industries and geographies. This is the front end of an even longer-term trend, as RPA becomes more accessible and extensible.
3. More organisations will combine and reuse robots
In 2020, organisations will learn how to better standardise robots and apply them across use-cases and departments, and eventually across companies and industries. This will result in more predictable deployments and easier scaling – rather than adopting automation in silos, which constrains the benefits of RPA.
4. Students entering the workforce will drive automation deployment
For most of business history, human employees have been stuck having to connect and integrate increasingly outdated technology systems via repetitive, manual work. In 2020, students entering the workforce will be familiar with better options and will force lagging businesses to transform and modernise their processes. They'll be asking why we're doing the same things the same ways after all these years—and many organisations won't have adequate answers. Given the proclivity of students to learn automation in school, as evidenced by research, they will start automating bits of their jobs. As these new employees get more efficient and effective, the now vivid benefits of RPA will outweigh any remaining hesitancy, compelling organisation to change.
5. We'll continue to be surprised by the intelligence of machines
The powers and abilities of machine intelligence are continuing to grow. Tasks that we once thought uniquely human are quickly becoming doable by software. The growth of AI will remain exponential, similar to Moore's law, and there will be plenty of surprises in store. Every innovation we're seeing in AI and computing is happening on top of innovations in quantum computing. We're regularly increasing the number of qubits in quantum computing, and the potential use-cases for this power is vast. Limitations that we've previously accepted as immutable won't last.
6. RPA will become a topic discussed on the world stage
The impact of automation is proving to be societal in scope. In 2020, extra-governmental organisations such as the United Nations and the World Economic Forum will discuss RPA in the context of jobs, wages, and global economics. Individual countries will also become increasingly interested in what effect automation will have on their societies. Prioritising RPA in these socio-political contexts and policy discussions will be crucial if robots become key players in the coming economic downturn.
7. Consolidation among RPA vendors and automation-led services companies will accelerate
As larger, more established organisations move into the RPA market, they're going to acquire and merge with upcoming RPA vendors. The leaders, identified by the Gartner Magic Quadrant for Robotic Process Automation Software, Forrester Wave, and Everest PEAK Matrix reports, likely won't face acquisitions, because their valuations are too high. Enterprise entrants to the RPA market will instead acquire and merge with smaller organisations to compete with these leaders. Global service integrator companies and other technology companies are already buying up automation-led services companies. In 2020, the consolidation of these challenger companies across services and technology businesses will continue.
Preparing for 2020 and beyond
While it's hard to keep up with the advancement of RPA and AI, having insights into these trends can give organisations a head start, and provide them with a competitive advantage. Given the potential that RPA holds for businesses of all shapes and sizes, and across all industries, developing a digital transformation strategy that encourages an automation-first mindset will be vital for a company's future survival. I can all but predict some of the changes 2020 will bring, but only the innovative will react, adapt, and lead.
The author Guy Kirkwood is chief evangelist at UiPath.
Digital transformation UiPath Digitalisation Opinion Robotics Artificial Intelligence Technology and Innovation
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Robotic Process Automation Services companies Bangalore | RPA as a Service
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Who pays most of the taxes?
Written by Ollie George
Mr. Donald Gilliland, a Florida Today's Community Columnist, wrote on February 2, 2012 that the wealthy are the ones who pay most of the federal income taxes. It's unclear exactly how he arrived at that conclusion because when I checked his sources, I came up with something completely different.
Individually, wealthy Americans do pay more in taxes than middle or low income earners. But, then again, why shouldn't they? To understand why, one needs to realize that the median income for average working Americans is about $51 thousand a year. Millionaires and billionaires can sometime earn that much in a single day. If a billionaire makes $10 million a year on his investments then he will, naturally, pay many more tax dollars than someone who makes $51 thousand a year. This is as it should be.
The sticking point, however, is how these two disparate incomes groups are taxed. The income from the average working person is normally taxed as ordinary income, and can be as much as 35%. The millionaire or billionaire's income comes primarily from investments and is taxed under the capital gains tax law, capped at 15%. This is where the average working American suffers a huge disadvantage. People who make $51 thousand a year must use just about all of their disposable income for life's necessities so they are unable to take advantage of this 15% capital gains loop hole.
Additionally, it should be pointed out that in a progressive tax system, high incomes would normally be taxed at more than twice this 15% rate. This makes sense because those high income earners reap the maximum benefit from the American economy, while low income earners struggle just to feed and shelter their families.
Mr. Gilliland and Republicans want Americans to believe that most of every tax dollar paid in to the U. S. Treasury is paid by the very wealthy. This is absolutely not true! According to the Tax Foundation and Reuters News Service, people in the $1 million to $10 million (AGI) tax bracket pay an average tax rate of ONLY 9%. Their total share of taxes paid to the treasury in 2009 was 20%. The other 80% of ALL tax dollars collected by the treasury was paid by individuals making less than $1 million a year. The 9% tax rate the wealthy pay on their earnings is especially revealing because it is excessively low and clearly unfair.
Gretchen Carlson, Fox News host said last year that 47% of Americans do not pay any taxes. Senator John McCain and Sarah Palin said the same thing during the 2008 presidential election campaign. Again, not true. Do poor Americans pay taxes? Absolutely! The poor may not pay a high federal income tax rate, but they pay a much higher percentage of their incomes in other taxes such as gas, clothing, food, consumer items and utilities.
A word about capital gains and dividends: The Tax Policy Center reports that the richest one-fifth of Americans accounted for 86% of all capital gains and dividend income. About two-thirds of that went to the richest 1 percent and 44 percent went to the 0.1 percent. According to IRS statistics from 2009, those who made 10 million or more grossed nearly 70 billion in long-term capital gains.
When all this information is taken in its entirety it stands in stark contrast to the things Mr. Gilliland and the Republicans are saying. Their figures might sound convincing but the problem is they only let readers see what they want them to see.
Ollie George
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Reh@b - Baltic Pop-Up Shop (Newcastle)
Another pop up shop, I hear you bemoan, bored with trendy people jumping on the bandwagon, trying to get us to buy the latest fad. I think it's difficult to dismiss homeware pop ups so easily, as often there are some really quirky finds and unique ideas for Christmas presents. And most of us need all the help we can get with that!
Even though the people of Newcastle are spoilt for choice gift-wise, with the Baltic Shop for creative types (I defy you to go in there and not buy anything) - it mainly offers arts gifts and books. So I was pleasantly surprised when I visited recently and found a new homeware store opposite the gift shop (it used to be a space for limited editions, which have now moved into the gift shop). REh@B is the brainchild of former fashion designers Simon Young and Jenny Vaughan, who have owned a store full of quirky colourful homeward, as well as upcycled and recycled products in Corbridge since 2003. The eclectic Re concept has gone from strength to strength since the initial idea in 2002, winning Homes and Gardens Retailer of the Year 2011. They've also had a pop-up store in Liberty and expanded their already mind boggling range which includes everything from glassware to decorative iconography!
REh@B, (which is shorthand for RE Home at Baltic) is chock-full of a fantastic range of homeware and great gifts for Christmas, featuring sought after products from their REgd. range. I especially liked the rusted metal decorations (Eiffel Tower and crowns included), beautifully upholstered French style chairs, colourful weaved laundry bags and cool map covered cushions. The recycled teapots would look great in a funky apartment as well. The oversized French mugs remind me of the bowls I used to drink hot chocolate from when I went to France as a kid. Here is a small selection of what's available so get there while you can (the store will disappear in January).
Reh@b is open seven days a week at Baltic, from 10-6.
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Veterans of the HBS Business Plan Contest share their war stories about the roller-coaster ride of entrepreneurship. Fifteen years old and going strong, the contest continues to inspire a new generation of start-ups.
by Julia Hanna
Business Ventures-Business Startups
Competency and Skills-Experience and Expertise
Communication-Interactive Communication
Technology-Online Technology
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Issue Focus: Entrepreneurship
The Sweet Life: Paul Conforti at Finale Desserterie & Bakery. "Everything is a balancing act... you've got to be able to adapt."
Photo by Richard Howard
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RelayRides explanatory video
FashionStake-Reuters story
An online shipping platform that uses social networks and smartphones. Low-cost medical care and monitoring that helps seniors to live at home. The "Skype" of broadband, offering free Internet service.
On an April morning known as "Super Saturday," 63 student teams present these and other ideas in the Aldrich classrooms where other people's ventures are the usual topic of discussion. Judges — a mix of angel investors, VCs, serial entrepreneurs, and industry executives — score the plans on criteria including financials, people, risk management, opportunity, and context. By afternoon, 28 teams in the business and social venture tracks will be named semifinalists. A later round of judging will narrow the field to nine finalists, with the winners to be announced just over two weeks later.
First up in Aldrich 210 is Jess Bloomgarden (HBS '12), with classmates Alex Stratoudakis and Emma Taylor. In fifteen minutes they present their plan for AfterSteps, a Web-based end-of-life planning service that offers advice and secure storage for legal, financial, personal, and funeral documents. For the next fifteen minutes the judges pepper them with questions about everything from the particulars of their target market, to their revenue model, to the name of the venture, before offering a five-minute summing-up. It's a good morning for the team, despite the thorough going-over. "You've got something really wonderful here," one judge concludes, marking the end of the team's time slot. They go off to digest the feedback, making way for a team in the hallway that's vibrating with nervous energy.
Much like the businesses that had their start in a similar scene — recent successes include CloudFlare, Rent the Runway, Good Start Genetics, EGG-energy, Urban Water Partners, RelayRides, and Birchbox, among others — the Business Plan Contest has grown and evolved from its first iteration in 1997. Back then, 37 teams submitted plans. Last year, a record-breaking 110 teams vied for a total of $170,000 in cash and in-kind services. In 2001, the School established a separate track for social enterprise ventures, and in 2009 the contest opened to first-year students with the understanding that it shouldn't detract from coursework preparations.
"As long as students really dig hard and ask questions about themselves and the opportunity at hand, the contest is a terrific part of the MBA experience that has only gained strength over the years," says HBS professor Bill Sahlman, a contest organizer with faculty members Michael Chu, Joe Lassiter, and Mike Roberts. Initially, Sahlman recalls, there was some resistance to the idea, which was first proposed by Alison Berkley Wagonfeld and Bill Nussey (both MBA '96) as a project for Professor Josh Lerner's Venture Capital and Private Equity elective. The next year, three members of the Class of 1997 (Jennifer Scott Fonstad, David Rosenblatt, and John Iannuccillo) continued the campaign, and the contest was off and running.
"We had some reluctance in the beginning, partly because we were concerned that it might become more about writing the best plan and making the best presentation — not who can find the real opportunity," says Sahlman, who holds the Dimitri V. d'Arbeloff–MBA Class of 1955 chair. "In reality, there's often an inverse correlation between those two things. Having said that, if you look at the quality of ideas that have converted into real businesses over the past fifteen years of the contest, it's extraordinary."
A few common experiences filter to the surface in conversations with past contest participants, whether their venture sells crème brûlée or online video advertising. Foremost is the fact that the business is often quite different from what was first proposed. And therein lies a tale, as any entrepreneur can tell you.
Paul Conforti (MBA '97) was a 1997 quarterfinalist with classmates Kim Moore and Kristen Krzyzewski for Finale, an upscale restaurant with a focus on desserts. "I envisioned the path to be a little different," Conforti confesses. "The plan all along was to turn Finale into a national dessert chain. We ran into the buzz saw of the recession just as we opened a fourth restaurant in a high-end mall. That's now a couple of years in the rearview mirror, but you can't deny that the recession had an impact on our trajectory." Last year, with three remaining locations in the Boston area, Finale's original lead investors acquired a majority ownership in the business, folding it into a Rhode Island–based holding company where Conforti now serves as managing partner of the restaurant group.
"When I started Finale, I envisioned two scenarios: One was a huge success. The other was a blazing, glorious failure. I figured we would either turn it into a national chain or drive it into the ground trying," he reflects. "In reality, the most likely scenario is the one that played out.
"The original business plan vision of Finale hasn't happened yet, which doesn't mean it never will," Conforti adds. "The journey itself has been very rewarding. I've had the opportunity to stretch myself and the organization in ways I didn't expect."
The ability to pivot is obligatory in high-tech ventures like EyeView, winner of the 2008 contest. "The plan that we won with is different from what we're doing today, or even eighteen months ago," says Tal Riesenfeld (MBA '08), vice president of business development. Between his first and second years at HBS, Riesenfeld worked for Google in California, where he met a number of Silicon Valley entrepreneurs and came away with "a gut feeling that I could build my own company." So he did, collaborating via Skype with friends located in Israel, Sydney, and Boston and investing $5,000 in what would become EyeView. "It didn't feel like I was taking as much of a risk because I was still a student," he says.
Initially, EyeView's model was devoted to helping businesses create and post online video content. About a year later, the company shifted its focus to creating customized videos that target customers at different points in the sales cycle. Things were going quite well, Riesenfeld recalls: "At the peak we had 35 employees. We made over $1 million in our first year, raised a couple million more in funding, and had over 100 customers." By mid-2010, however, it became clear that although the business was on a profitable path, it would never be a big company.
"We pivoted, took a leap aside, and had to lay off many of the staff, which was difficult," he says. In its new incarnation, EyeView provides advertisers, agencies, and video networks a platform to create personalized online, broadcast-quality video ads tailored to the viewer by location, time of day, real-time offers, and weather. Today the company is hiring again and recently closed deals with Bed Bath & Beyond, Frontier Airlines, and Johnson & Johnson.
"You're always asking, is this the right business model? But there are no answers. The market and technology are constantly changing," Riesenfeld remarks.
The biotech industry presents similar challenges in a space littered with failed companies. When Potentia Pharmaceuticals won the contest in 2001 with Alec Machiels (MBA '01) at the helm, its plan hinged on a mechanism created by a team of Harvard and MIT scientists that used atomic force microscopy in drug research. "A number of the scientists decided that being part of a start-up wasn't for them, but one key person stayed," Machiels recalls. "The Internet bubble had just burst, but we were still able to secure a funding commitment. Unfortunately at the same time I started to realize that the technology was always going to be fundamentally unreliable and therefore not suitable for industrial applications." He turned down the money, bought out his partner, and relaunched the company with new people, eventually moving over to an advisory role as chairman of the board.
Potentia initially accepted small amounts of funding to pursue several ideas before zooming in on a treatment for age-related macular degeneration, a leading cause of blindness. In October 2009 the company entered into licensing and purchase option agreements with Alcon, which is now taking Potentia's drug candidate through Clinical 2 trials with a to-market goal of 2014.
"The Business Plan Contest taught me how to ground a good idea in the reality of industry by talking to as many people as possible. That was a very good discipline that I still apply," says Machiels, a partner at private equity firm Pegasus Capital Advisors. "I also learned to work with scientists. They're brilliant, so they'll always have new ideas, but if you can't focus them on what you need to achieve as a company, you're toast."
Grace Under Pressure: Daniel Gulati and Vivian Weng competed in the contest as first-year students and launched FashionStake in September 2010.
Daniel Gulati and Vivian Weng (both MBA '11) were semifinalists in the 2010 contest with FashionStake, a "community-curated marketplace for independent fashion" that circumvents the traditional department store model by giving consumers a voting voice to determine which pieces by new, independent designers will be offered for sale on the site. Those who vote for the winning item of the day receive credits and rewards. The business launched last September as the pair began their second year at HBS; graduation has brought an end to juggling classes and visits to New York (where FashionStake is based).
"The contest worked as a forcing mechanism for us," Gulati says. "Without the discipline of deadlines and deliverables we might have flamed out at the first hurdle."
"For us, the main goal wasn't to make it to the finals or win, it was to get good feedback that would help us understand how VCs would be looking at our business model," adds Weng. (Battery Ventures and a few private investors bought into FashionStake's vision early on.)
FashionStake and other consumer Internet companies have benefited from a decrease in the cost of buying and maintaining technology hardware. "You've seen the cost of launching a new company go from $10 to $15 million down to $500,000 to $1 million," comments MBA Class of 1954 Professor of Management Practice Joe Lassiter. "Since I came to the School in 1996 I've also seen more and more students who have already worked at consulting companies and I-banks arrive with the attitude of been there, done that, let's try something new."
Reaping Dividends: As a founding member of the team behind New Leaders for New Schools, Benjamin Fenton is driven by his vision of a system-wide, scalable model for education reform.
Photo by Katherine Lambert
For participants in the social venture track, the "something new" focuses on creating social value through a nonprofit, for-profit, or hybrid model business plan. In 2000, when Benjamin Fenton (MBA '00) and Monique Burns (MBA '93) entered the contest with New Leaders for New Schools (NLNS), a separate track had not yet been created. (The team also included Ed School students Allison Gaines, Michael Johnston, and Jon Schnur.) A national nonprofit that recruits and prepares promising candidates to become school principals, NLNS helps place its trainees in urban public schools and provides them with ongoing support once they become principals.
"In the semifinal round we finished with the highest score from a couple of judges and a dead zero from those who pointed out that they were asked to rate plans on financial return," says Fenton.
"I didn't think I'd be working on NLNS for more than three months after the contest," he adds, noting that he'd already accepted an offer from McKinsey. Yet the team received overwhelmingly positive verbal feedback from some judges and offers of funding. "We need to do this work now," is how Fenton sums up the collective realization at the time that they shouldn't pass the idea along to a new team of executives. It wasn't an easy decision to make, given the financial implications, but as Fenton recalls, "It still felt like the right timing. It was the height of the dot-com boom, so lots of people in my class were taking risks."
Eleven years later, that bet is more than paying off. As chief strategy and knowledge officer, Fenton is part of an executive team that has seen NLNS expand from training 13 aspiring principals in two cities to training more than 700 candidates across twelve urban centers last year. Early research shows that students in schools led by NLNS principals are outperforming their peers, but Fenton remains driven by his vision of a system-wide, scalable model for education reform that recognizes the achievement potential of all students, regardless of background or circumstance.
Passion for another kind of far-reaching change was the driving force behind Diagnostics For All (DFA), a nonprofit offering a low-cost, point-of-care diagnostic tool that won top honors in the 2008 social venture track in addition to snagging the top prize in the MIT $100K Entrepreneurship Competition. DFA's six-person team came together in the interdisciplinary MBA course Inventing Breakthroughs and Commercializing Science and included members with medical, science, public health, and business backgrounds from HBS, MIT, and across Harvard University. The realization that DFA's product had the power to impact the health of millions rallied the team, recalls Jon Puz (MBA '08), a director of account management at the health-care consultancy Carol Corp. (Puz continues to serve DFA in an advisory role; DFA's original team also included doctors Gilbert Tang, MBA '08, and Krishna Yeshwant, MD/MBA '09.)
"Negotiating the people challenges involved in launching a company was a great learning experience for me as a future general manager," Puz says. "Working on the business plan for DFA was an incredibly intense experience. I had more 6 a.m. nights during that time than anything I did during all my consulting days before business school."
DFA's breakthrough is a postage stamp–sized square that wicks biological fluids, such as blood or saliva, through treated paper to provide instant diagnostic results in parts of the developing world where lab facilities are nonexistent. In its first application, the paper chip, which costs only pennies to produce, monitors liver function and the adverse side effects of the powerful drugs used to treat HIV/AIDS and TB. In February, DFA's reach broadened when the Gates Foundation continued its support by awarding the group a $2.99 million grant to develop agricultural diagnostics for rural farmers in sub-Saharan Africa to detect milk spoilage, corn mold, and a cow's breeding status.
"The entrepreneurial bug has definitely bitten me," says Puz. "Taking an idea and turning it into reality is a difficult, ambiguous process. But it's one of the most exciting, gratifying things I've ever done."
The tension mounts in Burden as the finalists of this year's contest make their pitches. Each plan presents a solid solution to an unmet need, so much so that it seems virtually impossible to pick just one.
In fact, the strong field forces a new coda to the contest's history when Baby.com.br ("Brazil's one-stop shop for baby products online") and BOSS Medical (a minimally invasive device for the extraction of bone graft during spinal fusion procedures) are both awarded top honors in the business venture track. In the social venture track, Sana Care wins with its low-cost mobile technology solution to performing cardiac diagnostic services in emerging markets.
With trophies hoisted and handshakes all around, another contest comes to a close. A winning participant bounds up the stairs of Burden before the crowd has even dispersed — for him, and others, the next chapter begins now.
Jess Muse
MBA 2012, Section G
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Alex Stratoudakis
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Emma Taylor
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Alison Wagonfeld
MBA 1996, Section A
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Bill Nussey
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MBA 1997, Section B
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Tal Riesenfeld
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Alec Machiels
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MBA 2011, Section J
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MBA 2000, Section D
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Jon Puz
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Gilbert Tang
Accelerating a Gas-on-demand Startup
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Buffett Protégé Britt Cool to Start Own Firm
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Wikipedia: Within industry, piping is a system of pipes used to convey fluids (liquids and gases) from one location to another. The engineering discipline of piping design studies the efficient transport of fluid.
"Piping" sometimes refers to Piping Design, the detailed specification of the physical piping layout within a process plant or commercial building. In earlier days, this was sometimes called Drafting, Technical drawing, Engineering Drawing, and Design but is today commonly performed by Designers who have learned to use automated Computer Aided Drawing / Computer Aided Design (CAD) software.
Piping also has many other industrial applications, which are crucial for moving raw and semi-processed fluids for refining into more useful products. Some of the more exotic materials of construction are Inconel, titanium, chrome-moly and various other steel alloys.


1.) I'm interested in getting started but I'm afraid I may not be able to keep up. What can I do to prepare on my own before coming for my first workout?
Nothing! Trust us, and most importantly, trust yourself! What we do here is unlike anything you have ever done or probably ever will do again anywhere else. However, just be aware of the fact that something new doesn't equal something impossible. We understand that not everyone is coming to us to become an athletic superstar, so our goal is to make you the best you can be based on your limitations. We're not here to give you insane tasks to complete and make you puke or pass out, we're here to help you train to your fullest potential as an individual...whatever that might be. Our mission is to help you test your limits, help you see how far you can go, and then expand your capacities over time. We've got men and women of all shapes and sizes with ages ranging from 14 to 66. If they can do it, so can you! All we ask is that you come to us with a positive attitude and be ready to work for what you want...we'll take care of the rest!
2.) How do I get there?
CLICK HERE for directions. We're also conveniently located a short walk from the Harrison Metro North Station. We're just minutes from Pelham, New Rochelle, Larchmont, Mamaroneck, Rye, Port Chester, Greenwich, Cos Cob, Riverside, and Stamford!
3.) What is different about Harrison Strength & Fitness?
The primary difference between us and similar gyms is that we provide numerous outlets for athletic development. Essentially, instead of following an overall one-size-fits-all approach, we provide the resources for those who prefer to specialize in a particular area or focus on one particular goal (ie., strength training, weight loss, preparation for a specific sport, etc) Everyone has something that they are good at. Our goal here is to find out what that is and make you the best at it that you can possibly be. Of course we will help you improve on your weaknesses, but we don't try to turn individuals into what they are not by forcing everyone into one particular program. If you're into endurance events, great! We have an endurance team that competes in 5ks, 10ks, half-marathons, Tough Mudders, Spartan Races, etc. If you're into strength sports, great! We have a strength team that competes in Strongman and Powerlifting. I think you get the picture here!
We create very structured programs with specific adaptation goals in mind as opposed to the constantly varied and somewhat random daily workouts which are typical at most places. While doing something completely different every day may be fun, it may not be ideal for your long term goals (CLICK HERE). We also run much smaller groups than most gyms. Our group training sessions are capped at an absolute max of 15 athletes.
Furthermore, we set very high expectations for our members. Here, you won't get a pat on the back for simply showing up. We not only expect you to be dedicated, but we challenge you to raise your personal expectations and truly test your limits. Our coaches are also held to a higher standard as well. While many similar gyms require nothing more than just a weekend certification, our instructors here have numerous years of hand on training experience and are also required to complete continued education courses.
4.) What about personal training?
For those of you who prefer to receive instruction in a more personalized setting, our coaches are always available for private sessions! Personal training sessions can be scheduled for any time that best suits your schedule. CLICK HERE for more details!
5.) Isn't it expensive to train with you guys?
Every gym is going to be priced differently depending on what you are getting at that particular location. Similar gyms generally range from $125.00 to $250.00 per month depending on what services are offered. If your only goal is to do something different every day and essentially do the same exact workout as 30 other people in a room, then paying $250.00 a month really doesn't make much sense. If on the other hand, you have goals that extend beyond following the same exact program as everyone else, you should definitely expect to pay more than $125.00 a month for the option of having something more specific tailored to your needs.
In comparison to joining a typical "health club", yes of course training at our gym definitely costs much more at first glance. But consider what you REALLY get for the price you are paying there. Do you have an experienced coach creating a daily program for you? Do you have access to coaching at a moments notice? Does that gym fee include nutritional counseling or one-on-one time with a coach? Do you even know the name of the person working out next to you? Are you seeing the exact results that you want? And are you even inspired to show up to your gym? Probably not! At a typical gym you get a bunch of machines and anything more than that is extra money, right? Most "health clubs" provide the bare necessities and then hope you don't show up. They are banking on you not knowing what to do and eventually not coming in anymore so they can keep taking your money and not have you put any wear and tear on their equipment (CLICK HERE).
Paying us $8 to $16 per session (depending on your membership option) for STRUCTURED TRAINING SESSIONS with access to coaches EVERY DAY and actually seeing the results that you want is a very small price to pay in comparison to what you're receiving. Just 1 session per week with a personal trainer at a typical gym would cost you $400.00+ every month (not including a membership fee)! So, expensive? You decide!
6.) Do I have to be an athlete to train here?
Not at all! The only two things you are judged on here are your ATTITUDE and your EFFORT. A large number of our members have never played competitive sports or even stepped foot in a gym prior to working with us. Our goal is to help you set realistic goals and be the best you can be within whatever limitations you may have. After your initial evaluation, we'll have an accurate picture of what you are currently able to do and we simply build on that base and expand your capabilities little by little. Over time, you'll be reaching goals that you never may have thought were possible!
7.) Why do you train the way you do?
Our primary focus is on becoming the most functionally fit human beings we can possibly be (looking prettier just happens to be an inevitable side effect!). Think about this... Generally speaking, who are the most physically and visually fit people on the planet? Athletes! Have you ever seen a real athlete train? They are not using those comfy little pin-selectorized machines or on the elliptical flipping through the latest edition of Shape or Muscle & Fitness...they are lifting heavy things, sprinting, jumping, using kettlebells, doing plenty of pull-ups and other calisthenic movements, etc. So, if your goal is to perform and look like them, why would you not train like them?! Also, look at it this way, we think it makes much more sense to push a prowler today than to push a rollator tomorrow.
8.) Ok, so what now?
Stop reading and CLICK HERE!


'This is the biggest issue in Australia' – the Centrelink debacle is getting worse with Aussies forced to pay back money they never owned.
Just before Christmas we wrote about pregnant mum Heather McCabe being unfairly treated by Centrelink with payments cut off, now the whole Centrelink debacle is getting worse, with more Australians each day revealing they have been slugged with demands to pay back tens of thousands of dollars they don't owe.
Furious Aussies, many of whom were on the dole for only a brief period years ago, are demanding action from the Government, which is denying a problem exists.
Michael Griffin, a filmmaker from Brisbane, told news.com.au he would go so far as to call what is happening "extortion".
The 34-year-old received a standardised letter just before Christmas telling him there was a discrepancy between the income he reported to Centrelink in 2013, when he was unemployed for three months, and the data held by the Australian Taxation Office.
After he went online and confirmed he had earned $26,000 over the year — he only had the option of yes or no — the automated system told him he owed $3000 back in welfare payments. It had simply divided his income into fortnightly chunks for the whole year.
"It was a shock," said Mr Griffin. "I'm still not a high-income person, I don't have $3000 lying around, I don't think many people do.
"My case is so obviously incorrect. It's just ridiculous.
In mid-December it emerged that Centrelink's new automated system was sending out 20,000 letters each week inaccurately demanding repayments from people like Mr Griffin. Since then, more horror stories are emerging every day as the compliance system refers pensioners, single mothers and disabled people to debt collectors for non-existent debts.
"I think it's the biggest issue in Australia at the moment," Mr Griffin said. "It's guilty until proven innocent and the burden of proof is on the receiver. The Government is exploiting legislation to bypass the legal process. They don't seem to be respecting the law.
"They should get humans involved. The computers have proved they're not trustworthy.
Many of the people sharing their stories on social media with the hashtag #notmydebt had the same issue, in which the system divides income into a fortnightly average. Others had different problems, including finding Centrelink was registering the same employer as two different ones because of a slight alteration in spelling.
For example, a woman employed by "University of Melbourne" and "Uni Melbourne" received a letter demanding $20,000 because the system believed she had a second full-time job, paying the same as the first.
Social media users described being left on hold for hours or being told they could only resolve issues online when the website wasn't working. One said Centrelink sent messages to her old address and email before bringing in a private debt collector within a few weeks.
Witnesses report chaos in branches as streams of scared and frustrated people attempt to sort out the mess.
Despite the steady stream of similar tales, Social Services Minister Christian Porter this morning maintained the automated system was working "incredibly well".
He told ABC radio less than one per cent of review letters had resulted in complaints and said they were not "debt letters" but "polite letters".
"The initial letter that goes to the welfare recipient saying that an issue has arisen, that there may be a discrepancy and we require some further information," he said.
"The complaint rate is running at 0.16 per cent. That's only 276 complaints from those 169,000 letters. That process has raised $300 million worth of money back to the taxpayer which was overpaid.
"What this system is doing is raising real debts around real overpayments based on real cross referencing of evidence.
He said people on Centrelink had a responsibility to ensure their information was correct, with claimants like Mr Griffin expected to visit their local branch in person to provide years-old pay slips. However, some no longer have the information or have other difficulties, such as their former employer no longer existing.
With the review process taking months, vulnerable Aussies may be forced to pay debts they don't owe or face losing their benefits and potentially their homes. Independent MP Andrew Wilkie — one of many calling for the system to be shut down — said people calling his office about Centrelink had talked of suicide.
Minister for Human Services Alan Tudge remains on holiday with family, but calls are growing for him to come back to Australia and deal with the issue. Shadow Minister for Human Services Linda Burney said she had written to him to request the system be suspended while the glitch is fixed.
"My office has been inundated by calls and emails from honest people who have been wrongly accused of fraud," she told news.com.au in a statement. "The fact is the Turnbull government considers people guilty until they prove themselves innocent — that isn't right and it isn't fair.
"I've already written to Minister Tudge asking him to pause the program and stop recouping false debts until the system is fixed, I'm still waiting for a response. In the meantime people have spent their Christmas and new year season anxious about thousands of dollars of debt that they know they don't owe but which they are being forced to pay.
"No-one in the government has had answers over the last few weeks — I heard Minister Porter say the program was going well, he obviously hasn't checked his emails over Christmas.
The Department of Human Services said 72 per cent of clients who received letters of demand since September had resolved their cases online, and only 2.2 per cent were asked to provide supporting paperwork. General manager Hank Jongen has urged people with problems to contact him direct on hank@humanservices.gov.au.


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Rumsfeld Reaction: 4 Policy Battles That Could Shape Our Military
By Noah Shachtman
When President Bush appointed former CIA Director Robert Gates (right) to the Defense Secretary post, several of Donald Rumsfeld's pet projects began to enter the political crossfire.
Defense Secretary Donald Rumsfeld's resignation was, of course, all about Iraq. But the implications of Rumsfeld's departure go way, way beyond the conduct of today's war. At stake lies the shape of America's military for decades to come.
Over his nearly six-year tenure at the Pentagon, Rumsfeld came to personify a number of technology-heavy efforts to remake the armed services. His presumptive successor, Robert Gates, is going to have to make big decisions about what happens to those projects, soon after he settles into his office in the Pentagon's E-Ring. Among the Defense Department's new choices are four programs that defined Rumsfeld's administration but could soon become targets:
WIFI TROOPS
Rumsfeld became a champion of the idea that the American military had to change itself--from an array of heavy, plodding forces to a reconfigurable collection of lighter, quicker, better-networked units. Every vehicle, every commander, every drone and every grunt would eventually be connected to a wireless Internet for combat, under the doctrine known alternatively as "revolution in military affairs" or "force transformation." By sharing so much information, U.S. forces would be able to make decisions lightning-fast, outmaneuvering and outwitting any foe. Missions that used to take countless thousands of soldiers could be accomplished with a few wired-up troops, the theory went.
Faith in "transformation" is one of the big reasons why Rumsfeld overruled his generals, and cut the invasion force for Iraq by more than half. It explains, in part, why troop levels were kept low, even as the war effort began to unravel. And the guiding star of "transformation" kept research and development funds for a networked military flowing, even as a cash crunch hit the rest of the military.
MISSILE MONEY
Before he joined George W. Bush's cabinet, Donald Rumsfeld was a leading advocate for the ballistic missile defense system. Under his watch, spending on the effort grew to $10 billion a year, making it the biggest item in the Pentagon's $70 billion annual budget for new weapons. Interceptors were installed in Alaska, and on ships stationed in the Pacific.
But the main goal of the program remains elusive. There's never been a full-scale, realistic workout of the Alaska system. And it's unclear whether all those billions could even stop a single ballistic missile from striking the United States. North Korea's recent nuclear and missile tests seem to underscore the need for some kind of ballistic protection.
So much of what the military does these days--from spying on adversaries to guiding drones to relaying orders--relies on satellites. Since 2001, Rumsfeld has been publicly worrying about a "space Pearl Harbor" that could jeopardize those orbital assets.
He's also been steering tens of billions of Defense Department dollars into beefing up the American space force--including nearly a billion per year on technologies that could be used for weapons in space. But those projects have become notorious in defense circles for missing deadlines and busting budgets.
WHICH FOE?
Perhaps the biggest question facing any new successor in the Pentagon isn't about America's forces, but about our enemies. For years, there have been two camps at war in the Pentagon. One wants to focus on waging the "Long War" against Islamic extremism--spend more on the infantrymen and Marines on the front lines of that struggle. The other thinks that the wars in Iraq and Afghanistan are anomalies, even distractions; China is the big threat on the horizon, and America needs new fighter planes and destroyers to counter that threat.
Rumsfeld never really picked between the two factions. He kept up spending for next-gen stealth fighters and got Congress to devote nearly a trillion dollars to Afghanistan and Iraq. With new Democratic leaders on the Hill who tend to focus more on ground efforts than weapons sytems, the Pentagon may not have the same flexibility. Sooner or later, it's going to be time for Gates to choose.
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text:
Q: How to write byte array without OOM? I have an android app which handles some large byte array but I am getting some OOM crash in my Firebase Crashlytics reports for devices with low memory while handling byte array whose size may go from 10 mb to 50mb. Below is my method that I have used. So could anyone help me to improve it to avoid OOM.
 byte[] decrypt(File files) {

    try {
        FileInputStream fis = new FileInputStream(files);
        SecretKeySpec sks = new SecretKeySpec(getResources().getString(R.string.encryptPassword).getBytes(),
                "AES");
        Cipher cipher = Cipher.getInstance("AES");
        cipher.init(Cipher.DECRYPT_MODE, sks);
        CipherInputStream cis = new CipherInputStream(fis, cipher);
        ByteArrayOutputStream buffer = new ByteArrayOutputStream();
        int b;
        byte[] d = new byte[1024];
        while ((b = cis.read(d)) != -1) {
            buffer.write(d, 0, b);  //this is one of the line which is being referred for the OOM in firebase
        }

        byte[] decryptedData = buffer.toByteArray();//this is the line which is being referred for the OOM in firebase
        buffer.flush();
        fis.close();
        cis.close();
        return decryptedData;
    } catch (Exception e) {
        e.printStackTrace();
        return null;
    }

}

EDIT
Actually I am using the above method for decrypting downloaded audio files which are encrypted during downloading.
The above methods return the content of the encrypted files to exoplayer to play its content and I am calling the above method in the following way
ByteArrayDataSource src= new ByteArrayDataSource(decrypt(some_file));
Uri uri = new UriByteDataHelper().getUri(decrypt(some_file));
DataSpec dataSpec = new DataSpec(uri);
src.open(dataSpec);
DataSource.Factory factory = new DataSource.Factory()
 {
   @Override public DataSource createDataSource()
   {
      return src;
   }
 };
audioSource = new ProgressiveMediaSource.Factory(factory).createMediaSource(uri);

A: First of all, I would make sure that the devices where this is running have enought heap memory to run this, it might be that simply the software has already been allocated with a lot of space and there might not be much more left on the heap to provide the software. This operation should not require much memory and I don't see anything obvious that would point towards trying to allocated and unexpectadely large amount of memory.
What I would recommend though, if you want to hav a quick test is actually simply lowering the byte array size, any particular reason why you are using 1024?
If possible perhaps try:
byte[] d = new byte[8];

Also, If that was me, I would store the read data temporarily, on an array perhaps and only once the read of the cypher has finished, I would call
buffer.write()

From my experience, trying to read and write at the same time tens to not be advised and can result in serveral issues, at the very least you should make sure you have the whole cypher and that it is a valid one (if you have some validation requirements) and only then send it.
Again, this should not be the core issue, the device seems that it is lacking enough availalbe memory to be allocated, perhaps too much reserved memory for other processes?

A: You should consider of writing the decrypted data to a tempfile and then reload the data for usage.
The main reasons for the Out of memory error are the ByteArrayOutputStream AND
byte[] decryptedData = buffer.toByteArray(), because both of them hold the complete (decrypted) data and that doubles the memory consumption of your decrypt method.
You could avoid this by decrypting the data to a tempfile in the first step and later load the data from the tempfile. I modified the decrypt method to handle the decrypted output stream and later there is a method for reloading the decrypted data (there is no propper exception handling and for my testing I setup a static encryptPassword-variable ...).
There is just one part left for you - you need to find a good place for the tempfile and I'm no Android specialist.
Just two notes: You are using the unsecure AES ECB mode and the String to byte[]conversion for your password should be
changed to
.getBytes(StandardCharsets.UTF_8)

on ecryption and decryption side to avoid errors caused by different encodings on different platforms.
public static void decryptNew(File files, File tempfiles) {
    try (FileInputStream fis = new FileInputStream(files);
         BufferedInputStream in = new BufferedInputStream(fis);
         FileOutputStream out = new FileOutputStream(tempfiles);
         BufferedOutputStream bos = new BufferedOutputStream(out)) {
        byte[] ibuf = new byte[1024];
        int len;
        Cipher cipher = Cipher.getInstance("AES");
        SecretKeySpec sks = new SecretKeySpec(encryptPassword.getBytes(),"AES"); // static password
        // SecretKeySpec sks = new SecretKeySpec(getResources().getString(R.string.encryptPassword).getBytes(),"AES");
        cipher.init(Cipher.DECRYPT_MODE, sks);
        while ((len = in.read(ibuf)) != -1) {
            byte[] obuf = cipher.update(ibuf, 0, len);
            if (obuf != null)
                bos.write(obuf);
        }
        byte[] obuf = cipher.doFinal();
        if (obuf != null)
            bos.write(obuf);
    } catch (BadPaddingException | IllegalBlockSizeException | InvalidKeyException | IOException | NoSuchAlgorithmException | NoSuchPaddingException e) {
        e.printStackTrace();
    }
}

public static byte[] loadFile(File filename) throws IOException {
    byte[] filecontent = new byte[0];
    FileInputStream fileInputStream = null;
    try {
        fileInputStream = new FileInputStream(filename);
        // int byteLength = fff.length();
        // In android the result of file.length() is long
        long byteLength = filename.length(); // byte count of the file-content
        filecontent = new byte[(int) byteLength];
        fileInputStream.read(filecontent, 0, (int) byteLength);
    } catch (IOException e) {
        e.printStackTrace();
        fileInputStream.close();
        return filecontent;
    }
    fileInputStream.close();
    return filecontent;
}

After loading the tempfile content to the byte array you can delete the file with a one-liner (again no exception handling):
Files.deleteIfExists(tempFile.toPath());

A: I'm writing a second answer and do not edit my first answer as it is a total different approach to solve the problem.
As you post a part of your code I can see that you have a byte array with the complete and decrypted content that gets played by the exoplayer:
output:
byte[] decrypt(File files)
as input for
ByteArrayDataSource src= new ByteArrayDataSource(decrypt(some_file));

So to avoid double and moretime memory consumption when playing with large files (approx. 50mb) my approach it is to download the complete encrypted file and save it in a byte array.
On devices with a good memory equipment you can decrypt the encrypted byte array in one run to another byte array and play the music from this decrypted byte array (step 6 + 8 in my sample program).
Using a low memory device you decrypt the byte array in chunks (in my program in 16 byte long blocks) and save the decrypted chunks at the same place in the encrypted byte array. When all chunks got processed the (former) encrypted data are now decrypted and you used the memory of just one byte array length. Now you can play the music from this byte array (steps 7 + 8).
Just for explanation, steps 1-3 are on server side and in steps 3+4 the transmission takes place.
This example uses the AES CTR mode as it provides the same length for input and output data.
In the end I'm comparing the byte arrays to prove that the decryption was successful for steps 6 (direct decryption) and 7 (decryption in chunks):
output:
Decrypting 50mb data in chunks to avoid out of memory error
https://stackoverflow.com/questions/62412705/how-to-write-byte-array-without-oom
plaindata  length:    52428810
cipherdata length:    52428810
decrypteddata length: 52428810
cipherdata parts in 16 byte long parts: 3276800 = rounds for decryption
cipherdata moduluo  16 byte long parts: 10 + 1 round for rest/modulus
cipherdata length:    52428810 (after decryption)
plaindata equals decrypteddata: true
plaindata equals cipherdata: true

code:
import javax.crypto.Cipher;
import javax.crypto.spec.IvParameterSpec;
import javax.crypto.spec.SecretKeySpec;
import java.security.GeneralSecurityException;
import java.security.SecureRandom;
import java.util.Arrays;
import java.util.Random;

public class EncryptionCtrSo4 {

    public static void main(String[] args) throws GeneralSecurityException {
        System.out.println("Decrypting 50mb data in chunks to avoid out of memory error");
        System.out.println("https://stackoverflow.com/questions/62412705/how-to-write-byte-array-without-oom");
        /*
         * author michael fehr, http://javacrypto.bplaced.net
         * no licence applies, no warranty
         */

        // === server side ===
        // 1 create a 50 mb byte array (unencrypted)
        byte[] plaindata = new byte[(50 * 1024 * 1024 + 10)];
        // fill array with (random) data
        Random random = new Random();
        random.nextBytes(plaindata);
        // 2 encrypt the data with aes ctr mode, create random keys
        SecureRandom secureRandom = new SecureRandom();
        byte[] key = new byte[32]; // 32 byte = 256 bit aes key
        secureRandom.nextBytes(key);
        byte[] iv = new byte[16]; // 16 byte = 128 bit
        secureRandom.nextBytes(iv);
        SecretKeySpec keySpecEnc = new SecretKeySpec(key, "AES");
        IvParameterSpec ivParameterSpecEnc = new IvParameterSpec(iv);
        Cipher cipherEnc = Cipher.getInstance("AES/CTR/NoPadding");
        cipherEnc.init(Cipher.ENCRYPT_MODE, keySpecEnc, ivParameterSpecEnc);
        byte[] cipherdata = cipherEnc.doFinal(plaindata);
        System.out.println("plaindata  length:    " + plaindata.length);
        System.out.println("cipherdata length:    " + cipherdata.length);
        // 3 transfer the cipherdata to app
        // ...

        // === app side ===
        // 4 receive encrypted data from server
        // ...

        // 5 decryption setup
        SecretKeySpec keySpecDec = new SecretKeySpec(key, "AES");
        IvParameterSpec ivParameterSpecDec = new IvParameterSpec(iv);
        Cipher cipherDec = Cipher.getInstance("AES/CTR/NoPadding");
        cipherDec.init(Cipher.DECRYPT_MODE, keySpecDec, ivParameterSpecDec);

        // 6 decryption in one run on high memory devices
        byte[] decrypteddata = cipherDec.doFinal(cipherdata);
        System.out.println("decrypteddata length: " + decrypteddata.length);

        // 7 decryption in chunks using the cipherdata byte array
        int cipherdataLength = cipherdata.length;
        int chunksize = 16; // should be a multiple of 16, minimum 16
        byte[] decryptedPart = new byte[chunksize];
        int parts16byteDiv = cipherdataLength / chunksize;
        int parts16byteMod = cipherdataLength % chunksize;
        System.out.println("cipherdata parts in " + chunksize + " byte long parts: " + parts16byteDiv + " = rounds for decryption");
        System.out.println("cipherdata moduluo  " + chunksize + " byte long parts: " + parts16byteMod + " + 1 round for rest/modulus");
        for (int i = 0; i < parts16byteDiv; i++) {
            cipherDec.update(cipherdata, (i * chunksize), chunksize, decryptedPart);
            System.arraycopy(decryptedPart, 0, cipherdata, (i * chunksize), decryptedPart.length);
        }
        if (parts16byteMod > 0) {
            decryptedPart = new byte[parts16byteMod];
            cipherDec.update(cipherdata, (parts16byteDiv * chunksize), parts16byteMod, decryptedPart);
            System.arraycopy(decryptedPart, 0, cipherdata, (parts16byteDiv * chunksize), decryptedPart.length);
        }
        System.out.println("cipherdata length:    " + cipherdata.length + " (after decryption)");
        // the cipherdata byte array is now decrypted !
        // 8 use cipherdata (encrypted) or decrypteddata as input for exoplayer

        // compare ciphertext with decrypteddata in step 6
        System.out.println("plaindata equals decrypteddata: " + Arrays.equals(plaindata, decrypteddata));
        // check that (decrypted) cipherdata equals plaindata of step 7
        System.out.println("plaindata equals cipherdata: " + Arrays.equals(plaindata, cipherdata));
    }
}

redpajama_set_name: RedPajamaStackExchange


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Lev Grinberg and the Meaning of "Symbolic Genocide" By Joel Fishman,
Lev Grinberg and the Meaning of "Symbolic Genocide"
By Joel Fishman
Makor Rishon
Professor Lev Grinberg, Director of the Hubert Humphrey Center for Public Affairs at Ben Gurion University of the Negev, published of an article entitled, "Symbolic Genocide," in the Belgian daily newspaper, La Libre Belgique of 29 March 2004 in which accused Israel of perpetrating "symbolic genocide," against the Palestinian people. After reading some extracts of this article in translation, Education Minister Limor Livnat declared that Ben Gurion University can no longer serve as Lev Grinberg's academic home and communicated her position to the University's President, Professor Braverman. In its lead editorial of 25 April 2004, Haaretz, took a position that the Minister's intervention was outrageous, and that if Greenberg had committed the crime of incitement, he should be challenged in court, but basically, this professor's academic freedom deserved to be respected.
Rather than enter directly into a discussion of the public debate in Israel, our first step will be to give some of the original French text of the article in La Libre Belgique. We shall then place these statements into context and fill in some of the missing the missing steps of the author's reasoning process. The article's first paragraph gives a reasonable idea of Grinberg's views:
The murder of Sheikh Ahmad Yassin is part of a general policy carried out by the government of the State of Israel
which could be described as symbolic genocide. Incapable of getting beyond the trauma of the Shoah and the insecurity that it caused, the Jewish people, supreme victim of genocide, is currently inflicting a symbolic genocide on the Palestinian people. Because the world will not permit a total elimination, it is a partial annihilation that is going on. As a child of the Jewish people, and as an Israeli citizen, I condemn this abominable act and appeal to the international community to save Israel from itself; specifically, I exhort the European community to intervene in a direct and forceful manner to stop this blood bath. The complex ties between the Jewish people and Europe have not yet been severed, and it is time to act; not because Europe should exorcize its guilt, but indeed because it is also responsible for the future of the world.
The above is just the first paragraph, but in this compact statement Grinberg has managed to include quite a few different thoughts:
1. The Government of Israel has a policy of perpetrating symbolic genocide against the Palestinian people;
2. Israel suffers from the collective trauma of the Holocaust and, as a result, is behaving psychotically, which means that, having reached a state of collective insanity, this country is no longer responsible for its actions;
3. Having once been the victim, Israel is perpetrating the same crime against the Palestinians. Today's Israel is behaving in a manner similar to that of Nazi Germany;
4. Israel would carry out a full program of annihilation but is prevented from doing so, because the world will not permit it, which means that Israel's intentions are basically criminal (and that the Jewish State is criminal);
5. Because of its collective psychotic condition that results in irresponsible behavior and criminality, the world and particularly Europe must intervene, for its own good and to save Israel from itself. (Later in the text Grinberg recommends that such intervention be of the U.N. -- but not of the Americans).
Despite Grinberg's carefully formulated terminology, the term "symbolic genocide," or the real thing does not apply to Israel. The main reason why Ginberg's accusation lacks merit is that the Palestinians target Israeli civilians, while Israel in the exercise of its legitimate right of self-defense does not target Palestinian civilians. One may observe that Grinberg has actually reversed the role of the criminal and the victim, portraying Israeli society as being sick and attributing to it genocidal intent which does not exist, but may be clearly identified on the other side.
As Alan Dershowitz wrote, all the casualties of terrorist attacks are victims of murder in the first degree. Nothing that the Israelis have ever done can match the Palestinian targeting of civilians in murderous and even genocidal intent. To make his point, Dershowitz quoted Phyllis Chesler who wrote: "Israeli female fatalities far outnumbered Palestinian female fatalities by either 3 to 1 or 4 to 1. Israeli women and girls constituted almost 40 percent of the Israeli noncombatants killed by Palestinians. Of the Palestinian deaths over 95 percent were male. In other words, Palestinians purposefully went after women, children, and other unarmed civilians and Israelis fought against armed male soldiers who were attacking them." When one considers the Palestinian culture of suicide and death that makes human bombs out of young people, one is confronted with a real example of collective insanity. There is no comparison between Israel and the Jewish people with this society, and it is a disservice to give the other side equal moral status by resorting to a discussion of the "cycle of violence" and the use of such terminology as "tribal vengeance." Further, Israel has preserved its justice system in time of war, while the Palestinians have totally failed in this respect.
Grinberg negates and trivializes the unique experience of the Holocaust which is part of the collective Jewish heritage. And by implication, he compares the Israelis with the Nazis. Although Grinberg began with a discussion of "symbolic genocide," he has explicitly and without qualification made the accusation of criminal intent: that is, that given the opportunity, Israel would commit real genocide against the Palestinians. This means, that regardless of scale, "symbolic" or not, the full weight of the accusation is there. Actually, this accusation seems to be rather popular. Alan Dershowitz reported that Jose Saramago in March 2002 characterized Israeli efforts to defend its citizens against terrorism as "a crime comparable to Auschwitz." When Saramago was pressed about "Where … the gas chambers are?" he responded, "Not here yet." Similarly, the Telegraph (UK) of 28 April 2002 reported Prof. Martin van Creveld had predicted that, with the outbreak of war in Iraq, Israel would seize the opportunity to expel two million Palestinians. (The charge in this case is not genocide but ethnic cleansing.) In both cases, criminal intent is assumed. The accusation of the reversal of roles: of the victim becoming the aggressor is also not original. It has appeared before in Belgium. In his article, "Anti-Semitic motives in Belgian anti-Israel Propaganda," Joel Kotek wrote, "It is worthwhile noting the words of Simon-Pierre Nothomb…in the daily Brussels-based Le Soir of 18 December 2001: "How can such a talented and perceptive people as the Jews, who experienced so many atrocities and pain in flesh, blood, and spirit, accept today that its government and army inflict upon others who are not guilty of anything, precisely what they suffered themselves?" Grinberg seems to have quite a bit of company who appear to follow the same line. One might have expected something just a bit more original from a person who has declared himself a child of the Jewish people and committed himself to the pursuit of justice in this noisy and public act.
The next issue that must be addressed is the intent of such statements in the light of the current conflict. Our enemy is waging a guerilla war against the State, with the objective of bringing about its collapse by isolating it internationally, fomenting internal divisions, destroying its morale, and sabotaging the economy. In this form of conflict, which is fought primarily on the political level, a central objective is to destroy Israel's legitimacy and reattribute it to the Palestinians. To achieve this goal one must undermine any justification for the continued existence of the Jewish State. In this context, this article, written by a high level civil servant and published abroad, represents a particularly valuable asset for the other side in the propaganda war against Israel, because this political act undermines the consensus of support for Israel. (Further, a quick look at the web would reveals a strange coincidence: that the Palestinian Authority would very much welcome outside intervention, particularly of the UN.)
Haaretz has viewed the situation from a narrowly defined legal position, as to whether or not Grinberg's words consist of incitement. They may or they may not. There is more at stake here then freedom of speech, because Grinberg has in effect committed a political act of some consequence. He wrote, "Because the world will not permit a total elimination, it is a partial annihilation which is going on." The important issue here is the basic and fundamental assault on the legitimacy of the State which this accusation contains, because, if the State is criminal, its authority cannot be legitimate, and it then becomes a moral duty to oppose that illegitimate authority. This is the dangerous and harmful message that Professor Grinberg has propagated.


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Reni, Guido: The Baptism of Christ. Fine Art Print/Poster (4884)
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Guido Reni: The Baptism of Christ. Fine Art Print/Poster
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Guido Reni, (born Nov. 4, 1575, Bologna, Papal States [Italy]—died Aug. 18, 1642, Bologna), early Italian Baroque painter noted for the classical idealism of his renderings of mythological and religious subjects.
First apprenticed to the Flemish painter Denis Calvaert at the age of 10, Reni was later influenced by the novel naturalism of the Carracci, a Bolognese family of painters. In 1599 he was received into the guild of painters, and after 1601 he divided his time between his studios in Bologna and Rome.
In his early career Reni executed important commissions for Pope Paul V and Scipione Cardinal Borghese, painting numerous frescoes in chapels for these and other patrons. Among these works is the celebrated fresco "Aurora" (1613–14). In his religious and mythological paintings, Reni evolved a style that tempered Baroque exuberance and complexity with classical restraint. Such compositions as "Atalanta and Hippomenes" (1625) show his preference for gracefully posed figures that mirror antique ideals. In the later part of his career, Reni employed lighter tones, softer colours, and extremely free brushwork.
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Reni, Guido: The Assumption of the Virgin. Fine Art Print/Poster. Sizes: A4/A3/A2/A1 (002099)
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Reni, Guido: The Infant Jesus and St. John. Fine Art Print/Poster. Sizes: A4/A3/A2/A1 (002101)
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Interview with Martha Horrocks
On today's episode, Greg and Katelyn are speaking with Martha Horrocks! We're also testing out a video version of the podcast. We hope you like it.
Martha, also known as @martha_speech on instagram, is a Maine-based S-LP. She is the owner of Martha Speech & Stuttering Therapy, a private practice providing speech/language teletherapy for school-age children. Martha is passionate about stuttering, and shares the latest research, treatment ideas, and resources with people who stutter, speech-language pathologists, educators, and parents on her Instagram page! Martha also specializes in teletherapy and creates interactive, digital activities to support therapy sessions. Prior to becoming a SLP, Martha received two other MEds (in Elementary Education and Special Education), and worked as a special educator. Throughout this interview, Martha shares her journey towards Speech-Language Pathology and speaks about her interest in stuttering. Martha gave us an interesting look into treating young people and children who stutter. We discussed the emotional component of stuttering and the importance of addressing this in therapy. Katelyn and Martha discussed why they think some S-LPs shy away from stuttering.
Theme music: Luca Dinu. Production Team: Luca Dinu, Dr. Paul De Decker, Katelyn Mayo, Greg O'Grady, Melanie Crane.


Description: Bust-length of subject wearing black suit, white shirt, and a blue patterned four-in-hand. His hair is dark and parted in the middle and he has a small, dark moustache. He is looking to his left, viewer's right.
Notes: Mayor 1904-1905; Lived Unknown; Cashier of Knoxville Banking Company.


The Boathouse was started by Spyros and Diane in 1989 as one of the first fish restaurants on Kamari Beach, at that time there was very little along Kamari Beach and nothing on either side or behind the original Boathouse. Restaurant Patrons walked for about 1/2 an hour along the rocky beach path from the then centre of Kamari (down near the cliff side) for some of the freshest fish on the island (caught by many of Spyros' good friends). Slowly Kamari built up all around and the beach road was put through to The Boathouse. In 1996 the hotel was formed and the Restaurant sold. Since that time The Boathouse added the pool and renovated a few times. Evie and Will "The Kids" are now involved and Evie has made The Blue Moon Bar (The Boathouse's Famous Pool Bar) into the heart of the hotel, with friendly sightseeing advise and world class cocktails, including a daily special invention by Evie! Will can be heard playing the guitar (and sometimes singing) some evenings at The Blue Moon Bar or behind the reception desk ready to help with any guest's needs (or even a brief history lesson on the volcano if you desire). Spyros has built the entire hotel with his own hands (a true labor of love) and does all of the hotel's odd jobs and hotel transfers. Diane does the reception and the bookings (if you email the hotel, Diane is who you will communicate with). Christos runs The Almira Restaurant (The Boathouse's Restaurant) to an award winning level of dining excellence and together with his staff make beach dining an absolute pleasure. Spyros' parents are also involved, if you get up early enough (for sunrise) you can often catch Theoni "Yaya" watering the garden and tidying the grounds. Manoli "Papoose" supplies much of the vegetable produce for The Almira Restaurant along with the mint for Evie's Mojitos, the eggs for breakfast, tomatoes and cucumbers for breakfast from his vegetable/pistachio farm (he also has vineyards which supply The Gaia Winery with the Assyrtiko grape variety - you can sample this at The Blue Moon Bar or The Almira Restaurant). Altogether, along with their numerous "Regulars" (returning customers who come back year after year.....some for 20 years now), they make up The Boathouse Family.


NOTE: In any of the routines below, to have Adobe Acrobat automatically open after printing to file, change the value of "OpenAfterPublish" to True. This is a handy way to review the output of the PDF, allowing you to make sure it was created correctly.
The next sample uses code to specifically print two worksheets to a single PDF file.
This code sample will save the entire workbook to a PDF.
This sample will prompt the user for a location to save the active worksheet as a PDF.
Is is possible to specify "2 pages per sheet" as you can with a physical printer? The end result would be two (or more) worksheet charts on one PDF page.
I believe that the code will inherit the default page setup. So if you have your normal print jobs coming out that way, it should replicate it.