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text:
IMPERFECT IS PERFECT
Mark Zuckerberg,
Founder & CEO of Facebook
Cameo appearances: Kara Goldin (Hint), Susan Danziger (Ziggeo), Sheryl Sandberg (Facebook), Dick Stockton (Hall of Fame)
Photography by Jacqui Ipp
About this episode:
Facebook's Mark Zuckerberg knows: Imperfect is perfect. If you're Steve Jobs, you can wait for your product to be perfect. For the rest of us, if you're not embarrassed by your first product release, you've released it too late. Transcript below.
"I have more fear that we aren't going to maximize the opportunity that we have than that we mess something up and the business goes badly."
- MARK ZUCKERBERG
"Show your work early. Show it often. And don't hole up in your garage and try to perfect your product on your own."
- REID HOFFMAN
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GUESTS ON THIS EPISODE
Mark Zuckerberg is the founder and CEO of Facebook, the social network that he originally launched as a student at Harvard, which now serves 1.8 billion people worldwide.
SUSAN DANZIGER
Susan Danziger is the founder and CEO of Ziggeo, an award-winning video integration platform.
Kara Goldin is the founder and CEO of Hint, a flavored-water start-up with eight-figure revenue.
"A lot of the decisions that I'm making are, 'OK, is this going to destroy the company?' Because if not, then let them test it."
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REID HOFFMAN: Mark Zuckerberg famously launched Facebook as an undergraduate student at Harvard. But to understand the origins of his success, I'd suggest going back. Way back.
MARK ZUCKERBERG: When I was 10, 11, or 12 years old—I used to mostly build games for myself. And I started off by making these terrible games—I made this game I remember about a snowball fight, that I could play with my sisters, and I think the graphics were literally stick figures. But I could get my sisters to play, because they'd prefer playing the game than actually having a snowball fight outside where we grew up in New York.
HOFFMAN: A lot of tech entrepreneurs tell stories about the basic games they built as a kid. But what sets Mark apart is that his story just keeps going and going.
ZUCKERBERG: My dad was a dentist. Growing up, one of the neat things was that his dental office was actually connected to our home. The dentists and hygienists needed to share data on the patients. So I built a system where he could communicate with folks across rooms, and can also communicate with me and my sisters upstairs—and I called it ZuckNet.
HOFFMAN: Um, guys, could you hold that effect until we get to Facebook?
ZUCKERBERG: Because it was basically our little network, inside the Zuckerberg home, and it was fun. Basically, that was the predecessor to probably a bunch of different social-software ideas that I explored over time, but very early on, very early on. And then, of course, AOL Instant Messenger came, and then everyone just used that.
HOFFMAN: Notice that ZuckNet actually beat AOL to market. As a teenage hacker, he was already moving faster than the industry giants. He didn't care if his product was perfect; he just wanted to get it out there. And I actually wish more entrepreneurs had the same carefree spirit of a teenage Mark. Because when it comes to launching a product, imperfect is perfect.
[THEME MUSIC]
HOFFMAN: I'm Reid Hoffman, co-founder of LinkedIn and partner at Greylock. On this episode, I'm going to make the case for embarrassing yourself as an entrepreneur. In fact, if you're not embarrassed by your first product release, you've released it too late.
Why? Because your assumptions about what your users want are never exactly right. You need to test a real product with real customers as soon as possible—basically the moment you have a bare bones version. It's the fastest way to build something users can't resist.
Show your work early. Show it often. And above all, don't hole up in your garage and try to perfect your product on your own. You'll be wasting your time. More fatally, you'll be wasting your opportunity.
If you're Steve Jobs, you can wait for your product to be perfect. But there are almost no Steve Jobs in the world. The way for most entrepreneurs to create a great product is through a tight feedback loop with real customers using a real product. Don't fear imperfections. They won't make or break your company. What will make or break you is speed—how quickly you'll build things that users actually love.
My friend Mark Zuckerberg is the perfect person to talk to about this. He has no qualms about rushing out an imperfect product. In fact, his famous mantra is "Move fast and break things"—and I'd argue that it's the foundation of Facebook's success. If Mark cares about anything, it's making sure his team moves with the swiftness of a teen hacker, releasing products that are anything but perfect, so their audience can improve them.
ZUCKERBERG: I think the strategy of Facebook is to learn as quickly as possible what our community wants us to do—and that requires a culture that encourages people to try things and test things and fail.
HOFFMAN: But how did he get Facebook's 17,000-plus employees to shed their perfectionist streaks? You're about to find out. We'll start Mark's story when he was an undergraduate at Harvard. By this time, he was in the habit of slapping together programs on the fly. He couldn't help himself.
ZUCKERBERG: I took this class, "Rome of Augustus." And the final exam—they were going to show some piece of art from the Augustan period in Rome, and you had to write an essay on the historical significance. And I was actually coding the first version of Facebook when I should have been studying for that, so a couple of days before the exam, I was like, "All right, I'm kind of screwed." This isn't something like math, where you could just show up, and figure out how to do the problem on the exam. You actually need to know the context of this, or else you can't write these essays.
HOFFMAN: Wait a second, rewind.
ZUCKERBERG: This isn't something like math, where you could just show up, and figure out how to do the problem on the exam.
HOFFMAN: Who does that? In any case, with the exam fast approaching, you might expect Mark to cut back on the coding. Instead, he doubled down on it.
ZUCKERBERG: I built this service where basically anyone in the class could go to it, and it showed you a random piece of art, and you could type in whatever context you thought was important. And then after that, it would show you everything that everyone else in the class had put in. So it was a study tool, but it kind of crowd-sourced exactly what people needed to know for each piece of art. And the professor ended up telling me after that, that the grades on the final were higher than they'd ever been before. And I ended up passing that class.
HOFFMAN: Imagine, for a moment, what would have happened if Mark was a little less hacker and a little more perfectionist. What if he took his time to get the "Random Piece of Art" program just-so? It might have looked nicer. It might have had more features. But he would have missed the opportunity to put it in front of his classmates when they needed it, and more importantly, would have missed the learning about how they used it.
But many of us—and I'm guessing most of Mark's Harvard classmates—have a tough time rushing things out. High-achieving people have a tendency to be perfectionists. And the same instincts that make us good students can make us lousy entrepreneurs. Susan Danziger has a great analogy for why this is so hard. She's the CEO of Ziggeo, a platform for recording and embedding high-quality videos online. And here's how she thinks about the perfectionist problem:
SUSAN DANZIGER: What you want to do as a start-up is release the draft paper, the one that you're sort of embarrassed for the teacher to read, the one that you would never actually hand in. We have to deprogram ourselves so that we actually release things that we are definitely, slightly embarrassed about.
HOFFMAN: Mark, as we've seen, is not the slightest bit embarrassed about releasing programs he slung together on a moment's notice. In fact, he relishes it. Most of his programs had a pragmatic purpose—an urgent reason why people would give them a try—like a fast-approaching final on ancient art. But many of his programs also served as social experiments. He was always fascinated by what interested people. And what interested them? Other people.
ZUCKERBERG: When I was getting started at Harvard, I was really interested in the idea of how people could come together to create an understanding of things that they couldn't do separately—so I built a lot of different tools in my time at Harvard. I built this thing Coursematch—at the beginning of the term, you're trying to figure out what classes you should take. And so basically, downloaded the course catalog, made something so that you could say what courses you were interested in taking. And you could just click through the classes, and it would say who is in them, and who is thinking of taking it. It was all text, so it shouldn't have been that fascinating, but people would just spend hours browsing this.
People just have such a thirst for understanding what's going on with the people around them in their community—that even something as simple as just understanding context around what courses someone is going to take, ended up being a really interesting thing—much more than you'd think.
HOFFMAN: Notice how user reaction changed the way Mark thinks. It gives him a new lens on what people want to do online. Their interest in the most mundane details of other people's lives consistently outstrips Mark's expectations. What do you think about Augustan art? What courses are you taking? Your peers want to know. And each time Mark hastily builds and releases a new social tool, it added more evidence to a theory he's held since childhood—the Internet changes the way we socialize.
ZUCKERBERG: I've always been very interested in how people communicate. I'm part of the first generation of folks who really grew up with computers and the internet, and that did shape a lot of my childhood, even beyond Zucknet. One of the interesting formative memories that I have of using computers, and thinking about communicating with computers, was I went to this school that was the next town over. So every day, I would take a bus over this bridge to get to school. And at the end of the day, I'd take a bus ride home, and all my friends would be on the other side of the bridge.
So in order to communicate with them—we didn't all have cell phones back then, so I was communicating on AOL Instant Messenger—and all the subtle signaling around "away" messages, and the status updates that you'd have, and idle times—and all these different things. So I grew up being very attuned to all the nuance, and the need for people to control how they were communicating about themselves, and the signals that they were sending, and the importance in how effectively you could communicate and keep in touch with people—even if they were on the other side of a bridge—your whole social community, every day when you went home. That definitely shaped a lot of my philosophy on products that we've now built, around messaging especially, and how that should work.
HOFFMAN: Mark kept building and testing tools for online communities. And the communities kept springing up faster and rowdier than he had ever imagined. So he picked up the pace: hacking and releasing, hacking and releasing. Among his coding projects, there was a photo mash-up he created as a prank, and then—there was Facebook. As an aside, you're about to hear Mark make a passing reference to the the film The Social Network—or "the movie" as he calls it. He considers it a work of pure fiction. With only one exception.
ZUCKERBERG: I'd done this prank Facemash, which was one of the only true things covered in the movie. It was not really a predecessor to Facebook, any more than any of these other things were. But it was this prank thing that I did—which was, OK, could you produce this common understanding of who people at the school thought was the most attractive? It's not something I'm very proud of now—it was not my best moment, and pretty mean-spirited, and I wouldn't do it now. But it was another one of these tools.
After I'd built a bunch of these things, I remember the Harvard Crimson was like, "How could someone go build these things in a few days, yet it's going to take the student government two years to build an online Facebook?" So I was like, "OK, that shouldn't be the case. I can pull this stuff together, and make it so that there's a utility that people can understand what's going on with all the students around them at their school—and we can pull this together in a few weeks." So that was kind of the early thing. I wanted it to exist at Harvard, and I was just really interested in this idea of how you could pull communities together to produce collective understandings around things, and wanted to use it for myself. So I built it at Harvard, and then kind of scaled it from there.
HOFFMAN: Mark didn't invent the concept of a social network. He had well-established competitors in the form of MySpace and Friendster. And he didn't consider himself in their league. It may sound hard to believe now, but Mark assumed Facebook would go the way of Zucknet. Then, he was just a student hacking away at a student project.
HOFFMAN: You're building the first version of Facebook. You didn't obviously think at that time: "This is a global social platform." What was your first thought in building Facebook?
ZUCKERBERG: I did think that someone was going to build a global social platform; I just thought that there was no chance it was going to be us. It wasn't even like I thought about it, and was like, "Oh maybe it'll be us, probably not." It wasn't even a question that I asked—of course it wasn't going to be us. There are all these companies out there that know how to build this stuff—and we weren't a company. I figured that somewhere in the world, people were doing the real thing, and I was just messing around in my computer-science classes. And I didn't realize until we actually got started with it, and kept going, that, hey, this actually was the real thing, and you can keep on scaling it and growing.
HOFFMAN: I've heard this refrain, "I didn't know it would be us," time and time again. Success has a funny way of sneaking up on the best entrepreneurs. They devote themselves to understanding and serving a teeny cohort of users. They don't always recognize that this intimate link is precisely what enables their product to evolve for the mass market. That's one reason I encourage entrepreneurs to release a product earlier than they'd like. Release, observe, react—over and over again.
It isn't just about speed, and it certainly isn't about sloppiness, but rather a precise dance between Facebook's tiny team and its growing user base. The users normally take the lead—but not always. Sometimes Mark had to break the choreography and give the users a twirl.
That's because you have to discern what users actually want. And Mark received an early education in the gap between what users say and what they do—particularly as he expanded the social network to new campuses.
ZUCKERBERG: We'd seen this funny dynamic where—we talked about how we started it at Harvard, and then we'd launch at Yale, and then all the people at Harvard would be like, "Oh, come on. Them?" And then it's at every step along the way. You go from Yale, and you launch at Columbia, and the people at Yale are like, "Aw really? Those guys?" We're at Indiana University, and Indiana State launches, and the people at Indiana University are like, "Come on." So we were used to this dynamic of people assuming that a change is like, "Why are you doing this?" but then coming around pretty quickly.
HOFFMAN: Notice the lesson Mark is learning here—he's learning how to listen. Each college said they didn't want another college to join—and then, as each new college joined, the network got stronger, and people liked it more. This is a great example of how entrepreneurs need to both listen to what users say, and selectively ignore them. People can't always accurately predict their own tastes or even their own interests.
For example, a baseline for Facebook is: other people are going to upload pictures about you, other people are going to tag them, and when those other people tag them, your friends are going to see them, possibly before you. Do you want that product, yes or no? Most people, described that way, would say, "I don't want that product! No, no, no! I don't want that product." And yet everyone's super happy with that product. People systemically are very poor at predicting their own reactions to new things.
Even as Mark became a savvy forecaster of what users want from Facebook, he still didn't think he was building a business. At the end of his second year at Harvard, in 2004, he and his co-founders left for summer break.
HOFFMAN: So what brought you to Silicon Valley?
ZUCKERBERG: I didn't mean to move out here. I'd been at Harvard for my freshman year, and then the summer between freshman and sophomore year, and then sophomore year is when I started Facebook. Dustin, my co-founder at Facebook, and I wanted to get out of Cambridge for the summer, so we're like, "Alright, where should we go to work on Facebook?" We're like, "All right, let's go to Silicon Valley. That's this mythical place where all these companies come from." And I remember we explicitly talked about, one day, we might start a company—and this was after we'd started Facebook.
So the clear implication was, one day we were going to create a company, but this was obviously not the company that we were going to create. By the end of sophomore year, I think there were about 28 or 30 schools that we had spread to, because literally people were just writing in from schools, saying, "Hey, can we get this at our school?" So we just ranked schools by how many requests we had for it, and then whenever we had enough server capacity, we would just launch at the school that had the most requests to us about wanting it. And so we moved out here for the summer, expecting to go back to school in the fall. We had our first round of investment that Peter Thiel led.
VOICE: Peter Thiel is the co-founder of PayPal and an early investor in Facebook.
ZUCKERBERG: And you participated in—so we're grateful for that, and I'm glad that that worked out well for all of us. But I remember we told Peter, we're going to go back to school in the fall. And he clearly just didn't believe us. So he was right, we were wrong. Come fall, we realized that it was just too much work to scale up to hundreds of schools, at that point, while doing a full course load. Harvard lets you take time off, so we're just like, "All right, we'll take a term off." And then that kind of just continued.
HOFFMAN: "Continued" is an understatement. To give you a sense of how quickly Facebook took off, we asked Hall of Fame sportscaster and podcaster, Dick Stockton, to offer the play-by-play of Facebook's growth over the next few years.
DICK STOCKTON: It's 2005, Facebook expands to 2,000 colleges.
They can't get enough!
By 2006, Zuck turns down a billion-dollar buyout.
Later that year, the genius programmer gets a $15 billion offer. Deeee-nied!
2008. This hacker-turned-internet titan drafts Sheryl Sandberg.
One year later, Facebook is profitable! Zuck's offense seems unbeatable.
By 2012, he takes Facebook public! I haven't seen a run-and-gun team like this since Doug Moe coached the Denver Nuggets.
By 2015, Facebook logs 1 billion active users.
What a ball game!
HOFFMAN: If you're a fan of Dick Stockton, you may be interested to know that he has a podcast of his own. It's called Stockton!, with an exclamation point.
Underlying all of Facebook's early achievements was a consistent philosophy, practiced every day by its employees—"Move fast and break things." This mantra was plastered all over Facebook's headquarters. Its core belief is to release products early—when they can still embarrass you—and iterate upon them quickly in response to what you learn from your customers. Do users love it? Do they hate it? Worst of all: Do they ignore it?
Maybe the product breaks under certain conditions. Maybe it's embraced by certain segments of your community, and rejected by others. Maybe they use it, but for a different purpose than you were expecting. The only way to learn these lessons is with real users in real settings.
ZUCKERBERG: I think when you're building Internet software that you can change every day, I think that there's really something to the strategy of just learn and go as quickly as you can. Even if not every single release is perfect, I think you're going to end up doing better over a year or two than you would be if you just waited to get feedback for a year of all your ideas. So that's really core. I think more than any single product that we're working on at this point, that focus on learning quickly is the strategy of the company.
HOFFMAN: This philosophy was born in the tech industry, but plenty of leaders apply these untraditional methods to more traditional industries. Take Kara Goldin. She's the founder and CEO of Hint Inc., a $90 million beverage company that sells water infused with fruit flavors. Personally, I love the cucumber. Kara puts this idea into practice. We reached out to her to learn how she thinks about releasing imperfect products—ones that people will drink. She starts off by debunking the idea that your product has to be perfect.
KARA GOLDIN: The number of entrepreneurs that I talked to that are in this holding pattern because they think that something needs to be perfect prior to bringing it to market is astonishing, frankly. If you're not OK with flying the plane as you're building it, then if that really makes you uncomfortable, and you get frozen, and you really can't move, then you're in trouble.
HOFFMAN: Kara made a bold decision not to add sugar or preservatives to her bottled drinks. And at first, this meant the drinks went bad really quickly. But she still wanted to know if people liked the flavor. So she started selling bottles of Hint even as she was scouring the world for ingredients that might extend its shelf life.
GOLDIN: We were really watching our product carefully, and making sure that the taste profile didn't change. And again, we knew that it only had a few weeks' shelf life. We were constantly watching it to make sure that it didn't, for example, grow mold—which in a non-preserved product, could. So I always tell entrepreneurs, "If you don't think that your product is perfect, but you think it's pretty good, and you want to actually figure out if it's going to get some sort of reception—get it into some stores." Just get it out there and you can always improve it along the way.
HOFFMAN: It is important to distinguish between digital world and the physical world—or as we like to say in Silicon Valley, the world of bits and the world of atoms. Because the world of bits is much more malleable and easy to refactor. Atoms are much more expensive. But every entrepreneur must walk this fine line between fixable and fatal. The important thing is that you push your experimentation to the limit. For Mark and his growing team at Facebook, the mantra of "move fast and break things" served as a rallying cry, and the philosophy made a lot of sense when they were a fledgling start-up. But when you have thousands of employees moving fast and breaking things, someone has to clean up their messes. As Facebook grew, Mark became aware of a growing tension between his hacker ethos—to move fast—and his responsibility as CEO to avoid breaking things on such a massive scale. Thus a new mantra was born: "Move fast…with stable infrastructure."
ZUCKERBERG: Well, it's less catchy.
HOFFMAN: But the best mantras do more than just sound good. They give you the resolve to make tough decisions.
ZUCKERBERG: So "move fast," I think, is interesting, because you actually have to be willing to give something up to get it. And the question is, "What are you willing to give up?" And early on, the trade was, "Move fast and break things." The idea was, we will tolerate some amount of bugs and flaws in the service of moving faster and learning what our community wants faster. But we got to a point where it was taking us more time to go back and fix the bugs and issues that we were creating than the speed that we were gaining by going faster.
So we're like, "OK, we need a new strategy to enable us to move fast." And what we came up with was: We're going to do this by building the best infrastructure. So an engineer who comes from any company is going to be able to ship their product faster here—and test it better, and move faster, and all these things—at Facebook, than anywhere else in the world. So that's what we mean by "Move fast with stable infrastructure." But again, we don't get it for free—we invest a huge amount in building infrastructure. So I think these values always come down to, what are you willing to give up to get something? Because they're not free—nothing is.
HOFFMAN: Mark concedes that "Move fast with stable infrastructure" is a clunky mantra. It doesn't have the snappy appeal of "Move fast and break things," but it adds guardrails to protect the company in its new phase. You can still release something bold and half-baked. You can still break things. Just don't break the infrastructure. Because the infrastructure is too slow to repair, and if you break the infrastructure, it will ultimately slow you down.
And with that new rule in mind, Mark laid the groundwork for mass experimentation on Facebook. How does it work exactly? One thing you should know about Facebook: It has many faces.
ZUCKERBERG: At any given point in time, there isn't just one version of Facebook running, there are probably 10,000. Any engineer at the company can basically decide that they want to test something. There are some rules on sensitive things, but in general, an engineer can test something, and they can launch a version of Facebook not to the whole community, but maybe to 10,000 people or 50,000 people—whatever is necessary to get a good test of an experience. And then, they get a readout of how that affected all of the different metrics and things that we care about. How were people connecting? How were people sharing? Do people have more friends in this version? Of course, business metrics, like how does this cost the efficiency of running the service, how much revenue are we making?
It can even kick off qualitative studies and ask people how happy they are with this version. And then at the end of that, the engineer can come to their manager and say, "Hey, here's what I built, these are the results. Do we want to explore this further and do this?" And giving people the tools to be able to go get that data without having to argue whether their idea's good through layers of management before testing something, frees people up to move quicker. If the thing doesn't work, then we add that to our documentation of all the lessons that we've learned over time. If it does work, then we can incorporate those small changes into the base of what Facebook is—that now everyone else who is trying to build an improvement, that's the new baseline that they need to get against.
HOFFMAN: And here's the thing. To really give your employees the freedom to experiment, you have to get comfortable with embarrassment. I asked Sheryl Sandberg, Facebook's Chief Operating Officer, to tell the story of a legendary embarrassment that's now part of company lore.
SHERYL SANDBERG: So we have a very famous story at Facebook about a young summer intern named Ben who wanted to help figure out how we could not take the site down, and to understand how we can recover from bugs triggered. So he triggered the bug, and took the site down for 30 minutes. You know, in our industry, that is crazy. He got hired full-time, and they started calling what he did "Ben Testing." We put things in place so that you wouldn't take the site down, but it was the celebration of, "That was a good idea—not well executed—but we still want to do those tests." I think being pretty open about where we make mistakes—Mark does it, I do it, I make mistakes all the time.
HOFFMAN: This willingness to hazard mistakes isn't just liberating for Facebook's employees. It enables Mark to focus on the things that matter.
ZUCKERBERG: It creates this mode of running the company where what I do is I figure out what the high-level directions I think we should go in are, who the best people are to work on those things. But then on a day-to-day basis, a lot of the decisions that I'm making are like, "OK, is this going to destroy the company?" Because if not, then let them test it. If the cost of the test isn't going to be super high, then in general we're going to learn a lot more by experimenting and by letting the teams go and explore the things that they think are worth exploring than by having a heavy hand in that.
HOFFMAN: With that in mind, I want to amend my theory—I do believe that if you're not embarrassed by your first product release, you've released it too late. But I should add your feeling of embarrassment won't dissipate by the second build or the third. In fact, it will continue even if you've scaled the product to more than one billion users. The most innovative products should be a perpetual cause of embarrassment.
The word "embarrassment" plays a key role here. Over the years, some people have interpreted my theory as permission to cut corners, act recklessly, or proceed without a clear plan.
But notice: I said "If you're not embarrassed by your product." I didn't say "If you're not indicted" or "If you're not deeply ashamed by your product." Indeed, if you launched so fast that your product generates lawsuits, alienates users, or burns through capital without any apparent gain, you did in fact launch too soon. Without doubt, there are risks that come with experimenting at scale. With each new test, you run the risk of both embarrassment and failure—and no one is really immune to a fear of failure. How does Mark Zuckerberg shed his fear? One word: opportunity.
ZUCKERBERG: And this just gets down to something that I think is pretty personal for me, which is, I'm much more motivated by making sure that we have the biggest impact on the world than by building a business, or making sure we don't fail. I have more fear in my life that we aren't going to maximize the opportunity that we have than that we mess something up and the business goes badly.
HOFFMAN: The opportunity to build an enduring product far outweighs the costs of alienating a few users along the way. And the sooner you internalize that tradeoff, the faster you'll move along the path to scale. So quit fussing. Take it from me. I'm about to wrap up this episode, right about here, any second now. And If you don't notice anything glaringly wrong with it, then our producers clearly released it too late.
I'm Reid Hoffman. Thank you for listening.
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This company is no stranger to industry accolades including making the Top 100 list of life and health insurers for annuities and accident & health from the National Underwriter. They have also earned a place on Ward's Top 50 that measures surplus and premiums, annual premium growth, return on total revenue and many more financial stability indicators.
If you are not in the Medicare Part B Open Enrollment period or a Guaranteed Issue period, then Family life's underwriting is a key factor that can get you coverage that you may not have been able to get with another company. They will consider the application even if a question is answered YES. One thing that they will not make exceptions for is the guidelines for height and weight. Talk with our independent agents to see if you qualify.
Manhattan Life offers plans A,B,C,D,F,G,K,L,M and N but some states may differ. They do not allow double coverage so if you are looking for a Medicare Supplement and not in the Medicare Part B Open Enrollment, you must submit documentation that the other coverage is or will be terminated by the effective date of the Medicare Supplement. They also do not allow applicants who have Medicaid-QMB to purchase a policy, only Medicaid-SLMB is allowed. The following are some sample rates in central Ohio. The rates are some of the best rates for Medicare Supplements.
Manhattan Life household discount is available in Arizona, Nebraska, Georgia, Nevada, Idaho, North Carolina, Illinois, Pennsylvania, Indiana, South Carolina,Kentucky, Tennessee, Michigan, Texas, Mississippi and Virginia. The household discount is not available in the State of Ohio.
Unlike most other companies, the health questions do not cause an automatic decline if there is any one YES answer. An exception may be made for certain conditions or yes answers including routine/preventive testing as long as they are not experiencing any symptoms. Protime tests for blood thinners and routine glucose testing is generally accepted, again as long as the test was not ordered because there is a suspicion than something is wrong.
If you have been treated for any of the follow over 2 years ago, Manhattan Life will consider accepting you. These conditions were previously declined before mid 2018.
Applicants who have recently undergone a surgical procedure will be considered if all follow up treatment, therapy and visits have been completed and release from care.
Diabetics who do not use more than 50 units of insulin and are taking no more than two oral medications for diabetes along with no more than 2 medications for high blood pressure with no changes in the doses or medications may be accepted. If you are on insulin, that counts towards one of the two diabetic medications. Those with hypertension will only be considered if their blood pressure readings are 150/85 or lower.
Those who are diabetic treated with any number or amount of medication and have Neuropathy, Retinopathy, Glaucoma or Peripheral Vascular Disease, use of an insulin pump or any kidney disease or dialysis will not be accepted. The following is a list of other unacceptable conditions.
Chronic or regular use of a nebulizer, two different inhalers or oxygen will also cause a decline. In addition certain mediations will not be accepted regardless of the frequency, dose or medical condition it is being taken for. One of the most common types of medications used that cause a decline are narcotics including but not limited to: Fentanyl, Hydrocodone, Oxycodone, Oxycontin, Oxymorphone, Methadone, and Morphine.
Tobacco users are considered a much higher risk, and Manhattan life is more stringent than most companies concerning tobacco use. In order to get the preferred rates, an applicant must be a full 5 years free of any tobacco use to qualify for the preferred rates.
Good news is once a policyholder is tobacco free for the 5 years, and had the policy for at least 12 months, they can apply to be re-rated as a Preferred Non-Tobacco and lower the rates. They must fill out a tobacco questionnaire and provide a written statement from their physician confirming the last date of tobacco use.
Give us a call at 614-402-5160 or use the Customized Quote form to request more details and find out if you would qualify.


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Elected Offices > Register of Deeds > Your Register of Deeds
Public Service Experience
Debbie started working at the Scott County Courthouse in 1986 in the Appraisers office. She worked also in the County Clerks office when the two offices of the Clerks and the Appraisers were combined. She quit in 1987 after her daugther, Amanda, was born. She came back to work in 1989 for Sharlene Wright, former Register of Deeds, as the Scott County Deputy Register of Deeds. In 2000, after Sharlene retired, Debbie ran for and won the elected position of Register of Deeds. She is currently serving her fifth term. She is currently a certified Kansas Register of Deeds.
Debbie is a member of the Scott City Lions Club and of the First Christian Church.
She was the past President of the Southwest Kansas Register of Deeds Association and also the past President of the Southwest Kansas Association of Counties. She serves on the Kansas Register of Deeds Association Care and Share committee, Disaster Committee and By-Laws and Standing Rules Committee.
Debbie has 3 children, Ronnie, currently living in Topeka, Kansas, Kevin, living in Scott City and Amanda, living in South Hutch. She has 7 beautiful grandchildren. She really enjoys bike riding and anything else that gets her off the couch. She LOVES the Denver Broncos. :) Following in the love for dogs, she has three, all rescues.
"Life is short, break the rules, forgive quickly, kiss slowly, love truly, laugh uncontrollably, and never regret anything that made you smile."
Debbie Murphy


Role Summary: The Elephant Protection Initiative (EPI) Secretariat is looking for immediate short-term support across social media and office administration, in the run up to a key international conference in May 2019. This role is suitable for a recent graduate, who will be expected to demonstrate initiative and enthusiasm as they join a small, dynamic team - gaining invaluable experience of the UK and global charity sectors and insight into every level of international conservation policy.
Contract: The role is for a paid 2-month full-time contract, with a paid 2-week trial period. The daily rate of pay is £60. Unless negotiated separately, the EPI Secretariat will not provide any further remuneration or benefits during the contract period.
Hours, Location and Materials: The role is based on a 35-hour working week. Exact hours of work can be flexible, to be agreed in advance. Work can be undertaken remotely - however it is preferable for the candidate to be able to work with the team in the London office (22 Upper Ground, SE1 9PD), on at least one day a week. The candidate will need their own laptop or similar.
The focus of the role is the effective running of the EPI and the EPI Secretariat's social media, as well as the provision of administrative and logistical support essential to the daily operations of the EPI team. As a key part of a small team, you will be expected to use clear communication and excellent time management as you take on a variety of ongoing and one-off roles as needed, often working to deadlines. These tasks will involve public communications, research and reporting, event-planning, and core office management.
Update content on EPI and EPI Secretariat Facebook and Twitter accounts, and the Secretariat Instagram account (minimum of one post a day on Twitter and Facebook for EPI and the Secretariat and minimum of 2 Instagram posts a week for the Secretariat).
Research of relevant articles, edited and developed into social media content, which can be checked with the team before sharing on our channels.
Develop sharable content on the progress of the EPI Secretariat's work for our channels.
Support the promotion of the EPI and the work of its partner organisations by sharing their social media channels' content, when relevant.
Research and draft blog posts for review, on topics relevant to elephant conservation, for the EPI and EPI Secretariat's websites.
Plan social media delivery through a calendar of posts relating to known key and related upcoming events or the topics researched above.
Provide monthly summary updates of analytics across EPI and EPI Secretariat social media.
There would also be an opportunity to develop a social media strategy for the EPI and EPI Secretariat, to help drive wider engagement.
Handle calls to the office number (n/a if working remotely) and messages to the general email address and other 'front of house' duties.
Respond to general enquiries through the EPI website.
Manage and update the EPI contact database – Pobuca – as needed in a timely manner.
Monitor and record public statements regarding elephant conservation and the EPI from Heads of State, high-level representatives of Partner Organizations, and other persons of importance to the EPI.
Manage spreadsheet of notable poaching events, ivory thefts and large-scale seizures etc.
Manage our record of other ongoing elephant conservation initiatives and organisations.
Manage the record of EPI Implementation activities and Team Travel.
Coordinate travel for the team, EPI government partner representatives and others traveling with the support of the EPI – this may include securing flights, accommodation, visas, local transport, support letters, etc.
To research issues, events or persons, and provide summaries and informative evaluations for the team, when required.
Occasionally procure office supplies and handle post.
minutes to be used for future reference (particularly for reports).
Assisting with one-off projects as required eg. engagement with international conservation conferences, and meetings and events hosted by the EPI Secretariat.
An enthusiastic and committed self-starter who is able to work well independently.
Must demonstrate a strong level of administrative, communication and writing skills.
We are seeking an individual with an eye for detail, and a keen interest in nature and conservation.
Proficient user of Instagram, Twitter, Youtube, Facebook and familiar with using social media management platforms such as Hootsuite and Tweetdeck.
Fluency in English, both written and verbal, with proven presentation, proof reading, and editing skills is a must.
Ease with basic Office software (Excel, Word, PowerPoint) and Mac and Windows OS.
Effective time-management skills, demonstrated ability to work under pressure, managing competing demands and delivering satisfactory and timely results.
A strong team player with the ability to work effectively with multicultural and multidisciplinary partners, displaying cordiality and confidence in handling partner relations and general inquiries from people from all walks of life.
A good understanding of Africa and the conservation landscape in Africa.
Playing an important part in a variety of roles key to the day to day running of a small international NGO.
Gaining an understanding of conservation issues in Africa.
Building experience in handling social media channels and various office administration requirements for a charity.
An opportunity to develop/enhance transferable skills that can be applied in a range of settings.
Please note: Applicants must be eligible to work in the UK, and be able to provide at least two academic or workplace references on request.
If you would like to apply to the internship role, please email info@elephantprotectioninitiative.org with your CV and an explanation of why you would be suited to the role.
Please apply no later than 30th April 2019.


Anyone know much about these two companies? Do pilots fly for both seeing how Atlas Air acquired Polar Air back in 2001?
No, even though Atlas owns Polar, the comanies are run separately, both Atlas and Polar have their own union as well.
Not again, I thought they just recalled and had a new hire class, wondering if this is part of the pre-packaged bankruptcy deal that is coming up? Some of my buddies from Polar made the move from Long Beach California to New York, I hope that they do not live to regret it.


text:
Q: Proof concerning Cartesian products Anyone here who could help me out with the following exercise? It is very clear to me why it holds up with Euler diagrams (under the assumption of strict subsets), but I just can't seem to work out the proof, and our textbook doesn't provide a solution. Here it goes:
"Show that when

      A
      ⊆

        A
        ′

 and

      B
      ⊆

        B
        ′

, then

      A
      ×
      B
      ⊆

        A
        ′

      ×

        B
        ′

. "

A: Let $(a,b)\in A\times B.$ Then, $a\in A\subseteq A'\implies a\in A'$ and $b\in B\subseteq B'\implies b\in B'.$ That is, $(a,b)\in A'\times B'.$

redpajama_set_name: RedPajamaStackExchange


The dosage of Visken® (pindolol) should be individualized. The recommended initial dose of Visken® (pindolol) is 5 mg b.i.d. alone or in combination with other antihypertensive agents. An antihypertensive response usually occurs within the first week of treatment. Maximal response, however, may take as long as or occasionally longer than 2 weeks. If a satisfactory reduction in blood pressure does not occur within 3-4 weeks, the dose may be adjusted in increments of 10 mg/day at these intervals up to a maximum of 60 mg/day.


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Do Catholic schools make money?
Do Catholic schools get money from the church?
Why is Catholic school so cheap?
Who funded Catholic schools?
Are Catholic schools expensive?
Are Catholic schools good academically?
Is Catholic school education better?
Are Catholic schools free in USA?
Is Catholic education better than public?
Why are Catholic schools so popular?
Do nuns still teach in Catholic schools?
What are the benefits of going to a Catholic school?
What is the most expensive high school in the world?
What is the most expensive private school in the world?
Catholic schools, like all non-government schools, receive their primary government funding from the federal government. … Most Catholic schools are systemic schools, situated within the Catholic system across the states and territories, and these systems make their own decisions about school funding.
The financial contribution made by the church comes from Catholics up and down the country, who not only pay their taxes, but who also give generously to the church, thus helping to fund Catholic schools. … Central to this is the Catholic ethos and distinctive nature of our schools.
What made Catholic schools increasingly price middle-income families out of a faith-filled education? The obvious explanation is a decline in religious vocations and the subsequent disappearance of low-cost labor from priests, nuns, and brothers on staff.
Maintained Catholic schools are either Voluntary Aided, where 10% of the capital funding is provided by the Church, or Academies, which are fully state funded. The Catholic Education Service (CES) oversees education for approximately 840,000 pupils each year through its 2,300 maintained schools.
THIS IS INTERESTING: Best answer: What God says about preparation?
Catholic private schools, or parish schools, tend to have the lowest tuition compared to other religious or unaffiliated private schools. $4,840 is the average annual tuition for elementary students at Catholic private schools. $11,240 is the average annual tuition for secondary Catholic private school.
According to the U.S. Department of Education, Catholic school students consistently score higher on advanced achievement tests, and by eighth grade, they outscore their public school counterparts in mathematics by a full 13 points.
Catholic school students scored 7.53 percentile points lower in fifth grade math and 5.96 percentile points lower than public school students in eighth grade math. In fifth grade reading, Catholic school students scored 1.98 percentile points lower than public school students.
Catholic schools in the United States constitute the largest number of non-public, Christian schools in the country. … Catholic schools are supported primarily through tuition payments and fundraising, and typically enroll students irrespective of their religious background.
A national study led by a Michigan State University economist suggests Catholic schools are not superior to public schools after all. Math scores for Catholic students dropped between kindergarten and eighth grade, while math scores for public school students increased slightly.
Academic Standards Are Extremely High
The success of Catholic schools and students who attend them is based on much more than a focus on religious philosophy. … All students take college preparatory classes, and 98 percent of our students achieve success in a college level course.
THIS IS INTERESTING: You asked: What point of view is the Bible written in?
Once common, few nuns teach in Catholic schools because of a shortage of nuns.
Here are six benefits to studying at a Catholic High school:
More likely to graduate from college. Students who graduate from Catholic high schools are more likely to graduate from college. …
Higher average SAT scores. …
Higher reading and math scores. …
Lower cost than other private schools. …
Service-oriented. …
Single-sex options.
With fees of $130,000 per year, Le Rosey, on the edge of Lake Geneva is the most expensive school in the world.
The Institut auf dem Rosenberg in St Gallen is the most expensive school in the world; tuition and boarding fees together add up to a staggering sum of more than US$150,000. It's also one of the most exclusive, limiting its student body to no more than 260.


I'm sure I speak for many of my fellow Americans when I say I'm getting a little tired of politics. With Election Day less than two weeks away, it seems that I can't get the mail, pick up the phone, watch TV or browse the Web without getting hammered with political messages. While I have great respect for those that run for office, this campaign season reminds me that the communications tactics used by politicians would be disastrous if used to manage an online community.
Here's a drinking game you can try this weekend: Watch one of the Sunday morning talk shows. Every time a politician answers a question with a simple, direct "yes" or "no," take a drink. Trust me, you won't have to crack open a single beer. Heck, even Mitt Romney could play! As a community manager, you need to do the opposite. Answer questions directly and concisely. Doing otherwise will get you nothing but ill will toward you as a community manager and toward your company or brand.
I wish a had a deep, gravelly voice. That way, I could get a job doing voiceovers for those negative campaign ads we see so much of. Even when discussing the issues on the campaign trail, politicians seem to spend more time talking about how their opponent is horrible, rather than talking about their own views and proposals. When managing an online community, you may find that you have your own "opponents" — people who take great delight in pointing out your flaws or the flaws of your brand or company. Don't go negative. Let them have their say, then respond honestly and professionally.
Every campaign season, the candidates tell us the same thing: this election is the most important election in the history of elections. The other candidate isn't just wrong, he or she is dangerous. As a community manager, you need to stay away from such stark, black-and-white pronouncements. That doesn't mean you can't be firm when, for example, you enforce rules. But when members challenge you on how the community is run, make sure they know that they are being listened to and that their views have been considered — even if you've decided to take a different approach.
These snarky comments may make me sound like I'm cynical about politics. Far from it. I follow politics closely. I watched all four debates (though I have to admit I did doze off a few times). I vote regularly. I admire those who put themselves out there to be judged by the voters. But let's face it, politicians would make lousy community managers. Think of it as a learning opportunity. Watch them closely…then do the opposite.
Am I being too hard on politicians? Please share your thoughts and post a comment.


We seem to have had some pretty ordinary Turkish Delights found and tested, here in the Chocablog Test Kitchen. Or should that be Test Lounge? Either way, Turkish Delight (hereafter called TD) seems to lead to strong opinions – some love it, some hate it. And there seem to be plenty of examples that are worth missing.
Fry's Turkish Delight has been kicking around for many years, and it might be fairly pedestrian but I quite like it. In a box of mixed filled chocolates, I'll usually seek them out as second preference after the Cherry Ripes.
So when I found "Authentic Turkish Delight", made by the "Real Turkish Delight Manufacturer", it was with apprehension and mixed feelings. But I had to have it. Chocablog: We test it so you won't have to.
Where to start with this one? Firstly, the plastic pack is reminiscent of so many other cheap nasty things that come in similar plastic packs. The picture on the front conveys another product with nuclear-reactor inspired red colour. First impressions can be misleading though, as we are about to find.
Nope. The picture on the pack has a colour shift. If there is any colour there at all, it's a very pale pink tinge.
Sadly, both of the children don't like TD. Which means I get to share it with The Lady Of The House. And she's not super keen on TD either – so YIPPEE!!! I get the big piece!
This is pretty damn good. The rosewater is strong, and the texture of the filling is very sticky. Almost glue-your-teeth-together. Sounds a bit off-putting, but I like it! Much stickier than Fry's. This is very, very sweet – something I'm not normally keen on – but here it works. I have a benchmark for comparison: Haigh's not only make chocolate (from beans… the Full Monty method), they also make a TD without any chocolate at all. Just a classic TD dusted with icing sugar. [Health warning for the Haigh's, though: Inhaling during eating can be lethal.] I think this TD compares very well indeed, and it's way better than Fry's. The chocolate does not actually add a heck of a lot – the flavour and sweetness of the TD filling dominate. But so what! For the Turkish Delight devotees out there, give this a try.
Filed under australia, rt delight, turkish delight.
OMG you and I are like, spiritual twins – I also seek out the Cherry Ripes and then the Turkish Delight in a box of mixed chocolates. Freaky no?


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Azie Tesfai's Kelly Olsen To Become The New Guardian On 'Supergirl'
It was only a matter of time before Kelly Olsen (Azie Tesfai) joined the Superfriends. Deadline reports the character will
May 7, 2021 Erik Amaya 1257 Views Azie Tesfai, David Ramsey, Grant Morrison, J. Holtham, Jack Kirby, Joe Simon, Mechad Brooks, Supergirl, The CW
Preview: 'Captain America Anniversary Tribute' #1 Celebrates 80 Years Of Cap Comics
Written by: Jack Kirby, Stan Lee, Joe Simon Art by: Daniel Acuna, Mahmud A. Asrar, Mark Bagley, Joe Bennett, Natacha
March 13, 2021 Olly MacNamee 1523 Views Adam Hughes, Adam Kubert, Alex Ross, Alitha Martinez, Butch Guice, Captain America Anniversary Tribute #1, Carlos Pacheco, Carmen Carnero, Chris Samnee, Daniel Acuna, David Lapham, Declan Shalvey, Elena Casagrande, federico vicentini, Greg Land, Greg Smallwood, Iban Coello, InHyuk Lee, Jack Kirby, Javier Garron, jesus saiz, Jim Cheung, Joe Bennett, Joe Simon, John Cassaday, joshua cassara, Juann Cabal, Kei Zama, Kim Jacinto, leinil francis yu, Mahmud A. Asrar, Marguerite Sauvage, Mark Bagley, Natacha Bustos, Paco Medina, Patrick Gleason, peach momoko, Pepe Larraz, Pere Perez, R.B. Silva, Rachael Stott, Ray-Anthony Height, Salvador Larroca, Sara Pichelli, Stan Lee, Stephanie Hans, Steve Epting, Steve McNiven, Terry Dodson, Valerio Schiti
Milestone Anniversaries Coming In 2021 (Part 1: 1941)
As it's New Year's Day we thought we'd take this time to take a glance back at the past, while
January 1, 2021 Olly MacNamee 2261 Views Captain American Comics #1, Charles Reizenstein, Evelyn Gaines, Gardner Fox, Hal Sherman, Jack Burnley, Jack Cole, Jack Kirby, Jerry Siegel, Joe Simon, Mort Weisinger, Paul Norris, Stan Lee, Stanley Aschmeier, Star Spangled Comics #1, Whiz Comics #25, William Moulton Marsto
Marvel Celebrates Captain America's 80th Anniversary With Giant-Sized Tribute
In March 1941, Jack Kirby and Joe Simoon created Steve Rogers, the super soldier known as Captain America. 80 years
December 15, 2020 James Ferguson 1378 Views Adam Hughes, Adam Kubert, Alex Ross, alitha e. martinez, Butch Guice, Captain America Tribute, Carlos Pacheco, Carmen Carnero, Chris Samnee, comics, Daniel Acuna, David Lapham, Declan Shalvey, Elena Casagrande, federico vicentini, Greg Land, Greg Smallwood, Iban Coello, InHyuk Lee, Jack Kirby, Javier Garron, jesus saiz, Jim Cheung, Joe Bennett, Joe Simon, John Cassaday, joshua cassara, Juann Cabal, Kei Zama, Kim Jacinto, leinil francis yu, Mahmud Asrar, Marguerite Sauvage, Mark Bagley, Marvel Comics, Natacha Bustos, Paco Medina, Patrick Gleason, peach momoko, Pepe Larraz, Perf Pérez, R.B. Silva, Rachael Stott, Ray-Anthony Height, Salvador Larroca, Sara Pichelli, Stephanie Hans, Steve Epting, Terry Dodson, Valerio Schiti
Comics Film
Avengers: Endgame Serves As The Satisfying End Of An Era
It's weird to think that The Marvel Cinematic Universe has essentially been around for all of my adult life. Iron
May 3, 2019 Ben Martin 2206 Views 0 Comment Andy Serkis, Ant-man and the Wasp, anthony mackie, Anthony Russo, Avengers: Endgame, Avengers: Infinity War, Benedict Cumberbatch, Benedict Wong, Bill Mantlo, Black Panther, Black Widow, Bradley Cooper, Brie Larson, Bruce Banner, Captain America, Captain America: Civil War, Captain America: The Winter Soldier, Captain Marvel, Carrie Coon, Chadwick Boseman, Chris Evans, Chris Hemsworth, Chris Pratt, Danai Gurira, Dave Bautista, Disney, Doctor Strange, Don Cheadle, Don Heck, Drax, elizabeth olsen, Falcon, film, Gamora, Groot, Guardians of the Galaxy, Hulk, I Am Groot!, Idris Elba, Infinity Gauntlet, Iron Man, Jack Kirby, Jim Starlin, Joe Russo, Joe Simon, Josh Brolin, Karen Gillan, keith giffen, Kevin Feige, Larry Lieber, Letitia Wright, Loki, Mark Ruffalo, Marvel Cinematic Universe, Marvel Comics, Marvel Studios, Matt Reeves, MCU, Michael B. Jordan, Nick Fury, Paul Bettany, Peter Dinkalge, Peter Parker, Peter Quill, Robert Downey Jr., Rocket Racoon, Samuel L. Jackson, Scarlett Johansson, Sebastian Stan, Shuri, Spider-Man, Spider-Man Homecoming, Stan Lee, Star-Lord, Steve Englehart, Steve Gan, T'Challa, Thanos, The Avengers, The Infinity Wars, The Vision, Thor, Tom Hiddleston, Tom Holland, Tony Stark, Vin Diesel, Vision, Wakanda, War Machine, Winter Soldier, Zoe Saldana
Paternity Drama Looms In Fighting American #4 From Titan, Rennie And Tong
This Wednesday, the 6th of June sees the final issue in the current run of Fighting American, our hero out
June 1, 2018 Olly MacNamee 2272 Views Andie Tong, Fighting American, Gordon Rennie, Jack Kirby, Joe Simon, Titan Comics
A Decade Of The MCU Brings Us To Avengers: Infinity War
Back in 2008, one movie dominated the box-office for months on end. Released in July of that year, The Dark
May 7, 2018 Ben Martin 2963 Views Andy Serkis, Ant-man and the Wasp, anthony mackie, Anthony Russo, Avengers: Infinity War, Benedict Cumberbatch, Benedict Wong, Bill Mantlo, Black Panther, Black Widow, Bradley Cooper, Brie Larson, Bruce Banner, Captain America, Captain America: Civil War, Captain America: The Winter Soldier, Captain Marvel, Carrie Coon, Chadwick Boseman, Chris Evans, Chris Hemsworth, Chris Pratt, Danai Gurira, Dave Bautista, Disney, Doctor Strange, Don Cheadle, Don Heck, Drax, elizabeth olsen, Falcon, film, Gamora, Groot, Guardians of the Galaxy, Hulk, I Am Groot!, Idris Elba, Infinity Gauntlet, Iron Man, Jack Kirby, Jim Starlin, Joe Russo, Joe Simon, Josh Brolin, Karen Gillan, keith giffen, Kevin Feige, Larry Lieber, Letitia Wright, Loki, Mark Ruffalo, Marvel Cinematic Universe, Marvel Comics, Marvel Studios, Matt Reeves, MCU, Michael B. Jordan, Nick Fury, Paul Bettany, Peter Dinkalge, Peter Parker, Peter Quill, Robert Downey Jr., Rocket Racoon, Samuel L. Jackson, Scarlett Johansson, Sebastian Stan, Shuri, Spider-Man, Spider-Man Homecoming, Stan Lee, Star-Lord, Steve Englehart, Steve Gan, T'Challa, Thanos, The Avengers, The Infinity Wars, The Vision, Thor, Tom Hiddleston, Tom Holland, Tony Stark, Vin Diesel, Vision, Wakanda, War Machine, Winter Soldier, Zoe Saldana
A Bizarre Baseball Challenge In Fighting American #3 From Titan, Rennie & Tong
Stepping up to the plate, this Wednesday, the 2nd of May, is Fighting American #3 from Titan Comics. Written by
May 2, 2018 Olly MacNamee 2175 Views Andrew Tong, Fighting American, Gordon Rennie, Jack Kirby, Joe Simon, Titan Comics
Our Patriotic Preview Of Fighting American: The Tie That Binds #1 By Rennie And Tong
Hiding behind a great Jerry Ordway cover is the first issue of the new Fighting American comic book series from
March 1, 2018 Olly MacNamee 2723 Views Fighting American, Gordon Rennie, Jack Kirby, Jerry Ordway, Joe Simon, Speedboy, Titan, Titan Comics
A Man Out Of Time Is Running Out Of Time In Fighting American #4
This Wednesday, the 10th of January sees the end to the current Fighting American mini-series before it gets a regular
January 9, 2018 Olly MacNamee 2705 Views Duke Mighten, Fighting American, Gordon Rennie, Jack Kirby, Jed Dougherty, Joe Simon, PC De LA Fuente, Titan, Titan Comics
Fighting American Friday Part 2: An Exclusive Interview With Writer Gordon Rennie
With the revival of the legacy Kirby character Fighting American from Titan Comics, we thought it well worth the time
December 1, 2017 Olly MacNamee 2825 Views Fighting American, Fighting American Friday, Gordon Rennie, Jack Kirby, Joe Simon, Titan Comics
Fighting American Friday Part 1: An Exclusive Preview Of Fighting American #3 From Titan Comics
This December sees the release of Titan Comics' Fighting American revival with issue #3 hitting the shelves harder than Captain
December 1, 2017 Olly MacNamee 2607 Views Duke Mighten, Fighting American, Gordon Rennie, Jack Kirby, Joe Simon, Titan Comics
NYCC '17: Titan Comics' Exclusive Variant Covers And Show Schedule
Titan Comics are certainly making their presence felt at this year's NYCC with a handful of variant covers for titles
September 29, 2017 Olly MacNamee 3304 Views Bethesda, Jack Kirby, Joe Simon, The Fighting American, Titan Comics, Wolfenstein
The Revival Of Joe Simon's Fighting American: Variant Covers And Interior Art Revealed
As many of us will be aware, it's Jack Kirby's centenary year this year, and it would have been
August 3, 2017 Olly MacNamee 3261 Views Fighting American, Jack Kirby, Joe Simon, Titan Comics, Variants Variant covers


Hi, internetty people. I'm Anna- not Apple, unfortunately. This isn't my first guest post, but I was thinking a lot about this topic recently, and I thought I would try and explain it- mainly for myself, to be honest. It might be a bit jumbled, but I'm working this out so try and bear with me.
Do you ever feel as if you are being pulled apart? Trying to please everyone at once and live up to expectations and, of course, to "be yourself." So, tell me, how does anyone manage all that? I'm not perfect at all. Please, don't expect me to be. Always, everywhere, I feel as if I need to make decisions that will satisfy everyone. That I need to be smart, but not too smart. I need to be pretty, but not too pretty. I need to stand up to the person being rude, but woe betide me if I'm rude back! I care too much about what people think and how they will judge me. Will my friends like that? Oh, I can't let my brother see that, he might judge me. I grow smaller and smaller and smaller with every thought. Even now, writing this, I am anxious about what people will think of this. Maybe everyone will hate it, I don't know.
Please, people. If everyone made an effort to let others know they will not judge, maybe the world would be a happier place.
Everyone would be able to wear onesies to school and have cake every day. Wouldn't that be awesome?
Again, apologies if I haven't managed to totally sum up how I feel. My mind can be a bit out of sync with my fingers and the keyboard. Pretty much all the time, come to think of it.
My blog- Just a Thought:.


Broke Protocol is a multiplayer sandbox with voxel graphics, in which hitting a huge city, you can do whatever you want. Create your character and go look for adventure. You can become a law-abiding citizen, find a job and not have any problems with law and order, but you can also rob and kill or, for example, become a policeman who will neutralize crime. Also in Broke Protocol there is also a single mode.
Supports up to 255 online players per server!
This game has been updated 5-04-2019, 05:23 to the latest version v0.95.
Hi, Skidrow! I download all of my games from you! And I love it! The new 0.84 is out! And it is amazing!


text:
Microsoft accused of paying YouTube users to post positive videos of Xbox One
By Adam Rosenberg	 January 21, 2014 7:54AM PST
Microsoft and Machinima are the targets of raised eyebrows with the revelation of an Xbox One promotional campaign that awarded extra money to YouTubers – in the form of an extra $3 CPM (roughly, cost per thousand pageviews) – for cheerleading the new console. The terms of the promotion require the user to post a video that includes at least 30 seconds of Xbox One gameplay footage and some mention of the console by name, according to Ars Technica. An allegedly leaked copy of the associated legal agreement from a Machinima email relating to the promotion further notes that the video's creator "may not say anything negative or disparaging about Machinima, Xbox One, or any of its Games." More importantly, the details of the promotional agreement must remain undisclosed in order to qualify for payment.
That last point is where things get tricky. The Federal Trade Commission (FTC) guidelines governing the way endorsements and testimonials can be used in advertising is very clear on the need for disclosure in a variety of situations. This passage is particularly relevant here: "When there exists a connection between the endorser and the seller of the advertised product that might materially affect the weight or credibility of the endorsement (i.e., the connection is not reasonably expected by the audience), such connection must be fully disclosed."
In this case, Microsoft is the "seller of the advertised product" and a participating YouTube user is the "endorser." There's a connection between the two as a result of the promotion's terms, but the secrecy enforced by the associated legal agreement seems to run counter to the FTC's disclosure requirements. The question is: does the extra money being offered threaten to "materially affect the weight or credibility of the endorsement"?
The promotion only extends to the first 1.25 million video views overall, which means that no more than $3,750 in total could be paid out to the assorted video creators. If those views split evenly across 10 video creators, the payout for each would be $375. With 100 creators and an even split, it's $37.50 apiece, and $3.75 apiece for 1,000. Ultimately, there's not a large amount of money being offered here. What's more, there's no way for a video creator to know in advance how many views a particular video will draw. Legal experts looking at this situation would have to determine whether or not all of these factors create a disclosure requirement.
There's less of a grey area in the leaked legal agreement's non-disclosure clauses. It's possible that the legal minds at Microsoft and Machinima are attempting to capitalize on a loophole, but barring video creators from disclosing the terms of the agreement – specifically the fact that they stand to receive money in exchange for a non-negative product endorsement – seems to directly counter the FTC's disclosure guidelines. The FTC defines an endorsement as "any advertising message (including verbal statements, demonstrations, or depictions of the name, signature, likeness or other identifying personal characteristics of an individual or the name or seal of an organization) that consumers are likely to believe reflects the opinions, beliefs, findings, or experiences of a party other than the sponsoring advertiser." It's hard to argue that a pro-Xbox One YouTube video sponsored in part by Microsoft doesn't fall under that umbrella.
For you, the reader (and the intended audience for these videos), it's enough to simply be aware of what's going on for now. This approach to marketing is in its infancy. YouTube and other user-curated video-streaming services continue to be a developing quantity, and even common-sense legal guidelines governing how products can be promoted in those spaces needs time to develop. User reviews have proven to be a very powerful resource on the Internet, but as marketers figure out how to "game" such things – which we're seeing here – we're going to have to figure out how to start answering the inevitable questions that surface.
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19-year-old champion Aakash Mehra is an Asian Youth Para Champion with an impressive record in sports.
He won two gold medals in javelin throw in the state-level tournaments and one silver medal in the 2017 National Senior Para Athletic Championship. Most recently, he won silver in the Asian Youth Para Games held in December 2017 in Dubai.
But Mehra's future in sports now depends on whether or not he gets financial help for medical treatment. Mehra has prosthetic legs, and is running out of funds for further medical treatment of his artificial limbs. He comes from a poor family and cannot fund his treatment.
Mehra had dreamed of playing for the national hockey team and had even played state-level matches. He switched to javelin throw in handicapped category after he lost his legs in a train accident in 2002. His world changed suddenly and things looked bleak until in 2014, a non resident Indian came forward and helped fund his prosthetic treatment.
Mehra is once again looking for financial aid from the government for the servicing charges and the prosthetic knee replacement. His mother works as a domestic help and because of her husband's mental illness, has to support the family single-handed.
Currently Mehra is training at the Sports Authority of India (SAI) in Gujarat and is preparing for the Senior National Para athletic Games, 2018.


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Companies are starting to embrace managed services more than ever before. "The term no longer represents an unknown for organisations" says Hugh Dawson, Services Director Evros Technology Group.
"Whether it be to go down the total outsource route or look for something niche that fulfils a support gap in their organisation, the way companies are approaching us remains the same in that they have a full understanding of what they want and how a managed service will meet their requirement. The shift in approach has moved to Evros to explain why we believe that we have the capability to deliver the service. In addressing this, the big questions now focus on our experience, reference ability, size, quality of solutions and skillsets, and, for Evros, demonstrating that is proving key to all our engagements," says Dawson.
We are lucky in that more often than not; companies now want to come visit the service providers they are getting proposals from. In fact, we encourage it. The days of companies making decisions on the back of proposals or presentations are few and far between. While I do believe that having the ability to write a good proposal is part of the solution, demonstrating all that lies within it is more critical. We encourage demonstrations of our tools, how the service actually works and interactions with the day-to-day run teams and not just the frontline team giving the presentations. For any organisation out there looking to outsource a service, part of the process needs to be a site visit. You need to get under the covers of what service providers are pitching and make sure that they can do what they say. The risk of selecting the wrong provider can be costly for organisations and companies need to factor this into their decision-making.
We are now in the age of cloud services. More and more companies are looking at how they can move to an Infrastructure as a Service model, but with a managed service wrap. The message we are getting is that companies want to focus on their core business and outsource the Infrastructure element with management to companies like Evros who can deliver it back as a service and remove that headache from the organisations day-to-day business function.
You could be led to believe that the market is saturated with managed and hosted service partners/providers, but it's not. It is only when you scratch the surface that organisations will see that there are only a very few truly experienced providers in the market that have the ability to do both. The growth of the public cloud through organisations like Microsoft and Amazon has allowed a raft of organisations to suddenly present themselves as cloud players without the experience of being in the infrastructure business long before the cloud existed. We have seen a wide variety of organisations who have emerged in this area without the experience to take companies further than presenting them with an environment that they have not designed or built and we believe that this is the area of the market that Evros have built a brand and reputation around.
Evros are a managed service and cloud provider with our own designed, built and supported multi-tenant and private cloud platform marketed as Digital Planet (Evros' dedicated Cloud Business Unit), that currently stands as the largest indigenous cloud platform in Ireland. A platform from which we deliver IaaS, PaaS and SaaS solutions from. But what makes us unique is that because we built and designed it, we fully understand it and in doing so, wrap a fully managed service around, it offering that total outsourced solution. The cloud solutions are fronted by our own management portal which allows our clients to have full visibility and management function over their environments.
The success of our solution allows us to design purpose-built cloud solutions for organisations but because of this capability, we also leverage, where required, public cloud offerings. We are one of the few organisations that can be seen as agnostic in the cloud space, working with organisation to determine the best way forward.
I have seen the Evros Managed Service capability adapt and evolve with the emergence of cloud solutions over the past five years. Our strategy has been to build a world-class cloud platform wrapped with market-leading managed services. We have built our offering across the experience and capability of both divisions. It's a unique position to be in, a company delivering managed services for over 20 years, now taking that experience and merging it with our Cloud Division of seven years.


It's Monday and that means Dustin Nielson is back with another Facebook live video!
The Oilers take on the Rangers tonight so the boys decide to head back to NYC to check out all the sites and sounds of the city. Can they finish reading the game day notes in under 60 seconds? You'll have to watch to find out.
Monday Mailbag – Yeah, we need a new GM but what about the coach?


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Home | Scoreboard | Postseason | Stats | Standings | Teams | Players | Player News | Injuries | Transactions | Odds
Final-15 7 8 9 10 11 12 13 14 15 R H E
Chi Cubs 0 0 0 0 0 0 0 0 3 6 13 0
Arizona 0 0 0 0 0 0 0 0 2 5 12 2
W: T. Chatwood (1-0) L: M. Andriese (3-2) S: A. Webster (1)
1:10 PM PT2:10 PM MT3:10 PM CT4:10 PM ET16:10 ET20:10 GMT4:10 1:10 PM MST3:10 PM EST3:40 PM VEN0:10 UAE (+1)3:10 PM CT, April 28, 2019
Chase Field, Phoenix, Arizona Attendance: 29,477
Cubs outlast Diamondbacks 6-5 in 15 innings
MLB Headlines
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Cubs acquire reliever Lakins from BoSox
Giants sign LHP Blevins to minors deal
(AP Photo/Ralph Freso)
By JOHN MARSHALL
PHOENIX (AP) Chicago Cubs manager Joe Maddon likes to set his lineups before every series so the players know what to expect.
Before Sunday's game against Arizona, a group of veteran players convinced him to start David Bote after he hit two home runs the night before.
The player he replaced in the lineup, Ben Zobrist, ended up having the biggest hit of the game. Caught the final out at the warning track, too.
Zobrist lined a two-run double in the 15th inning, and the Cubs outlasted the Diamondbacks 6-5 in the second-longest game in Chase Field history.
Maddon "listens to what the guys have and that shows even more respect," Bote said. "It's not `I have my way.' The fact he did that and listened, shows a lot of courage. He has a good pulse on the clubhouse."
After escaping a jam in the 14th inning, Tyler Chatwood (1-0) sparked the decisive sequence with a one-out double. Albert Almora Jr. followed with a single up the middle and Zobrist, who entered the game in the 10th inning, hit a double to the right corner in right off Matt Andriese (3-2).
Kris Bryant followed with a sacrifice fly to put Chicago up 6-3.
"In that situation, you just go out and grind," Andriese said. "It is late in the game and you give it all you got."
Kyle Ryan gave up Caleb Joseph's two-run single in the bottom half before Allen Webster got Nick Ahmed to fly out at the warning track for his first career save.
Bryant also hit a two-run homer off Luke Weaver and Wilson Contreras had a solo shot for the Cubs, unbeaten their last six series (5-0-1).
The Cubs struck out 19 times and went 2 for 15 with runners in scoring position, including 0 for 5 with the bases loaded, in a game that lasted 5 hours, 36 minutes.
"We had plenty of opportunities and so did they," Maddon said. "Both sides were frustrated at not taking advantage of moments. You win a game like that, see what happens."
Arizona rookie Jon Duplantier worked out of bases-loaded, no-out jam in the 12th inning and escaped another tight spot in the 13th when Contreras was thrown out at home on a delayed steal.
Eduardo Escobar homered twice and had three RBIs for the Diamondbacks. Weaver allowed three runs and six hits in 4 1/3 innings.
"A situation where we ran out of a little steam in the bottom of the 15th," manager Torey Lovullo said. "We made things interesting and that is one of the great qualities that this team walks around with and that is they are not going to shut down under any circumstance."
Chicago's Jose Quintana was sharp against the Diamondbacks- everyone except Escobar.
The left-hander allowed five hits and two were homers by Escobar: a towering solo shot in the fourth inning and a two-run shot in the sixth that tied it at 3.
Quintana allowed five hits in 5 2/3 innings. He was 3-0 with a sparkling 0.86 ERA in his previous three starts.
CONTRERAS' ATTEMPT
Contreras tried to steal home on his own, but Maddon was OK with the decision.
Maddon likes his players to have some freedom and respects their decisions when they see something, even if it doesn't work out.
"He took a shot," he said. "I really try to not restrict them if they see something. The pitcher caught and calmly through it back to the catcher. He fudges that at all, we score a run."
DIAMONDBACKS MOVES
Arizona designated right-hander Matt Koch for assignment to make room for Duplantier's second stint in the big leagues.
Duplantier allowed a hit and struck out four in four innings. He was optioned back to Reno after the loss. A corresponding move will be made on Tuesday, the team said.
Koch had a 9.15 ERA in nine relief appearances with the Diamondbacks this season.
The 15th-inning double was Zobrist's first extra-base hit of the season. He batted .105 (4 for 38) in his previous 12 games.
TRAINER'S TABLE
Cubs: LHP Mike Montgomery (back) allowed two runs in four innings in his third rehab start for Triple-A Iowa on Sunday.
Diamondbacks: RHP Taijuan Walker three a 33-pitch bullpen Saturday at Chase Field as he rehabilitates from Tommy John surgery.
Cubs: LHP Cole Hamels is looking to bounce back against Seattle on Tuesday after matching a career high with six walks against the Los Angeles Dodgers in his last start.
Diamondbacks: RHP Merrill Kelly is holding right-handed hitters to a .222 average headed into Tuesday's start against the New York Yankees.
More AP MLB: https://apnews.com/MLB and https://twitter.com/AP-Sports


Out of a single boutique, already on the map for breaking some of the most influential designers of the day in an unorthodox clubby milieu, he and his third wife Gale Hayman brazenly conceived of and went to market with a signature fragrance—an inconceivable feat in 1981 for anyone outside the cultural and style hubs of New York and Paris, let alone the inexperienced owners of an independent shop. Never mind that Giorgio Beverly Hills came out of California. It flaunted its hometown in the brand name and its extravagant launch on Rodeo Drive rivaled only that of Yves Saint Laurent's Opium thousands of miles away. The Haymans took a premium scent and made it accessible through the pioneering of scented strips and direct mail and eventually a bombshell sale that would keep them in milk and honey, but not before a war of the roses that has kept the once high-profile pair far apart and uncommunicative.
Fred Hayman took standards of a luxe life—from his childhood in Zurich and Paris; his formative adult years rising the ranks at one of the world's grandest hotels, the Waldorf-Astoria; then catering to celebrities, socialites and fashion designers at the modern beacon of the Beverly Hilton—and accorded them his own flair. He brought the Golden Globes to its longstanding home, and served for over a dozen-plus years as official fashion coordinator for the Academy Awards. He proved a Midas with every gamble he made, and usually with a wide-eyed hubris that would bring on fans and foes alike.
Fred Hayman was the unofficial arbiter of fin de siècle gilt as conveyed to Middle America in Dynasty and Scruples, whose stars and creators also were his clients (and the latter was inspired by and took place in a store resembling Giorgio). He extolled and exploited the possibilities of this palm-tree lined fantasy island with a Rolls Royce delivering customer purchases, four-pound tins of Beluga and live mariachis at every party, yet he made everyone feel at home by his comforting hospitality and rule breaking. Fresh starlet and vintage comedian alike could be spotted swigging a drink at the oak bar or next to the pool table, amidst a hodgepodge of garishly painted ceramic panthers, untamed ferns and frocks, furs and trinkets, from the moderate to overpriced. Decades later, no one bats an eye at this high-low mix of merchandise and diversions, what business writers and brand makers dub retailtainment, the democratizing of fashion, the commodification of lifestyle. At the time, it was half-baked in the opinion of some, plain naive to others—and pioneering for so many more.
The sunny awnings might be gone from the street, but Fred Hayman's impact continues into his retirement, from public artworks to civic philanthropy. To Rodeo Drive, he remains its marketing architect, its godfather, its greatest showman. And in doing so, Fred Hayman made the extraordinary difference.


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Feb 1, 2012. White Genocide in southern Africa: anti-Boer white Afrikaner propaganda at the European Parliament
The White Genocide in southern Africa is hidden by the capitalist-communist media, faithful to the doctrine of "Political Correctness".
At the international level politicians who care about it, in order to combat it, are rare exceptions. And for this they must be particularly thanked and supported.
In November 2011, three MEPs: Philip Claeys (Flanders), Andreas Mölzer (Austria) and Fiorello Provera (Italy), have submitted a written statement (0043/2011) to the European Parliament, to call attention to the White Genocide in southern Africa and in particular to the attacks on white farmers.
On February 1, 2012, at the European Parliament, was held a conference entitled "Stop the murdering of farmers in South Africa" in support of this declaration. Hendrik (Henk) van De Graaf was invited at the conference as vice-president of the Transvaal Landbou Unie SA (TLU SA – Transvaal Agricultural Union of South Africa).
But Henk van De Graaf is also a so-called "white Afrikaner nationalist".
The White Genocide in southern Africa is often denounced by white Afrikaners with policy initiatives. To fight White Genocide is absolutely right, but this should not be used to promote another kind of genocide: the Boer Genocide.
The so-called "white Afrikaner nationalists", unfortunately, every time that speak against White Genocide, promoting concepts that are a clear attack on the Boer nation, as well as the history and the truth.
To make believe that the terms "Afrikaner" and "Boer" are synonyms: is Boer Genocide. To make believe that "Boer" means only "farmer" or "white Afrikaner farmer", is Boer Genocide. To confuse Afrikaners; or white Afrikaners; or other peoples of southern Africa; with Boers, is Boer Genocide. To refer to the Boer history, calling it "Afrikaner", is Boer Genocide. To consider unitarily the history of the whites of southern Africa is Boer Genocide.
To consider unitarily the history of Cape Dutch settlers (white Afrikaners) and Boers, calling all them "Afrikaners", is Boer Genocide.
And this is what has done also by Hendrik (Henk) van De Graaf, at the European Parliament in Brussels, February 1, 2012.
Henk van De Graaf is the vice-president of TLU SA, but it is also a prominent member of the Verkennersbeweging; was a candidate of the VVK (Volksraad Verkiesing Kommissie, the Electoral Commission of white Afrikaners); and now is a "deputy" in the so-called "Boere-Afrikaner Volksraad" ("Boer-Afrikaner Parliament").
The VVK, as well as the "parliament" that it has formed, is basically a creature of Verkenners. And Verkenners appear as a new form of Afrikaner Broederbond (the "Afrikaner Brotherhood"), a kind of white Afrikaner Freemasonry, which works to confuse the true nationalism (Boer) with a false (white Afrikaner).
And indeed, Henk Van De Graaf, after talked about White Genocide, with emphasis on the killing of white farmers (mainly Boers, but all passed off as "Afrikaners"), has spent the allotted time to promote the anti-Boer Afrikaner cause: the "small white Afrikaner parliament" of the VVK, and the right to self-determination for the "Afrikaner nation" (with reference to white Afrikaners). But a white Afrikaner nation has never existed. Therefore, to support this lie, is necessary to usurp a true history, that of the only white nation of Africa: the Boer nation. But the Boer nation, has never been the "Afrikaner nation".
To tell the White Genocide in southern Africa, overcoming the resistance of the controlled media, it is right. But to spread information about the White Genocide in southern Africa DO NOT MEAN give voice to false nationalists, for DENY true nationalisms.
This must be clear: the false nationalisms will never free any nation. They are roads to nowhere, as Orania and the Vryheidsfront.
To delete the Boer identity, in the name of a "white Afrikaner" supranationalism, it would be like to try to erase the English, German, French or Netherlandish identity, in the name of an "European" supranationalism. True nationalists (of any continent) don't support the false nationalisms.
The struggle against White Genocide in southern Africa, does not need Freemasons and false nationalisms. Far from it! They are not the solution, they are part of the problem.
Volkstaat.org thank all organizations and all European politicians who work against White Genocide, and are sensitive about the extermination of white farmers in southern Africa. Among these also Nick Griffin, the historical leader of the British National Party (BNP).
Volkstaat.org invites them to absolutely continue their activities against the White Genocide in South Africa, but also to become better informed about the history of the Boer nation, its rights and its claims.
Stop the White Genocide in southern Africa!
Stop the Boer Genocide!


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Q: Manifold with no closed components? Let $M$ be a manifold with boundary. Reading some papers on $3$-manifolds I have come across some statements where they require that: "$M$ has no closed components."
What does this mean? The obvious interpretation is that no connected components are closed, but connected components are always closed, so this is not the correct statement.


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Canine Influenza Outbreak
Home » Canine Influenza Outbreak
As has been reported extensively in the media lately, a new outbreak of Canine Influenza is occurring in the Chicago area. The outbreak was first noticed in late March. There have since been over 1000 cases reported in addition to 6 deaths in dogs related to the virus.
The signs of illness include coughing, runny nose, and fever. Dogs that contract the virus are being treated by veterinarians with supportive medications, and in some cases hospitalization is needed. The virus is spread through close 'nose-to-nose' contact. Dogs are at a higher risk of contracting the illness if they visit areas like parks, boarding, or grooming facilities where infected dogs may be encountered. There is no risk of transmission to humans, however people can act as carriers, moving the virus from one dog to another on their hands or clothes.
So far, cases are concentrated in Chicago and other parts of Illinois, but there are reported cases in neighbouring states including Wisconsin, Indiana, and Ohio. While no cases have been reported by vets in Toronto, if your dog is showing any of the signs of influenza, a visit with your veterinarian is recommended.
The strain of influenza causing the outbreak is H3N2, which has been found in southern China and South Korea since 2006. While there are currently available vaccines for Canine Influenza, the vaccines are specific for a more commonly found flu strain in North America, H3N8. It is not known whether the current vaccine will have any benefit in preventing illness from H3N2 Canine Influenza.
If you have any questions about Canine Influenza, feel free to contact us any time! You can also visit the following websites for more information:
Centers for Disease Control and Prevention: http://www.cdc.gov/flu/news/canine-influenza-update.htm
Cornell University: http://news.cornell.edu/stories/2015/04/new-virus-strain-causes-midwest-dog-flu-outbreak
University of Wisconsin: http://www.news.wisc.edu/23656
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Since the program's beginning in 2000, the Peanut Efficiency Awards have honored 57 deserving peanut farm families.
Achieving high yields and grades is important in peanut production, but it's only part of the equation in an efficient, long-term sustainable operation.
The Farm Press Peanut Efficiency Award is based on production proficiency, honoring growers who produce the highest yields by using inputs wisely. The awards are presented based on the producer's entire peanut operation and not on individual farms or small plots.
Awards are presented to growers from the Lower Southeast, including Alabama, Georgia, Florida; the Upper Southeast, including Virginia, North Carolina and South Carolina; the Southwest, including Texas, Oklahoma and New Mexico; and the Delta, including Mississippi, Arkansas and Missouri.
"The elements of production cost and price are equally important factors in our evaluation of nominees. Marketing expertise definitely has given an edge to recent winners of the award," says Marshall Lamb, research director for the National Peanut Research Laboratory and primary advisor of the PEA program.
Please submit nomination forms directly to the National Peanut Research Laboratory, or local county Extension agent, peanut specialist or economist. The deadline for all nominations is April 15, 2019. Forms can be found online. To receive a hard copy of the form, call Farm Press headquarters at 662-624-8503.
The awards program has honored 19 classes of winners from the U.S. peanut belt. Since the program's beginning in 2000, the Peanut Efficiency Awards have honored 57 deserving peanut farm families.
The awards program began with the Southern Peanut Growers Conference in conjunction with the Southern Peanut Farmers Federation and the two have grown together over the years.
Winners of the 2019 awards will receive an expense-paid trip for two to the Southern Peanut Growers Conference in July at the Edgewater Beach Resort in Panama City Beach, Fla.