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Emily Rich
Emily Rich explains why taking "smart money" is often a better path
Emily Rich is a co-founder and partner at M8 Ventures, a venture fund that focuses on investing in tech startups during their "pre-seed" stage. Emily is also Director of Startups for APAC, where she has been tasked with helping to drive startup growth in the Asia-Pacific region. This is a special episode featuring guest host Alan Jones, an investor and veteran of Australia's startup ecosystem who has supported Australian startups independently and through BlueChilli, Blackbird Ventures, Pollenizer Ventures and Startmate. In the conversation, Emily discusses how she got her start co-founding a machine learning startup, and her belief that while bootstrapping a business may be an appealing prospect for early founders, that seeking investment early and taking what she calls "smart money" is often a better path for fast and sustainable growth.
M8 Ventures: https://m8.ventures/
Emily on Twitter: https://twitter.com/emilylrich
Alan Jones: Hi, I'm Alan Jones, and I'm the guest host for today's episode of Welcome to Day One, the podcast for Aussie founders, startups, and the organizations that support Australian entrepreneurship. And I'm here today talking to my good friend and close colleague, Emily Rich. Emily, can you please introduce yourself?
Emily Rich: Hey, I'm Emily Rich. I'm a former founder of an AI company, I am the general partner at M8 Ventures, a VC fund that vets the remarkable founders from pre-C to series B. And I'm also the Director of Startups for Microsoft in Asia-Pacific.
Alan Jones: And full disclosure to listeners, Emily and I are both partners in M8 Ventures, the pre-C to series A fund that Emily mentioned. And we've been friends a long time, so just, if it seems like we already know each other, we do. But my job here today is to help you get to know Emily better, and to help Emily share her stories of the beginnings of the startup industry the way she remembers it. Thanks for joining us, Emily.
Emily Rich: No worries, thanks for having me, yeah. It feels very unusual, because usually when I'm doing these I'm not talking to such a good friend. But, this is awesome.
Alan Jones: It is, it is really fun. I want to go back to the beginning, and I think the beginning for you begins with your first memories of your interest in technology. Where did your interest in technology begin, and what was going on for you at that time?
Emily Rich: Yeah, so I think for me, I jumped around a bit in terms of what did I want to actually do with my life after school, and I was never very… Well, I was terrible at math, I wasn't good at… I didn't do science, but then I sort of had this… I had a few ideas. At one point I thought about going into medicine, and I think I landed on tech because I'd always been really interested in the latest gadget. And back then it was like, "Oh, well what's the new iPod nano," or something like that. But it was always so fascinating to me how technology was growing so quickly, and at such a rapid rate. And we always had a computer in our house, because my dad was actually in the field. So, he did a lot in the IT space.
Emily Rich: And I would say that I was definitely not encouraged by him, because it was not a space that women were in in those days, taking into account that he's of a much different generation. But I think that from actually having a computer in the house, having worked with MS-DOS, and loading up games, and seeing all of that stuff, and just being fascinated by it, just thinking it was so cool. And then I always wanted to have the latest console, or the latest whatever it was that was happening technically at the time just so I could understand it. And also, was just so fascinated by how technology actually advanced everything. And so, I think that's where it really started, and that's when I decided like, "Hey, I'm actually going to… I'm going to do computer science, I'm going to go down that route."
Alan Jones: Yeah, cool. I think I remember a similar sort of introduction to computers, a computer at home, it being my dad's work computer, and me loading games up onto it. And I think one of the things that's different today was that the standard of games in programming and software development terms, it was quite a bit lower, and games were much more hackable back then. And I think some of my early coding experiences were mucking around with my friends, trying to hack some of our games and do things that we shouldn't have done. Was that some of your early programming?
Emily Rich: Yeah, I've definitely done some things like that, definitely have tried my hand at a number of those things. I think my first coding experience was honestly when we had MySpace, and you could create your own… You would do all your own CSS, and that was my first real introduction to coding. And then as I progressed, I did start sort of trying to… Yeah, as you say, sort of this white hacking sort of experience that I think you go through when you're really interested in computers and technology. I would definitely try my hand at those, and then as I sort of went further down, and as I got older I was really interested in cybersecurity and digital forensics. So, started trying to do some things around…
Emily Rich: Everything around cybersecurity was so fascinating to me, and so wild, the things that they could actually dissect out of USBs, out of things that you would just never even think you'd be able to recover things from that they were recovering. And so that was another form of hacking. Also, again, white hat.
Alan Jones: Did you study cybersecurity at university?
Emily Rich: I did, I did.
Alan Jones: Okay. And roughly when did you graduate?
Emily Rich: I did not graduate.
Alan Jones: Again, a not uncommon story.
Emily Rich: I feel like that was a loaded question.
Alan Jones: Sorry listeners, I knew the answer to that one. But, it establishes street cred in a particular generation of startup founder, doesn't it? Particularly in cybersecurity. Where did you graduate from?
Emily Rich: Where did I not graduate from?
Alan Jones: Sorry. Where did you not graduate from?
Emily Rich: The University of South Australia.
Alan Jones: Oh, cool. Tell us about the cybersecurity, or the startup community in South Australia in those days. Where was it located, how big or small was it?
Emily Rich: Yeah. I'll talk about the startup community, and I'll talk about… Because when I was at uni and I was studying, that's when I actually started my startup. And so, I never have actually worked in cybersecurity, and I've never actually… I'm not keeping up with the trends at the moment. I do things, little things here and there, read things that I'm really interested in. But I've never worked in the space. But how, in terms of when everything's sort of… For me, I sort of started and dove into startups in 2013, and that was in Adelaide. And for those of you who don't know, Adelaide is quite small in population. The startup community was very small. I was just reminiscing, and I was thinking, I spent my days at Majoran Distillery, which is now…
Emily Rich: They dropped the Distillery at some point, it's now just called Majoran Adelaide. It still exists today. I believe it had around 30 desks at that time, I can't exactly recall, but it was not significant. And it was established the year before I started my startup in 2012, and it was the first coworking space in Adelaide. And the longest-standing one, so…
Alan Jones: Still standing today, yeah. So, 30 desks in that room, did you start your startup in Majoran?
Emily Rich: Started at home. So, did the whole started in the lounge room thing, and then eventually was going to meetups, getting into the community a little bit more, albeit very small. But actually having access to a community that existed, rather than just going it alone with my co-founder. And yeah, from there it was pretty, pretty soon after that we actually moved into Majoran. And then a little while after that, we spent time at the Innovation and Collaboration Center, which is in Adelaide as well as part of the University of South Australia. So, part of that deal was, we actually won a grant of $50,000, and the space we were… We were also given space as part of that prize. So, we moved there, we hung out there for a couple of years.
Emily Rich: And again, quite small, a few desks, there were a few companies in there, even less than at Majoran. Because you had to have been a grant recipient, or be affiliated in some way to the University. So yeah, it was all just a very small, quaint existence I suppose, where you knew everyone. Everyone knew everyone.
Alan Jones: For good or for bad. And what was that first startup, what was it called and what did it do?
Emily Rich: The startup was called Gemsoft, and basically… We actually started in security, so we actually incorporated as Gemsoft Security, and we later dropped the security. So, the initial product itself was actually built upon computer vision, machine learning. And we were essentially looking at the problem of holdups, or shrinkage, or robberies, or… Then we started looking at war zone attacks, army base at airports, all these sorts of things where the initial product was basically an identification product that would look for faces, it would look for weapons, it would look for… If your face is covered it would look for… You basically had all these different end points in which you would just be looking to see, "Hey, is this a threatening situation?" So, we built up that. And that turned into… And that didn't work, so of course as you know in good startup form, we pivoted. And so-
Alan Jones: Did that not work because you were a little bit early, and the technology wasn't quite capable of delivering on that promise? Or was it a market thing, a customer demand thing, you were solving the wrong problem?
Emily Rich: It was definitely a market thing, it was definitely… We had done a lot of market research in this space before we actually started… Well, we had started developing, but we actually hadn't gone really strictly into this product until we'd done a lot of market research, and paid market research as well. And a lot of the feedback we got was really, really positive. I think there's a couple of things, so A, we were targeting retail. And there is significant… Basically, the bottom line for retail is very… It's not a wealthy, wealthy, wealthy business, right? So it's not like they're just going to be spending tons of money on security. Whereas, we thought they would. And so that was the first thing. And then I think the technology was definitely ready for it, even…
Emily Rich: Oh gosh, even more so now because it would be so much quicker. But back then, it was already at a point where you could definitely… That could definitely be in a commercial setting, we'd proved that it could. But I think that the market wasn't ready for it, and also it ended up… We tried to go down the route of going, "Okay, so your insurance covers a lot of shrinkage, so that's not of interest to you, okay. How about we do what we've seen before, in terms of what you do with house insurance? Where if you have additional security on your house, your insurance premium goes down." So, we started to work with insurance companies, and tried to go at it that way. And that was a hard slog, and that didn't work either.
Emily Rich: That was really, really tough, it's really tough to sell into insurance and to become a security provider that would get on the books to then say, "Hey, you get a discount in your premium." So, that was tough. And then yeah, we completely pivoted the… So we said, "Hey, we have all the technology. We have facial recognition, we have facial detection, we have object detection, we have tons of machine learning. We have so much stuff we've built over the last 18 months, let's turn it into an API." And so that's what we did, we turned it into an enterprise-grade API. Then we started actually gaining traction.
Alan Jones: Cool, you started tilling the shovels.
Emily Rich: Yeah, we started selling. And also the first product was also a hardware with embedded software, which for any of those hardware companies out there know how hard it is to sell hardware.
Alan Jones: Yeah, definitely, until you can do over there updates.
Emily Rich: Yeah. And then we decided, "Okay, software business for us thanks, that's good."
Alan Jones: Cool. So, how long did Gemsoft last? And in broad terms, why are you no longer at Gemsoft today?
Emily Rich: Oh my goodness, it's… What is it? 2022. Yeah, I guess it's [crosstalk] –
Alan Jones: It's all lost in the mists of time, listeners.
Emily Rich: Yeah, no, no, no. It's just like, "Why aren't you there today?" I'm like, "Oh wow, it's been so long, it's been almost 10 years." Well, yeah, almost 10 years. So, 2013 we started, and then we… As I said, pivoted out of security, created the API, won our first big enterprise contract. That then allowed us to gain that sort of real trust in a lot of the other bigger companies. And so from there, we won a few more contracts, we established our own office, we grew our team, we did the whole thing where we were like, "Yes, we're hitting a million manual rev." That was all of these sort of milestones that we were hitting. We had a contract with a company where we were working on… They were using our API, and at that point in time also we were running bespoke services.
Emily Rich: So, if you didn't have an in-house dev team, we could provide you with one. And a lot of people at that point in time didn't have the capacity that they do now to deploy AI solutions, and people with that expertise. So, that was a service that we offered as part of the services side of the business, and then there was obviously a product side of the business. So with that, the last contract that we were working on, they wanted to acquire us. We were at a point where we wanted to sell. We were either going to sell, or raise more money. And we worked through that acquisition, and exited in 2017. So, but we'd been working on it for about five years I think, yeah.
Alan Jones: Yeah, that's great, that's a great story. Thinking back to that period, like 2012 to 2017 sort of time, back to the 2012 days and Majoran and so on, back then who were the… Which were the Australian startups that you remember most admiring? Who were the archetypes, who were the heroes of the industry back then? Did we have any in Australia, or were they all offshore?
Emily Rich: Oh my goodness. I only remember a few, I think because I was so busy with my company I was sort of head down for so many years. But I do remember that I got to speak with companies that had done really well, and through sessions that Majoran would run we would have people come and speak to us from the ecosystem. So, people like Steve Baxter, we had Jindo from Happy Co., we had a conversation with him around the US market when we were looking… We did go into the US market. So when we were actually looking to get into the US market, spoke to him. There were a few people that I remember in that time, but it was honestly a lot of the people that I was around. I mean, I remember at [inaudible] , because everyone was talking about them. And I don't know if…
Emily Rich: I just think no-one had done anything that big at that point in Australia, but that's just my recollection of it. And yeah, there was some really cool people that I… I got to work with some other startups as well, so when we went to New York and we were selling in New York, we got to hang out with some really cool data companies. I can't remember the names of any of these people, which is so bad. But they were just amazing, amazing data companies, digital companies in New York, really cool. So yeah, had a really great experience. But yeah, that's what I can sort of remember from that time.
Alan Jones: Yeah, cool. Some international travel, and some overseas customers, and dealing with time zones and foreign currency support.
Emily Rich: Oh, yeah.
Alan Jones: Probably at a time when it was a little bit difficult to manage all of that in cloud accounting software. And what sort of… You mentioned before that you won a $50,000 grant in the early days, or 50,000 in value. Where there other government programs that were useful to Gemsoft and to other startups at that time? Or, was it all a bit of a wasteland of no government support?
Emily Rich: Honestly, there wasn't a lot. The one thing that I will call out is… There's a few things that I would call out. Definitely the grant that we received from the University of South Australia from their Commercialization Department changed our world. And you think it's such a small amount of money, but it's so meaningful to us to be able to develop. And it was so much money to us at that point in time, we didn't have any revenue. But we had this great technology, and still to this day we did some things with that technology that were first in world, as far as we know, for a couple of those things. So, that support meant so much. And then secondly, Majoran actually hosted us for free. So we were actually in there for free, which was just, again, made the biggest difference to everything that we did.
Emily Rich: It was established by a guy called Michael Reed, and he's someone that I'm so thankful for. Because he actually basically gave us free space and said, "I know you can't afford it, but we want you here, and we know you're doing something amazing." And so-
Alan Jones: And what was the… Sorry, what was Michael doing when he wasn't giving free space to startup founders?
Emily Rich: He was running Majoran, making money off the other founders that could afford it I guess.
Alan Jones: I remember, I think he was an accountant.
Emily Rich: He was, at one stage he was I believe. But yeah, that was… But not while he was at Majoran.
Alan Jones: There's been a few people in each capital city that are kind of necessary for the beginnings of the startup community, and often a lawyer and an accountant who are prepared to give some of their advice for free to the startups they know, just because they find startups more interesting than their own regular business customers I think is the main motivation.
Emily Rich: Yeah, I agree. And I think also the same goes for people who are in the actual coworking spaces themselves. You see a lot of… They might be a former lawyer, or a former accountant, or yeah, I had one of the other companies that sat in there with us. I was like, "Hey, can you help us do our accounting for free?" Because he was an accountant. Well, former accountant, and I was like, "Can you just help us with leveling out some of these things?" Because at that point in time I was doing all of the finances, so that was really helpful too. So, there were quite a few things like that that happened. And then obviously with the Innovation and Collaboration Center, they gave us free space, they introduced us to our first customer.
Emily Rich: They obviously provided us this $50,000, which as I said meant so much. And the other government support in terms of what was happening at that time was the Commercialization Australia grant, so we did also receive that much later down the track. But that was the only other thing happening.
Alan Jones: After you did the Gemsoft startup experience, was your first impulse to go back and found, or co-found another startup? OR what was going on in your head, what did you learn from that experience and what did you decide to do next?
Emily Rich: As soon as we sold the company, I knew that I wanted to stay in startup land, it's so infectious. And I knew that I wanted to assist other startups. When I was doing Gemsoft, I'd already started mentoring in programs like Tech Stars, and a few other, smaller ones that popped up here and there. And I loved it, and I loved being able to share my knowledge, and that was my passion, that was what I knew I wanted to do with my life, was invest in amazing companies, mentor amazing companies. So as soon as that happened, I knew that I wanted to start investing as an angel, which I started doing. And then I knew I wanted to be a VC, and I knew that I wanted to also mentor startups in whatever capacity I could, and share all of my mistakes.
Emily Rich: Anything that worked, all of those things, all of that knowledge that I had picked up that I loved the journey. I wasn't ready to jump into another startup, or start another startup, and I still haven't since. I think about it every now and again, and maybe further down the track I will. But at the moment, yeah, I really just enjoy that aspect of it, is the investing and the mentoring.
Alan Jones: Tell us a bit about… You get a big emotional reward, and hopefully sometimes some financial rewards from being an angel investor, because you're helping founders of multiple companies rather than helping the 10 that you've employed in your own startup I guess. Is the decision to step up from angel investing to venture capital partly about being able to do that for even more companies, what's that about? Because obviously there are bigger pressures, there's more at risk when you step up into VC. Why is that important to you?
Emily Rich: Yeah, I think I always wanted to go into… I knew that I wanted to be able to help out at scale, so I knew I wanted to do VC. But angel investing was that sort of leap frog for me, that would at least give me some sort of a portfolio, and some sort of credibility in market. And yeah, for me it's the same reason that I also took the role at Microsoft, is I helped hundreds of thousands of founders. And that's powerful, and I am able to do that because I have a large company behind me who… Which means I'm able to actually achieve a lot of the things that I want to achieve at scale, rather than to your point, yeah, helping one or two companies. It is really meaningful, but it's also, how do we as people who have been former founders, as people who have lived through it, as people who have the experience, how do we, I don't know, impart some wisdom?
Emily Rich: I don't know what you would even call it. But basically just our knowledge that we actually have learned, and things that seem so obvious to me. And I don't obviously know everything about this space at all, but things that seem obvious to me would not be obvious to someone who's day one in their startup.
Alan Jones: Yep. And so, does that kind of encapsulate what Microsoft for Startups does, and what you and your teams do? You were there to provide that knowledge which is second nature to you, which just seems obvious to you because you've deployed that knowledge so many times, to people that have yet to be exposed to that?
Emily Rich: Yeah. I mean, sometimes people get me on really tough questions that are like, "Oh, no."
Alan Jones: What does Microsoft for Startups do, what do you do?
Emily Rich: No, no, no. Microsoft for Startups is exactly that. It's, we support companies to access up to $350,000 US in benefits through access to technical and business resources. So everything from cloud, mentoring, we've got subject matter experts in pretty much every area you can think of. So we've got executives, we've got sales, we've got everything. And then when you speak to someone like myself, or one of my colleagues, we all have startup experience. So, we can come on that journey with you, and actually feel that empathy. And when I'm doing deep dives with companies, and I'm looking at their business, or I'm looking at their deck, and I think we're in this unique position where we can say, "Hey, we see…" And I know you do too, Alan.
Emily Rich: "We see 500 of these a year," I have a pretty good idea of what's going on in terms of, "Hey, who's got a really good deck, what made it really nice?" A lot of the things that I'm doing with companies around their growth, and how do they grow, how do they scale sustainably, all of those sorts of things. And then we do the exact same thing on the technical side, so how do you scale securely, stably, everything? So, that's what we're all about, is… And as I've said, I can… Because of the machine that is Microsoft, because it's such a large company, I have so many founders that I… Not just myself, that my whole team can actually influence and assist.
Alan Jones: Emily, I want to ask you now about the ecosystem that we have today. You sit in an influential position, the branches of your tree go a long way out of the ecosystem, go down deep and far across. Can you tell us about some of the gaps you think our ecosystem has today?
Emily Rich: I think the biggest gap is talent, massively. Just being able to procure talent, I'm constantly being hit up for recommendations for technical talent specifically. The irony is that they're going to the biggest startups who can pay more, or they'll go to a Microsoft, Amazon, Google, who can also pay much more. So, the technical talent shortage that we have is no secret. We are all facing that same thing, even the largest companies are facing technical talent shortages. But when it comes down to it, people are graduating, and they're going, "Oh, am I going to take this job in a startup for $50,000, or am I going to take this job over a big X scale up, or big company for $150, $200,000?" And they've just graduated, it's tough.
Alan Jones: Yep, yep. And I think if you go right back to the root cause of that problem, when you think about how many other kids were interested in a career in technology in your graduating class in high school, or if I think about how many kids in my graduating class in 1982 were interested in a career in technology-
Emily Rich: Now you're showing your age, Alan.
Alan Jones: But you know, I don't think that ratio has really changed much. There's more kids graduating from Year 12 than there were back then, but I still think the ratio is pretty unchanged, right? And the number of kids who go to university, the percentage of them who… Maybe the percentage that now study a… Now are interested in a STEM career might have increased a little bit. But I don't think when it comes to people that want to study software engineering… I don't feel like we're graduating any more software engineers that are remaining in Australia than we were 10, 20, 30 years ago. Do you?
Emily Rich: No, I don't think it's significant at all. I mean, if we can start telling people, "Hey, we have too many lawyers, stop being a lawyer," maybe. And that's a really good point as well, is that you… I do think that we're keeping more talent, because we do have a lot of technical teams here. And because we are seeing the Canvas, the Atlassians, the Culture Amps, all of these large scale ups, if you will, who are able to pay significant… At a market level for talent, they are able to compete with the Microsofts, the Amazons, the Googles. They're absolutely able to compete with them now. And so, we are retaining talent in Australia. But for me, for example, my technical team that was with me at Gemsoft, the majority of them are overseas now, working at Facebook.
Emily Rich: Because they all wanted to go into artificial intelligence, and so for them it's, "Okay, go work at Meta under the AI program, go work at world-class institutions." And I mean, I'm so happy for them, but we don't retain that talent.
Alan Jones: Yeah, yeah, yeah. That's a really important gap. And so to balance that out, where do you think we in Australia are doing well?
Emily Rich: All right, what are we doing well? I think that as a community, I think that we come together really well. I think that's the thing that I notice the most, is that we collaborate really well, we co-invest in a way that I haven't seen in other markets, it's really friendly. And I know you and I, we do a lot of co-investing with funds, and other angels, and all sorts of things. And it's never a… I'm sure people have bad experience, but it's never… It's very unique to this ecosystem from what I've seen working now all across Asia as I have been for the last few years with Microsoft, is it's a real standout for me, is how close that ecosystem actually is. And how we're able to come together, and not necessarily be competing against each other as well.
Alan Jones: Yeah, it doesn't seem-
Emily Rich: I think we do that really well.
Alan Jones: Yeah, it doesn't seem like it's everywhere a battle to the death, it's more like a battle for space, light and nutrients. We feel like the opportunity for everybody to succeed is much, much bigger than the opportunity for us to crush our competitor.
Emily Rich: Yeah, which is very different in certain markets. And I mean, definitely if you're talking about Silicon Valley. I mean, it's crush or be crushed as a VC there. So, it's very different, it's a very… It's very friendly, and it's a… Really very unique actually, from anywhere I've seen, even in any other parts of Asia, that they're not co-investing the same way we are, they're not collaborating the same way we are.
Alan Jones: Yep. And do you think that the last couple of years of lockdown, has that made any difference in what you see around that challenge that we've always had around the distance between us and Silicon Valley?
Emily Rich: I think that from what I've heard from people who have taken investment from the US for example, for founders that I've worked with, they're seeing that gap close a lot because it used to be okay to have to travel there, you have to be there, you have to see someone. Okay, not possible, how do we get around it? And it's become okay, it's just become normal to pitch on a Zoom call to investors, to actually write checks based on not seeing someone face-to-face. And that's been really normal, that's just been the way that it's been having to work. I mean, people couldn't just stop deploying capital, so they had to work their way around it, and they did that. And I think that because of that, we're going to see a change.
Emily Rich: I mean, I'm not sure that we've seen it entirely yet, but I think that we'll see a change in just being able to actually take investment from all sorts of places, and not have to necessarily be in that country physically.
Alan Jones: Cool, I look forward to seeing more of that. When I ask other guests this question it's always a bit of a challenge, because Australians often prefer to share our unpopular opinions in private and our popular opinions in public. But do you hold an unpopular opinion about the Australian startup ecosystem? It can be a positive one or a negative. What do you think that most other people will disagree with you?
Emily Rich: I don't know if people would disagree, but I suppose it's more of a observation, and it could be slightly unpopular in some circles. But I think to caveat, I think we have great government support, but I just think we could do even better. I think we could do even more in this space. I've seen some amazing things in places like Singapore for example, they have done investing dollar for dollar in private capital with guidelines that are not… You're not jumping hoops for that money. Sure, you absolutely have to apply for it, but they're making it really easy for you to start a startup there.
Alan Jones: So just to be clear, dollar for dollar investing means that there are Singapore government venture funds that will invest alongside other venture funds to the same degree. So, an AirTree or a Blackbird Ventures puts in a dollar, the government puts in a dollar too. Is that right?
Emily Rich: Correct, yes, that's right. So they have, and I'm not sure of the exact dollar amount that they have allocated. But, the majority of the companies that I work with in Singapore have received that dollar for dollar investment. And it means obviously they can grow significantly, and it also keeps them in Singapore, which is what the Singaporean government wants obviously. And the private capital firms are very happy about that, because they're essentially doubling their investments straight away, so it's a nice incentive for them to get involved in. There's other places that… I don't do a lot of work there, but Germany, they have a really great system where it's so easy, and it's like 10 minutes to set up a… Basically set up everything you need to start a company there.
Alan Jones: Wow.
Emily Rich: And it's just so easy. I personally haven't seen the process, but my counterpart in Europe was telling me about it, and I was amazed, so I had to look it up. But yeah, really impressive stuff that some of those governments are doing that I think we could learn from and say, "Okay, why are they becoming startup hotbeds," if you will. "Why are they doing so well?" It's because as I mentioned previously in my story, what that 50,000 meant for me, what the Accelerating Commercialization Grant meant for me at that time was not a lot of money in the grand scheme of things, but was a huge amount of money to us. It meant we could start acquiring customers, and eventually we turned that 50,000 into a million sort of thing.
Emily Rich: So really, I think that private companies and private capitals have a large place to play. But, grants and zero interest loans go a long way at the start of the journey.
Alan Jones: Cool, very cool. What about as a community, what does the startup community itself… What could it be doing better in the future, what's the most important thing that we need to improve?
Emily Rich: I really would like to see even more former founders investing in companies, investing in the next generation of founders. Because I believe that they not only have the money to provide, but as we spoke about they have the knowledge to share. And I think that's really important, and I think that that means that couldn't be the difference between you being able to scale and grow a lot faster with that. So, that's what I believe we could really implement a lot better as a community.
Alan Jones: Yeah, cool. So, somewhere out there there's a whole cohort, a whole generation of early employers, people who are in the first hundred employees, at Atlassian, Canvas-
Emily Rich: Exactly.
Alan Jones: … [crosstalk] , the list goes on. And yeah, where are they, huh?
Emily Rich: Yeah, they've got to be… They should be-
Alan Jones: There's a handful, there's some. But there's more out there, right?
Emily Rich: There are, there are. And I know there's a lot of… There's already a number of people that are doing it. I'm just saying that it would be great to see that even increase, just to see what would happen I think. Some really cool things would happen. And you're right, that experience of being first 100 employees of Canvas, or being the first 100 employed at Atlassian. I mean, that knowledge, that experience you have, that's not something you learn overnight.
Alan Jones: Yeah, yeah. And some of the most useful people in the ecosystem now are that handful of people with hands-on operator experience, who've been part of building a successful startup.
Emily Rich: Absolutely.
Alan Jones: Is there a category outside investment? A startup founder at the beginning or partway through their startup journey right now, it's probably best for them not to start angel investing while they're still trying to build their first startup. But what's an action [crosstalk] we can give them?
Emily Rich: Yes, please don't do that.
Alan Jones: What do we need them to be doing better?
Emily Rich: What do we need our founders to be doing better?
Alan Jones: Mm-hmm [affirmative].
Emily Rich: That's a good question.
Alan Jones: Thank you.
Emily Rich: I think that let's have… Something that I'm really passionate about is our DENI efforts.
Alan Jones: Awesome.
Emily Rich: And I think we've made a… And I know a lot of other funds have, we've made particular caveats in who we invest in based on the representation of minorities within their company. And so that's what we can do as investors, but what can you do as a startup? You can actually start thinking about, how do you have a better representation of the whole world, and I'm still not seeing that enough. I'm still seeing that we might be getting into this trap of, "Hey, we're building product, we're building great product." But we're building it with one way of thinking, or we're building it with two ways of thinking. We're not building it with all these… With everyone in mind, you know? Every community in mind. That's when we get accessibility issues, that's when we have all sorts of things. Like you'll develop a product and say…
Emily Rich: And sorry white guys, but you'll say, have a team of four white male founders, and you think, "Okay, fine. You need to know that you have limitations then on what you can understand about other people in the community, and how to build products for them." And that's where I'd like to see… And I encourage founders all the time to think about, how do you make the best product? You make the product for everyone, that's how you make the best product.
Alan Jones: That's awesome. When you look back at the history of the Australian startup ecosystem, it was founded by misfits and outsiders. And yes, those misfits and outsiders were largely male, and almost exclusively white. But, they were still misfits and outsiders. Now we have a viable, successful industry that the rest of the world recognizes as a huge opportunity. If you suddenly shut off the supply of misfits, outsiders, marginalized people, then you miss out on all that creativity, and all of that insight that they bring. And you end up building a product for a monoculture, and that just means you're addressing a smaller market. Why would any startup want to do that?
Emily Rich: Exactly, why do you want to address a smaller market when you can have a whole market?
Alan Jones: That's an awesome answer, thank you. The advice question, if a new entrepreneur came to you, give all of your experience, mistakes, the wins and the losses, what one piece of advice would you give them that might help increase their chances of success?
Emily Rich: Okay, I actually have sort of two answers to this.
Alan Jones: I don't know if that'll be okay. I'll give you two.
Emily Rich: One's really quick, one's just, I think just start. And it's really easy to incorporate a company now and get a low code, or a no code prototype going. So, technology has facilitated that for us, which I did not have that ability back when I started much further along. Now, that's sort of one small thing that I think you can just start, and you can do, and you can prototype really easily. The biggest piece of advice that I actually have is… This is slightly controversial to people who are bootstrapping. But, this is from my experience, is raising money earlier, and raising smart money. And what I mean by that is, raise money that comes with knowledge attached to it, and comes with experience attached to it.
Emily Rich: So, raising from reputable angels, VCs, obviously government grants if you can get them of course, an excellent way of doing that. I thought that it was a really great, amazing feat that I could bootstrap. And I look back and I go, "I would never do that again," because I could have grown… It's so much bigger and so much quicker than what I was able to do by bootstrapping. It sort of ties into one of the biggest mistakes I ever made, was taking money from inexperienced angels. And so, I'm really passionate about people taking money, smart money from experienced, knowledgeable people in this area. It also deeply feeds into my passion of being a former founder who's now a VC, and also running and implementing a really founder-friendly environment at Microsoft as well.
Alan Jones: Yeah, great answer. Thank you. Time to put your futurist hat on, your futurist skater cap. And what's been a recent development in the startup world that you think's going to be a really big deal?
Emily Rich: Well, I actually think that seeing more unicorns coming out of Australia means the world knows who we are. Which, we're being seen now to be on a global scale thanks to our ecosystem that's grown so much. And we have names, we have logos that people recognize. And I think that's actually going to be really, really positive for investors investing here, bringing money into the country. Also for our funds, as we're seeing our funds now are raising huge amounts of money, and having really, really large funds that they can deploy capital through. I think that we could… For instance, India for example produces a unicorn on average every nine days.
Emily Rich: Isn't that crazy?
Alan Jones: That is.
Emily Rich: But I don't think we're going to be there, because we don't have the population to support it. And it's not just about producing unicorns, but I think it's helped us put us on this global scale, which means that, oh, people are thinking of us as, "Oh wow, okay, you really are a startup ecosystem to watch."
Alan Jones: What if we set the goal every 90 days? Can we do that, Australia? [crosstalk] –
Emily Rich: One unicorn every 90 days, we just add a zero on.
Alan Jones: But the ATO might explode. Emily, is there anything else that we should cover in today's interview? Is there a question that you wish that I'd asked you that I haven't?
Emily Rich: I think your questions were phenomenal.
Alan Jones: Thank you, I think your answers were incredible.
Emily Rich: Thank you.
Alan Jones: So Emily Rich, coding founder, angel investor, VC, head of startup stuff for Microsoft for Startups. I just want to thank you very much for your time today, it's been a very informative and interesting interview.
Emily Rich: Thanks Alan, it's been so great to be here.
Alan Jones: Folks at home, I'm Alan Jones, today's guest host for this episode of Welcome to Day One, the podcast for Aussie founders, startups and organizations that support Australian entrepreneurship. Hit like and subscribe, and listen to us in all of the podcasting tools. You've been an awesome audience, and we love you. Thanks for listening.
Adam Spencer: I hope you enjoyed that interview. More interviews are on the way, follow the podcast wherever you're listening right now. Stay tuned for more interviews with many, many more amazing people from the Australian startup ecosystem. Thanks for listening, and see you next time.
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R.J. Corman Makes Big Donations
11 March, 2020. Press Release Courtesy, R.J. Corman
Nicholasville, KY - The steam engine, charmingly called "Old Smokey," is being donated to the non-profit, Kentucky Steam Heritage Corporation. While it is bittersweet to see this locomotive go to a new home, R. J. Corman is excited to make this train accessible to as many people as possible for education and inspiration. Old Smokey will become part of the Kentucky Rail Heritage Center's rail museum in Irvine, KY.
RJ Corman Press Release Link: https://bit.ly/2THOk8n
The RJ Corman "Old Smokey" under steam. Photo Terry Redeker
In 2007, the steam engine's purchase was initiated by R. J. Corman Railroad Group founder, the late Rick Corman. It was purchased by R. J. Corman from the Railroad Development Corporation based in Pittsburgh which had acquired three Chinese QJ engines. The decision to purchase this steam engine was "nostalgic in nature," according to Mr. Corman, "How do you know where you're going if you don't know where you've been?" One of the leadership model principles that the R. J. Corman company operates on is embracing the future while building on the past.
Some have wondered why Mr. Corman chose a Chinese made locomotive over an American made engine when searching for a classic piece of equipment. It has been decades since American railroads used steam engines, but China relatively recently converted to diesel engines, so even though Old Smokey looks antique it is anything but that. Old Smokey was built in 1986 and was hauling coal and/or passengers until 2005, whereas American-made steam engines were either in museums or scrap yards during that timeframe. Additionally, although the steam engine was built in China it was based on a 1920's American design. During the purchase, Mr. Corman commented, "Steam engines aren't very efficient, but they have character and people love them!"
It took a little over seven months to make all the purchase and transportation arrangements for the 140-ton engine and 40-ton tender car's journey from Jinzhou, China to the Bluegrass State of Kentucky. Upon its arrival at the R. J. Corman Central Kentucky Lines, the train was one of only three QJ class steam locomotives in the U.S. It was also one of two operating steam locomotives in Kentucky, and it had been 50 years since a steam engine operated in Central Kentucky.
After being inspected and spruced up, the 2000 horsepower engine made its inaugural run on May 24, 2008. Since then the locomotive has been used for group tours and for operation during special occasions. Old Smokey has brought joy to many over the years. Donating the locomotive to the Kentucky Steam Heritage Corporation will ensure that this priceless piece remains as a symbol of heritage, innovation, and progress. Old Smokey will be transferred to the non-profit in early April. R. J. Corman will also be donating a glass structure used to house the engine.
The RJ Corman "Glass House" being assembled in Lexington, KY. Photo Courtesy the Lexington Herald-Leader
"We are thrilled to continue the partnership that we have formed with R. J. Corman, and these recent donations are a welcomed addition to our project in Estill County. Both the steam locomotive and the glass building that once housed it will be key features in our developing community campus in Irvine. We are grateful to Ed Quinn and all the fantastic people in Nicholasville for the support of our endeavor, and we look forward to incorporating the legacy of Rick Corman and his company into the Kentucky Rail Heritage Center." - Chris Campbell, President Kentucky Steam Heritage Corp.
R. J. Corman is happy to make this steam engine accessible to the public and thereby promote the mission of the Kentucky Steam Heritage Corp to educate, entertain and inspire past, current and future generations by operating historic rail equipment. "Donating Old Smokey is one way we can give back to the community and continue to share Rick Corman's vision and legacy. We see this as a way to honor the giving spirit Rick instilled in this company from the beginning." – Ed Quinn, R. J. Corman President and CEO
Kentucky Steam and R.J. Corman will further discuss the future plans for relocating the building and the steam engine later in 2020. Details will be made available when they are finalized.
Watch a fascinating documentary of how Rick Corman founded and built the R.J. Corman Railroad empire here:

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Comic book movies are not going away anytime soon. We just wish they were better than The Amazing Spider-Man 2.
The Amazing Spider-Man 2 Andrew Garfield, Emma Stone, Jamie Foxx, Dane DeHaan. Directed by Marc Webb. Rated PG-13. Opens Friday.
When Sony executives decided to reboot their Spider-Man franchise in 2012, they did so with a rehash of the superhero's origin story, combined with a disappointing final act battling an unimpressive villain. The new sequel The Amazing Spider-Man 2 isn't burdened with another retelling of Spider-Man's origin, but it still manages to be just as forgettable as its predecessor, with a poorly paced story built around two lackluster villains and an underserved central love story.
Since Sony is so determined to build Spider-Man's world into its own superhero universe (see sidebar), a lot of what happens in ASM2 is just fodder for future movies, and the main plot is a jumbled mess. Peter Parker (Andrew Garfield) is firmly established as New York City's web-slinging superhero, but the movie is an origin story nevertheless, devoting significant time to the development of villains Electro (Jamie Foxx) and the Green Goblin (Dane DeHaan).
Like the first movie's Lizard, these are some pretty underwhelming antagonists for Spider-Man, and returning director Marc Webb and the four credited screenwriters never make the characters' personal connections to Peter Parker feel real. Foxx's Max Dillon is an insecure engineer who longs for attention, while DeHaan's Harry Osborn is a spoiled rich kid with a terminal disease. Both are portrayed as victims of circumstance, but it's hard to feel sympathy for them when they jump right to megalomania after a few hurt feelings. After the amount of buildup they get for their villainy, their evil plans are anticlimactic, without any real sense of danger for Spider-Man or the residents of New York City (despite a familiar-from-comics tragedy toward the end of the movie).
The film is on slightly more solid ground with the relationship between Peter and longtime girlfriend Gwen Stacy (Emma Stone), but even that falls victim to the cluttered storytelling. The bumps in Peter and Gwen's romance feel contrived, but when they're together, Garfield and Stone have strong chemistry, giving their somewhat dopey dialogue the ring of wittier banter. The filmmakers strain to get Gwen involved in the big action climax, but once she's there, her presence actually serves a valuable narrative purpose.
That's more than can be said for many of the movie's other aspects, including lengthy flashbacks to the final days of Peter's parents, which only draw out the origin-story elements that seemed to have concluded with the first movie. Nothing really ends this time around, and yet nothing is memorable enough to create anticipation for the inevitable flood of sequels and spinoffs, either.
Webb once again shows occasional visual flair (his scenes of Spider-Man swinging around Manhattan have a rush of first-person intensity), but mostly he delivers a rote superhero blockbuster. Spider-Man himself exhibits signs of a more distinctive personality early in the movie, as (much like his comic-book counterpart) he jokes and quips his way through a battle with the man who will become the villainous Rhino (Paul Giamatti), but soon he's back to brooding seriousness. Like everyone else involved in this movie, he's just going through the motions.


Big Brother Naija housemates, Cee-C and Nina got into a heated quarrel.
Cee-C called Nina a cheat for giving herself and her love interest Miracle, the biggest chunk of meat while sharing a meal.
They exchanged some words with Cee-C saying that she would never talk to a girl like Nina outside the house, and Nina calling her short and fat.
Miracle and other housemates stepped in to calm the heated argument, and Nigerians have picked sides, with many going after Cee-C on Twitter.
RT if you are tired of Cee-C and her nonsense.
Kai Nina you will live long.


New England's largest energy company, Connecticut-based Eversource Energy, has purchased a 50 percent stake in the bulk of Deepwater Wind's offshore wind farm development potential in the waters south of Cape Cod—including the proposed South Fork Wind Farm off Montauk.
The energy company, which provides gas and electric service to 4 million New England households, paid $225 million for the rights to half of the wind farm and the much larger Revolution Wind, Deepwater's planned 80-turbine, 700-megawatt wind farm that will feed power to Connecticut and Rhode Island.
Eversource also will become partners in the rest of Deepwater's 257-square-mile federal lease area, which could eventually host hundreds of additional turbines feeding power to New England's power grid.
Eversource was already partners with Ørsted US Offshore Wind, a subsidiary of the Danish wind energy giant Ørsted, in Bay State Wind, a 300-square-mile wind lease area adjacent to the Deepwater lease area.
Ørsted purchased Deepwater in October for $510 million. The takeover of Deepwater, which was founded and based in Rhode Island, by the foreign company was cited recently by State Assemblyman Fred W. Thiele Jr. as one of the reasons he was withdrawing his support for the wind farm.
In a statement on Friday morning, Deepwater representatives said the combined partnership now has the potential to eventually provide up to 4,000 megawatts from its offshore developments south of New England.
The company also emphasized that the new partnership would not affect the development plans for the South Fork Wind Farm. The company has a contract with the Long Island Power Authority to sell the power from the 15 turbines that will be built in the corner of Deepwater's lease area that is closest to Long Island—about 30 nautical miles southeast of Montauk—for at least 20 years.
The wind farm is expected to be the first utility-scale offshore wind farm in the United States, with an anticipated completion date of 2022, although it will quickly be followed by a gaggle of larger projects already in the review pipeline up and down the East Coast.
Buying and selling the project. Why do I feel like this is a ponzi scheme?


Gain direct entry into the Bachelor of Nursing Science upon successful completion of this Diploma, while receiving the support to succeed in small classes with world-class lecturers. This unique pathway degree is designed specifically for international students.
Available to students on international student visas only.
Benefit from a thorough understanding of the foundations of nursing science and the nursing profession through core subjects that will prepare you for successful undergraduate study.
Upon successful completion, the Diploma of Health (Nursing Pathway) will prepare you for entry into the second year of the nationally accredited Bachelor of Nursing Science, pending achievement of relevant English language requirements.
View the Handbook for specific subject information.
Courses are charged per year of full-time study. Fees are reviewed annually and subject to change. For more details download our undergraduate tuition fees guide for 2019 (PDF, 8589 KB).
A Student Services and Amenities fee is payable per subject up to a maximum amount per year.
Student Visa holders must have Overseas Student Health Cover (OSHC) for the duration of their Student Visa (except Norwegian, Swedish and Belgian citizens). Costs depend on the length of study and the number of dependants accompanying the student. For more information see Overseas Student Health Cover (OSHC).
If documents are written in a language other than English you will need to provide certified translations and a certified copy of the original document.
An acceptable certified document is a photocopy of an original document that has been certified as a true copy and signed by the certifier – public notary, registered agent of James Cook University or a representative of the institution. The certification must be original; photocopies or facsimiles of certified copies are not acceptable.
As well as having studied the subjects listed in the prerequisites for this course, you must also meet necessary minimum academic entry scores and requirements.
Applicants of non-English speaking backgrounds must meet the English language proficiency requirements assessed under the Australian International English Language Testing System (IELTS) or equivalent, of at least 6.5 with no element less than 6.5.
If you meet the academic requirements for a course, but not the minimum English requirements, you will be given the opportunity to take an English program to improve your skills in addition to an offer to study a degree at JCU. The JCU degree offer will be conditional upon you gaining a certain grade in the English program. This combination of courses is called a packaged offer.
Take note of the duration, cost and campus availability of your selected course. You may wish to include a second course preference.
Register using your full legal name as it appears on your passport.
Gather electronic copies of your documentation including advanced standing application if relevant. You will need to provide original certified copies of your documents once your application has been approved.
Complete all the questions and upload all your documents. You can save and continue the application later if you need to.
Applications close 31 January for commencing in teaching period 1 (semester 1).
Your world-class education begins at JCU.


We only went here as it was pouring rain and we jumped out of a taxi and walked straight into this restaurant. It is located conveniently at the end of the restaurant strip on Jalan Alor. This place looked inviting and clean, is busy, but the food is nothing special and the service wooden. The food is overpriced, you are much better off heading just next door or any one of the many places along the road actually. On the menu is a mix of Chinese/Cantonese dishes, Malay dishes and other Asian styles.
On arrival there is a small bowl of peanuts on the table, presumably complimentary. You wont find out that they are not until you get the bill and find you have been charged RM3 if you have eaten them. You are not told there is a charge for the peanuts, so be wary.
The Tamarind is a good tasting and reasonably priced restaurant and take away located on Scarborough Beach Road in Mount Hawthorn. The restaurant is promoted as serving Cambodian food, though you will find familiar Thai, Malaysian and Chinese dishes on the menu too. We used our Entertainment Card to get a discount, but we would go back again no problems.
BYO. Located across the road from the Paddington Ale House.
There is two other Tamarind Restaurants located around the Perth suburbs.
Don't go here expecting purely 'Malaysian food', which is a misnomer anyway, as food in Malaysia is derived from Chinese, Indian, Malay, Thai plus many other influences. Also don't go here expecting a gourmet food experience. What you do get is friendly service, large serves and good food. This restaurant has recently moved from Riverton Forum, the food and staff are the same.


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Open daily, call venue for times.
Pay lots and free and metered street parking available nearby.


The thing with the Turing Test is that it's such a loose experiment; it becomes (arguably) much easier to pass if the intelligence being tested is tuned for the context in which the test is being performed, and to the human respondent.
EISBot: Whats up with Savior recently?
EISBot: It says I need more pylons, what a pylon?
EISBot: What to ally victory?
EISBot: What kind of hardware are you using? I'm on a 486 with 16M ram, pure luxory!!!
Note that the bot's one major flaw is that its command of the English language, particularly the use of punctuation marks, is much too sophisticated in comparison with that of the human. The sure way to distinguish the computer's messages from the human's is to recognize that the computer has a rather sentimental attachment to the apostrophe and the comma.
I take this as another indication that I am correct in my suspicion that when computers finally pass the Turing test it won't be because computers have become smarter; it will be because humans have become dumber.
… although, with that said, three cats and a catnip-dusted keyboard would probably be enough to pass the Turing Test if it were conducted in a YouTube comment thread. YMMV.
I threw a eliza bot, literally, as in explicitly started with the original so all the psychobabble is still in there.
Into my little virtual world, just added some more keywords to respond to the things the kids often say.
and yes, it really is still enough to fool people.
Try it here if you want to.
Yes it is called lieza, the point of its existence is a joke after all.


From 6 January 2010 all sponsored skilled workers are required to obtain an Identity Card for Foreign Nationals (ICFN) when they apply to extend their stay in the UK under Tier 2 of the Points Based System (PBS). This means that all applicants, and their dependent family members, must attend a biometric enrolment centre to provide their biometrics (fingerprints and a photograph).
Once the biometrics have been provided they are checked against existing UKBA records, and then stored on UKBA systems and on the identity card's own secure electronic chip.
The ICFN has been introduced to help combat illegal working and reduce illegal immigration. It is designed to enable holders to confirm their identity and their immigration status, and to access their entitlements more easily. If the holders of an ICFN travel outside the UK during their time here, they will be required to show the card together with their national passport at the port or airport when they leave the UK and when they return.
The introduction of ICFN for Tier 2 PBS will have a significant impact on the timeframe for processing further leave to remain applications (FLR).
• by arranging an Appointment in Person at UKBA.
The biometric and FLR application may only be made once a Certificate of Sponsorship (CoS) has been assigned.
Applicants who wish to apply in person may book a premium appointment. The appointment will enable them to attend a UKBA biometric enrolment centre and register their biometrics and submit the application for FLR on the same day. The application will then be processed and the ICFN will be sent to the applicant within ten working days. Applicants who are changing employment under Tier 2 may only commence their new role once the ICFN has been issued to them.
Please note that there are currently very few premium processing appointments available and UKBA have indicated that there will be no further appointments available until mid-March 2010. Consequently, most applicants will have to submit their FLR application by post.
Postal applications require the standard forms, supporting documents and passports to be sent to UKBA offices in Durham. Current indications are that it will take four weeks before a letter is sent to the applicant requiring them to enrol biometrics. Applicants should then attend a biometric enrolment centre to provide fingerprints and photograph to then enable the caseworker in Durham to continue processing the application. It is likely to be a further four weeks before the ICFN is issued.
Consequently, in-country applicants under Tier 2 should be aware that the FLR process will take eight to ten weeksduring which time their passports will be retained.
Given the inconvenience that the new process will cause to applicants, consideration should be given to applying for Entry Clearance (a visa from overseas) as an alternative to FLR in the UK. Entry Clearance processes normally take ten to fifteen working days, depending on the location.
Employers should be aware of the impact of the new FLR process on the overall Tier 2 Sponsorship process. Resident Labour Market testing for Tier 2 general applications is currently set at four weeks of advertising. A CoS may only be issued once a genuine attempt has been made to recruit from within the resident labour market. Time should be added to the advertising period for consideration to be given to any applicants from the European Economic Area who have applied so that they may be offered the role if they are suitably qualified. The combined processes of sponsorship and FLR mean that the entire Tier 2 PBS process will take twelve to sixteen weeks from start to finish in the UK.


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Failure to keep proper records costs dealer hundreds of thousands
A DEALER has had to hand over £300,000 worth of paintings after a judge ruled that his records were not sufficient to show he had acquired them in good faith. He is also facing what is anticipated to be a six-figure bill for costs.
Dealer Michael Marks had to return the two disputed works by Indian painter Francis Newton Souza (1924-2002) to collector Aziz Kurtha after failing to persuade the High Court that a chain of transactions gave him legal title to them.
Mr Justice Tugendhat questioned the credibility of what little paperwork there was and stressed the importance of keeping detailed and accurate records of transactions.
He further warned Mr Marks that the lack of a detailed and contemporaneous audit trail, setting out the transactions and provenance, could have exposed him and others to "very serious risks" including that of criminal prosecution.
How the paintings and other works came to disappear from storage, where Dr Kurtha had consigned them in the 1980s, has never emerged. He became aware of the problem after seeing five paintings he thought were in storage on offer at Bonhams in 2002.
He started to negotiate their return, later registering the remaining missing Souzas, including the two subsequently found to be in Mr Marks' possession, with the Art Loss Register.
Mr Marks told the court that he had bought the two paintings in good faith from another dealer in January 2006. He intended to sell them to a client for a £125,000 profit. The dealer he had acquired them from in turn said he had bought them from a third dealer for £25,000.
The works themselves, Still Life with Chalice with Host from 1953 and Head of a Portuguese Navigator from 1961, disappeared from storage sometime after 1984 along with a number of other works by Souza.
It was only when Mr Marks telephoned the Art Loss Register in January 2006 to enquire about these paintings that it became apparent he had them in his possession.
Mr Marks paid a search fee to the ALR in order to check their title and was told there was no problem. But the High Court revealed that the ALR knew the works to be the subject of a claim by Dr Kurtha and deliberately misled Mr Marks.
ALR chairman Julian Radcliffe explained to ATG that this was part of a ruse to keep lines of communication open with Mr Marks. The judgment stated that Mr Radcliffe went as far as telling Mr Marks that he had a client who would be interested in buying the paintings from him. Mr Radcliffe further explained that this was all part of bid to recover the works by persuading Mr Marks to bring them into the ALR offices.
Dr Kurtha eventually launched his civil action against Mr Marks and, at the end of last month, the High Court found in favour of the collector in the ownership dispute.
The judge ruled that because Mr Marks had not been able to prove the works had been purchased in good faith by any party before February 2001, any claim he might make to good title under the statute of limitations would fail.
As for the remaining unrecovered Souzas from Dr Kurtha's collection, one is currently subject to litigation in the US, whilst two remain at large.
Law, crime and regulation


Renekton swings his blade, dealing 65/100/135/170/205 (+0.8) physical damage to nearby enemies and healing himself for 3/4.5/6/7.5/9 (+0.8) Health for each non-champion hit and 1.2 (+f 3) Health for each champion hit, up to 50/75/100/125/150 Health.He generates 2.5 Fury for each non-champion hit and 10 Fury for each champion hit, up to a maximum of 30 Fury.50 Fury Bonus: Damage increased to 100/150/200/250/300 (+1.2). Heal increased to 9/13.5/18/22.5/27 (+f 4) per non-champion and f 5 (+f 6) per champion, up to 200/300/400/500/600. No longer generates Fury.
Renekton's next attack strikes twice, stunning his target for 0.75 seconds and dealing 5/15/25/35/45 (+1.5) physical damage per hit ( 10/30/50/70/90 (+2.25) total).Each strike applies on-hit effects and generates Fury. Hitting a champion generates an additional 10 Fury.50 Fury Bonus: Renekton attacks three times, stunning his target for 1.5 seconds and dealing a total of 15/45/75/105/135 (+f 3) damage. No longer generates Fury.
Slice: Renekton dashes, dealing 40/70/100/130/160 (+0.9) physical damage to enemies he passes through. Hitting an enemy grants the ability to use Dice for 4 seconds.Dice: Renekton dashes, dealing 40/70/100/130/160 (+0.9) physical damage to enemies he passes through.He generates 2 Fury for each non-champion hit and 10 Fury for each champion hit, up to a maximum of Fury.Dice - 50 Fury Bonus: Damage increased to 70/115/160/205/250 (+1.35). Enemies hit have 25/27.5/30/32.5/35% reduced Armor for 4 seconds. No longer generates Fury.
Renekton surrounds himself with dark energies for 15 seconds, gaining 250/500/750 Health and 20 Fury. While active, he deals 40/80/120 (+0.1) magic damage to nearby enemies and gains 5 Fury per second.


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Professional quality for all kinds of graphic arts, hobby, craft, shop and industrial applications, these self-healing and reversible cutting mats are 3mm thick and extra durable.
Made from a unique composite vinyl material, designed for both rotary blades and straight utility blades, they provide a long-lasting, non-glare surface that can be cut and slashed constantly without showing marks or cutting lines.
Can also be used as a desk blotter or general-purpose work mat.
Self-healing, reversible, non-glare surface is 3mm thick and extra durable.Will not dull blades.
Printed grid pattern includes guide lines for 45° and 60° angles and 1/2" grid lines.
All four edges are fully numbered and graduated with 1/8" hash marks that extend beyond the zero base line for convenience.
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1)Green on both sides with printed grid one one side only.
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Holidays are tough for budgets. It's easy to get carried away on presents and entertaining. Decide before the holiday arrives exactly how much you are going to spend. Don't go over that limit no matter how much advertisers would like you to. You might also adjust your travel habits. It's fun to travel, but you might want to take shorter trips or stay in less expensive hotels if this would help you meet your household budget goals.
Fortunately, creating a holiday budget is less complicated than you might think.
All it requires is taking an honest look at what you spend and what you earn. The hardest part? Sticking to your holiday budget once you've drafted it.
To start your budget, list your regular monthly income streams. This will obviously include your monthly salary. It should also include any rental payments you receive, child support or alimony payments, payments you receive for freelance work, monthly disability payments and any monthly fees you receive as a result of a legal settlement.
Now that you know exactly how much money comes into your household each month, it's time for the trickier part, listing your expenses.
Some expenses are fixed. These include your monthly mortgage bill, car payment, student loan payment, monthly garbage service and rent. Other expenses vary each month. These expenses include the money you spend on groceries, your electric bill, your phone bill, gas for your vehicle, and the money you spend on clothing and entertainment. Your budget should also include money reserved to build an emergency fund.
Next, you will need to come up with a set amount you want to spend during the holidays. In that amount includes: groceries for feeding a large gathering, gift cards, presents, gas, etc.
The key to listing expenses is to be realistic. Your budget is not realistic if you don't save any money for going to the movies, eating out or taking short trips.
If you find that you're blowing your holiday budget, it might be time to make changes either to your budget or to your holiday spending habits.
Maybe you've been unrealistic with how much you want to spend during the holidays. Adjust those budget items so they more accurately reflect how you really live.


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H170 法政国際教育協力研究センター(CALE)
H170b 紀要
Nagoya University Asian Law Bulletin
Evaluation of the Attitudes Between the Constitutional Tribunal and the Parliament in Myanmar
https://doi.org/10.18999/calealb.5.69
011fd570-90c8-4fa5-833f-0076b2959203
alb5_05_Makino.pdf (1.1 MB)
MAKINO, Emi
× MAKINO, Emi
This paper examines the role of the Constitutional Tribunal of the Union, Republic of the Union of Myanmar (hereafter, the Tribunal), primarily focusing on parliamentary interactions and independence in political deliberations. The Tribunal was established in 2011, and it was the first independent organization for constitutional review in Myanmar. After half a century of the military authoritarian regime and in the circumstances of complicated transition, the newly established Tribunal has been expected to adjust the power among three branches of power; executive, legislative and judicial. A closer look at the Tribunal's recent activities and progress in adjudicating political issues and acting as an independent referee between relevant political actors reveals this body's inability to perform adequately the role it has been assigned. In 2012, the parliament widely opposed the Tribunal's decision and initiated the impeachment of all nine members. In 2013, the parliament also amended the Constitutional Tribunal Law which limited the effectiveness to apply the decisions of Tribunal only to all cases transferred from ordinary courts. The amendments increasingly weakened the scope of the Tribunal and eventually, questioned whether it might play any positive role in the democratization of Myanmar as stipulated by the 2008 Constitution. After the impeachment of all members, the Tribunal has been facing the lack of judicial independence and cannot function as a referee among the political actors. The Tribunal could deal with only a limited number of cases since its establishment in 2011, and is apparent that it is highly reluctant to reject initiatives of the current regime. Indeed, there are some incidents when the Tribunal issued unconstitutional judgments, which could prove positive in terms of the regional legislation powers and protection of minority rights. However, the trends of distrust against the Tribunal is widely recognized after the NLD (National League for Democracy) regime came into power. In such circumstances, when the Tribunal acts as a support agent for one political actor against others, the role of the Tribunal in future democratization becomes highly controversial.
名古屋大学法政国際教育協力研究センター(CALE)
10.18999/calealb.5.69
ISSN(Online)
PISSN
en : Nagoya University Asian Law Bulletin
巻 5, p. 69-83, 発行日 2020-03-31


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A state Department of Transportation highway maintenance worker has been accused of stealing gasoline from a state-owned facility in Utica, state Inspector General Catherine Leahy Scott announced Monday.
William Gallagher, 42, of East Herkimer, was charged Monday with six counts of offering a false instrument for filing, all felonies, and six counts of misdemeanor petit larceny, Scott said. If convicted, he faces up to three years for each felony and one year for each misdemeanor.
Gallagher allegedly used a state card to purchase gasoline for his own personal use, Scott said. Surveillance cameras caught Gallagher filling the tank of his personal vehicle on five occasions and a gasoline container on one occasion earlier this year, she said.
Gallagher later admitted to the Inspector General's investigators that he took the gasoline and entered false odometer data into the fuel pump in order to activate it, Scott said.
"State employees entrusted with the use of state-owned credit cards must understand that theft of public resources will not be tolerated," Scott said.
Gallagher was arraigned in Utica City Court and is due back on Oct. 13. He has been a DOT employee since 1999.


Hey, Trigger here. Let me be honest, I helped to brew this beer. This was a recipe I created a few years ago with the intent of having my own spicy drinking IPA at home. Well, after sitting on this recipe, last year Joe had mentioned he wanted to brew a rye beer. As a giggles, I showed him this. It was green lighted. While we did make the beer last year, the final product isn't what I had imagined.
This year the discussion was to make this beer again. Stephen and I made a few tweaks from recipe to fermentation. The final product represents what I wanted. A drinkable beverage, with some citrus notes up front and a dry rye finish. To be Star Wars nerdy, it's bittered with millennium hops, and flavored with Falconer's Flight.
I want you all to drink it and tell me what you think. I can say I'm pretty proud of this particular beverage. Let me know what you think.
Hey, Trigger again, writing about Maltese beer. Today, the beer up for the blog is Tupac Sha'more. Maltese has created a S'more milk stout. I guess the first thing I should explain is milk stout. A milk stout is simply a stout that adds lactose, which is milk sugar. I should be upfront. I love milk stouts, even if I'm a bit lactose intolerant. They have a nice sweetness that makes them almost candy like in flavor.
This particular beverage is designed to replicate a S'more. While I don't know if that is exactly possible with beer, I do detect chocolate and vanilla flavors in the front of the taste. I also get a graham cracker flavor, solidly on the finish. It's pretty sweet, but not sickeningly sweet. The first test batch came out way too sweet, and lessons were learned.
Milk stouts are usually around 6 to 7 percent abv. This comes out exactly in the middle at 6.5 percent. This is a great beer to end the night on, paired with a meal as a dessert. Give this one a shot, I think you'll like it.
Hey everybody, hope all is swimmingly great! Maltese has released Brass Coupling version 2.0. Kentucky Common was a beer made in the 1850′s that was brewed quickly and put into serving containers while the beer was still fermenting. This means the beer would change rapidly during it's time at the saloon, and was known by many as a dark cream beer.
Brass Coupling follows the pattern of a fast fermentation. It was in the fermenter for only 6 days. The only difference from this beer and the original 1850′s version was that Maltese brought the temp to serving temperature quickly, cleaning it up more effectively.
As far as flavors, you're going to detect a lot of bready and cracker notes at the very beginning, a middling body, and a slightly sweet finish. You will notice a malty aroma, with a possibility of cigar tobacco, depending on your nose.
This is still a quick drinker, and it tastes "older" than you'd think for drinker, as those beers usually age for a time. See what you think, you can buy a couple and share with friends.
Enjoy and see you at Maltese!