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Valentin Stalf: After 298 Investor Rejections, He Built A $3.5 Billion Business That Is Disrupting Banks
Valentin Stalf is the co-founder and CEO of N26 which provides mobile banking solutions. The company has raised more than $600 million from some of the world's most well-known investors, including Insight Venture Partners, GIC – Singapore's sovereign wealth fund, Tencent, Allianz X, Peter Thiel's Valar Ventures, Li Ka-Shing's Horizons Ventures, Earlybird Venture Capital, and Battery Ventures to name a few.
How fundraising changes at each stage
How to develop yourself and your team as you experience hyper-growth
How to test your hypothesis before building a product or writing any code
The rise of startups in Europe
About Valentin Stalf:
Valentin Stalf is co-founder and CEO of N26. In 2013 Valentin Stalf founded N26 with his longtime friend Maximilian Tayenthal. Back then already, both shared a vision of building a bank that the world loves to use. Since the initial product launch in 2015, N26 has grown to include more than 4.5 million customers across 25 markets — including the US in 2019.
The firm has raised more than USD 600 million from some of the world's most well-known investors, including Insight Venture Partners, GIC – Singapore's sovereign wealth fund, Tencent, Allianz X, Peter Thiel's Valar Ventures, Li Ka-Shing's Horizons Ventures, Earlybird Venture Capital, Battery Ventures, in addition to members of the Zalando management board, and Redalpine Ventures.
N26 has more than 1000 employees based in Berlin, New York and Barcelona, who are concentrated on reinventing the banking experience for the digital generation. With its full banking license, state-of-the-art technology and no branch network, N26 is redesigning banking for the 21st century. Before N26, Valentin Stalf was an Entrepreneur in Residence for Rocket Internet, an incubator and investor in online startups. There Valentin Stalf helped to develop several companies in the mobile payments industry, including payleven and Paymill GmbH. Moreover, Valentin Stalf worked in strategy consulting and investment banking. Valentin Stalf has a bachelor's degree in business administration and management and a master's degree in accounting and finance from the University of St. Gallen.
Valentin Stalf is currently a member of the advisory board at the Vienna University of Economics and Business.
Connect with Valentin Stalf:
Alejandro: Alrighty. Hello everyone, and welcome to the DealMakers show. Today we have a very exciting founder, definitely the founder of one of the most valued startups right now in Europe. We're going to be learning a lot about fintech; we're going to be learning a lot about building and, most importantly, scaling companies. And without further ado, I'd like to welcome our guest today. Valentin, welcome to the show.
Valentin Stalf: Alejandro, thank you very much for having me on the show. I'm excited to talk to you about what we've done so far.
Alejandro: It's really remarkable what you guys have done with N26. But before we actually dive into it, I'd like to do a walk through memory lane here so that people really get to know you and to know how this incredible story came together. Originally, Valentin, you were born and raised in Vienna. So how was life there?
Valentin Stalf: I think Vienna's a great city. Vienna is regularly, actually every year almost, it's one of the best cities to live in around the globe. And so, I had the pleasure to grow up there. I enjoyed growing up in Vienna. To be honest, we just recently opened an office, as well, in Vienna. It is the latest office we opened, a product and technology hub. Also, one of the reasons why we did that is because the living quality is very high.
Alejandro: Yeah. Absolutely. Then you went and studied finance in San Gallen.
Valentin Stalf: Yes. At one point, when I completed school in Vienna, I said, "Okay. Let's go out of the country." I think it's important to always challenge your own horizons. You always need to go to the next step. For me, going to a renowned university in Switzerland was definitely a good decision. A traditional university. I focused on Business Administration, my Bachelor's Degree, and accounting and finance later on in my Master's Degree. Definitely, looking back, it was an important decision. I think when you take that decision, at least in Europe — I think in the U.S., it's much more common to think about universities and think about Virginia University you go to, but you have to take the European perspective on this. In Europe, most people study around the towns that they have been born in. So it's not so common if people go to a different country or a completely different location to study. That was, definitely, for me, one of the important decisions in my career early on to say, "Let's go somewhere else and study somewhere else."
Alejandro: One of the things that I thought was super interesting is the decision that you made and the different internships that you did because I find that the best entrepreneurs that I speak with, they were able to develop that foundation for viewing things from either their time doing investment banking or perhaps consulting. But in this case, you did both, and then also accounting if I have a good grasp on the numbers. Can you tell us how those experiences shaped who you are?
Valentin Stalf: During university, and San Gallen is one of the universities, especially when I started there around 2006, '07, '08, and the following years, very classical. It's a business school. People want to do investment banking. They want to do consulting. I was one of them, and I said, I want to work in an investment bank because everybody's always talking about it, how challenging it is, and how great it is. I wanted to do the same and look into consulting. Then as I studied accounting and finance in my Master's, I also looked at accounting. So I selected the different internships based on what people always wanted to do, and what everybody around me was doing. I wanted to see on the job how this was feeling and get a feeling for if it's something for myself. Looking back, it was definitely something that has shaped my decision later on. We might have some time to talk about when I then decided not to go into consulting for a fixed job in investment banking, but then actually decided to move into the internet space. It was definitely important to see the challenging environment. Also, investment banking is an area where people work a lot, where it has a lot of great talent, as well — the same for consulting. Consulting is something where people know how to work long hours, and they get focused on certain projects. It is something that shaped how I think about working and shows you also the boundaries, how much you can work, and how much maybe you shouldn't work.
Alejandro: You were pointing to the fact that you saw that everyone was going into banking or consulting. In Spain, for example, is the same thing. I think that it was the same thing all across Europe. My question, now, what comes up for me is, how have you seen that mindset shift over the years? Now, startups — when you're doing a startup, you're not someone that is completely crazy anymore.
Valentin Stalf: Absolutely. To put it in perspective, when I chose to go into the internet industry and startups stare a bit more, it was around 2011 when I decided to take that part — 2011, 2012. I would say since then, it has massively shifted. When I go back to my university now, they have a big event every year only focused on startups and innovation. It's the biggest event at the university today, or one of the two biggest ones where they only talk about new industries, utilization, these things. In Europe, especially, the trend was massive in the last years, and it's comparable to the U.S. trends that you've seen. But in the U.S., I would have said that the trend here is going to startup, was about three to five years earlier than in Europe. We see a similar development compared to the U.S. what we've seen earlier in the U.S.
Alejandro: Yes, and it's definitely exciting to see that shift. I know that for you, after you completed the Master's, you did a trip to Tokyo, and you spent some time there. This shaped the way you think about customers and this sign. Can you tell us about this?
Valentin Stalf: Absolutely. During my Master's Degree, I spent one semester in Tokyo. I think there are two great things about — and maybe coming back to why I chose to study abroad, as well, from the beginning is, first of all, different cultures. I think if you go to Japan, a completely different management culture. People traditionally are used to working in one company their whole life. So the brand of an employer is really important, and it's quite interesting to see that. The other thing, people are much more used to working in groups and in teams. That is also quite interesting, quite different to western management styles because if you know you're working in the same companies for 100 years or 50 years, then also your approach to teamwork is a bit different. I'm not saying one or the other model is better, but it's interesting to see how people work differently together. If you come more specifically to product and how people deal with customers, what fascinated me always in Japan is how people take care of their customers end-to-end. They not only think about the product purchases they're doing, but they think about the total experience. If you go into a shop, how is the experience when you entered the shop — when you purchased a product? How is it packaged, and all these things? So they have a much more holistic view around the customer and always want to grab the best experience. I think that's quite interesting.
Alejandro: How was it different, Valentin, from what you were seeing, for example, in Europe?
Valentin Stalf: In Europe, I always take the supermarket example. If you go to a supermarket in Europe, and you buy a drink like a cola or something, and when you open the can, you need to be happy that it's not exploding and the Coca-Cola is not all over you. If you go to Japan, and you go to a supermarket, you're greeted by the man at the door, wished a happy day. Then you get the Coca-Cola and make sure it has exactly 6 degrees. Then you go to the cash desk. They package it for you. They wish you a happy day, and you leave. It's a different approach to the experience. The interesting thing in Japan is it's on all levels from my experience. It's not only for their expensive products or cheap products but the quality of how you service the customer is different too, I would say not only Europe but to any western approach to product. The good companies still, I think, do it in a similar way. If you enter an Apple store, how you're taken care of — there would be a concierge that greets you in the beginning. It's something that only materialized over the last couple of years. That is quite exciting. Then the other thing that was impressive in Japan for me was the attention to detail and the attention to design. If you look at product packaging, design, or categories have a big influence on this. This is something that I was always a big fan of. If you go to Japan, you see a lot of great products. That is definitely something that I've taken from the time. When you look now at N26, design is one of our core values, and our core principles, and also the simplicity of things and attention to detail. It's something that I learned during that time.
Alejandro: Very cool. Once you completed the studies, you got back to Europe, and then you made the decision to join the internet world. This was with Rocket Internet, so how did this happen?
Valentin Stalf: Not very planned, I would say. It was after university, and after the financial crisis, 2008. I applied for jobs, 2011. I was applying to all of the big banks, to consulting companies, and I got some good offers afterward. But then I asked myself and also looking at the experiences that I had during my internships, is that where I want to start? Is that where I can have the biggest impact in the first years? Everybody knows that if you start in one of those areas, the impact that you actually have in the first years is limited. So if you start in investment banking, the first three years, it's not likely that you see any customers. You're having a good learning curve still, but the impact is not so high. I was asking myself, "Where can I have the biggest impact," and "What is an industry that is growing?" I was also thinking about the financial crisis that had just happened. Banking wasn't the place to be, and do you want to work in an industry that is cutting jobs every year? Or do you want to actually go to an industry that is maybe growing by 500% every year? The question is only are you growing 500%, or are you growing 600%, or are you growing 450%? On one hand, there was a strategic decision for me, where I thought it made sense to go into an industry that's growing. On the other hand, I was always interested to also work in digital, and I wanted to do that. I saw the opportunity somehow, and then just applied for a job at Rocket Internet. Looking back, actually crazy, I didn't apply to many jobs. I just applied to this one digital job, and if I wouldn't have gotten an offer, I would have gone into an investment bank. But luckily, I got an offer and then started with Rocket.
Alejandro: It's amazing how destiny puts the path forward for all of us because, obviously, for you this time with Rocket Internet shaped you and gave you the exposure to all the different things that they had access to. Especially like what you were starting to see here in the U.S., with Stripe, and with other fintech companies. Can you tell us what opened up for you during this time?
Valentin Stalf: The biggest learning for me during that time was, at university, you were always told everything is complex, and you need to — building an organization is you need to learn business administration and explains to you how you build an organization, and it's all complex. What impressed me when I was working at Rocket was, you had an idea, shipping shoes, let's say. Then three or four people sit together and say, "Do we want to do that?" Then six months later, 80 people are working with you on that, so a real team of 80 people. And you're making a difference. You are shipping shoes every day, and you are seeing the demand from customers. So what I learned at Rocket was that it can build a company from scratch, and it took away the fear of this theoretical building a company to showing you sit together; you have a good idea. Call a couple of people, and it happens, "How do I actually do that? Where do I buy? How do I sell?" You build a website, and you start basically fairly reduced. For me, that was a moment of truth. It was a moment of "Okay, cool. You don't need to work in a company for 30 years and then do a management buyout, but you can start something on your own based on a good idea if the idea is good. Your focus on the customers can have an impact. That was something that I had seen at Rocket and what took away the fear of being an entrepreneur.
Alejandro: So let's talk about the incubation process of N26. At what point does the idea come to mind. At what point do you meet Maximilian, and how does everything come together? Also, at what point do you give your notice and say, "I'm going to go after my own thing now"?
Valentin Stalf: When I was at Rocket, I was working on one similar to Stripe and Square in the U.S. So I had a deep inside into fintech and all these models that are focused on payment and more B2B-oriented models. Not many people were thinking about fintech in Europe, especially not about B2Cs consumer-facing fintech. I realized during the time that all the companies working in the financial industry are slow and have big difficulties to transform their business model into digital. That was the main reason for us to say, "Let's found something in that space." From the beginning on, I remember we always wanted to be or wanted to go in the direction of founding our own bank and having a mobile bank that could easily be accessed. But in the beginning, this idea was much too big for us. So we started with a much smaller idea. We started with the idea of a prepaid card for teenagers. A card that kids could take to pay for their online purchases and items or anywhere else. Then you've got an app that could be used by parents. The kids were having the opportunity to shop, and parents could load the card and could see where kids were shopping. We started that idea. We pitched for it. First of all, we quit our jobs. The biggest transformation you need to do is from earning money to spending money on your own business. Then we invested the first 10,000 euros into the company. Then we raised a little bit of funds from Axel Springer, one of the biggest media companies in Germany. They offered us a place in the accelerator program. We started the company originally in Vienna and then moved to Berlin quickly. Then raised another $500,000 from angel investors. Then we produced and started developing the idea of prepaid cards for kids. Launched the product later that year into beta phase, I think in September, October, or November. Then we quickly realized that most of our clients were actually using the product, not for the kids, but for themselves, because the product was you got an app, you got a Mastercard attached to it. You could load it quickly, and you could see in real-time where you are spending. A lot of customers were approaching us and were saying, "You're doing this product for kids, but actually look at my bank account and my mobile experience with one of the traditional banks, and it's really bad." Then they said, "The card looks much better." Then we thought about it and said, "Maybe we don't want to just do a product that we deliver to banks" — our original idea was we have this prepaid card for kids, and at one point a big bank could sell it with their accounts to the younger target group. Then we said, "Maybe the opportunity is huge." It also took away a bit of the fear from us of developing your own bank or building your own bank because we were doing this prepaid card for kids. From a functionality perspective, you could load money onto the card. You could go to an ATM. You could pay Cashless. You could do transactions from the account. It was similar to the fully-fledged bank accounts with a different regulatory setup. It took away the fear from us that building a big bank is so difficult. Then we said, "Let's transform the business from a prepaid card for kids into building a mobile bank. The problem at that time was we'd raised about 500,000 euros, and we almost spent everything, and we went into the beta phase with the first 200 or 300 customers. We were sure we needed to transform and pivot the modeling to a mobile banking model. Then going out fundraising with a great product that I think at that time already was great from the user experience. But going out and saying, "We have these 300 customers, and we more think about transforming it into a similar thing into the user experience. But something completely different or we would have to develop again for another 12 months. It was not the best time to go out and raise funds. Then it was a tough time, so we were almost running out of money. I think we had three more weeks of financing. There was also a time, I think, where I didn't get a lot of sleep, and also, my co-founder didn't. Then luckily, in the end, we had one or two — actually, we talked to 300 investors and got 298 who were declining us. Then we had two more investors left, and one investor, [0:18:32], was one of the best investors we wished for. Then [0:20:46] said, "I'll lead another round." Then they led our institution seed round; they invested about 1 million euros, and then we went on from there. I was on the border of being bankrupt.
Alejandro: That's remarkable. Especially because when you do a pivot, and I've done them myself, it's pretty scary, especially if you raised money. Because if people are not reinvesting, and obviously, it's just a different type of model that you pitched them when they invested. If they don't reinvest, then that sends super-negative signals to the market because then people are going to go, "Hold on. They're not reinvesting. There's probably something wrong with the business. How did you deal with that, and how did you keep some of those investors in the loop?
Valentin Stalf: This phase is difficult because you had to separate into three parts. First of all, as an entrepreneur, you pitched your idea that you originally raised funds for hundreds of times. So yourself, you have a bias where you believe in the idea. It doesn't matter how bad the idea is, you raised funds with that idea, so take some time for yourself to get over that idea. Then you get over that idea, and then you need to get back to your investors and invest in the same thing. They have this investment decision. The investment hypothesis, and then you go back to them and tell them it's actually completely wrong, or we have a better idea. It's difficult then to get them on board for the new idea because also, investors are not so close to the business in the beginning. They were angel investors mainly, so you go back to them. You maybe only see them every couple of months, and then suddenly, you tell them, "You invested in this kids' idea. Now we want to build a big bank."
Alejandro: Yeah.
Valentin Stalf: So, you need to again spend time in getting them to like your new idea. Then the third thing is, then you go back to the team. The team worked hard for the first eight months on launching the product. You launch the product, and three weeks later, you send people to the new model. The team worked really hard, and then you go back to them and say, "That's not the right thing. We need to do something different." So there are three steps you have to take that are difficult. Then, in our case, at the same time, we're also raising funds. I think a tough time, but in the end, as founder, if you see, and that's the most important thing that the customers want something. Then you need to follow the customers. That's the most important thing. It wasn't with us. Also, our original product wasn't working. I think it would have been much more difficult to get it to a stage where we are now with N26. But I think it was much more important to see that customers want something specific. In our case, a mobile bank account and easy to use. Then focus on that product, and then follow through.
Alejandro: Let's talk about following through on this. Finally, you guys did the pivot. You were able to secure the funding — unbelievable — three weeks away from almost not making it. Then finally, everything goes in the right direction, meaning that you guys continue to execute. At what point is there something that happens where maybe you know that you guys are headed into something really big?
Valentin Stalf: Then we raised new funds, and I think it was around March. Then we still needed to develop. We didn't have anything. We didn't have a banking license. We didn't have a banking partner. We had a prepaid card set up for kids. So we completely removed that. Also, the app that we showed to investors where we said, "We changed a bit, and then we upgraded to being the best bank around the world." We basically threw it into the trashcan, and then developed from scratch and started a new app development. It took us another ten months from that point where we raised funds to launching a product in 2015 to a broader market. I think when we realized that this was flying, that people need the idea, it was the first weeks after launching — the first two months after launch when we had a closed beta, so a beta lounge. Then we had a closed beta on the waiting list. We got more and more signups on the waiting list every day. Then we realized there was a demand of customers. Then when we were realizing that it's an idea that the market needs. That was the time. Luckily, at the same time, all the investors realized that, and we raised another round. We raised our Series A, $10 million euros. That was the most unconventional round ever because we raised it within two weeks without any fundraising. That was also important for the first success of our company because everybody was listening who was, himself or herself, a founder. You will know how much time it takes to fundraise. In that scaling time where you see a huge demand for your product, it's best if you can focus on the company. So Series A raising, the 10 million euros, doing it quickly was important for us.
Alejandro: I'd like to hone in on the fundraising in a bit, but I'd like to ask you here because, obviously, you've been driving and leading that marketing efforts, especially here when you guys were launching the new product or the pivoted concept. How did you approach it because it doesn't matter if you have the best product in the world, if nobody knows about it, it doesn't matter? How did you approach this super important launch for you guys to make it such a smashing hit?
Valentin Stalf: We took it step-by-step. We created a lot of PR buzz. We were first movers in the category, did great picking up from tech grounds and international tech blogs. We focused, not on purpose, but looking back, we had a great traction within the early adopters with Techscene and mainly through PR. Then we had this closed beta. Then the variety picked up. People were talking about it with their friends. If you look at the product we had, and we still have a transparent card, and no one had a transparent card in all of Europe. So when we shipped the product to the first customers, and it's a product that you use every day to pay for things, people around them were asking them. It's all about the variety and how high the frequency of your product is. The higher the frequency of your product, the better you can get the variety going.
Alejandro: Very nice. Let's talk about the fundraising. How much capital have you guys raised to date?
Valentin Stalf: We raised more than 600 million dollars.
Alejandro: Very cool. I think I saw that it's over 3.5 billion and probably one of the most valued startups in Europe, which is amazing. What have you learned about fundraising?
Valentin Stalf: A lot of things. First of all, we've been lucky throughout the way to find the right investors for us because looking back now, I think we have a great board of investors that helped us to challenge also how we built the company from the beginning on. We have a couple of people that have been close to PayPal when it was founded. Valar Ventures, actually a fund based in New York that helped us to shape our thinking of how we should build the company, how important it is to grow, not to look at only the unique economics in the beginning, but focus on happy customers. I think that was important. I think how lucky we have been in the whole process with not knowing much about fundraising, in the beginning, to be lucky to get the right investors on board that are not pressing you into something you don't want to do, but give us the freedom as founders — gave us the freedom as founders to develop the company as we want. That was important for us. On the fundraising process itself, I always say there's not so much difference between raising 1 million and 100 million. It's always the same, just the size of the funds change, and also the process is, obviously, much more professional if you raise 100 million or 200 or 300 million to raising 500 or 1 million seeds. But for an angel investor, a smaller fund, let's say. A smaller fund that puts in a million, it's as important to put in this million as it's important for a bigger fund that puts in 100 million. In the beginning, it's more about vision and growth. The further you go to Series C and D, it's also more about data, it's more about the unique economics, but it's still a lot about the vision. Also, today, most of what we are going to build and most of the value that we're going to create is still ahead of us. So I think the biggest thing that I've learned is, be passionate about your idea. You need to pitch it quite often, and if you're passionate, and if you have a vision for the product, and if you are good in communicating that to investors, then you get lucky in finding the right investors early on, I think then the rest follows.
Alejandro: What about alignment, because we're talking here about vision. But I think making sure that the alignment, that the expectations are clear, and then also that the investor doesn't have a different agenda is critical. So can you talk to us a bit about this?
Valentin Stalf: The only thing that I know is that every business plan we did was wrong. So the alignment is a good thing to have, but in the beginning, especially, I wouldn't spend too much time about detailed business plans and so on. It's important to have your model to understand how your model works. Part of it is also to have a good business plan because it shows how your model works, but I wouldn't argue too much on where the cross-sell would be two years from now, but I would think about the finances of the model.
Alejandro: How would you say that expectations have changed from financing milestone to financing milestone for you guys?
Valentin Stalf: In our case, expectations always have grown and grown. Today we're valued, as you mentioned, at more than 3.5 billion. That brings a lot of expectations with us. Today, we have a huge team, a great team that can balance those expectations and also work on the expectations. I think it needs to be in balance. You always need to accelerate your team and the people you work within the same pace that the expectations are growing. Because in the end, you realize you cannot build the company yourself, but the team needs to build the company, and therefore, expectations are definitely rising over time extremely fast. But, at the same time, you need to also raise the team and recruit the right team that helps you to fulfill those expectations.
Alejandro: How many people do you have now?
Valentin Stalf: Today, we have around 1,500 people, most of them in Berlin. We have an office here in New York where I am today, with about 70 people. Then we have another office in Barcelona with around 100 people, and we recently opened an office in Vienna where we have the first 20 people. And we have another office in San Paulo where there's a handful of people there.
Alejandro: Very cool. In terms of, for example, scaling, to dive deeper here in what we're thinking about, which is the team, you've scaled a lot and fast, how did you scale at the same pace? Because the last thing that you want is for the company's growth to outgrow you.
Valentin Stalf: Do you mean how I've personally scaled with the company?
Alejandro: Correct. How did you personally scale yourself to continue at the same pace with the scale of the business, itself, because I find that who you are when you start the business, or your mindset, or the approach, is completely different to where you are later in the lifecycle of the business where there are different problems, different analysis. How have you transformed yourself at the same speed at which the company has been growing?
Valentin Stalf: It's always a challenge to transform at the same speed as the company is growing, especially in our case, because our company is transforming quite quickly. Also, if you look at the team going from being two people on a couch, and finally, the company is 1,500, something completely different. I think the key to that is to always question yourself as well if you still have value-adds to the company. I think you need to be honest about it. As long as you feel, and currently, I still feel together with my co-founder that we can help our company to grow further, and it's good. How did I develop over the last years? In the beginning, it's easier because you can talk to everybody. Apparently, if you have a team of 10, 20, even 100, 200 people, you can know people if there is any conflict if there is any unclarity in targets. You can do a fast Q&A. Everyone can ask a question. You can answer it. If you have 1,500 and you want to do a Q&A where everybody has a question, you sit there for three days and answer questions. So the way of how you communicate is completely different in a bigger organization. Communication is always important, but it gets even more important. The structure of communication gets even more important, the bigger the company is. On the people around you, I think the biggest challenge is also challenging your team around you and always working with the best people. Helping your people to also grow with the company is important because it's a huge challenge. Everybody here is working. You need to be on the border of acceleration. Everybody that works at N26 needs to accelerate fast. It's not always easy, so they have been helpful, and helping people to grow is important. So developing people, helping to grow people gets more important, the bigger the company is. If you have ten people, it's easier. If you're at 1,500, you need to think about it more from an organizational perspective. How do you grow people in the organization? Is there a development process for everyone and all these things? For me, personally, I think how I perceive my personal work, obviously, different communication today, different symbols of the things that I'm doing — also, many more topics today within the organization of the company and the size of the company. But, honestly, at the same time, as a founder, the company you've founded is the most important thing for you from the day you founded the company. And it didn't change, so for external people now, they say, "We have a company that's over 3 billion, has 1,500 employees, and now everybody has a great company." But for me, and also for my co-founder, when we founded the company, it didn't matter if we had ten employees or 1,500 employees, it was always the most important thing in terms of what we were working on. Therefore, I think my personal work didn't change too much in terms of intensity because, in the beginning, you have ten people, five people reported to my co-founder, five people reported in to me. Today, still, I have five that report, and my co-founder has five that report to us. Obviously, now these people that are reporting to us have hundreds of people in their teams. So it's different, and also, it's symbolic of what you're doing, and the topics you're discussing are different. But from the intensity of work, it was similar to when we started, and importance also of what we were doing for me, personally, was always the same, be it today, or be it five or six years ago when we started the company.
Alejandro: Got it. We were talking about vision before. Valentin, if you were to go to sleep tonight, and you were to wake up in a world where the vision of N26 is fully realized, what does that world look like?
Valentin Stalf: In the end, we try to build a company that empowers people to live and bank their way. That means we want to build the company and a bank that 100 million people or more around the world love to use every day. This, again, means and specifically what we are doing, it's a much more personalized experience for customers. I think the bank can be much more than only a transaction booker, to enjoy your opportunities, to enjoy if you get a rental car, maybe you want to have additional insurance for 5 euros. It should show you if you travel to Tokyo, where do you get cash at what exchange rate. It should be much more personal and much more proactive, and not only book transactions for you in a retrospective. The second thing is, we work very much on the flexibility. How can a bank be more flexible and enable our users to live and bank their way? So giving them the flexibility to freedom of living however they want to live. Maybe you live together with five other people, so you may want to have a shared account, and you want to share that account with one click. These are the things that we're working on. Maybe you want to shop online, and you don't have your credit cards in your wallet, so maybe in the future, you want to issue a new credit card as digital, and you want to do it with one click. So for us, it's all about the flexibility and the freedom that we can give to our customers and how we can transform how people perceive banking as more not being something that is restricting you to something that is giving you opportunities and helps you to realize your own life and your own idea of your life.
Alejandro: Got it. Super powerful! One of the questions that I always ask the guests that we have on the show is if you had the opportunity, knowing what you know now — it's been quite a remarkable journey since you guys started back in 2013. If you had that chance to have a chat with your younger self, with that younger Valentin that was about to give the notice in Rocket Internet before starting N26, what would be that one piece of business advice that you would give to yourself before launching a business and why?
Valentin Stalf: It would be definitely, even focus more on the customer and do much more customer and testing of products in a real-time scenario with customers. For a lot of things that we've launched, we've only too late realized that we should have launched things a bit different. We still have been successful in the product. I think one of the strongest things that we have at N26 is our product experience and a mobile experience. When I look back, I would focus much more on user-testing early-on with real screens and real journeys before actually investing into developing technology in the background. We have always tended to develop too early and then too late find out that it may be a product that we should have developed differently. That would be one advice that I always try to also give to young startups. Focus on the customer, even more, do more user journeys, reading the design screens. I think that is important.
Alejandro: That's really interesting because, especially for the first-time founders, they tend to execute and build based on assumptions rather than data. Obviously, now, at the scale in which you guys are, it's super easy to see people's behaviors. But for the folks that are listening that are still maybe not even on the prototype and perhaps like validating some of their ideas, how would you tell them to go about it?
Valentin Stalf: It all starts with a strong hypothesis. What I think is important is that user-testing thousands remove the strong hypothesis approach. First, you with your co-founder, with your team, you need to sit down and say, "This is the best product. That's exactly what I want to do." You need to, in concrete detail, put it onto a screen or design a screen or flow, and then have a hypothesis on what you're changing for users. Then you can approach users. It doesn't need to be ten-thousands of users, it can also be a smaller group of users, and you can show them, and then verify a bit that you have — everybody's inspired that you interview, and they're friends of yours. Normally, they tell you it's great, and in the end, you realize no one wants it if you launch it. That's the difficult part of it. Also, how do you get this testing group of users? I would strongly work on the hypothesis. Be clear on what you want to change and what you want to change for customers. Then, also, find out what should the MVP be that you're launching, change, or what do you want to get out of that MVP? Do you want to see that people return to the product? Do you want to see that people choose a premium function? What do you want to test? That's where you need to focus.
Alejandro: That's fantastic. Valentin, for the folks that are listening, what is the best way for them to reach out and say hi?
Valentin Stalf: To myself?
Alejandro: To yourself or maybe you have some social media, or maybe there's an email that you recommend that they reach out to yourself or the team.
Valentin Stalf: I think everybody who would like to follow us more closely, there are a couple of ways to follow us. First, you can follow me on my Instagram profile. It's #valentinstalf – you will find me easily on Instagram. This is my name. You can follow our company on Instagram, #N26 – then you can follow up throughout all the social media pages. Also, you can follow my LinkedIn. On LinkedIn, I always try to post more business-relevant things. On Instagram, we do more about how does the company work, and how do we work together at N26? That's also quite interesting for entrepreneurs to see how we do things, how it actually materializes? What does a Friday celebration look like? How does a Monday standup look like? How do people come together? What's the setup? On LinkedIn, I try to do more things that are business-related. You can find us around or other times blogs from us or our employees. Those are the best channels to follow me. And then, you can reach out through Instagram or LinkedIn.
Alejandro: Fantastic. Well, Valentin, thank you so much for being on the DealMakers show today.
Valentin Stalf: Thank you very much, Alejandro, for having me. It was very exciting.
If you like the show, make sure that you hit that subscribe button. If you can leave a review as well, that would be fantastic. And if you got any value either from this episode or from the show itself, share it with a friend. Perhaps they will also appreciate it. Also, remember, if you need any help, whether it is with your fundraising efforts or with selling your business, you can reach me at alejandro@pantheraadvisors.com.


It's just a little more than two weeks before Gen Con–did you know that? I didn't, until I went to their website today and then started panicking and I had to go lay down for a bit. Then I decided I needed to post my schedule, because surely someone wants to see me at Gen Con. Otherwise…well, I'd like to say I'm surprised all those books are just being bought by my parents, but I'd only be surprised they found room for them all in that garage.
So if you want to see me at Gen Con Indy 2013, here's where I'll be!
Before heading to Gen Con, I will be in Columbus, OH to talk about the Sundering, the Forgotten Realms, and more with R.A. Salvatore and Ed Greenwood (with James Wyatt as moderator), followed by a signing. If you are in the area (and since Indianapolis is only a few hours away, you might be!), you should come check it out.
"Learn how to create compelling characters that readers will never forget." With Howard Jones, Scott Lynch, and (I'm 90% certain) Mary Robinette Kowal. You should definitely come to this one–just look at that line up!
…Why am I getting nervous?
Then I have to eat lunch. If you see me here, wandering around dazed and glassy-eyed with low blood sugar, point me to something tasty and fast. I will give you a book. Or let you tell me what you think should happen to Farideh et al next. Or what should happen to Drizzt–if you get me to a not-crappy sandwich, you can talk about whoever's books you like.
"Learn to infuse the unknown into your stories without leaving your readers lost in the weeds." With Donald J. Bingle, Kerrie Hughes, and John Helfers. I begged to be put on this panel. Love, love, love the topic and can't wait to discuss with these awesome panelists!
"Spend the evening in Baldur's Gate at the official Sundering launch party! Mingle with D&D designers, authors, and other industry luminaries while enjoying food, drinks, music, adventure and more." So I can tell you for sure that "authors" at the very least means me. And the other Sundering authors (except Paul because impending baby) assuming they aren't planning to ditch and go smoke behind the gym or something…Probably not, because there will be canapes and drinks! (And fans. :)). Come and you can also see if I ever found a cocktail dress that felt Baldur's Gate appropriate.
After all the hubbub of Thursday, my Friday is decidedly chill! Maybe I will see you at the ENnies!
This time they switch it up, and I'm signing with Ed Greenwood and Richard Lee Byers.
"Novelists R.A. Salvatore, Ed Greenwood, Troy Denning, Erin M. Evans,[the spirit of] Paul Kemp, and Richard Lee Byers discuss The Sundering, and the stories still to be told." This sold out super-fast. I hope you got tickets, but I also suspect they're going to film it. Lucky you, person who has no ticket! This panel is going to be awesome, except I have a really hard time deciding what's a spoiler and what's a teaser, because I don't care about spoilers, but I know if I accidentally say that Lorcan is really the avatar of Asmodeus then someone's going to be upset that I…Wait.
"The Harpers of Twilight Hall have called for a gathering of sages, loremasters, and adventurers of all stripes to Candlekeep! Featuring luminaries Ed Greenwood, James Lowder, and many secret guests!" Wait: That says "secret." Was I not supposed to say I would be there?
Anyway, I've been told it would be nice for me to get up there and talk about Harpers, since I write about them these days.
"In this limited seating event, attendees are given a short period of time to write on a topic provided by the panelists. At the end of this period, each attendee reads what they wrote and the panelists provide feedback. It's a fantastic opportunity to get direct feedback on your work and to learn by hearing the comments offered to others." With John Helfers and Maxwell Alexander Drake. If you're signed up for this, I already think you're incredibly brave. Writing fast on cue is my least favorite way to work. So while I promise I'll be my usual exacting self, I promise it will be tempered by awe for your guts. Also, by fatigue because 8 am.
This entry was posted in Brimstone Angels, Lesser Evils, Writing and tagged Brimstone Angels, D&D Next, Dungeons & Dragons, Ed Greenwood, Forgotten Realms, Gen Con 2013, R.A. Salvatore, Richard Lee Byers, The Sundering, Troy Denning. Bookmark the permalink.
6 Responses to Gen Con 2013!
Was first in line to see you last year, can't wait till this one!
I wish I was going. :/ We were set to go, but a sick kitty is keeping us home from this and PAX Prime this year (F cancer).
Will you be adding The Advesary up on Authorgraph for those of us not able to make it to Gen-Con signings?
Ken: Yay! I'm hoping there will be more people this year who got in line for me to sign their books, instead of fresh meat new readers I get to introduce to Farideh. I like the second group, but I like best turning them into the first group.
Isis: 🙁 I'm so sorry to hear that. Hug that kitty tight for me. I don't know for certain, but I suspect that, yes, they will be filming the Fate of the Forgotten Realms panel. And I will definitely sign copies of Adversary via authorgraph (I'm also going to pump those other authors for information about how to do an e-signing.) Details to come!
One of these years I hope to hit the holy trinity of cons. Gen-Con, Dragon-con and Comic-con. It would be nice to at least meet some of the writers I enjoy so much. Hope you have a great time. Don't get your ego to inflated with the groupies you'll have in droves i'm sure. Good luck!
Perhaps ask RAS about the esigning schema. His minions do a great job with his (I don't know how author's hands do not fall off from all the signing).


Originally created by Craig Atkinson.
I looked into the test class names run by GrailsSpecTestType built in to Grails 2.3 and the one in the Spock plugin, and the one built in to Grails 2.3 runs tests ending in 'Test' and 'Tests', whereas the one in the Spock plugin does not.
If this seems like a reasonable solution, let me know and I'll put together a pull request with the changes.
Originally posted by Lari Hotari.
Craig, I think it's worth sending a pull request for your change. This is a problem for Grails 2.3+ with Geb plugin versions 0.9.2+ . I just came across the same problem and documented my similar findings in SO http://stackoverflow.com/questions/14404892/geb-firefox-driver-why-my-test-runs-twice/24880397#24880397 .
That's just a workaround and it would be better to fix this problem in the Geb plugin.
Originally posted by Marcin Erdmann.


TennCare represents one of the most ambitious state-level efforts to restructure Medicaid and expand insurance coverage to the uninsured. The case study shows that the rapid change caused considerable confusion for patients, providers, and health plans. The TennCare experience provides early insights into the issues that states will face as they move to enroll more of their low-income populations into managed care arrangements.
This case study describes the first year's experience of Tennessee's initiative, TennCare. The TennCare experience provides early insights into the issues that states will face as they move to enroll more of their low-income populations into managed care arrangements.


text:
La pico de gallo (dallo spagnolo becco del gallo), o salsa tricolore, è un contorno tradizionale della cucina messicana.

Caratteristiche
La pico de gallo è una delle preparazioni più classiche di questo Paese e si trova in quasi tutte le regioni in una moltitudine di varianti. Si compone di pomodori, cipolle e peperoncini tritati. Spesso prevede anche ingredienti come coriandolo, origano, avocado, cumino e limetta. Il peperoncino, di solito, è jalapeño o serrano.

Il pico de gallo, di norma, non è un piatto a sé stante, ma un condimento che si usa per accompagnare altri piatti come taco, mollete, insalate, quesadilla, uova strapazzate, torte. Può essere mangiato anche da solo con i totopos, oppure può fare parte di piatti misti come contorno; il suo impiego più comune è quello in cui viene usato come salsa. Poiché i suoi colori corrispondono a quelli della bandiera del Messico, è anche conosciuta come salsa o bandiera messicana.

Etimologia
L'origine del nome "pico de gallo" non è chiara e ne esistono diverse versioni. Stando a quanto riporta il dizionario enciclopedico della gastronomia messicana, di Éditions Larousse, questa insalata è associata "al cibo con cui viene nutrito il pollame".

Secondo lo scrittore Sharon Tyler Herbst, è così chiamato perché originariamente le persone lo mangiavano pizzicando porzioni tra il pollice e l'indice.

Nel loro libro Authentic Mexican: Regional Cooking from the Heart of Mexico, Rick Bayless e Deann Groen ipotizzano che il nome possa alludere all'aspetto simile al cibo degli uccelli.

Un'altra spiegazione, derivante dallo stato settentrionale di Sonora, dice che la salsa è così chiamata perché il peperone serrano ricorda la forma di un becco di un gallo.

Varianti
Il termine pico de gallo identifica anche molteplici condimenti a base di verdure tritate finemente, fra cui il pico de gallo de Yucatán, con peperoncino habanero e arancia amara. Inoltre, esistono delle macedonie di frutta che prendono il nome di pico de gallo (pico de gallo dulce e pico de gallo de Uruapan) che possono anche contenere verdure.

Note

Bibliografia

Voci correlate
 Cucina messicana

Altri progetti

Cucina vegana e vegetariana
Insalate
Piatti a base di cipolle
Piatti a base di peperoncino
Piatti a base di pomodori

redpajama_set_name: RedPajamaWikipedia


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text:
Report: Colorado drought conditions dramatically reduced
According to U.S. Drought Monitor, areas in yellow are classified as "abnormally dry," areas in tan are in a "moderate drought," and areas in orange are in a "severe drought."
By Lindsey Grewe |
Posted: Fri 9:16 AM, Mar 22, 2019 |
Updated: Fri 9:30 AM, Mar 22, 2019
DENVER (KKTV) - A wetter February and March has helped pull much of Colorado out of harsh drought conditions.
The U.S. Drought Portal shows only 46.1 percent of Colorado in some kind of drought status, down from 83 percent last week. Much of that 46 percent is listed as "abnormally dry," the lowest status on the U.S. Drought Monitor.
A graphic on Denver paper The Colorado Sun's website highlights the dramatic reduction in drought condition from mid-December to mid-March. In December, large swaths of the state were classified under the top three highest statuses on U.S. Drought Monitor's five-point scale.
Even from February to late March show a striking change.
As of this week, there are no more extreme or exceptional drought conditions in the state, and less than 1 percent of the state is in a severe drought.
The Natural Resources Conservation Service reports that the state's snowpack is 141 percent of normal and at 205 percent of last year's level.
Bureau of Land Management to make Colorado its new home
Dog rescued from roof after fleeing illegal fireworks
1 hiker killed, 1 injured when struck by lightning in Boulder County
Joyride in stolen car ends in rollover with 2 hurt
80-year-old murder suspect captured in northeast Colorado

redpajama_set_name: RedPajamaCommonCrawl


What are your summer vacation plans this year? One vacation that's fun for the whole family and often times pretty affordable is a Caribbean cruise. Think about it…tropical weather and umbrella drinks for mom and dad and kid-oriented activities for the little ones.
However, if you're like many busy parents the thought of the annual family vacation, regardless of destination, probably evokes mixed emotions. Sure, kicking back, relaxing and spending some quality time with your loved ones is great but getting there…well, that's not so great. All the planning, researching, packing, and running around in preparation for vacation is enough to make you need a vacation. Luckily, there's help available. For example, there are amazing sites and apps that can help you comparison shop every aspect of your vacation from where you stay to how you get there. In addition, for those headed out on that Caribbean cruise, this article includes a comprehensive printable Caribbean cruise packing list.
This Caribbean cruise packing list can help you avoid those panicked moments where you realize you forgot Susie's bathing suit or John's flip flops. Those panicked moments are always followed by forking over a wad of cash…especially when you're confined to a cruise ship. Print out a Caribbean cruise packing list for each member of your family. Obviously, some items on the list will be redundant (ex. you don't need two hairdryers) so designate one packing list as the "master packing list" and on the others cross out the redundant items.
Download your Free Printable Caribbean Cruise Packing List now!
For more helpful ideas on how to stay organized, follow Freebie Finding Mom's Organized Home Pinterest board.
Keep in mind that just because you're on a tropical cruise doesn't mean you can just pack a bathing suit and flip flops. There may be chilly weather at night so be sure to bring long pants (like jeans) and a light jacket. In addition, many cruises have a fancy dinner called the "Captain's Dinner" so you may want to bring a nice dress, dress shirt, slacks, etc.
If you're worried about space, try to bring the basics (such as plain shirts and tank tops) and dress them up (or down) with accessories.
If you're bringing a baby along on your Caribbean cruise, be sure to check your packing list at least twice. Once you're on the boat it may be difficult (or at least very expensive) to obtain the items you forgot, and unfortunately, with a baby simply going without often isn't an option. When in doubt, bring extra! Especially when it comes to baby food or baby formula, diapers, and teething ointment.
Those miscellaneous items can add up fast! Before diving into packing, take a few minutes to review your cruise packing list to see if there are items you can cut out. For example, instead of taking an alarm clock use your cell phone or instead of bringing a bunch of books use a Kindle or eBook reader. You can also contact the cruise line to see if they offer some of the items on-board such as a travel iron or steamer.
If you're on a tight budget (or just want to save money), contact the companies who make your toiletries and ask for a "sample".
In addition, you'll want to pack a change of clothes, your ID and passport, and anything that will make your flight more comfortable (ex. a snack, travel blanket, or travel games).
Luckily, most airlines allow you to take two carry on bags at no charge (one that fits in the overhead bin and one that fits under the seat in front of you).
Family vacations should be 100% fun. Help eliminate the stress of family vacations by putting this printable Caribbean cruise packing list to use.
Can you think of important items that were left off of this Caribbean cruise packing list? If so, let us know…share them in the comments!
Thank you for sharing this list for us! Have a sweet day.
Hey, I tried to view the pdf but it wouldn't let me. I subscribed and was told the link would be in the email: It wasn't. I then clicked on the affiliate on your website that asked to add an extension to view the pdf, after downloading it, I still couldn't view the pdf. I wish your website was more accessible. I was looking forward to viewing your packing list (I desperately need help, I'm a first time cruiser this summer). Maybe consider making your stuff more accessible.
Can you please email me the list? I can't download it either.
Like many others, I have not been able to download the cruise checklist. I do not have any popup blockers on and have not received a link to download the file. If possible please email the list to celeste1872@yahoo.com.
None of the Printables download. Yes I signed up. I was wanting the weekly cleaning list that is customizable and the Caribbean Cruise Packing List.
Hi Mary, Did you enter the code you received via email here: https://www.freebiefindingmom.com/printables-2/?
Like others, I subscribed and tried to download the cruise packing list and could not get it. Please email it to me at susan.kolker@comcast.net. Thanks you!
Me too please. I subscribed but couldn't get it. It's looks great!
COULD YOU PLEASE EMAIL TO ME ?
It's not letting me subscribe. I have tried twice – can you please email it to me? Thanks!
Can you please email me the packing list?
I followed all instructions and yet I am still unable to download the printable check list. Would you kindly email me a copy! Thank You!!!
I signed up for your blog, however, I am still not able to download your disney cruise packing list. Would you please email it to me?
Is there a problem that needs to be addressed for printing this packing list?
I tried to email the printable to you several times but it bounces back. Do you have an alternative email? You can message me on Facebook and I'll send it to you.
I cannot access free printable – could you please email it to me? rweber444@gmail.com thanks!
I cannot access free printable – could you please email it to me? thanks!
I'm having trouble downloading this printable as well. Can you please send a copy to me ?
I love this idea but can't seem to find the download button! I don't have popup-blockers on either.
Can you please email the cruise packing list? I can't get it to print. Great information! Thank you!
Can you email me the packing list, please?
I did sign up but was unable to print a pdf of the list.
I am having trouble emailing the cruise packing list. Could you email it to me? It looks super helpful!
Going on my first ever cruise and really would love a copy of your cruise checklist but like others I am unable to print. Can you help me out?
This seems to be a come on. I realize you get money for having email addresses sign up, but even after signing up, there is no access to getting the freebies. Very annoying. Keeps asking for sign up even though already done and verified link. This just st seemes like stealing email address. As the previous comments attest, people sign up but still no access. Sad. Worst I have encountered on Pinterest printables. Don,t say sign up for access and then there is no access, or wants me to sign up for other sites. Very disappointing.
Hi! Can you email this to me? I cannot get it to print. Thanks!
I beleive this is a sham to get your e-mail address. I mean really, it is just a PDF of things to pack. Sure there are probably privacy policies that say blah, blah, blah, which I am sure nobody reads and she can then probably sell your e-mail to people. etc, etc. Seriously, why does everything in life have to have a caveat. It's a list of things to pack, and you are making money on that. Shame on you.
Unable to download Check List please email. Thanks Much!
I tried downloading the Caribbean cruise packing list and had the same issue as others. I am interested in using your list as it looks to cover everything needed. Could you please email me the list?


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text:
UN General Assembly denounces Gaza repression
June 15, 2018 Ma'an News Agency
The UN General Assembly June 13 adopted a resolution calling for greater protection for the Palestinian people following weeks of the "Great March of Return" protests on the eastern borders of the Gaza Strip. The resolution also denounces any use of "excessive, disproportionate and indiscriminate" force by Israeli forces against Palestinians, particularly in the Gaza Strip. The Algerian-sponsored resolution was adopted by a vote of 120 in favor, eight against, with 45 abstentions. The Permanent Observer of the State of Palestine to the UN, Riyad Mansour, said prior to voting, that "our decision to approach to the Assembly was prompted by the Security Council's failure to act due to the veto cast on 1 June by a permanent member."* Palestinian President Mahmoud Abbas said that the vote is "a victory for Palestinian rights, justice and international law."
While the UNGA—in which every member country has an equal vote—has historically stood in support of Palestinians, its resolutions are generally non-binding. The most impactful UN institution is the UN Security Council, in which the United States has regularly used its veto power to halt texts deemed to critical of Israel.
From Ma'an News Agency, June 14.
* Note: On June 1, the United States vetoed a Security Council measure backed by Arab countries to protect Palestinians and condemn Israel. (NYT)
Photo: Ma'an News Agency
Gaza Strip, Israel, Palestine
Rights groups call on ICC to investigate Mexico
Yemen: Hodeidah offensive places millions at risk
Israeli air-strikes kill two children in Gaza
Two Palestinian children were killed July 14 when Israeli warplanes struck a public park in Gaza City. Besides killing the two minors and wounding about 15 other Palestinians, the missiles destroyed an ambulance, damaged nine other ambulances and several other vehicles, and severely damaged a number of nearby buildings. (Ma'an)
Ceasefire declared following violent night in Gaza
The Hamas and Islamic Jihad movements declared their willingness to cease fire following Israeli air-strikes that left four Palestinians killed. Israel said that its forces targeted 60 alleged Hamas sites in the Gaza Strip after an Israeli soldiers was shot dead at the Gazan borders by resistance fighters. (Ma'an)
Israeli airstrikes kill pregnant mother, toddler in Gaza
Three Palestinians were killed and many others severely injured on predawn Aug. 9 due to the continuous Israeli airstrikes carried out over the besieged Gaza Strip. The Palestinian Health Ministry in Gaza confirmed that among the three killed was a 23-year-old pregnant mother along with her 18-month-old toddler. (Ma'an)
Israel fires on 30th Great March of Return protest in Gaza
Dozens of Palestinians were injured with live ammunition as Israeli forces suppressed weekly protests along the eastern borders of the besieged Gaza Strip under the "Great March of Return" Oct. 19. Israeli air-strikes were also carried out in Khan Younis and the al-Breij refugee camp, with two injuries reported. (Ma'an)
Aerial fire exchanged over Gaza border
An Israeli man (ironically himself a Palestinian) was killed after his house was hit by a rocket in the southern town Ashkelon Nov. 12. Two women who were in the same building are said to be in critical condition. Some 300 Hamas rockets struck Israel that day. The day before, Israeli warplanes carried out a campaign of air-strikes across the southern Gaza Strip, killing seven members of the Izz al-Din al-Qassam Brigades, the armed wing of the Hamas movement, including a senior member. (Ma'an, Haaretz, Times of Israel)
Hamas agrees to Egyptian-brokered ceasefire
Hamas agreed to an Egyptian-brokered ceasefire with Israel, following two days of Israeli air-strikes across the Gaza Strip, killing 14 Palestinians and injuring dozens. (Ma'an)
Celebrations in Gaza, protests in Israel
Celebrations broke out in Gaza as Avigdor Lieberman announced he is resigning as adefense minister in protest of the ceasefire with Hamas. (Al Jazeera, Global News) But the ceasefire has not been complete. A Palestinian fisherman was shot and killed by Israeli naval forces off the coast of the Gaza Strip. Israeli naval forces had opened fire at Palestinian fishermen working three nautical miles off the coast of the Strip, forcing them to head back to work at one nautical mile. (Ma'an)


text:
package com.bumptech.glide.request.target;

import android.graphics.drawable.Animatable;
import android.graphics.drawable.Drawable;
import android.support.annotation.Nullable;
import android.widget.ImageView;
import com.bumptech.glide.request.transition.Transition;

/**
 * A base {@link com.bumptech.glide.request.target.Target} for displaying resources in {@link
 * android.widget.ImageView}s.
 *
 * @param <Z> The type of resource that this target will display in the wrapped {@link
 *            android.widget.ImageView}.
 */
public abstract class ImageViewTarget<Z> extends ViewTarget<ImageView, Z>
    implements Transition.ViewAdapter {

  @Nullable
  private Animatable animatable;

  public ImageViewTarget(ImageView view) {
    super(view);
  }

  /**
   * Returns the current {@link android.graphics.drawable.Drawable} being displayed in the view
   * using {@link android.widget.ImageView#getDrawable()}.
   */
  @Override
  @Nullable
  public Drawable getCurrentDrawable() {
    return view.getDrawable();
  }

  /**
   * Sets the given {@link android.graphics.drawable.Drawable} on the view using {@link
   * android.widget.ImageView#setImageDrawable(android.graphics.drawable.Drawable)}.
   *
   * @param drawable {@inheritDoc}
   */
  @Override
  public void setDrawable(Drawable drawable) {
    view.setImageDrawable(drawable);
  }

  /**
   * Sets the given {@link android.graphics.drawable.Drawable} on the view using {@link
   * android.widget.ImageView#setImageDrawable(android.graphics.drawable.Drawable)}.
   *
   * @param placeholder {@inheritDoc}
   */
  @Override
  public void onLoadStarted(@Nullable Drawable placeholder) {
    super.onLoadStarted(placeholder);
    setResourceInternal(null);
    setDrawable(placeholder);
  }

  /**
   * Sets the given {@link android.graphics.drawable.Drawable} on the view using {@link
   * android.widget.ImageView#setImageDrawable(android.graphics.drawable.Drawable)}.
   *
   * @param errorDrawable {@inheritDoc}
   */
  @Override
  public void onLoadFailed(@Nullable Drawable errorDrawable) {
    super.onLoadFailed(errorDrawable);
    setResourceInternal(null);
    setDrawable(errorDrawable);
  }

  /**
   * Sets the given {@link android.graphics.drawable.Drawable} on the view using {@link
   * android.widget.ImageView#setImageDrawable(android.graphics.drawable.Drawable)}.
   *
   * @param placeholder {@inheritDoc}
   */
  @Override
  public void onLoadCleared(@Nullable Drawable placeholder) {
    super.onLoadCleared(placeholder);
    setResourceInternal(null);
    setDrawable(placeholder);
  }

  @Override
  public void onResourceReady(Z resource, @Nullable Transition<? super Z> transition) {
    if (transition == null || !transition.transition(resource, this)) {
      setResourceInternal(resource);
    } else {
      maybeUpdateAnimatable(resource);
    }
  }

  @Override
  public void onStart() {
    if (animatable != null) {
      animatable.start();
    }
  }

  @Override
  public void onStop() {
    if (animatable != null) {
      animatable.stop();
    }
  }

  private void setResourceInternal(@Nullable Z resource) {
    maybeUpdateAnimatable(resource);
    setResource(resource);
  }

  private void maybeUpdateAnimatable(@Nullable Z resource) {
    if (resource instanceof Animatable) {
      animatable = (Animatable) resource;
      animatable.start();
    } else {
      animatable = null;
    }
  }

  protected abstract void setResource(@Nullable Z resource);
}

redpajama_set_name: RedPajamaGithub


The guiding philosophy of Stutzke Law is that mutual trust is the bedrock of all successful attorney-client relationships.
In selecting Stutzke Law, you, as the client, place your trust in us to handle your case competently, diligently, and ethically. While we are honored and more than prepared for this undertaking, the truth of the matter is that the effective handling of your matter requires more than just our efforts.
You are a critical part of the process. Here at Stutzke Law, we entrust our clients with the virtues of honesty, cooperation, and meaningful reflection on our advice.
While we realize that you, as the client, are the "captain of the ship", it is not our prerogative to sugarcoat the unknown or promise you unlikely results. Rather, we are here to give you what your hard-earned money is worth and what you can depend on - realistic, informed guidance based in fact and law.
It is our hope that, together, as a collaborative unit, we will engage in reasoned, guided decision-making. As a result of this mutual trust and understanding, the results achieved will likely fall in line with the expectations of us both.
In the end, you enjoy the benefit of cost-effective legal assistance, while we enjoy the satisfaction of a content client.


text:
Hornady Manufacturing Company jest amerykańskim producentem amunicji i materiałów wybuchowych, mającym swoją siedzibę w Grand Island, Nebraska. Spółka została założona przez Joyce'a Hornady'ego w roku 1949. Potocznie zwykle stosuje się skrócone nazewnictwo "Hornady ".

Obecnie właścicielem firmy jest Steve Hornady, który przejął ją po śmierci swego ojca, założyciela spółki, Joyce'a w katastrofie lotniczej w roku 1981. Od czasu założenia spółka zajmuje się przede wszystkim produkcją amunicji sportowej, myśliwskiej i obronnej. Najlepiej znanymi produktami firmy są naboje .17 HMR i .17 HM2. Hornady współpracowała  z Sturm, Ruger przy tworzeniu nowej linii amunicji, w wyniku tej współpracy powstały .480 Ruger, .204 Ruger i .375 Ruger.

Linki zewnętrzne
 Oficjalna strona

Przedsiębiorstwa w Stanach Zjednoczonych


Less than a 5 minute drive from Palmwoods central you arrive at Shurvell Rd.
Here's where your eyes and mind are transported to stately manors surrounded by pristine rolling pastures which continues to arriving at the green hedged entrance with white timber fence that hides from the street this 12 Acre property with all-weather road and the journey begins.
Across the dam wall and past green pastures and hills this immaculate maintained property draws you closer to the tree lined road entrance to the crest positioned homestead where another world begins.
Numerous parking areas from carports, remote double garage or 5 bay powered shed with high roof section for trucks or caravans, craftily hidden behind the homestead with easy accessibility for turning of long vehicles, caravans and all farm machines.
Stroll from the workshop end past the separate artist studio, guests retreat with a full length balcony with views over the 3rd fenced paddock and dam that continues through many a neighbour's property to distant Blackall Ranges where the sunsets begin.
With choice of entrances to the homestead it becomes easily seen inside or out that the views to the East and West through valleys and over ridge tops and many a farm places this property to many a buyer wanting but rarely ever coming to market until now. Solid external wall construction which enclose behind large lounge with fireplace, informal dining and office nook which is separated behind bi-fold timber lead light doors to formal lounge and formal dining through to book readers corner which continues to the large outside undercover dining area that gains access from covered walkways or many a household door, with the country styled kitchen not so long renovated and positioned between both lounge rooms with external serving window allowing for easy entertainment inside or out.
A Main bedroom wing of substantial size with ensuite and walk in robe suitably matched, to the rear section there are 2 more bedrooms, separate laundry 2 double door hall storage cupboards and the option of re-creating a 4th bedroom which the agent can advise. Air-conditioning, solar panels, three phase power, large capacity irrigation dam to house paddock, good fencing, private positioned home allowing the entire property can be observed from homestead are just a few assets this property hides.
Spectacular, unique and seldom to market.


text:
Committee on the Present Danger Newsletter Item
A detailed finding aid to the records of the Committee on the Present Danger has recently been completed. These voluminous records came to the Hoover Institution Archives a number of years ago. Because of their large size and lack of arrangement effective scholarly use of them has until now been impaired. After thorough arrangement and description this is no longer the case.
The Committee on the Present Danger was formed in 1976 in response to concerns that the United States was falling behind the Soviet Union in the arms race. The negotiation of arms control treaties, beginning with the Strategic Arms Limitation Treaty I (SALT I) in 1972 and proceeding to SALT II in 1978, led to fear that the United States might be frozen into a position of inferiority. The Committee launched a strong campaign in opposition to ratification of SALT II, issuing a series of polemical pamphlets and position papers, and commissioning a series of public opinion polls, to support its case. It continued to lobby for a strong defense posture during the presidential administration of Ronald Reagan, who had himself accepted membership on the Committee.
Those who attribute to the arms race a hastening of the collapse of the Soviet Union will be particularly interested in tracing the influence of the Committee on Reagan administration defense policy. The records document the course of the Committee's public acts and private deliberations throughout its existence until its dissolution in 1992.


Sometimes a builder wants matching labeled wires for special equipment that's outside of the usual vehicle wiring. We include 2-3 specials in our regular labeled wiresets but we're happy to accommodate additional specials with an order of a custom labeled wireset.
Our "standard" specials are 14 gauge black or colored GXL copper wire, 20' long. Just specify in a separate email what you want printed on the wire and we'll do it. Note: There's a 12-character maximum. In addition to letters, we can print numbers and a few special characters such as a dash, plus, and arrows. Just let us know what you want in a separate email. Thanks!


text:
Q: Boost Graph Library write graphviz format with simple vertex property (string) Objective:
I want to wrap a Boost Graph into a class on which I have a bit more control, reduce the noise in the main function, and print a graphviz format.
Problem
The code fails to compile, returning a include/boost/graph/detail/adjacency_list.hpp:2601:27: error: cannot form a reference to 'void'
Minimal reproducible example
The code compiles on Compiler Explorer https://godbolt.org/z/9beKovxc9
But if you uncomment the last line of main the error is reproduced.
// BGL
#include <boost/graph/adjacency_list.hpp>
#include <boost/graph/visitors.hpp>
#include <boost/graph/breadth_first_search.hpp>
#include <boost/graph/graphviz.hpp>

#include <iostream>                // std::cout
#include <functional>              // std::function
#include <utility>                 // std::pair

///
/// @brief Defines the desired properties and constraints for a coalescent graph
///
struct tree_traits
{
  ///
  /// @brief Trees are sparse graph in nature, adjacency_matrix would not be justified here
  ///
  template<class... Types>
  using implementation = boost::adjacency_list<Types...>;
  ///
  /// @brief We want to enforce avoiding multi-graphs (edges with same end nodes)
  ///
  using out_edge_list_type = boost::setS;
  ///
  /// @brief We are prioritizing speed for space
  ///
  using vertex_list_type = boost::listS;
  ///
  /// @brief Coalescent trees are directed acyclic graphs
  ///
  using directed_type = boost::directedS ;
}; // end tree_traits

///
/// @brief A graph with properties suited to represent a coalescent tree
///
template<class VertexProperties=boost::no_property, class EdgeProperties=boost::no_property>
class Tree
{
public:
  ///
  /// @brief Properties of an edge, like the demes visited
  /// @see https://www.boost.org/doc/libs/1_80_0/libs/graph/doc/bundles.html
  ///
  using edge_properties = EdgeProperties;
  ///
  /// @brief Properties of a vertex, like the mutational state
  /// @see https://www.boost.org/doc/libs/1_80_0/libs/graph/doc/bundles.html
  ///
  using vertex_properties = VertexProperties;
  ///
  /// @brief The type of graph hold by the tree class
  ///
  using graph_type = tree_traits::implementation
  <
  tree_traits::out_edge_list_type,
  tree_traits::vertex_list_type,
  tree_traits::directed_type,
  VertexProperties,
  EdgeProperties
  >;
private:
  graph_type _graph;
  static constexpr bool vertex_prop_undefined = std::is_same<vertex_properties,boost::no_property>::value;
  static constexpr bool edge_prop_undefined = std::is_same<edge_properties,boost::no_property>::value;

public:
  /// @note adds an object-oriented layer
  auto add_vertex(auto&&... args)
  {
    return boost::add_vertex(std::forward<decltype(args)>(args)..., _graph);
  }

  /// @note adds an object-oriented layer
  /// @note order of vertices determines edge orientation
  auto add_edge(auto&&... args)
  {
    return boost::add_edge(std::forward<decltype(args)>(args)..., _graph);
  }

  void to_graphviz(std::ostream& out) const
  {
    using namespace boost;
    return boost::write_graphviz(out, _graph,
      boost::make_label_writer(boost::get(vertex_bundle, this->_graph)),
      boost::make_label_writer(boost::get(edge_bundle, this->_graph))
    );
  }
};

int main()
{
  using q_tree_type = Tree<std::string, double>;
  q_tree_type graph;

  // We insert the root of tree
  auto root = graph.add_vertex("first");
  //graph.to_graphviz(std::cout); // <--- huho
}

What I can think of

*

*I thought that (maybe) having a pure std::string as VertexProperties rather than a custom structure confuses the compiler. I tried to disambiguate with if constexpr, to use a default_writer if the VertexProperties type evaluated to no_property. But no success on this front, but here is the embarassingly naive code I wrote

    // member of Tree<...> class
    void to_graphviz(std::ostream& out) const
    {
      using namespace boost;

      if constexpr (vertex_prop_undefined)
      {
        if constexpr (edge_prop_undefined)
          return write_graphviz(out, _graph);

        return boost::write_graphviz(out, _graph, default_writer(), boost::make_label_writer(boost::get(edge_bundle, this->_graph)));
      }
      if constexpr (edge_prop_undefined)
        return write_graphviz(out, _graph, boost::make_label_writer(boost::get(vertex_bundle, this->_graph)));

      return boost::write_graphviz(out, _graph, boost::make_label_writer(boost::get(vertex_bundle, this->_graph)), boost::make_label_writer(boost::get(edge_bundle, this->_graph)));
    }

A: Your problem has nothing to do with displaying the bundle. std::string and double are both output-streamable, so they will work fine.
Your problem is the classical one: you selected a graph model with no suitable implicit vertex index. This is due to the choice:
  ///
  /// @brief We are prioritizing speed for space
  ///
  using vertex_list_type = boost::listS;

Note that, at least in general terms, the comment claim is pretty
inaccurate. The sole reason to select listS is because

*

*insert/erase can be more consistent time (but slower),

*vertex descriptors and iterators can be stable (unless erased)

But for now, let's demonstrate that write_graphviz already works with vecS instead:
Live On Compiler Explorer
#include <boost/graph/adjacency_list.hpp>
#include <boost/graph/graphviz.hpp>
#include <iostream>

struct tree_traits {
    template <class... Types> using model = boost::adjacency_list<Types...>;
    using out_edge_list_type              = boost::setS;
    using vertex_list_type                = boost::vecS; // listS;
    using directed_type                   = boost::directedS;
};

template <class VertexProperties = boost::no_property,
          class EdgeProperties   = boost::no_property>
struct Tree {
    using edge_properties   = EdgeProperties;   // like the demes visited
    using vertex_properties = VertexProperties; // like the mutational state
    using graph_type =
        tree_traits::model<tree_traits::out_edge_list_type, tree_traits::vertex_list_type,
                           tree_traits::directed_type, VertexProperties, EdgeProperties>;

  private:
    graph_type _graph;
    static constexpr bool vertex_prop_undefined = std::is_same_v<vertex_properties, boost::no_property>;
    static constexpr bool edge_prop_undefined = std::is_same_v<edge_properties, boost::no_property>;

  public:
    /// @note adds an object-oriented layer
    auto add_vertex(auto&&... args) {
        return boost::add_vertex(std::forward<decltype(args)>(args)..., _graph);
    }

    /// @note adds an object-oriented layer
    /// @note order of vertices determines edge orientation
    auto add_edge(auto&&... args) {
        return boost::add_edge(std::forward<decltype(args)>(args)..., _graph);
    }

    void to_graphviz(std::ostream& out) const {
        using namespace boost;
        return boost::write_graphviz(
            out, _graph,
            boost::make_label_writer(boost::get(vertex_bundle, this->_graph)),
            boost::make_label_writer(boost::get(edge_bundle, this->_graph)));
    }
};

int main() {
    using q_tree_type = Tree<std::string, double>;
    q_tree_type tree;

    auto first  = tree.add_vertex("first");
    auto second = tree.add_vertex("second");
    auto third  = tree.add_vertex("second");

    tree.add_edge(first, second, 444.4);
    tree.add_edge(first, third, 555.5);

    tree.to_graphviz(std::cout);
}

Prints
digraph G {
0[label=first];
1[label=second];
2[label=second];
0->1 [label=444.39999999999998];
0->2 [label=555.5];
}

Workarounds?
I'd stick with vecS. The interface of Tree<> doesn't allow for inserting vertices except at the end. You currently don't show interface for removing vertices. This means that neither reallocation cost nor stability are reasons for preferring listS.
If you must use a node-based vertex container selector, you're responsible for adding an index for the algorithms that require it:
void to_graphviz(std::ostream& out) const {
    boost::container::flat_map<typename graph_type::vertex_descriptor, size_t> index;
    index.reserve(num_vertices(_graph));
    // OR just: std::map<typename graph_type::vertex_descriptor, size_t> index;

    for (size_t i = 0; auto v : boost::make_iterator_range(vertices(_graph)))
        index[v] = i++;

    return write_graphviz(                                    //
        out, _graph,                                          //
        make_label_writer(get(boost::vertex_bundle, _graph)), //
        make_label_writer(get(boost::edge_bundle, _graph)),   //
        boost::default_writer{},                              //
        boost::make_assoc_property_map(index));
}

Live Demo
Putting that in action as well:
Live On Compiler Explorer
#include <boost/graph/adjacency_list.hpp>
#include <boost/graph/graphviz.hpp>
#include <iostream>
#include <numeric>

#include <boost/container/flat_map.hpp>
#include <boost/property_map/property_map.hpp>

struct tree_traits {
    template <class... Types> using model = boost::adjacency_list<Types...>;
    using out_edge_list_type              = boost::setS;
    using vertex_list_type                = boost::listS;
    using directed_type                   = boost::directedS;
};

template <class VertexProperties = boost::no_property,
        class EdgeProperties   = boost::no_property>
struct Tree {
    using edge_properties   = EdgeProperties;   // like the demes visited
    using vertex_properties = VertexProperties; // like the mutational state
    using graph_type =
        tree_traits::model<tree_traits::out_edge_list_type, tree_traits::vertex_list_type,
                        tree_traits::directed_type, VertexProperties, EdgeProperties>;

private:
    graph_type _graph;
    static constexpr bool vertex_prop_undefined = std::is_same_v<vertex_properties, boost::no_property>;
    static constexpr bool edge_prop_undefined = std::is_same_v<edge_properties, boost::no_property>;

public:
    /// @note adds an object-oriented layer
    auto add_vertex(auto&&... args) {
        return boost::add_vertex(std::forward<decltype(args)>(args)..., _graph);
    }

    /// @note adds an object-oriented layer
    /// @note order of vertices determines edge orientation
    auto add_edge(auto&&... args) {
        return boost::add_edge(std::forward<decltype(args)>(args)..., _graph);
    }

    void to_graphviz(std::ostream& out) const {
        boost::container::flat_map<typename graph_type::vertex_descriptor, size_t> index;
        index.reserve(num_vertices(_graph));
        // OR just: std::map<typename graph_type::vertex_descriptor, size_t> index;

        for (size_t i = 0; auto v : boost::make_iterator_range(vertices(_graph)))
            index[v] = i++;

        return write_graphviz(                                    //
            out, _graph,                                          //
            make_label_writer(get(boost::vertex_bundle, _graph)), //
            make_label_writer(get(boost::edge_bundle, _graph)),   //
            boost::default_writer{},                              //
            boost::make_assoc_property_map(index));
    }
};

int main() {
    using q_tree_type = Tree<std::string, double>;
    q_tree_type tree;

    auto first  = tree.add_vertex("first");
    auto second = tree.add_vertex("second");
    auto third  = tree.add_vertex("second");

    tree.add_edge(first, second, 444.4);
    tree.add_edge(first, third, 555.5);

    tree.to_graphviz(std::cout);
}

Prints
digraph G {
0[label=first];
1[label=second];
2[label=second];
0->1 [label=444.39999999999998];
0->2 [label=555.5];
}

Notes
Note that most algorithms require the vertex index. E.g. breadth_first_search (which you already have the include for) requires it to create the default color map. You can get around it by supplying a custom color map instead for that particular example, examples:

*

*https://stackoverflow.com/questions/71540438/how-to-use-boost-graph-algorithm-on-a-named-graph/71543159#71543159:~:text=Pass%20Your%20Own%20Color%20Map

*What is required for a custom BGL graph to work with topological sort?

redpajama_set_name: RedPajamaStackExchange


Summer can be one of the best times of the year to travel. There are many more opportunities to take a trip when the kids are out of school and the weather is warm. While you expect to have the best time on your trip, accidents can happen unexpectedly. You want to be sure you are protected in the case of personal injury liability.
Personal liability insurance covers you for legal expenses and claims for compensation should you accidentally injure others or damage their property. This policy can be added to your auto, home or boat insurance policy. Your policy can be tailored to cover the liability of both you and your family members.
– Lawsuits you may face if an accident occurs.
– Bodily injury to an individual.
– Property damage that occurs as a result of your negligence.
Note that in aviation travel, cruise travel, and tour bus travel, these entities are held to high standards of care and are legally classified as "common carriers" . Common carriers provide transportation services to the general public. Usually when one of these modes of transportation crash they are serious events. These are complex cases. It is extremely beneficial to work with your attorney to determine what your options are.
– Report the accident and any injuries suffered to the hotel where you are staying or the tour operator you traveled with immediately after the accident.
– Make sure you and the injured party receive any necessary medical care.
– Request a written accident report including details of your injuries. If possible have photographs taken of your injuries following treatment.
– Get statements from witnesses. Be sure to get their contact details so they can be contacted in the future.
– Don't accept any financial offers of compensation until you have received expert legal advice.
– Different countries have different processes for dealing with personal injury claims. Each has different limitation periods for making a claim. Make sure you understand what the laws and standard processes are for the countries you are visiting.
What isn't covered by personal liability insurance?
– Liability resulting from an automobile accident (this will typically be covered by your auto insurance).
– Bodily injury or property damage caused intentionally by you or a family member in your home.
– Injuries or damages sustained by you or family members in your home.
– Business activities or claims related to your profession.
We at Tramontozzi Law Offices provide Personal Injury Protection services which protect you in automobile accidents, we offer free Consultation and no attorneys' fees if you don't recover money. Please call us at 781-665-0099.


text:
Q: permission in SP I have my sql auth user, which has Insert access to table A in database A.
I have my team's sql user, which has read access to table B in database B.
I need to create a SP, that will select from table B in database B and insert it in table A in database A. (and should run daily …)

*

*What's the most professional approach? I don't want to use EXECUTE AS…

*I also don't understand… if the SP by default gets executed with the caller's permission, the caller would be sql agent, so in the SP I could be dropping all the databases?! (what am I missing?)

*if it gets executed with the creator permissions, is it executed with the creators permission at the moment of creation or at the current moment of execution?!

A: I'll tell you how I do similar things currently.  We will have a Active Directory service account set up with the needed access, be it DBO, sys admin or data Writer.  Create a job to run the script in question and the Job will use the SQL Agent's user ID or whatever account you designate.
Our SQL agent account has the needed permissions to run any jobs that are needed on the server and works the easiest for us.  You only have to set it up once and then use that account for all jobs.