text:
package main

import (
	"encoding/json"
	"fmt"
	"net/http"
	"net/url"

	"github.com/gorilla/mux"

	"github.com/lxc/lxd/lxd/lifecycle"
	"github.com/lxc/lxd/lxd/network"
	"github.com/lxc/lxd/lxd/project"
	"github.com/lxc/lxd/lxd/request"
	"github.com/lxc/lxd/lxd/response"
	"github.com/lxc/lxd/lxd/util"
	"github.com/lxc/lxd/shared/api"
	"github.com/lxc/lxd/shared/version"
)

var networkPeersCmd = APIEndpoint{
	Path: "networks/{networkName}/peers",

	Get:  APIEndpointAction{Handler: networkPeersGet, AccessHandler: allowProjectPermission("networks", "view")},
	Post: APIEndpointAction{Handler: networkPeersPost, AccessHandler: allowProjectPermission("networks", "manage-networks")},
}

var networkPeerCmd = APIEndpoint{
	Path: "networks/{networkName}/peers/{peerName}",

	Delete: APIEndpointAction{Handler: networkPeerDelete, AccessHandler: allowProjectPermission("networks", "manage-networks")},
	Get:    APIEndpointAction{Handler: networkPeerGet, AccessHandler: allowProjectPermission("networks", "view")},
	Put:    APIEndpointAction{Handler: networkPeerPut, AccessHandler: allowProjectPermission("networks", "manage-networks")},
	Patch:  APIEndpointAction{Handler: networkPeerPut, AccessHandler: allowProjectPermission("networks", "manage-networks")},
}

// API endpoints

// swagger:operation GET /1.0/networks/{networkName}/peers network-peers network_peers_get
//
// Get the network peers
//
// Returns a list of network peers (URLs).
//
// ---
// produces:
//   - application/json
// parameters:
//   - in: query
//     name: project
//     description: Project name
//     type: string
//     example: default
// responses:
//   "200":
//     description: API endpoints
//     schema:
//       type: object
//       description: Sync response
//       properties:
//         type:
//           type: string
//           description: Response type
//           example: sync
//         status:
//           type: string
//           description: Status description
//           example: Success
//         status_code:
//           type: integer
//           description: Status code
//           example: 200
//         metadata:
//           type: array
//           description: List of endpoints
//           items:
//             type: string
//           example: |-
//             [
//               "/1.0/networks/lxdbr0/peers/my-peer-1",
//               "/1.0/networks/lxdbr0/peers/my-peer-2"
//             ]
//   "403":
//     $ref: "#/responses/Forbidden"
//   "500":
//     $ref: "#/responses/InternalServerError"

// swagger:operation GET /1.0/networks/{networkName}/peers?recursion=1 network-peers network_peer_get_recursion1
//
// Get the network peers
//
// Returns a list of network peers (structs).
//
// ---
// produces:
//   - application/json
// parameters:
//   - in: query
//     name: project
//     description: Project name
//     type: string
//     example: default
// responses:
//   "200":
//     description: API endpoints
//     schema:
//       type: object
//       description: Sync response
//       properties:
//         type:
//           type: string
//           description: Response type
//           example: sync
//         status:
//           type: string
//           description: Status description
//           example: Success
//         status_code:
//           type: integer
//           description: Status code
//           example: 200
//         metadata:
//           type: array
//           description: List of network peers
//           items:
//             $ref: "#/definitions/NetworkPeer"
//   "403":
//     $ref: "#/responses/Forbidden"
//   "500":
//     $ref: "#/responses/InternalServerError"
func networkPeersGet(d *Daemon, r *http.Request) response.Response {
	projectName, _, err := project.NetworkProject(d.State().DB.Cluster, projectParam(r))
	if err != nil {
		return response.SmartError(err)
	}

	networkName, err := url.PathUnescape(mux.Vars(r)["networkName"])
	if err != nil {
		return response.SmartError(err)
	}

	n, err := network.LoadByName(d.State(), projectName, networkName)
	if err != nil {
		return response.SmartError(fmt.Errorf("Failed loading network: %w", err))
	}

	if !n.Info().Peering {
		return response.BadRequest(fmt.Errorf("Network driver %q does not support peering", n.Type()))
	}

	if util.IsRecursionRequest(r) {
		records, err := d.State().DB.Cluster.GetNetworkPeers(n.ID())
		if err != nil {
			return response.SmartError(fmt.Errorf("Failed loading network peers: %w", err))
		}

		peers := make([]*api.NetworkPeer, 0, len(records))
		for _, record := range records {
			record.UsedBy, _ = n.PeerUsedBy(record.Name)
			peers = append(peers, record)
		}

		return response.SyncResponse(true, peers)
	}

	peerNames, err := d.State().DB.Cluster.GetNetworkPeerNames(n.ID())
	if err != nil {
		return response.SmartError(fmt.Errorf("Failed loading network peers: %w", err))
	}

	peerURLs := make([]string, 0, len(peerNames))
	for _, peerName := range peerNames {
		peerURLs = append(peerURLs, fmt.Sprintf("/%s/networks/%s/peers/%s", version.APIVersion, url.PathEscape(n.Name()), url.PathEscape(peerName)))
	}

	return response.SyncResponse(true, peerURLs)
}

// swagger:operation POST /1.0/networks/{networkName}/peers network-peers network_peers_post
//
// Add a network peer
//
// Initiates/creates a new network peering.
//
// ---
// consumes:
//   - application/json
// produces:
//   - application/json
// parameters:
//   - in: query
//     name: project
//     description: Project name
//     type: string
//     example: default
//   - in: body
//     name: peer
//     description: Peer
//     required: true
//     schema:
//       $ref: "#/definitions/NetworkPeersPost"
// responses:
//   "200":
//     $ref: "#/responses/EmptySyncResponse"
//   "202":
//     $ref: "#/responses/EmptySyncResponse"
//   "400":
//     $ref: "#/responses/BadRequest"
//   "403":
//     $ref: "#/responses/Forbidden"
//   "500":
//     $ref: "#/responses/InternalServerError"
func networkPeersPost(d *Daemon, r *http.Request) response.Response {
	resp := forwardedResponseIfTargetIsRemote(d, r)
	if resp != nil {
		return resp
	}

	projectName, _, err := project.NetworkProject(d.State().DB.Cluster, projectParam(r))
	if err != nil {
		return response.SmartError(err)
	}

	// Parse the request into a record.
	req := api.NetworkPeersPost{}
	err = json.NewDecoder(r.Body).Decode(&req)
	if err != nil {
		return response.BadRequest(err)
	}

	networkName, err := url.PathUnescape(mux.Vars(r)["networkName"])
	if err != nil {
		return response.SmartError(err)
	}

	n, err := network.LoadByName(d.State(), projectName, networkName)
	if err != nil {
		return response.SmartError(fmt.Errorf("Failed loading network: %w", err))
	}

	if !n.Info().Peering {
		return response.BadRequest(fmt.Errorf("Network driver %q does not support peering", n.Type()))
	}

	err = n.PeerCreate(req)
	if err != nil {
		return response.SmartError(fmt.Errorf("Failed creating peer: %w", err))
	}

	lc := lifecycle.NetworkPeerCreated.Event(n, req.Name, request.CreateRequestor(r), nil)
	d.State().Events.SendLifecycle(projectName, lc)

	return response.SyncResponseLocation(true, nil, lc.Source)
}

// swagger:operation DELETE /1.0/networks/{networkName}/peers/{peerName} network-peers network_peer_delete
//
// Delete the network peer
//
// Removes the network peering.
//
// ---
// produces:
//   - application/json
// parameters:
//   - in: query
//     name: project
//     description: Project name
//     type: string
//     example: default
// responses:
//   "200":
//     $ref: "#/responses/EmptySyncResponse"
//   "400":
//     $ref: "#/responses/BadRequest"
//   "403":
//     $ref: "#/responses/Forbidden"
//   "500":
//     $ref: "#/responses/InternalServerError"
func networkPeerDelete(d *Daemon, r *http.Request) response.Response {
	resp := forwardedResponseIfTargetIsRemote(d, r)
	if resp != nil {
		return resp
	}

	projectName, _, err := project.NetworkProject(d.State().DB.Cluster, projectParam(r))
	if err != nil {
		return response.SmartError(err)
	}

	networkName, err := url.PathUnescape(mux.Vars(r)["networkName"])
	if err != nil {
		return response.SmartError(err)
	}

	n, err := network.LoadByName(d.State(), projectName, networkName)
	if err != nil {
		return response.SmartError(fmt.Errorf("Failed loading network: %w", err))
	}

	if !n.Info().Peering {
		return response.BadRequest(fmt.Errorf("Network driver %q does not support peering", n.Type()))
	}

	peerName, err := url.PathUnescape(mux.Vars(r)["peerName"])
	if err != nil {
		return response.SmartError(err)
	}

	err = n.PeerDelete(peerName)
	if err != nil {
		return response.SmartError(fmt.Errorf("Failed deleting peer: %w", err))
	}

	d.State().Events.SendLifecycle(projectName, lifecycle.NetworkPeerDeleted.Event(n, peerName, request.CreateRequestor(r), nil))

	return response.EmptySyncResponse
}

// swagger:operation GET /1.0/networks/{networkName}/peers/{peerName} network-peers network_peer_get
//
// Get the network peer
//
// Gets a specific network peering.
//
// ---
// produces:
//   - application/json
// parameters:
//   - in: query
//     name: project
//     description: Project name
//     type: string
//     example: default
// responses:
//   "200":
//     description: Peer
//     schema:
//       type: object
//       description: Sync response
//       properties:
//         type:
//           type: string
//           description: Response type
//           example: sync
//         status:
//           type: string
//           description: Status description
//           example: Success
//         status_code:
//           type: integer
//           description: Status code
//           example: 200
//         metadata:
//           $ref: "#/definitions/NetworkPeer"
//   "403":
//     $ref: "#/responses/Forbidden"
//   "500":
//     $ref: "#/responses/InternalServerError"
func networkPeerGet(d *Daemon, r *http.Request) response.Response {
	resp := forwardedResponseIfTargetIsRemote(d, r)
	if resp != nil {
		return resp
	}

	projectName, _, err := project.NetworkProject(d.State().DB.Cluster, projectParam(r))
	if err != nil {
		return response.SmartError(err)
	}

	networkName, err := url.PathUnescape(mux.Vars(r)["networkName"])
	if err != nil {
		return response.SmartError(err)
	}

	n, err := network.LoadByName(d.State(), projectName, networkName)
	if err != nil {
		return response.SmartError(fmt.Errorf("Failed loading network: %w", err))
	}

	if !n.Info().Peering {
		return response.BadRequest(fmt.Errorf("Network driver %q does not support peering", n.Type()))
	}

	peerName, err := url.PathUnescape(mux.Vars(r)["peerName"])
	if err != nil {
		return response.SmartError(err)
	}

	_, peer, err := d.State().DB.Cluster.GetNetworkPeer(n.ID(), peerName)
	if err != nil {
		return response.SmartError(err)
	}

	peer.UsedBy, _ = n.PeerUsedBy(peer.Name)

	return response.SyncResponseETag(true, peer, peer.Etag())
}

// swagger:operation PATCH /1.0/networks/{networkName}/peers/{peerName} network-peers network_peer_patch
//
// Partially update the network peer
//
// Updates a subset of the network peering configuration.
//
// ---
// consumes:
//   - application/json
// produces:
//   - application/json
// parameters:
//   - in: query
//     name: project
//     description: Project name
//     type: string
//     example: default
//   - in: body
//     name: Peer
//     description: Peer configuration
//     required: true
//     schema:
//       $ref: "#/definitions/NetworkPeerPut"
// responses:
//   "200":
//     $ref: "#/responses/EmptySyncResponse"
//   "400":
//     $ref: "#/responses/BadRequest"
//   "403":
//     $ref: "#/responses/Forbidden"
//   "412":
//     $ref: "#/responses/PreconditionFailed"
//   "500":
//     $ref: "#/responses/InternalServerError"

// swagger:operation PUT /1.0/networks/{networkName}/peers/{peerName} network-peers network_peer_put
//
// Update the network peer
//
// Updates the entire network peering configuration.
//
// ---
// consumes:
//   - application/json
// produces:
//   - application/json
// parameters:
//   - in: query
//     name: project
//     description: Project name
//     type: string
//     example: default
//   - in: body
//     name: peer
//     description: Peer configuration
//     required: true
//     schema:
//       $ref: "#/definitions/NetworkPeerPut"
// responses:
//   "200":
//     $ref: "#/responses/EmptySyncResponse"
//   "400":
//     $ref: "#/responses/BadRequest"
//   "403":
//     $ref: "#/responses/Forbidden"
//   "412":
//     $ref: "#/responses/PreconditionFailed"
//   "500":
//     $ref: "#/responses/InternalServerError"
func networkPeerPut(d *Daemon, r *http.Request) response.Response {
	resp := forwardedResponseIfTargetIsRemote(d, r)
	if resp != nil {
		return resp
	}

	projectName, _, err := project.NetworkProject(d.State().DB.Cluster, projectParam(r))
	if err != nil {
		return response.SmartError(err)
	}

	networkName, err := url.PathUnescape(mux.Vars(r)["networkName"])
	if err != nil {
		return response.SmartError(err)
	}

	n, err := network.LoadByName(d.State(), projectName, networkName)
	if err != nil {
		return response.SmartError(fmt.Errorf("Failed loading network: %w", err))
	}

	if !n.Info().Peering {
		return response.BadRequest(fmt.Errorf("Network driver %q does not support peering", n.Type()))
	}

	peerName, err := url.PathUnescape(mux.Vars(r)["peerName"])
	if err != nil {
		return response.SmartError(err)
	}

	// Decode the request.
	req := api.NetworkPeerPut{}
	err = json.NewDecoder(r.Body).Decode(&req)
	if err != nil {
		return response.BadRequest(err)
	}

	err = n.PeerUpdate(peerName, req)
	if err != nil {
		return response.SmartError(fmt.Errorf("Failed updating peer: %w", err))
	}

	d.State().Events.SendLifecycle(projectName, lifecycle.NetworkPeerUpdated.Event(n, peerName, request.CreateRequestor(r), nil))

	return response.EmptySyncResponse
}


Aptech Africa Ltd. is Africa's Solar Energy and Water Pump Specialist. It has offices located in South Sudan, Uganda, Rwanda, Sierra Leone, and Central African Republic. Aptech Africa was founded in 2006 as a distribution and installation company for some of the most reputable brands from Europe and the US. It developed a reputation for distributing high quality products and providing exceptional installation services which allowed it to expand to multiple countries. Aptech Africa continues to grow because it has distinguished itself from other solar companies due to its ability to provide outstanding service, warranty, and competitive pricing.
Develops negotiating strategies and positions by studying integration of new venture with company strategies and operations; examining risks and potentials; estimating partners' needs and goals.
Seek out corporate social responsibility opportunities and develop ways to give back to the community.
Present to and consult with mid and senior level management on business trends and strategic planning with a view to developing new services, products, and distribution channels.
Supervising project progress and monitoring and evaluating projects.


Last month, the FHFA announced a proposal that establishes standards and criteria for the Enterprises to adopt new credit-scoring models. This proposal satisfies a requirement embedded in Congress's recent Economic Growth, Regulatory Relief, and Consumer Protection Act requiring the FHFA to establish such standards. For some observers, this was a specific push by Congress to allow the Enterprises to consider credit-scoring alternatives such as VantageScore 3.0.
Despite the stated prohibition against the Enterprises' use of a credit-scoring model with ownership ties to a consumer data provider, the proposal could still be amended as the FHFA considers the feedback it receives from industry participants during the comment period. Additionally, a recent change in the director of the FHFA may further impact the final rule. Industry participants who desire to see amendments to the proposal should consider submitting comments to the FHFA prior to the comment period closing on March 21, 2019. As always, Troutman Sanders stands available to assist industry participants with this and other developments within the financial services landscape.


text:
NOSTALGIA: Suggett and see – an understated City legend, identified by Saunders, refined by Bond
2nd May 2018 By Edward Couzens-Lake 12 Comments
It's a footballing fact of life that, every now and again, a young footballing prodigy leaps to the attention of those in the know who immediately, in a flurry of excitement and feverish hyper-ventilating, announce him to be the "next <insert name of footballing legend here>".
The subsequent acres of newspaper space that are allocated to him are testament to the desperate state that English football is in, one that is yearning and craving a new hero, someone to build up, to idolise, to venerate and to worship… at least until the time comes to castigate and condemn them.
It happens. Ask Wayne Rooney.
One golden generation has followed another, each promising so much – in people's minds – but, in reality, offering little. As soon as the glitter is tarnished by the dark shadow of disappointment, we move onto the next one, hanging all of our hopes and dreams onto one or two players in particular, and, more often than not, identifying that young prodigy as the player who will unquestionably lead us to World Cup success in 2022 and beyond. Despite the fact that he has barely started shaving and is not yet old enough to drive the Baby Bentley his first full-time professional contract will get him.
Back in 1963, that sort of pressure was exactly what was being shovelled onto the scrawny adolescent shoulders of a 15-year-old Colin Suggett.
He made his initial mark on the game as a wiry left winger for Washington Grammar School, burning up and down the touchline in that part of the world where talented footballers seem to come naturally as if it's something in the air that brings them out to play and conquer.
Suggett was, unquestionably a talent – and not one who was waiting to happen, but one that was, right then and right now, happening and in a big way. He soon progressed beyond his school side, finding himself playing for the Chester-Le-Street Schools Football Association before being fast-tracked into the England U-15's side for whom he played six times before moving up yet another level, representing the England U-18's and Youth XI.
For every box that demanded a tick, the young Suggett filled it in and moved on to the next challenge. Even then his peers would have started to fall away, leaving him and his childhood friend, Colin Todd, to progress, via their childhood sides, to an apprenticeship with Sunderland in 1964.
He had, at just 16 years of age, the footballing world at his feet – although the difference with Suggett at that time is that he just wanted the football at his feet because all he wanted to do was play.
Sunderland probably couldn't quite believe their luck at signing two such promising youngsters at the same time. Todd, the centre-half who had a whiff of the Bobby Moore about him in the way he played the game – laid back, calm, collected and with that innate ability to remain unflustered no matter what the situation he found himself in, while Suggett was a joyous mix of everything you would want in a winger; the pace of a Cheetah combined with close control and an unerring ability to put the ball where it would always produce the maximum amount of inconvenience, bordering on panic, for opposing defenders.
All that and that pace, oh that pace, never mind the banalities of Top Gun, here was a player who felt the need, the need for speed. He even owned a greyhound – and you wouldn't have bet against him beating it in a sprint. He was the Usain Bolt of his time, a fleet of foot winger with trickery and not a little bedevilment to go with it.
Sunderland manager Ian McColl, a Rangers debutant at just 18 liked what he saw in Suggett and gave him his debut in a league match against Stoke City on March 18th, 1967, a baptism of disappointment for Suggett, Sunderland going down 3-0. He had, however, done more than enough to merit his place, and, by the end of the following season, was Sunderland's top scorer in the league with fourteen goals.
The club had struggled, however, ending that season in 15th place, five points clear of the relegations places-too close and no cigar for McColl who had been dismissed that February, the Wearsiders then, as now, desperate for success at any cost.
The more things change, the more they stay the same.
His prominence in a struggling side – they were relegated two years later – had not gone unnoticed by a posse of other Division One clubs, with West Bromwich Albion signing him for around £100,000 the following summer, making Suggett, at just 20, their record signing.
He duly revelled in Alan Ashman's exciting side, combining well with Asa Hartford in the Baggies' midfield, his searing pace and quality of delivery providing plenty of goals for the likes of Tony Brown and Jeff Astle, two players who thrived on quality service provided by a good winger. They took the plaudits, but the hard work had been done by Suggett and there were plenty in the game who rated him as important a player to the side, if not more so, than the two well-known goalscorers who took the goals and glory for him – and maybe, just maybe, his chance of playing for England.
Ashman's buccaneering side followed up FA Cup success in 1968 by reaching the final of the League Cup two years later where, despite Suggett making the very most of Wembley's slick pitch and wide-open spaces, they lost 2-1 to Manchester City. He had, however, had a taste of the big time and the national stage and seemed set for future success for the club, success that, for all the talents at the manager's disposal, never came with the Baggies ultimately suffering relegation from Division One at the end of the 1972/73 season.
But by then Suggett was long gone. Gone that is, to another struggling side, our very own Norwich City, with Ron Saunders paying £70,000 for him in February 1973. Saunders reasons for doing so were obvious, the loss of Jimmy Bone at the same time meant a whole lot more responsibility for scoring the goals to keep Norwich up was, inevitably, being placed upon David Cross. Cross, like Astle and Brown thrived on crosses, the quick, decisive ball into the box, and, for the money spent, Saunders had got someone as good as anyone in the country at the time to do just that.
Suggett made his debut, playing alongside fellow new boy Trevor Hockey (who would, undoubtedly, have promised to "look after" his new teammate during the game) against Newcastle at Carrow Road, the Canaries losing 1-0 but their two new signings impressing from the start with Suggett, in particular, looking as if he would soon establish a good understanding with Cross.
His first goal for the Canaries came, just like the delivery of his passes, at the most opportune time and at the right moment. Norwich were hosting Crystal Palace in their penultimate league game of that season. Both sides were struggling – a vital win would all but guarantee survival whereas a loss, certainly for Palace, would doom them to relegation.
It was the proverbial four-pointer and Norwich had to win. Things hadn't looked too good after half an hour when Palace got a penalty, the result of a typically robust challenge on the diminutive Derek Posse by Duncan Forbes. Don Rogers swept the penalty home, and, for a while, things seemed bleak for the Canaries and the crowd of nearly 37,000 who were at the game.
It was Suggett who took that pressure off barely five minutes later, his equaliser bringing the house down and setting the scene for Dave Stringer's last-minute winner; the goal that kept, against all the odds, City in the top flight.
For Saunders, it was the denouement of his Norwich career. The Division Two title, a Wembley Cup final and last-minute survival in Division One took it out on the tough man from Birkenhead who resigned the following February. By then, Norwich were already, worryingly, in 20th place in the league and, although Suggett was continuing to impress, ending the season playing in all but one of the Canaries league games, the overall depth and quality in the squad played its hand, ultimately condemning Norwich to relegation, despite the injection of flair that John Bond had given them.
Bond was, despite his cigar smoking, loud-shirted and very outgoing personality, an extremely canny footballing man. He immediately recognised Suggett as a player who would be an integral member of his side, but, in recognising his ball skills and ability to play the killer pass, brought him infield, playing him in a central midfield position. There, aided, abetted and protected by the more fundamental qualities of players like Tony Powell and Peter Morris, he became the archetypal midfield general, the, in modern parlance, trequartista, the wearer of the number 10 shirt, whose job was to sit in that free role between midfield and attack – briefed to make the passes that mattered, whether five yards or fifty, but passes that caused damage.
Suggett, once shackled as a winger with a simple brief – get the ball and run like hell-revelled in the new role, donning the yellow number 10 shirt that had never really been filled since Graham Paddon's departure, setting up goals on a plate for the predatory McDougall and Boyer. He also contributed a few himself, not least a stunning 30-yard effort past Aston Villa keeper Jim Cumbes early on in Norwich's subsequent promotion winning season.
In Suggett, Bond had not really fashioned footballing silk from a sow's ear – Suggett was quality before that move into midfield – but he had given a Canary diamond an extra polish and how it was showing!
One particular Suggett moment stands out. Liverpool, again, are the opponents at Carrow Road in a Division One game on December 10th 1977. Prodigal son Paddon has returned to claim back the number 10 shirt by now, but Suggett, ever capable, has been asked by Bond to play in a more central attacking role alongside Roger Gibbins.
A little over fifteen minutes have gone and Norwich, acting true to Bond's beliefs, are showing little fear, taking the game to their illustrious opponents, reigning Champions, European Cup holders and packed with players of the talent and footballing virtues like Dalglish, Ray Kennedy and McDermott.
Bond respected his opponents – but never feared them and never talked them up. He preferred his sides to worry their opponents rather than worry about the calibre of the team facing them and this attitude was well rewarded with an impressive Norwich win.
The opener came from a through ball played by the peerless Peters, which was flicked on by Kevin Bond before finding Gibbins, back to Bond with, quite remarkably, Liverpool now back peddling and looking unsettled. Peters, imperious as ever, seized on this, a quick pass to Paddon, whose clever flick found Suggett in space and able to lift the ball past the lofty clawing hand of Ray Clemence, bewitching the challenges from both Neal and Case as he scored.
Typical Suggett. A little flair, flamboyance and skill all combined into the one package. But job done and in that casual and understated way that is the mark of genius.
He had joined the club as an out and out winger. Yet, and this is without being detrimental to the exponents of that art, he was a far, far better footballer than that, one who, I am sure, could seamlessly fit into the City side today and play a full part in the pending game at Sheffield Wednesday – even though he is 70 later this year!
Saunders had entrusted him to run with the ball at his feet whilst John Bond had gone a step further, allowing him to stop and think in the process. Why run, Bond would have said, if you can deliver a telling pass or find space for a teammate that no-one else can see.
Colin Suggett did all of that, finding space, moving into it, controlling the rhythm of the game and proving himself all over the pitch, a quality footballer who lit up the 70s at Carrow Road with his precision passing and overall presence.
Filed Under: Column, Ed Couzens-Lake
canarylad says
2nd May 2018 at 7:21 am
Great read, brought back some great memories, One of my all time greats for City,
KATHY BLAKE says
Great read Ed. Colin was also extremely modest. I played in the same darts team as him in the mid-seventies (it was OK for footballers to smoke and drink in those days) and you would never know he was a professional footballer by his demeanour. In fact, I'm pretty sure some of the opposition teams we played against never realised who he was!
Jim Atkinson says
Really enjoyed reading about Colin Suggett, such a talent.
I think I'm right in saying he once scored direct from a corner at CR…..not seen that since.
Giles.S. says
Many people forget about Suggett but for me he is second only to Peters in our greatest players.
As coach of Newcastle youth team he was a great influence on Paul Gascoigne and gave him his nickname. I always thought that Gascoigne's game was very similar to late career, permed stocky Suggett.
Looks from the above that he picked up some other of Colin's habits before going to Doug Livermore at Spurs
martin penney says
"They" reckon Johann Cruyff used to smoke around ten a day and Jimmy Greaves' half-time bottle of Guinness is part of footballing legend.
There were two brothers, one of whom played for us and one for the Binners during the same period who were serious caners as well.
And so many, many more.
A very interesting read from Ed about a player I only saw a few times – I didn't get to see much of NCFC throughout the entire 1970s unfortunately
Jim Davies says
Kevin Drinkell was another who liked the odd cigarette or ten.
When I played for Cromer Reserves in the early sixties, we had a player (who I am not going to name) who got one of his mates to chain smoke on the touchline so he could grab a quick drag whenever there was a break in play. Not sure how that would play out these days!
Stewart Lewis says
Great article, Ed. I loved Suggett at Norwich (even his hairstyles), but had forgotten how lauded he was in his early career. How did we get him for £70,000?
Colin M says
Thanks Ed.
Great to read and to see the picture cards. Remember having a picture of Suggett and Willie Carr, (he of Donkey kick fame), on bedroom wall, Shoot magazine I think? They vied for the best hair do!
May be a shame he never came back in a coaching capacity.
Hi Edward
A great read and memories. Another player that had plenty of skills and wasn't at City long enough was Kevin Reeves – also his career was cut short at Burnley.
Maddison and his like will always leave. Great memories but they still need the workhorses of the team to allow them to show their skill.
So let's hear more about the mere mortal players – Tettey. Trybull. Powell. Forbes. Stringer to name just a few.
Don Harold says
Excellent article. The Palace game was the first I remember (there had been others but not as dramatic). I watched from the scoreboard in the River End/South Stand corner.
Colin Suggett was a classy player, one of the best I've seen for Norwich. He seemed a decent bloke too and would have been in demand in the modern Prem where the 'tackles' he endured are no longer tolerated.
Nick Fribbens says
One of my all time favourite players. He seemed to excel when attacking the River End and he was in the corner between the River End and the Stand. If Suggett played well Norwich played well.
Ian Mellor aka spider man, arrived from Man City at about the same time too.
3rd May 2018 at 10:34 pm
This was in an era when all clubs had a reasonable budget that wasn't too different, not like today when teams go out and spend €200m on a player and his wages are €500k a week.
Bit part Premiership players get £100k for sitting on the bench.
The worst is the excuse of being a short career so they need to earn this sort of money – they should get a job like running a pub, newsagents or even work as a pundit on TV and show the world what a big A__HOLE you are, and criticise or praise other players to prove you know what you are talking about but don't have the balls to manage a team.
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チェコ@czechmatsuri·
1つ目はこれかな
upset(敢えてこの言葉)はいつ見てもいいものです
Tim Donovan #FBPE 🔶@DonovanTim·
GLOL at this. Presumably in response to Clive Lewis's nonsense earlier.
Another reason to be glad I'm an #itfc rather than #ncfc supporter!
FPL Power@FPLPower·
#FPLpricechanges (January 19, 2020) #FPL
- Agüero #MCFC
- Cantwell #NCFC
- Holgate #EFC
- Son #THFC
- Stephens #SaintsFC
⬇
-Andone #BHAFC
- Engels #AVFC
- Mustafi #AFC
- Patrício #WOL
- Pogba #MUFC
- Smith Rowe #AFC
- Sterling #MCFC

redpajama_set_name: RedPajamaCommonCrawl


text:
Q: Issue with Swift subclassing a class I have a table view cell create like this where the code crashes on:
let cell = tableView.dequeueReusableCell(withIdentifier: "reuseIdentifier") as! TestedViewCell;
cell.delegate = self;

I have the code to create the subclass like so:
class TestedViewCell: SwipeTableViewCell
{
    var animator: Any?
}

The above lines are in the same file with the kit imported. I then get the error like so:
Could not cast value of type 'SwipeCellKit.SwipeTableViewCell' (0x100121a60) to 'app.TestedViewCell' (0x100076f40).

Did I subclass it wrong? Thanks.

A: Try to register TestedViewCell in ViewDidLaod
self.tableView.registerClass(TestedViewCell.self, forCellReuseIdentifier: "reuseIdentifier")

A: From your error

Could not cast value of type 'SwipeCellKit.SwipeTableViewCell'
  (0x100121a60) to 'app.TestedViewCell' (0x100076f40).

it is clear that your are trying to Cast SwipeTableViewcell as TestedViewCell. TestedViewCell is subclass of your SwipeTableViewcell . Issue might be in your register cell. You need to register cell in viewDidLoad as
self.tableView.registerClass(TestedViewCell.self, forCellReuseIdentifier: "testedViewCell")

redpajama_set_name: RedPajamaStackExchange


text:
Kimihia
Tiro ki Te Ara ki te reo
Ngā Tuhinga A-Z
Haurongo
Ētahi atu...
Whakaraparapatia te Mātāpunenga
Ngā Tuhinga A-Z Te Reo Māori Haurongo Wāhanga Kupu matua Āu kōrero
Te Ara Home
Stewart Island/Rakiura
Whārangi 4
Kōrero: Stewart Island/Rakiura
Rarangi kaupapa
Story summary
New Zealand's third main island
History to 1850
History and society since the 1850s
Stewart Island places: north and west
Stewart Island places: east and south
Hononga, rauemi nō waho
Whārangi 4. History and society since the 1850s
Ngā whakaahua me ngā rauemi katoa o tēnei kōrero
Crown purchase of Stewart Island
The sawmill at Kaipipi Bay, 1909
Tin mining: tunnel (1 o 3)
Fishing for blue cod, 1958
Tourism on Stewart Island: visitors from Otago, 1936 (1 o 2)
Part of a province
Stewart Island/Rakiura became part of the province of Southland in 1863 and in 1864 the Crown purchased most of the island from the local Ngāi Tahu. Mixed-descent families living on the island were to be provided with land at The Neck.
Untrustworthy trustee
In December 1927 Andrew Josey, a fisherman in his 80s, was beaten to death by Southland Harbour Board accountant Arthur Valentine. Josey, originally from Java, Indonesia, had long lived at Horseshoe Bay. Valentine was the trustee for Josey's estate, and the murder was seemingly to get his hands on a large sum of money. Valentine died in police custody later that month, reportedly of heart failure. At the inquest the doctor who gave evidence indicated that he had intended to recommend Valentine's transfer to Seacliff mental hospital.
The change of ownership opened the way to exploitation of the resources of the island. Early in 1864 Theophilus Heale of the Southland provincial government explored the island with a view to a survey and subsequent sale of land blocks. However, by 1875 the survey had not been completed, and there were complaints that this was impeding the progress of the island.
Sheep were farmed on the island from the 1880s, and the last two pastoral leases at Mason Bay and Kilbride were only retired in the 1980s. Leases were also taken up along the north bank of the Rakeahua River, the Ruggedy Run, the Freshwater Run and Port William, but the country was too forested, wet and muddy for successful sheep farming.
Timber milling was important from the 1860s until the 1930s. In 1864 three sawmills operated on the north side of Paterson Inlet. The main areas milled were the taller stands in sheltered bays of Paterson Inlet/Whaka ā Te Wera and bays along the north-east coast.
Newspapers featured frequent reports of mineral finds on Stewart Island in the later 19th century. Tin Range at Port Pegasus is named for the tin that saw a short-lived tin rush in the late 1880s. Sporadic prospecting continued in the range up until the 1930s, but it was never a rich deposit.
Death of a fisherman
Many of the island's sons have been lost to the unforgiving seas. Islander Olga Sansom recalls the recovery of fisherman Jack Mercer's body after he was caught in a storm off Port William around 1912: 'When you are twelve it is the loneliness of the dead man you have known alive, lying helpless in his own boat, that is the thing you remember.'1
Fishing for blue cod, crayfish and pāua (abalone) has been a major industry for many decades. Māori have long been very involved in the fishing industry. In the 1890s Māori were running several cutters between the island and Bluff.
A freezer and commercial fishing base established in North Arm, Port Pegasus, in 1897 operated until the late 1930s. A fish factory set up by Otakou Fisheries operated in the 1960s. In 2013 one-third of the Stewart Island workforce was employed in the agriculture, forestry and fishing sector, with over 90% of those engaged in aquaculture.
In the 2000s hunting was popular with both mainland visitors and locals. Designated campsites and huts for hunters were associated with different blocks of land that were balloted for hunting introduced whitetail and red deer.
A slow start
In 1892 Walter Robertson was appointed to make up the electoral roll for Stewart Island, to be returning officer for the first election of councillors and to be clerk of the council. A Stewart Island County Council Empowering Bill was introduced into the 1894 parliamentary session but not passed, nor was it ever resubmitted, but the council was in operation by the 1895/96 financial year. In 1900 Robertson was elected chair of the Stewart Island County Council.
Stewart Island county was gazetted in 1876, at the time of the abolition of provincial government in New Zealand, but a county council was not set up until 1895. In 1989 the county became part of Southland district.
In the 2000s it was part of the Southern District Health Board, which united the Otago and Southland health boards in 2010. A district nurse was based in Oban.
Halfmoon Bay School in Oban had a roll of 27 in 2015 and offered education to Year 8, after which students attend mainland schools. In 2013 Stewart Island's under-15 population (15%) was lower than that of Southland as a whole (20.6%).
A long walk
In June or July 1932 Esther James capped a mammoth walk from North Cape to Bluff by walking across Stewart Island. James, a fashion model, was doing the sponsored walk to promote New Zealand manufacturing, and she wore and ate only goods donated by local manufacturers. She walked around 1,600 miles in 197 days.
Tourism was popular from the late 19th century. In 1894 the Otago Witness referred to 'visitors to the island being very numerous in the summer time, sometimes as many as a hundred being on the island at one time'.2
In the 21st century tourism has been one of the island's main industries, with around 30,000 visitors each year. At the 2013 census one-third of the workforce was employed in the accommodation and transport sectors. This compared with 11.4% for those sectors in Southland as a whole.
Tiritiria tēnei whārangi
Post to Facebook Post to Twitter
Tāngia te kōrero katoa
Ki mua Tō muri mai: Whārangi 5. Stewart Island places: north and west Whai muri
Kupu tāpiri
Olga Sansom, In the grip of an island: early Stewart Island history. Invercargill: Craig Printing, 1982, p. 18. Back
Otago Witness, 24 Jan 1895, p. 22. Back
Me pēnei te tohu i te whārangi:
Carl Walrond, 'Stewart Island/Rakiura - History and society since the 1850s', Te Ara - the Encyclopedia of New Zealand, http://www.TeAra.govt.nz/mi/stewart-islandrakiura/page-4 (accessed 17 January 2021)
He kōrero nā Carl Walrond, i tāngia i te 8 Sep 2008, updated 1 May 2015
Baker, Isabel Noeline, 1878-1958
Ellison, Rāniera, 1915-1974
Kokoro-Barrett, Hīria, 1870-1943
Traill, Robert Henry, 1892-1989
He kōrero anō mō...
Mō te paetukutuku
Whakapā mai
Rārangi Whakamārama
Mahere Pae Tukutuku
Te Mana Tārua
Tauākī matatapu
Whakakape
Whai mai i a Te Ara ma enei pae papaho
Tonoa tā mātou pānui, Te Hiko
Read the Creative Commons license
Kua oti ngā tuhinga katoa te raihana i raro i tētahi Raihana nō Aotearoa Creative Commons Attribution-NonCommercial 3.0, hāunga ētahi he rerekē ngā whakamārama i konei.
Ka taea pea te whakamahi anō mō ngā āhuatanga arumoni, engari me mātua tono mai. He here motuhake i runga i ngā mea katoa ehara i te tuhinga. © Manatārua Karauna.
Other Ministry sites
Visit NZHistory.govt.nz
Visit VietnamWar.govt.nz
Visit 28MaoriBattalion.org.nz
Vist QuakeStories.govt.nz
Visit MCH.govt.nz


I Designed Some Fair Isle Coffee Cups!
For those of you not in the know, back in July I made a post regarding a design I had knitted that was to be printed on to coffee cups.
And now they are here! There is going to be 50,000 of these babies all over the country (and beyond) so keep your eyes peeled for my handiwork!
If you're interested in getting some of these in your cafe then ask your local coffee wholesaler first if they are supplying them. If not, then contact the lovely folk at Beyond the Bean who will let you know where you can order some!
This entry was posted in Take Away Coffee Cups and tagged Fair Isle Cup Covers. Bookmark the permalink.
12 Responses to I Designed Some Fair Isle Coffee Cups!
Wow, that's really cool! Congrats!
I want but you can't get them here ….distribution in Europe will have to be next!!!
oh really! Who are they?
If you get some then I want to see pictures of them somewhere sunny!
Oh my goodness! Those are totally awesome! You must be on cloud nine! I can only image all those people EVERYWHERE drinking wonderfully warm drinks from YOUR cups. They look great. Are they everything you hoped they would be?? It's such an interesting idea and what a great way to get your name out.
I love the pic of you in your new hat enjoying a drink in a cup you designed – and I bet wearing a sweater you knit.
The coffee cup is so cool! Love it … And the last photo of you is fabulous!
Oh wow, that design is beautiful and that is really, really cool that it's been published on cups! I would be totally thrilled if I saw people walking around with cups designed be me. =) Seriously awesome.
Thank you! And I know! I'm dead excited I might have to get people to send me photos of the cups from all over the place to post up here!
That is so cool! I wish I could get my hands on one of those.
those cups are absolutely to die for! i love them! and the hat??? perfect combo!


text:
namespace Equinox.Infra.CrossCutting.Identity.Models.ManageViewModels
{
    public class FactorViewModel
    {
        public string Purpose { get; set; }
    }
}

redpajama_set_name: RedPajamaGithub


text:
Indie Closeup: Winning the Sale—Hook, Line and Sinker
Angling, local focus bring success despite bigger fish in the competitive pond By Steve Dwyer on Aug. 15, 2022
Photograph courtesy of Ray's Mini Mart
MUSKEGON, Mich. — "Give a man a fish and you can feed him for a day. Teach a man to fish and you feed him for a lifetime."
Jeff Daugherty, owner of Ray's Mini Mart, Muskegon, Mich., has an inside track on that time-honored axiom. The independent convenience-store retailer attracts customers to Ray's, located in the shadow of Lake Michigan, thanks to several key competitive advantages. The foodservice menu is noted for quality, fresh-caught fish entrees and sandwiches (walleye, trout, steelhead and more) that complement prime cuts of meat.
Daugherty has long forged a working relationship with local icon John Drummond's Butcher Shop in merchandising prime cuts of New York strip, ribeye, porterhouse and more. Drummond's, which leases space in Ray's Mini Mart and performs all cutting, packaging and pricing, makes Ray's a slam-dunk destination for quality provided.
But the narrative is more than about just a single meal—Daugherty has a long play. He leverages the success of Ray's to convince people, young and old, to take up fishing and, in turn, share the wealth. An avid fisherman in his own right, Daugherty sponsors fishing teams at local Muskegon schools, donating time and resources to the pastime. And it's all garnering success.
"COVID-19 was a boon for us regarding fishing," said Daugherty, a Sunoco-branded retailer who sells an array of lines, hooks, bait, lures, bobbers, sinkers and swivels. "Bait and fishing shops weren't considered essential, but convenience was. This allowed us to sell all these fishing accessories. Because people had extra time and money, many did a lot of fishing."
Daugherty's Priority
The owner of Ray's Mini Mart for 17 years, Daugherty started in convenience retailing in 1993 when he acquired his first two stores, since sold. "I had a career in corporate sales and was having coffee with a friend who owned a c-store. After learning more about the profession, I thought it was the time to change careers," said Daugherty, who had worked in the grocery business years earlier.
"I bought the first two stores, but eventually sold them. I was getting burnt out—and had to deal with employee embezzlement. I took a year off and then regrouped—and acquired Ray's," he said.
This time around, employees are making life far easier. Two managers, Amber and Cari, have worked at the store for 12 years, while his top clerk, Diane, has been on board for all 17 years. Another assistant manager, Pauletta, is also considered a veteran of Ray's.
Speaking about his approach to finding and retaining solid workers, Daugherty said, "We wait for the right person for the right situation—we aren't in a rush to hire people. I have 10 employees, and most have been here for years. We're like family, really."
Reeling in Patrons
Broadly, Ray's Mini Mart is eternally seeking to be considered a one-stop-shop to even more consumers than it already is. Various in-store and forecourt investments are helping fuel successful angling.
"We did a full store remodeling program marked by a contemporary interior re-imaging and at the forecourt, invested in state-of-the-art multi-pump dispenser technologyto enhance the customer experience," he said, noting that MPDs offer touchscreens with customized multi-media features that customers can activate—and enjoy—during fillup downtime.
He also makes a point to emphasize giving back locally, and it makes a difference competitively. "The Speedway station down the street, for example, might do a national 'March of Dimes' fundraiser—and that's a great gesture. But it's a nationwide effort. We, meanwhile, concentrate fundraising to support the local elementary and high schools—and businesses. One example is the fishing teams that our business sponsors."
In Muskegon, retailers such as Daugherty are equally ready to serve out-of-state travelers who flock to Michigan's western shore to enjoy its array of prime recreational options. But also, many local residents—particularly since both the pandemic and the downturn in the economy occurred—are content to activate the "staycation" concept.
"People are more purposeful about travel: some are eliminating those smaller weekend excursions in favor of one larger summer trip. We try to be ready for whatever they opt to do," said Daugherty.
He said that the most crucial aspect of not only surviving but thriving is being a "convenient" store. "People seem to be shopping daily rather than shopping for an entire week—they parcel it out. That's a daily opportunity to make an impression, all by having product available and giving them a reason to come back."
Daugherty added: "I have a Speedway two doors down, and can honestly say that in 17 years I've never stepped foot in the store. There is no 'competition' out there if we're doing our job properly. We're not going to win the 'loyalty card' battle because we actually don't offer a card—just a solid reputation."
Jeff Daugherty: Asked and Answered
Q: What food and beverage categories are flourishing?
A: The last couple years, it's the hard seltzer market. There's a whole lot of flavors to pick from. We also added Ghost Energy and it's appealing to the crowd that wants a Skittles- or Sour Patch-flavored drink. It's a nostalgic thing. One big mover is vaping—it's really taken off, and it generates great margins in the 10% to 15% range. Customers are mostly seeking mint, bubble gum and peach favors.
Q: Any chronic supply chain issues?
A: It's across the board: we're probably only receiving 60% of our fishing equipment. One reason is that distributors don't have the manpower to load trucks. We work with S. Abraham & Sons, and they do a great job, been very good on order accuracy. Right now, though, we're finding there's a paper bag shortage, so we're having to resort to using lower quality bags. You take what's available.
Q: How are you, and by extension your customers, coping with fuel pricing conditions as the summer began?
A: The majority of customers realize that [higher pump prices] are out of my control. They're adjusting their budgets and feel like they're being played a bit. I'll also take the time to explain to them about the impact of state, local and federal taxes that are layered into the cost, and that helps clarify things.
Q: Are customers changing the way they buy gas weekly, monthly?
A: Some will parcel it out where if they have fifteen bucks in their pockets, then that's what they'll spend on fuel that day. One interesting thing we've noticed is that people are taking cell phone pictures of the MPD and their fillup price: they want proof that they just spent $137 to buy gasoline.
community independent loyalty
Indie Closeup: Dueling With Dollar Stores
Indie Closeup: Grab-and-Go Gastronomy
Indie Closeup: New Lou Perrine's Fighting Headwinds


text:
Jerusalem Post Opinion
Facebook unfriended by war
When Israel quit Gaza in 2005 and left it in Palestinian hands, Hamas abducted Palestinian Authority leaders, dragged them to the rooftops and threw them off.
By ALAN KAUFMAN
A NAZI image from the Fatah Facebook included in the report by Palestinian Media Watch.
(photo credit: FACEBOOK)
This morning, I went to a friend's Facebook page, hit the word "friend" (marked with a check), scrolled down the options list to "Unfriend" and did the dirty.
For weeks she's been posting Israel- shaming pics and articles, but the one that broke the camel's back so to speak was the big flattering portrait shot of Hamas leader Khaled Mashaal over an article claiming that four years ago Mashaal promised to honor any agreement with Israel that was ratified by Palestinian vote. My friend's posting suggested that really, Mashaal and Hamas want peace, but are misunderstood.
When Israel quit Gaza in 2005 and left it in Palestinian hands, Hamas abducted Palestinian Authority leaders, dragged them to the rooftops and threw them off – Khaled Mashaal's idea of a "Palestinian referendum."
This same Mashaal oversaw the recent kidnapping-murder of three absolutely terrified Israeli kids whose execution in back of the kidnap car was recorded on one of the children's cell phones, including their death moans, followed by the voices of the Hamas killers singing in celebration.
This is the same Mashaal who unleashed thousands of rockets aimed at Israel's population centers and who, from his hide-out in Qatar – a US ally and the single largest financial backer of Hamas today – had in the years following Israel's delivery of Gaza to Palestinian control approved the construction of murder tunnels leading from Gaza into Israel.
One of these tunnels, the largest, was to be used to stage a single attack involving hundreds of armed and trained terrorists who were to rush into Israel en masse and commit a Mumbai-like massacre of hundreds or even thousands of Jewish men, women and children.
Worst of all, this Mashaal is the homicidal overseer of the Hamas strategy to embed rocket launchers and crews among Gaza's civilian population – using schools, relief organizations, mosques and homes as launch sites – and to warehouse weapons, though knowing full well that once Hamas rockets fell like some terrifying rain Israel would have no choice but to destroy the missile sites, causing possible injury and even death to Gaza's population.
Which is precisely what happened, and the flood of gruesome images pouring out of Gaza sparked a global backlash of virulent anti-Semitic hatred, from Europe to Australia, just as Hamas knew it would.
What sort of leadership plans for its own population's death as a public relations ploy? Hamas and its leader, Khaled Mashaal.
My former Facebook friend knows full well that I am the son of a Holocaust survivor, an Israeli-American dual national and proud IDF veteran with an Israeli daughter who lives in Tel Aviv under Mashaal's rocket fire.
Despite this she has posted articles and images accusing Israel of genocide.
When I protested, she privately Facebook messaged me saying: "Lets not quarrel over this war. I don't want to lose our friendship."
But what sort of friend supports the destruction of the only nation on earth that, I, a Jew, can feel safe in? What sort of friend stares hard facts in the face but to my face calls them lies? Such a fact is that in 29 days Hamas launched 3,356 rockets at Israel, each fired to kill men, women and children.
Such a fact is that 70 percent of Israel's population now live under the threat of Hamas rockets, and that prior to the current cease-fire Hamas violated every cease-fire and humanitarian lull (and had even violated a lull that they themselves had demanded).
Such a fact is that the Hamas charter is committed irrevocably to the destruction of Israel and the death of every living Jewish man, woman and child.
What sort of friend condemns whatever Israel does to defend itself yet always seems to support those who work night and day for Israel's annihilation? To such friends I say: no thank you.
To such friends I say: goodbye! For "this war" as my "friend" disdainfully put it, is not just any war but is no less than genocidal aggression waged against the State of Israel; a murder campaign against every single living Jew on this earth, from Tel Aviv to Berlin to Sydney. It is an attempt to eradicate the hard-won lessons of the Jewish past and the golden possibility of the Jewish future. It is a war to eliminate my Jewish people and all that I love from the face of the earth.
And anyone who supports such monstrousness cannot, and will not, while yet there is life in me, call me friend.
The author is an American-Israeli novelist and memoirist. His most recent book is Drunken Angel, a memoir.


text:
Àngel Traverso
Daniel Duran
Àngel Manuel Soto
We are open for business.
Yes! We are open for business. This global pandemic has put the world on pause, and now we are prepared to resume production safely and effectively.
It feels great to be able to go back to what we do best. We have heard the experts, we learned and implemented safety measures, and now we are prepared to entice you to come shoot with us in La Isla del Encanto, our beautiful Puerto Rico!
Let us show you a few reasons why you should considerus for your next project.
Tax Incentive Program.
Latitude 18 Films has extensive local US Domestic and international services experience in short and long format productions under P.R.'s generous 40% tax-incentive program.
We collaborate with a diverse group of accountants, auditors, and lawyers that are experts in their respective fields, to help facilitate and expedite the tax-incentive process and reimbursements.
Puerto Rico may be famous for its beaches but there is so much more to it than beautiful coastlines and blue water.
From urban to jungle, PR is the perfect mix of old and new, city and country. We have access to great, state of the art sets, studios or locations- whatever you're looking for, there is somewhere, even within minutes of San Juan that is perfect for what you need!
Puerto Rico's size plus its modern and world-class infrastructure optimizes transportation. We have an extensive highway system, ports all around the island, and the best airport access in the Caribbean.
We have established strong and lasting connections with several reputable casting agencies in The Island. The diverse population gives us access to all types of actors.
People from all walks of life; different looks, skills, and talents live in in PR and we can help you find them!
Equipment and crew.
State of the art technology +
highly trained professionals.
We are able to provide the latest in world-class film equipment to our clients.
The production crew available in the island is fully bilingual, fast, professional, and really fun to work with! From DPs to PAs we can find you and your team the right people to work with on your next production.
The new normal.
Remote directing via live streaming
We have adapted to a new style of production that promotes social distancing by limiting the number of people sharing a space. We have the equipment and the trained staff necessary to produce content of any length via live streaming. This includes: effective long-distance communication tools, secure ways of data transfers, and the capability of streaming live video with minimal delay.
Puerto Rico, as a territory of the United States, has a stable political, financial, and legal system.Federal benefits, protections and services all have a presence in PR!
The U.S. Dollar is our official currency, and the crew and most commerce in the island is fully bilingual.
There is no passport required for U.S. Citizens; it's the same as any domestic travel! Direct flights are available every day from all major U.S. cities and production centers.
Finally, all Federally-mandated labor, safety, intellectual property and banking laws apply and are enforced by the strong presence of Federal agencies on the island, i.e. FBI, OSHA, CDC, FCC, FDIC.
We are happy to answer any and all your questions!
Latitude 18 Films
2203 General Patton
Santos Rivera
President & Executive Producer
C: (787)630.9300
O: (787)727.6767
santos@latitude18films.com
Gerry Rivera
gerry@latitude18films.com
© 2021 Latitude 18 Films


text:
The President of Switzerland, Mrs. Doris Leuthard reached in India
August 31, 2017	Leave a comment 1,316 Views
The President of Switzerland, Mrs. Doris Leuthard being received by the President, Shri Ram Nath Kovind and the Prime Minister, Shri Narendra Modi, at the Ceremonial Reception, at Rashtrapati Bhavan, in New Delhi on August 31, 2017.
Shri Rajiv Gauba takes over as Union Home Secretary
Newdelhi:31/8/17;Shri Rajiv Gauba, IAS (Jharkhand cadre-1982 batch) today took over as Secretary to the Government of India in the Ministry of Home Affairs. Shri Gauba joined the Ministry of Home Affairs as Officer on Special Duty on June 27, 2017 and took charge as the Union Home Secretary upon the superannuation of Shri Rajiv Mehrishi. Prior to this, ...
PM's fourth interaction with Additional Secretaries and Joint Secretaries
Newdelhi:31/8/17:The Prime Minister, Shri Narendra Modi, on Wednesday met and interacted with a group of over 80 Additional Secretaries and Joint Secretaries serving in the Government of India. This was the fourth of five such interactions. During the interaction, officers shared their experiences on subjects such as innovation and teamwork in governance, healthcare, health education, agriculture, water resources, e-governance, ...
Calcutta High Courty asked the Chhattisgarh government to withdraw the writ petition challenging National Green Tribunal
Bhubaneswar/Kolkata31/8/17;: In yet another setback for Chhattisgarh, the Calcutta High Courty asked the state government to withdraw the writ petition challenging National Green Tribunal (NGT)'s order to stop construction of 31 projects led by it on the upstream of Mahanadi River. A Bench of the High Court comprising of acting Chief Justice Nishita Mhatre and Justice Tapabrata Chakraborty ordered the ...
Puri district administration has initiated the process to evict Dera Sacha Sauda ashram from government land
Puri:31/8/17 The district administration has initiated the process to evict now jailed Dera chief Gurmeet Ram Rahim Singh's Dera Sacha Sauda ashram from government land encroached by it on the outskirts of Odisha's pilgrim town Puri. According to Puri Sub Collector Madhusudan Das, the ashram located at Beleswarpatna in Beladala mouza has encroached 12 decimals of government land and eviction ...
Dr Rajendra Prasad Sharma as the New Director General of Police of Odisha
Bhubaneswar: The Odisha government today appointed Dr Rajendra Prasad Sharma as the new Director General of Police (DGP) while the existing DGP K B Singh has been named as the Chairman and Managing Director (CMD) of Odisha State Road Transport Corporation (OSRTC), official sources said. He will take charge as the new DGP of the State on 31st August,2017, the sources added. Dr ...
OUTLOOK INTERVIEW: NAVEEN PATNAIK
Chief Minister Naveen Patnaik has been at the helm in Orissa for the past 17 years, having won four consecutive assembly elections. Under his leadership, the state has made rapid strides on different parameters of development. In 2016-17, it has clocked a gross state domestic product (GSDP) growth rate of 7.94 per cent, higher than the national average of 7.1 per cent, ...
NITI Aayog announces winners of the Women Transforming India Awards 2017
Newdelhi:29/8/17:Celebrating the outstanding achievements of women in India, NITI Aayog, in partnership with MyGov and the United Nations, announces winners of the Women Transforming India Awards, 2017. Crowdsourcing thousands of stories of women undertaking phenomenal work to transform societies across India's cities, towns and villages, the second edition of the Awards, celebrates the critical role of women in empowering themselves and their ...
Mumbai rain round up :BMC has cancelled leaves of all employees
29/8/17; Mumbai (Maharashtra): The Brihanmumbai Municipal Corporation (BMC) on Tuesday cancelled the leaves of all its employees and asked them to join their duty in the wake of torrential rains in the city that brought the commercial capital of India to a standstill. BMC PRO said that BMC has cancelled leaves of all employees and has asked them to join ...
30 per cent surgery of conjoined twins from odisha completed
New Delhi:29/8/17; A team of doctors at All India Institute of Medical Sciences (AIIMS) performing a complicated surgery to separate a pair of conjoined twins from Odisha has completed 30 per cent of the surgery and the condition of the twins who are joined at the head is stable. "The first phases of the surgery was successful. It means 30 ...


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IS GIVING WORK TO PRISON INMATES USEFUL? YES, PROVIDED IT IS REAL PAID EMPLOYMENT, OTHERWISE IT HAS PROVEN TO BE USELESS (Nicola Boscoletto)
What would you say about a factory that produces 70% defective goods, a school in which 70% of the pupils are uneducated, or even worse, a hospital from which 70% of the patients die. Whatever the area is, the response would always be the same: it would be considered a failure, it would cause a scandal that would call for the immediate sacking of managers, principals and directors. Now let's imagine for a moment that all the factories, schools and hospitals in a country produced such disastrous results.
This is the case with most prisons: the very institution that should return people to society better than when they entered, fail to do so. And this is the same all over the world. North and south of the planet, in rich and poor countries: everywhere without exception (or almost, as we shall see), most inmates who leave prison will return there sooner or later.
Prisons all over the world are a big business because they have many different expenses that need to be met year after year. In addition to building those institutions, they are extremely expensive to maintain. The amounts vary widely across Europe, with peaks in some countries of 685 Euros per day per prisoner. Forty-five European administrations have provided data to SPACE (the Council of Europe Penal Statistics). The European Union in 2012 spent more than 26 billion Euros on prison needs. But those figures include only the direct costs, the actual expenditure is far greater.
What costs are we speaking about? The more obvious ones are food, accommodation (not only for the prisoners but also for the prison officers), expenses for utilities (water, gas, electricity), as well as the officer's seasonal uniforms. Then there are the costs for weapons: every year a very large amount of ammunition is purchased for the practice and training of staff. The costs related to the armoured vehicles of all types and levels for transferring detainees, also need to be taken into account, then of course those vehicles need fuel and maintenance. In addition, there are the costs of activities, education, entertainment and sports; and, there are costs relating to health, with huge expenditure for buying various drugs, mostly psychotropic drugs for managing mental health. Not to mention the costs of technology, especially the sophisticated equipment required to cover security needs.
I will stop here, as I do not wish to bore you with too much detail, but it would be mandatory to mention the cost of employing prison personnel (almost all police officers), and almost everywhere, there is an unusually large proliferation of unions (17 organisations in Italy for about 40 thousand prison officers) with related costs and red tape. On average, for every prisoner in Italy we will spend about 250 Euro per day, much of it earmarked for personnel costs.
This inability of prisons to fulfil their purpose also reveals, in an overt or subtle way, that prisons all over the world are places of violence and degradation, places where the inmate is not regarded as a human being, where dignity is not respected and the rights of people are ignored..
All this leads us to another consideration: the failure of achieving the results expected from the correlation (never really proved, although it seems a universally accepted dogma) between punishment and imprisonment. Staying in prison, even for decades, does not always mean 'serving the sentence', except in a formal and mechanistic sense. In terms of self-awareness, change, integration back into society, prison does not lead to the required results. This equation worldwide has generated a relapse of between 70 and 95%. This means that between 70 and 95% of those who completed their prison sentence will return to crime, often committing even more serious crimes than their first offence. And simply because of the unsustainable costs of prison systems today, we are finally starting to think about alternative solutions.
Asia, Africa, Europe, Latin America, China, Russia and the US all share the same extremely negative data regarding the situation in prisons. Yet there are a few small but significant exceptions in some parts of the world. In Italy and Brazil, for example, there are some experiences of limited scope but which have produced excellent results for decades. In this regard, we will share two links, one a study, financed by the American Foundation Fetzer and realized by the center of study CESEN, on the method adopted by the social cooperative Giotto in a prison house in Padua, showing the Italian model of social cooperation (link Working Paper in Italian http://bit.ly/1PkEHDD link Working Paper in English http://bit.ly/1PkELmX); link Presentation in Italian http://bit.ly/1G9Kz0O link Presentation in English http://bit.ly/1G9KKsP, link Presentation in Spanish http://bit.ly/1G9KKcu). The second is a video shot in the Padua prison (link in Italian http://bit.ly/1G9KGJN, link in English http://bit.ly/1G9KM47, link in Spanish http://bit.ly/1G9KQkh).
The experiences that have produced the best results have two factors in common. The first is a very specific conception of the human being, the person, and the second is the importance given to work. To recall a phrase dear to Pope Francis – as he has repeated this dozens of times – "only work gives dignity." Provided that it is a real job, which also entails rights and duties, that is regularly paid and is in line with specifications of the market, complying with job descriptions and contracts, with guidelines for the quality of processes and products, to reach the required standards of excellence in their sectors.
All attempts, many still in progress all over the world, to give work to inmates have used old or modern forms of exploitation and thus have not produced the optimal results. For years it has been obvious that a system that makes people work without compensation or with derisory wages is a complete failure. This practice is not justified by emphasising that the detainee is a cost, and if on paper he is paid, the prison administration will retain much of his salary, from which at best he will receive some pocket money.
In the essay Prison and Social Rights (2010), Giuseppe Caputo explores these issues in a way that is very relevant to the situation in Italy:
Prison work, usually intermittent and unskilled, is an ambiguous instrument of control that has the sole aim of offering recreational opportunities that contribute to maintaining security and order in prisons often overcrowded on the verge of collapse. And wages for prison work are not meeting those required by law. (…) Those few prisoners working there receive a miserable compensation that barely helps them meet their food and basic social needs. They cannot access most of social security rights (family allowance, unemployment benefits, pensions) which should belong to all workers. The time spent in prison is"useless" for them, as they are unable, even if they work, to mature the necessary contribution requirements to access social benefits. In some cases the exclusion from the welfare state during the period of imprisonment may also have irreversible consequences.
The result of this approach is, as we have shared, an almost complete relapse and return to crime; while a real job, given with a clear idea of supporting their integrating into society, reduces the recurrence rates dramatically, by 15 / 20% sometimes even up to a 2/3%. The results, which benefit the whole of society, are an unimaginable saving of expenses, a greater social security, and a respect for national and international regulations (thus avoiding incurring onerous sanctions) and above all the return to a father and a mother of a child who had seemed to be lost.
Nicola Boscoletto
President of Officina Giotto – Padua (Italy)
Born in Chioggia (VE) in 1963, he is married, and has two children. He graduated in Forest Sciences at the University of Padua. In 1986 he was a founding member and president of the Social Cooperative Giotto. He is also the president of the Social Consortium Giotto di Padua, inaugurated in 2004 to respond more fully and effectivelyto two important areas of social problems: prison and physical, psychological and mental disability.


◢ In the last week, European business leaders and policymakers have grown more vocal about the possibility that the European Union would employ blocking regulations to protect European businesses from the reach of US secondary sanctions on Iran.
◢ Despite limits to their legal effectiveness, blocking regulations can serve as part of the suite of political, legal, and commercial measures employed by European governments to protect their businesses in Iran.
◢ In a series of tweets published on Tuesday, Total's press office pushed back on reports that the company is rethinking its Iran strategy in light of pressure from the United States.
◢ The tweets emphasize that Total CEO Patrick Pouyanné sees no political barriers to the South Pars gas deal, and is simply waiting to see whether following Congressional action legal conditions will allow the deal to move forward.
◢ European business leaders and policymakers will convene with their Iranian counterparts at a critical time during the 4th Europe-Iran Forum in Zurich on October 3-4, 2017.
◢ The business community will be meeting to set an agenda for trade and investment as the Trump administration signals its skepticism regarding the Iran nuclear deal.
◢ The first new Boeing jetliner is likely to be delivered to Iran Air later this month in what will a historic moment for US-Iran relations.
◢ Boeing's deal with Iran Air represents a unique instance in which an American company's exports to Iran directly support American jobs. This simple fact may provide a framework on which US-Iran ties could be stablizied during the course of the Trump administration.
◢ Swedish Prime Minister Stefan Löfven visited Scania's truck manufacturing facility in Qazvin, Iran on Sunday.
◢ The trip marked an important milestone for Scania, whose perseverance and leadership in Iran's market is being rewarded with new contracts and a clear route to growth.
◢ A new survey presented the main terms of the Iran Deal to nearly 3,000 Americans and asked them to evaluate arguments for keeping or withdrawing from the deal.
◢ A majority of those surveyed thought any attempt to withdraw and renegotiate the Iran Deal was likely to fail, and most gave a "final recommendation" to support the deal in its current form.
◢ A German plane spotter has photographed a brand new Airbus A321 in Iran Air livery.
◢ The aircraft lends credence to reports that Iran Air and Airbus are on the cusp of finalizing their contract and that the first deliveries of aircraft will take place in early 2017.
◢ ExxonMobil CEO Rex Tillerson will reportedly be named Trump's new Secretary of State, ending speculation about the critical role for US policy on Iran.
◢ Tillerson's public comments on sanctions and Iran give some indication that he will take a pragmatic view of the Iran Deal.
◢ Donald Trump recently underscored his intention to protect American jobs by making an extraordinary intervention at a Carrier factory in Indiana.
◢ A look at Carrier and Indiana's other top employers illustrates how across the United States, major businesses have traded with Iran. Trump should use Iran policy as leverage to either boost US exports, or incentivize multinationals to keep American jobs.
◢ The master plan for IKIA Airport City is one of the most ambitious in Iran and will require USD $50 billion in investment to achieve.
◢ Creating an airport city is not just about new transport links, but also about creating new models of collaboration between state and private actors.
◢ Iran Khodro (IKCO) announced the re-entry of its French partner PSA Peugeot Citroen into the Iranian automobile market through a new joint venture.
◢ The deal will see 30 percent of jointly produced cars in Iran exported to regional markets. As Iran Khodro's managing director Hashem Yekke-Zare emphasized, the deal promises to create a regional auto manufacturing hub in the Persian Gulf.
◢ In most countries, central bankers wield immense influence over the economy through their monetary policy.
◢ The Central Bank of Iran has struggled to secure the power and independence of its foreign equivalents, hindering economic planning and growth.


Currently, the reimbursement rate for school meals is $2.57. This makes it difficult to serve nutritious food, especially with the recent increases in food costs. By increasing federal funding for school meals, schools would be able to purchase more nutritious foods to serve. U.S. Senator Kirsten Gillibrand and New York City Council Speaker Christine Quinn proposed increasing funding by $0.70. According to them, this increase in funding would allow a student to have grilled chicken breast on a seven-grain roll, steamed broccoli, and a fresh fruit cup for lunch.
To ensure the increased funds are spent on nutritious foods, the Act should strengthen nutrition standards to accurately reflect the current dietary guidelines. As we now know, trans fats are the worst type of artery-clogging fat. Many schools across the nation have already begun banning products containing trans fats. Gillbrand and Quinn's proposal would require this ban for all public schools nationwide.
Buying locally grown food helps support local farmers and is better for the environment. Schools have the potential to support these efforts on a very large scale. This also provides the opportunity to teach our kids where their food comes from. You must check out what Alice Waters has done with the Edible Schoolyard! The photo above is from their program! Let's get edible schoolyards throughout the country.
Currently, children across the nation who are living at or below 130% of the federal poverty line ($28,665 for a family of four) are eligible to receive free school meals. This policy puts children who live in cities with higher costs of living at a disadvantage in qualifying for the program. Gillibrand and Quinn propose expanding free meals to all children living under 185% of the federal poverty line ($40,792 for a family of four) for those living in high cost areas.
What changes in school meals would you like to see?


Keep well hydrated with this stylish yet practical 500ml stainless steel water bottle. Double walled and insulated, it will keep liquid hot or cold for longer. Measures 26H x 4.5 dia cm and it can be personalised with up to 12 characters including spaces.


I'm constantly following trends of the industry and how it plays with the rest of the advertising world. There's been some things I'm really excited to be seeing in the news and hearing talking with the investment capital world. We'll talk about whats changed, why it matters to you and how you can capitalize. That way you can earn much more then just the cash flow your business creates.
This is exactly what I'm going to share at this event. We regularly run $20,000 – $100,000/day campaigns. You'll be amazed to find out it's not tricks. Tricks don't work if you have to do it over and over again, across many sources, verticals and years. There's a few base principles that set you up for success. I'll share these as well as strategies on how to execute on them at the iStack event.
I really hope to see all of you there. Reach out to me on skype, email or whatever if you'd like to connect up at the event.
I'll be attending both and really looking forward on what you will be sharing!


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Should We Stop Using the Word Innovation?
Phil Rowley 15/02/2018 Innovation 7
Few people know what they mean when they talk about innovation. I'm sorry, but they don't. They drop the 'i-bomb' in meetings and briefs because they're on a crusade to do something new, cool and trendy, and think sticking the word 'innovation' on a chart - often accompanied by a logo of a lightbulb - brings clarity to their aspirations. It brings anything but.
Don't get me wrong: the issue is not that brands and agencies are insincere in their desire to do great, future-facing, progressive work - in fact many do - but many also often fail to define what they mean by innovation, or the role for innovation within a strategy.
As a Group Innovation Director, I'm always urging people be bold and progressive. But I'm often frustrated that, like a wayward firework, marketers' energy and enthusiasm for innovation are not matched by any sense of direction.
I once heard someone state: 'we should do something with Pokemon Go, because that's cool right now' and another who wanted 'something big, like holograms' without a moment's thought as to whether it was right for the brand, or even answered the objectives. And, whilst there's nothing wrong with Pokemon Go or holograms, there's something fundamentally amiss with assuming whatever is on TechCrunch's homepage will solve all your problems.
For this same reason I've always been a bit sceptical about sending 'trends docs' to clients. Trends are often fleeting by nature, and we barely have time to react, almost as if by January 2018, December 2017's tech is already the digital equivalent of shell-suits. [Centennials, you might need to Google what a shell-suit is].
Of course, one solution is to stop using the word innovation entirely. One consultant in the US banned its use from meetings, and in 2012, even the Wall Street Journal noted 'the term has begun to lose meaning', discovering over 250 books with 'innovation' in the title had hit the shelves in the last three months. Or maybe we need a better word and we should break out the thesaurus.
Actually that's not the case. It's not that the word is unfit for purpose or inaccurate. It's just that it's so inherently broad in its meaning, that its application is subjective. Luckily, PHD think we've found way round that. I'll tell you the solution in a minute. But let's start with two brief definitions of innovation to help set up the point I'm trying to make.
Billionaire businessman, PayPal genius and Facebook investor Peter Thiel, declares in his book Zero To One, that unless a human has never cast eyes on it before, or it's a 100% mould-breaking original, you can't call something an innovation.
OK, I'm exaggerating slightly, but his point is this: those who seek to 'innovate' to match their competitors risk an undifferentiated product, meaning they miss the point of innovating in the first place. In short, death by 'me too'. For Thiel, competing to win in a market can never compare, through sheer ingenuity, to creating your very own market with you as sole trader; in effect establishing a benign monopoly where profits cannot be competed away and funds are deployed for even more innovation. Google's domination in search is the classic example he cites.
Similarly, Clay Christiansen explains true innovators who master 'the new' before 'the existing' often win the race. He urges companies to monetise future-facing disciplines first, because improvements in 'the existing' will come naturally anyway, as the industry is swept along by the raising of the minimum standard. He can be found on Youtube opining about Apple's dedication to cracking the touchscreen technology first, knowing that the iPhone's initially appalling battery life would gradually improve as battery tech matured overall. The lesson: always reach for the sky and your feet will follow.
Thiel and Christiansen are purists, and make a case for innovation being about the big idea, the radical departure, or the game changer. For them, the cutting edge is the only place to be.
But there is a rival camp. In 2016, US Professors Andrew Russell and Lee Vinsel authored a rather spicy piece for Aeon magazine entitled 'Hail The Maintainers' that took an axe to the concept of innovation. It's not that Russell and Vinsel don't believe in progress or forward motion, rather they are strident about the dangers of fetishising the 'new' at the expense of maintaining, upgrading or improving what already exists.
Incremental improvements or small turns of the screw, they argue, are more valuable than the constant craving for the cutting edge. Steven Dubner from Freakonomics Radio was so taken with their work that he went on to dedicate two podcasts - In Praise of Maintenanceand In Praise of Incrementalism - to the subject, examining the value of marginal gains or micro-innovations across all areas of business, rather than the lust for one, big blowout idea.
These rival camps offer two different glimpses of the same concept, often using the same examples to prove their point. 'Radicals' like Thiel and Christiansen point to companies like Tesla, whose market-defining innovation and disruptive ethos forced automotive rivals to play catch-up in the wake of their trailblazing path.
'Incrementalists' on the other hand are keen to remind everyone that Elon Musk did not invent the electric car. Thus Musk's genius lay not in his invention of a new market, but in his ability to do everything his rivals did, but just that little bit better - better hull welding, better battery technology, better coding, better customer service - and it's this accretion that gives the illusion of a game-changing product, when in reality it's a procession of smaller improvements chained end-to-end.
So when we respond to clients requests for innovation, which form of innovation do we need? The incremental innovations that slowly accrue to rejuvenate a brand? Or the pioneering inventions that streak across the sky like a comet?
The answer is clear: we need both
Incremental innovation will never allow you to leapfrog your competition, like radical innovation. But an obsession with radical innovation will deliver nothing if you neglect the baseline upgrades you need to support your brand's more adventurous endeavours.
Fortunately, it's not a binary choice. The ideal strategy re-envisions innovation not as a vague, subjective concept, but as a spectrum of opportunities, with the two opposing definitions discussed as poles, and with many gradations between.
PHD's proprietary innovation model is built around that spectrum; it embraces that subjectivity and codifies and categorises it, end to end. At one pole, it identifies opportunities to apply baseline innovations to existing infrastructure. In our industry, that's an extra turn of the screw for the programmatic budget or deploying AI to optimise your campaigns. Also maybe it's trying new social media formats that use accelerometers or geo-location. Not groundbreaking, but steady, competent improvements.
At the opposite pole, the spectrum also surfaces world-beating opportunities that no brands have ever attempted before. Maybe we're talking Magic Leap. Or the first-ever 8K hologram projection. Or the world's first Lego ad-break.
The crux of the matter is this: when clients ask for innovation, don't reach for that trends doc or scramble for a way to shoe-horn Mixed Reality into a campaign. Instead, view the brief through a wide-angle lens; one that sees the whole vista of innovation - from neat, smart solutions to original, award-winning game-changing ideas
The goal is get to a point where instead of hearing: 'We want some innovation on this campaign', you hear: 'We want some big ideas for this campaign. And some small ideas too'. Then you're really innovating.
So, actually, maybe we don't need a new word for innovation after all. Instead, we need to work harder to define innovation before we start, and communicate that all forms of innovation, modest improvements through to grand plans, can all work wonders for brands.
Marc Walker
Innovation has become a buzzword, it confuses the word for the thing itself
There are only a few truly fundamental innovations
Gerard Hughes
There will be more innovation—but it will not change the way the world works in the way electricity, internal-combustion engines, plumbing, petrochemicals and the telephone have.
Natan Santos
The people who use the word innovation most often have the least idea what the word even means.
Daniela Moraïs
It's one thing for marketers to use innovation in press releases. It's another to let innovation cloud up how people making things think about what they're making.
Martin Harris
Most companies are struggling about making decent products so why are they talking about innovation?
Fahim Mahtab
It's time to ditch the term because it is such a vague word
Phil Rowley
Phil is a Global Innovation Director, Media Futurist & Conference Speaker with 18 years' experience from London, Dublin & Auckland. His key skills are evangelising about the future, simplifying the complex, energising clients and hastening the inevitable. He is also Co-author of - and speaker for - PHD's book 'Merge | The closing gap between technology and us'. Phil holds an MA, Politics and Media from the University of Liverpool.
1 Dealing With Short Term Struggles: 4 Ways To Help Your Business
2 Nine Short Innovation Lessons From Lego
Paul Sloane
3 The Right Way to Open an Offshore Company
4 Create Distinction from the Inside out. Start with this Iconic Advice.
5 Planning To Expand Your Education Could Create New Job Opportunities


The Calgary International Film Festival presented by ATB Financial is a multicultural, multimedia event that takes place over 12 days each fall in the city. With close to 200 shorts and feature films, we represent people all around the world – and from right here in Alberta – and bring their stories to Calgary audiences, complete with an incredible interactive component and a total fan experience that goes far beyond a movie screen.
With more than 38,000 guests, we had our second-highest attendance in the festival's nineteen-year history.
Read more about the successes of the 2018 festival in our final report.
Mark your calendars – the 20th Calgary International Film Festival will take place from September 18-29, 2019.


My customer service training and consulting is different to what you may have come across before.
I make it fun for the staff involved and engage them in a way which shows how they can benefit from learning and implementing what I know. That way they both learn better and retain their new knowledge.
Clients benefit from strategies which cut right to the heart of good customer service and leverage powerful results.
I am able to do this because of an in-depth personal experience of how the minds of customers work. My approach is innovative, unusual, logical and intuitive.
Your customers are the lifeblood of your business and it is critical that you both understand them, and know how best to relate to them.
You know the story… bad customer service is very common. I am sure you will recall many instances of it – where you have been on the receiving end. I expect you have been amazed at some of it. "How could this possibly happen?", you say.
You may also know that it is much less costly to keep an existing customer than to get a new one. So many businesses act as if this were not true however. What are they thinking?
Many businesses, even smaller ones whom you would think know better, are suffering from atrocious customer service standards. This is costing them business, money and causing a number of other problems.
For a variety of reasons, starting with a poor understanding of key concepts, and including an inability to effect lasting and significant change – the "how".
Remember the last time you struggled with improving your situation? Are you even aware that you have a problem? Many business aren't.
Will provide information about effective and lasting ways to overcome them, and show you how you can do it too.
Has a passion (love/appreciation) for great customer service and an in-depth understanding of the subconscious, feeling, emotional and intuitive side of life, mixed with a no nonsense hard headed business attitude.
It doesn't matter whether your customer interaction is via the web, email, phone or in person. I train staff in person, or via the phone and/or video, which means you can benefit from my expertise even if you are interstate or overseas.
Contact me today. Find out things you need to know and stop throwing business away.
Are you learning from your most unhappy customers?


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Grurup Sogn var et sogn i Sydthy Provsti (Aalborg Stift). I 2018 blev det lagt sammen med Bedsted Sogn til Bedsted-Grurup Sogn.

I 1800-tallet var Grurup Sogn anneks til Bedsted Sogn. Begge sogne hørte til Hassing Herred (Thisted Amt). Bedsted-Grurup sognekommune blev ved kommunalreformen i 1970 indlemmet i Sydthy Kommune, som ved strukturreformen i 2007 indgik i Thisted Kommune.

I Grurup Sogn ligger Grurup Kirke. I sognet findes følgende autoriserede stednavne:
 Abildgård Mark (bebyggelse)
 Gammelby (bebyggelse)
 Grurup (bebyggelse, ejerlav)

Eksterne kilder/henvisninger

Sogne i Thisted Kommune
Sogne i Aalborg Stift
Sogne i Hassing Herred
Ophørt i 2018
Tidligere sogne i Danmark

redpajama_set_name: RedPajamaWikipedia


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If at first you don't secede, Yes California you try again
Written by Chery Glaser Jan. 25, 2016 Election 2020
Here in California, we never seem to be completely happy with the status quo. Almost 170 years after joining the union, there are still debates about the form the state should take. There have been all kinds of campaigns over the years to split up California. And now an ESL teacher near San Diego, Louis Marinelli, is taking it even further. He is head of a group called Yes California that wants the state to break away completely from the United States. He's running for the state Assembly on that platform.
He says the state sends the federal government $50 billion dollars more a year in taxes than it gets back from Washington in services. That number is far from universally accepted, but it has become a driving force behind his campaign for California sovereignty.
Marinelli said the goal initially was just more autonomy, not complete independence, but that evolved after research and travel around the state talking to potential supporters.
"We were surprised to find that when we said we were not for complete independence, people were kind of disappointed," he said.
California's economy is larger than that of most nations – the world's seventh-largest by Marinelli's measurement. So he maintains that an independent California could not only handle the costs of its defense and border controls, but should "set its own path on the international stage, to lead on things like climate change and humanitarian relief."


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Wasabi, Founded By Ex-Carbonite Team, Plans To Attack S3 Storage Market With Disruptive Price, Performance
May 03, 2017, 09:00 AM EDT
Cloud storage startup Wasabi Technologies on Wednesday came out of stealth mode with a promise to store customers' data in its cloud six times faster than can be done with Amazon S3 while charging only one-fifth of S3's price.
The Wasabi cloud storage service, however, is an open service that is 100-percent compatible with the Amazon S3 API, which means customers can come and go as they want with no vendor lock-in, said David Friend, co-founder and CEO of the Boston-based company.
Friend is no stranger to disruptive cloud storage technologies. Before founding Wasabi, Friend was a co-founder and the chief executive officer of Boston-based Carbonite, where he worked for 10 years until he left in January of 2015 to found Wasabi.
[Related: The 20 Coolest Cloud Storage Vendors Of The 2017 Cloud 100]
Wasabi has already raised $8.5 million in venture funding.
Wasabi is offering a cloud-based object storage service that securely stores customers' data in its Virginia-based co-located data center, Friend told CRN. Wasabi claims it can store customer data for $0.0039 per gigabyte, per month, compared to the $0.021 to $0.023 per gigabyte, per month that Amazon would charge. The Wasabi price per gigabyte is lower than that of Amazon's low-speed Glacier archiving offering, he said.
"Our vision is that cloud storage is going to become a utility like electricity," he said.
More important than cost, however, is immutability of the data, Friend said.
Amazon S3 and Wasabi both offer 11 nines of reliability, and will not lose data, he said. However, Wasabi ensures that the data cannot be changed either accidently or on purpose once it has been stored. "With Wasabi, for anything saved, customers can push a button to ensure it can't be changed or deleted for the specified time," he said.
Friend declined to discuss the technology behind the Wasabi cloud storage offering, other than to say that is not the same technology used at Carbonite. Wasabi and Carbonite do not have any equity relationship, he said.
"The cost of storage depends on the cost of hard drives," he said. "We get the same price as the other cloud providers. Our secret sauce is in the software. We focus on how to manage the data. We don't use Windows or Linux. We have learned in the last 15 years how to control that cost. Our technology is completely new."
Wasabi will initially work mainly direct with end-user customers who will likely sign on to the service via the web and a credit card, Friend said. "Our marketing job is to make sure people know us," he said. "People who care about the cost of storage will choose Wasabi. People who care about blinding speed will choose Wasabi."
However, Wasabi will eventually have a channel play, Friend said. The company has already hired a vice president to develop a channel program.
"Most people will come to us direct," he said. "But we offer a good opportunity for MSPs who provide a whole range of services. There's no need to break the storage part out separately from the other services."
If Wasabi's service works as stated, it will be a very interesting offering, said Rafi Kronzon, CEO of Cartwheel, a New York-based managed service provider.
However, Kronzon told CRN, it will be important to see how well it actually works.
"The actual speed depends on many things," he said. "Speed moves at the bottleneck rate. Where's the bottleneck? In the upload? The download? The processing of the data?"
MSPs, in general, do not compete head-to-head with public cloud storage providers like Amazon, Kronzon said. "We usually store data in S3, but only through backup services like Carbonite, Backupify, and Crashplan," he said. "If Wasabi is going after these vendors, or after companies like Dropbox, it would be a big deal. But Amazon has all the right tools to store and archive data."
Wasabi is entering a crowded cloud storage market that is quickly racing to a cost of zero, Kronzon said.
"There's lots of room in the market, but it's still a tough market," he said. "I would have thought there would actually be more consolidation in this market by now. Cost-per-gigabyte is not a big deal for customers with a terabyte or two of data. The big difference is at large enterprises or at reseller selling services with petabytes of data."
Learn More: david friend | wasabi | carbonite | wasabi carbonite | cloud storage | amazon web services | aws | S3 | amazon s3 | Applications and OSes | Enterprise Applications | Channel News | Cloud | Cloud Channel Programs | Cloud Infrastructure | Cloud Platforms |
Joseph F. Kovar is a senior editor and reporter for the storage and the non-tech-focused channel beats for CRN. He keeps readers abreast of the latest issues related to such areas as data life-cycle, business continuity and disaster recovery, and data centers, along with related services and software, while highlighting some of the key trends that impact the IT channel overall. He can be reached at jkovar@thechannelcompany.com.