text:
\section{Introduction}
\begin{table}[hb]
	\centering
	\caption{Parameters used for the simulation.}
	\begin{tabular}{|l|l|}
		\hline
		Length of one evaporator tube section& $L_e=126$ mm\\
		Length of adiabatic section & $L_a=126$ mm\\
		Length of one condenser tube section & $L_c=110$ mm\\
		Number of turns & $N_{turns}=10$\\
		Feedback section length & $L_{fb}=130$ mm\\
		Filling ratio  & $\phi=0.5$\\
		Inner diameter & $d=1.4$ mm\\
		Outer diameter & 3.2 mm\\
		Condenser temperature & $T_c=22^{\circ}$C\\
		Working fluid  & Water\\
		Tube material  & Copper\\

		Time step & $\Delta t=0.01$ ms\\
		Tube mesh size & 2 mm\\
		Film thickness & $20\;\mu$m\\
		Bubble deletion threshold & $L_{thr}=10\;\mu$m\\
		Nucleated bubble length & $L_{nucl}=100\;\mu$m\\
		Nucleation barrier & $\Delta T_{nucl}=15^{\circ}$C\\
		\hline
	\end{tabular}
	\label{table_prop}
\end{table}
The pulsating (called also oscillating) heat pipe (PHP) is a simple capillary tube bent in meander and filled with a pure fluid that forms inside the vapor bubbles and liquid plugs. When the heat power is applied to one meander (evaporator) side, the sequence of bubbles and plugs inside the tube begins to oscillate spontaneously. This oscillation causes an efficient heat transfer from evaporator to the cooled meander side (condenser). In spite of such a simple structure, the PHP functioning is not completely understood both from experimental and theoretical points of view \citep{EncycExp18}. Tools for the PHP dimensioning are still absent. The numerical simulation seems to be the only way to predict the heat transfer for a given PHP design.

There are many works where the influence of PHP orientation on the PHP performance has been studied experimentally \citep{EncycExp18}. By testing a 10-turn transparent (teflon) PHP filled with R-114 refrigerant during a parabolic flight, \citet{Gu05} found that its performance was better in microgravity that in the vertical favorable position. However most authors agree that the PHP performance in the vertical favorable orientation (evaporator below condenser, called $90^{\circ}$ below) is better than in the horizontal ($0^{\circ}$) orientation, which is in its turn, more advantageous that the vertical unfavorable (evaporator above condenser, $-90^{\circ}$)  orientation. In the present work we simulate a 10-turn water-copper PHP by considering the flow pattern inside the PHP and heat transfer for these three orientations. In other words, we compare the functioning of PHP under the Earth gravity influence (for $90^{\circ}$ and $-90^{\circ}$) and in microgravity (within the present simulation, equivalent to $0^{\circ}$).

The principles of PHP simulation have been established by \citet{shafii1}. Because of the non-stationary functioning that involves multiple vapor liquid interfaces, the 3D or even 2D direct numerical simulation are too costly; 1D modeling appears to be an only viable choice to make the parametric investigation. The simulation techniques has been recently reviewed in detail by \citet{EncycSimu18}. To our knowledge, the orientation effect has been studied by simulation only by \citet{MameliMST12}. However their study used the code of \citet{Holley05} who for some reason used an incorrect vapor energy equation (the initial approach of \citet{shafii1} was entirely correct), see \citet{EncycSimu18} for the discussion.

We present here the simulation results obtained with CASCO (French abbreviation of Code Avanc\'e de Simulation de Caloduc Oscillant:  Advanced PHP Simulation Code, cf. Fig.~\ref{PHPviewer}). It is the 1D simulation in-house software \citep{JHT11}. The plug flow regime (most commonly observed in PHP) can be simulated. Thin liquid films deposited by the receding liquid menisci on the internal tube walls are assumed to be of fixed thickness (cf. Table \ref{table_prop}). This is a ``minimal'' model adopted in many previous simulation approaches (including those cited above). The film thickness value depends on the velocity of the receding meniscus (cf. \citet{IJHMT13} for the discussion). The characteristic meniscus velocity adopted here is 0.7~m/s, which is an average value that we observe in our simulations. The film thickness is kept fixed for all simulation runs presented here to exclude the thickness effect on the results. Unlike older approaches, the liquid films around bubbles have a varying length defined by meniscus motion and film evaporation dynamics \citep{IarATE17}.

Similarly to previous simulation approaches, the gravity is assumed to be constant along each branch; its variation along the curved parts is neglected while the additional pressure drop in the curved parts has been accounted for. In the present simulation, the vapor phase model of \cite{IHPC18VN} is used. More details about the simulation model were described previously by \cite{IarATE17}.

\section{Oscillation startup at different orientations}\label{StartUp}

\begin{figure}[htb]
	\subfigure[]
	{\includegraphics[width=7.6cm,clip]{PHPViewer_aG.pdf}\label{PHPviewer_againstG}}
	\subfigure[]
	{\includegraphics[width=7.8cm,clip]{PHPViewer_woG}\label{PHPviewer_woG}}
	\subfigure[]
	{\includegraphics[width=7.6cm,clip]{PHPViewer_wG}\label{PHPviewer_withG}}
\caption{Start-up phase distribution for $P_e=200$~W and $t=3$~s pictured by the CASCO software for different orientations: (a) $-90^{\circ}$, (b) $0^{\circ}$, and (c) $90^{\circ}$. The direction of gravity is shown by arrow for two vertical orientations. The round turns are not represented for simplicity; black lines are simply connectors linking the equivalent points of neighboring branches. Thin liquid films (in violet) cover the internal tube walls inside the vapor bubbles, except of the dry areas (white), see the image (b). The liquid plugs are blue. The tube wall temperature is shown with color varying from blue to red, which corresponds to $22^{\circ}-40^{\circ}$C interval. The notations for the PHP sizes are shown in the image (b). }\label{PHPviewer}
\end{figure}
The thermal boundary conditions chosen for the simulation are the imposed heat power per unit length of the tube in evaporator (which mimics e.g. the heating with electric isolated wires wound around the tube) and fixed temperature $T_c$ on the internal tube walls in the condenser. The feedback section (vertical in Figs.~\ref{PHPviewer}) is assumed to situate in the middle of the condenser section and inside the condenser block. Since there is no thermal spreader in the evaporator, thermal coupling between the PHP turns is absent there. Such a design is not practical for applications because the dryout in one turn can cause the overall PHP dryout. However this design reveals the local thermal coupling between the tube wall and the fluid. The total evaporator power $P_e$ and other PHP material and working fluid properties used in simulation are shown in Table~\ref{table_prop}.

Initially (at $t=0$ s), the whole PHP is isothermal at $T_c$. Between 10 and 20 liquid plugs of the same length are distributed uniformly throughout the PHP tube. The start-up scenario depends on the PHP orientation. As previously discussed \citep{IarATE17}, because of expansion of the vapor bubbles initially located in the evaporator, all the bubbles outside evaporator are compressed and disappear by condensation. This occurs for all orientations, typically in less than a second after the $P_e$ switching. After this, the plug distribution is the same for different orientations, see Figs.~\ref{PHPviewer_againstG},\ref{PHPviewer_withG}. For this reason, further PHP evolution is almost independent on the initial liquid phase distribution. We checked this by varying the initial number of plugs and adding/removing liquid films between them.

The distribution of different fluid phases (liquid plugs, liquid films and dry areas) in the evaporator are considered below for each orientation. The distribution of a particular phase can be characterized by an averaged over evaporator length fraction $F$. One distinguishes the fraction covered by the liquid plugs $F_l$, liquid films $F_f$ and dry area $F_d$ (Figs.~\ref{F_start}); at each time moment $F_l+F_f+F_d=1$.

In the $-90^{\circ}$ (unfavorable) case, all the liquid gathers in the condenser during the first second as discussed above (Fig.~\ref{PHPviewer_againstG}). The plug fraction $F_l$ drops to zero, see Fig.~\ref{F_start_AG}. The film edges recede ($F_f$ decreases while $F_d$ increases) and the vapor pressure grows due to the film evaporation. The vapor pressure becomes so high that the plugs lose their ability to penetrate into the evaporator. This causes entire evaporator (and partially adiabatic zone) overheating, and the oscillatory motion ceases at about $t=2$~s for the case of $P_e=200$~W (cf. $-90^{\circ}$ curve in Fig.~\ref{Te_3cases}). The averaged over evaporator tube temperature $T_e$ grows. However, this is not a dryout state as the film edges keep receding, which signifies their evaporation; it is just the PHP stopover. At some point (which typically coincides with the disappearance of the film adjacent to the closest to evaporator liquid meniscus), the menisci suddenly begin to oscillate with the increasingly large amplitude (this occurs at $t\simeq 12$~s, cf. $-90^{\circ}$ curve in Fig.~\ref{Te_3cases}) until one of them penetrates into the evaporator so $F_l$ rises. One or several vapor bubbles nucleate and grow inside the fluid. This bubble growth causes a displacement of neighboring liquid plugs to other hot evaporator sections, so bubbles can be nucleated there. As a result, the whole PHP starts-up within a fraction of a second and $T_e$ sharply drops.

\begin{figure*}[thb]
	\centering
	\subfigure[$-90^{\circ}$ orientation.]
	{\includegraphics[width=5.5cm,clip]{FracStart_aG}\label{F_start_AG}}
	\subfigure[$0^{\circ}$ orientation.]
	{\includegraphics[width=5.5cm,clip]{FracStart_woG}\label{F_start_woG}}
    \subfigure[$90^{\circ}$ orientation.]
	{\includegraphics[width=5.5cm,clip]{FracStart_wG}\label{F_start_wG}}
	\caption{Evaporator coverage by liquid plug, liquid film and dry area during the first 50~s of functioning  at different PHP orientations for $P_e=200$~W.}\label{F_start}
\end{figure*}
For the $90^{\circ}$ (favorable) orientation (Fig.~\ref{PHPviewer_withG}), all the liquid first gathers in the evaporator but the bubbles nucleated there soon expel the liquid into the condenser in spite of the gravity force. The phase distribution becomes the same as in the $-90^{\circ}$ case (Fig.~\ref{PHPviewer_againstG}). Being hydrostatically unstable, this configuration is destabilized much sooner than in the $-90^{\circ}$ case where it is stable. The liquid plugs penetrate into the evaporator at $t\simeq 4$~s for $P_e=200$~W, cf. Fig.~\ref{F_start_wG}. Bubble nucleation begins and the stationary oscillations start-up. Figures~\ref{TeBoth} show that the functioning becomes stable in $90^{\circ}$ case much earlier than in the $-90^{\circ}$ case.

For the $0^{\circ}$  orientation, in the beginning of evolution, some bubbles (among those situating in the evaporator) begin to expand at the expense of the others. The plugs are large so their inertia is strong. The smaller bubbles (even those situating in the evaporator) compressed during the plug motion. They cannot stop the plug motion and finally disappear, i.e. the liquid plugs coalesce. This means that thee plugs become longer; their inertia becomes even larger, which causes further disappearance of small bubbles. As a result, several long liquid plugs (longer than one PHP branch) form during first several seconds so the evaporator sections of some turns are completely covered by liquid (Fig.~\ref{PHPviewer_woG}). Vigorous oscillations appear when the superheating of tube walls in the evaporator section become high enough to overcome the nucleation barrier.

\begin{figure*}[htb]
	\centering
	\subfigure[]
	{\includegraphics[width=5.5cm,clip]{Te_3cases}\label{Te_3cases}}
	\subfigure[]
	{\includegraphics[width=5.5cm,clip]{Te_aG_200W}\label{TeAgLong}}
	\caption{Evaporator temperature evolution for $P_e=200$~W. (a) Short-time curves (during the first 50~s of functioning) for different PHP orientations and (b) Long time evolution for $-90^{\circ}$ case. The dashed line shows the average temperature $\langle T_e\rangle\simeq 109^\circ$C for the stable intermittent regime.}\label{TeBoth}
\end{figure*}

\section{PHP stable operation at different orientations}\label{opReg}

\cite{Karthikeyan14} described the regimes of stable operation which are observed experimentally in the PHP: continuous oscillations, intermittent or stopover regime and dryout. Our simulations also produce these regimes. Let us continue the description of the $-90^{\circ}$ case for $P_e=200$~W. The initial startup that occurs at $t\simeq 12$~s is short-lasting and stops at $t\simeq 14$~s. The liquid films deposited by the receding plug menisci slowly (with respect to the system dynamics during the initial oscillation burst) evaporate; $F_f$ remains to be nonzero for a much longer time than $F_l$, cf. Figs.~\ref{F_start_AG},\ref{Te_3cases}. The evaporator temperature keeps rising because $F_f$ is not large enough to provide efficient evaporator cooling. The system is thus again in the stopover configuration that lasts during the film drying. This second stopover is similar to the first stopover  discussed in sec.~\ref{StartUp}. At $t\simeq  21$~s, a new oscillation burst occurs and $T_e$ drops sharply again. Then another stopover follows. The stopovers and oscillation bursts (that correspond to the sharp $T_e$ drops in Fig.~\ref{Te_3cases}) alternate but their duration is irregular. This is a signature of the intermittency well known from the theory of dynamical chaos \citep{Ott2002}. Such a process finally leads to a stable regime (Fig.~\ref{TeAgLong}) where the temperature $T_e$ oscillates around an average value $\langle T_e\rangle$. This regime can be seen in Fig.~\ref{Q_stable_aG} where the heat exchanged with the evaporator section is analyzed.
\begin{figure*}[htb]
	\centering
	\subfigure[$-90^{\circ}$ orientation]
	{\includegraphics[width=5.5cm,clip]{Q_stable_aG}\label{Q_stable_aG}}
	\subfigure[$0^{\circ}$ orientation]
	{\includegraphics[width=5.5cm,clip]{Q_stable_woG}\label{Q_stable_woG}}
\subfigure[$90^{\circ}$ orientation]
	{\includegraphics[width=5.5cm,clip]{Q_stable_wG}\label{Q_stable_wG}}
	\caption{Long-time evolution of the latent, sensible, and total heat exchange rates for $P_e=200$~W. The horizontal dash-dotted lines show $\langle\dot{Q}_e\rangle\simeq P_e$.}\label{Q_stable}
\end{figure*}
The total power $\dot{Q}_e$ transferred from the evaporator can be divided into three distinctive parts: the latent heat $\dot{Q}_e^{lat}$ associated with the phase change at the surface of the liquid films and plug menisci, the heat $\dot{Q}_e^{sens}$ received by the fluid via the sensible heat transfer and the heat conducted via the tube. The latter is not represented separately in Figs.~\ref{Q_stable} but can be deduced from them by subtraction of two other contributions from $\dot{Q}_e$. The sensible heat exchange appears mostly due to the thermal interaction of the liquid plugs with the tube walls appearing during the oscillating motion inside the PHP. Another part of the sensible heat exchange (the vapor phase heat exchange with the walls appearing within the dry areas) that has been accounted for is much smaller.

The stopovers can be clearly seen in Fig.~\ref{Q_stable_aG} because during them both $\dot{Q}_e^{lat}$ and $\dot{Q}_e^{sens}$ drop sharply and the heat is transferred only through the tube walls; the wall contribution to $\dot{Q}_e$ slightly grows in time because during the stopovers $T_e$ grows (cf. Fig.~\ref{Te_3cases}). During the oscillation bursts, the instantaneous heat exchange is extremely strong and can be an order of value larger than $P_e$. The heat is transferred mainly as the latent heat; the sensible contribution is negligibly small because of the rare and brief residence of the liquid plugs in the evaporator. This can be seen from a very low average value of $F_l$, see Table \ref{table_contrib}. The predominance of the latent heat transfer (see Table \ref{table_contrib}) discussed earlier by \citet{JHT11} has been recently confirmed experimentally by \citet{Jo19} who measured experimentally its relative value situating between 0.66 and 0.74 for the $90^{\circ}$ case.
\begin{table}[htb]
	\centering
	\caption{Relative contributions of average latent and sensible heat transfer (normalized by $P_e$) and of coverage fractions of evaporator by different phases for different PHP orientations at $P_e=200$~W.}
	\begin{tabular}{|c|c|c|c|c|c|}
		\hline
       & $\langle\dot{Q}_e^{lat}\rangle$ &
$\langle\dot{Q}_e^{sens}\rangle$  & $\langle{F_f}\rangle$ &
$\langle{F_l}\rangle$ & $\langle{F_d}\rangle$ \\
        \hline
        $-90^{\circ}$& 0.73  & 0.02  & 0.14  & 0.01 & 0.85  \\
        \hline
        $0^{\circ}$&  0.80 & 0.02  & 0.24  & 0.04 & 0.72 \\
        \hline
        $90^{\circ}$& 0.73 & 0.17  & 0.42  & 0.37 & 0.21 \\
		\hline
	\end{tabular}
	\label{table_contrib}
\end{table}

A regime that can be characterized as intermediate between intermittent and continuous oscillations occurs for $P_e\geq 180$~W in the horizontal ($0^{\circ}$) orientation. It develops after an initial transient, where a long stopover typically occurs (15~s$<t<20$~s for $P_e=200$~W, cf. Fig.~\ref{Te_3cases}). Such a regime shows very short (one or several seconds) and rare complete stopovers. The stable regime is achieved after first 30~s (cf. the $0^{\circ}$ curve in Fig.~\ref{Te_3cases}; see the curve in Fig.~\ref{dtTe} below corresponding to $\Delta t=10^{-5}$~s for the long time evolution). In spite of almost continuous motion, the liquid plugs situate in the condenser and adiabatic sections most of the time. Their excursions to the evaporator are short-lasting so $\langle F_l\rangle$ is of the order of several percent (Fig.~\ref{F_start_woG}). This value is intermediate between the respective values for intermittent (Fig.~\ref{F_start_AG}) and continuous oscillations (Fig.~\ref{F_start_wG}) regimes.

When one performs the simulations for larger and larger power $P_e$, the  stopover periods become longer and longer until the oscillation bursts do not occur any more. Such a situation corresponds to the dryout.

When $P_e<100$~W at the same horizontal orientation ($0^{\circ}$), the continuous oscillation regime is observed. The PHP then behaves exactly like in vertical favorable orientation ($90^{\circ}$). This can be seen in Fig.~\ref{R_water} where we present the dependence of the thermal resistance calculated as
\begin{equation}\label{Rth}
  R_{th}=\frac{\langle T_e\rangle-T_c}{P_e}
\end{equation}
on $P_e$. The data for $0^{\circ}$ and $90^{\circ}$ coincide in this region.

The continuous oscillation regime occurs almost in the whole $P_e$ range in the $90^{\circ}$ case. The evaporator cooling in continuous oscillation regime is more efficient than in the intermittent regime: $R_{th}$ values are lower in qualitative agreement with experimental results of \cite{Lips10}. This is explained by a much more frequent and durable residence of the liquid plugs (cf. Table \ref{table_contrib}) in the evaporator. The moving plugs deposit the liquid films that provide the efficient heat transfer. In addition, when the plugs situate within the evaporator, the bubble generation occurs inside the plugs. The bubbles escape quickly from the evaporator and their condensation occurs in the adiabatic section and condenser. Therefore, a permanent presence of the liquid plugs in the evaporator is a necessary condition for a good PHP performance. Accordingly to the frequent liquid plug presence in the evaporator, the sensible heat exchange (Fig.~\ref{Q_stable_wG}) can in this regime be comparable to the latent heat exchange.
\begin{figure}[htb]
	\centering
	\includegraphics[width=5.5cm,clip]{Rth_MST}
	\caption{The PHP thermal resistance as a function of $P_e$ at different orientations. Triangles show the $-90^{\circ}$ data, circles, $0^{\circ}$ and squares, $90^{\circ}$. The lines are the eye guides.}\label{R_water}
\end{figure}

The behavior of the thermal resistance with the heat load (Fig.~\ref{R_water}) is similar to the experimental observations of \cite{Lips10, Mangini15}. The curves for both vertical orientations are monotonously decreasing. The quantitative agreement is not bad either, at least the order of value is similar. This is satisfactory (the PHP structures are not the same). The curve for $0^{\circ}$ is non monotonous. As mentioned above, it nearly coincides with the $90^{\circ}$ curve at low $P_e$ (where the oscillations are continuous) and is thus decreasing too. At high $P_e$, $R_{th}$ is nearly constant and the oscillations are intermittent. There is a transition region at 100~W$<P_e<180$~W where the system is sensible to small change in simulation parameters. It should be recalled at this point that the system is chaotic, which means that a very small change in any parameter like initial condition or numerical precision (related e.g. to different processor models) results in different instantaneous values at a given $t$. However the simulation model is robust, which means that the average values of simulated variables are independent of these small changes. The situation is however different in the transition region where there is some data scatter shown in Fig.~\ref{R_water}.

\section{Simulation reliability}\label{code}

The heat and mass conservation in the system is important to be satisfied throughout the simulation. In any stable regime, the average heat power transferred from the evaporator should be equal to the amount received by the liquid: on average, there is no heat accumulation both in the tube wall and in the fluid. The sum $\dot Q_e$ of all the contributions (latent and sensible heat transfer through the fluid and the solid) should be equal to the input power $P_e$, see Fig.~\ref{Q_stable}. Since the oscillations are chaotic, a small error always appears in the summation. We verified that this error does not exceed at most one percent for the simulated time $t=5$ min.

The total fluid mass that consists of the mass of the liquid plugs, liquid films, and the vapor should ideally be conserved throughout the simulation. However, a small deviation always exists. The most evident reason is the overlap of the film edges and the menisci during their coalescence. Such an overlap appears because of the numerical error associated with the finiteness of the time step. The plug coalescence (i.e. bubble deletion) events are frequent, their number can be as large as $10^6$ during a run. The numerical algorithms used in CASCO were carefully worked out to minimize the mass deviation. In a typical continuous oscillation regime run, where the number of generated and deleted bubbles is of the order of $10^3$, the relative mass deviation is smaller than $10^{-4}$. A case of high thermal load where the regime is intermittent and the total number of the processed bubbles is about $10^5$ is shown in Fig.~\ref{massConserv}.
\begin{figure}[htb]
	\centering
	\includegraphics[width=5.5cm,clip]{mass_conserv400W}
	\caption{The relative mass deviation from the initial value for the liquid plugs, liquid films, and the total fluid mass during the simulation for $0^{\circ}$ and $P_e=400$~W.}\label{massConserv}
\end{figure}

Another important issue concerns the grid and time step independence of the results. It has been verified that the frequency of the liquid plug spatial remeshing applied during the simulation does not impact the results. The influence of the time step is shown in Fig.~\ref{dtTe} for the ``worst'' case of the intermittent regime that exhibits strong chaotic fluctuations. One can see that a change of the time step as large as ten times does not have a strong impact on the long-time $T_e$ average value after the start-up.

To give an idea about the CASCO efficiency, a typical simulation of 300 s of the PHP functioning takes about 8 hours on an Intel Core i7 based computer for $\Delta t=10^{-5}$~s and 1 hour for $\Delta t=10^{-4}$~s.
\begin{figure}[htb]
	\centering
	\includegraphics[width=5.5cm,clip]{dt_Te_200W}
	\caption{$T_e$ evolution calculated with two different time steps for $0^{\circ}$ and $P_e=200$~W.}\label{dtTe}
\end{figure}
\section{Conclusions}

The 10-turn copper-water PHP with separately heated turns has been simulated for three different orientations with respect to gravity and for different power inputs.
The CASCO software is capable of long-time reliable simulations with a reasonably small required computer resources and good numerical stability.
In the vertical favorable orientation (evaporator below condenser) the continuous oscillations were observed for all heat loads. In the horizontal position, continuous oscillations occur until a threshold power, then a transition to the intermittent (stopover) regime was encountered. In the vertical unfavorable orientation (condenser below evaporator) the intermittent oscillations occur for all powers. The PHP dryout is observed for each regime when the heat load exceeds a threshold. The thermal resistance is obtained as a function of heat load. The obtained change of the thermal resistance with the heat load corresponds at least qualitatively to the experimentally obtained curves. The order of value of the resistance is similar to the experimental measurements. More detailed quantitative comparisons are necessary to tune the simulation parameters.

Our analysis shows that the difference in PHP performance at different orientations is linked to the difference in the phase distribution inside the PHP evaporator.

The contribution of the phase change to the overall heat exchange in the PHP is large in all the oscillation regimes. The relative contribution of the latent and sensible heat transfer rates controlled by the presence of the liquid plugs and liquid films inside the evaporator. The average fractions of evaporator sections covered by these phases are different at each PHP orientation. When PHP works efficiently (vertical favorable orientation and horizontal at small heat loads), the major part of the transferred heat is the latent heat. This agrees with recent experimental data. The sensible heat exchange through the fluid is usually larger than that through the tube walls. In the intermittent oscillation regime (vertical unfavorable and horizontal for large heat loads), the fluid sensible contribution is very low.

\section*{Acknowledgment}
The financial contribution of ESA within MAP INWIP is acknowledged. This work has been presented during the joint 19th International Heat Pipe Conference and 13th International Heat Pipe Symposium, Pisa, Italy (2018).

\bibliographystyle{spmpscinat}

redpajama_set_name: RedPajamaArXiv


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I often think of the stock market as a beautiful siren that attracts men to the rocks. Of course, there are both female and male traders, but this is my post and my analogy. The stock market sings all the promises that I want to hear, and I indeed listen to the sweet promise of wealth, financial security, and become giddy when I think about taking my father on a cruise for a father and son time. Those of you that know the story of the sirens will recall that a sailor escapes the doom that awaits only if he is able to ignore the sweet tones that drunken his mind. Investors, especially frequent traders, should handle the stock market the same way. The stock market is not an experience that you undergo with a drunken mind blinded by the visions of riches and quick money. It is hard not to dream of the possibilities when you have so many examples in your mind like Warren Buffet, bitcoin millionaires, the guy that brags how he made $350,000 off a penny stock. Don't fall for it. Trade to trade smart, not to become rich.
I have found that the stock market has a soft side for traders that respect her. How does she define respect? Don't get greedy. Greed is what kills many investors. In fact, I once read a quote that said 95% of traders that enter the market as active traders fail. Turns out the quote was a good quote. Investopedia states that nine out of every ten people who enter the stock market as an active trader fails (Claytrader, 2018). The reason for this of course is that failure is the tuition for learning. If we don't learn from our failures, we continue to fail until we can no longer pay the cost of tuition. If you cannot control your greed, you will have a difficult time not ending up in the 90% pool of failures. So how do you control your greed? Establish rules. The rules you establish will help to protect you. No one is going to win all the time trading. No matter how much money, information, experience, or visionary inclinations that a trader has. So, when the market shows you her soft side by rewarding you with profit, show her a little respect, and take it. Do not demand more from her. You might piss her off and let me tell you, buddy when that happens, well you know; Hell hath no fury like a woman scorned. The market does not appreciate a person that does not appreciate her gifts. If your rule is that you will take $400 dollars profit and run, well take the $400 dollars and run. My greed for more profit has cost me to sacrifice more than $200,000 in actual profit given to me by Lady Market who asked for nothing in return, other than I not get greedy. I remember once I was in a casino in Atlantic City. I won around $500 dollars. I took the money and ran to my room. I knew that if I stayed any longer than an immediate retreat that I would continue playing until I lost my winnings. Excluding long-term investors, for you short-term investors, run, run, run when LadyMarket gives you a profit. As one bitcoin trader put to me, "any is plenty." You want to be a successful trader, learn to control your greed and please respect the lady.
Although having the discipline to follow your rules is a big part of trading, there are many sides to trading. There is a technical side, a hunch in your gut side, an informational side, and the need to be able to see the big picture of how the market reacts to and depends on global events. Because of the many sides, some people are specialized traders, trading only a specific sector of the market. While others, play the trends (break out stocks). I left the market with my tail between my legs the first time I started trading over 20 years ago. Now, I'm still paying tuition, but I feel that I am very close to being able to control my greed. I consistently ignore the siren and walk away when Lady Market shows her softer side by giving me a little profit. A little adds up to a lot. But I want to point something out. Controlling the greed is not easy. It is the Hulk that comes out in each one of us. In fact, greed is the root of all evil. Or is it money? For the love of money is a root of all kinds of evil (1 Timothy 6:10). Yep, it is greed.
Good luck as a trader. I hope you have better success than I have had.
The information in this article is not to be taken as advice about trading. The content in the article expresses the opinion the author. The opinion is not intended to be trading advice.
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The CMS Service Template API provides assistance in export and import, input fields, custom help assets etc. This library is a collection of classes that includes; CrownPeakField, DateTimeWithZone, ExportSiteRoot and more. Crownpeak is an enterprise DXM platform built to scale to simplify the management and deployment of global sites by any size team.


text:
Relax and unwind at Jesse Owens North Recreation Center
Beka Cagle
Students fill Jesse Owens North Recreation Center during After 10 at JON in 2018. Credit: Courtesy of Marci Shumaker
Students are encouraged to relax and relieve stress through boxing, yoga, painting, massages, prizes and free food this week at the Jesse Owens North Recreation Center.
The second annual "After 10 at JON," hosted by Student Life Recreational Sports, will take place Thursday, including a variety of wellness and relaxation activities throughout the night, Ali Talcott, campus programs coordinator, said.
Marci Shumaker, senior associate director for administration and programs, said the Painting with Bob Ross student organization will guide students through calming Ross painting tutorials.
Shumaker said Student Life Rec Sports believes in all nine dimensions of wellness, and is trying to expose people to more than just physical activity.
The other dimensions of wellness include social, intellectual, financial, emotional, spiritual, environmental, career and creative, according to the Student Wellness Center's website.
The Thyme & Change food truck will be at the event all night serving its Korean barbecue menu free for all attendees, Shumaker said.
Ten-minute chair massages will be offered by three massage therapists, Talcott said. Students can sign up when they check in to secure their spot, which Shumaker recommends doing as soon as possible, as the time slots will fill up quickly.
The raffle prizes that will be awarded throughout the night include a wireless speaker, prize packs with gift cards and Rec Sports items such as hammocks, T-shirts, water bottles and bags, Talcott said.
Students will receive a raffle ticket at each station visited, so the more activities in which students take part, the higher their chance of winning a prize, Shumaker said.
Shumaker said she hopes students walk away from this event with new de-stressing techniques to use on their own.
"If somebody comes and paints and finds it relaxing, hopefully they'll either engage with that club or find that as a new hobby," Shumaker said.
Another goal of the event is to expose students who have never used or do not regularly visit JO North to all the features that make the facility special. JO North is the only facility on campus equipped for powerlifting, and there is an indoor turf field designed for activities such as boxing, Shumaker said.
At the event, students will have the chance to meet yoga instructors in a casual atmosphere and learn about the yoga programs offered on campus, which Shumaker said she hopes will encourage students to incorporate healthy and relaxing practices such as yoga into their routines.
"There's evidence that if you get engaged in an activity or a group within the first couple months of college, you're more likely to stay in school," Shumaker said. "There's also evidence that shows that participating in recreation and physical activity can enhance your GPA."
After 10 at JON will be the third event Student Life Rec Sports has hosted for its three-part de-stressing series. It plans to host similar stress-relieving events at the end of the semester, Talcott said.
All events hosted by Student Life Rec Sports can be found at recsports.osu.edu.
After 10 at JON is 10 p.m. to midnight Thursday at the Jesse Owens North Recreation Facility. Admission is free for all with a valid BuckID.
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redpajama_set_name: RedPajamaCommonCrawl


I am directed to refer to the Government's decision regarding provisions regulating pension including the revision of pension/ family pension of Pre-01.01.2016 retired employees of the Indian Council of Philosophical Research (ICPR), New Delhi on the recommendations of 7th Central pay Commission issued vide Department of Pension and Pensioner's Welfare O.M. No. 38/37/2016-P&PW(A) dated 04.08.2016, 12.05.2017, 06.07.2017, 18.07.2017 and 13.09.2017.
For existing pensioners, who have retired before 01.01.2016 the revised pension/ family pension with effect from 01.01.2016 shall be determined by multiplying the exisiting pension/ family pension, as had been fixed at the time of implementation of 6th Central pay Commission (CPC) recommendations, by 2.57. The amount of revised pension/ family pension so arrived at shall be rounded off to next higher rupee.
The pension/ family pension w.e.f. 01.01.2016 may be revised by notionally fixing the pay of pensioners in the pay matrix recommended by the 7th CPC in the level corresponding to the pay in the pay scale/ pay band and grade pay at which pensioners retired/ died. This will be done by notional pay fixation under each intervening Pay Commission based on the Formula for revision of pay. While fixing pay on notional basis, the pay fixation formulae approved by the Government and other relevant instructions on the subject in force at the relevant time shall be strictly followed. 50% of the notional pay as on 01.01.2016 shall be the revised pension and 30% of this notional pay shall be the revised family pension w.e.f. 01.01.2016 as per the first Formulation. In the case of family pensioners who were entitled to family pension at enhanced rate, the revised family pension shall be 50% of the notional pay as on 01.01.2016 and shall be payable till the period up to which family pension at enhanced rate is admissible as per rules. The amount of revised pension/family pension so arrived at shall be rounded off to next higher rupee.
3. The DoP&PW's above mentioned OM dated 12.05.2017 vide para-5, further maintains that higher of the two Formulations i.e. the pension/family pension already revised in accordance with this Department's OM No.38/37/2016-P&PW(A) (ii) dated 04.08.2016 or the revised pension/family pension as worked out in accordance with para 4 of OM dated 12.05.2017, shall be granted to pre- 01.01.2016 pensioners as revised pension/family pension w.e.f. 01.01.2016. In cases where pension/family pension being paid w.e.f. 01.01.2016 in accordance with this Department's OM No. 38/37/2016-P&PW(A) (ii) dated 04.08.2016 happens to be more than pension/family pension as worked out in accordance with para 4 of OM dated 12.05.2017, the pension/family pension already being paid shall be treated as revised pension/family pension w.e.f. 01.01.2016.
4. Accordingly, the Indian Council of Philosophical Research (ICPR), New Delhi may workout the pension/ family pension of its pre-01.01.2016 pensioners/ family pensioners as per the formulations discussed above read with other principles enunciated in Department of Pension and Pensioner's Welfare's O.M. No. 38/37/2016-P&PW(A) dated 12.05.2017 and 06.07.2017 and subsequent OMs dated 18.07.2017 & 13.09.2017.
5. In the case of those employees who retired/died before 01.01.1986, the pension may be worked out on lines with these concordance tables given in Department of Pension and Pensioner's Welfare OM No. 38/37/2016-P&PW(A) dated 06.07.2017 based on their notional pay as on 01.01.1986, which was fixed in accordance with this Department's OM No. 45/86/97-P&PW(D)(iii) dated 10.02.1998.
6. The revision of pension and pensionary benefits such as gratuity etc. to those pensioners who retired on or after 01.01.2016 shall be done as per Department of Pension and Pensioner's Welfare O.M. No. 38/37/2016-P&PW(A) (i) dated 04.08.2016. The revision of pension and pensionary benefits such as gratuity etc. are to be made applicable to only those who are already covered with the schemes which are in accordance with the similar schemes for Central Government employees.
7. This order is applicable in only those cases where such pension schemes have already been adopted with prior approval of Government of India/ Ministry of Human Resource Development (MHRD) and the benefits was applicable as per Sixth CPC.
8. In case the Council has fixed the pension in a manner different from the above formulations, the same may have to be reworked by the Council and necessary adjustment be made.
10. The Indian Council of Philosophical Research (ICPR), New Delhi is hereby advised to review its user charges for increase in its internal revenue generation to take up a part of the pensionary burden.
11. This issues with the approval of the Integrated Finance Division vide its note Diary No. 1025 dated 26.03.2019.


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Stenolicmus ix is a species of catfish in the family Trichomycteridae- also called the Pencil or Parasitic Catfishes. It was described from the Curuá River, in the Brazilian state of Pará, which is part of the Amazon River basin.

Taxonomy and naming
S. ix is placed in the catfish family Trichomycteridae, the members of which are often referred to as Pencil catfishes and/or Parasitic catfishes. It is further places in the genus Stenolicmus, which was erected in 1990 to accommodate S. ix's sister species Stenolicmus sarmientoi, which was described from Bolivia.

Etymologically,  Stenolicmus ix is a blend of Greek and Mayan. The genus name comes from the Greek stenos (στενός) and  (λικμός) which mean "narrow" and "sieve", respectively. The species name ix is a Mayan word used to describe the jaguar; S. ix was named in reference to the grouping of jaguar-like spots on the fish's dorsal surface.

Description
S. ix is most physically similar to its sister species, S. sarmientoi. The head of this species is relatively small, and more dorso-ventrally compressed than the body, the overall dorsal surface of which is flat. Its branchial membranes are united to the isthmus, and its gill openings are unconstricted. The eyes, which sit dorso-laterally on the head, are small, with well-defined margins and distinct, integument-covered lenses. The posterior naris is round in shape, and similar in size to the eyes.

The coloration of this species is mostly a uniform tan or cream that lightens somewhat ventrally. The spots, from which the species was named, are present on the dorsal surface and appear as dark brown, irregular blotches.

Distribution and habitat
Presently, S. ix is only known from its type locality, which is an unnamed tributary of the Rio Curuá in the lower Amazon basin near  Alenquer, Pará State, Brazil. The holotype of this species was collected from a lotic area in a small stream which was approximately 5m wide and less than 1m deep. The margins of the stream were dominated by amphibious vegetation and a large amount of leaf litter was present on the bottom of the stream, though the fish itself is thought to dwell in the sand. S. ix was found to co-occur with 15 other species of fishes from orders such as the Characiformes, Perciformes, and other catfishes (Siluriformes).

References

Fish of the Amazon basin
Trichomycteridae
Freshwater fish of Brazil
Fish described in 2011

redpajama_set_name: RedPajamaWikipedia


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MARLBOROUGH ENTERPRISE
Smooth operators
Upton couple opens Marlborough Nutrition, a new smoothie and juice bar on Rte. 20
Jeff Malachowski
jmalachowski@wickedlocal.com
MARLBOROUGH – Helping people learn, develop and practice healthy nutritional habits has long been a passion for Crystal Lozano.
She knows firsthand how transformative it can be to implement a positive daily nutritional routine. Aiming to improve her health and boost her energy levels several years ago, Lozano began drinking meal-replacement smoothies and exercising more frequently. Lozano lost 48 pounds and felt more energetic.
"I felt absolutely incredible," she said. "It's healthy habits. It's not a quick fix."
Lozano helped friends and family members on their journey to becoming healthier for seven years, but recently decided to expand her reach. Lozano and her husband James, who previously owned a restaurant in Cambridge, last month opened Marlborough Nutrition – a smoothie and juice bar on Rte. 20.
"It was just something I was doing for myself," said Crystal Lozano. "We decided to open a storefront to have a bigger impact in the community. Our goal is to teach people about healthy habits and nutrition."
Customers can receive a free wellness profile and a customized nutrition plan to lose weight, build muscle or boost energy levels.
The bar offers a variety of healthy smoothie flavors – including banana split, white chocolate strawberry and brownie batter – and classic teas, such as cinnamon, chai and lemon. Customers can add boosters, including B12, collagen and electrolytes, to their teas.
Each smoothie includes 21 grams of protein, 9-18 grams of carbohydrates, 21 vitamins and minerals, 5 grams of fiber and are all 250 calories or less. Crystal Lozano said customers' appetites are full for a minimum of three hours after they drink a smoothie.
"It's a complete meal," she said.
The most popular smoothie flavors thus far have been almond joy and peanut butter pie. The gusher and blue Hawaiian teas have also been hot items. The Lozanos plan to add more creative smoothie and tea flavors in the near future.
There is a stigma that healthy smoothies and juices are not tasty, but the drinks at Marlborough Nutrition dispel that notion, said Crystal Lozano.
"It's nice to see people's eyes bulge when they take it," she said.
Business has been steady since Marlborough Nutrition opened Feb. 14. The business has mostly been advertising on social media and partnered with some area gyms.
"It was a whirlwind," said James Lozano. "It's been better than expected."
Uplifting and motivating quotes fill the walls of the store, which the Lozanos hope will be a positive influence not only for customers, but the community at large.
"I love the positive vibes," said Crystal Lozano. "We want to be the light in someone's life. We want it to be a happy, positive place."
Marlborough Nutrition is open from 7 a.m. to 3 p.m. Monday through Friday; 8 a.m. to 2 p.m. on Saturday; and from 10 a.m. to 3 p.m. Sunday.
For more information and a full menu, visit www.facebook.com/marlboroughnutrition.
Jeff Malachowski can be reached at 508-490-7466 or jmalachowski@wickedlocal.com. Follow him on Twitter @JmalachowskiMW.


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Lake County nursery among those vying to become Florida's non-euphoric cannabis providers
Posted on July 31, 2015 July 31, 2015 by Online Staff
Glen Treadwell stands in the grow house that is being built in preparation for growing medical marijuana at Treadwell Nursery in the Lake County, Florida, town of Sorrento. (Daily Commercial Photo by Brett Le Blanc)
By Theresa Campbell
Leesburg Daily Commercial
Glen and Sharon Treadwell want to get into the marijuana-growing business — legally.
Treadwell Nursery in Sorrento is building a new 27,000 square-foot greenhouse with hopes of being one of five companies throughout Florida awarded a state license to grow cannabis under the medical marijuana program — the Compassionate Medical Cannabis Act — that Gov. Rick Scott signed into law last year. The measure is aimed at treating people in pain and those battling cancer, epilepsy, ALS, multiple sclerosis and other diseases.
The cannabis extract and the dried flowers can contain no more than 0.8 percent of tetrahydrocannabinol, or low-THC, and no more than 10 percent cannabidiol, or high-CBD that would be manufactured into oils, capsules, sprays and topical creams. Florida's law does not allow smoking or edibles.
Laws supporting cannabis for medical treatments exist in 23 states and the District of Columbia and in countries of Israel, Canada, Germany, Finland and Spain.
"Most people do not know that this law has passed," said Glen, who has co-owned his 41-year nursery with his wife. "We want to get the word out that this has passed and it's going to be available, and we're absolutely convinced that it's great medicine."
Treadwell Nursery isn't the only one in Lake County vying for a license to serve the central region of the state. McCrory's Sunny Hill Nursery in Eustis, DeLeon's Bromeliads Inc., in Mount Dora, and Spring Oaks Greenhouse Inc., in Umatilla also filed applications earlier this month with the Florida Department of Health to grow cannabis. A decision is expected within 90 days, and licenses will be awarded to a company from all five regions of the state — central, northeast, northwest, southeast and southwest.
The state's criteria called for Florida nurseries in business for 30 years with over 400,000 plants on their premises, and the Sorrento nursery learned it was on an initial qualifying list when the company began getting calls from more than 50 people offering to handle the application process for them and the promise: "We'll give you 15 percent of the business."
"We really hadn't given it much thought until people were calling us wanting to become partners with us," Glen said. "So we started researching what it was all about."
The couple has been joined by daughter, Jammie, in doing extensive study on the project, and wanted a team of people who were supportive of cannabis for the right reasons. They found the best support from Tom and June Simpson of Tampa Bay area who were experienced, knowledgeable of the nursery field and medical arena, and willing to provide financial support.
"We felt like we assembled the best team we possibly could. We cut no corners in finding the best people," Glen said. "We gave it our very best."
They filed a 1,200-plus page application, detailing the cultivation, processing and dispensing of low-TCH, high-CBD cannabis according to Florida law. More than 20 people were involved on their application from different aspects.
"We had one question that took as much as 39 pages to answer," Glen said. Other questions asked the company's emergency management plan, waste disposal and security detail. And all of the applicants had to pay a $60,063 non-refundable application fee. The winning companies from each region will also have to file a $5 million performance bond, and give the state another $150,000.
The Treadwells traveled to California, Colorado and Oregon to see other companies in action, and they formed a partnership with Health Research Institute in Oregon, a nonprofit that supports and expands scientific understanding of low-THC, high-CBD cannabis strains.
"The more we get into it, the more we are convinced that it is absolutely much needed. It gives hope to hopeless people," Glen said. "People are going to be amazed what it can actually do … This is far more than we anticipated, but we wanted to be actively involved. We felt the state's model, the legislators and the Florida Department of Health, their model was to blend the grower with experience with somebody who had experience growing cannabis."
The applications asked nurseries about their investors, pot consultants, protocols and the types of cannabis they intend to cultivate.
Applicants had 21 days to collect documents and submit them to state health officials, a timeline many grumbled was too hasty. Some out-of-state consultants were actually charging at least $150,000 to craft the applications.
Nearly everyone in the industry, including those on the sidelines, predict that, once awarded, the licenses will be challenged.
The possibility that Florida voters could have another shot at legalizing full-blown medical marijuana in November 2016 makes the licenses even more appealing. The applications are a public record, except for information that is deemed "proprietary" or is exempt by Florida's broad open records laws, so losers will be able to scrutinize their competitors' winning documents.
"Everyone involved in this process has always assumed that the losers of the selection process will challenge. I think that is a given," said Louis Rotundo, a lobbyist who represents the Florida Medical Cannabis Association.
The Treadwells have heard from people that the program is needed for their grandchildren and others suffering from health woes.
"If we get it, we're hoping to be the first one out of the box," Glen said. "That's what we are preparing for, to get it out as quick as possible. There are people waiting for this."
The News Service of Florida contributed material to this report.
Featured, Home CBD marijuana, Florida non-euphoric, Low-THC


text:
Star Wars® Jedi Knight®: Jedi Academy (Mac)
Aspyr Media
Mac | Release: 05.12.2012
Forge your weapon and follow the path of the Jedi
NOTICE: Activation key must be used on a valid Steam account. Requires internet connection.
Star Wars®: Jedi Knight®: Jedi Academy™, of the highly acclaimed Jedi Knight series, allows players to take on the role of a new student eager to learn the ways of the Force from Jedi Master Luke Skywalker. Interact with famous Star Wars characters in many classic Star Wars locations as you face the ultimate choice: fight for good and freedom on the light side, or follow the path of power and evil to the dark side.
Customize your character by defining both look and gender before entering the Academy to learn the power and dangers of the Force.
Construct your own lightsaber from handle to blade. As you progress, discover the power of wielding two lightsabers or the ultimate double-bladed lightsaber made famous by Darth Maul.
Unique level selection system allows you to choose your own mission and adventures.
Six multiplayer modes including team-based siege mode and two-on-one power duel. Fight in 23 multiplayer arenas!
Operating System: 10.7.5 (Lion), 10.8.2 (Mountain Lion)
CPU Processor: Intel Core 2 Duo (Dual-Core) - 2.2 GHz
Hard Disk Space: 2 GB
Video Card: 256 MB - ATI: Radeon HD 2600 / NVidia: Geforce 8800
*Supported Video cards:
NVIDIA GeForce® 8800, 9400, 9600, GT 120, 320M, 330M, 640M, 650M, 660MX, 675MX, 680MX
ATI Radeon HD 2600, HD 3870, HD 4670, HD 4850, HD 5670, HD 5750, HD 5770, HD 5870, HD 6490, HD 6630, HD 6750, HD 6770, HD 6970
Intel HD Graphics 3000,4000
NOTICE: The following video chipsets are unsupported for Jedi Academy: Intel Integrated GMA 950, Intel Integrated x3100, ATI RADEON HD 2400
LucasArts and the LucasArts logo are registered trademarks of Lucasfilm Ltd. ©2003-2013 Lucasfilm Entertainment Company Ltd. or Lucasfilm Ltd. & ® or TM as indicated. All rights reserved. The ratings icon is a registered trademark of the Entertainment Software Association. Aspyr is a registered trademark of Aspyr Media, Inc., and the Aspyr star logo is a trademark of Aspyr Media. Mac and the Mac logo are trademarks of Apple Computer, Inc., registered in the U.S. and other countries. All other trademarks and trade names are the properties of their respective owners.
PublisherAspyr Media
PlattformMac
DRMSteam


YOZOE Flannelette natural rubber yoga mat (Blue) – Exactly what I was needing.
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– Lightweight,multi-purpose, easy to carry. Also can be used as beach towel, camping towel.
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text:
Tom Neill
Founder of Time to Spare
Connecting Charities Together - Tom Neill of Time to Spare
Did you know that the UK government allots 16 billion pounds every year to charities? That's seven billion pounds more than private donations made to these same charities. With that, Time to Spare founder Tom Neill shares what it's like providing data that helps charities manage their projects and volunteers as well as collect information that, in the end, not only keeps charities transparent and organized but also allows the government to decide on local projects and organizations that would benefit most from being funded.
After quitting his job at Oliver Wyman and taking a sabbatical in China, Tom realized there was a problem that needed to be solved, which was the lack of data on what charities were doing and the impact they were having on people's lives. And so, Time to Spare was created. With their software that records all the information on charities and their projects, they help charities provide support to the people that really need it.
Having to pivot during the pandemic was one of their main challenges, among others, and along with that, Tom also shares the story behind their business model, how they figured out how to make it sustainable, other challenges they faced and overcame, their competition, what it is like working with the government, and more.
Tom's key lessons and quotes from this episode were:
"I think the main source of motivation really is a lot of the organizations, especially the charities that we work with, are really quite underserved by software tools in general." (24:46)
"You go to a local community center and their activities they're putting on for people, the support they're providing to people who just have no other way of getting that support is really inspiring." (25:49)
"The only way you can do it, or at least the way we managed to do it, was to do something on the cheap." (30:35)
In this episode, we also talked about:
Tom's journey from Oliver Wyman to Time to Spare (1:32)
The world of Time to Spare, charities, and government (7:57)
The lessons Tom's learned from his journey with Time to Spare (20:17)
Why Tom and his team do what they do (24:46)
Tom's advice to startup founders (30:23)
How the volunteer space will be in 10 years' time according to Tom (35:30)
Transcript of the episode
Maiko Schaffrath 00:02
You are listening to Impact Hustlers, and I am your host, Maiko Schaffrath. I have made it my mission to inspire the next generation of entrepreneurs to solve some of the world's biggest social and environmental problems. And for this reason, I am speaking to some of the best entrepreneurs out there who are solving problems such as food waste, climate change, poverty, and homelessness. My goal is that Impact Hustlers will inspire you, either by starting an impact business yourself, by joining the team of one, or by taking a small step, whatever that may be, towards being part of the solution to the world's biggest problems. Alright, let's get started. I'm really excited to have you on Impact Hustlers, Tom. Thanks very much for joining me today.
Tom Neill 00:57
Alright, thanks. Good to be here.
Thank you. So, I want to start by focusing a little bit on yourself and your entrepreneurial journey. We'll get into the details of time to spare in a minute. But you actually started your career as a consultant for Oliver Wyman. I think you actually studied Economics at Cambridge and had that background and then went into the consultancy world. What brought you from that world into entrepreneurship and actually starting your own company?
Well, I think when I was at Oliver Wyman, I tended to lean towards the more technical quantitative stuff that the organization did. I was doing seq analysis on big payments datasets. I was doing credit risk analysis of big loan books and things like that. It wasn't traditional making PowerPoint slides look pretty. Yeah, there's some pretty big data sets that I was looking through with that. That was my introduction into the more technical side of work and just learning some of those quantitative coding skills. I think I enjoyed that, but I wanted just a bit more ability to take some of those further and to take a project and keep going with it rather than having to finish when the assignment finished essentially. I wanted to have a business. I've always did young enterprises as a kid at school. I always thought the idea was quite fun. And so yeah, I just decided that when I left Oliver Wyman, I left without a plan, really, and I just decided that I was going to start my own thing afterwards as a bit of a gap and mostly to make sure that my parents didn't completely freak out. When I quit, I moved to China, to Beijing for six months as a little bit of a sabbatical in the middle and basically just spent that time learning Chinese at university out there, but also trying to teach myself how to code in the afternoons and evenings, which was vaguely successful. I definitely came back not very good but able to set up my website and go from there, basically.
Alright. Do you think learning to code was instrumental to you launching the business or was that not too relevant for that? Was it just a challenge for yourself?
Yeah, I mean, for sure. So, what we do at Time to Spare is we work with charities and governments who are notoriously slow to pick up new things, and I think if I had contracted out all of the coding and the development from the very start, I would have run out of whatever money I had left very, very quickly just in waiting for people to get back to me and sign up. So, I think, yeah, it was definitely really, really important in terms of being able to try things quickly and cheaply, because it's just my rent, really, that was the main cost of this stuff.
Yeah, absolutely. So, let's talk about it. You left Oliver Wyman without a real plan. You did learn Chinese. I think you actually spent some time in China for doing that. Then, how did the idea come about? How did you actually start to focus on, there's a problem to be solved between charities and government? And we'll talk about the problem in a second. But let's just focus, how did you first discover it?
So, before I was doing this, I was working on a project called Who's In?, and the idea was essentially to make it easier for people to volunteer to support projects or charities in their area, just to lower that barrier, really. I was working on that for a few months. There wasn't a huge amount of interest in it from charities. There's a little bit of interest in people who wanted to volunteer, but it wasn't taking off massively. And so, I sat down with a few of the charities that we had been working with and asked them, "Clearly, this isn't exactly what works for you, but I'd be intrigued to know, is there anything that I could do that would be more useful, that would support something more crucial and core to the work that you do every day?" And it surprised me that a lot of them came back with very similar feedback. A lot of them were saying that recruiting new volunteers is sometimes difficult, but it's far harder to manage existing projects, manage existing volunteers, collecting information about what's going on, and just this standard kind of thing that you might see in a CRM in a business. Just those are the real challenges that charities faced. So, I found that really interesting, and I started to get slightly interested in the idea that there wasn't much information or data available on what charities were doing, who they were working with, and what activities they were organizing. You can go into the Charity Commission Database and there's information about every registered charity, but it's pretty limited. There're some short bits of information about their accounts, but not really much about what they actually do. And so, I was like, "This is kind of interesting. I can't, for the life of me, work out how a business would be sustainable off the back of this idea," until I met someone who was the CEO of a CVS. I don't know if you know what they are, but essentially, a CVS is a Council for Voluntary Services. And so, a lot of different areas have these organizations, and they sit as these umbrella bodies for the local charities in an area. She basically talked to me for two hours on this lovely little terrace in North London and just going through all of the different parts of government that would find all of that information really valuable if it was actually possible to collect it. This is just me frantically writing notes, because I thought it was just really interesting, and that conversation has actually been the business for two years after that.
Let's move to actually explaining everybody that's listening to us what the business actually does. But summarizing, you really want from a journey of leaving your job behind, looking at your passion of getting more people to volunteer, and then almost stumbling across a problem that the charities had, and then finding, "Okay, local governments also find this valuable," so you suddenly have these two actors, local governments and charities, that have some shared problem that you're like, "Okay, I could set up a company around this in helping them sort this out." So, what is it actually that Time to Spare does now and how do you solve their problems on both sides of the coin, governments and charities?
Yeah, so what we do is, for charities, we have a piece of software that we call a Community Activity Management System, which means they use it to record information about all the work they're doing, and all the people they're working with. And then, what we offer to governments is the ability to see summary information about what those charities are doing and who they're working with, so that they can make better decisions around organizations to fund and interventions or projects that they can run in their local area.
And give us a bit of an idea on government's funding charities. I think for most people, it seems like charities are funded by our donations, and that seems to be the biggest factor. But when you first emailed me, you told me, actually, governments are putting, in the UK at least, much more funding into charities than the private individuals. So, give us some context on that. How much is, actually, government putting into these charities and why are they doing it? Is it just because they're donating some money? How are they actually collaborating with these charities?
Yeah, I mean, I think you're right. It's definitely a lot larger sum than most people are aware of. So, each year, the UK Government gives 16 billion pounds to charities across the country. I think individual donations are something like nine and a bit billion pounds each year. So, actually, the government is the largest single source of income to the charity sector depending on how you split things up, which is pretty interesting, because it's not hugely transparent and there's not much focus on where that money is coming from or going to. The reason why they do that is split in a couple of parts. Some of that money is given as grants. That might just be the local government wants to support the charities in their area, because they're good for the local community to have a strong community center or a strong youth sports team. Others might be contracts. You people might have heard of the Social Care Crisis and things like that where it's very expensive for local authorities to provide social care to old adults and often, the way that they might choose to do that is they'll contract a charity, either a big national charity or a charity local to that area, and instead of doing that in-house, they'll outsource that to the charity to do that for them.
Okay, got it. And then, how are those governments and charities collaborating in a world where Time to Spare doesn't exist? And then, maybe compare that with the charities and governments you're working with and how they've been able to bring that to another level.
Yeah, I think the best example of that is during the pandemic and with the supporting people who are self-isolating. So, when the pandemic hit and a lot of people who are older people or people with compromised immune systems were told that they had to self-isolate or shield for a number of weeks, they were isolated at home, so they weren't able to go shopping or doing prescription pickups from the GP. They were told not to leave their house. And so, what happened was a lot of local governments across the country were basically given the responsibility to support those groups of people. They might have been given a huge list of people who are self-isolating and then, what often they did in the first wave of the pandemic was basically just deliver a food parcel to everyone on that list with the address that they got, and that was pretty much it. I mean, that was a pretty big logistical arrangement to do that, but what happened was a lot of people didn't need the support, because they've managed to book a supermarket delivery, or they didn't need support because their younger relatives had dropped food around. And then, there are some people who got the support, but really, they needed a lot more. They needed some sort of mental health support, or they might have lost their job because they had to self-isolate, which then meant they actually now needed some support getting benefits they're entitled to, and that process of mass delivering to everyone didn't really account for that individual variation in what people needed. And so, what we did in Camden, which is where we worked really closely with the local government there and charities in the area, was I basically set up a system where people could get referred from. They could call up the council and say, "I need help, because I'm self-isolating," and they can be sent to a local charity or a local food bank or a local community center that was offering food, who would then either ask them to collect food if they could send a relative or deliver it to their house. But then, the benefit of that way around was that person could also then talk to that chapter that's supporting them and get extra support from the Citizens Advice Bureau nearby or from all the other programs that these community centers run. And the local government got data at each stage of the process, so they could see this person was being sent for referral. Where did they go to? Was that referral accepted? Could that organization support or not support that person? And what extra needs did that person have? They could see all of that in one place, which meant that they could plan a bit better how to deal with the situation. There's a really interesting bit in Camden, where the congestion charge played havoc with volunteer drivers, because they couldn't easily claim back expenses for delivering food to an area within the congestion charge zone. And because of Camden using Time to Spare, they could see that that area of Camden had a clear gap in delivery coverage. And so, they brought in five different reasons that have caused that risk, because that got around the congestion charge problem. I don't know how easy it would have been otherwise.
So, you're solving a data transparency problem as well and connecting different interfaces of information as well where the government has certain information but also lacks insights on certain things. For example, its citizens that need certain help, but that information doesn't get actually connected to the government, and then you connect that information back to the charities and what are they actually doing and how are they actually delivering. That seems quite a complex problem to solve in terms of collecting that data and making it visible and also connecting the different actors to each other. It almost seems like the charities would all need to be using your platform, the government needs to use it, maybe the individual citizens need to use it, which seems quite a big challenge. So, how does it work in practice to bring this, deliver this value?
Yeah, I mean, it is definitely a big challenge. I think, in practice, what happens is charities can use parts of the platform or all of the platform. It's up to them. Some of the charities we have use it for almost everything that they do within the organization, everything from managing a youth club to accepting referrals to a food bank. Other charities might just use it for one or two things, so they might use it just for, yeah, accepting referrals for people who need food who are self-isolating, or they might just use it for requesting volunteers from a central pool of volunteers which is a much lower touch way of using it. So, yeah, I think it does vary. And then, on the government side, because our main focus is on getting it useful and used by the charities, the government tends to be slightly more of like a consumer of the information rather than needing to completely overhaul their internal systems, so it's slightly less effort for those people, I suppose.
Alright. That's very interesting. And then, outside of the pandemic, what are other potential use cases where this can be used at scale if, let's say day-to-day, local government councils have tasks that they need to complete that you're helping them with?
Yeah, I think it's basically anything which the local government wants to outsource into the community. I think people tend to really not talk to the council unless there's something seriously wrong. So, you go to the council when you're in crisis. You don't go to the council when you want to join the local board games evening. That doesn't really match up. But actually, those things are really beneficial to people in terms of preventing them from ending up in that crisis position. So, if there's local community centers that you can go to and meet people, then people aren't as lonely and they're more connected and they're the first response to any of their developing issues. Gradually, I think it can be pretty broad in terms of the way it applies, because it could be anything that supports a community activity by any charity in the area. And so, a lot of the work we've done up in the past couple of years has been just making it as flexible as possible, so that it can cover all of those different potential use cases, basically.
Got it. Basically, you have a referral product as well where local governments then can actually help the citizens as they come to them to the right charities and then you keep track of the progress. Is that right?
Yeah. So, it can be really difficult to find out information about what local charities are doing, just because there's no good central source of that. You can Google around for things, but you have to dive into the 10th or 11th page to find all the information. And even for people within the charity sector or within local government, they don't know, so it's kind of hard for a local resident to know these things. So, yeah, what we do is try and pull all of that information together and get people accepting referrals through the same platform, the same format, and get pieces of information. That could be things like, it could be food, like I said earlier, or it could be for legal advice cases. So, if someone needs support with accessing benefits, or someone has a dispute with their landlord that they need help with, but just don't know where to go, there's always the Local Systems Advice Bureau, but they might not always be the best location for that sort of request for support. So, we just basically have a little matching algorithm that matches a referral to the best suited local organization.
Got it. One thing I'd like to focus on in the next few minutes is some of the lessons you've learned throughout your journey. Obviously, you're still on your journey, but you've already come a long way since you started Time to Spare. I think one pattern I've seen when I've interviewed intrapreneurs, even impact entrepreneurs, let alone just startup founders in general, they try to stay away from governments and charities in the early days of starting their companies, because it means usually long sales cycles, long decision-making cycles, sometimes actually quite limited budgets, and it's all the things that scares a founder. Obviously, you've embraced both these segments. What have you cracked that others weren't able to crack? What has been difficult about it maybe as well? Let's start with that. How did you approach all that of going into two very difficult sectors, at least based on what most entrepreneurs would say?
No, I don't think I'd disagree that they're more difficult. I think the main one by far is just the amount of time it takes to make the initial decision. The thing that we have been surprised over and over again by is, we might email a charity, saying, "We've got this tool. It works like this. This other charity that we know you know that is using it and they recommended that we speak to you," and then we won't get a reply. And then, four or five months later, without a follow-up, we'll just get an email out the blue saying, "This sounds brilliant. We'd love to try it. When can we get signed up? " I don't think that happens in other industries where it's just because you've got that three- or four-month waiting period while people are going through their inboxes. Yeah, there's a lot of people at charities who work part-time. They don't work five days a week. There's a lot of charities who don't make big decisions without running it past their Board of Trustees, because that's how the governance of charities works, and that might only meet every three months. So, if you get involved at the wrong part of that cycle, you're not going to hear a yes or no for three months' time, which is kind of frustrating if you're trying to move as quickly as possible. I think our government is exactly the same. There's a tender process for some things. There's just- from first meeting, organizations and government, the process of getting budget, taking it to Cabinet with little writing proposals to take to Cabinet, so the local equivalent of the National Cabinet. It all takes time. It all takes multiple months for every new sale, I suppose. I think what we have found, which is pretty interesting and probably what a lot of people would expect, is that with government, there's a very long process to get trusted the first time around, but there is definitely the case that usually once you are in the door and you've crossed that threshold in terms of all the regulatory requirements but also just evidence that you know how to work with public sector, it's a lot quicker from then on. We've had situations where the first time took six months, and then the add-on piece of work took a week or less, which is pretty good.
There's mostly also more loyalty then once they're actually working with you. They tend to stick around a bit longer than maybe a private company that will constantly shop around or change. I think there may be a bit more loyalty as well, isn't it?
Yeah, I think so. I mean, I guess we'll have to find out. The cool thing about what we're doing is we can start working with the charities in an area first while the local government is still making up their mind. We can get going. We don't have to wait for the green light within the council to get going working with the local charities, which speeds up things.
Got it. And once you have those charities on board, the government can tap into that straightaway, pretty much. That's great. Yeah, amazing. What I'd love to know next on that topic is, what has been the biggest driver for you to go through this difficulty? I think whatever startup you're starting, it's going to be difficult. There's going to be something really tricky about it, because otherwise, plenty of other people would have done it and succeeded. You're in an area that seems to be perceived as even more difficult than a lot of other areas. Has it been just your focus on the mission to really, "I really want to see this work," and there's a real problem that has pushed you through this difficulty? Or has it been something different? How did you actually push through it? I'd be keen to know that.
I think the main source of motivation really is a lot of the organizations, especially the charities that we work with, are really quite underserved by software tools in general. If you go and work in advertising tech, you will have 150 competing tech products. They're all vaguely similar. But in the charity sector, often we'll do something, and it's one. It's probably the only example of that particular product or that particular feature that charities can actually use, which is pretty cool. The result of that is that we go into charities and show them the system we've got, and we get extremely positive feedback from people very quickly, and the work they're doing is really cool. You go to a local community center and their activities they're putting on for people, the support they're providing to people who just have no other way of getting that support is really inspiring, and just being around that and being able to help out with that, in some way, is extremely motivating. Whenever it feels like a bit of a slog, we just go over to one of the community centers and chat to them, and it extremely turns around very quickly.
Was it always clear to you that there's going to be a sustainable commercial model around this as well? Or is this something that you had to figure out over time? Or did you consider running it as a nonprofit model as well? I'd be keen to understand how you actually arrived at your current model.
Yeah, I mean, I think the sustainable business model and the scalable business model is something that we're always slightly working on and iterating on. It's kind of been our belief that once this information about charities exists in an easily understandable way, there will be ways that we can convert that into a much more scalable business model, and we're finding small parts of that as we go. We considered setting up as a nonprofit. I wrote a big blog post about why we didn't. I think mostly, the fact that we don't quite know where we're going all the time is quite tricky for a nonprofit with that sort of three-month Board of Trustees governance structure and having to write your purposes to the Charity Commission. And also, knowing that everyone takes a long time to make decisions, we probably needed to raise some capital initially and throughout the journey, which you obviously can't do very easily as a nonprofit. So, those are the two main considerations. But yeah, I think, we've definitely shown that there is a sustainable business model in what we're doing, but finding things to build on top of that is always what we're working on.
Is there other actors trying to push into that space and creating solutions? I've also seen a blog post you wrote on "Big tech won't solve governance problems." Is there any solutions coming from those or big tech won't solve the voluntary sector, I think you wrote? Is there other solutions being created? Is there a lot of competition? Or does it seem like a lot of companies as trying to stay away from it?
Yeah, the "Big tech won't save the voluntary sector" was because one of the former, I think he was on the Monetary Policy Committee for the Bank of England, Andy Haldane was talking about how there's not enough tech infrastructure for the voluntary sector, especially around volunteering, which I think became really, really apparent with the volunteering over the pandemic. He was suggesting that maybe Google or Facebook or Amazon or something should step in to build a volunteer platform for the whole country, and they should do it as a CSR project, essentially. They haven't done that, and I don't think they will do that, and I don't think we really want them to. So, yeah, they haven't stepped in. There are other organizations and other companies, other charities even, working on similar things to what we're doing. I think, especially if you break up what we're doing into some of the constituent parts, there are people who are doing individual pieces of that fairly well. I think some of them are quite old. They've been around for 20 years, and it does kind of tell. But yeah, I don't think it's completely ignored, but it definitely doesn't have quite as much attention as it should get for what is quite a big part of government spending and the economy as a whole.
Got it. And then, for founders that are in your position, let's imagine somebody that's currently at Oliver Wyman and is thinking about selling to government or they are seeing a solution that government may be benefiting from or they see a solution that charities could benefit from, what would your biggest advice be for the early days of making that happen and bringing a startup off the ground that sells to government or charities, or has to partner with them and depends on those sales cycles?
Yeah, so I think if you are trying to sell to government and you don't have those pre-existing connections to people who work in government already, I think, really, the only way you can do it, or at least the way we managed to do it, was to do something on the cheap. So, we signed this extremely small but very flexible contract with a council in London where they gave us a small amount of money and told us just to go and do something that the local charity sector would find useful. And so, we, two of us, basically worked full-time for 12 months addressing that problem and came back with something which was useful by that point, and the counselors got it for not much money, so they're extremely happy with us which was really helpful, because I think, especially within government, there's this big desire to buy the proven-tested version of a system. So, if you try and sell something for quite a lot of money to people you don't know that no one else has tested or used, I don't think you'll have much success. But now, when we're talking to people, we can say, "We've got this system. We built it. We've tested it in this area, and it does work to solve some of these problems," so it's a much easier conversation to have, basically.
Yeah. Do you feel like reference clients, obviously, it will always make sense for most startups to have a reference customer and trials and things like that, but do you feel it works well for local governments as well where you go from council to council and say, "Hey, your neighboring council is already using us. How about you"? Is that working really well for you?
Yeah, I mean, we do exactly that. We have exactly that conversation with people. If I have a map on Figma of all of the London boroughs of where we do work and don't and try to color them in all green. So, we do have the conversations where we say, "The council just over the border that you are semi-competing with are using the system, and it's going well. Do you want to try it out?" That works informally, but if people don't know much about government procurement, there's a lot of different ways that governments can buy things, and one of them is on an open tender where they announce to the world that they're about to pay for something, and then those have explicit evaluation frameworks attached to them. So, a certain percentage of it will be judged based on price. A certain percentage of it will be based just on quality. And often, the quality score, at least some part of that, will just be, "Have you done these kinds of projects with other parts of government?" So, if you don't have something to put in that box, you'll get zero marks on that score. And sometimes, there's a hard limit, where if you don't have example of that, you're just simply not considered for that project. So, I think there's sometimes very formal reasons why it's extremely helpful in saying the government.
Amazing. Throughout the time that you've run Time to Spare now, I think you've been running it for more than two years, almost three years now, what's been the hardest challenge you had to resolve or the hardest, most difficult part you had to learn?
I think it was probably the experience at the start of the pandemic when, up to then, we'd been working with charities helping them record information about their events in person, and a lot of the events were for older people, so it was drop-in centers for old people which, for extremely obvious reasons, had to completely shut down during the pandemic and have really only opened up in the past two months or so. So, we had to basically completely change what we were doing as a business for that year and basically build two new products on top of what we had already within those six months to keep the business afloat, because there was just not anyone who was going to use or be interested in what we had up to that point, which was a big challenge, lots of long days and late nights, but pretty satisfying because we did actually manage to keep growing despite that which was pretty good, we thought so. That was cool.
Yeah, and you already mentioned how you were able to help councils during the pandemic as well, but I think it's probably just one of the examples of businesses pivoting and changing their models faced with the pandemic, which is great to hear. My last question for you would be, if you imagine the world in 10 years, maybe the world of charities and council, corporation, or government in a broader sense, how does the world look like in 10 years if Time to Spare succeeds in your mission?
So, I think the big change would be that the way that councils decide to spend money is more determined by the communities and people in their area and not just councils but also central government. At the moment, often, a council will make a decision and then they'll find out who to give that money to off the back of that. What would be really cool is if, instead, it is people saying, it's more easy to say, "These are the people that need support. These are the support that that is needed, and we therefore think that you should fund that in some way," and the impetus and the drive for some of that funding in that commissioning is coming more bottom-up rather than driven top-down from the central government, isn't it?
Amazing. Tom, thanks very much for sharing your journey with us, explaining what you're already doing with councils and charities alike at the moment, and I really love your vision for the future. So, thanks so much for taking the time and all the best for the future.


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