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Changing how we think about technology with Karl Mosgofian
on April 26, 2021 April 26, 2021 by Tim M. CrawfordLeave a comment
This week I'm joined by Karl Mosgofian, the CIO at Gainsight.
We discuss how the role of the CIO and IT has changed…and continues to change. Karl talks about his perspective on the CIO's role in business transformation and customer engagement. He talks about the changing landscape of how solutions are used within a company and the role of the CIO. He takes it further by outlining his perspective on why the CIO needs to look beyond deploying and operating tools to how they are used.
Karl Mosgofian Twitter: https://twitter.com/karlmosgofian
Karl Mosgofian LinkedIn: https://www.linkedin.com/in/karl-mosgofian-4594a2/
Gainsight: https://www.gainsight.com
Tim Crawford:
Companies are looking for new ways to transform their business, to remain relevant and differentiated within their industry. Technology now plays a central role in this transformation. Hello, and welcome to the CIO In The Know podcast where I take a provocative, but pragmatic look at the intersection of business and technology. I'm your host, Tim Crawford, a CIO and strategic advisor at AVOA. This week I'm joined by Karl Mosgofian, the CIO at Gainsight. We discuss how the role of the CIO and IT has changed and continues to change. Karl talks about his perspective on the CIO's role in business transformation and customer engagement. He talks about the changing landscape of how solutions are used within a company and the role of the CIO. He takes it further by outlining his perspective on why the CIO needs to look beyond deploying and operating tools to how they are used. Karl, welcome to the program.
Karl Mosgofian:
Hey, it's great to see you.
Karl Mosgofian, CIO at Gainsight. To get us started why don't you tell us a little bit about who you are and your role as CIO at Gainsight?
I've had a long career in IT, mostly in the application space, but also pretty much everything at one time or another. I've been a CIO now a couple of times. Was very lucky to get into such a great company as Gainsight. A lot of startup energy and category creator, and in the customer success space which I think is just a fantastic place to be today. And as CIO here, I am responsible for security, IT operations, and applications. So pretty standard set of responsibilities. I would say with the exception that I'm responsible not just for sort of standard IT security but also for the product, which has been-
Really interesting. And I've really enjoyed learning a lot in that space and having that responsibility as well.
That's great. And I do want to ask you, as we get through the conversation, a little bit about IT and the rest of the business. But let's start off by more of a softball topic. A lot has changed in the last year plus now for all of us. If we look at that from a CIO perspective, I mean, what has changed from your perspective in terms of the role of the CIO and the role of IT?
It's interesting. In terms of the what's happened in the last year specifically, it has been a sort of a challenging year logistically but also I think in terms of what CIOs have been asked to do. I know that for me, responding to COVID and this sort of large numbers of people working from home as opposed to in the past, which we already had a lot of people working from home. So for us, it wasn't a complete shock to the system, but still, it really meant not just thinking about technology but also culture usage, right. When everybody started to … I remember looking at the stats on Slack usage going through the roof, right. And, obviously, suddenly everybody's on Zoom. And the question was not just how do you make sure that people have a platform for doing video teleconferences? It was things like how do you help people deal with Zoom fatigue? It was topics that have not necessarily always been considered IT topics, but the fact is that we're the technology people and that encompasses more than just, hey, here's the buttons you push.
Sometimes it has to do with, here are the ways to use this technology without burning yourself out. Or, here are the norms of usage in a tool like Teams or Slack so that they're actually adding efficiency and not actually taking it away, right because those tools can be a two-edged sword. And so sometimes if people are just are using tools in ways that actually get in each other's way, you're actually losing productivity. You're going the wrong direction. So I found it very interesting. IT has been much more involved with things outside of quote-unquote, traditional IT technology stuff.
So how does that work? I mean, you have some responsibilities within the core product of the business, but then also within IT. Talk to me about that relationship. And this doesn't have to be specific to Gainsight, but just the importance of that relationship from your perspective of IT, non-IT, and where things like trust come in, and the role of IT and how people look at IT. How has that changed as well?
I think it's … First of all, I think when this topic comes up the thing I always try and keep in mind is some things I think have changed a lot and some things I don't think have changed a lot. And it's good to understand both of those, right. The fact that things are in the Cloud now doesn't mean they're simple. It doesn't mean you don't need business analysts helping to tran, right.
So I don't just take my credit card, swipe it, and I'm good to go.
Exactly. No, not at all. And so things like the role of a business analyst and helping translate business requirements into technology solutions I think in some ways it's even more important than ever because it used to be, at least the technology solution was some sort of monolithic ERP system or something. Now, it's 100 different SaaS applications that need to be integrated, and you need to understand how the data talks to each other, and what means what, where. It's a super complicated world and it's very easy to get started. So the business group can in fact swipe their credit card so to speak. SaaS application, right. And that's creating a little bit of a different dynamic.
But the thing is that at some point they'll come to IT, right because they'll run up against something. It's like, hey, this isn't what we do for a living, this is actually really hard and we need somebody who can actually do that. And so I think in some ways IT is more important than ever, but the role's a little different and it's less of a controlling everything role and more a facilitator. And really with a very strong partnership. So you mentioned trust, it's huge, right because if you don't have that, frankly, the business won't come to you and they'll get themselves in all kinds of trouble.
But I mean, are there techniques maybe that you have found that are good things, lessons to learn about building trust with those outside of IT?
Well, the approach that I've taken that I think has worked pretty well is really that thinking of yourself as a facilitator more than a sort of a dictator, right. And I found that that's worked really well. I think once people understand that you're not trying to take over, you're not trying to take away their freedom of being able to try things and move quickly, you're really trying to help them, then you start to build some trust and you can build on that and start saying, "Well, maybe you don't actually need to do all of this stuff. What if I did some of this?" And at a certain point people are like, "Yeah, that would be great."
I'm actually finding that what used to be 10% of someone's time to administrate some little application in my group is now becoming almost a full-time job. And that person is frustrated because they never really signed up for this in the first place. Or, they love doing it, but they want a career path, right around working with applications and I can't give it to them, I just have this one thing. In any case, probably the right place for them is IT. And so those things can happen naturally when you have trust.
But I think when … If you try and come in with too heavy a hand and say, "Okay, there's a new sheriff in town." And this is very much I think something you need to think about when you're a new CIO, is sort of what sort of tone you set early. But I personally liked it to have a light touch and build that trust and then you can bring stuff in as opposed to trying to sort of take over and risking people getting up on their hind legs. And then once they're in a defensive mode, it's just very hard to ever get past that.
It's that command and control, right. That mentality that … I can recall growing up with it within IT and that might've served us well in the past, but it's not going to serve as well moving forward. When you think about moving forward, one of the things that companies are having to go through during this time is business transformation. And we hear a lot that's talked about with digital transformation, but I want to start with business transformation. How much do you think that plays a role? And what do you think the role of the CIO is in that business transformation or shifting how a company engages with its customers? And I'll get to customer engagement maybe in a minute so maybe we could tease those apart. But changes the way it operates, changes the way it thinks, the way it approaches problems. And what's the role of the CIO in that?
Again, I think it's a huge role and I think there's two things that are why the CIO is so important in that. The first is, it's hard to think of any business transformation right now that isn't going to involve technology, right. I mean, it may or not be digital transformation quote-unquote, but there's just almost nothing that happens in the modern company, right that's not driven by systems. But I think even more importantly, the CIO has a vision across the whole company. And I think in almost any organization you look at, you would find that each individual group is good in their space, right. And where all organizations struggle are the cross-functional business processes, except that it seems like everything's cross-functional now. I mean, that's the thing about the modern enterprise is that it's much less siloed than it used to be.
And so when you start saying, "Hey, we're going to do this business transformation, we're going to change how we sell. We're going to change what markets we go after. We're going to change how we operate." That's not one department, that's a bunch of departments. And really the only department or person or executive in a company often who has a real understanding of business process in each of the groups and how they all connect to each other is the CIO and then the IT group. And so I think that that's incredibly important because the number of failed or struggling projects that we see because of those problems at the interlock between different groups or different business processes or different systems is tremendous. That's a huge risk. And IT is the mitigation for that risk, making sure that, in fact, a group is not off trying to do something that really needs to be a cross-functional effort.
I love the way you think about that because this is … This ties into two things that I've talked about in the past. One is, IT is one of the few organizations that has visibility across the entire organization. The next closest is probably HR or finance. But then the other piece to that is when you think about externally facing, and you think about the process of how your company operates. And this will get to something I wanted to ask you about with customer engagement is, Tim Crawford to marketing in some cases is a different Tim Crawford to sales, is a different Tim Crawford to support.
And those silos tend to hurt us because Tim Crawford is just Tim Crawford. And when I engage with a company … This gets to what I wanted to talk to you about with regards to customer engagement is, how do you think about that and how does the CIO step into … Or, what is the role of the CIO from your perspective in terms of helping that conversation or helping improve that situation? And I know this is front and center for you and your role there at Gainsight. But what's your perspective on that because I think this is an important aspect?
I think it's super important. And I think it's interesting too because I feel like there's sort of an evolution in IT. You start by saying, "We need a system to process transactions, right, and to pump work through a system." And then at some point, people are like, "Well, this is great, but the data's terrible," right. This is all you built, this gleaming, beautiful machine, but the works are being gummed up by the fact that my customer data is terrible, right. And so then you got to dig into things like data quality, which in some ways is harder. I mean, this it's ironic I think that something like just keeping your customer master clean, which seems not as hard as building a whole CRM system, is often the Achilles heel that kills the whole thing.
It's one of the reasons that at Gainsight, when we build our product, a big part of it was a way of modeling customers that enables people to handle that and say, "You know what, we'll normalize things in our systems so that even if your data is a little crazy and disconnected at least in Gainsight you'll have a clean 360-degree view of customers." But Gainsight's not the only way to do that. But I think everyone's either needs some sort of tool like that or needs to be thinking about it on their radar because if it's not biting you today, it probably will. That whole issue of trying to connect all of those different data sources. And again, in the new world, it's almost only getting harder because there are more systems that have customer data and product data and all these different pieces of master data that need to be synthesized and managed and governed. So super important.
How do you keep your tabs on who the customer is and how the customer is evolving as the CIO because typically, or historically, that would have been maybe the role of marketing or the role of sales? But it seems like the CIO needs to be part of that as well. How do you keep plugged … Keep yourself plugged into that equation?
Well, I guess for me, it's a little bit easier at Gainsight than it might be in a different situation because I actually have an external role. So I have an internal set of responsibilities, but I also have a responsibility to connect with the CIO's of our customers, which is fantastic. It's part of my job that I really love.
That's great.
And it also really lets me have my finger on the pulse of what's going on in the market. What are people struggling with out there? So I'm pretty close to our product. Certainly a lot closer than I've ever been at any other company that I've been at. And I've really enjoyed that. That's sort of cheating in a sense that if you're not at a company that … If you're not at an IT company that actually … CIO's know what your product is and are concerned with it.
Right. Or a company that sells to the CIO.
Yeah, exactly. You don't necessarily have that advantage. But I think there is a tendency I've seen over my career, for actually both sales and marketing, but especially marketing to sort of do their own thing from a technology standpoint. There's quite often they've got a little mini IT department in marketing. And I think in the past, to be honest, I've sort of let that be a bit of an excuse to say, "Well, okay. They seem to be fine and I've got plenty to do so I'm not entirely sure what all the heck they're doing over there, but not sure I need to," right. And I think now I can't get away with that anymore.
And in the modern world, I think that … If I think about my career in IT, it's very much been a movement from sort of back office to front office. And I think that just reflects the priorities of companies. And at the technology space that front end, we had ERP's and then we had CRM, and then we had a whole explosion of tools and technology, and just much more sophisticated thinking about who our customers are, and how we market to them, and how we manage the funnel. I mean, that stuff used to be much simpler and it's not anymore. And the new fangled stuff works great, but it's complicated and it's important to have some understanding of it.
And it's technology. It's not just … It's not a spreadsheet, it's not on paper, it's technology. And so if you bring those pieces together, right, companies are having to change and evolve through business transformation. We have to think about how we're engaging with our customers. Oh, and by the way, our customers are changing especially in the last 12 to 18 months. How do you evolve that? And then guess what's underpinning all of it is technology. So why wouldn't the CIO be involved? Or, having the right CIO is going to be critically important I would think.
Yeah. No, absolutely. And the other thing that we talk about a lot at Gainsight, specific to our product is this whole question of Tech-Touch, right and how do you segment your customers. And you make sure that … There are certain customers that need white-glove treatment, but there are other customers with a long tail, where it would kill you to do that. And so you really need good technology solutions to make sure you're staying well connected with your customers. But frankly, you're not just sending out some dumb stock email to a million people that they all ignore, right. I mean, you really want a pretty sophisticated system so that you're communicating to people in a digital way, right, in an automated way. But that's frankly smart. That's responsive. That's dynamic. And also ideally that can include human touch, right. So we, for instance, in our … We use Gainsight ourselves a lot, right. And so in Gainsight, we set things up where someone will get an email let's say about a new feature that we're trying to drive adoption on. And we'll have a whole workflow laid out that says, "We send them this email, we send them this other communication a week later, we send them this." And then at some point, we say, "Well, we haven't" … No one's opening this, nothing's happening. So now we're going to actually route an action to a person, right. So it's a combination of Tech-Touch and human touch so that you're being very efficient, right, but you're also not saying, "Hey, I'm just going to do an email blast of a million emails and hope for the best." That's not really enough either, right so.
There was a saying that people would use all the time, spray and pray. You just go out and you just try and launch this and hope for the best. One of the things you talked about with regards to that is Software as a service and Cloud. And there's a proliferation of that, that is taking place within the organization, not just in IT. And you mentioned that with marketing they might be going off to do their own thing, but maybe there's a way to loop that back in. How have the SaaS-based solutions impacted the CIO?
It's huge. And it's a bit of a sprawling mess in some ways. Although, I had a recent thought which is that I was thinking back to what my landscape looked like 20 years ago. And what it looked like was a couple of big core platforms like SAP and CBOL, at that time probably, and then a ton of internal custom applications. And so in some ways, I think our world is very different, in some ways I think it's not, right. When people say, "Wow, you've got 200 SaaS applications that's enormous." I think back and I remember when at one point I think we had something like 100 Lotus Notes applications, right. Custom little mini things. So I think in some ways it's always been like this. There's always been all these very specific pockets of need that are not addressed by some giant monolithic platform. And the difference is now those are all individual SaaS applications as opposed to a bunch of custom applications. So there's good and bad about that.
But I think the biggest difference really is sort of what we were talking about in terms of the fact that the business is now so much more empowered not only to fire up an application but even in some cases to do some of their own integration which used to be the last frontier, right. And you could say, "Look, you guys go knock yourself out, but you're going to have to come talk to me at some point."
When you want to connect back in.
I'm the only one who can pump data in and out. And now people are like, no, watch this, I fired up this little easy-to-use integration tool. And when I first started hearing about them my response was, "How the heck are you pulling the data because you don't have admin rights to anything." And they're like, "It's fine because I'm just pulling the data that I had access to myself." I was like, "Oh, okay. So actually you can go quite a long ways on that." The businesses groups are empowered. That means that we need I think to take a much more partnering approach with them. But I think in the end it's good. I mean, I think it's driving us all to a better world than the extremes of either sort of the wild west of business groups being completely on their own or IT trying to completely control and manage everything that's going on everywhere all the time.
And you talked a little bit about how you bring these applications in. And I know we've had conversations in the past about this. You bring applications in and you lay them down and you move on to the next. But you've started to identify some changes to that. And one of the areas is collaboration. Everyone's on Zoom or Teams or Webex or just any number of platforms. I think everyone now in some way, shape, or form they touch Zoom specifically or Teams probably for most of their interactions. But you're looking at this a little differently than just simply, how do I deploy these collaboration tools, whether it's video conferencing or something like Slack? Can you talk a little bit about that because I think that's really interesting how you're thinking about this?
To me, collaboration is a … It's a broad topic. And so there's the obvious things like Slack and Teams and there's things like Zoom. But I think if you go to any company right now you'll find this group is using Trello and this one's using monday and there's like a bunch of these different collaborative technologies and Google Docs or Office 365 are being used in all different ways, right. Things like Box. People are doing all kinds of collaboration inside those tools and not necessarily just a file repository, right. And I think the big danger there is not that we don't have enough tools but we have too many tools and people don't know what the heck to use for what and then they can't find anything, right because it's … Everything is all spread out.
And so I think IT really has a role in providing some sort of rationalizing that toolset and helping people understand which tools to use for what being careful not to try and mandate too much because I think you get into trouble with that. You can do some of that, you can have some standards, right. You shouldn't be running multiple Slack and Teams and 10 other things like that. But I think when it comes to the smaller project management things, different groups do have different needs, right.
In this group, Smartsheets really works well for them, and for someone else, Trello really works well, and they're pretty different tools. So that's okay. I'm not trying to sort of force-fit everybody into the same tool, but when a new person joins and they look at a landscape of 20 different tools, I also want to guide them and say, "Hey, if you're doing this, this is the right tool to use for that." And I want it as much as possible reduce the number of tools without, again, without being too heavy-handed about it. But because I just think it just creates this chaotic environment and everyone is frustrated. And again, these tools are supposed to help make your world better not be negative productivity.
Right. So this is not getting it down to the right one tool to use, but rather to say, get it down to the right smallest number of tools to use.
Yes. I think the dream of one tool is it's a beautiful dream and we should probably still be trying to move in that direction, but not at the expense of frankly, making everybody just ignore us and go do their own thing anyway. So that's the danger, right. If you're too draconian about this people will just ignore you and then they'll have even more tools.
But how do you do that? How do you start to understand … Walk me through how you would approach that problem.
To me, I really think the key thing is to actually have someone own that. So I would make the observation that traditionally a lot of those tools have been owned in an IT operations group. And their job is to install the tool and make sure it's running. But they're not necessarily spending a lot of time thinking about adoption, and usage, and norms of how you use the tool and naming conventions, right. It's funny what a big deal a simple thing like naming conventions can make, to making a box folder more useful, right. And so really the thing that I'm trying to do is actually create within IT. Actually have a person who is a collaboration person, frankly.
Who owns that. I feel like in the old days we had sort of the major silos or sort of applications and then sort of IT operations. And I feel like that there's a new silo called collaboration and it's somewhere in between. And it's not just an infrastructure thing. Although there's a big chunk of that. You got to make sure that stuff is working.
It's not like a pure business process thing. It's really its own thing. So I think it's super important to figure out somebody on your team who can really own that and run with it, who has a passion around it. And again, who's interested in not just in pumping tools out but in helping people really get the most out of them.
Does that change when you think about this navigation that we're all doing of work from home versus return to work? I mean, how does that layer in here?
Yeah. I think it just makes it more important, right. People have … It's the huge cliche now that all this has done is accelerate trends that were already in motion and I think that's absolutely true. But it just ups the ante, right. So tools that were nice to have before are now must-have. And tools that you could get away with them just working okay, just okay is not enough because when you were sometimes dialing in to a meeting using some sort of telecom software something and it wasn't that great, okay, you didn't do it that often, and so it was a little frustrating, right.
When you're all day long in Zoom, Zoom better work really well. And those tools better be really good. So I think that's the thing, it just puts so much more emphasis on it. And so the good thing about that is I think people are now starting to really appreciate the importance of that collaboration technology and that it's something you need to make some investment in, you need to put some resource on, you need to take it seriously otherwise you'll just have a bunch of tools that you won't really necessarily be running a super productive organization.
That's great. That's great. Well, we're going to have to leave it right there. Karl, really appreciate your time today and sharing your perspective as we think about the changing role of the CIO.
This was really fun and it's always great to talk to you.
For more information on the CIO In The Know podcast, visit us online at ciointheknow.com. You can also find us on Apple Podcasts or wherever you listen to your podcasts. Please subscribe and thank you for listening.
Tagged: CIO CIOitk Customer Experience CX digital transformation leadership
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Thermography Seminar Reports and PPT Topics
Home Page ‹ Seminar Topics, Reports and PPT ‹ Biomedical Seminar Topics
Access the latest Biomedical Seminar Topics, Reports and PPT
by Prasanth » Wed Sep 11, 2013 7:02 pm
[justify]Thermography is a non-contact, non-destructive test method that utilizes a thermal imager to detect, display and record thermal patterns and temperatures across the surface of an object. Infrared thermography may be applied to any situation where knowledge of thermal profiles and temperatures will provide meaningful data about a system, object or process.
Since infrared radiation is emitted by all objects based on their temperatures, according to the black body radiation law, thermography makes it possible to "see" one's environment with or without visible illumination. The amount of radiation emitted by an object increases with temperature; therefore thermography allows one to see variations in temperature.
Thermography is widely used in industry for predictive maintenance, condition assessment, quality assurance, and forensic investigations of electrical, mechanical and structural systems. Other applications include, but are not limited to: law enforcement, firefighting, search and rescue, and medical and veterinary sciences.
Recent History of Thermography
The major advances of the last 30 years have been with infrared thermal imaging. The surface of the human body is a highly efficient radiator and it is possible to detect the infrared emission from the skin, and create a thermal map of temperature distribution by remote sensing.The astronomer, Sir William Herschel, in Bath, England, discovered the existence of infrared radiation by trying to measure the heat of the separate colors of the rainbow spectrum cast on a table in a darkened room. He found the highest temperature to fall beyond the red end, which he reported to the Royal Society as Dark Heat in 1800. His son, Sir John Herschel, who was more interested in photography, managed to record the heating rays on the infra red side of red by creating an evaporograph image using carbon suspension in alcohol. He termed this image a thermogram. The foundation was laid for the advances that would come over a century later with the sophisticated thermal imaging devices that are used in military, industrial and medical applications.
1990 – Honeywell Research develops the microbolometer. Mid 1990's Rockwell, Boeing and Lockheed build the 1st microbolometer based imaging systems for military applications. In August of 1997, after 4 to 5 years of development Agema Infrared introduces the 1st hand held imaging radiometer. This 570 system sold for $49,950.00 and a software package was $6995.00, bringing the total average sale price of a system to almost $57,000.00 USD. I know this because I was one of the guys I the field selling these systems.
In mid 1998, the Thermovision fixed camera system is developed and costs around $40,000.00 and is sold with software for about $47,000.00. It took Agema about six months to get the 570 handheld systems solid and stable, just as many new products today. The first hand held imagers were much noisier in terms of image quality and definitely in comparison with their PTSI, stirling cooled predecessors.
3. What makes Thermography useful?
1.	It is non-contact
-Uses remote sensing
-Keeps the user out of danger
-Does not intrude upon or affect the target at all
2. It is two dimensional
-Comparison between areas of the target is possible
-The image allows for excellent overview of the target
-Thermal patterns can be visualized for analysis
3. It is real time
-Enables very fast scanning of stationary targets
-Enables capture of fast moving targets
-Enables capture of fast changing thermal patterns
Fact…Temperature is the number one form of measurement used in any process control application. As we get better at non-contact measurement and customers gain confidence, the technology will expand. Pressure and flow are also critical measurements as well, but temperature is far and away number one.[/justify]
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redpajama_set_name: RedPajamaCommonCrawl


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\section{Introduction}
\label{sec:intro} In wireless networks, the channel conditions are
time-varying due to the fading and shadowing. Opportunistic
scheduling algorithms take advantage of favorable channel conditions
in assigning time slots to users. Optimal scheduling in wireless
networks has been extensively studied in the literature under
various assumptions. The seminal work by Tassiulas and Ephremides
have shown that a simple opportunistic algorithm that schedules the
user with the highest queue backlog and transmission rate product at
every time slot, can stabilize the network, whenever this is
possible~\cite{MW}.

A common assumption in the literature on opportunistic algorithms is
that the {\em exact} and {\em complete} channel state information,
(CSI) of all users is available at every time slot. Hence, these
algorithms achieve a \textit{hypothetical} rate region by assuming
that full channel state information is available without any channel
probing or feedback costs.  However, in practice acquiring CSI
introduces significant overhead to the network, since CSI is
obtained either by probing the channel or via feedback from the
users. In current wireless communication standards such as WiMax and
LTE there is a feedback channel used to relay CSI from the users to
base station. Obviously, this feedback channel is bandlimited and it
is impossible to obtain CSI from all users at the same slot.

Another common assumption that does not hold in practice is the
wireless channel being independent and identically distributed
(iid), and being governed by a \textit{stationary} stochastic
process. The most common assumption is that the channel can be
modeled by a stationary Markov chain. The measurement study
in~\cite{Bozidar:nonstationary11} shows that the wireless channel
exhibits time-correlated and non-stationary behavior.

In this work, we develop a joint scheduling and channel probing
algorithm for time-correlated and non-stationary channels. The
channel probing is based on Gaussian Process Regression (GPR)
technique~\cite{Rasmussen:GP}, which is used to learn and track the
wireless channel. The scheduling part is based on well known
Max-Weight algorithm. The joint algorithm dynamically determines the
set of channels that must be probed at every time slot based on the
information obtained from the previous channel observations, and
then schedules a node based on the obtained CSI and queue states. We
show that GPR-based probing works well for realistic,
time-correlated and non-stationary wireless channels at
significantly lower probing cost.

Our contributions are summarized as follows:
\begin{itemize}
\item We use information theoretical concepts to quantify the
uncertainty in the channel state under finite and infrequent
measurements.
\item Based on the work in~\cite{Alpcan:Valuetools11}, Gaussian Process Regression learning algorithm is proposed to track the channel evolution.
\item A joint scheduling and probing algorithm is proposed in which the subset of users
probed at every slot is adaptively selected based on the dynamics of
the channel processes.
\item We implement a realistic network setting where we simulate High Data Rate (HDR) protocol in CDMA cellular
networks, and wireless channel is modeled as time-correlated and
non-stationary.  We show by numerical analysis that when our
proposed algorithm is used the network can carry higher user traffic
compared to Max-Weight algorithm with full CSI.
\end{itemize}

\section{Related Works}
\label{sec:related}
In~\cite{Gopalan:allerton07}, the authors propose a
throughput-optimal algorithm when channel distribution is known.
In~\cite{Ouyang:mobihoc11}, the authors present a joint algorithm
for multi-channel system with limited feedback bandwidth. The joint
scheduling and probing  problem is transformed to multi armed bandit
problem in~\cite{Quyang:infocom11}. In~\cite{Chaporkar:mobihoc09},
channel probing is performed at the beginning of transmission by
taking a portion of time slot. Then, the problem of finding optimal
joint algorithm is transformed into an optimal stopping time problem
and is solved by Markov Decision Process (MDP).  Aforementioned
works assume that the underlaying stochastic process of the channel
evolves according to a fixed stationary process such as ergodic
Markov chain. In practice, such an assumption does not hold most of
the time. In addition, the authors in~\cite{Hallen:fading} proposed
a technique to estimate future values of the fading coefficient of a
non-stationary channel. The proposed technique is based on the
autoregressive (AR) model with order $p$. According to AR model, the
current CSI of a user can only be determined when $p$ previous CSIs
of that user are given. Regarding to a joint scheduling and probing
problem, the corresponding user must be probed at every previous $p$
slots to obtain $p$ previous CSIs. However, a joint algorithm does
not necessarily probe a user at every time slot. Therefore, the
proposed technique is not suitable for a scheduling problem with
limited feedback.

There are very few studies which propose a scheduling algorithm for
non-stationary channels. In~\cite{Andrews:Nonstationary}, the
authors showed that with Max-Weight algorithm the average queue
sizes increases exponentially with the number of users. It was
assumed that channel state information of each user is available at
the scheduler at every time slot.

\section{System Model and Problem Formulation}
\label{sec:model} We consider a cellular system with a single base
station transmitting to $N$ users. Let $\mathcal{N}$ denote the set
of users in the cell. Time is slotted, $t\in \{0,1,2,\ldots\}$, and
wireless channel between the base station and a mobile user is
modeled as a time-correlated fading process. The gain of the channel
is constant over the duration of a time slot but varies between
slots. Let $C_n(t)$ denote CSI of user $n$ at time slot $t$.
$C_n(t)$ is a random process which may or may not have a stationary
probability distribution. Let $c_n(t)$ represent the realization of
$C_n(t)$ at time $t$, $n\in \{1,2,\dots,N\}$. In the rest of the
paper, we use channel and user interchangeably.

Let $\mu_n(c_n(t))$, or simply $\mu_n(t)$, denote the transmission
rate of user $n$ which depends on CSI of that user, and is bounded
as $\mu_{min}<\mu_n(t)<\mu_{max}$. We assume that at each time slot
at most one user can be scheduled to receive data from the base
station. The base station transmits to users at  fixed power, so
transmission rate of each user only depends on $c_n(t)$.

Let $a_n(t)$ be the amount of data (bits or packets) arriving into
the queue of user $n$ at time slot $t$. We assume that $a_n(t)$ is a
stationary process and it is independent across users and time
slots. We denote the arrival rate vector as $\boldsymbol
\lambda=(\lambda_1,\lambda_2,\cdots,\lambda_N)$, where $\lambda_n =
{\mathbb E}[a_n(t)]$. Let $\boldsymbol
q(t)=(q_1(t),q_2(t),\cdots,q_N(t))$ denote the vector of queue
sizes, where $q_n(t)$ is  the queue length of user $n$ at time slot
$t$.
\begin{definition}
A queue is strongly stable if
\begin{equation}
\limsup_{t\rightarrow \infty}\frac{1}{t}
\sum_{\tau=0}^{t-1}\mathbb{E}(q_n(t)) < \infty \label{eq:defination}
\end{equation}
\end{definition}
Moreover, if every queue in the network is stable then the network
is called stable.

The operation of the system is as follows.  At the beginning of a
time slot, CSI of a subset of users is obtained by the base station.
Then, the base station schedules a single user out of this subset
for transmission. Here, the only overhead we take into account is
the channel bandwidth and the time used for obtaining CSI. We
consider {\em dynamic} feedback channel allocation as follows:

\textbf{Dynamic feedback channel allocation model:} According to
this model, there is no dedicated feedback channel, and CSI is
relayed over the data channel. Hence, depending on the needs of the
algorithm CSI from varying number of users can be obtained. We
quantify the overhead of obtaining the CSI of a single user in terms
of a time fraction of the time slot. This time duration may include
the time spent for pilot signal transmission, measurement of the
signal strength of pilot signal and the transmission of CSI to the
base station. Assume that $\beta$ fraction of the time slot is
consumed to obtain CSI from a single user. Hence, only
$(1-m\beta)\times T_s$ seconds are available for data transmission
when $m$ users are probed. The amount of data that can be
transmitted by user $n$ is given by,
\begin{align}
d_{n}(t)=(1-m\beta) T_s\times \mu_n(t). \label{eq:d2}
\end{align}

The joint policy $\pi$ selects the triplet $(n,m,S_m)$ under this
model at each time slot $t$, where $n$ is the scheduled user, $S_m$
is the set of probed users and $m$ is the number of users in $S_m$.
We assume that the scheduled user at slot $t$ is selected among the
users probed, i.e., $n\in S_m$. Given $\pi=(n,m,S_m)$, $n$ is
determined according to Max-Weight rule, i.e.,
\begin{align}
n=\argmax_{i \in S_m}\ q_i(t)d_{i}(t).\label{eq:mw-model1}
\end{align}
Let $\Fc$ be the set of feasible policies at a given time slot and
$\pi\in \Fc$.

The amount of data that is transmitted by user $j$ at time slot $t$
under the joint scheduling and probing policy $\pi$,  is given as
follows,
\begin{align}
r_{j}(\pi,t) =& \left\{ \begin{array}{l l}
                    d_{j}(t)              & \text{; if user $j=n$}\\
                    0        & \text{; otherwise}
                \end{array} \label{eq:r2}
    \right.
\end{align}
The dynamics of the queue of user $n$ under scheduling policy $\pi$,
is,
\begin{align}
q_n(t+1)=\max(q_n(t)+a_n(t)-r_{n}(\pi,t))^+ .
\end{align}
where $(x)^+=\max(x,0)$.

\subsection{Problem Formulation} \label{sec:prob_for} We present the
following definitions before discussing the problem formulation.
\subsection{Hypothetical and Functional Rate Regions}
The \textit{achievable rate region} (shortly, rate region) of a
network is defined as the closure of the set of all arrival rate
vectors $\boldsymbol \lambda$ for which there exists an appropriate
scheduling policy that stabilizes the network.
\begin{definition}
$\Lambda_{un}$ is the hypothetical rate region where full CSI is
available (e.g. by an Oracle) without any channel probing or
feedback costs.
\end{definition}

\begin{definition}
$\Lambda_{full}$ is the achievable rate region when probing cost is
taken into account and when all users' channels are probed at every
time slot according to \textit{dynamic} feedback model.
\end{definition}

\begin{definition}
$\Lambda$ is the  rate region under \textit{dynamic} feedback model
when CSI from a subset of users is available.
\end{definition}

\subsection{Optimization Given the Steady-state Channel Distribution}
\label{sec:actual_prob} Our aim is to find a joint scheduling and
channel probing policy that stabilizes the network for a given set
of arrival rates within achievable rate region $\Lambda$ by
dynamically determining a subset of channels probed, and by
scheduling a user from this subset at every time slot. Given the
queue state $\boldsymbol q(t)$, we consider the following
optimization problem:
\begin{align}
 \max_{\pi \in \Fc}&\left\{ {\mathbb E}\left[\sum_{n=1}^N
q_n(t)r_{n}(\pi,t) |\boldsymbol  q(t)\right] \right\},
 \label{eq:problem}
\end{align}

\subsection{Tracking the Instantaneous Channel States}
\label{sec:learn_track} In practice, it is not possible to
accurately determine the exact channel distributions a priori to
system operation. Hence, we propose to use a learning algorithm to
track the channel evolution. Let $\hat{c}_n(t)$ denote the estimated
CSI of user $n$ at the beginning of time $t$. Let $\hat{\mu}_n(t)$
denote the estimated transmission rate of user $n$ at time $t$. One
can replace the actual rates $\mu_n(t)$ by $\hat{\mu}_n(t)$ to
obtain a new set of policies
$\hat{\pi}=(\hat{n},\hat{m},\hat{S}_{\hat{m}})$ according to
\textit{dynamic} feedback model. Also let $\hat{d}_{n}(t) $,
 denote  the amount of data that can be transmitted by user
$n$ by using $\hat{c}_n(t)$ at time $t$. Similarly, the estimated
service rate $\hat{r}_{n}(\hat{\pi},t)$ is defined according to
\eqref{eq:r2} by replacing $d_{n}(t)$ with $\hat{d}_{n}(t)$.

The quality of the estimate of an instantaneous channel state
depends on which users are probed at each slot, i.e.,
$\hat{S}_{\hat{m}}$. Here, we design a joint algorithm that takes
past observations of the channels as an input and determines a
subset of users to be probed at time $t$ so that the channel
estimation error is minimized and the rate region is maximized.

\subsection{Multi-objective Dynamic Network Control}
\label{sec:ourproblem} Note that channel estimation is inherently
error-prone.  The degree of uncertainty in the estimate of the
current channel state depends on the previous channel observations,
and the dynamics of the channel. In this context, we define
\textit{information of an unexplored channel} as the uncertainty in
the channel state given its past observations.  This information can
be exactly quantified by using the entropy definition given by
Shannon. Accordingly, the scalar quantity $I_n(t)$ denotes the {\em
information} of channel state of user $n$ at the beginning of time
slot $t$ given past observations of the channel. For instance, the
information about a channel whose state was observed recently and
many times before is less than the channel which has not been probed
for a long time, since the uncertainty in the state of the latter is
higher.

Hence, we have two objectives.  First one is to schedule users so
that stability of the network is preserved.  The second closely
related objective is to probe users to acquire as much information
about their current channel state as possible.
\begin{itemize}
\item objective 1: $\max \sum_{n=1}^N
q_n(t)\hat{d}_{n}(t)$\\
\item objective 2: $\max \sum_{n=1}^N I_n(t)$
\end{itemize}
We seek a joint feasible policy $\hat{\pi}$ which determines a
subset of users probed by considering both objectives, and schedules
a user out of this subset according to Max-Weight algorithm. The
most common approach to find the solution of multi-objective
optimization problems is the weighted sum method. The problem under
\textit{dynamic} feedback model is given with a constraint which
ensures at most $M$ channels are probed at a given time slot:
\\
\textbf{Problem :}
\begin{align}
\max_{\hat{\pi} \in \Fc} \ &\sum_{n=1}^N \alpha_1
q_n(t)\hat{r}_{n}(\hat{\pi} ,t) +\alpha_2 I_n(t)  \label{eq:problem_m2}\\
&\text{s.t.}\ m \leq M,\notag
\end{align}
Note that the scheduling and probing decision depends not only on
the queue sizes and the estimated channel rates as in the original
Max-Weight algorithm, but also on the uncertainty in each channel
state given its past observations. Also, \eqref{eq:problem_m2}
exhibits the well-known ``Exploration vs. Exploitation" trade-off,
since the first term in the summation aims to stabilize the network
while the second term aims to maximize the information collected
about the channel states. In the following sections, we deal with a
modified version of this problem, where we divide the objective
function in \eqref{eq:problem_m2} by $\alpha_1$, and define a single
weight $\xi=\frac{\alpha_2}{\alpha_1}$. Note that when $\xi$ is
tuned to higher (lower) values, the channels are probed more (less)
frequently.

\section{Estimation of CSI with GPR}
\label{sec:gpr} The  problems given in \eqref{eq:problem_m2}
involves estimating $\hat{d}_{n}(t)$ from a set of past channel
observations. The problem of predicting or forecasting the value of
a variable from observations of other dependent variables is called
regression. There is a plethora of work for carrying out regression
analysis.  In this work, we employ Gaussian Process Regression (GPR)
as the technique for channel estimation. Before explaining how
channel state is estimated with GPR in detail, we first give the
main reasons behind this choice.
\begin{itemize}
\item  One of the well known methods is autoregressive (AR)
model-based techniques or linear regression. AR is parametric, in
that the channel function is defined in terms of a finite number of
unknown parameters. However, determining these parameters is a
difficult task especially when collecting data is costly and the
function varies over time. GPR is a nonparametric regression method
model. Thus, it can offer a more flexible framework for unknown
nonlinearities.

\item In contrast to other regression models, GPR provides a
simple way to measure the uncertainty in the estimation for any
given any set of CSI observations. AR model is lack of providing an
analytical way to measure the uncertainty of the estimation which is
important for our scheduling algorithm and we will mention next.

\item  The most attractive reason is that GPR can give
decisions with only using the most recent channel observations. This
is especially important for non-stationary channels, since previous
channel observations may become outdated and may not give much
information about current condition.
\end{itemize}

Let $\mathcal{D}_n(t)=(\textbf{c}_n,\boldsymbol \tau_n)$ denote the
set of observations for channel $n$ at the beginning of time slot
$t$, where $\textbf{c}_n=\{c_n^1, c_n^2, \dots, c_n^w\}$ denotes the
set of latest  $w$ CSI values taken at times, $\boldsymbol
\tau_n=\{\tau_n^1,\tau_n^2,\dots,\tau_n^w\}$, and $\tau_n^i < t$,
$\forall \tau_n^i \in \boldsymbol \tau_n$, $i\in \{1,2,\dots,w\}$.
We use GPR to predict the value of CSI, i.e., $\hat{c}_n(t)$ at the
beginning of time slot $t$, given $\mathcal{D}_n(t)$.

Let $p(c_n(t)| t,\mathcal{D}_n(t))$ be a posterior distribution of
channel $n$. According to GPR, a posterior distribution is Gaussian
with mean $\hat{c}_n(t)$ and variance $v_n(t)$. Specifically,
Gaussian process is specified by the kernel function, $k_n(\tau_n^i,
\tau_n^j)$, that describes the correlation of channel $n$ between
two of its measurements taken at times $\tau_n^i$ and $\tau_n^j$. It
is possible to choose any positive definite kernel function.
However, the most widely used is the squared exponential, i.e.,
Gaussian, kernel:
\begin{align}
k_n(\tau_n^i,
\tau_n^j)=\exp\left[-\frac{1}{2}(\tau_n^i-\tau_n^j)^2\right].\label{eq:kernel1}
\end{align}
Given $\mathcal{D}_n(t)$,  $\hat{c}_n(t)$ and variance $v_n(t)$ are
determined as follows:
\begin{align}
\hat{c}_n(t)&=\textbf{k}_n^T(t)\textbf{K}_n^{-1}\textbf{c}_n,\label{eq:mean1}\\
v_n(t)&=k_n(t,t)-\textbf{k}_n^T(t)\textbf{K}_n^{-1}\textbf{k}_n(t),
\label{eq:var1}
\end{align}
where $\textbf{K}_n$ is a $w \times w$ matrix composed of elements
$k_n(\tau_n^i, \tau_n^j)$ for $1\leq i,j\leq w$ and
$\textbf{k}_n(t)$ is a vector with elements $k(\tau_n^i,t)$ for
$\forall \tau_n^i \in \boldsymbol \tau_n$. Hence, the network
scheduler can easily predict the CSI of users at time $t$ by using
\eqref{eq:mean1}. Furthermore, the variance $v_n(t)$ is used to
measure the level of uncertainty in the estimations, i.e., $I_n(t)$
as discussed next.

Recall that the \textbf{entropy} of a random variable $A$ is defined
as $H(A)=\sum_s p_s \log_s(\frac{1}{p_s})$, where  $p(.)$ is the
probability distribution function of $A$. In our context, the
current realization of CSI, i.e., $c_n(t)$, is a random variable.
Accordingly, let $H_n^0(c_n(t)| t,\mathcal{D}_n(t))$ and
$H_n^1(c_n(t)| t,\mathcal{D}_n(t))$ denote the entropy of the random
variable $c_n(t)$ before and after the probing, respectively when
$\mathcal{D}_n(t)$ is given. If channel $n$ is probed at time $t$,
then $H_n^1(c_n(t)| t,\mathcal{D}_n(t))$ will be zero since the
channel state is known exactly. Otherwise, the uncertainty
increases, i.e., $H_n^1(c_n(t)| t,\mathcal{D}_n(t))
>H_n^0(c_n(t)| t,\mathcal{D}_n(t))$. Hence, the information acquired by probing
channel $n$ is the reduction in its uncertainty, which is simply the
difference between its entropies before and after the probing:
\begin{align*}
I_n(t)=H_n^0(c_n(t)| t,\mathcal{D}_n(t)) -H_n^1(c_n(t)|
t,\mathcal{D}_n(t)).
\end{align*}
The following Proposition is similar to the one given
in~\cite{Alpcan:Valuetools11}, and establishes that information
obtained by probing a channel is equal to the variance of the
estimate of the state of that channel.
\begin{proposition}
\label{prop:valuetools} Given $\mathcal{D}_n(t), \forall n=1,\ldots,
N$, finding the channel that has the highest information at time
slot $t$ is equal to finding the channel which has the highest
variance at that time slot, i.e.,
\begin{align}
i^*=\argmax_{n \in \mathcal{N}} I_n(t)=\argmax_{n \in \mathcal{N}}
v_n(t). \label{eq:proposition}
\end{align}
\end{proposition}
\begin{proof}
Since $H_n^1(c_n(t)| t,\mathcal{D}_n(t))=0$ after  probing, $I_n(t)$
is simply
\begin{align}
I_n(t)=H_n^0(c_n(t)| t,\mathcal{D}_n(t))\label{eq:infomax},
\end{align}
Note that according to GPR a posterior distribution of state of
channel given $\mathcal{D}_n$ is
\begin{align}
p(c_n(t)| t,\mathcal{D}_n)\sim \mathcal{N}(\hat{c}_n(t);v_n(t)).
\end{align}
Then, the entropy of  this Gaussian distribution is given by,
\begin{align}
H_n^0(c_n(t)| t,\mathcal{D}_n)=\frac{1}{2}\log(2\pi e v_n(t)).
\end{align}
Hence,
\begin{align*}
i^*=\argmax_{n \in \mathcal{N}} I_n(t)=\argmax_{n \in \mathcal{N}}
v_n(t).
\end{align*}
\end{proof}

\section{Joint Scheduling and Probing Algorithms} \label{sec:algs}
Here, we define an algorithm  for solving problem
\eqref{eq:problem_m2} when $\hat{c}_n(t)$ and $v_n(t)$ are
calculated as described in the previous section.

\subsection{Joint Algorithm Under \textit{dynamic} feedback model}
For given, $M$, $\xi$, $\boldsymbol q(t)$, $\beta$, and
$\hat{c}_{n}(t)$ and $v_n(t)$ determined by GPR for each user at
every time slot $t$, Algorithm  gives
$\hat{\pi}_1^*=(\hat{n}^*,\hat{m}^*, \hat{S}^*_{\hat{m}^*} )$:

\begin{algorithmic}
\textbf{ Algorithm }:\\
\textit{(1) probing decision}:\\
For each value of $m$, $m=\{1,2,\dots,M\}$, the scheduler calculates
the following weights for ever user $n$,
\begin{align*}
J_m^n \triangleq q_n(t)\hat{d}_{n}(t) + \xi I_n(t).\notag
\end{align*}
Then, the scheduler sorts $J_m^n$ in a descending order and sums the
first $m$ weights. The maximum of the sums is the maximum of
\eqref{eq:problem_m2}. Then, the corresponding $m$ and the first $m$
users in the order gives $\hat{m}^*$ and
$\hat{S}^*_{\hat{m}^*}$, respectively.\\
\textit{(2) scheduling decision}:\\
The base station acquires CSI of each user in
$\hat{S}^*_{\hat{m}^*}$ and user $n^* \in \hat{S}^*_{\hat{m}^*}$ is
scheduled to transmit,
\begin{align*}
\hat{n}^*=\argmax_{n \in \hat{S}^*_{\hat{m}^*}} q_n(t)d_{n}(t).
\end{align*}
\end{algorithmic}
\begin{proposition}
\label{prop:prop_alg2} Algorithm  solves \eqref{eq:problem_m2}.
\end{proposition}
\begin{proof}
The proof is straightforward and it is omitted here due to lack of
space.
\end{proof}

\section{Numerical Analysis}
\label{sec:sim} In our simulations, we model a single cell CDMA
downlink transmission utilizing high data rate (HDR). The base
station serves keeps a separate queue for each user. Time is slotted
with length $T_s=1.67$ ms as defined in HDR specifications. Packets
arrive at each slot according to Bernoulli distribution. For all
simulations, the wireless channel is modeled as \textit{correlated}
Rayleigh fading according to Jakes's model. Each user has different
Doppler frequency roughly characterizing how fast its channel
changes. The sampling rate for the simulations is 600Hz which also
corresponds to the slot size of HDR. Finally, the channel process is
non-stationary, i.e, the mean of the channel gain changes over time.
The transmission rate and the number of bits of a user transmits is
given as,
\begin{align}
\mu_n(t)&=\textrm{BW}\log_2\left(1 + \textrm{SNR}\times c_n(t)\right),\notag\\
R_n(t)&=T_s\times\mu_n(t)\notag,
\end{align}
where $\textrm{BW}$ is the channel bandwidth  set to
$\textrm{BW}=1.25$ MHz. The base station has power control to set
Signal-to-Noise-Ratio $\textrm{SNR}=10$ dB.

\begin{figure}
     \centering

     \includegraphics[width=0.9\columnwidth]{regions_sim.eps}

     \caption{Rate regions under dynamic feedback model. }
     \label{fig:regions_sim}
\end{figure}
In the first simulation, we demonstrate the rate region of both
algorithms. There are only two users and the probing cost is
$\beta=0.3$. The arrival process for each user is again assumed to
be Bernoulli with a packet size of 631 Bytes. As depicted in
Figure~\ref{fig:regions_sim}, $\Lambda_{un}$ represents the
hypothetical rate region which is obtained when Max-Weight with full
CSI is used for scheduling. The boundary of this region cannot be
achieved in practice since $\beta$ is never zero. On the other
extreme, when all channels are probed at every slot without
neglecting the cost of probing, we obtain a rate region given as
$\Lambda_{full}$.  Meanwhile, Algorithm achieves the rate region
$\Lambda$. Clearly, by predicting the channel states by employing
Algorithm , we can increase the achievable rate region beyond
$\Lambda_{full}$. This is because by reducing the number of channels
probed at every slot, we can use a larger portion of time slot for
transmission of data.

\begin{figure}
     \centering

     \includegraphics[width=0.9\columnwidth]{user20.eps}

     \caption{Average total queue sizes vs. overall mean arrival rate. }
     \label{fig:queuesize}
\end{figure}
Next, we show the performance of Algorithm when there are 20 users
in the network. The size of a packet is set to 128 bytes which
corresponds to the size of an HDR packet. Figure~\ref{fig:queuesize}
depicts the sum of the queue lengths vs. the overall arrival rate
when $\beta=0.02$. Clearly, as the overall arrival rate exceeds 10
packets/slot queue sizes suddenly increase within full CSI case and
the network becomes unstable. However, Algorithm improves over Max
Weight with full CSI by supporting the overall arrival rate of up to
12 packets/slot. Therefore,the proposed algorithm can achieve larger
rate region.

\section{Conclusion}
\label{sec:conclusion}  We have developed joint scheduling channel
probing algorithms for time-correlated and stationary/non-stationary
wireless channels. The proposed algorithm has been designed for the
channel probing model where the acquiring CSI of a use requires
$\beta$ fraction of the time slot. The proposed algorithm first
decides the set of channels that must be probed at the beginning of
each time slot. The set of channels is determined by considering not
only the queue sizes and estimated transmission rate but also the
information on each channel. We apply Gaussian Process technique to
predict CSI at each time slot based on the previous actual CSI
observed. In simulation results, we show that by applying GPR with
the proposed algorithm, the network can carry higher user traffic.

\bibliographystyle{IEEEtran}

redpajama_set_name: RedPajamaArXiv


Chrissy Teigen is usually very open and personal with fans on Twitter.
On July 3, Chrissy Teigen posted a selfie to Twitter with long, blonde hair.
Fans on Twitter complimented the model on her newly dyed hair.
Chrissy Teigen is a busy lady. She's not only the co-host of "Lip Sync Battle" on Spike TV, she's also famous for taking down trolls on Twitter. She's the author of a best-selling cookbook called "Cravings," has an adorable daughter named Luna (seriously, if you don't follow Teigen on Instagram, you should), talks openly about mental health, AND has a collaboration with Becca Cosmetics. Somehow between all of this she recently found time to change up her look, and she looks absolutely gorgeous with her longer, lighter locks.
In a recent Twitter post, Teigen uploaded a photo of herself with some SERIOUSLY long-length locks in a lighter color than we've seen from her. It's... strawberry blonde? It's... bronde? It's... just blonde, and I should stop trying to reinvent the wheel? It's a filter, and who knows what's real and what's not? Whatever it is, she looks wonderful as usual, and her fans certainly seem to agree. Many folks complimented her new look, though others seemed mad — only because they now have inspiration to dye their hair but aren't ready to drop the cash on an appointment.
She's also fresh-faced and glowing in the pic, showing off a diamond ring. While some fans focused on her hair color in the pic, many asked for the color of her nail polish, and we have to say, we're now wondering about that, too. The woman knows how to make a statement. Keep doing you, Chrissy.


Australia's housing market has slowed.
At the end of March, CoreLogic's RP Home Value Index indicated that national dwelling prices fell by 1.0% in the March quarter, bringing annual price growth down to just 0.7%. The March fall in value was led by the high-priced Sydney market, which fell by 1.7%. But Sydney wasn't the only market to correct, with Melbourne (–0.5%), Adelaide (–0.4%), Canberra (–0.2%), Perth (–0.2%) and Darwin (–0.1%) all recording falls in the March quarter, while Brisbane was flat. Hobart – which typically lags the nearby Melbourne market – bucked the national trend, with a quarterly gain of 3.4%, and its annual rate of growth (13.0%) showing a clean pair of heels to Melbourne (5.3% year-on-year).
The data also says the distribution of price growth is changing. Sydney and Melbourne have dominated the most recent price cycle. Now it looks like they may be taking a step back – in part due to changing interstate migration flows amid stretched affordability in the two biggest cities. In particular, the flow of people out of New South Wales has increased, leading to Queensland overtaking Victoria to be the highest recipient of net interstate migration over the past year.
There are a range of factors which have been restraining dwelling price growth lately. Affordability in Sydney and Melbourne has become very stretched. A regulatory crackdown by APRA since early 2017, with a focus on interest-only loans, has slowed lending growth to investors, lending standards more generally have been tightened, making it harder for some would-be buyers to obtain credit, and interest rates for investors have edged up. At the same time, the supply of new housing has also increased of late, helping to explain why prices are taking a breather after a prolonged run-up.
Chart 1 below shows the ratio of the number of dwelling commencements to Deloitte Access Economics' estimate of the increase in the underlying demand for dwellings (reflecting the number of new households plus the replacement of demolished housing). After a period of below-average building activity, both before and after the GFC, we have more recently been building more dwellings relative to underlying demand.
However, after a couple of years of above-average increases in housing supply, by 2016-17 a pick-up in population growth had brought the ratio of new supply to new demand back to its long-run average. Recently, the ABS announced Australia's population grew by a stunning 396,000 people over the year to September 2017, driven by net overseas migration of around 250,000 people. Looking ahead, dwelling commencements have been gently moderating, and we expect housing investment to decline over the next couple of years, suggesting that the change in the supply–demand balance may once again point to higher prices (again) and stronger rental growth.
In the short term however, changes in investor activity can have a bigger impact on house prices than these underlying supply–demand drivers. Most of the slowdown in the Sydney and Melbourne property markets seems to be linked to waning investor demand, amid the tighter lending practices. However, it also looks as if the slowdown in investor lending may have more or less run its course (see Chart 2).
Australia's capital city housing still looks very expensive based on any historic or global comparison, and high levels of household debt remain a significant risk factor for the Australian economy going forward.
For now however, the recent house price moderation does not appear to be turning into a rout. Underlying demand for housing continues to be supported by key drivers – led by strong population and employment growth, the maintenance of record low interest rates, and continued investor interest in the sector.
For more information on the Australian brief, please contact co-authors David Rumbens and Andrew Ponsonby.
The latest Deloitte survey of UK Chief Financial Officers (CFOs) released this morning shows that business confidence has edged up and is running not far off its long-term average. CFOs seem to have shrugged off weakness in equity markets and concerns about trade with perceptions of uncertainty dropping to the lowest levels since the spring of 2016, before the EU referendum. This finding fits with our own "Worry Index" which tracks newspaper references to terms relating to uncertainty and risk. It dropped to a ten-year low in the first quarter.
The announcement of the Brexit transition on 19th March seems to have had a positive effect on the corporate mood. 84 CFOs responded to the CFO survey before the deal was announced, 22 after. Those who answered in the wake of the announcement showed significantly higher levels of optimism and risk appetite than earlier respondents. Latter respondents were also less negative about the long-term effects of Brexit.
For the first time in two years CFOs do not rate Brexit as the main risk facing their businesses. Brexit has dropped to second place, with concerns about slower UK growth now at the top of the risk league.
Such uncertainties about prospects for activity in the UK are reflected in the balance sheet strategies being pursued by large businesses. CFOs in businesses that derive most of their revenues abroad report a clear focus on expansion, especially introducing new products or services and moving into new markets. Their counterparts in businesses deriving most of their revenues from the UK are operating more defensively, with cost control as their top priority.
With the unemployment rate at a 43-year low, labour shortages are emerging in the UK economy. 31% of CFOs report that recruitment difficulties or skills shortages have increased in the last three months, with none reporting a decline. CFOs have also brought forward their estimates for the timing of interest rate rises, with 96% expecting rates to be higher in a year's time.
The effect of the transition announcement on this quarter's survey results underscores the sensitivity of sentiment to developments in the Brexit negotiations. The moment of truth on Brexit is approaching. The UK government hopes to strike a deal with the EU and have it endorsed by Parliament this year. Whether it succeeds in doing so seems likely to be a major driver of business confidence through the rest of this year.
PS: Two weeks ago we argued that the trade spate between the US and China represented an economic and a geopolitical contest. An article in the FT by Richard Starpoli, former Chief Information Officer for the US Department of Homeland Security, lends support to this view. In it Mr Stapoli wrote that tariffs on Chinese imports to the US, "are long overdue and they must be only the first step to safeguarding the technological interests of America and the world. We are in a new cold war with Beijing, to retain control of the technology critical to the modern economy.".
PPS: We recently wrote a briefing on the advantages of cash whilst noting the rise of digital payments. Last week the head of Sweden's Central Bank, Stefan Ingves, warned of the dangers of a completely digital payments system controlled by private companies. The governor cautioned that a lack of public control would leave the country vulnerable in the event of a serious crisis or war.
PPPS: We recently wrote another briefing on the value of a university degree. Last week we came across figures published in 2015 by The Chartered Institute of Personnel Development – which represents people working in HR – showing that 35% of bank and post office clerks have degrees, ten times the percentage in 1979 and the number of newly-employed teaching assistants with a degree has increased from 5.6% to 36.9% since 1979.
The FTSE 100 ended last week up 1.6% at 7,172.
Andrew is part of the macroeconomic policy and forecasting team in the Canberra office. He has extensive experience in modelling and analysis of the Australian residential property market.


Minneapolis residents are using new website, but not all city departments are contributing.
Minneapolis' seven-month-old open data initiative has pushed the city to put dozens of data collections online, but a handful of departments still haven't posted any information.
Seven of the city's 12 departments have posted data they've gathered on topics such as 311 calls, fires, rental licenses, energy usage in public buildings and future land use planning. The city's open data website has been visited more than 400,000 times and visitors have downloaded more than 1,200 data sets, according to a report Otto Doll, the city's chief information officer, presented to council members Wednesday.
Doll said officials are pleased with progress on the effort to make more raw data available to residents, businesses, the media and other interested groups. The open data policy approved last July made Minneapolis the 16th city in the country to adopt regulations about posting city data.
But he said the city is also looking to improve its system. Some council members said Wednesday that they'd like to see more effort from all departments in posting data. So far there have been no reports from the offices of the city attorney, assessor or clerk or from the Civil Rights Commission or Internal Audit Department. Otto's report notes that the clerk's office is currently working on a report on historic election data.
While each department is required to put someone in charge of data and begin posting, there's no firm timeline on when that must happen. Otto said the process of sorting out what data the city has, and then getting it all online, takes time. He noted that there have been calls for a more clear way to search the full range of data Minneapolis has available.
Otto said he's also aware that more users would like to get the data in a format that puts it into context, rather than just a confusing spreadsheet of numbers. The city has experimented on several projects, including an interactive map of dangerous dogs and a searchable tour of public art.
Council Member Andrew Johnson said he knows of neighborhood associations that have used the city's data to assist renters. He said he's used the data portal himself instead of making a more formal data request. And he's sorted through the information to help provide detailed information to potential business owners — including one he says ended up deciding to locate in his ward.
Council Member Cam Gordon said he's hopeful the next annual data report will include participation from all of the city's departments.
"I think this is a very useful tool … but now what can we do to get more information out there?" he said.


Not ready…or just not willing?
What if a holy relationship runs aground?
Anxiety: Where does it come from and what gets rid of it?
Why should you be at their mercy?
It's not me––it's the ego!
Would other training be helpful?
Do we really have a hierarchy of needs?
A religious devotion to death?


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Autistic School Shooter Charged with "Terrorism"
Looking at this little faggot's weird face, you do start to agree with Bobby Kennedy. Vaccines have been mutating children.
I don't understand why this is terrorism.
Obviously, he should be charged as an adult and executed, but making it terrorism seems like some political snake game.
Terrorism is a very specific crime, and in fact, it shouldn't even exist legally.
Premeditation doesn't magically become "terrorism."
They are charging this school shooter with "terrorism" so they can expand the use of that legal fiction.
Ethan Crumbley, the 15-year-old suspect accused of opening fire at his Michigan high school, pleaded not guilty on Wednesday to one count of terrorism causing death, four counts of first-degree murder, seven counts of assault with intent to murder, and 12 counts of possession of a firearm in the commission of a felony.
The sophomore, who is being charged as an adult, allegedly fired more than 30 rounds in the hallways of Oxford High School on Tuesday shortly before 1:00 p.m., killing four students and wounding seven others, including a teacher.
He appeared in Oakland County Court by video on Wednesday, slumped over in a vest, white mask, and glasses.
Mark Keast, an assistant prosecuting attorney in Oakland County, told Judge Nancy Carniak that he doesn't "have the words to describe how horrific" the surveillance video of the shooting is.
"He methodically and deliberately walked down a hallway, aimed the firearm at students and fired it," Keast said. "After children started running away from the defendant, he continued down the hallway, again at a deliberate and methodical pace, pointing and aiming inside classrooms and at students who hadn't had the opportunity to escape."
The terrorism is single motherhood.
Why are they not charging the single mother?
Why is this "terrorism"?
Maybe this CNN article called "Here's why the suspected Michigan school shooter has been charged with terrorism" can help us understand?
Let's see…
Michigan law defines an act of terrorism as a "willful and deliberate act that is all of the following:"
"An act that would be a violent felony under the laws of this state, whether or not committed in this state.
"An act that the person knows or has reason to know is dangerous to human life.
"An act that is intended to intimidate or coerce a civilian population or influence or affect the conduct of government or a unit of government through intimidation or coercion."
The criminal complaint against Crumbley refers to the third condition and says the act was committed against the Oxford High School community.
Anything endangering human life is terrorism?
According to this definition, you don't even have to be breaking the law.
This is stupid.
Maybe instead of laboring over some bullshit about terrorism, we should talk about what the virus agenda is doing to the mental health of teenagers?
Or the vaccine thing?
Or the single mother thing?
Maybe all three?
But nope – endangering life is terrorism.
Okay, faggot.
Finland: 5 Arrested for Supposedly Plotting Far-Right Terrorist Attack
The New War on Terror is a Jewish War Against White People
UK: Hospital Bombing Ruled a Terrorist Attack


Nowadays,Directory submission is considered as one of the best way to boost and increase backlinks as well as your blog traffics. Do you know that directory submission is one of the best practice of SEO?.So Today I will share a list of free directory (high page rank) submission sites that will surely help you to improve your blog SEO.
This technique is a part of OFF page SEO. Basically Off page seo means advertisement of your blog through various Through Various Means such as Social bookmarking,Blog commenting,Social media marketing ,Directory submission etc.The main aim of doing this is for creating high quality backlinks for your blog. If you are able to create quality backlinks then it will surely help you to improve your rankings in search engines which in turn will increase your blog traffics too.
However today I'm sharing a complete list of directory submission websites that will really help you to get quality backlinks from them.
To get Listed in these directories you need to first register on these websites and then they approve your website.
For example I am using this directory JAYDE.COM which has 5 Google PR.
Now On the Top of the right corner,click on submit your site link.
Now a pop up page will open And now select submit.
Now Fill the form with your name of youe website/ blogs and other data .Choose properly category Which is similar to your blog and suitable for your website. After you have successfully Filled this form, click on add my site button.
The above post was that free directory submission site list. So try to use these efficiently so that you can get a high quality backlinks from these websites.Hopefully these websites list will be help you to get quality backlinks. So submit your blogs URL and other details to these directories that will surely help to getting high quality backlinks.
If you get something helpful from this post, share your social media.
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Directory Submission is good thing for seo.


2 Story retail/office building at the corner of Route 940 and Route 115 in Blakeslee, adjacent to entrance of Ahart's Shopping Center. Great visibility and traffic volume. 3456SF on 0.38 acres. Site hosts on-site parking, good signage, and public sewer. Upstairs presently is residential apartment. Great for end-user.


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Cyberpunk 2077 Free Trial: Details and Mechanics
Learn all the details here!
By Christian Pepitoon February 15, 2022
The latest Cyberpunk 2077 update, patch 1.5 is now here and it brings tons of new content to toy with and it includes the Cyberpunk 2077 free trial. What is it and how does it work on the next-gen consoles? Here are the details to sink in.
What is the Cyberpunk 2077 Free Trial for Next-Gen Consoles?
According to the official website, this is the free trial of the game aka a game demo. It will offer players a chance to play the game and check out Night City. This will now have updated version of the game for the next-gen consoles. Of course, it will only be playable for a limited time only.
To gain access to this free trial, players only need to download it on the Xbox Series X/S and PlayStation 5. The perks they can enjoy with this freebie are all of the updates in Patch 1.5, the next-gen-specific features, the DLCs, and more.
Players who are unsure of purchasing the game and just want to see how it plays on their console, they can just download this and play. If they do not like it, just delete it afterwards, but otherwise, they can opt for buying the full game.
How does the Cyberpunk 2077 Free Trial for Next-Gen Work?
Download the free trial on the PlayStation or Xbox store on their respective next-gen consoles. Download and install it on the console, and play it right away. Players are only limited to play this free trial for only 5 hours. The best part: players have full control on where they can go or what they can do in it.
After the 5-hour trial ends, the demo will ask players to buy the full game or just delete it afterwards. For those who purchase it though, they can have their save progress carried over to the full game and continue their adventures there.
To clarify though, the free net-gen trial version of the game will be available only on PS5 and Xbox Series X/S. It will not be available on the PS4, Xbox One, and PC. Also, in Germany, the price for 18+ rated game trials cannot be offered for free due to regional regulations. Players need to be PlayStation Plus subscribers to gain access to the trial.
Cyberpunk 2077 is now available on PS4, PS5, Xbox One, Xbox Series X/S, and PC.
Cyberpunk 2077 Phantom Liberty is Biggest Budget DLC Made by CDPR


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byTanmay Sharma On Mar 10, 2014
The land of trumpets and roar, Jim Corbett National Park in Uttarakhand is the perfect place to enjoy your break among some of the most ferocious and beautiful creatures on earth. You can also soak in the mesmerizing panoramas of the place. The exotic wildlife of the park has been enchanting wildlife aficionados that visit the park from all round the globe.
Water is essential for the survival of the wilderness and in Jim Corbett National Park; there are quite a few sources that nurtures the wildlife. Ramganga can be considered as the major hydrological source for the park. The Kosi Rivers also flows by the national park and is an important water source for the park. These water bodies also mean that the aquatic life of the region is alive and kicking. The rivers that flow in and around the Jim Corbett National Park are as follows:
1 – Ramganga River:
It is impossible to even imagine the existence of Corbett without Ramganga River. It is the largest of all the water bodies in the park. Inspired by Ramganga River, this park was named Ramganga National Park in 1954-1955 before being changed to Corbett National Park in 1955-56. It is a rain fed river that emerges near the Gairsain region in Lesser Himalayas. Ramganga River flows around a stretch of 100 kilometers before entering into Corbett. It flows through the eastern section to the western section of the park for a distance of about 40 kilometers till Kalagarh. At Kalagarh, the river enters into the plains. There is a dam on the Ramganga River at Kalagarh. This dam was built in the mid of the 1970s and is a reservoir of the area measuring almost 80 square kilometers. The backwaters of this dam reach the Dhikala Zone of the park. After Kalagarh, the river flows for almost 300 kilometers through the Gangetic plains and finally, it merges into the Ganges near Farrukhabad, Uttar Pradesh.
Many avian species such as Kingfishers, Storks, Fish Eagles and Terns are found in the region where the river flows. In winters, the reservoir of the river allures many migratory birds, especially the water birds from Central Asia and Europe.
The road that links Dhangarhi to the Dhikala Zone of the park, runs alongside the river for most of its stretch. There are a number of rest houses in Dhikala, Gairal, Khinanauli and Sarapduli; most of these rest houses overlook gleaming rivers. In the valley of Patli Dun, the watchtower of Dhikala is a perfect spot for observing the Ramganga River. In order to have a closer look of the river, the tourists can get off of their vehicles at Champion's Pool, Crocodile Pool and High Bank. To get a bird's eye view of this river, the best place is the Forest Rest House of Kanda, which is the highest rest house in Corbett.
Major Aquatic species: There are many rare aquatic species that are found in Ramganga River. These comprise turtles, otters, crocodiles, gharials; the rare Mahseer fish is also found here.
2 – Kosi :
The Kosi River flows along the eastern periphery of the park, from Mohan till Ramnagar via Dhikuli. The wild animals of Corbett National Park use the Kosi River to quench their thirst.
The bed of this river is sprinkled with boulders and the flow is unpredictable. The river also changes its course frequently. Similar to Ramganga, the Kosi River is also a preferred habitat of Mahseer fish and the river also entices many migratory bird species. The Kosi River also comprises many sheer cliffs adjoining its banks. In certain pockets of the park, tourists can even encounter gorals, which look somewhat like goats, grazing on the slopes.
Major Aquatic Species: There are several major aquatic species found in the Kosi River. Predominant among them is the Mahseer fish.
3 – Sonanadi :
The beautiful Sonanadi River is a significant tributary of the Ramganga River. Sonanadi Wildlife Sanctuary that adjoins the Jim Corbett National Park, is named after this river. Sonanadi Wildlife Sanctuary forms an integral part of the Corbett Tiger Reserve. The Sonanadi flows from the northwest side of the park and bumps into the Ramganga River, at its reservoir. The meaning of Sonanadi is 'river of gold'.In the past, ounces of gold, found in the muddy deposits and trickling down from the upper regions, were mined from the bed of this river by the process of washing, sieving and mercury treatment.
4 – Mandal and Palain:
The Mandal River flows along the eastern elevations in Chamoli. Mandal flows a stretch of 32 kilometers and meets the Ramganga River at Domunda situated slightly above the Gairal Region. Mandal is a gentle water body in the dry season, but in the monsoon season, the river turns into an energetic gush. This river acts an important breeding ground for the rare Mahseer fish.
The third vital tributary of Ramganga River is the Palain. This river enters Corbett from the northern side of the park. Palain River joins Ramganga almost 3 kilometers north of the Boxar settlement at the reservoir of the Ramganga.
5 – Sots:
Sot is a seasonal stream found in the park. For a good portion of the year, animals in the Corbett National Park depend on these sots for drinking water. There are quite a few sots in the park that are vital such as Jhirna, Garjia, Paterpani, Dhara, Kothirao and Laldhang. In the monsoon, these sots wash away roads and bridges causing the closure of the park. These sots also act as a pathway for many animals. Most of the sots are enclosed with bamboo clumps and lush evergreen shrubs forming a perfect habitat for many wildlife species including the big cats.
The rivers in Corbett National Park play a major role in preserving the ecosystem of the park. These rivers are also one of the key charms of the park. Adventure activities such as angling and fishing are also permitted inside the park; however, you need to get a permit for that. Corbett also has a number of areas where their abundance makes them heaven for Mahseer fishing. Without a doubt, these rivers in and around the park add an element of enchantment for all the wildlife buffs!


JETS (Junior Entertainment Talent Slate) is accepting applications from Producer/Director teams with an advanced draft script and production plan to participate in its upcoming co-production forum, with a deadline of Thursday, December 14th.
The Co-Production Forum will be hosted at the International Berlin Film Festival 2018 and aims to help teams find co-production partners. It brings together filmmakers from Germany, Ireland, Britain, Finland and Canada.
A maximum of twenty-four projects will be selected to participate, with applicants expected to be in the first six years of their career in film or television. An exception can be made for producers however, who may have up to ten years of experience.
Entries are welcome for fictional projects only, which are in the development or funding stage, and which will run at eighty minutes or longer. The total co-production budget may range from €300,000-€2,200,000.
The JETS Co-Production Initiative organised by WEP Productions & WEP UK Productions is funded and supported by the Irish Film Board, Telefilm Canada, Finnish Film Foundation, FilmFernsehFonds Bayern, HessenFilm und Medien, and nordmedia.
For further information you can contact: infouk@wepfilms.com and ask for the Call For Entry, which will include the complete conditions for the application.


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Flight Centre Independent Celebrates 10 Years Strong With Growth In New Markets
TORONTO, ON, April 4 –Flight Centre Independent Agents from nearly every province will again convene in Toronto on April 13thand 14thfor FCI's Annual Cross-Canada Meetup, an event designed to bring agents together to network with each other and industry partners as well as involve agents in the decision-making and plans for the business.
"We are always evolving this business," says FCI General Manager Lee Zanello, "and we don't do that without involving our agents. Involve to evolve; it's a simple premise that has been working for us for ten years now. We listen to our agents, get inspired by their vision and then implement the plans and tools needed to help make them successful."
This year's Meetup will feature the launch of new booking tools, new marketing and social media initiatives and a new fee model that gives the agents the ability to customize and better control their program expenses. The weekend will also feature the inaugural Independent Partner Appreciation Awards where supplier partners chosen by FCI agents will be recognized for their work.
"Our partners are extremely important to us at FCI," Zanello says. "With Flight Centre's Preferred Partnerships, not just in Canada but globally, we know they help us offer our agents the most extensive and supportive network in the country. I cannot wait to show our appreciation for all that they do with these upcoming awards."
As FCI turns 10 Years Strong this month, the weekend will also be notable for celebrating the January launch of a sister brand in the US, Independent by Liberty Travel.
"Independent by Liberty Travel has exceeded all of our initial expectations in the first few months," says Flight Centre Vice President for the Independent Agent Brands in North America, Cameron McLeod. "There is a fantastic camaraderie between our Canadian and US businesses with Canada guiding the way with their 10 years of experience and the US able to contribute heavily with strong supplier relations and technology and systems innovations. It's a fantastic time for Independent Agents to come on board with the company on both sides of the border."
The event will take place at Flight Centre's flagship Travel Centre in downtown Toronto at the corner of King and Spadina, the first of its kind in Flight Centre globally to feature its own event space.
About Flight Centre Independent
Flight Centre has three distinct Independent offerings working with individual Independent contractors, small agencies who appreciate the backend support and earning potential offered by a Global brand, and partners who have unique and specific requirements from a host agency.
"Our size and strength in the Canadian travel industry gives us the resources to work directly with each agent or agency on an individual basis," Zanello says. "We aren't cookie-cutter and we work hard to ensure we have a host solution that is flexible enough to fit pretty much any arrangement."
"Put that together with a company culture that doesn't take itself too seriously," Zanello adds, "and you get opportunities like this that help people realize they are not just a part of our business, they are a part of our family."
Flight Centre Independent is Flight Centre's host-agency solution for Independent Contractors and has agents in nearly every province and territory across Canada. Part of the larger Flight Centre Leisure business, the Independent brand turns ten years old this month and affords Independent Contractors access to the same support and infrastructure that supports Flight Centre's retail locations nationwide.
If you would like more information, please contact Lee Zanello, General Manager for Flight Centre Independent at 647-628-7353 or lee.zanello@flightcentre.ca
www.flightcentreindependent.ca/join-the-family/