WHY DID WE BUILD THIS PLATFORM?
To provide companies with the ability to directly, and continuously, identify a diversified group of (a) highly qualified directors, who are free of conflicts, and (b) senior executives, so companies may field the most competitive team.
To decouple the quality of the search solution from the experience level of the search consultant and his/her research team.
The search process is a repeatable model, with participants that change every day. The Platform identifies every candidate who meets a Subscriber's search criteria, every time, on demand. The platform is agnostic with respect to candidate identification; no candidate is ever held back or omitted because of "off-limits." Our data, from S&P Global, and a Subscriber's searches are updated nightly so search for directors and senior executives is now a continuous process.
Five-plus years of development from conception to Platform release, to allow companies to take direct control of the director and executive search process, using state-of-the-art digital technology with global data that is updated nightly.
The Platform translates data into insight about people, the Directors and senior executives of every public and private company in the world.
One efficient global marketplace for top talent.
We deliver exceptional solutions, for exceptional results.
Every day S&P Global Market Intelligence collects, scrubs, interprets, and analyzes vast volumes of content, turning it into actionable intelligence on the global financial markets and the companies and industries that comprise those markets.
The Platform translates the S&P data to provide you with the information you need to identify the most talented people in the world, instantly and confidentially.
The Platform is comprehensive, faster, better than legacy search processes, and far less expensive.
An unlimited number of searches can be conducted for one annual subscription fee, that includes our proprietary insight into the S&P data.
Initially identical to Computer Data until "touched" through the Member Portal with proprietary data added by each Member (ethnicity, language abilities, age, geographic preferences, board preferences, work history, reporting relationships, LinkedIn URL, Skills, Knowledge, Experience, etc.) as each Member "perfects" his or her Board profile.
Brought in nightly through the Data Importer with records automatically updated unless "touched" through the Member Portal.
The Director Search Platform provides the insight into the most important people in the world.
Data discrepancies are resolved through Member and Director Search team.
How do you ensure that you are identifying the most appropriate and experienced leaders from around the globe for Board and executive roles to drive innovation and shareholder value?
How do you ensure that you are not missing anyone, EVER ?
Instantaneous interactive search, benchmarking, peer group comparisons, and succession planning, with automatic daily updates to saved searches and candidate status.
There is nothing like this Platform.
No Qualified Candidate is Omitted or Missed, EVER!
The Platform has ALL the data, on every public and private company in the world, updated nightly.
Individuals may not opt-in to the Platform. Members are those who (a) are a corporate director; (b) report within 3 levels to a CEO; or (c) are nominated by another Member.
Director Search has strategically partnered with RHR International, the world's preeminent assessment firm, to offer the Combined Solution. RHR's international reach includes Australia, Austria, Brazil, Canada, China, France, Germany, India, Italy, Japan, Singapore, Spain, Switzerland, and the United Kingdom. Within the U.S., RHR has locations in Atlanta, Boston, Chicago, Dallas, Denver, Los Angeles, New York, Philadelphia, Salt Lake City, and San Francisco.
The Director Search Platform is merit-based and agnostic, and will identify every candidate, on demand, who meets a Subscriber's search criteria, without any bias, omission, or hold-backs for "off-limits" reasons. The Platform handles all conflict checking as well as candidate affiliations to Board members, two levels deep. Subscribers also can use the Platform for succession planning and benchmarking.
RHR International can assess any candidate who the Platform identifies to help Boards and executive teams ask the right questions about "fit" with the Board and the company. Our Combined Solution provides a powerful outcome to help Boards and companies with their search for top talent.
by nomination from existing Members.
Members should register, claim their identity, and update their corporate board profile.
The Director Search platform augments legacy search practices but gives corporate boards, companies, private equity firms, venture capital firms, and hedge funds (Subscribers) direct control of the director and executive search process and direct access to the backgrounds of its 2 million Members on a 24/7/365 basis.
Director Search is the next generation executive search platform. The platform's 2 million Member records are updated daily and each is assessed for qualifications, conflicts, and board affiliations on every search request. The platform is consistent, thorough and unbiased; and it never sleeps.
Director Search demystifies the search process and makes director and executive search an open, transparent, fully accessible process that is faster, better, continual, and much less expensive; an unlimited number of searches may be conducted for an annual subscription fee. As may be seen in the Platform Statistics, the platform brings together the global market participants – the approximate 650,000 corporate directors and senior executives of public companies – that control much of the world's capital and investment decisions. The platform has the same data on over 60,000 directors and executives at private companies with annual revenues of $100 million or more.
Subscribers can customize the search engine and search for candidates on a confidential and continual basis across many qualifications criteria, including company participation in global market financial indices. Multiple searches may be left "open" so the platform can continually match candidates to a Subscriber's search criteria and provide daily alerts to changes in potential candidates or their status. Time is a board's friend when looking for directors and the platform supports long periods of candidate consideration while also providing up-to-date qualified candidates and data.
Subscribers also may benchmark corporate boards and a company's executive team to assess their competitive stance, since board, company and any of the 2 million candidate profiles can be displayed with a simple click.
Since the platform is interactive, a Subscriber can play "what-if" with the search criteria and immediately observe the effect on the candidate list as search criteria are varied and the candidate list is refined. The Board Profile of each candidate is immediately displayed with a click so Subscribers can make an initial decision whether to retain the candidate for further review. Each candidate list can be refined, sorted, winnowed down, and saved for further review, with daily notifications of any changes to candidates or their status.
Subscribers finally have a tool to immediately initiate a search and, if they choose, watch and consider potential director and executive candidates over time, knowing the candidate list and data always are current. The Director Search platform has perfected the search and candidate identification process as its data is updated daily and each Subscriber can customize the search engine for candidate qualifications, conflicts and affiliations.
Assessment of candidates for interest and "fit" still need to be made by the Subscriber or third-party firms but the platform has: solved the difficult candidate identification piece of the puzzle; and enabled continual candidate searching and updating to support the director and executive succession planning work of its Subscribers.
The Director Search platform demystifies the search process and allows Subscribers to interactively identify and consider qualified director and senior executive candidates who are outside of their network.


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1 The special rate is available for 5 months from the date of the approved application. The rate applies to all purchases and balance transfers conducted within that period. Terms & Conditions, fees & charges apply and are available on request. Normal credit criteria apply. At the end of the 5 month period the rate will revert to the normal credit card rate. Request a Credit Card Key Fact Sheet from our website.


(Only QUALIFIED Healthcare Professionals accepted) We are accepting applications for a Nurse Practitioner or Physician Assistant to work in a Primary Care setting in Greensboro. Will consider new grads! Lets Discuss!


Okinawan taco rice is totally a thing, and so is Korean cheese ramen, so why not? It's cold out, and sometimes you need to scratch two snacky comfort food itches at once.
In a large saute pan, brown the chorizo and onions over medium heat. When the chorizo has released its lovely orange grease and the onion is translucent, sprinkle in the taco seasoning and flour and stir everything around until the flour has combined with and soaked up the grease. Reduce the heat to low and stir for a minute, then slowly stir in the milk. Stir stir stir to keep it nice and creamy and get out any lumps, and then stir in the stock. Simmer over low heat for five minutes to thicken the broth.
Tease apart ramen noodles and add to boiling water. Stir and cook in boiling water for 2 minutes. Drain well. Portion into three bowls.
Add in the cheese to the broth and stir until fully melted. Ladle on the cheese sauce/broth, stir noodles in the broth to loosen them, then top with the scallions, tomatoes, jalapeño and cilantro. Squirt on extra taco sauce if you like. Enjoy!


Red Dingo have done it again! These affordable patterned nylon dog leads are hard to beat on price and style. Durable, machine washable and stylish. Flanno gets its design inspiration from the ever popular flannel shirt. Available in four vibrant and cheerful colourways. Woof!
The Flanno design comes in 4 colours and 3 sizes. Matching collars and harnesses are also available.


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Q: Best way to pass arguments in constructor I have a class that create rows in table layout. The row creation depend upon data and metadata. As metadata is same for each row like show/hide visibility properties etc. so I have created metadata property as a static and initialize once using initWidget of RowWidget.
just example:
class RowWidget extends FlexTable{

  public static void initWidget(Form form,
    HashMap<Long, ContractorPermissionEnum> formModePermissionMap,
    GridMode gridMode,
    boolean isApplied,
    boolean isChildExist,
    boolean isChildAttachment)
    {
      // ...
    }
}

Then I called below constructor for each record data.
public RowWidget(DataRawType dataRawType, Data data, Data parentData) {
 // ...
}

As I thought this is not right approach. because as pattern when anyone see this class then understand it will create one row. I don't want to call initially initWidget. I want to pass each required parameter in constructor only like
public RowWidget(DataRawType dataRawType,
  Data data,
  Data parentData,
  Form form,
  HashMap<Long, ContractorPermissionEnum> formModePermissionMap,
  GridMode gridMode,
  boolean isApplied,
  boolean isChildExist,
  boolean isChildAttachment) {
  // ...
}

But due to this, constructor have no of arguments. and I think it's also bad pattern to have 5+ parameter in constructor.
Is Anyone suggest me:

*

*How to construct class which have same property required in another
instance?

Note:I know this is possible through static only but don't want to use static.

*

*What is best way to construct class with having some default fix
property for all instances?

Note: I don't want to create another class to achieve it. or any getter/setter method.
Thanks In advance.

A: I would suggest builder pattern. You would need one extra class to create RowWidget objects. So the call would look like that:
RowWidget widget = new RowWidget.Builder().withData(data).withParentData(parentData).withDataRawType(dataRawType).build();

Here is neat explanation of the pattern:https://stackoverflow.com/a/1953567/991164

A: Why not create method which will accept the newValues for the properties you want to change & return a new instance of the classes with all other properties copied from the instance on which you invoked this method.

A:
How to construct class which have same property required in another instance?

To achive this you can have a super class with all the properties you want. So any class extending this super class will be have these properties. This way you don't need to use static keyword.

What is best way to construct class with having some default fix property for all instances?

For this one you can have an interface with some constant properties. This way any class implementing this interface will be having the fixed properties.

A: You could separate/extract the parameters from the RowWidget-class fro example in a RowWidgetConfig-class.
class RowWidgetConfig {
    // put here all your parameters that you need to initialize only once
    // init using setters
}

Now create once instance of that class and pass it among the other parameters to RowWidget constructor.
Another alternative would be to have factory for creating RowWidget instances. The factory would also contain all the parameters you need for a row instance plus a factory method createNewRowWidget witch creates an instance base on the parameters contained in the factory.
class RowWidgetFactory {
    // put here all your parameters that you need to initialize only once
    // init using setters

    public RowWidget createNewRowWidget() {
        // create
        return ...
    }
}

A: The static initWidget() thing just doesn't seem right for me.  Though probably now you will only have one set of RowWidgets which share some properties, it is also reasonable to have 2 sets of RowWidgets, each set will have its own "shared" properties.  Things will be much more fluent and you have much more choices in building more reasonable APIs if you refactor your code to make a more reasonable design
Assume now I introduce something like a RowGroup (which kind of represents the "shared" thing you mentioned)
(Honestly I don't quite get the meaning for your design, I am just making it up base on your code);
public class RowGroup {
    public RowGroup(Form form,
                    HashMap<Long, ContractorPermissionEnum> formModePermissionMap,
                    GridMode gridMode,
                    boolean isApplied,
                    boolean isChildExist,
                    boolean isChildAttachment) { .... }

    public void addRow(DataRawType dataRawType, Data data, Data parentData) {...}
}

When people use, it looks something like:
RowGroup rowGroup = new RowGroup(form, permissionMap, gridMode, isApplied, isChildExist, isChildAttach);
rowGroup.addRow(DataRawType.A, dataA, parentA);
rowGroup.addRow(DataRawType.B, dataB, parentB);

You may even provide builder-like syntax or a lot other choices.
RowGroup rowGroup
        = new RowGroup(.....)
              .addRow(DataRawType.A, dataA, parentA)
              .addRow(DataRawType.B, dataB, parentB);

Even more important, the design now make more sense to me.

A: If you did not want to create another class, I'd suggest what A4L suggested.
Without creating another class, I would create constructor that takes all parameters and factory method that uses current instance as template and pass its own parameters to constructor parameter.
example (with obvious parts ommited)
class A{
  public A(int p1, int p2){...}
  public A create(int p2) {
    return new A(this.p1,p2);
}

redpajama_set_name: RedPajamaStackExchange


TBILISI, DFWatch–Georgia's new government says it will not continue a plan launched by President Saakashvili two years ago called 'Smiling Georgia', which involved fixing the teeth of elderly people.
Minister of Health Davit Sergeenko said at a press conference Wednesday that the country has more important issues to solve now than 'Smiling Georgia' and will not follow it up. He called the project part of the previous government's election campaign.
Some people have managed to have their teeth repaired for free, but there are also some who are dissatisfied that they had all their teeth removed before the election, and after the election they didn't get prosthesis because the 'Smiling Georgia' project was stopped.
President Mikheil Saakashvili in the end of 2011 promised to fix the teeth of elderly people.
"When a person has a problem with the teeth, he loses the joy to work, joy to smile and has a different opinion of the world," Saakashvili said at the launch.


text:
Video needed: https://www.youtube.com/watch?v=8zGFvzMMO9w
The assignment associated with the BP oil spill video is to write a short essay, reflecting on the content of the documentary.
Your essay should evaluate the scientific content of the documentary, relative to the social-emotional content. Several difference voices are heard during the video, including local residents, shrimp fishermen, university professors, BP incident commanders, oil company executives, lawyers, etc.. Many figures and statistics are presented, along with explanations of how oil behaves in the marine environment. Reflect on who you find most convincing and why. Do you suspect a bias among any of the interviewees or in the makers of the documentary? If so, give an example and say why you're suspicious. How would you go about fact-checking the information presented? Summarize the quality of the documentary with respect to scientific content and how convincing it is to viewers.
Discussion on the Ethics of Gun Control Disclaimer: This work has been put together by an understudy. This isn't a case of the work composed by our expert scholastic essayists. You can see tests of our expert work here. Any feelings, discoveries, ends or proposals communicated in this material are those of the writers and don't really mirror the perspectives of UK Essays. Distributed: Fri, 05 Jan 2018 The Second Amendment to the Constitution expresses that, "An all around controlled Militia, being important to the security of a free State, the privilege of the general population to keep and remain battle ready will not be encroached [16]." The "Establishing Fathers" of the United States trusted that the orientation of arms was basic to the character and nobility of a free people [3]. Consequently, they composed a Second Amendment in the Bill of Rights which the last part peruses "the privilege of the general population to keep and remain battle ready will not be encroached". The Bill of Rights does not 'allow' rights to the general population, it is the rundown of the principal, unavoidable rights, supplied in man by the establishing fathers. These rights characterize Americans as a free and autonomous individuals. The expression "Weapon Control" implies distinctive things to various individuals, and restricting sides have for quite a long time battled about the laws that oversee guns. Weapon control is characterized as polices instituted by "the administration" that farthest point the legitimate privileges of weapon proprietors to claim, convey, or utilize guns, with the goal of lessening firearm violations, for example, murder, furnished burglary, bothered assault, et cetera [4]. This agrees with Kant's conviction, that "the profound quality of a demonstration relies upon a man's expectations (a positive attitude), not the aftereffects of the demonstration" [1]. The issue here is the aftereffects of the demonstration of controlling our person's rights to remain battle ready isn't generally to everybody's greatest advantage. Two discrete moral convictions are at war in the weapon control banter, social utilitarianism and individual rights. These two theories are contrary and, further, that is difficult to anchor or approve boundless individual privileges of firearm proprietors on utilitarian grounds. The administration utilizes utilitarianism to disassemble the individual privileges of firearm proprietors. Despite the fact that, it is legitimate in the Constitution to "manage" firearms, it is as yet unscrupulous. There is regularly banter over the expression, "very much controlled" in the opening line of the Second Amendment. Many would decipher this expression to be "controlled" by the administration or to be "ruled". In any case, there are different implications to "directed" that collectivists here and there neglect to recognize. In an alternate setting it tends to be translated as "appropriately working". It has additionally been discussed that, "all around managed local army has an importance around then in the idea of an "appropriately work volunteer army" – which would mean something along the lines of a legitimately prepared and prepared state army" [17]. The Supreme Court expressed that "It is without a doubt genuine that all residents equipped for remaining battle ready establish the saved local army power or save civilian army of the United States and well as the States" [17]. Despite the fact that there are numerous elucidations of the expression "very much controlled", most concur a "legitimately working" civilian army is important to the security of a free state. All ought to concur that lessening brutal wrongdoing is something to be thankful for. Firearm promoters will recognize that weapons go about as an empowering influence for offenders and assume a job in most savage wrongdoing. This announcement is for the most part the premise of the counter firearm development. They contend that since firearms are normally utilized in the commission of violations and since weapons are naturally risky as a result of their essential capacity (the essential capacity being the decimation of the objective), that weapons ought to thusly be banned. Many weapon advocates, for example, Gary Kleck, a Flordia State University criminology teacher could counter this by saying that well behaved natives utilizing guns shield themselves from crooks 2.4 million times ever year [6]. Kleck's discoveries depend on a 1993 irregular overview of around 6,000 family units. "Since the Bureau of Justice Statistics gauge that roughly 1.1 million savage wrongdoings were carried out with weapons in 1992" [6], one could contend that there is a connection between's expanded firearm possession and a lessened wrongdoing rate. From a legitimate outlook, legal claims have turned out to be more common, a few claims have been brought against firearm makers in light of the fact that they deliver and convey a hazardous item [6]. Amid the instance of US v. Emerson, a government bids judge, Judge William Garwood maintained under the Second Amendment the privilege to claim/have a gun notwithstanding for a man who was under a limiting request issued at his irritated spouse's demand [2]. This choice toppled a law in Texas that made it illicit for somebody with a limiting request to claim/have a weapon. This law was toppled in light of the fact that it was chosen that the Second Amendment to be sure said that an individual has the privilege to "keep and remain battle ready", not simply the state. Some other contention in regards to the legitimate privileges of the person under the Second Amendment appeared to be superfluous, since the privileges of the individual were maintained. This is just a single precedent where the individual rights were maintained, yet by and large utilitarianism wins. This choice was toppled on the locale level and just included the province of Texas, just the Supreme Court can chose what is or isn't protected. Both restricting perspectives concur that the Second Amendment ensures the privilege of the legislature to keep up an outfitted volunteer army to secure the country, however a battle still exists regardless of whether it is the boundless ideal "to keep and remain battle ready" for each person. Most liberal government officials hold the utilitarian position, or aggregate rights position, that gives expresses the rights to keep up equipped local armies. Under the watchful eye of Supreme Court choice of District of Columbia versus Heller (2008), "Nine of the eleven U.S. areas courts have long held a solid Collective Rights see that the Second Amendment covers just a single issue: strengthening of government to keep up an equipped state army to guard the U.S. all in all" [18]. "These courts have fought that the Second Amendment doesn't stretch out to singular responsibility for" [18]. On March 18, 2008, the Supreme Court casted a ballot 5 to 4 to upset the prohibitive weapon laws of Washington D.C., at the time which outlaws responsibility for, aside from cops. It was reasoned that the Second Amendment shields from state encroachment of the individual appropriate to claim/have a weapon. This was the first run through on an established level that a person's boundless appropriate to carry weapons was perceived. This Supreme Court choice can be specifically identified with Rawls' conviction that, "lost opportunity for some isn't made ideal by a more noteworthy whole of fulfillments delighted in by many, … "[1]. Moving far from the legitimate contention to the philosophical one, the principal question to be presented is, "is a demonstration of self-preservation from death toll or appendage ethically defended?" Few would answer this inquiry with something besides "yes". The following inquiry that emerges is, "Is it ethically OK for everybody to have a gun for use in self-preservation?" The response to this, without taking into consideration different employments of guns must be yes. To guard one's self is instinctually right, and is sanely admissible too. Whenever undermined with a weapon, it is hard to successfully safeguard one's self with something besides a firearm [15]. In this way for self-protection, firearms meet the necessity. The inquiry at that point moves toward becoming, "What sort of firearms ought to be permitted?" If the motivation behind the weapon is to secure one's self, and one's family, at that point the appropriate response must be, "Whatever kind of firearm is expected to guard one's self and one's family." From this the inquiry emerges, "From whom am I to safeguard myself?" The appropriate response of the Founding Father would have been, "From both outside and residential oppression." A weapon that would shield from both remote and local oppression is by all accounts a difficult request. Insurance from household oppression appears to be sufficiently straightforward, since most instances of local oppression are just violations submitted against others by normal hooligans with not as much as best in class weaponry. Thomas Jefferson, nonetheless, saw an alternate household oppression to shield against. The most grounded purpose behind the general population to hold the privilege to keep and remain battle ready is, if all else fails, to ensure themselves against oppression in their administration [11]. This thinking requests that the national be outfitted with arms that could sensibly be utilized to safeguard one's home against administrative attack. The weapons that would be required are the supposed "attack weapons" that the counter firearm campaign is endeavoring to boycott. These weapons are those that can convey "high-limit magazines" (10 rounds or a greater amount of ammo) and those that have such "military-style" highlights, for example, self-loader activities, flash hiders, and gag brakes. Some would contend that these firearms energize unlawful utilize and empower mass-shootings, yet the truth of the matter is that the nearness of even completely programmed automatic rifles in homes isn't related with a high homicide rate. Take for example Switzerland, where each family unit is required to have a completely programmed weapon. Switzerland's rate of manslaughters by weapon is lower than Canada's, regardless of the way that Canada has very nearly a total prohibition on all guns [14]. Since measurements have entered the discussion, the Utilitarian view appears to unavoidably spring up. Things being what they are, from an utilitarian point of view, should firearm control laws turn out to be more stringent? Should firearms be restricted by and large? On the off chance that the appropriate responses depend on what might occur (or what might likely occur) if firearms were restricted, given us a chance to take a gander at insights from nations where such bans have been affected. In Australia, a law was passed that constrained weapon proprietors to turn more than 640,381 pr>

redpajama_set_name: RedPajamaCommonCrawl


text:
Boundary Oak Distillery
BSG Distilling
Next Century Spirits
A Day on the Trail: 5 Questions with Castle & Key Distillery Partners Wes Murry, Will Arvin & Marianne Eaves [Video]
Like a Phoenix rising from the ashes Castle & Key Distillery in Millville, Kentucky is rising from the ruins of what was once the Old Taylor Distillery. The distilleries founder, Colonel E.H. Taylor was a man ahead of his time. Col. Taylor, a "Master of Hospitality" built the Old Taylor Distillery back in 1887 with eye toward tourism. While most distilleries of that era were built with one purpose in mind, to be a Distilled Spirits Plant, he had other ideas. He had his own field of dreams, a dream that lead him to the outskirts of the state's capital of Frankfort to the small town of Millville. That's where Col. Taylor built what was the first distillery in the United States that was designed from the bottom of the moat with running water to the top of the turrets as a tourist destination complete with a European-inspired castle, peristyle springhouse and sunken gardens.
Castle & Key Distillery sunken garden with landscape designed by Jon Carloftis.
Col. Taylor passed away just before Prohibition and with the exception of about half a dozen distilleries of the time, shut down during that dark period in American history. Soon after the 21st Amendment passed National Distillers purchased the property and started distilling again in 1935. Over the years, the distillery changed hands a few times and as brown spirits popularity slowed, the site was mothballed in 1972 and was left to rot. You can read more about the history of the Old Taylor Distillery here.
Finally, in May of 2014 as shortages of brown spirits started to make headlines, distilled spirits industry outsiders Will Arvin and Wes Murry purchased the property. After deciding they didn't know too much about distillation they were in search of a Master Distiller. They reached out to Marianne Eaves, Master Taster at Brown-Forman. Before long, the three had partnered up and the journey began. Fast forward nearly four and half years later and the trio along with their other business partner Brook Smith are about to open the distillery to the public with a truely immersive customer experience for the first time since before Prohibition.
Castle & Key Distillery – The grounds of the distillery get even more interesting at dusk. This is the Springhouse at night. (Click to enlarge.)
5 Questions with Wes, Will and Marianne
I recently had an opportunity to sit down with Co-Founders Wes Murry and Will Arvin along with Master Distiller Marianne Eaves. Partner Brook Smith was out of town on the day I visited. Wes, Will and Marianne were very gracious to take the time to answer questions just one week ahead of their official opening of the distillery to the public on Wednesday, September 19, 2018.
I sat down with each of them one on one and asked the following questions.
If you opened the doors tomorrow and Col. Taylor was standing there, what do you think he would say about what you've accomplished here?
If you could ask Col. Taylor one question, what would that be?
After four years of renovations, what's the one thing you found that gave you goose bumps?
This place is over 100 years old. Any ghost sightings?
If you had it to do all over, would you do it again?
Watch the video and you'll hear the love and passion in their hearts. Keep in mind, this is an active distillery so don't be surprised as you hear motors, pumps and bottles clanking in the background. Or maybe it's the ghosts.
Now get out on the trail and visit the only distillery in the United States with its own castle. Cheers!
The Long Wait is Over – Castle & Key Distillery Sets Date to Open its Doors to Public
Castle & Key Distillery Rising from Ruins After Old Taylor Distillery Narrowly Escaped Wrecking Ball
Castle & Key Distillery: A Behind the Scenes Tour of this 129 Year Old Startup
Marianne Barnes, master distiller to bring former Old Taylor Distillery back to life [Photos]
Castle & Key Distillery
Boone County Distilling


Kenya Lemon, 17, of Ruckersville, Va., talks with Morgan State University Admissions Officer Unique Bolden on March 16, 2019, at the 20th annual Black College Expo at Bowie State University in Bowie, Md. MUST CREDIT: Washington Post photo by Peter Jamison.
The last week of March and the first week of April might as well be called the Heartbreak Fortnight, for it is during this brief spring window that young people across the United States are officially rejected from all manner of elite colleges and universities. Well-qualified students of modest backgrounds who don't make the cut will wonder whether they lost out to the sort of no-talents whose parents bought them slots through the "Varsity Blues" scam. Inevitably, calls to "do more" to fix a college-admissions system rigged to benefit the wealthy and well-connected will follow.
And just as inevitably, "doing more" will only make the problem worse. Instead, we should do less. The college-admissions process doesn't favor the well-heeled because it's rigged; it favors them because it's too complex. In that sense, college applications are preparation for the real world, which is overrun with roads and byways so crisscrossed that it is impossible to negotiate them without the kind of professional help only the wealthy can afford.
In the case of college admissions, the complexity is dizzying. For students, it can begin even before the application comes together -- with endless decisions about which classes to take, which tests to sit for, and which extracurriculars to pursue. (For some elements of our society, it can even begin with which preschool to attend.) Add to that the questions of which essays to write, which recommendations to solicit, which deadlines to aim for, as well as a host of other considerations. The result is a million different permutations, with only a tiny fraction likely to lead to a fat envelope.
Then there is the inscrutable calculus on the side of the universities. Colleges are theoretically academic institutions, but intellectual merit is only a small piece of the admissions puzzle. Once you factor in the elaborate considerations added to serve myriad (and sometimes competing) ends -- from racial and geographical diversity to athletic competitiveness, social consciousness, alumni satisfaction and donor support - no one really knows why one student makes the cut and another doesn't. As a group of Asian American students suing Harvard over alleged discrimination has learned, these mysterious formulas are a fiercely guarded secret.
As a result, any applicant with inside knowledge of these calculations has a significant edge. But private college consultants, or tuition for schools with strong guidance programs, aren't cheap. This is a large part of why wealthy applicants have an advantage: While less well-off students may never learn all of these intricacies, richer families can afford the expertise needed to navigate a nebulous and convoluted process.
This phenomenon is hardly limited to college admissions. Consider, for example, the tangled web of red tape facing U.S. businesses. Often, these rules -- environmental regulations, safety laws, benefits mandates, pay-ratio disclosures, and so on -- are, at least theoretically, designed to serve some broader good. But the regulations are often so byzantine and time-consuming that they require lawyers, accountants, compliance officers and consultants -- expensive ones -- to determine what they actually mean, followed by the costly investments required to comply.
These costs are borne more easily by large, cash-flush conglomerates than they are by small businesses. The result is that intricate regulatory regimes meant to curb the power of big business end up shuttering mom-and-pop competitors -- only further privileging the well-heeled incumbents.
The same dynamic is at play in our tax code, which runs thousands of pages and outlines a dizzying collection of deductions, credits, formulas and exclusions. Figuring out how to navigate these potential benefits is overwhelming -- so much so that, according to researchers at the University of Chicago, it prevents individuals and companies from taking advantage of billions of dollars in available tax credits. This includes one out of every five people eligible for the Earned Income Tax Credit, meant to support lower-income working Americans.
You know who is not failing to exploit the nuances of the tax code? The rich. With the help of skilled accountants and financial planners, they're able to take advantage of the code's complexity to protect their income and assets from state and federal levies. Meanwhile, many families who can't afford the time or expertise to solve the tax code's riddles end up leaving money on the table.
Complexity also favors the rich in financial markets. Fortunes today aren't made trading in the Standard & Poor's 500-stock index. They're made in the elaborate deals put together by hedge funds and private-equity firms, and in the dazzlingly complex investments put together by big banks. These are not games that John Q. Citizen can play; only individuals and institutions with vast wealth can assume the risk and provide the capital needed to participate.
Other examples abound - our legal system, the health-care industry, our immigration laws. Wherever systems have been made more opaque and convoluted to serve specific social aims, it's worth asking whether those policies don't, in fact, undermine the goals they are supposed to achieve. As an alternative, leaders of these institutions should try removing the "complexifiers." What about a simpler, flatter tax code? Or a clear-cut standard for college admissions -- such as the Texas law whereby any student in the top 10 percent of his or her high school class is guaranteed admission to state-funded universities?
Megan Kruger is associate opinions editor for The Washington Post.
Such policies are not perfect. But if our goal is a more level playing field, sometimes transparency and simplicity can be the greatest equalizers of all.


• The "Diquís Pre-ColumbianCacique-lead Settlements with Stone Spheres" are the first set of cultural sites declared World Heritage Sites in the country.
• These sites have an outstanding universal value, given its integrity, authenticity and good condition.
Like orbs hidden in the earth, evoking the purity of its sun and moon and resulting from the cosmogony of our ancestors, these majestic stone spheres are vestiges of wonderful knowledge that is reinterpreted today and have earned a place in geography and culture. They are global legacy of non-Western cultures.
Costa Rican stone spheres —found in four archaeological sites: Finca 6, Batambal, El Silencio, and Grijalva-2, located in Diquís Delta, in the canton of Osa— were declared World Heritage Site by the United Nations Educational, Scientific and Cultural Organization (UNESCO). The statement was released on June 23 as part of the XXXVIII meeting of the World Heritage Committee, held in Doha, Qatar.
This site is located to the south of the country and covers four areas of archaeological remains, located in the delta of the river Diquís, estimated to date from the period between 500 and 1500 AD. The site consists of mounds, paved areas, graves, and, particularly, a series of stone spheres from 0.7 to 2.57 meters in diameter, whose manufacture, use, and significance remain largely a mystery to this day.
"The remarkable peculiarity of these areas lies in the perfection of their forms, as well as their number, size and density, and also the fact that they are in their primitive sites. The fact that these vestiges remained buried for centuries under thick layers of sediment can explain their chance of having made it out unharmed from the sacking that the vast majority of Costa Rican archaeological sites have suffered," announced UNESCO in a statement.
This year, committee country members reviewed 40 nomination files submitted by countries in all regions of the world; all with outstanding features.
According to the President, Luis Guillermo Solís Rivera, for Costa Rica, the declaration is a great privilege, but also a challenge as a country. "The cultural and archaeological heritage of a people is essential, not only because it represents a particular moment in its history, but because it is an undeniable foundation of its memory, a mirror through which we can look at the greatness of our past, the intelligence and value of those who came before us and who made our place on this earth possible. I celebrate this recognition of our pre-Columbian cultures that left us the legacy of its greatness with great joy and pride," he said.
The report of the International Council on Monuments and Sites (ICOMOS) considered that the uniqueness of Diquís stone spheres sites was demonstrated from comprehensive comparative analysis.
The state of integrity and authenticity was also assessed positively. According to the opinion of experts, the set of sites is an adequate representation of the cacique-lead societies of Diquís Delta, as well as an exceptional testimony of the complex political, social and productive structures that characterized the pre-Columbian hierarchical societies.
For her part, the Minister of Culture and Youth, Elizabeth Fonseca, recognized the value of this statement for the country and indicated that, so far, there had been no recognition to archaeological sites located in tropical areas, where huge architecture was not developed; she also said it to be a big responsibility "for further research, generate identification and preservation of the heritage area." Fonseca said that, on a recent visit to the area, she proved that the inhabitants of Osa, "are proud of the heritage that belongs to them and that they have been able to defend and care for many years, even when the state had no presence in that area. Now, the National Museum of Costa Rica has a site museum that Costa Ricans must know of and learn to value the heritage that belongs to us all," she said.
At present, the National Museum has prepared a Management Plan for the archaeological sites of Diquís Delta. It consists in a great challenge in which specific goals that must be met in various areas are established, such as: conservation, research, cultural management, community participation, infrastructure, and management of the sites.
UNESCO stipulates that World Heritage sites must be seen and treated as the property of all the inhabitants of the planet, in which the participation of the community plays a leading role.
"With the registration, it is sought to raise awareness of local and national population and of the international community as to the importance for humanity to ensuring the effective conservation of these assets, for the benefit of present and future generations," said Pilar Alvarez-Laso, UNESCO director and representative Cluster Office for Central America and Mexico.
For its part, the recommendation of ICOMOS for the State of Costa Rica (last April) was to maintain and increase future measures designed to promote awareness, preservation, and enjoyment of this unique heritage, in a careful and responsible way. One of the main commitments made by the State of Costa Rica is to conduct a heritage impact study in order to have a detailed analysis of the factors that could negatively affect the future of the four sites declared World Heritage and design mitigation strategies.


Over the last couple of years that I have been in crypto-space, one thing that has always bothered me is the fact that sharing my bitcoin(or other assets) wallet address with other users is a big hassle. Everytime I used to share my wallet address with anyone, I used to double check every character to ensure that the funds do not get sent to the wrong address.
Even with so many precautions, twice it has happened that another user has sent funds to a wrong address, resulting in complete loss of the funds.
2. Select ethx.me from the dropdown menu available at the top of your screen.
5. Share your links with your friends, family and clients to easily accept payment in Bitcoin, Ethereum and Litecoin.
Do let me know in case we missed something, or if you'd like to see any new features on your personalised pages.
Comments, suggestions and feedback would be appreciated.
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US Labradoodles is pleased to announce the latest addition to our list of sires! Cedric is a gorgeous, red standard (55 pounds) with a wavy, fleece coat. He lives with our good friends, Tabby, Mike, and Weston. Weston and Cedric are best friends. They spend hours upon hours playing on the family farm. We are super excited and are expecting a phenomenal litter from Cedric and Piper in September.
Sammy is our sweet red mini stud out of US L's Mia and Aussie L's Rusty. Sammy has a wavy fleece coat and he weighs only 17 pounds. Sammy's favorite thing to do is ride around on the golf cart with his buddy, Bob.
Theo is a very loving boy. Weighing in at only 28 pounds, he is slightly bigger than a mini, but not quite a medium. Theo loves to play ball and he is extremely smart. He has a very soft, apricot, wool coat.... perfect for those with severe allergies. Look for Theo's upcoming litters with Ares.
Brooks is a gorgeous medium with a curly, fleece coat. He is full of energy and spontaneity. He can often be seen taking long walks with his Guardians, Serena and Craig in Murray City, Ohio. Brooks is a great addition to our breeding program and we are looking forward to his upcoming litters.
Mathis is our newest stud. He is a chocolate standard with a curly fleece coat. He has an amazing temperament and we are super excited about future litters with Mathis. Thank you Rutledge Labradoodles for this fantastic guy!


Like most women in my post-feminist generation, I grew up knowing exactly what I did not want when it came to love and work. I did not want to sacrifice my personal life at the altar of the all-consuming career. Nor did I want to surrender professional success in a fit of passion or panic over my biological clock, only to wind up dependent on an unappreciative man. I never had considered myself a fervent feminist, but I respected modern feminism's first commandment when it came to relationships: Never give up more for a man than he gives up for you.
My resolve on that last point was tested in my late twenties, when I found myself facing a work-life dilemma I had never imagined as a girl. I had to choose between continuing my work as a presidential speechwriter in the White House and marrying the man I loved, who was smack in the middle of medical school in a city 800 miles away.
Facing that choice pained me. As someone who had drafted her first résumé in sixth grade and clutched it as a security blanket ever since, I prided myself on keeping a level head when it came to the give-and-take of relationships. I believed in work-life balance, but I always made my decisions with that order in mind: work, then life.
Of course, that was before I met John, before I fell in love with a man of such warmth, good humor, strength and faith that an additional three-year delay to our wedding day felt like an eternity. Before John, I wanted marriage in the abstract. But after he proposed, I yearned for the forever promise of marriage in a brand new way. For the first time, I felt in my bones that I belonged with another person and that the adventure of our life together should start as soon as possible.
In seeking to balance that conviction with my long-standing belief that a woman should not sacrifice career opportunities for a man, I found good advice in short supply. On the one hand, I heard from a secular feminist establishment that gave me the "you go, girl" speech about putting my interests first in a relationship – but offered me little help in dealing with my own intense desire for marriage. There were antifeminist voices that supported that desire, but they often gave short shrift to my legitimate longing to do meaningful work in the world.
In the end, I turned to my faith – and specifically, to the women saints – for guidance. Their transcendent perspective, generous hearts and track record of finding happiness by ignoring conventional wisdom emboldened me to see my situation in a new light. I began to focus less on what other people might say about my decision and more on what I heard in my own heart. Instead of asking which option would conform to my pre-conceived ideas of happiness or prove least costly, I began asking something simpler: Which will bring the greatest peace?
Listen to your own deepest desires. This is especially important for women today, as many of us feel not only reluctant to change our professional plans for a man but downright guilty about it. That said, it's important to distinguish between profound longings and passing whims, particularly when a relationship is new and infatuation can masquerade as love. Following your deepest desires never requires sacrificing your integrity, values or self-respect.
Forget 50/50. Today's egalitarian ideal for relationships says that each partner should give only as much as he or she gets. This can be a good rule of thumb in the beginning of a relationship, but in the context of marriage and serious relationships headed for the altar, the "I'll-only-do-my-share-and-not-one-ounce-more" attitude is a recipe for disaster. Making sacrifices is never easy, but if you find yourself chafing at the idea that love requires any, you might need to rethink your marital expectations – or reconsider if you have found the right mate.
Count the cost. Sacrifices are an important part of love and marriage, but that does not mean they should be undertaken without considering the consequences. Even if you conclude that a sacrifice is worth making, you will never regret taking the time to reflect on it, to make sure that you are making it for the right reasons, at the right time, in the right way.
Look to the future. Ask yourself how you will feel about your choice at the end of your life. What will you regret more: Making this sacrifice or refusing it? The answer may not be possible to know with certainty, but taking the long view can help you make a decision that brings lasting joy.
This article originally appeared on eHarmony and is used with permission.
Colleen Carroll Campbell is a St. Louis-based author, former presidential speechwriter and television and radio host of "Faith & Culture" on EWTN. Her website is www.colleen-campbell.com and her latest book is My Sisters the Saints: A Spiritual Memoir.


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Why Venture Capital Needs Operators with Operator Collective's Mallun Yen
This is a podcast episode titled, Why Venture Capital Needs Operators with Operator Collective's Mallun Yen. The summary for this episode is:
There's an "aha" moment when you're teaching someone something. You become more clear in your own point of view and you realize how much you know about that particular topic.

That moment of realization is exactly what happened to this week's guest, Mallun Yen. Mallun is the the Founder and General Partner of Operator Collective, a VC fund and community comprised of tech's most sought-after operators from diverse backgrounds.

Her "aha" moment led her to approach the unapproachable world of Venture Capital in a whole new way: through the lens of an operator. In our conversation, we explore that "aha" moment behind The Operator Collective, why venture didn't feel accessible to her and Operators like her, and how we all can become like the 137 Operator LPs in Operator Collective's fund.

Like this episode? Be sure to leave a ⭐⭐⭐⭐⭐⭐ review and share the pod with your friends! You can connect with Sean and Mallun on Twitter @Seany_Biz @mallun and @DriftPodcasts

How Mallun is pulling together a community of Operators
How starting as an operator can help you venture later in your career
Utilizing Data: How Mallun and team might start leveraging their collective superpowers in the future
Sean Lee: Hey, everyone. Welcome to Operations, the show where we look under the hood of companies in hyper- growth. My name is Sean Lee. There's this pretty amazing thing that happens when you have to teach somebody something. By forcing yourself to articulate what it is you're trying to teach, you both become more clear in your own point of view about that thing. And you realize, " Wow. I actually know a lot about this topic." That moment of realization is exactly what happened to our guest today. And her aha moment led her to approach the unapproachable world of venture capital in a whole new way, through the lens of an operator. Our guest today is Mallun Yen, the Founder and CEO of the Operator Collective, a VC fund and community comprised, not of the typical VC prognosticators that you'll find on Twitter, but instead, populated by tech's most sought after operators from diverse backgrounds. Mallun is a former intellectual property attorney, turned enterprise operator, turned VC. In our conversation, we're going to talk about that aha moment behind the Operator Collective. We'll explore why VC didn't feel accessible to her and operators like her. And we'll learn all that we can about the 137 operator LPs in the Operator Collective's fund. To start, I asked Mallun to take me back to the catalyst for starting Operator Collective in the first place, and how she arrived at the point of view that operators were best positioned to help growing companies.
Mallun Yen: Originally, there was not a grand plan, which is like, " Aha. You know what, I know that operators are needed." It wasn't actually that conscious. So my background is I have the, probably, oddest background for someone who has started a VC fund. I actually started out my career as an intellectual property attorney. How many of those have you had on the show?
Sean Lee: Zero. I'm pretty sure.
Mallun Yen: One now, okay? And so it's a little bit of a long answer to your question, which is my first startup was a nonprofit that I started on the side because there were very few women in patent law actually at the time. And that ended up growing to 5, 000 members in 22 chapters around the world. The second one was actually a venture back startup in the patent risk reduction in insurance space. Because I only do like sexy industries like that. And we grew that from zero to 100 million in public in less than three years. But I was such an outsider to venture. I didn't realize there was anything actually unusual about that. And then the third one was having a front seat from the ground up at SaaStr. So a lot of these companies that are now going public were just getting off the ground. This is when people were asking like, " What does SaaS stand for?" And like, "Ew, why are you into enterprise software? Could anything be boring than that?" And so Operator Collective is the culmination of all those experiences, but it wasn't like, " Oh, I see what's happening. Here's what I'm going to do." What happened is that venture back company was a very niche, it was a very strange company to be public. So 10 years after the company was started we took it private again. And after we sold the company and took it private, I had a moment to step back and for probably the first time in my life or career to step back and say, " Hey, what do I want to do?" And I knew I loved working with startups and I loved working with founders but I always felt a bit of an outsider. I wasn't part of the in crowd of the VC world and always felt like, " Oh wow, like they can do all these things. They know how to invest in the next Twitter. They know how to do this and they're always tweeting to each other. They have these huge presences on social media. And here I am." which is, I mostly identify as an enterprise operator. but as I started to dip my toe into saying, " Hey, I'm trying to figure out what I want to do." It turned out that a lot of the wanted to talk to me and a lot of the VCs wanted to introduce me to their portfolio companies because it actually turned out that not that many people had grown revenue basically from the ground up to 300 million in the enterprise. But when you're so immersed in something, you sometimes don't realize that you actually know things that other people don't. And so my aha moment was sitting there talking to probably my fifth founder, knowing also I didn't have the net worth to be able to just invest in all these on my own or the time to advise. And the first few times it happened, I'm like, " Wow. They think everything I'm saying is so helpful and brilliant." I'm like, " This is second nature." But then when I step back, what I realized is, " Well, of course it's second nature to me. I live my life in the enterprise and then sold to the enterprise." But a lot of these founders and some of the VCs as well, they're super smart, they're super motivated and hardworking and determined. But a lot of them have never actually bought enterprise software, sold enterprise software, used enterprise software, been in an enterprise. And when you haven't been in an enterprise and also built large teams... And so if you haven't been in an enterprise, it's actually hard to get the training you get. I actually tell sort of people coming right out of school, " Actually, you should go to big company because you'll get great training that you otherwise can't really to get elsewhere." And so, that was the aha moment which is wow. First of all, it was like, " Oh they want to talk to me." And it's like, " Oh, they think what I'm saying is really interesting." And it's like, " Oh, well of course they do because they're smart. They know that once you put that initial idea and you muscle it off the ground..." You can't just hire a bunch of natural athletes to grow and scale your company. You actually need people who have been there done that. And so that was when I said, " Of course they need people like me, but I just didn't realize it because venture felt so unachievable and unattainable. And then I realized that, well, because you tend to know a lot of people like you... I knew a lot of enterprise operators who had built and scaled up companies like... My company was Cisco and Salesforce and Google and Stripe and beyond. And that they were also feeling like me, which is they are working a huge day job, climbing the corporate ladder. A lot of us were 40 and over, trained to juggle raising a family. And most of us were women and people of color as well. And so my moment was, " You know what, if we could..." And I'm also an operator, so I hate inefficiency. So I would hate for everyone to have to inaudible
Sean Lee: I have to solve this void.
Mallun Yen: Which is if I solve it for myself which is... I spent a year sort of meeting with people and trying to understand what the issues were. And then I was like, " Oh, I've solved it for me. Why don't I just share it with everyone else? So I also knew that if we could find a way to bring all this extremely talented operating talent into the venture ecosystem in a way that was accessible to these busy, busy operators who have these humongous day jobs, then we would be able to pretty much invest in all kinds of great companies. And at the same time, what we'd be doing is we'd expand wealth creation. So it wasn't that same group of individuals, the homogenous dominant group, who, again, and again, are deciding which companies will be successful, which companies will be funded, what the culture looks like, what it looks like when those companies grow in scale. And so, is about expanding wealth creation and literally bringing our natural, more diverse networks into the venture ecosystem. So we change the tech industry from the ground up because forced diversity doesn't work. If we could align financial incentives, expand wealth creation and make it natural for these networks of people that don't intersect. I was an example. I was in the tech industry. I had been a part of the founding team as this venture back startup that we had grown up. I'd been part of SaaS from the early days, but I totally felt like an outsider, venture was not accessible to me. I wasn't a long time angel investor, was not engaged in all these companies because I just didn't feel like that was something that I had the skill set to do. So that is why, which is I didn't have that grand plan at the beginning. But as I went through this own experience for myself, I realized there's an opportunity here to, not just bring operators in for the sake of bringing operators in for the sake of helping founders. But yes, we want to do that, but it's a deeper mission of literally changing the face of, hopefully, the tech industry and beyond from the ground up in a way that expands the power dynamic by expanding wealth creation.
Sean Lee: The mission part of what you guys do is just so admirable. Hearing you explain it and looking backwards, it feels so obvious. And yet, it's taken a long time to actually leverage the expertise of these operators inside of these fast growing companies, inside of the folks that have been there, done that. Do you think it's because of simply what you said around people felt like there was just too big of a barrier to entry or there wasn't that overlap between the worlds. Because now to hear you explain, it's like, " Why weren't people doing this a long time ago?"
Mallun Yen: Yeah. Lots of reasons for that, Sean, including that, sort of at a larger level, it's because the venture world was not set up to be friendly to busy operators. Just like the corporate world. And I actually think that one of the upsides to COVID is that you no longer have to have this rigid construct of going into a corporate day job from 8: 00 to 5: 00. Which doesn't work when you don't have a stay at home spouse or doesn't work very well when you have the childcare situation that you have in the United States and you don't have... When you're starting out your career and etc. And so it was the same with venture. It was like, " How are you supposed to meet these founders that you're supposed to invest in?" You either go get a computer science degree at Stanford, or go to the GSB or something like that. Or you go to these happy hours where you try to meet people, because it is all about relationships. But the last thing that people like me who are trying to juggle it all, want to do at 5: 00 PM is like go to a happy hour to meet a bunch of 20 something year olds to figure out what to invest in. It's just not our scene. And so what I wanted to do was, instead of making all of these incredibly talented, mostly women and people of color and immigrants fall in the category... I call them women for shorthand but I encompass sort all these categories. Which is, instead of saying, " Okay, you women need to conform busy lives and your priorities into this rigid construct of how you typically source for deals and how you typically will meet with founders." I was like, " That's not going to work." Because one, I don't want to do that. And two, I would say they have their priorities straight. What they want to do at the end of the day is go home to their families or their friends, or maybe get some exercise. And so, what I want to do with Operator Collective is, if I could build something that was so compelling, the venture world would come to us. And we could do it on our terms. And also the way I set up Operator Collective as a... and I'm a builder of products and new businesses and so it's like, I also had to build something that was friendly for the operators. And so because in some ways, our product is our operating talent and our operating network and our customers are founders. And we've always built it that way. We run this like a company not a typical venture fund, even though it's a fund and structure. And so, that was the idea behind it, was to make it accessible because it's like you kind of want to do it, but how do I get in? And this was not about just angel investing for the sake of angel investing or investing for the sake investing. This was about investing in the best companies and making a shit load of money for the people who aren't engaged in this wealth creation right now. And then the other thing was to concentrate that effort into this community that we have mutually aligned incentives. And make sure that the people who are involved in this... Or do our best to make sure that people are all values aligned. So the companies that we're helping to accelerate and make more successful are those that we think are making the world a better place, not by having the next great soup kitchen software or something like that. But because you treat people well because you value culture, because you value diversity because you value pushing the limits beyond, sort of the typical usual suspects. And so, that was the idea behind it. And then on one more point, and you might be surprised when you look at our website and you see our 137 and operator LPs who were part of fund one in the launch. Over 70% had never invested in venture before. And you look at these people, you're like, " Well, why not?" And we actually surveyed them before we launched. And it was because, " Never been asked. Didn't think I was qualified. Didn't have time." But a lot of them just weren't asked. And so the idea behind Operator Collective was always to have this be an access point to venture to say, " Hey, you are an investor. You have a lot to add. Let's make it easy for you, but let's not just do it like make you recreate the wheel." Like I did for my year off or my year of exploration. But to say, " Here's all the things. Here's the tools, here's some new intros." And then also we do things like collectively diligence things. Ultimately, the fund makes the decision on what we invest in, but it's a way of working across the community to figure out what are the best companies? And so that's why. Now it seems obvious like, " Of course, you need these people." But remember when I started Operator Collective, this is back in 2018, operators were not like, " Oh, you're an operator." They were not. They were somehow in this world of venture. VCs have put themselves at the top. I actually have no idea why VCs are at the top. VCs should actually be at the bottom. And yes, I recognize I am a VC, but I mostly identify as an operator. It's really the founders and the operators who should be at the top. The VCs are there to support, but this doesn't work. Money is easy to come by these days. And so it is about the founders. And the founders very, very quickly realize, " I cannot do this without the operators." But back in 2018, it's like everything was around the VCs and the founders tweeting to each other and having all these events and things like that, putting each other on these lists and stuff. And us operators who were focused... And I mostly talk about just enterprise because that's what we do. It's like just, " Oh, you just work for a big company." Or you've helped do that but you are employee 500 at Salesforce. You aren't part of the early team. But now I think people were realize more than ever the value of it.
Sean Lee: It's crazy to hear Mallun talk about the word operator as almost this dirty word in that context. But looking back at just her story, it's clear the trajectory and transformation operators have undergone in such a short period of time. When you hear it in its entirety, Mallun's story and the Operator Collective's mission are things to marvel at. But here's the thing. If you're listening to this show, what she's saying doesn't just apply to her. It likely applies to you as well. If you've worked in a fast growing company or seen specific parts of a company's journey before, it's really hard for somebody else to replicate that in any sort of training. Founders, VCs, everybody wanted to talk to Mallun and found what she had to say interesting and valuable. I want to spend some more time on the 137 operator LPs that Mallun mentioned. Because if you're like me, you're listening to this and thinking, " Wow, I want to be one of them someday." Mallun and the team at the Operator Collective are finding values aligned companies that treat people well, value diversity, and oh by the way, aren't shy about the fact that they are there to create wealth for their partners in an industry that felt inaccessible to them. I wrote down her stat that 70% of their operator LPs hadn't invested in venture before. If you look at the roster of people on their website, that stat will floor you. So who are these people? What did Mallun mean when she said she was putting together a community of operators? She said that when they launched, they actually had to define what an operator was.
Mallun Yen: So venture funds have limited partner investors who are investors in the fund. And your typical venture fund, it was institutional investors, high net worth individuals, family offices who put in millions and millions of dollars. And then certain venture funds would then ask the portfolio CEOs who'd gotten a big exit to say, " Do you want to invest?" And so only a select few people had been able to invest. And usually the buy- in number is at least$ 250, 000, which is a lot of money for... Just it's a lot of money. And so, what I started with was not the CEOs actually, although we have a number of CEO who are in it. We have a number of CEOs and founders, what I joke, but I'm only sort of joking, which is if you're a founder you can be part of Operator Collective and you can be an operator if you're founder who can scale. So operators are sort of a heightened level of, "Are you someone who knows how to build and scale?" And I joke because I do love all of our founders and CEOs in our portfolio. They're hyper talented, do a very good job. Anyway, so what I started with was actually not the CEOs, even though we, like I said, we have a number of phenomenal CEOs, like Eric and others. But I started with the people who are really building and growing and scaling these, really the most admired companies in the world. So the COOs or the people who are on the ground floor in building up Salesforce and Stripe and New Relic and CloudFlare, etc. And then we actually ended up with some CEOs along the way too. But really, we started with the people who are on the ground actually building this stuff and running this stuff on a daily basis and have felt the pain and have... Because those are the people who really weren't participating. The CEOs had a lot of those opportunities. And so that's who we started with.
Sean Lee: And I know you are now encouraging other folks. One of the reasons why I reached out to you was you were publicly saying, " Look, I have a lot of people asking for my advice about how to break into this industry." And your kind of go- to advice at this point is, " Go be an operator." And so I'm curious, if you want to see these candidates learn and grow and come out the other side, what is it that you want them to walk away from their operating experience with such that they can then ultimately provide value to Operator Collective portfolio companies someday?
Mallun Yen: So this is a problem because I'm hiring for our investing team. And so I was interviewing a number of associates and super smart, really, really phenomenally talented associates. But every time I ended the conversation, especially for those who would never operate before, I'm like, "Are you sure you really want to do venture? You really should think about operating because you can always go to venture later if you want to. But if you really want to truly understand the founder journey and the startup journey go to operating and think about it. And if you're interested in operating, let me know because we'll put you somewhere in our network." And so I guess for better or worse, all of those people have come back to me to say, " I thought about what you said and I'm going to look for a job operating." So the pitch for anyone who's listening on the podcast is now we still need to hire that associate because everyone I've been talking to, I've been telling to go back to operating. Doesn't mean that everyone should. And I just think that you should have some operating experience. It gives you some context for whatever you do later in life. And it can range from being at an early stage startup, if that's what you love. It could be actually getting some really phenomenal training at a high growth startup, late stage growth startup. Or maybe a it's going to a big company. I was at a big company, even though Cisco has felt like a startup when I was there. There were already thousands of people, but a lot of times even those big companies have startup aspects of them layered on top of really phenomenal training.
Sean Lee: And I would have to imagine too, just with the community that you've built, you now have this kind of very broad network of companies that have these operational superstars at them. That if you want people or know people who want to get that experience, you now have this network that you could potentially either place or introduce these people to because they're all the LPs in your fund, right?
Mallun Yen: Yeah. And that's what this was trying... This was deliberate. There's a lot of things that the original idea, I didn't know back in 2017 that, " Okay, I'm going to build a fund that has a bunch of operators and this is why." That came more fluidly. But when I knew that I wanted to build this, everything was deliberate about how we set this up. You don't build a community by accident. This is my fourth community. I know how to build communities at this point. And so it's very deliberate. And so what I wanted this to be was values aligned really talented, amazing people professionally. But also I think that they also see this as there's this humility too, across our community. And it was meant to be the operators, the operator investors in our fund, the operator LPs and all of their networks too. And it is about saying, " Okay, yes. We're invested in and we concentrate... We try to concentrate our efforts on our portfolio companies, of course. But it is also about, " Okay, we've had probably a dozen or more people who have gotten jobs from this. Some who are operator LPs, some are friends of operators who have come in. We've had a number of board seat placements. We've had a number of C- suite executives, Layla Seka, for instance, who is phenomenal and my partner. She first started when she was at Salesforce and had known her... She was like the only woman in SaaS for a long time. I'm sure you know Layla. And so she started out as an LP because she was an EVP and GM at Salesforce at the time. And after she decided to leave Salesforce after over 10 years, I was like, " Hey, why don't you come hang out with us for a while?" And luckily she did. And she stayed with us full time for two years. And at the end of two years, when she was ready to go back to operating, there was a portfolio company that she had spent literally once a month, at least, with the CEO for two years, helping him. And it became very natural when they were ready and she was ready to go back to operating for her to join. And now that's phenomenal because you know what, if they had tried... It's Jason Bay Megan and Iron Clad, it's a phenomenal company. And I would say if Jason had tried to recruit Layla blind out of LinkedIn to be like, " Hey, my startup's better than the next one and you should join me."
Sean Lee: Oh, out of Salesforce, right?
Mallun Yen: Yeah. And everyone wanted Layla. It's like, would she really have joined? Probably not. I know because even before she joined Operator Collective full time, she had some offers to be CEOs. And so by having the opportunity to work together for two years, you build this trust. You have a deep understanding of the company and the opportunity and the challenges. And so, when the time came, it was very natural for her to decide to take the COO role there. And of because I miss her on a daily basis and I give Jason all kinds of crap for it. She is always part of Operator Collective. She's the chair of our board, I talk to her all the time. And it becomes this where we're concentrating all this phenomenal talent into these values aligned companies, where we are helping them grow and scale as part of this community. So those are things that happen kind of along the way. And sometimes people have ended up with... We have a number of people have ended up in board seats, their first board seats. We've also do mentor matches, which is, " Hey, at the end of the day, everything falls on the CEO's shoulders." And the CEO often hasn't done all of these things that her team is doing. And so what we have done is, " Okay, we need someone who knows how to scale inaudible offs, let's just say that, from series seed to be." So we match them with a mentor who has done that. And it's incredibly helpful because the CEO probably hasn't done that before either nor does she have the time. And so those are all sort of the different ways that the operator... Some of the ways that the operator network is engaged. It's not just about like Sean just giving his advice on how do you do sales ops. It actually goes beyond that. It's what connections do you have, who do you know in your network that might be looking for a job or might be open to an opportunity? And when you have that contextual background and that credibility to say, " Hey, we've worked with this company for two years. We know what their trajectory is. You should take this phone call." That is what makes a difference. This is what I mean about everything about Operator Collective was meant to be deliberate because it is at the end of the day about relationships as opposed to just like I'll go ping someone randomly on LinkedIn, which by the way can work. But it's not particularly efficient.
Sean Lee: You can't stress enough Mallun's point that it's the operator LPs and their networks too. This isn't just a community. It's a community and an advisory and a recruiting placement group and a mentorship matchmaker all rolled into a VC firm. And if you're listening carefully, none of that is by a mistake. When you have this snowballing network effect, all the folks whose attention Mallun was trying to draw in the first place will naturally be drawn to them. Founders, other VCs and operators alike will all have reasons to pick their heads up and pay attention. Now, if you've ever listened to this show before, you'll know that I love talking to people who have as many data points to draw from in their day to day as possible. And so, with this expanding network at their disposal, I was wondering how Mallun and the team at the Operator Collective might start leveraging their collective superpowers in the future. Will they have playbooks for just about anything an operator like us might need? What's next?
Mallun Yen: I'm all about, as you can see, efficiency and shared knowledge as opposed to having people recreate the wheel. And so, absolutely right. What are real operators using now? What are the things that are the best? And one of the things when we make introductions to companies in our portfolio it's, " By the way, we looked at everything in this space. We think that this is going to be the winning solution. And also, we diligence it across, really, users." And because we try and also screen, the other question that we ask beyond, " Is this going to be a great company?" Is this going to make us expand wealth creation and generate great returns? Because we're a business, this is not a nonprofit. This is about making this, hopefully, one of the most successful venture funds around. Is that we also ask the question of, would we refer our friends to work there? Because that's actually what we do. And if we wouldn't, why would we do that? We also ask the question of, would we want our kids to work there someday? Because if we don't, you're not making the world a better place. And we do have the power and the ability to accelerate the success of these founders. And we can't do it for them, right? The founders always do it for themselves but we have the ability to accelerate by... Ambrosia who was also very early on with us, she's phenomenal, Ambrosia Vertesi. And one of our CEOs needed to talk to her about something. And he told me afterwards, he's like, " An hour with her just saved me three weeks of spinning my wheels." And when you can do that... And then another time is a company that... During our diligence process, what we do is we introduce them to a number of potential users that are generally LPs or in our operator network. And based on that feedback, we give them feedback. We tell them to give the founders feedback. And I'm also very blunt about it, I'm like, " By the way, they're going to try and sell you a product. And you can buy it if you want, you don't have to."
Sean Lee: Of course.
Mallun Yen: And of course the founders, they should absolutely try to sell them the product. And so in this one case, we made these intros to three large enterprises. Went in through our operator LP, who made the introduction to the right person within the company. Because a lot of times it's that warm intro. And so it can came back very, very positive. We ultimately decided to invest in the company. And then based on the strength of that, because now they were on their path toward PLCs with these three major enterprises with very strong buzz out there, three weeks after we funded the seed, they got a preemptive A from multiple companies. And so, those are the kinds of things that we've done. But at the end of the day, it is about how do you know... We also are obsessive about data gathering. So we track everything. And so your question about, is there sort of a future version of this where we share that back out even more broadly than our own portfolios? Yes, that is a plan, but we're a startup like every other startup. And so the first version of any startup is prove the model and does this work? The good news is, it works and it works well. Because if it didn't work, it's like, why would there be an act two? We might zig and zag and do something else.
Sean Lee: Shocking that a fund run by operators is going to be well set up to gather data right from the beginning. I can't imagine that have happened.
Mallun Yen: You know, you're an operator. It's like, execution's hard. You can have the best idea, but execution is really, really hard. And frankly, Operator Collective is a success because so many people believed in this when it was just an idea and like a PowerPoint deck just barely and nothing else. But it is thanks to people who believed in it, who believed in it early, who were willing to put real money into it, were willing to put their time into it and continue to do so. So yes, no surprise, but in some ways also, there's no way it would exist without the collective.
Sean Lee: Before we go at the end of each show, we're going to ask each guest the same lightning round of questions. Ready? Here we go. Best book you've read in the last six months.
Mallun Yen: Oh, Love in the time of Cholera. I used to only read nonfiction for a long time and I'm trying to go back to fiction.
Sean Lee: Nice. Favorite part about working in ops.
Mallun Yen: Team, people, love working part as a team.
Sean Lee: Least favorite part about working in ops.
Mallun Yen: The grunt work that we all have to do. We all have it as part of it, but can't be helped.
Sean Lee: Someone who impacted you getting to the job you have today?
Mallun Yen: That would be Dan Shyman who's an advisor to the fund, a longtime mentor of mine. He was one of the first people I talked to about this idea. Because I had a couple of other ideas and he was like, " Eh." This one he was like, " You're onto something. Keep going."
Sean Lee: That's awesome. All right. Last one. I'm going to tweak this one a little bit for you. So normally I ask one piece of advice for people who want to have your job someday. Because of the audience for this show are a lot of operators inside of hyper growth companies who could potentially be the types of folks who could be future LPs at a place like Operator Collective in the future. What's one piece of advice for them to be on that track to be part of your community one day?
Mallun Yen: Some of this may sound a little bit sort of cliche or obvious but it's true, which is surround yourself with the people that you can learn from and want you to succeed. I think sometimes it's like, " If something doesn't feel right, it's like, " Oh, I can go change things." But sometimes, especially if you're an operator in a big company, there's little you can actually really change. And I hate to sound sort of Debbie Downer about that. But I think what I've been fortunate is I've been surrounded by people who wanted me to succeed. For people who saw things in me before I even did. And in fact, sometimes I go back to them like, " Why, why? What did you possibly even see?" And so people who will see things in you that you don't see. And then it is about getting as many skills as you can. I used to complain when I was at Cisco, like, " Oh my God, I'm getting trained again in like this training and that training. How am I supposed to do my work?" I am so grateful for that training. Take full advantage of it. And so for whether you want to go on and be a VC or you want to go on and be founder, or you want to go on and be the CEO of a public company focus on doing and learning and doing the best job you can at what you're doing. And then when you have those phenomenal people around you, who are your sponsors, who are your mentors, who will lift you up, who will look for opportunities to do so, you don't have to sit there from the time that you've just graduated from college to say, " Oh, I'm just going to build a brand." Get the skills first. And I do believe when you surround yourself with the right type of people, you can enable the rest to come. And also, obviously, taking advantage of the opportunities that arise.
Sean Lee: Thanks so much to Mallun Yen for joining us on this week's episode of operations. If you liked what you heard, make sure you are subscribed to our show. It comes out every other Friday wherever you get your podcasts. Also, if you took something away from today, let us know. Leave us a review, leave us a six star review on Apple Podcasts or wherever you get your podcasts. Six star reviews only. All right, that's going to do it for me. Thanks so much for listening. We'll see you next time.
There's an "aha" moment when you're teaching someone something. You become more clear in your own point of view and you realize how much you know about that particular topic.
That moment of realization is exactly what happened to this week's guest, Mallun Yen. Mallun is the the Founder and General Partner of Operator Collective, a VC fund and community comprised of tech's most sought-after operators from diverse backgrounds.
Her "aha" moment led her to approach the unapproachable world of Venture Capital in a whole new way: through the lens of an operator. In our conversation, we explore that "aha" moment behind The Operator Collective, why venture didn't feel accessible to her and Operators like her, and how we all can become like the 137 Operator LPs in Operator Collective's fund.
Like this episode? Be sure to leave a ⭐⭐⭐⭐⭐⭐ review and share the pod with your friends! You can connect with Sean and Mallun on Twitter @Seany_Biz @mallun and @DriftPodcasts
Today's Host
Sean Lane
|VP Field Operations, Drift
Today's Guests
|Founder, Operator Collective
Founder and partner of Operator Collective, which created a disruptive new approach to venture capital. Operator Collective brings together as limited partners (LPs) a group critical to a startup's success but largely absent from the venture ecosystem -- senior operating leaders from diverse backgrounds. We launched our debut $50M+ fund in December 2019 with 100+ operator LPs and were joined by notable institutional LPs as well.
Connect with Mallun
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text:
Mohamed Nazir Datoek Pamontjak (Solok (Nederlands-Indië), 10 april 1897 - Manilla (Filipijnen), 10 juli 1966) was een Nederlands politicus.

Pamontjak was een Indonesische nationalist.  Hij studeerde van 1920 tot 1940 in Leiden rechten en was voorzitter van de studentenvereniging Perhimpoenan Indonesia. Hij stond als student samen met onder anderen Mohammed Hatta in 1928 terecht vanwege opruiing, maar werd vrijgesproken. Hij werkte in Leiden aan de universiteit en was actief in het verzet. Na de Tweede Wereldoorlog was hij lid van de Eerste Kamer van het nood-parlement. Later werd hij diplomaat van de Republik Indonesia, onder meer als ambassadeur in Parijs en Manilla.

Indonesisch ambassadeur
Indonesisch politicus
Indonesisch activist
Nederlands activist
Eerste Kamerlid

redpajama_set_name: RedPajamaWikipedia