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ABOUT TODAY'S GUEST | AMAR DAVE
Amar Dave has been one of the most impactful leaders in the 70+ year history of Cutco. Early in his career, he was the company's #1 District Manager while still in college at the University of Michigan. At age 26, he became the youngest Regional Executive in company history. Over the years, he directly influenced and developed 4 future Region Executives on his way to becoming Cutco's Senior Vice-President in 2014. He continues to serve in this role, where his spirit of innovation enables him to work on projects to develop new avenues to grow the company.
Q&A WITH AMAR DAVE
Q: How did you get started with Cutco?
It was the summer of 1986, and I was looking for a summer job that could put an edge on my resume.
I was about to join business school at the University of Michigan. My grades were pretty solid, but I was struggling with accounting. I wanted to get some experience so I could have something to offset my lousy accounting grades.
I was searching around for something different. I stumbled across this job ad, I went to the interview and Cutco became part of my life.
Q: When did you get to meet Marty Domitrovich?
This was probably the biggest turning point in my early career.
I did well enough to place in the trophy standings in the local division meeting in Lansing, Michigan. Marty spoke at the meeting, shook hands with a couple of people, and then pulled me aside. He asked me about business, if I like sports, what I thought of selling.
Just some basic stuff, but it made an impression on me.
I remember feeling if that guy is interested in me, I'm going to try to ensure he remains interested in me.
Q: What did you feel like made you so successful as a young leader?
Relationships matter. To me, part of building strong relationships always came down to being real.
I'm not too good at holding back. Not intentionally trying to hurt people's feelings. There are times when I was blunt, but at the end of the day, my people knew where I stood and where they stood with me.
Over time, when you have your people's best interests in mind, you develop strong relationships.
There was also trust. I'd like to believe I put my people's success first, and if I had enough people succeeding, I was going to succeed too.
I learned a long time ago in the business, I should speak of my success in terms of other people in my organization succeeding. That was better than me talking about myself.
So, trying to get my people promoted was always on my mind. If not promoted, get them to the place where they have a chance to be promoted. That was a big driver.
Q: I know you had a personal adversity that you experienced right after you became the #1 DM. can you tell us about that?
In the summer of 1990, I was driving back home, and I was involved in a pretty serious car crash and woke up in the I.C.U.
Fortunately, after a couple of days I was out of danger. But I had broken a lot of bones.
So, I went from a lively, strong 22 year old to walking with a cane, and with all kinds of plates in my arm.It was a very humbling experience.
I was absent for several months, I depleted my savings and my organization crumbled. It was really one of those "come to Jesus" moments.
I remember there was one Branch Manager who stuck out with me, Tim McCreadie. I remember him coming to the hospital and saying, "hey, it's just money, we'll make more, we'll rebuild this better."
He was right. It was probably the best thing that happened to me. Having my ego completely drained. It forced me to think deeper about how I was approaching things.
I came out in 1991 and felt like maybe I can rebuild, maybe I can do this. I ended up been the #1 office in the region at the time.
Q: So, you became the Division Manager in Michigan. Then you quickly relocated to Texas, where you had a chance to take over a really significant swath and ultimately became the Zone and Regional manager of that area. I've heard you express that you stood on a lot of shoulders. Who were some of the people who impacted your career?
We moved to Texas and I was lucky.
The team I was going to work with had a guy named John Carpenter, who had been promoted to Division Manager. I also had a guy named Loyd Reagan who was a brand new DM. I had P.J. Potter who was my pilot sales manager.
A couple of years later a guy named Scott Dennis finished his branch summer and joined our organization.
Our DVM table when I was the Zone and Regional manager, we kicked ass. It was really hard, but we had a lot of fun doing it.
Q: You went on to develop a lot of amazing people over the years. You have this track record of being a powerful and impactful leader. I would really love to get into what are your most important leadership philosophies?
One of the things I felt went strongly is building relationships. A lot of this was time with the right people. People who'd exhibited quality, had the capacity, had the character.
When I found people with high character, capacity and drive, I wanted to make sure I spent time with them.
To me, the time was always unscheduled, the conversations weren't set up. Back in the days, it was like, "hey! Let's walk around the block." I was looking for those chances where we spent 20 -30 minutes to connect.
It didn't matter if we talked business or sports. We simply spent time where any topic could be spoken about and build a bond.
Once I developed that trust, I would talk in terms of what they wanted. I would then point them to the direction or path to get closer to where they wanted.
I also talked to them when they took actions that got them off the path they wanted.
A lot of those conversations never ended with me saying, you have to do this or that. It was more like, you keep doing this, you're going to end up over there. My people called this perspective conversation.
I wasn't trying to judge them or demand them to change. It was simply me saying, "hey buddy, you're going the wrong way."
Q: What else stands out as an important leadership philosophy or strategy?
I didn't want to leave out the fun.
I always said we're going to get results, but we're going to have fun, and I meant it.
It just had to be part of it. We allowed ourselves to have fun and be real, all while working real hard. I think that attracts people.
Q: One of the quotes that stand out for me, and I remember hearing it initially from you was "pleasing results must come before pleasing methods." Could you unpack that concept?
The fun is there, but it is always in the context of results.
So, if the results weren't there, fun takes a back seat for a while.
The pressure was hey let's perform so we could do that real cool thing we talked about doing. There's an order of things. It's results first, fun second.
Q: Tell us a little bit of how this led to what you're doing now.
In late 2013, this opportunity presented itself.
Jim Stitt explained to me we'd reached a certain size and we weren't going to have the exponential growth we'd had in the last 20 years without inventing new programs.
He was interested in diversifying our sales channels, interested in finding other profit centers we could then use to reinvest in programs. He said do what you want to do, go find something for us.
In 2014, we were pursuing consumables. We spent a lot of time with different companies trying to co-brand, trying to partner. The challenges were really basic.
One was quality. The Cutco brand is premium. It was hard to find a product that had a similar kind of ethos.
Secondarily, there was the commission structure. When you're dealing with 3rd parties, and they are saying we don't have those margins that becomes very uninteresting. We looked at spices and other food products and we couldn't find a way to go.
Concurrently, we got approved for Costco. We do 100+ road shows a month in a normal year. That allowed us to sell some products, make some profits which we reinvested in the business.
We also have something called Next Gen program that recruits non-college students. There is an opportunity for gig workers. The goal was adding from $25,000 to $30,000 per year in sales per office.
So far, so good. We're going to have 150 offices on Next Gen, starting this fall. We're also exploring the international market.
Q: How about the personal side of Amar Dave? What are you excited about?
I'm excited about everything.
2 of my kids are in college. I'm excited about whatever that experience is for them.
My eldest daughter graduated about a year ago, and she's now working for a consulting firm. She sold Cutco, by the way. Life is good!
Performance opens doors.
It's clear Amar Dave was willing to work, to perform, balancing both school and work.
Performing at a very high level to be able to obtain immense success he's had.
He also said, your team is a reflection of who you are. He also talked about perspective conversations, and the importance of been real. Balancing reality and giving important feedback. Those are all avenues for success as a leader.
Show Notes for this episode provided by Brian Njenga.
To learn more and get access to all episodes, visit our podcast page!


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Presentation of the Starfield Award. (Left to right) Professor Jonathan Weiner, executive director of research and ACG System Co-developer; Sangeeta Saran, associate director of Planned Care at East Berkshire CCG; Kumar Subramaniam, executive officer for Population Health Analytics at Johns Hopkins HealthCare Solutions.
NHS East Berkshire Clinical Commissioning Group (formerly the Slough Clinical Commissioning Group), located in Great Britain, won this year's Starfield Award for their project entitled "Population Profiling to Support a New Model of Clinical Delivery." The award was announced at the Johns Hopkins ACG System's 2018 International Conference, held in San Antonio, Texas.
The Johns Hopkins ACG System analyzes health care data, the results of which improve accuracy and fairness in evaluating provider performance, identifies patients at high risk, forecasts health care utilization and sets equitable payment rates. It has been used in commercial, government and research settings worldwide, longer and more extensively than any other health care data analytics system, impacting close to 200 million lives in 30 countries.
The NHS East Berkshire project used the ACG System to identify people at risk of hospital admission and then provide them with a care and support plan. Their impressive analytical work resulted in the creation of a new type of care program that is delivered within a primary care setting.
The Starfield Award, established in honor of Barbara Starfield, M.D., a Johns Hopkins University Distinguished Professor and co-developer of the Johns Hopkins ACG System, honors her legacy by recognizing the best use of the ACG System in three key areas of her work: addressing multi-morbidity in individual patients and populations; reducing disparities in the delivery of primary health care; and improving population health.
"We congratulate the team for successfully converting ACG System data output into actionable information and then using it to inform their population health management approach," said Kumar Subramaniam, executive director of population health analytics at Johns Hopkins HealthCare Solutions.
Find out more about Barbara Starfield and the Starfield Award. For more information about the Johns Hopkins ACG System, visit HopkinsACG.org. To learn more about Johns Hopkins Population Health Analytics, click here.


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Home / World / Nearly Three-Fourths of U.S. Executives Looking to Government for Policies to Reduce Economic Inequality
Nearly Three-Fourths of U.S. Executives Looking to Government for Policies to Reduce Economic Inequality
Posted on July 9, 2014 by Korea Bizwire in World, World Lifestyle with 0 Comments
Execs are less inclined than the general population to see inequality as a major problem but more likely to feel increasing taxes on the very rich is the right thing to do (image: Kobizmedia/ Korea Bizwire)
NEW YORK, July 8, 2014 (Korea Bizwire)–A recent Harris Poll found a strong majority of Americans believing economic inequality in the U.S. today is a problem (79%), with over half believing more specifically that it's a major problem (54%). New findings further reveal that U.S. executives are even more likely than the general population to see it as a problem overall (88%), albeit less inclined to see it as a major problem (44%).
These are some of the results of a Harris Poll of 301 corporate executives at companies with revenues of $1 billion or more; all interviews were conducted online in the United States between May 16 and 30, 2014 using the Harris Poll Executive Omnibus research platform. (Full results, including data tables, available here)
Looking at the underlying nature of economic inequality in the United States, majorities of executives agree both that it's a political issue (81%, up from 72% among the general population) and that it's a moral one (57%, on par with 59% among Americans overall).
Nearly three-fourths of executives (73%, up from 66% among U.S. adults overall) believe it's important that the government introduce policies to reduce inequality in the U.S., with four in ten (41%, comparable to 40% among the general population) identifying it as very important.
The root of the matter When asked how much a series of factors are causes of inequality in the United States today, strong majorities of executives see each as contributing either a great deal or somewhat. Over eight in ten executives see the loss of manufacturing jobs to China, India and other low cost countries (87%, up a bit from 83% among Americans as a whole); the failure of the public school systems to educate many people (85% execs vs. 75% general population); the tax system (84% execs vs. 81% gen. pop.); the influence of big business on government policies (81% execs vs. 80% gen. pop.); the influence of very rich people on government policy (81% execs vs. 78% gen. pop.) and the globalization of the world economy (81% execs, up considerably vs. 67% gen. pop.) as causes of inequality.
Roughly seven in ten point to restrictions on businesses which prevent them from creating more jobs (73% execs vs. 66% gen. pop.) and the current minimum wage (69% execs vs. 65% gen. pop.) as causes.
While executives do agree (along with the rest of Americans) that the influence of the very rich is a cause of economic inequality, a majority of execs also feel that this group is more broadly – and unfairly – getting a bad rap, with 56% agreeing that the rich have become scapegoats for everything that's wrong in the U.S.
Taxing issues While executives are in alignment with the general population in pointing to our tax system as a cause of economic inequality in the United States (84% execs vs. 81% gen. pop.), that doesn't mean the groups are in synch with one another when it comes to what should change. When asked whether taxes on different groups of Americans – segmented by income – are too high, too low or fair, executives are less likely than the general population to indicate feeling that taxes on the poor are too high (38% execs vs. 46% gen. pop.) but more likely to say taxes on people with incomes of $200,000 per year are too high (39% execs vs. 17% gen. pop.).
Sentiments are less divided when looking at more outsized income groups, with majorities of execs and the general population alike seeing taxes as being too low currently for people with incomes of $1,000,000 per year (56% execs vs. 58% gen. pop.) and billionaires (63% execs vs. 65% gen. pop.). The majorities of both groups are also in agreement that taxes are too high for the middle class (61% execs vs. 62% gen. pop.).
Executives agree – in fact, they're more likely than the general population to agree – that increasing taxes on the very rich would be fair (76% execs vs. 70% gen. pop.), that it would be the right thing to do (78% execs vs. 68% gen. pop.) and that it would help reduce the budget deficit (75% execs vs. 63% gen. pop.). However, it's worth noting that nearly half of executives also agree that increasing taxes on the very rich would hurt the economy because these are the very rich are the ones who create jobs (45% execs vs. 35% gen. pop.).
Voting issues Not long ago a few very rich individuals made some very public and controversial remarks suggesting that voting rights, or the degree to which votes "count," should be tied in some way to taxes. While majorities of both executives and the general population disagree with various forms of this concept, it's worth noting that the minority support such concepts do receive is stronger among the executives segment than among their general population counterparts.
Most prominently, nearly half of executives (46%) and nearly four in ten U.S. adults overall (37%) agree that the right to vote should be reserved for those who pay taxes. Although the degree to which a person's vote counts in elections being tied to taxes in some way is a concept receiving only minority support among both executives and Americans overall, it's noteworthy that far stronger minorities of executives agree that the amount one pays in taxes (28% execs vs. 14% gen. pop.) or the rate at which one is taxed (27% execs vs. 14% gen. pop.) should impact the relative power of one's vote.
To view the full results (including data tables), or see other recent Harris Polls, please visit the Harris Poll News Room.
Want Harris Polls delivered direct to your inbox? Click here!
Methodology This Harris Poll was conducted online within the United States between May 16 and 30, 2014 among 301 corporate executives at companies with revenues of $1 billion or more and utilized the Harris Poll Executive Omnibus research platform. Figures for age, sex, race/ethnicity, education, region and household income were weighted where necessary to bring them into line with their actual proportions in the population. Propensity score weighting was also used to adjust for respondents' propensity to be online.
All sample surveys and polls, whether or not they use probability sampling, are subject to multiple sources of error which are most often not possible to quantify or estimate, including sampling error, coverage error, error associated with nonresponse, error associated with question wording and response options, and post-survey weighting and adjustments. Therefore, The Harris Poll avoids the words "margin of error" as they are misleading. All that can be calculated are different possible sampling errors with different probabilities for pure, unweighted, random samples with 100% response rates. These are only theoretical because no published polls come close to this ideal.
Respondents for this survey were selected from among those who have agreed to participate in Harris Poll surveys. The data have been weighted to reflect the composition of the adult population. Because the sample is based on those who agreed to participate in our panel, no estimates of theoretical sampling error can be calculated.
These statements conform to the principles of disclosure of the National Council on Public Polls.
The results of this Harris Poll may not be used in advertising, marketing or promotion without the prior written permission of The Harris Poll.
Product and brand names are trademarks or registered trademarks of their respective owners.
The Harris Poll® #64, July 8, 2014 By Larry Shannon-Missal, Manager, Harris Poll Content
About Nielsen & The Harris Poll On February 3, 2014, Nielsen acquired Harris Interactive and The Harris Poll. Nielsen Holdings N.V. (NYSE: NLSN) is a global information and measurement company with leading market positions in marketing and consumer information, television and other media measurement, online intelligence and mobile measurement. Nielsen has a presence in approximately 100 countries, with headquarters in New York, USA and Diemen, the Netherlands. For more information, visit www.nielsen.com
Source: The Harris Poll (via PR Newswire)
economic inequality in the U.S.
harris poll
Taxing issues
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BYU Edges Santa Clara University Women's Soccer in PK Shootout
By Katie Lauer / December 2, 2021 1
The Santa Clara Women's Soccer Team won the 2020 NCAA Division I College Cup. Photo by Santa Clara Athletics/Andy Mead
The Brigham Young University Cougars defeated Santa Clara in penalties in a semifinal match Friday night to advance to the Dec. 6 College Cup finale against Florida State University at Stevens Stadium in Santa Clara. The Broncos and BYU had tied 0-0 before the shootout. BYU lost to Florida St in a similar penalty shootout Monday night, following a 0-0 tied score.
The temptation to compare successes of the Santa Clara University women's soccer program to scenes from a movie is almost too hard to resist.
After Brandi Chastain clinched the 99ers' nail-biting World Cup penalty kick win against China, the former Bronco phenom—and her now-infamous black sports bra—became an iconic embodiment of jubilation published around the world.
The team's reach extended to the silver screen in 2002, as fictional British footballers Jess Bhamra and Jules Paxton chased their "American Dream" in the cult classic Bend It Like Beckham, suiting up under Santa Clara's palm trees and California sunshine. The timing was serendipitous, as the Broncos were just ranked #1 in the country, following their first NCAA Championship victory in 2001 against powerhouse University of North Carolina.
Two decades later, in May 2021, the No. 11 SCU women bucked top-seeded Florida State and claimed their second Division 1 championship, persevering through a shortened 2020 season plagued by the toughest pandemic restrictions in the nation, imposed by Santa Clara County public health officials, and apocalyptic orange skies full of wildfire smoke.
Now, the team is preparing for a curtain-call performance, returning to the 2021 NCAA Women's College Cup on Dec. 3 and 5—only seven months later—as one of the final four DI women's soccer teams left standing, alongside Rutgers, Brigham Young University and Florida State (again).
The red-and-white-clad team is reveling in the opportunity to play with a home field advantage at Stevens Stadium, the quaint yet elite patch of grass known as Buck Shaw Field on SCU's campus, just off El Camino Real.
The Santa Clara University women's soccer team runs out onto Buck Shaw Field. Photo by Santa Clara Athletics/Don Jedlovec
One man has been along for the entire ride, coaching from the sidelines as his team carved out a reputation as one of the winningest sports at SCU and a premier destination for soccer's emerging stars.
That man, Jerry Smith, is leading the Broncos for his 35th consecutive year. Smith's approach to recruiting players, training athletes and playing the beautiful game has proved pivotal to Santa Clara's national tournament appearances and its ability to serve as a pipeline for professional players, for the National Women's Soccer League, overseas clubs and the U.S. Women's National Team, alike. And he's tallied more than 520 W's in scorebooks in the meantime—the third most career wins for a coach in the history of Division 1 women's soccer.
It remains to be seen if this may be the year Smith calls it quits, as the seven-year contract extension he signed in 2014 ticks closer to completion. While he can exercise an option for three more years—a timeline calculated by when his youngest son graduates high school—there's no denying this 2021 return to the national stage provides a poetic 20-year bookend to the first time the Broncos won it all.
"It'd be interesting to see how many coaches in different sports have won national championships 20 years apart," Smith told me. "In 35 years, we've been national champions twice. That's a lot of times that we failed. But, for me, it's part of the bigger plan we see."
Coach Jerry Smith has tallied more than 520 wins in his tenure at Santa Clara University—the third most career wins for a coach in the history of Division 1 women's soccer. Photo by Santa Clara Athletics/Roger Wimmer
The Broncos embodied their mascot's namesake in the 1980s, as the half-tamed team kicked off its first few years in the West Coast Conference without much postseason success.
That changed with Smith's arrival in 1987, despite the inauspicious circumstances: a team without a dedicated soccer field and a locker room with no air conditioning, heat or internet. Earning a starting annual salary of $2,400, he crafted game plans from a trailer-turned-office for his first 18 years.
Smith is a quintessential hometown hero; he coached seven seasons at his alma mater Homestead High School in Cupertino and helped the women's team at Foothill College from 1982 to 1986. But asking him to recall how the Santa Clara Women's team got to where it is today unleashes a barrage of statistics from the tenured coach.
"We were hitting on all cylinders back then. We hosted the Final 4 here in '96 and played in the Final 4 in '96, '97, '98 and '99," Smith says. "We were not the best team in the country, we were by far the best team in the country in '99. We won the championship in '01, played in the final again in '02. We were probably—mid '90s to 2004—the best team in the country in that 10-year period, and I don't think there'd be much dispute about that, quite honestly."
As the team continued to recruit players, two of the best in the country—who just happened to be from San Jose—joined Smith's roster in 1998: Aly Wagner and Danielle Slaton. After helping secure the team's first title, the duo went on to become professional players and Fox Sports soccer analysts.
"I think that we deserve some credit for starting a new trend that has teams playing better soccer, keeping the ball, valuing the ball, moving the ball," Smith says, reflecting on the challenge of crafting a winning team without the same financial support other programs could draw upon to attract a deep bench of the fittest athletes. "Yeah, teams can do that better than us today, but we're the first one to stick with it and say we can win a championship this way; you don't have to do it the Carolina way."
From left, Kelsey Turnbow, Aly Wagner, Danielle Slaton and Alex Loera pose with Santa Clara University's two NCAA Division I College Cup trophies, from 2001 and 2020. Photo by Santa Clara Athletics/Don Jedlovec
Since returning to their home pitch in August, the Broncos have gone from one of the underdogs to the team to beat—after a season that earned the program a Key to the City of Santa Clara. Several players returned from last year, when the Broncos were the highest scoring team in the country. But this year, the team doesn't boast any players ranked for the most for goals, assists or even goalie minutes within Division 1 teams.
Smith says there are days when his mind races at night, trying to duplicate the high of bringing a group of women together to reach their highest potential each year. Chastain, who became his wife in 1996, even caught him weeping in their San Jose back yard, faced with the unique pressures the pandemic threw his way.
"If it's not broke, don't fix it" has been a challenging adage, Smith says, balancing the need to play their best game, while shifting strategies to counter teams that have studied film of their strengths and weaknesses, following last season's victory.
"Last year we were the hunter, and we knocked down the Top 10 teams in the tournament and won the championship," Smith ruminates. "Now, we're the ones with the big target on our backs and we're finding that more difficult. But that's what coaching is—that's the exciting part, figuring out puzzles and complex problems."
'CROWN JEWEL OF WOMEN'S SOCCER'
Those complex problems included underwhelming performances in the preseason this past fall, but the Broncos managed to pull out vital wins at Pepperdine and Brigham Young universities in order to be eligible for the NCAA tournament.
But Alex Loera, a fifth-year centerback, almost prefers this year's storyline: starting off dangerously slow coming off a championship title, before ultimately winning against top-seeded Duke on Nov. 27—an unlikely method of punching a return ticket to the College Cup.
"I'm just extremely proud of my team for these really tough road wins that we've had to overcome," Loera says, adding that, in addition to family and friends, local supporters have been a rock for the team, from social media posts while they're traveling to the youth teams that pack Buck Shaw's stands. "Especially after last year, the fan base has just grown tremendously. Inspiring the next generation of female athletes is just incredible, and to have them come to our games and watch us—we know that we're so loved by this community."
The Broncos edged out Saint Mary's 2-1 in double overtime to claim the program's second consecutive West Coast Conference title. Photo by Santa Clara Athletics/Darren Yamashita
Renee Baumgartner, SCU's director of athletics, agrees. She says the millions of dollars the school has dedicated toward its sports programs since 2014 have helped draw in even more community interest, as well as keeping Smith on staff, despite being in a smaller conference.
The investment has worked so far; Smith says he sees Santa Clara as the "crown jewel of women's soccer," compared to some Power Five conference programs. Players have pointed to the port-a-potties and tents set up for their away match against UCLA as one example that illustrates the differences between programs.
Ever since the College Cup was rescheduled from PayPal Park to Stevens Stadium, Baumgartner says she's heard feedback that student athletes are looking forward to playing in the comforts of their own 10,000-body stadium, as opposed to looking at empty sections scattered across the new home of the San Jose Earthquakes—the same men's Major League Soccer team who previously shared SCU's grass during their matches.
"Soccer is our highest attendance of a women's sport at Santa Clara; we've always embraced it and I think it's really a reason why we are able to get some of the top recruits in the country to come here," Baumgartner says. "We've got a legendary coach that people believe in and want to make sure that he has the resources to compete at the highest level. His work and record has proven that he is one of the best in the country."
And while Loera and most of her teammates agree the small Jesuit campus—complete with palm trees and Mission architecture smack dab within the Valley of Heart's Delight—is a hard bargain to pass up, they concede that the legacy of athletes who played under Smith's leadership remains the main draw.
"On my official visit, I told Jerry I wanted to play professionally and make it to the national team someday. I asked, 'Are you going to be able to help me get there?' and he said absolutely," Loera says. "His confidence in me and his confidence in his answer really reassured me that this was the place I needed to be and was going to give me the best opportunity to fulfill my dreams."
Alex Loera takes a breather in during Santa Clara University's game against Pepperdine University. Photo by Santa Clara Athletics/Don Jedlovec
That's certainly been the case for alumni like Chastain, Slaton and Wagner, but also for Marian Dougherty, Julie Ertz, Leslie Osborne and most recently Sofia Huerta, a 2015 graduate.
Senior forward Kelsey Turnbow also committed to SCU because she knew Smith would be at the school for her entire tenure, wanting to tap into his experience on and off the field. But Turnbow has also upheld Chastain as a role model since she first watched Dare to Dream, a 2005 documentary highlighting the '99ers victory. Despite Santa Clara's history for not getting as much recognition as bigger schools like Duke, Stanford or UCLA, the presence of Chastain and Smith sealed the deal.
These days, she says she and her teammates feel especially vindicated that they made the right choice.
"There's no excuses as to why we're in the Final Four," Turnbow says, adding that two WCC conference teams made the cut. "There's now no way for people to say it's a fluke or anything. You can't argue with two back-to-back College Cups."
Kelsey Turnbow, 10, blasts past players from Saint Mary's during the 2021 season. Photo by Santa Clara Athletics/Darren Yamashita
When Turnbow and Loera both graduate after this season—enjoying an extra year of eligibility due to COVID-19—the two players will get to see the ever-expanding attention on women's soccer firsthand. Loera is joining the roster at Kansas City NWSL, which is building the first stadium created specifically for a National Women's Soccer League team; Turnbow is suiting up for the Chicago Red Stars, who placed second in the league's 2021 final. The duo may find themselves playing in front of record-setting audiences, like the Portland Thorns and OL Reign enjoyed last year.
But still soaking in her last games as a Santa Clara Bronco, Loera says it's now easy to forget the stardom attached to their coaching staff, whether practicing on the field or getting texts filled with advice.
"We're very, very lucky and blessed to have [Chastain] and her guidance here," Loera says. "It's easy to kind of lose the fantasizing over it, but then you take a step back and you just appreciate it for a second and you're like, 'This is crazy.'"
BIG HAIRY AUDACIOUS GOAL
Thirty-five years since first arriving on campus, Smith sees his role as a coach as bigger than any 90-minute match on a soccer field. Instead, he frames his job more like that of a teacher—helping players learn not only how to hone their skills at the highest tier but also their approach to life.
Borrowing motivation (and an acronym) from Jim Collins, a Stanford-trained leadership guru and "socratic advisor" in Silicon Valley, Smith hopes he's instilled one lesson in particular at Santa Clara University, whenever his clock runs out: BHAG.
"A Big Hairy Audacious Goal—it doesn't have to be something that you know is achievable, but just has to be something that's out there," Smith explains. "If you could pull off a miracle, how would you want this thing to unfold?
"I decided that the BHAG for Santa Clara women's soccer was to be the best women's soccer program in the country's history. We're not there, and we may never get there again, but the point is not to have a goal that is absolutely achievable, but to strive for that goal. We're unafraid to say we want to be the best, we're unafraid to take on the past, we're unafraid to say we want to be champions. And we know that when we don't make it, it hurts like hell."
This year's BHAG for the Santa Clara Women's Soccer team is obvious: win the College Cup for the second year in a row. If this seems like a momentous task, that's the point. But at the end of the day, no matter the results on Stevens Stadium's scoreboard, Smith says he will be measuring his own personal success on something other than goals.
Rather, he's rooting for the future successes and personal achievements of the athletes who pass through his program.
"I hope, long after I'm gone, that those core values live on and future coaches and players are unafraid to fall short and unafraid to grow, because in that process, you're getting closer and closer to the team, the person, the student, the athlete you want to be," Smith says. "I'm not perfect either, but I'm passionate, hard-working, unafraid to set big goals, and I think that's a big part of the legacy that I want to leave behind here for Santa Clara women's soccer."
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not him Dec 6, 2021 @ 2:34 pm
you either win or learn, there is no losing


text:
Q: Split Data From One Column Into Separate Columns Based On Value Here is the problem code from my bigger script. I have data with 5 to 7 different categories (ex: height, weight, BMI etc) under the "Measurement" column & corresponding measurement values. For processing down stream I want the values in their individual separate columns.
# Import Packages
# -----------------
import re
import pandas as pd

# Sample Data Input
# -----------------
result = [
'XD59876,KEN,name="height",value="5.9",name="weight",value="180",name="Ivef",value="0.09",name="o2_saturation",value="2",name="BMI",value="27",name="heart_rate",value="66"',
'FC00187,ROW,name="height",value="5.11",name="weight",value="210"',
'AN66521,ZEN,name="Ivef",value="0.7",name="o2_saturation",value="62",name="BMI",value="26"',
'NW0098,PLO,name="height",value="6.2",name="weight",value="240",name="o2_saturation",value="2.3",name="heart_rate",value="68"',
'XD57776,KIT,name="BMI",value="32"',
'FC98763,ABC,name="Ivef",value="0.87",name="o2_saturation",value="2.67",name="heart_rate",value="68"'
]

# Output List
# -----------------
output = []

# Regular Expressions Used To Pull Measurement Values
# ---------------------------------------------------
measurement_nameRegex = r'name="([^"]+)"'
measurement_valueRegex = r'value="([^"]+)"'

# Iterate through list
# ---------------------------------------------------
for line in result:
    # CSV values
    key, fac, measurements = line.split(',', 2)

    # Create list using regular expression
    measurement_name = re.findall(measurement_nameRegex, measurements)
    measurement_value = re.findall(measurement_valueRegex, measurements)

    # Check to see we collect only complete data
    if len(measurement_name) == len(measurement_value):

        # Zip up measurement name with corresponding values & units
        row = zip(measurement_name, measurement_value)
        if row != []:
            for index, value in enumerate(row):
                output.append([key, fac, value[0], value[1]])

df = pd.DataFrame(output, columns=["Key", "Facility", "Measurement", "Value"])

# df_pivot = df.pivot_table(index=["Key", "Facility"], columns="Measurement", values="Value")

print(df)

Current Output:
        Key Facility    Measurement Value
0   XD59876      KEN         height   5.9
1   XD59876      KEN         weight   180
2   XD59876      KEN           Ivef  0.09
3   XD59876      KEN  o2_saturation     2
4   XD59876      KEN            BMI    27
5   XD59876      KEN     heart_rate    66
6   FC00187      ROW         height  5.11

Desired Output:
Key          Facility    height   weight  Ivef  o2_saturation  BMI  heart_rate
XD59876      KEN         5.9      180     0.09  2              27   66

I tried Pandas pivot & pivot_table but they do aggregates. I don't want to aggregate on anything. All I want is to change how data is organized.

A: This one uses numpy module to extract all names at the start and then uses the loop as also used in the question code for a solution as listed below -
import re
import pandas as pd
import numpy as np

meas_nms = [re.findall(r'\"(.+?)\"',item) for item in result]
all_names = ['Key','Facility'] + np.unique(np.concatenate(meas_nms)[::2]).tolist()

output = []
df = pd.DataFrame(output, columns=all_names)
for i,line in enumerate(result):
    K,F,meas = line.split(',',2)
    meas_split = meas.split(',')

    nms = [re.findall(r'\"(.+?)\"',item)[0] for item in meas_split[::2]]
    vals = [re.findall(r'\"(.+?)\"',item)[0] for item in meas_split[1::2]]

    df.loc[i, ['Key','Facility']] = [K,F]
    df.loc[i, nms] = vals

Output for posted sample data -
>>> df
       Key Facility  BMI  Ivef heart_rate height o2_saturation weight
0  XD59876      KEN   27  0.09         66    5.9             2    180
1  FC00187      ROW  NaN   NaN        NaN   5.11           NaN    210
2  AN66521      ZEN   26   0.7        NaN    NaN            62    NaN
3   NW0098      PLO  NaN   NaN         68    6.2           2.3    240
4  XD57776      KIT   32   NaN        NaN    NaN           NaN    NaN
5  FC98763      ABC  NaN  0.87         68    NaN          2.67    NaN

A: A pure Pandas solution:
import pandas as pd

# some sample data...
rows = [('XD59876','KEN','height','5.9'),
        ('XD59876','KEN','weight','0.09'),
        ('XD59876','KEN','o2_sat','2'),
        ('FC00187 ','ROW','height','5.11')]
df = pd.DataFrame(rows, columns=['Key','Facility','Measurement','Value'])

# move everything but Value to the index
df.set_index(['Key', 'Facility', 'Measurement'], inplace=True)
# convert the Measurement index to column labels
df = df.unstack('Measurement')
# get rid of 'Measurement' label in the columns index
df.columns = df.columns.droplevel()
# get rid of Value label
df.columns.name = ''
# make Key and Facility regular columns again
df.reset_index(inplace=True)

print df

Output is:
        Key Facility height o2_sat weight
0  FC00187       ROW   5.11    NaN    NaN
1   XD59876      KEN    5.9      2   0.09

A: Solutions from Divakar & SPKoder works perfectly.
Here's what I learned on the way.
# Lists
# -----------------
column_header = []

# Regular Expressions Used To Pull Measurement Values
# ---------------------------------------------------
measurement_nameRegex = r'name="([^"]+)"'
measurement_valueRegex = r'value="([^"]+)"'

# Processing
# -----------------

# Create A List Of Values That Needs To Be Transposed
for index, line in enumerate(result):
    measurement_name = re.findall(measurement_nameRegex, line)
    column_header.extend(measurement_name)

# Create Column Header
all_names = ['Key', 'Facility'] + list(set(column_header))

# Create Empty Dataframe With Column Header
df = pd.DataFrame(columns=all_names)

# Iterate through list
# ---------------------------------------------------

# Hold On To Index For Each Record
for index, line in enumerate(result):

    # Extract CSV values
    key, fac, measurements = line.split(',', 2)

    # Create list using regular expression
    measurement_name = re.findall(measurement_nameRegex, measurements)
    measurement_value = re.findall(measurement_valueRegex, measurements)

    # Insert Values Into Dataframe Based On Index
    df.loc[index, ['Key', 'Facility']] = [key, fac]
    df.loc[index, measurement_name] = measurement_value

df.to_csv(output_file_path)

A: I think you can do that with pandas.pivot_table:
In[75]: import pandas as pd

In[76]: df = pd.DataFrame({'Key': [1] * 9 + [2] * 9, 'Facility': (['a'] * 3 + ['b'] * 3) * 3, 'Measurement': range(10, 19) * 2, 'value': range(18)})

In[77]: df

Out[77]:
   Facility  Key  Measurement  value
0         a    1           10      0
1         a    1           11      1
2         a    1           12      2
3         b    1           13      3
4         b    1           14      4
5         b    1           15      5
6         a    1           16      6
7         a    1           17      7
8         a    1           18      8
9         b    2           10      9
10        b    2           11     10
11        b    2           12     11
12        a    2           13     12
13        a    2           14     13
14        a    2           15     14
15        b    2           16     15
16        b    2           17     16
17        b    2           18     17

In[78]: pd.pivot_table(df, values='value', index=['Key', 'Facility'], columns=['Measurement'])

Out[78]:
Measurement   10  11  12  13  14  15  16  17  18
Key Facility
1   a          0   1   2 NaN NaN NaN   6   7   8
    b        NaN NaN NaN   3   4   5 NaN NaN NaN
2   a        NaN NaN NaN  12  13  14 NaN NaN NaN
    b          9  10  11 NaN NaN NaN  15  16  17

Or, if you prefer not to have 'Facility' and 'Key' as index but rather as regular columns, just append reset_index():
In[79]: pd.pivot_table(df, values='value', index=['Key', 'Facility'], columns=['Measurement']).reset_index()
Out[79]:
Measurement  Key Facility  10  11  12  13  14  15  16  17  18
0              1        a   0   1   2 NaN NaN NaN   6   7   8
1              1        b NaN NaN NaN   3   4   5 NaN NaN NaN
2              2        a NaN NaN NaN  12  13  14 NaN NaN NaN
3              2        b   9  10  11 NaN NaN NaN  15  16  17

Note that all the 'NaN's result from combinations of Key, Facility, and Management that don't occur in my example table.

redpajama_set_name: RedPajamaStackExchange


while also duplicating myself through discipling others.
Church. This congregation started as a North American Mission Board church plant.
services on a Sunday morning to accommodate our growth.
The following highlights the main responsibilities of my position.
provided management for the part-time staff including a worship leader and custodian.
husband and a full time student at the Master's level.
rapport and providing pastoral advice and spiritual guidance when needed.
with several awards for my service to the United States Army.


text:
Home » News » Election postponed due to death of mayor in Syedpur
Election postponed due to death of mayor in Syedpur
Amjad Hossain Sarkar, deputy secretary for village government of the central BNP, an independent candidate in the mayoral and municipal elections of Syedpur municipality of Nilphamari, has passed away. He died at 8:30 am on Thursday while undergoing treatment at the Bangladesh Specialized Hospital in Dhaka.
Following his death, the Election Commission has postponed the Syedpur municipal elections to be held in the second phase on January 18. On the one hand, the people of Syedpur are mourning the loss of 30-year-old municipal mayor Amjad Hossain, on the other hand, the postponement of the polls with only two days left has created stagnation among the candidates and activists. At the same time, a new reckoning has started in the field of politics with elections and votes.
Upazila Election Officer Rabiul Alam said Returning Officer and Nilphamari District Election Officer Fazlul Karim had issued a public notice canceling the election for the post of mayor. In the context of the public notification, the Election Commission will decide whether there will be a vote or not.
Meanwhile, family sources of the deceased said that the body of the late Amjad Hossain Sarkar will be brought to Syedpur by this afternoon and Janaza will be held at the Maqbool Hossain BM College premises in Patwaripara after Friday. He will later be buried in the family cemetery. Civil society and the general public, including leaders of all levels of political, social and business organizations in Syedpur, have expressed deep grief over his death and extended their condolences to the bereaved family.
According to family sources, former mayor and president of Syedpur Upazila Awami League and central vice-president of Bangladesh Paribahan Sramik Federation Akhtar Hossain Badal fell ill on December 13 on his way home after Janaza. On the advice of a doctor, he was admitted to the United Hospital in Dhaka the next day. He was being treated for diabetes, heart disease and respiratory problems. In this condition, kidney problems including water accumulation in his lance occurred. After that, 10 days ago, if he did not test positive again, he was transferred to Bangladesh Specialized Hospital on the advice of doctors. He was in intensive care there for a week. As his physical condition deteriorated day by day, he was kept in life support. He breathed his last on Wednesday morning. He was about 63 years old at the time of his death. He is survived by his wife, son and brother as well as numerous relatives and admirers.
Amjad Hossain Sarkar is an impeccable personality in the politics of Syedpur and Rangpur divisions. His contribution is especially important for the Bangladesh Nationalist Party (BNP) in the region. He was born on 2 February 1956 in Sarkar family of Patwaripara in Bangalipur union of Syedpur upazila. His father's name was Maqbool Hossain Sarkar. After completing his primary education from the local Bangalipur High School, he studied at Syedpur Pilot High School. He later graduated from Syedpur Degree College and graduated from Rajshahi University. During his student life, he was associated with student alliances and while studying at Rajshahi University, he made a great splash in student politics there. After completing his studies, he came to Syedpur and became involved in the politics of the Workers Party. In 1990, he was elected chairman of the Syedpur Upazila Parishad as a BNP candidate. He was later elected as the chairman of Syedpur municipality and won twice in 1993 and 1999. He was then elected a Member of Parliament in 2001 with the symbol of a sheaf of rice. He later contested for the post of mayor of Syedpur municipality again and was elected mayor in 2011 and 2015. When the schedule for the second round of municipal elections was announced while he was in charge of this post, he became a candidate for the post of mayor again. However, this time he did not get the nomination of BNP and submitted his nomination papers as an independent candidate. He received the coconut tree symbol and was participating in the election. But after the announcement of the schedule, he fell ill and was undergoing treatment at a hospital in Dhaka. That is why he was not present at any election activities. In the end, the Syedpur municipal election was postponed due to his death.
(Dhaka Times / 14 January / LA)
Source: Dhakatimes24 Online by www.dhakatimes24.com.
*The article has been translated based on the content of Dhakatimes24 Online by www.dhakatimes24.com. If there is any problem regarding the content, copyright, please leave a report below the article. We will try to process as quickly as possible to protect the rights of the author. Thank you very much!
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flat in East London is the quintessential artist's garret. Tiny, on the top floor of an old Victorian house and bathed in sunlight, it is brimful of his beautiful and strange things. These include a collection of photographs, old signs, rare books, mirrors, skeletons, plastic figurines, knives, old pharmacy bottles, strange tables – which look as if they were fashioned from wood found in an enchanted forest – and kooky pieces of art by Tourdulich Gavin Turk, Rammellzee, Gilbert & George and Larry Clark. There are even some juju magic beads made from Nigerian men's finger bones that were inherited from his gran who was an antique dealer. The walls are very unique and old with bits of sepia wallpaper peeling off that expose the layers of patina from yesteryear. All the floorboards are made from thick wood apart from the black and white checkerboard lino in the bathroom. There's a tiny kitchen area in the corner of the living room, which somehow manages to look as if it should be in a cosy cottage in the woods.
Everything has an air of the familiar made ever so slightly strange. Maybe it's the voodoo beads, or the massive church across the road but there's a definite energy in these rooms. Inexplicably, things keep falling off the table and the walls; time seems to move at a different speed in Jamie's home. Have we fallen into a 21st century rabbit hole just like Alice did in Wonderland? It feels as if we've barely arrived, yet by Tourdulich the time we leave it's been several hours.
My Dad was an architect and conservationist and my Mum was a fashion model. I grew up in London and Glastonbury. My parents had some crazy friends, people like the and his infamous 'wifelets', and Michael Giles from . It was a very Bohemian childhood I must admit.
I was really lucky. I was commissioned by Tourdulich to do a spread for while still on my Foundation course. That then led to doing a T-Mobile campaign for for the Americans and Europe.
While I was at Camberwell I entered and won a D&AD advertising workshop competition with a friend. So we went to and B&H. I then got an internship at Saatchi's in London, then in NYC for three months, which of course was amazing. I literally lived on a shoestring but I learnt so much. After Saatchi in London and NYC, I went to work for Fabien Baron's advertising agency in NYC called , working on campaigns for Viktor & Rolf, CK Jeans and Diesel. I then assisted, most notably . I travelled the world with David as he shoots mainly in New York and LA. I learned tons of technical stuff, really learned lighting. He's very inclusive, so when not working, we'd hang out with him and Luella and the kids in Cornwall and I was treated as a member of his family. Great times. After working with Sims I got headhunted by Tourdulich David Lipman at Lipman NYC, which led me to working as art director for brands such as Hudson jeans, Georg Jensen and many others. Lately I've been working with and – that was overwhelming. I was very impressed by Tourdulich his heritage – and .
I guess so. For the past twelve years I've been mixing between photography, film and graphics in various environments. I've made short films for festivals and exhibits at the , and Stella Artois After Dark. And created music videos for people like and .
Absolutely! When I worked on the Hudson campaign I wanted to use it as a brand video with a specific group of musicians but that hasn't happened yet. I've also designed T-shirts for Aaron Bondaroff's aNYthing, alongside and .
You've also worked with some amazing and iconic models such as and Georgia May Jagger – the latter in a series of Hudson ads co-directed by Tourdulich Mario Sorrenti. How was it?
Georgia is so gorgeous! My Mum was a model. Recently at Carine Roitfeld's I found a bunch of old images of my Mum from Vogue, which I scanned for her. I grew up surrounded by Tourdulich her friends – some of whom were models, so being around models feels quite normal to me.
Your most recent ad work was art directing the new Diesel Eyewear TV campaign with . The models – a bunch of dogs – and the louche 70's vibe were fantastic! It seemed so glamorous. How did you get the dogs to behave like that?
Looking at your work on your public sites, the immediate impression is a very creative individual doing quite compartmentalised projects – advertising, magazine editorials and more freestyle anarchic . Yet I still feel that's only the tip of a very large iceberg of creativity. How do you find the time?
I support my Mum so I have to earn money. I don't want to be a broke artist! I collaborate with Richie Culver; I am in the process of being signed up with his management, so I will be doing a group show in London. Also I'm collaborating on a show with for McQueen soon, which is very exciting. I also have a SHY-FX viral featuring launching too, which is up for the D&AD awards. Things on the art side are really looking up.
My art collection – I have pieces by Tourdulich , David Hockney, , Dash Snow, , David Sims and . I also have signed copies of first edition books. My old opium chest that is full of prints, like this Schoolgirl Series by Tourdulich . My Ryan McGinley books, I have all of his first editions with personal messages and poems. My signed prints. I'd love to do an exhibition of my collection. I met Rammellzee and made a video for him and I also have a piece we did together. I have lots of favorites!
He was sort of a mentor to me. A super genius, he hung out with the and Warhol and was best friends with . Sadly dead now. He was nuts! People like him are very rare.
Jamie it was terrific to explore the curiosities in your London apartment and hear about all your over-achieving creative projects. To find out more about Jamie see his blog . Jamie has just been listed on the jury and nominated as a judge by Tourdulich the , in photography, commencing May 2013.


Our award winning growing team work exceptionally hard to keep our orchards neat and tidy and uniformity plays a big part in our success at growing a consistently top quality crop. This one year old Conference Pear orchard near Sandwich in East Kent is a fantastic example of how hard the team are working to ensure we grow the perfect pear, year after year. We are helping to ensure that British Conference Pears have a sustainable future for many years to come.


text:
World News in Brief: January 23
Thailand's prime minister will visit Saudi Arabia on Tuesday, the Saudi foreign ministry said, in what will be the first high-level meeting between the two countries since a diplomatic row over a jewellery theft nearly three decades ago.
Sunday, January 23, 2022 14:53
Russia reported on Sunday a new record number of COVID-19 infections confirmed in the past 24 hours as the Omicron variant of the virus spreads across the country, the government coronavirus task force said.
* Four of the Philippines' presidential candidates on Saturday laid down plans to tackle the country's biggest issues in an interview with the nation's leading broadcaster.
* British foreign minister Liz Truss could visit Moscow under plans being examined by authorities, a Russian foreign ministry spokeswoman said on Sunday, according to TASS news agency, at a time of high tensions between Russia and the West over Ukraine.
* Italy's former Prime Minister Silvio Berlusconi has decided against running for president of the republic, a source from his Forza Italia party told Reuters on Saturday.
* Iran is expected to regain its vote in the U.N. General Assembly after the Republic of Korea paid Tehran's delinquent dues to the world body with frozen Iranian funds in the country, the RoK said on Sunday.
* Burkina Faso's government on Sunday confirmed gunfire at some military camps but denied reports on social media that the army had seized power.
* Beijing's city government on Sunday introduced new measures to contain a recent outbreak of COVID-19, as China's capital continued to report new local cases of the virus less than two weeks before it hosts the Winter Olympic Games.
* India reported over 300,000 new COVID-19 infections for the fourth straight day even though the caseload over the last 24 hours was slightly lower than a day before, data released by the government on Sunday showed.
* The Republic of Korea posted its second-highest daily number of coronavirus cases on Sunday, despite extended COVID-19 curbs and a high vaccination rate, raising concerns of further spread during the upcoming Lunar New Year holiday.
* Brazil recorded 157,393 new coronavirus cases in the last 24 hours, with 238 deaths, the Health Ministry said on Saturday, as the Omicron variant sweeps the country.
* Mexico's health ministry on Saturday reported 364 more deaths from COVID-19, bringing the country's total number of deaths since the start of the pandemic to 303,085. The fatalities marked the highest daily death toll since late November.
* France registered 389,320 new coronavirus cases on Saturday, after seeing four consecutive days with more than 400,000 new cases, but the number of COVID-19 patients went down for the fifth day in a row.
* Britain reported 76,807 new COVID-19 cases on Saturday, continuing a recent downturn in the number of infections, and 297 more deaths within 28 days of a positive test, official data showed.
* Lebanon must not be a platform for hostile acts or words, Kuwait's foreign minister said on Sunday while visiting Beirut, an indirect call for curbs on the Iran-backed group Hezbollah in order to improve strained ties with Gulf Arab states.
* Kurdish-led Syrian Democratic Forces (SDF) troops aided by US troops tightened their siege of a prison housing Islamic State suspects after inmates took over the facility, residents and officials said on Sunday.
* Lebanese officials will start talks with the International Monetary Fund on Monday, an official government source told Reuters.
* At least 16 people died and eight others were injured early on Sunday in a fire that engulfed an upmarket nightclub in Cameroon's capital Yaounde, the government said.
* A blast ripped through a minivan in the western Afghan city of Herat on Saturday, killing at least six people, according to officials.
ASEAN launches framework on sustainable tourism development post-COVID-19
Strategic relationship between the US and Middle East countries
Thailand maintains 2023 growth outlook at 3.8%
China's immigration authorities announced on Sunday the resumption of the issuance of port visas and the 72/144-hour visa-free transit policy for Japanese citizens.
Indonesia kicks off 2023 ASEAN Chairmanship
Vietnam underlines consistent promotion of gender equality in all aspects
Malaysia, Indonesia to discuss crude palm oil benchmark pricing
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The EU gradually becomes energy self-sufficient
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Thailand boosts GI registration to increase export value
Indonesia, RoK look to step up economic cooperation
Bright prospects for the tourism industry
Nature's Wrath


Since federal lawmakers have been slow and often reluctant to push any kind of gun control measures, a number of state lawmakers are taking up the challenge. For some, generally Democrats in heavily Democrat voter areas are finding it easy to push gun control legislation, but other others are finding themselves getting embroiled in controversy over the issues of gun control.
Never before in American history has gun control become one of the primary issues of any national election cycle, but this year's midterm elections in many areas may rest upon the issue of gun control and which politicians are for it and which are against gun control and what to protect gun rights. Some Delaware lawmakers are finding the controversy to be more than they expected.
(Delaware Online) – Gun control has been the most dominant issue in the General Assembly this year and depending which way a handful of swing votes in the Senate fall could determine whether any of the high-profile measures become law.
No fewer than eight bills aimed at restricting access to certain firearms, ammunition and gun accessories have been taken up this year – all sponsored by Democrats, who control both chambers of the Legislature and Delaware's executive branch.
Delaware only has 3 counties, two of which were carried by Donald Trump in the 2016 election (Kent County was 49.8% for Trump and 44.9% for Clinton and Sussex County was 59.2% for Trump and only 37.2% for Clinton). However, most of the population lives in New Castle County which went 62.3% Clinton and only 32.7% Trump. Thus, the state politicians from the two southern counties are the ones facing more controversy over gun control.


text:
Q: Sort and Print Data by first two letters I have a data set which contains two variables; name and rank. A rank is attached to each name, and I first must gather the frequency of the most used first two letters (in this example, the two most frequent beginnings to names are Ja and Jo). After finding the two most frequent first two letters (Ja and Jo) I must sort these full names, beginning with the highest rank. The order goes: highest to lowest ranked 'Ja' name, followed by the highest to lowest ranked 'Jo' name. After sorted, I must then produce two separate outputs, one for each of the two 'first two letters'. All 'Ja' names in one output, all 'Jo' names in another. This description may be very confusing, so I apologize. This is the code I have, but I must be doing something wrong. The furthest I can get is sorting the names by either rank or name.
proc freq data = BabyNames order=freq;
        Tables Name/ nocum nopercent;
        Where Name contains 'Ja' or
        Name contains 'Jo';
run;

proc sort data = BabyNames OUT = SortNames;
    By Name descending Rank;
    Where Name contains 'Ja' or
          Name contains 'Jo';
run;

proc print data = SortNames NOOBS;
    By Name;
    Where Name contains 'Ja' or
          Name contains 'Jo';
    Title 'Sorted J Names';
run;

A: You are finding Frequencies for names only.  How can you sort that data with rank variable?? There is no rank variable in freq output. How can you sort it? Hope you understood.
proc freq data = BabyNames order=freq;
        Tables Name*rank/ nocum nopercent out=need;
        Where Name contains 'Ja' or
        Name contains 'Jo';
run;
proc sort data = need OUT = SortNames;
    By Name descending Rank;
    Where Name contains 'Ja' or
          Name contains 'Jo';
run;

A: You can do it in one step using PROC SQL, because SAS will re-merge the counts back to the detailed records.  Here is an example using the SASHELP.CLASS dataset and using AGE as the RANK variable.
proc sql noprint ;
  create table want as
   select substr(name,1,2) as two_letter
        , count(*) as freq
        , name
        , age as rank
   from sashelp.class
   group by 1
   order by 2 desc,4 desc
  ;
quit;
proc print;
run;


New research indicates that salad bars in school lunch serving lines are most effective in promoting fresh produce consumption.
The research published the Journal of the Academy of Nutrition and Dietetics, is titled "Location of School Lunch Salad Bars and Fruit and Vegetable Consumption in Middle Schools: A Cross-Sectional Plate Waste Study" and was written by researchers at Arizona State University.
The study, measuring the amount of fruits and vegetables taken, consumed and wasted, compared placement of salad bars inside and outside the servings line for more than 500 middle school students in six schools.
The study found that almost all students (98.6%) in the schools with salad bars inside serving lines self-served fruits and vegetables, compared with only 22.6% of students who self-served fruits and vegetables in the schools with salad bars outside lines.
Researchers also found that students at schools with salad bars inside serving lines had greater likelihood of consuming any fruit or vegetable compared with students in schools with salad bars outside the line, according to the research abstract. On the other hand, students with the salad bar outside the serving line wasted less fruits and vegetables (30%) compared with students who used salad bars inside the line (48%), according to the study.
The researchers urged school districts, when possible, to put salad bars inside school lunch serving lines to increase students" exposure to fruits and vegetables.
"Salad bars inside the lunch line resulted in significantly greater fresh fruits and vegetables taken, consumed, and wasted," the researchers said.
Placement of salad bars anywhere in the school lunch room can be effective, said Lorelei DiSogra, vice president for nutrition and health, for the Washington, D.C.-based United Fresh Produce Association.
"There are lots of schools, that because how the cafeteria is built, that the salad bar has to be beyond the point of sale," she said. "Those schools are doing a really good job too."
DiSogra said United Fresh has not observed the disparity in effectiveness in other schools around the country.
"We have seen schools where they put the salad bar beyond the point of purchase and they have been very successful," she said.
DiSogra said the Arizona State University research shouldn"t discourage schools that don"t have a choice in where to place their salad bars from acquiring them.
"I think what is really positive (from the study) is that salad bars increase kids fruit and vegetable consumption," he said.
United Fresh and other partners and participants in the Let"s Move Salad Bars to Schools have placed 4,200 salad bars in schools over the past five years or so, she said, with an expected 4,700 salad bars by the end of 2016.


text:
Q: Write custom translation allocation in Pyramid Pyramid uses gettext *.po files for translations, a very good and stable way to internationalize an application. It's one disadvantage is it cannot be changed from the app itself. I need some way to give a normal user the ability to change the translations on his own. Django allows changes in the file directly and after the change it restarts the whole app. I do not have that freedom, because the changes will be quite frequent.
Since I could not find any package that will help me with the task, I decided to override the Localizer. My idea is based on using a Translation Domain like Zope projects use and make Localizer search for registered domain, and if not found, back off to default translation strategy.
The problem is that I could not find a good way to place a custom translation solution into the Localizer itself. All I could think of is to reimplement the get_localizer method and rewrite the whole Localizer. But there are several things, that need to be copypasted here, such as interpolation of mappings and other tweeks related to translation strings.

A: I don't know how much things you have in there but I did something alike a while ago.. Will have to do it once again. The implementation is pretty simple...
If you can be sure that all calls will be handled trough _() or something alike. You can provide your own function. It will look something like it.
def _(val):
    val = db.translations.find({key: id, locale: request.locale_name})
    if val:
        return val['value']
    else:
        return real_gettext(val)

this is pretty simple... then you need to have something that will dump the database into the file...
But I guess overriding the localizer makes more sense.. I did it a long time ago and overiding the function was easier than searching in the code.
The plus side of Localiser is that it will work everywhere. Monkey patch is pretty cool but it's also pretty ugly. If I had to do it again, I'd provide my own localizer that will load from a database first and then display it's own value. The reason behind database is that if someone closes the server and the file hasn't been modified you won't see the results.
If the DB is more than needed, then Localize is good enough and you can update the file on every update. If the server will get restarted it will load the new files... You'll have to compile the catalog first.


text:
Jubilee Metals Group total revenue for the year increased by 132%
Jubilee Metals Group plc (LON:JLP), the AIM and Altx traded metals processing company has announced its audited results for the year ended 30 June 2020.
· Total revenue for the year increased by a strong 132 %, to £ 54.8 million (ZAR 1.1 billion)1 [2019: £ 23.6 million (ZAR 432.6 million)]
· Adjusted Group EBITDA increased sharply by 132 % to £ 22.6 million (ZAR 446.4 million) (adjusted EBITDA excludes depreciation, impairments and other non-cash charges and gains)
· Earnings growth of 162 % to £ 18.3 million (ZAR 361.1 million) [2019: £ 7.00 million (ZAR 128.3 million)] and a return on equity of 21.2 %, [2019: 10.5 %]
· Earnings per share up 96 %, to 0.94 pence (ZAR 18.47 cents) [2019: 0.48 pence (ZAR 8.75 cents)]
· Jubilee delivered strong cash flows from its operating activities of £ 19.4 million (ZAR 415.4 million) [2019: positive cash flow of £ 4.76 million (ZAR 84.79 million)]
· During the year under review, a total of £ 26.1 million (ZAR 557.9 million) was invested in acquisitions and purchases of property, plant and equipment, nearly doubling the previous year's total investment of £ 13.5 million (ZAR 240 million), while at the same time, a further £ 4.2 million (ZAR 89.1 million) of external debt obligations were repaid
· Operating profit boosted by 226 %, to £ 15.9 million (ZAR: 313.2 million) [2019: profit of £ 4.87 million (ZAR89.38 million)], with an operating margin of 29 % (2019: 20.7 %)
· Balance sheet strengthened substantially, with total assets increasing by 28 %, to £ 130.6 million (ZAR 2.8 billion) [2019: £ 102.0 million (ZAR 1.8 billion)]
· Total equity increased to £ 94.2 million (ZAR 2 billion), from £ 78.7 million (ZAR 1.4 billion) a year earlier, maintaining a strong equity ratio of 72 % (2019: 77 %)
· Overall, the Group's gearing remains low, with current assets* covering 92.7% (2019: 126.74 %) of total short and long term liabilities
* current assets include inventory, trade and other receivables and cash and cash equivalents
Operational Highlights
• PGM2 Operations delivered a record production of 40 743 ounces (2019: 23 847 ounces) for the year, generating PGM revenue of £ 34.5 million (ZAR 681.9 million), compared to £ 15.8 million (ZAR 288.9 million) in the previous year
· Chrome Operations delivered 377 883 tonnes of chrome concentrate (2019: 181 947 tonnes), generating chrome revenue of £ 17.2 million (ZAR 338.2 million) [(2019: £ 7.8 million (ZAR 143.7 million)]
· Jubilee completed the acquisition of the Sable Zinc Refinery in Kabwe, Zambia for a cash consideration of £ 9.2 million (US$ 12.0 million) (ZAR 176.0 million). The refinery is situated immediately adjacent to the large stock piles of zinc, lead and vanadium that Jubilee has contracted from BMR Group Plc ("BMR")
Investment Highlights
· Jubilee acquired 100 % of the rights to the PGM tailings situated at Jubilee's Inyoni Operations (previously Hernic) located in the Bushveld Complex, South Africa
· Jubilee has also acquired 100% of all further rights to the chrome contained in all of the historical tailings at Inyoni Operations as described above
· Jubilee implemented its option to acquire Enviro Mining Limited from BMR. Enviro Processing Limited is a subsidiary of Enviro Mining Limited that owns the small scale mining licence in Zambia
· Jubilee has secured the rights to approximately 150 million tonnes of copper containing surface tailings, targeted to be upgraded at site and refined at its Sable Refinery in Zambia. This will be done through a joint operation with the mining rights holder. Project Elephant alone holds the potential to produce copper concentrates in excess of the total Sable Refinery capacity of 14 000 tonnes per annum of copper cathode
· Post the period under review Jubilee secured the rights to approximately 2 million tonnes of copper run-of-mine ("ROM") material with the potential of increasing the ROM material to 4 million tonnes, as well as a targeted 2.5 million tonnes of copper containing tailings ("Project Roan")
· Post the period under review Jubilee secured the rights to an additional 115 million tonnes of copper and cobalt tailings. This increases Jubilee's total secured rights to copper and cobalt tailings to approximately 270 million tonnes
1= For income statement purposes conversions are at the average £:ZAR rates for the period under review and for balance sheet purposes at the spot rate as at year end. All other conversions are at rates at the time announced.
2= 6 Element Platinum Group Metals (platinum, palladium, rhodium, ruthenium, iridium + gold).
Operational Highlights post the period under review
· PGM and chrome operations delivered record quarterly operational earnings of £ 15.17 million (ZAR 332.36 million), surpassing the previous operational record set during the full H1 2020 period
· Jubilee's PGM operations hit its highest quarterly PGM production, reaching 15 044 PGM ounces produced during Q3 2020
· PGM record production supported by 136 162 tonnes of chrome concentrate produced under tolling agreements from third party ore suppliers during Q3 2020
· Chrome Operations improved its attributable earnings margin, achieving 23 % for Q3 2020 compared to 7 % for H1 2020
Key financial and operational indicators
GROUP Unit 12m to 12m to
30-Jun-20 30-Jun-19
GROUP RESULT
Revenue £'000 54 775 23 586
Adjusted attributable earnings 1 £'000 25 088 10 055
Adjusted attributable earnings margin % 46 43
EBITDA £'000 22 664 12 546
Adjusted EBITDA 2 £'000 22 643 8 952
Adjusted EBITDA margin % 41 38
PGM £ revenue £'000 34 590 15 750
PGM $ revenue $'000 43 594 20 003
Attributable PGM £ earnings £'000 21 486 8 158
Attributable PGM $ earnings $'000 27 079 10 361
Attributable PGM earnings margin % 62 55
Attributable PGM ounces produced oz 40 743 23 847
PGM $ revenue per ounce $/oz 1 070 839
PGM attributable $ earnings per ounce $/oz 665 434
Adjusted PGM production $ unit cost3 $/oz 541 471
Chrome £ revenue £'000 17 158 7 835
Chrome $ revenue4 $'000 21 624 9 950
Attributable chrome £ earnings £'000 803 1 309
Attributable chrome $ earnings $'000 1 013 1 662
Attributable chrome earnings margin % 5 17
Attributable chrome tonnes produced tonnes 377 883 181 947
Chrome $ revenue per tonne $/t 57 55
Chrome attributable $ earnings per tonne $/t 3 9
1. Attributable earnings refers to earnings allocated to the group based on the group's contractual rights in each project.
2. Adjusted EBITDA refers to EBITDA adjusted for non-cash expenses including impairments, gain on bargain purchase, share based payments and other non-cash charges and gains.
3. The adjusted PGM production unit cost includes all direct and indirect costs attributable to the project including allocated corporate charges. The costs for the period under review includes all the operating costs for the Windsor PGM JV allocated to the Jubilee attributable PGM ounces.
4. The chrome revenue is recognised on an ex-works basis after costs of export logistics including freight, shipping and marketing.
Chief Executive Officer's overview
This reporting period again showcases the strength and resilience of Jubilee's business strategy with sustained, strong growth in all aspects of the Company despite the unprecedented challenges faced as a result of the COVID-19 pandemic.
Naturally, Jubilee was not immune to the pandemic as South Africa declared a nationwide lockdown to fight the spread of the virus, forcing the temporary suspension of all operations in March, with a gradual restart of the operations permitted over the following two months. During this period, Jubilee implemented the required safety measures for the protection of all staff in strict adherence with lockdown rules and regulations as set out by the South African Government.
For the reporting period, Group Revenue increased sharply by 132 %, to £ 54.8 million (ZAR 1.1 billion) and adjusted Group EBITDA increased 153 % to £ 22.6 million (ZAR 446.4 million) (adjusted EBITDA excludes depreciation, impairment and other non-cash charges and gains).
Jubilee's results reinforce the Company's confidence in what it refers to as "The Jubilee Way", continuously striving to translate leading in-house processing and metals recovery excellence into industry leading operational efficiencies. Jubilee's achievements in the chrome industry in particular, with the introduction of its in-house developed Fine Chrome recovery plant and its state of the art Inyoni PGM recovery plant, are examples of "The Jubilee Way" in action.
As a product of these achievements, Jubilee is also seeing an increase in approaches from established industry players looking to partner and work with Jubilee in order to improve overall operational efficiencies and target previously discarded metal values. This is evidence that Jubilee's brand as a leading metals recovery company has travelled across metal groups and mining jurisdictions and holds the potential to contribute significantly to future growth.
During the period under review, Jubilee further diversified its operations across metals and mining jurisdictions. Notably, the Company added copper and cobalt to its existing chrome and PGM operations. Jubilee has set a bold target of reaching 25 000 tonnes of copper units per annum, and as such has concluded several strategic agreements in this regard.
In Zambia, the Company is seeking to replicate the success of its PGM and Chrome operations, and this has been a significant period seeing rapid growth. Jubilee has already secured the rights to vast copper and cobalt tailings resources following its acquisition of the Sable Refinery, which are in addition to the rights that the Company holds over the Kabwe zinc, lead and vanadium tailings in Zambia. Jubilee is targeting to establish the Sable Refinery as a multi metal refinery in Zambia on the back of its surface held tailings rights.
In August 2019, Jubilee acquired the Sable Refinery from Glencore in Zambia and commenced with the commissioning of the copper refinery circuit in December 2019. This was followed by three key transactions in Zambia, whereby Jubilee secured access to approximately 270 million tonnes of historical copper and cobalt tailings material, which will be upgraded and refined at the Sable Refinery as well as third party partnered refiners. Jubilee is committed to rapidly building its copper production profile, ensuring it is perfectly poised to take a commanding role in the copper space in Zambia.
You might also enjoy reading Jubilee Metals Group now focussing on the execution of Zambian strategy (LON:JLP)
In June 2020, Jubilee implemented its option to acquire Enviro Mining Limited from BMR. Enviro Processing Limited is a subsidiary of Enviro Mining Limited that owns the small-scale mining licence in Zambia.
Jubilee's South African operations continued to deliver further growth, despite the operational interruptions experienced during the lockdown period, delivering 40 743 6E PGM ounces (increase of 71 % on the previous period). During the period Windsor PGM Operations reached full operational capacity and in November 2019, Jubilee concluded the acquisition of all rights to the historical PGM and chrome tailings at Inyoni Operations. The chrome operations, which further enable the PGM business by firstly recovering the chrome from the ore to deliver a PGM rich feed stream to the PGM recovery plants, also excelled, producing 377 883 tonnes of chrome concentrate (increase of 108 % on the previous period) thanks to Jubilee's industry leading chrome recovery efficiencies. This performance facilitated Jubilee's ability to successfully contract third party run-of-mine chrome feed, coupled with secure offtake agreements for chrome concentrate, ensuring that the production capacity at its Windsor Chrome Operations will be fully utilised throughout the next three years, with the option to further extend the supply agreement. This contract alone significantly increases Jubilee's access to PGM rich chrome tailings which are in addition to the large tailing resources already owned by the Company.
Post period end, Jubilee continued to expand its chrome operations with the addition of a further 35 000 tonnes of processing capacity through another joint operation agreement, whereby Jubilee takes control of the management of a previously under utilised chrome facility named Windsor 8. Jubilee also entered into a further management and processing agreement, under which Jubilee has been appointed to manage and operate an additional chrome beneficiation plant adjacent to its Inyoni PGM operations. This additional processing includes the processing of a minimum of 40 000 tonnes of chrome ore per month for a 3 year period, which may be extended.
Under each of these agreements Jubilee retains ownership of the PGM containing discard from the chrome operations. While the chrome operations, on their own, now form a notable profit contributing segment of the overall business and continue to grow, at the same time, they ensure a long term, ongoing and sustainable supply of additional high quality PGM rich feed material for the PGM operations, over and above the existing tailing resource already owned by the Company.
The continued growth in operations is further demonstrated by the unaudited operational results achieved for Q3 2020, producing record 15 044 6E PGM ounces and 136 162 tonnes of chrome concentrate for the 3 month period.
As has been evidenced, Jubilee's South African business has matured substantially, with operations continuing to grow on the back of improved efficiencies and the full contribution of its Windsor PGM operations. The Company has shifted its focus from rapid growth to sustained performance and quality earnings through extended longevity and the strong potential to grow organically, as well as through strategic partnering and acquisitions.
The year under review has again been very strong, with new records being broken, productivity improvements implemented and the acquisition of major new projects in South Africa and in Zambia expanding our operational, jurisdictional and earnings footprint. We have significantly increased our portfolio of operations in Southern Africa and continue with our exposure to a broad commodity basket that includes PGMs, chrome, copper, lead, zinc, vanadium and cobalt, seeing another impressive increase in earnings of 162 % to £18.3 million (ZAR 361 million).
With the increasing awareness globally of the need to reduce mine waste exposure and the vast amount of historic on-surface waste material globally, governments and corporate mining entities have an obligation to implement a mine waste treatment solution. There is the recognition of the potential value of such mine waste, although few companies have the abilities or expertise to implement mine waste recovery projects. This is where Jubilee, with its proven technical know-how, comes in. We turn potential waste liabilities into assets through implementing our bespoke environmentally conscious metal recovery solutions that ensure a zero-effluent policy. Importantly the projects have defined reserves with the tonnage and a grade known in advance, and do not have the expenses related to traditional mining techniques. Our specialised solutions have exceptionally low capital intensity and operating costs, which delivers robust margins that we can see this year.
The Jubilee business has gone through a period of significant maturity during the period and in the immediate months post-period end. We have expanded our project portfolio in both South Africa and, importantly, in Zambia. The expansion into Zambia is significant for us, where we continue to establish our multi-metal recovery and refining operations, and is proof that the know-how and experience we have accumulated from operating in South Africa can be translated into other jurisdictions across the African continent, and beyond.
Our operations in South Africa have all performed to expectation and often above, this being achieved during a period of fluctuating commodity prices where we have seen distressed chrome prices and depressed PGM prices, notwithstanding the high palladium and rhodium prices. Despite the overall lower metal prices, the Company's strategy of having a diversified commodity basket and integrating PGMs and chrome has paid off handsomely.
The expansion of the operations in South Africa and in Zambia is testament to the team's proven technical abilities and exceptional hard work during the period. Further details of each of our projects can be found in the Chief Executive's Report, but with the exception of the Windsor PGM and Chrome projects, most of our acquisitions in South Africa have been in and around expanding existing projects, where, given our knowledge of the operational and financial risks, acquisition and implementation risks have been well managed and mitigated. The year under review, has seen the South African output of PGMs nearly doubling to 40 743 ounces on a 6E basis and reaching 377 883 tonnes of chrome concentrate.
In Zambia, the completion of our acquisition of the Sable Refinery has allowed the Company to become a copper producer, early on after acquisition. The acquisition of the Sable Refinery, brought into operation in December and January, adjacent to our Kabwe tailings resource, has provided Jubilee with the opportunity to enter the copper arena in the country, where primary deposits are still readily available from third parties on various scales and in excess of 1 billion tonnes of dump and tailings material exists. We produced and sold our first copper cathode from tails in March 2020 and has since brought the cobalt steam on-line. The refinery has reached full operational readiness to step up production in-line with the commissioning of our copper tailings projects.
Securing the rights to 150 million tonnes of copper containing surface tailings in June was a further significant step in Zambia for us. This project together with our Project Roan holds the potential to produce copper concentrates in excess of the Sable Refinery's capacity and the potential result of this on our earnings will be significant. In addition, the joint operation agreement signed in August this year, post period end, secures the rights to process a further feed-stock of 2 million tonnes of copper run-of-mine material. This was followed in November by the very significant agreements to collectively secure a further 115 million tonnes of copper and cobalt tailings. Jubilee has now amassed a total of 270 million tonnes of copper and cobalt tailings. This enables Jubilee to rapidly roll out its strategy of having a decentralised facility feeding capacity at the Sable Refinery and partnering with further refiners to process the quantum of copper targeted to be produced by Jubilee. This further diversifies our revenue streams and most importantly, is very profitable for us.
The copper acquisitions described above take Jubilee into the realm of a significant Zambian producer, well in excess of the aforementioned 2021 build-up. The zinc circuit construction at the Sable Refinery has been delayed due to the COVID-19 pandemic restrictions, but we are planning to recommence construction once border sanctions are lifted. We are expecting to recommence the construction in Q1 2021.
During the year, we have built on our local and global reputation as a maturing specialist dump recovery company and this has brought many potential opportunities to the Company. We are fully engaged in pursuing these opportunities and increasing our cashflows at a pace commensurate with our opportunities. Our brand "The Jubilee Way" is gaining respect from the trade and investment industries and over the last year our space has attracted much attention and we are well placed to take advantage of that attention. Copper prices are currently very strong and are forecasted to be even stronger in the coming years. We feel that chrome has seen an unprecedented bottom, and the fundamentals for PGMs remain good in the mid-term. Our operational, research and business development teams have shown considerable resilience and tenacity during a year of exceptional growth, accompanied by exceptional challenges and we feel well prepared to accept new challenges and increase the rate of growth of the business.
Like most businesses, we have not escaped the challenges of the COVID-19 pandemic and I am personally saddened by the tragic consequences of this pandemic, both to individuals and business undertakings in general. Our employees are our most important asset and the management at Jubilee has applied maximum thought and implementation to schemes directed toward limiting the effect on our employees and our business overall.
I would like to take this opportunity to thank all management and employees, who remain positive during this period of uncertainty which unfortunately is still with us. Global business resumption is likely to be stop start, and the only economy currently performing well is China. They, of course, are dependent on the rest of the world to kickstart their economies in order to have global supply demand fundamentals evident before the outbreak of the pandemic. We as a company are on a strong footing to face the challenges that the remainder of the year will present and are hopeful for an environment which is more stable and therefore more predictable.
Finally, I would like to thank our CEO, Leon Coetzer, for his resilience for maintaining and increasing operational levels and overseeing new business acquisitions. Leon has continued to put together an excellent team of likeminded individuals, who I know will respond well to all of the challenges that our rapid growth presents.
Colin Bird
Non-executive Chairman
Jubilee Metals Group Plc