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Alfa Bumhira: Family Funeral Business to Apple, Africa vs. SE Asia & Workforce Learning
· Podcast Episodes,Founder,Africa,Southeast Asia
My father never went to school. Starting a business in Africa is not easy, and starting a business in a country like Zimbabwe, it's even harder. Imagine during those days when peopleare studying businesses, these ecosystems or incubators never existed, like for SMEs. If they existed, possibly they were only meant for the rich or the people who are political or economically connected in Zimbabwe. So he had to grind it out from scratch, starting with one car and one casket to sell. The determination and the whole idea of taking risks, it's something that he instilled in us. And at the end of the day, it's all about hard work. -Alfa Bumihira
Alfa is a lifelong entrepreneur, adventurer, and a technology enthusiast. As the CEO & Co-founder of ProSpark, he is mainly focused on the company's growth in SE Asia and in other emerging markets.
Prior to forming ProSpark, Alfa has worked for technology companies in the United States in Silicon Valley such as Apple Inc. and Rockwell Automation. He also has extensive commercial and engineering experiences across multiple industries in the CPG, Manufacturing, Energy, Consulting, Health Care and E-commerce sectors with multinational companies such as Proctor & Gamble & Johnson & Johnson. Additionally, Alfa founded two other ventures in e-commerce and health & fitness space. During his spare time he enjoys youth mentorship helping to cultivate the next generation of entreprenuers. Also plays basketball and travelling. Huge fan of Liverpool Football Club (Y.N.W.A).
Alfa holds an MBA from The University of Chicago Booth School of Business. Prior to Chicago Booth, Alfa holds Masters and Bachelor degrees in Electrical Engineering from Southern Polytechnic State University and an Associate degree in Computer Science. All from the United States of America.
This episode is produced by Kyle Ong.
Jeremy Au (00:00):
Hey Alfa, welcome to the show.
Alfa Bumhira (00:02):
Hey brother, Jeremy, man. Happy to be here with you. It's quite exciting to finally put your face to the voice and to all the social media frenzy. It is a great honor and excited to be with you, brother. Thank you for the opportunity.
Yeah, that's awesome and I'm excited to share your story because I think you are someone who's tackling one of the most important problems of Southeast Asia, which is talent, and a shortage of it and how everyone's scrambling to either get that up and running. So looking forward to discuss the problem, but also your approach to it. And, of course, it's interesting that you've had such a global journey and now you're in Southeast Asia. And I'd love to chat about that, too.
Absolutely. No, I think it's exciting for us. You already articulated that workforce up-scaling, re-skilling is a challenge. This is across both the formal sector and informal sector, and we are working on something people think it's nearly impossible to solve, but this has been existing for quite some time, generation to generation in the United States, in Asia, in Africa, in Latin America. Everybody's always thinking, how best can we improve the skills of their workforce, of their manpower, to make sure that they stay competitive. So it's a challenge, but we are doing the best we can to the lost careers as much as we could. But yeah, this is an exciting area which we're working on here at ProSpark.
Jeremy Au (01:30):Amazing. So, Alfa, for those who don't know you yet, could you introduce yourself and your professional journey?
Good. Okay. So, myself, Alfa, I was originally born in Zimbabwe. I spent my young life almost 16 years in Zimbabwe. At about 17 years, I then moved to the United States. So for the past 21 years, I've been living in the US. In the US, of course, I went to school there. My last school, I graduated from the University of Chicago Booth School of Business where I got my MBA. Spent two years at Booth, did a lot of work within the tech space. Worked for Apple, I worked for Rockwell Automation. I also did some stuff in Johnson & Johnson, Procter & Gamble, Siemens, in quite different companies in the US. So yeah, my professional adult life has been within the engineering tech space. I've always had a passion for technology, passion for building systems, for building things. So with my education I was pretty much an automation engineer.
So I used to design robotics applications, control system applications, to help different processes and different industries across Mexico, United States and other markets all over the world. I've also started two ventures in the US. This is not my first venture. Yes, my first venture in Southeast Asia. But I started an e-commerce company when I was in college, and I also started a health and fitness company back in the United States. But my journey of being entrepreneur didn't start in the US, I started in Zimbabwe. My dad has always been an entrepreneur for a very long time, I think as long as I've been alive. I came from a funeral business. So my dad used to run a funeral business, which is pretty much an amazing cash flow business because things are always happening. So I learned about my basic entrepreneur skills and passion from my father, because I had to work in the business.
So imagine, as a young man, you have to understand the whole funeral processes, how to build a casket, how to do everything you have to do. But in Africa, you have to do what you have to do to survive, so I went to school because of that. And my fundamental values of work and hustling, they all came from my father and my mother because it was just pretty much an entrepreneurial family. But yeah, the question is how did I came to Southeast Asia? I think the first trip I took from the US to Asia was when I was working for Apple. This is when we're launching the iPhone 6s and the Apple Watch. So I was at the ground when Apple launched that. So I was part of the worldwide operations team. So I took a flight to Shanghai, my first time in China it was amazing. I stayed at the Westin Hotel, by the Bund.
But when I was in China, of course, I started to learn a lot of how... I remember I went to, where we visited one of the Apple facilities, but then I realized that there's a lot of suppliers who were working with some of these companies, from Southeast Asia. And at that point I was like, "Man, Southeast Asia, what is Southeast Asia? Okay, interesting. There's Indonesia there, there's Vietnam there. Oh, that could be interesting to go one day." Then I went back to the US, went back to Booth, graduated, and then I moved back to New York City. I was working. I used to live in Brooklyn, New York. But at that point I was like, "I think there's something going on in Asia. I think Asia is on the cusp of something special. But if you look into the economic and political trends globally right now, China is dominating globally. Most of the investment, FDI coming into Africa is coming from China.
If you talk about the treasury bills in the United States, it's actually is just being hold by the Chinese. You look at how much investment China is doing in Asia, they're really driving pretty much all the FDI coming in the region. So that tells you something going on there, and that's why I was really passionate about coming to learn a little bit about Asia. Because typically in Africa, you see China coming to Africa and Asia to Africa, but you don't see Africans coming to Asia to actually build a business. So I think specifically for us to build ProSpark... I was in New York, working for Colgate- Palmolive after MBA, and I knew at some point I'm going to get out because I'm an entrepreneur, I want to learn a bit about marketing. But I was sick and tired of being on the subway every day from Brooklyn to Manhattan, and I was like, "Let me come see my brother in Singapore."
So I didn't move to Southeast Asia to start a business, that was not the case. I was going to stay eight days in Southeast Asia, and then I'll go back to New York. I had a good life, great work, making good money, living in Brooklyn the best borough in New York City. And then when I got here, I started to travel across Southeast Asia. I got to Singapore. I was like, "Man, Singapore's expensive, man." I told my brother, I was like, "Hey bro, I don't want this, man. I really want to see Southeast Asia. I'm coming from New York. I know Texas to Brooklyn is like $60, and you want to take me back to Singapore? No. I'm good bro." So I started to travel. I came to Bali, and I was like, "Oh man." I fell in love with Bali. And then I went to Bangkok, and I went to Chiang Mai. And from those travels, Manila. I was like, "This is amazing."
I saw a lot of young people. I saw a lot of these little bikes. I was like, "What is this little bike all over this place called Ojek?" And it was just the energy and just the environment and the vibe and I was like, "This is amazing. This is something special." And if you look at the resemblance of Southeast Asia like Indonesia or Philippines, there's a lot of similarities between Southeast Asia and Africa, in terms of the political, economic and social fabric of society. There's a lot of cultural norms that both region share, and there was a lot of things I started to see that really reminded me about my upbringing, and like, "Why can I not be part of this something special?" These regions are growing, there's a lot of investment coming in. There's a lot of young people. There's a lot of little GoJek bikes all over the place. This is digital revolution going on in the region.
So, I just realized this is something interesting there. And then I just reconnected with my co- founder, we've known each other for 18 years from the United States. He's a Manchester United football club fan, I'm a Liverpool Football Club fan. We've always been enemies, and then we realized that I think we wanted to do something within the up-skilling and re-skilling space. Because we are both educated in the United States, we are both from the emerging markets, and we have always had a passion to go back to the countries or the regions we're from to invest what we've learned from the US, and put it back in those regions. So instead of staying eight days in Southeast Asia, damn, man, it's almost three years now. So I was like, here I am, I just recently got engaged now. So I think the journey has been amazing. And that's how ProSpark began. That's how I started ProSpark with my co-founder's [advice 00:08:37], in Southeast Asia. I didn't come here to start a company, but sometimes life takes you in many different directions.
Wow. Amazing story and I really enjoy you sharing about your pathway and your family, but also your journey to Southeast Asia and how you built the business. Now, before we talk about all the boring stuff about skilling and the problem that we see in emerging markets, I'm just curious, what did you learn from your dad about being a entrepreneur?
Hustling, brother. A hustling man. My father never went to school, or my mom went to school, had the education I've managed to get in my life. Starting a business in Africa is not easy, and starting a business in a country like Zimbabwe is not even easier, it's even harder. Imagine during those days when people are studying businesses, these ecosystems or incubators never existed, like for SMEs. If they existed, possibly they were only meant for the rich or the people who are political or economically connected in Zimbabwe, but he never had those opportunities that way. So he had to grind it out from scratch, starting with one car and one casket to sell, and he had to build it on his own. And then one day he became one of the biggest business person in the whole country.
So I think for me, it was just about him learning how to build something he has never done before. Taking a risk with all these little savings he's had, because my father used to work in a paper mill before he decided to do this. He was one of the gentlemen in the paper mill. He was a miner in South Africa, in one of those diamond mines back in the day. So this was his first foray into entrepreneurship. So imagine coming from working in a paper mill, and now you're running a funeral business, it's a difficult thing. So I think for me, determination and the whole idea of taking risks, I think that's what my dad really actually resembles, and something that he really instilled in us. And at the end of the day, bro, hard work. It's all about hard work.
Where we from we work hard, that's pretty much our DNA. We don't complain, we don't do all of this, we work hard. That is the Zimbabwe spirit, that is the African mojo we have. And my dad worked hard, man. Sometime we're sitting in that house, 11:00 PM you're getting a call like, "Hey Mr. Bumhira, we have somebody who has died two blocks away from our house, and we need your help." So he had to wake up at 2:00 in the morning, and he has to take his car to help the family take the body to wherever it needs to go to, because that was our business. Then he comes back home at 4:00 in the morning, another call comes at 4:30, and then he wakes up again and he goes out. So I think those small life experiences really shaped my thinking. It shaped the way I look at life, most importantly.
As building a company, Jeremy, is hard. Building a startup is not easy, but I tell people, this is nothing for me, man, because where I'm from and where we started, that's even harder. You come from Zimbabwe, you can make it anywhere in the world. You live in New York, you can even make anywhere
else better in the world. So ProSpark to us is a project, and I know it's difficult to start a venture. And for me, of course this was a leap of faith. I'm not from Asia, I'm not from Southeast Asia. My family's not from here, I don't speak the language, and the only person I have is my brother who lives in Singapore, working for Johnson & Johnson. And I'm the one who was more like the crazy adventurer in the family. But I think through the journeys of life, not only for ProSpark, going to the US at 17 years old by myself, those experiences were already being shaped by the way I was brought up in Zimbabwe.
And the successes, the failures, which I've experienced in my journey, what keeps me going is the ideals and values my mom and dad taught me of hard work, determination, hustling. At the end of the day it's about hustling, brother, it's all about hustling, feel the pain, and just keep moving. That's the Zimbabwean spirit, which I bring in Asia. It's Special, cannot get it anywhere in Asia, you can only get it in Zimbabwe.
Or they can get it from you, Alfa. Obviously you came to Asia with the energy, you had the same frontier energy that you had, in moving to the States and pushing yourself professionally to the next stage. And so here you are in Southeast Asia, and you've really made a decision to be like, "Okay, I'm going to be close to a brother, a family. This is somewhere I want to sink my roots in." How did you come about thinking and discovering the problem about talent and re-skilling?
Very good. I think if you look into this way, haven been born in Zimbabwe and moving to the United States... There's a reason we all moved to UK, United States, some of these countries, because part of that we want to go to the best engineering schools, we want a better education system. We want to learn in different companies, which you might not have that experience to work in your own home country. One of the things you see at the end of the day, in emerging markets, especially in Africa for example, or even in Southeast Asia, the education system sometime is educating you to pass a test, educating you to go to the next level, but not really thinking about application. Not really think about, how can you use these skills to start a business, to build the next microchip?
Application wise, those things are areas which needs to improve in most of the emerging market. And then when you move to the US, I'm sure, as you have also lived in other countries, Jeremy, you start to say man, the first thing you get there in the college door is a mentorship. Three months later you have to intern for a company, which means you need to understand, what is a cash flow model, what is a Laplace function to build a controls? I'm like, "I don't even know none of this stuff." Because I thought I'm going to come here, I'm going to take as many As as possible. Get a nice certificate, nice degree, and then I'm going to get a job after I graduate. So what you see that in some of these developed countries, there's a huge emphasis of teaching application skills, teaching creative thinking, analytical thinking, entrepreneurial thinking.
And then you'll see some of the opportunities in emerging markets, some of those things really lack. People go to school because they just have to go to school, because everybody's doing it. Or, I go to school because I get to pass a test. And then I get a job, but on day one on the job, they are not ready for it. And that's what creates the imbalance in terms of the productivity, in terms of economic development, in terms of workforce mobility or workforce upbringing between the developed nations and the developing nations. And then when I went to work for Apple, I was blown away. My experience at Apple was unbelievable. The first day I walked into that building, I thought I was going to get cookies, donuts, and everything. They said, "Oh welcome." Spent the whole weekend just looking at the campus and enjoying sushi in Sunnyvale or San Jose.
It was not the case, bro. The first day they told me listen, "This is the problem we are facing." Of course, I'm going to discuss more on this platform. "What should we do?" This is the first day dude and they gave me a marker and say, "Give us a solution. What do you do in that situation?" So, rarely we find those opportunities in emerging markets, not to say it doesn't exist, but it's not that culture that teaches you to think that way. And then when I came down here, what I realized... even my co founder also was working a lot on this when he was back in Asia, because he moved from Chicago back to Singapore. Where he was living was in Hong Kong, when he was coming down to Southeast Asia, he goes to many different meetings.
And he was like, "Alfa, there's something about the workforces here. When you go to meeting, people come through at eight o'clock, at 10 o'clock everybody go to get coffee, at one o'clock everybody go to lunch, five o'clock people pack and they leave." In the meeting people are not really speaking their mind. There is this something that's lacking in terms of the whole analytical thinking, creative thinking. And then when I started just to talk to people myself and seeing, visit different companies and meeting a lot of Chicago Booth alumni in all these countries, I started to see the similar trend. And then I say, "Okay, how are people trained in this part of the world? How do you do your trainings? How do you empower these millennials or this current people in the workforce?"
And then you start to understand like, wow, the training infrastructure is still very traditional. In a classroom training, one size fits for all, and it's not really personalized to the micro level, at an individual level. So then how do you change a society if you're using one size fits for all model? And you look at a country like Indonesia, you have more than 20 something thousand islands, you cannot fly people to more than 100 islands to train each and every different banking location, it's impossible infrastructure wise. In Singapore, yes, but not in Indonesia, at scale. Same thing as in the Philippines, same thing as in Vietnam, same thing as in Thailand.
So we realized that that's where the issue, or part of the problem could be. Not only that's the issue, but also of course in our education system, like I think I kind of already talked about. Maybe there's an improvement that needs to be done there. But when people come already to the workforce, they're already in the workforce. So what can we do with the people in the workforce, at least maybe to give them a little bit of a nudge, of a competitive edge. To make them believe themselves that I can gain another skill, I can learn something different, that I can be able to work with people in different functions. And we talk to people in so many different industry sectors, both the formal sector and the informal sector and we realized, this is something that had to be addressed.
You look at the United States, UK, Australia, this is something that has been addressed for more than two, three decades, and Africa and Southeast Asia, are now coming up there. China and India are a little bit ahead of us, maybe four, five, six years ahead of us. I'll say Indonesia is where India was in 2016, where China was possibly in 2010. So now it's a matter of, how can we take these economies to drive them towards where they need to get to? But at the same time the key driver is manpower. Is the manpower ready for what needs to come, and are they able to really become the foundation of the change and the development the countries need? That's the problem we identified, and that's what ProSpark is working on and that's what keeps me up at night, all day.
Amazing. And that's a great discovery of a problem and you said something special. Which was that, "This is not an uncommon problem. This is a common problem across multiple regions, across the region." And then earlier you also said, "Across all emerging markets." So it seems like it's a common problem, because every year, every business owner is saying, "Okay, we don't have enough people, we can't find the right folks." And executives are saying the same thing, "We can't hire the right folks, we can't find them." And then there is lots of people who are junior folks, who are like, "I can't get a job." And so, it always feels a bit mind boggling.
Because everyone's complaining about a problem but then you're like, "At some level, it doesn't make sense." And of course, what you're talking about is really about this re-skilling the adult education piece that makes it all possible. And obviously I think it's a little bit more obvious in a developed market like the US or in Singapore where... The truth is, everybody now knows that there's lots of jobs in technology, for example. So lots of people... I recently just talked to someone and he was like, "Yeah, he just re-skilled and went for an adult education course," where he was more of a white collar office worker and then he just re-skilled in becoming a data scientist. And he just graduated from a small boot camp in his goal to join the technology sector, and he was in the US of course. So we're still celebrating over WhatsApp and so, so forth. But it feels like a lot of that infrastructure just doesn't exist in emerging markets. So can you just walk us through why it's such a common problem in emerging markets globally?
Very good. I think you've really highlighted something interesting Jeremy. It's very important to highlight that the issue of workforce re-skilling, up-skilling exist both in the developed markets and developing markets, okay, in the developed and developing markets. It's more prevalent in the developing nations, the emerging markets, for obvious reasons. I was reading an article yesterday in the New York Times of what's happening in the United States as of now. When you look at this problem, there's a pre- pandemic structural issues within the labor force, the in-pandemic structural issues in the labor force, and also the future post-pandemic structural concerns or issues in the labor force. Right now in the United States, there's a lot of grocery chains that are having a challenge to find people to come back to work.
There's a lot of hotels now, they're actually giving free hotel rooms, just to get employees to come back to work. And they're actually giving a guaranteed entrance, I think it's Omni Hotel, entrance into management trainee program and to get a free hotel room for those three months, just to induce people to come to work, because people have left. So it's very... of course I went to Chicago Booth economics, it's very interesting for us. The whole labor supply, labor demand curve is being shifted left to right. It's amazing how this pandemic has really changed the game. And then you also start to think in terms of numbers. It cost a company in the north of maybe 12 to $15,000 just to replace an hourly wage employee in the United States. I'll show maybe the numbers in Southeast Asia could be maybe three, 4,000, a quarter of that, which is very big. Because of the GDP and also for the income levels, and things you think about that.
Imagine the problems which are faced, for example in the US. The article is all over the place, you guys can go, it was in The Washington Journal, it's in the New York Times. And think about what could be happening in Indonesia, for example, during the pandemic. People have been working remotely, restaurants, literally, some have to shut down. Companies had to really revamp their approach to work from home policies and office occupancy rate, and all these different things. So in this problem there is a challenge there. Think about how significant this problem could be even more challenging for countries in Southeast Asia or in Africa. The reason this problem exists is this, part of that is, it's not just a one man's issue right. Think about the combination between the formal sector, informal sector, private sector and public sector. The solution to fix this issue cannot be done just only by private sector.
The solution to... It has to be the governments of the region, in Indonesia or Philippines or Vietnam, they have to create, or they have to continue to develop policies, that fosters innovation, that fosters people to learn different skill sets within their own countries. Do you have the right tax policies to incentivize companies that are investing in the future of work in your countries? Do you have the right management training programs, or technical training programs, or vocational training programs? Because not everybody wants to go to university. How much of those skill sets, or environments programs exist outside the formal workforce for people to work and learn different skills, which they can transfer to the formal sector in the future if they decide to do so?
So the question is, how effective... not only do they exist those programs, are they even effective? Or, they're pretty much... As you know people always say, "Man, sometimes working for the government is inefficient." For me, I don't really believe in big government, I believe in small and efficient government. Don't call me Republican, but this is what I believe in. So I believe in a government that works effectively. When you think about Singapore, whatever you guys have there it's unbelievable. Same thing as what Rwanda in Africa is doing. They're pretty much working with the Singaporeans in replicating the Singaporean model, and it's working for the country in Rwanda. So when you look in terms of the government programs, government incentives, government investments and building that culture of learning, that's very important.
And if that doesn't exist in countries where the government's pretty much are the big dogs, everything evolves around the government... In America, it's a different animal over there so, some people don't believe the government should even exist, some people do. So in this countries in Southeast Asia where governments play a significant role in the advancement of the nation, in the advancement of the people's lives, I think there's an area there where we can do a better job, or really innovate, find better ways of addressing this issue. And then on the other hand, on the private sector. When you think in terms of companies, I also think that the whole top down approach, like everything comes from the CEO, everybody has to follow... and I understand in Asia it's a culture, I respect it, I understand that. That doesn't really help you in the long term.
You know why I say that? I think people, employees should be the stakeholders in self developing themselves. If you force somebody to do something because it's compliant, or because they just have to do it, they just check a box. So, individual responsibility sometimes or individual motivation, it might not exist at that point. So I think the issue of the private sector is, what are we doing in the private sector to create that environment that allows people want to learn something different? That allows people to say, "I'm going for training to Bali." And they don't think that's just a holiday. People go to training sometimes in these markets because it's a vacation from work. Now who doesn't want to go to Bali? I'm sure you want to go to Bali Jeremy for a week.
I go eight hours in a room, maybe 30 minutes I'm paying attention, the rest of the time I'm on Twitter, I'm on Facebook, I'm on Instagram, I'm not really paying attention. Remember, these markets are driven by millennials, the workforce maybe possibly 60%, 65% is driven by millennials. They learn differently, they want something different. So as you see, I look at the spectrum from the public sector, government policy. Is the government creating the right incentives or the environment that fosters learning within the workforce? At the same time, on the private sector, the responsibility is on the employee, the workforce itself, and the employer. Are we creating the right environment within your company that allows people to foster, to see a career progression in the right way, and they really want to become part of it?
If they don't want to become part of something special, they don't even know one day maybe they could be like a Jeremy, running a podcast or other ventures. Or they can be the CEO, or they can be the managing director, and they just wake up every morning and just go to work, it just becomes a paycheck transaction between a company and an employee, there's no incentive to do even something better. So, a solution will be definitely a close collaboration between the private sector and the public
sector, to really, really address this issue. And what I'm happy to see now is the startup community. Startup community is not becoming thebetween the private sector and the public sector to address it. So I think the disruption is now being brought in by the likes of ProSparks, the and all those other players to really find a way to address this ongoing issue.
I really like what you said about how these talents is really solved by really a public and private partnership, working together to get all of that squared away. And I think it was an interesting insight as well, that in the emerging markets, the majority of the workforce is not boomers, like those in the developed markets, but actually millennials, and I think there's a really interesting insight. Then of course, last thing that's interesting is that in education, intrinsic motivation is very, very important. And I'll say, even more so because we're talking about adult learners. I think as a kid, if you're asked to study math or chemistry, you just do it because everyone else is doing it, you just follow along. But as for an adult, you have your own boundaries, you know what you're interested in, you can say no.
And like you said, you can vote no, by paying attention or not paying attention. So the question I have is, what makes adult education re-skilling different from other forms of education, or Ed-Tech? Because... and we've talked a little bit about it, it's just adults can see no, young students can't really say no, because the parents or teachers are there. Adults can choose not to pay attention because they can be on the phone and check the box, and students have no choice but to get graded. And then, adults get paid at a job, and students don't get paid anything. So what makes adult education different as a form of education from other forms of education?
Alfa Bumhira (31:27):I think you already answered the question Jeremy. There it is, you already got the answers already.
Jeremy Au (31:33):Well, I was just paraphrasing what you just told me so. You should tell me more of that good stuff.
Bro, you just literally took the words out of my mouth. I think sometimes we need to do a better job of taking a step back, and ask ourself, why do adults want to learn something new? For me, I think I have like four degrees already. Do I want to go back to school? No. Do I want to do something different? No, I don't want to go back to school, I don't want to take any exams, I'm not motivated to do it. So, just by itself, I'm a good example of somebody who's just like, "I've had enough education. I think I don't want to go back to school." But why? It's because there has to be any incentive of why I have to learn something different. There has to be a motivation of why I should go back and leave ProSpark or go to Harvard, go back to Chicago Booth for a PhD in business or whatever. There has to be incentive, there has to be motivation. So you're right, incentive plus motivation. That's what makes it very hard.
Adult learning is very, very hard. And don't forget, maybe people are married, people have kids, people have life responsibilities, people have family commitments. The game at that point becomes a little bit different. So then with motivation, plus incentive, plus life commitments or life responsibilities, with that comes in what we call flexibility. They need flexibility. The key is flexibility here. So now we have all these different things, all coupled down with the biggest... if you ask anybody, I want to be flexible. I don't want to go sit in a classroom from eight to five, I want to do it in traffic, maybe from five to... an hour a day. You don't meet an adult who wants to... maybe 10% of them. 90%, they still want to keep their lifestyle and maybe learn something a little on the side. They want flexibility, at the end of day.
And they need a clear direction of, if they learned the data science class you already talked about, how is it going to help me in my current role? How is it going to help me to move in my company laterally or vertically, how is it going to help me? If that's not clear, they're not going to do it. But the difference between the United States, or some of these developed nations and emerging markets is because, in America you have no option but to get your shit right. You have to get your life right, you know what I'm talking about Jeremy, you have to learn. If you want to compete in Silicon Valley, it's not enough just to go to Stanford. You have to continuously learn to keep up with competition because the environment and the ecosystem is built around that kind of a culture of thinking.
And then now, when we bring the same kind of thinking to these markets, if you say, "Oh, everybody needs to learn data science." It's going to take some time for people to be convinced, to understand itself why I should learn it, and how is it going to help me in my current role? So you work in marketing, you work in supply chain, you work in finance, you work in IT, you're work in data analytics, possibly the person doing data analytics, IT will be like, "I think I understand the clear card." But the person doing marketing might also get a lot of learnings from data science, because now... In Chicago Booth we did a lot of what we call, data driven marketing. Booth is known for data. Marketing is now pretty much driven by data. It has been driven, but I think data is taken over. Anything else, intuition, all of that stuff, I think it's now lacking. Marketing data is now driving marketing across the board.
So I think that's what makes it different from the traditional learning that is only being like, you have to go to school to get a degree, that's the only way you can get a job. "Oh, I have to apply, I have to go to school." So I think when it comes to formal sector adult learning, it's one of the most challenging area to work in or deploy in, because you have to change your mindset. Imagine talking to somebody who's 45 years old, who has never used e-learning platform before, and say, "Hey, we now have access to thousands of content on their platform, you can access it, you can learn something different." They will be like, "You're crazy. I'm not doing it. Or maybe I'll log in once every three months, because I want to make sure I continuously go to offline training areas and do those things." So these are some of the challenges you'll face within the adult learning space.
Wow, that's a lot of truth there. You've been very successful in terms of your professional journey, in terms of geography, as a professional leader, and now founder. There must have been tough times and challenges that you've had to overcome. Could you share with us a time when you faced a challenge and that you overcame it, and had to choose to be brave?
I think there's always been in a journey as this. First, I would say, I am privileged to be on this path. I am honored to be doing what I love. Not everybody has a chance to do what they love. Building ProSpark has been perhaps one of the pinnacle of my life journey. I'm not the first to do this and definitely I won't be the last. But I am happy that I'm working on something that I'm passionate about, I'm working on something that I can see a significant change in the society. But with that also has come some challenges doing this. Growing up in Zimbabwe and having to move to the US by yourself with not a lot of resources was difficult, bro. I didn't leave America with my father's money.
Some other people have a challenge, they go to UK and the transfer arrives, they have a nice bank account. They're living in central park overlooking Manhattan. I didn't have that opportunity, bro.
When I left Zimbabwe the inflation... I'm sure you heard about the hyperinflation in Zimbabwe, I'm sure you saw stories across the board, you can Google. We had $1 trillion currency, $100 billion currencies, one bill. I don't know, what would you buy with that? When I left Zimbabwe, with the time I arrived in the United States, inflation, it grew by more than 250%. And the government actually put financial controls on foreign currency exchange. So I got to the US with not a lot of resources, bro. All I had was just hope.
Imagine you're only 17, 18 years old at that point. So the father is like, "Hey bro, I have the money in Zimbabwe dollars, but I cannot transfer because I cannot get the foreign currency." So I'm not somebody who went to the United States with, I'll call it with a spoon in my mouth, unlimited resources, everything's already given for me. Everything I've managed to build on my own was just grinding it out. If I'm to say, that was also one of the landmark challenge I had to overcome, because here I am, you're on a visa as you know, and you have to go to school. So then you're being told there's no money. And if you don't go to school, your visa is canceled. You have to go back to Zimbabwe and face what's happening out there.
And you're only a kid. 17 years old, you're not an adult bro, you're not adult enough. And you're new. I'm still new to the United States. All I have is my God sister and my uncle, and there's nothing much you can do at that point. I think part of that, for me was, number one, the people who has been surrounding, me my father, he has a lot of friends in the religion space. My father is a Christian, knows a lot of pastors who actually opened the door for me. And then some other two guys, Norman and Nick. I met one of the guys... Remember I'm going to school, I'm like missing, I haven't paid my tuition bro, in Atlanta. My first school was Atlanta Metropolitan, I haven't paid my tuition. I don't have the money bro.
I negotiated with the office of financial aid and say, "We don't sponsor international students." I went to the bursar office and say, "Listen, things are tough. Let me just pay $500 right now, give me another two weeks." You know there's nothing that's going to come in two weeks, you're just playing for time. And I met the other guy on the phone booth and he was speaking my language. So I'm walking out of this office of bursar where you pay your school payments, and then I'm walking, the phone book and this guy is talking in my language, in Shona and I was like, "Damn, this is a guy from my country. Let me wait til he finishes his phone and say hello to him."
And I said, "Hey man, [Norman 00:40:54]." He died actually already in 2007. "Norman, how are you doing?" We spoke. He was like, "Oh, you're from Zimbabwe?" I was like, "Yeah, I'm from Zimbabwe bro." And that conversation changed everything, to the point that at some point three months later, the guys, they open the doors from their house and I actually moved to live with them. They gave me a place to stay. They helped me to pay my tuition. They gave me food, they gave me clothing. And if I'm to look back, my father's friends, Pastor, Pastor, and this guy's actually opened the door for me. How do you overcome that? You know why? Because I knew where I was coming from. It's all hustle and grind.
And if I have to do something special, I have to go through those shadows of death. Imagine somebody telling you like, "Alfa, most likely we have to buy you a ticket to go back to Zimbabwe." After I'd been trying to come to the US, four or five times being refused the visa, and somebody says, go back? No, bro, that's not going happen, we're going figure it out. So then when you think about building ProSpark, fast forward 20 something years later, the challenge of building this is very hard. I'm not from Asia, I don't look like you, Jeremy. I'm not from here, I don't speak the language. And there's not a lot of people who look like me in Southeast Asia who was doing this.
I don't see a lot of black founders in Southeast Asian in tech. I'm sure there are some, I'm still looking for more. So it's not a lot of examples of people who look like me who have done this before. So when things go bad, for example, ProSpark is about to run out of money, you cannot raise capital, you cannot get a customer, what do you do? So I think for me, it all comes back to the things which I have seen, which I've experienced myself. If I was able to do what I've managed to do in the US, going to US with only $250 and being able to graduate from the University of Chicago, and having a Bachelor's degree in electrical engineering and another degree in computer science. Worked for Apple, Procter & Gamble, J & J, and now I'm running a company in ProSpark in Southeast Asia, in multiple countries, bro, life is crazy. That's all I can say. Life is fucking crazy, man, seriously.
To me, it's not about me, it's the hustle my mom and dad taught me running a funeral business. It all comes back to that. My own grandmother telling me, "In Africa we work." It's not about how smart I am, but it's just the values of hard work, endurance, determination. I might not be the smartest person in the room, but I'll bet you, I'll be competitive when it comes to determination, I'll win that battle. Come rain or come thunder, I'll give you a run for your money when it comes to the whole determination. You might be the smartest, I won't be the smartest, but in terms of determination, you got to be ready. Don't make me tear it up bro, don't make me shed tears and shit man, I don't want to do it. But I'm speaking from my heart right now. And to me, that's what we're doing at ProSpark.
And to sit here today and what we have managed to accomplish with ProSpark three years later. And I woke up today, I saw that ProSpark has been featured in the University of Chicago Polsky Center for Entrepreneurship, [Maley 00:44:24], we're all over the world. We've been invited to the GSV, Global Silicon Valley Summit for Ed Tech in San Jose, ProSpark is representing Southeast Asia with three other companies in Ed Tech. I'm sorry, bro. I'm just a kid from Zimbabwe, man. That's all I am, bro.
Wow. Thanks for sharing. It was quite a ride. Thank you so much. And I think I would love to summarize the three big themes that I got away from this so far. I think the first is, thank you so much for sharing about your childhood and what it was like to grow up in your family. Obviously, I've never been there and I have no idea what it's like to grow up alongside you. And it was just nice to just hear about what you learned from your father, but also from your community and from country, in terms of education but also in terms of grit and determination as well. And of course the second thing I'm really thankful for is you sharing your perspective on the talent space. Obviously just being more thoughtful about, on one level, what's the difference between developed markets, versus developing markets. And there's a lot of difference between how education is handled.
But also secondly, also the difference between classic education and tech education technology, versus adult education, technology. And we talked about incentive, motivation, and life commitments, being things that translate into a requirement and desire for flexibility and clarity about what and why we're learning. And lastly, of course, thank you so much for sharing about the fact that life is crazy and that you have the Zimbabwe spirit of really pushing hard. And I think not just at a theoretical level about how every founder needs to be brave, but also I think the bravery that you exhibited moving countries and working hard, and asking for help and getting help from the people around you to get to the next stage. And I never got to meet Norm, and I'm sorry to hear about his passing, but I'm sure that he must be so proud of where you have grown over the past 20 years. So it's just amazing.
Yeah, man. Jeremy, it's a wonderful pleasure to have this opportunity to speak with you. Of course, I thank you for restating Norman and Nick, those are my two brothers who adopted me in the US. And I'm sure Norman wherever he is, he's looking down and say, "Okay, I think Alfa, the crazy guy I kidnapped from the phone booth is doing something interesting." So I'm honored to be speaking with you and I'm honored to be on this ProSpark journey. And Southeast Asia is amazing, it's a great place with wonderful people. Indonesia is unbelievable. Philippines is amazing. Vietnam is beautiful. The people of this region has been amazing to us, has been amazing to me.
I've been welcomed here with open arms to the point that I decided to have a fiance in Indonesia. So this has never been part of the plan. Growing up, I thought I was going to be married in the United States, live in the US, life is good. But here I am, bro. You just never know where life takes you. For me, when my time is up one day, when they say, "Oh man, the guy died a month ago or two months ago." I just want to be somebody who's remembered like, "This guy was crazy. He did crazy things and he walked a crazy path. I hope he doesn't wake up again."
Jeremy Au (48:17):Awesome. Well, thank you so much for coming on the show Alfa.
Alfa Bumhira (48:20):Thank you, Jeremy. Love your brother. Thank you for the time, bro.
Paulo Joquiňo: VC Content Machines, Thought Leadership...
Mika Reyes: Kumu Employee #8, Philippines Diaspora &...


Swimming pools are strategically located throughout the expansive acreage of StoneBridge Village for the summertime enjoyment of our owners, their guests and visitors. The first pool, located at LedgeStone Clubhouse is a full-sized pool with plenty of deck space and the convenience of the adjacent LedgeStone Grille for food and beverages.
The second full-sized pool, which features sloped entry and a 5' depth is at the Forest Lake Pavilion. This family-friendly pool is great for fun and relaxation. Finally, located at the Fairways condominiums is a smaller gated pool convenient for owners and guests staying in the Fairways condos.


12-23-10 We have lost contact with Stanley Clark, last known address in Oregon; Lawrence Clark, last known address in Cudahy; and Loretta Imhoff Templeton, last known address in Downey. Anyone who might know where they are please contact: Jean (Cole) Hepner, class of W'52, at Momhepner@verizon.net. Thanks!!
9-27-10....The Classes of 1962 are in the early stages of planning our 50th reunion and are looking for classmates.
9-27-10....I am trying to locate Richard Green - class of '64 or '65 - younger brother of Bobby Green - W'62.
6-5-10...My name is Janet (Barnes) Johnson and I would be very interested in any information regarding the summer 1961 class reunion. Please send any information to Janetknitt@aol.com.
3-20-10.....Have heard that Dennis Harrison from class of 1961 has passed away but unable to confirm the event.
2-7-10....Ken Johnson looking for Larry Dorsey S'60. Larry went off to Long Beach State and we (locals) never saw him again. He had a younger brother name unknown..
12-17-09... 1959 Rambleback....Somehow, I wound up with 2 1959 yearbooks. The extra one is in great condition, completely unmarked.
Hope your holidays are filled with love and joy!
of summer 57 and he is looking to Jim Judd. Any information would be helpful. Allen.
10-22-09....Just a line to let everyone know that Harvey's Broiler (AKA Johnny's Broiler) is now back to it's original self and open for business with car hops and the whole works.
The only difference is the sign now reads Bobs Broiler, Bobs big boy and the city of Downey went together to re-build it.
9-16-09... Just received a note from Gayla (Yerkes) Hansen that plans are proceeding for the 50th reunion of class of '61 to be held at the Aquarium in Long Beach (Maybe).
and I will let the committee know. Thanks a lot, hope to see you there!!!
8-20-09.....Who is this girl? S-58 (click here to view mystery girl) If you know this girl please contact me. Virginia Hartley Browning bopossum@verizon.net.
8-16-09....I look at this web site and this message board every now and then to see what's new, and if I can find any more of my high school friends.
6-13-09...Does anyone know what has happened to Jerry Palmer class of 48 ?
6-2-09....I would love to hear from some old South Gate friends, grads (or non-grads) from about 1973!
This is Vern De Bilzan and I'm looking for Bob Yahn or any info on him. He was class of w-63.
3-10-09.....We recently attended a memorial service for Win Cook, who recently passed away. Win was a classic car owner and a great number of classic cars were there.
located in the Long Beach Airport Marriott Hotel. The gathering will begin at 6:00 PM, there is no fee, but you will have to pay for your own drinks and food.
As always, other classes are more than welcome to attend!
2-9-09 Joyce (Weidle) Straehla class of 60 AStraehla@cfl.rr.com Haven't been back to California since 1972 BUT I still consider it HOME. Hope to attend our 50th Reunion, in the works now.
occasions leaving a message for Sherry to contact me but she never did and her mother would never tell me where she was.
3 Varsity Letters, Track, 2 Varsity Letters, Basketball, 1 Varsity Letter.
to So. Gate, was married, had 1 son, then left for MN. Had 2 more sons, then a divorce.
Was a Prison worker for 8 years, ran my own Cell Block, 551 inmates, then child support hit me again, but was very unfair, so I left the Prison, got into sales.
But I founded a group of parents who were up in arms over support and we called ourselves R-KIDS, Remember Kids In Divorce, it was 1984 and it still runs today.
At 50 I did have my 1st stroke, but did recover, then 4 years later was hit again, did not recover well, but I do get around fairly good, walk with a cane, and lost my voice.
Married to my 3rd wife, live in CT. But I still compete, I'm involved with the VA National Golden Age Games, 5 years now, and love it.
Please class of S-64 write if you can leaddog123@sbcglobal.net I will answer you all, Martin.


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1-on-1 with Music History Hall CEO
For the launch of Music History Hall, we are interviewing president and CEO, Patti Compton, about her impetus for starting an education company and her goals and plans for the future of music and cultural history education.
MHH: Why did you want to start a company focused on music history education?
PC: I have been interested in music and music history for many years and after working as the PR Director for the Doheny Blues Festival for several years and starting a music foundation, I felt like there was an opportunity to create an education company that could create opportunities for music and cultural history education for more students.
MHH: Could you please explain what you mean by cultural history education?
PC: Yes. I feel that the history of American music is the cultural history of the United States and by educating students about the history of the music, we can teach broad cultural history and inspire understanding and respect for the many cultures who contributed to American music.
MHH: What genres of music will you focus on in the education courses?
PC: We aim to educate about all genres of American music, starting with the initial influences, through blues, jazz, folk, R&B, country, soul -- you name it, we plan to cover it.
MHH: How will your courses be executed?
PC: At Music History Hall, we bring music history lessons directly to students through expertly-designed online courses that blend short lectures with music, video content, activities, reading excerpts, a timeline, and engaging discussion.
MHH: How did you become interested in music education?
PC: I think it grew out of my combined love for music and love of history. I am an avid music fan and see live shows several times a month and I love history and read historical nonfiction in my spare time. I am originally from the south, so that may be where the love of original American music began -- since that is where the music started.
#musichistory #culturalhistory #culturalstudies #artseducation
Patti Compton
The Jazz Age: Swinging in Harlem
Arts Education is Cultural Education
Early Blues: The African American Experience and Temporality

redpajama_set_name: RedPajamaCommonCrawl


Hampshire College is a private liberal arts college in Amherst, Massachusetts.It was opened in 1970 as an experiment in alternative education, in association with four other colleges in the Pioneer Valley: Amherst College, Smith College, Mount Holyoke College, and the University of Massachusetts Amherst.
Franklin Pierce University is a small, private, non-profit, accredited university in Rindge, New Hampshire.
Dartmouth College (/ ˈ d ɑːr t m ə θ / DART-məth) is a private Ivy League research university in Hanover, New Hampshire, United States.Established in 1769 by Eleazar Wheelock, it is the ninth-oldest institution of higher education in the United States and one of the nine colonial colleges chartered before the American Revolution.


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Home > Matabeleland South > Rhodes Summer-house
Rhodes Summer-house
National Monument No.:
This is where Rhodes relaxed on visits to his Westacre Estate; the Summer-house was used as a dining-room and place to relax during the heat of the day, as it was open-sided and cooled by the breeze. Rhodes usually lived in a wagon when travelling, but here he used the four rondavels that were constructed on the site.
No trace of the rondavels exists, but the foundations of the Summer-house are visible on the rise.
From Bulawayo take Robert Mugabe Way from the city; this turns into Matopos Road which continues south, but before reaching the National Park turn right into the entrance to REPS School (a prominent white building on the right) and drive around the school fence. Turn left at the western boundary of the school down a drive 100 metres between two houses to a small rise at the end of the driveway. The historical monuments plaque is directly in front on the rise.
The Summer House is where Cecil Rhodes' coffin rested on the night before the final trek to the grave and burial on 10th April 1902 at World's View on the summit of Malindidzimu. Although only the foundations of the Summer-house remain and the site is not even signposted, the site still has its National Monument plaque.
The Summer-house was built in 1897 on the uppermost of two levels which are ringed with cemented stones on a small mound with the entrance facing north down the approach driveway. It stood with its long side facing south over Rhodes Westacre Estate toward the Matopos Hills on the skyline. Like many of his farms throughout Zimbabwe, it is now an agricultural research station. The top level contains the cement foundation of 10 metres by 7 metres, a very modest size for a man who left an estate of over £4million pounds. Like his beachside cottage situated at Muizenberg on the False Bay coast, near Cape Town where he finally died on March 26, 1902 Rhodes liked his homes to be unpretentious and simple.
The Summer-house on Westacre estate overlooks what was later called World's View Farm (National Monument Number: 29) where Rhodes spent much of his time in the Matopos, where he enjoyed by the rugged grandeur of the landscape. Essentially just a thatched roof supported by poles on a solid foundation, it was destroyed in a veld fire that swept over the small hillock on which it was built. According to Rob Burrett of the Natural History Museum, the Summer House has been burnt down three times since 1902 and after the last occasion in the 1980's it was decided to leave it and it has also been deproclaimed as a National Monument.
The photograph was probably taken during or after the series of Indabas in August 1896. Even in 1871, when Rhodes arrived in Kimberley on horseback accompanied only by a cart pulled by four oxen to join his brother Herbert Rhodes, he cut a somewhat odd figure that attracted attention. A contemporary description is "fair blue eyed, and with somewhat aquiline features, wearing flannels off the school playing field, somewhat shrunken with strenuous rather than effectual washings that still left the colour of the red veld dust."
C.K. Cooke. Some buildings and sites near Bulawayo connected with C.J. Rhodes. Rhodesiana Publication No.35. September 1976. P37-42


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Wimbledon Glance: Rising star Gauff placed on Centre Court
Posted: Jul 4, 2019 / 05:01 PM EDT / Updated: Jul 4, 2019 / 05:43 PM EDT
WIMBLEDON, England (AP) — A quick look at Wimbledon:
LOOKAHEAD TO FRIDAY
Coco Gauff is such a big draw at Wimbledon these days that she'll be the headline act on Centre Court. The 15-year-old American will play the last match of the day on the All England Club's biggest showcourt when she faces Polona Hercog of Slovenia in the third round. It's another sign of how quickly Gauff has become a star at the grass-court Grand Slam tournament after beating Venus Williams and Magdalena Rybarikova in the first two rounds. It's almost unheard of for two unseeded players with little Grand Slam pedigree to be placed on Centre Court in one of the early rounds — unless one is British. Another exciting teenager, 18-year-old Canadian Felix Auger-Aliassime, will also try to reach the last 16 when he takes on Ugo Humbert on No. 1 Court. Defending men's champion Novak Djokovic will also be on No. 1 Court, facing Hubert Hurkacz.
FRIDAY'S FORECAST
Partly cloudy. High of 81 degrees Fahrenheit (27 degrees Celsius).
THURSDAY'S WEATHER
THURSDAY'S KEY RESULTS
Men's second round: No. 2 Roger Federer beat Jay Clarke 6-1, 7-6 (3), 6-2; No. 3 Rafael Nadal beat Nick Kyrgios 6-3, 3-6, 7-6 (5), 7-6 (3); Mikhail Kukushkin beat No. 9 John Isner 6-4, 6-7 (3), 4-6, 6-1, 6-4; Joao Sousa beat No. 13 Marin Cilic 6-4, 6-4, 6-4.
Women's second round: No. 1 Ash Barty beat Alison van Uytvanck 6-1, 6-3; Lauren Davis beat No. 5 Angelique Kerber 2-6, 6-2, 6-1; No. 6 Petra Kvitova beat Kristina Mladenovic 7-5, 6-2; No. 11 Serena Williams beat Kaja Juvan 2-6, 6-2, 6-4.
143 – The speed of Nick Kyrgios' second-serve ace against Rafael Nadal when trailing 5-2 in the first set — the fastest serve of the tournament so far.
"I'm not the most professional guy. I won't train day in, day out. I won't show up every day." – Nick Kyrgios on his chances to one day win a Grand Slam tournament.
More AP tennis coverage: https://www.apnews.com/apf-Tennis and https://twitter.com/AP_Sports
PHILADELPHIA (AP) — Cody Bellinger hit his 32nd and 33rd homers, Clayton Kershaw struck out seven in six innings and the major league-leading Los Angeles Dodgers routed the Philadelphia Phillies 16-2 on Monday night.
Bellinger passed reigning NL MVP Christian Yelich for the MLB lead in homers and drew "M-V-P" chants from a large group of Dodgers fans who made the cross-country trip to Philly and nearly turned it into a home game for Los Angeles.
NEW YORK (AP) — In hoops, Giannis Antetokounmpo is court royalty. But in baseball, he's a complete rookie.
Local / 1 min ago
A Twitter List by WJHL11


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Patricia Ann Bruns passed away on January 30, 2019, in her home near Humble, Texas.
Pat was born to Frank and Adele Fisher in 1951 in Davenport, Iowa, and moved to Lima, Ohio, when she was seven years old. She grew up there and attended Shawnee High School. She graduated from Bowling Green State University in 1973 with a degree in elementary education. That same year she married Richard Bruns, whom she had known throughout high school and college. They were together until her death.
After living in New Jersey where Richard was employed, they moved to Texas in 1979. They moved to the Humble area three years later and lived there since. Pat taught in several school districts, both as a substitute and a full-time teacher. Their daughter, Abby, was born in 1981. Pat was an active member of Atascocita Presbyterian Church and served as a deacon for several years, caring for many church members.
Pat began to have significant medical issues in 2002 but stayed active and loving in spite of deteriorating health. She spent nearly ten years volunteering at the Atascocita Library.
Pat was preceded in death by her parents and her sister, Barbara. She is survived by her husband Richard, daughter Abby (Spencer) and granddaughter Audrey, brother Steve (Vicki), sister Katie (Beau), brother-in-law Don (Mary), and numerous nieces and nephews.
A memorial service for Pat will be held at Atascocita Presbyterian Church on March 9. She will be buried in Shawnee Township Cemetery in Ohio. Donations in memory of Pat can be made to Atascocita Presbyterian Church, 19426 Atasca Oaks Dr, Atascocita, TX 77346.


BRISBANE — Dating apps are an extremely popular way to socialize and pick up others these days, but recent research suggests they might actually lead people to lower their standards as well.
According to researchers at the Queensland University of Technology in Australia, singles tend to have a clear idea as to what's on their dating wish lists, but are actually more likely to go out with people they met online who don't actually meet those requirements.
A recent study finds that using online dating apps may cause people to lower their standards when choosing potential mates.
Behavioral economists Stephen Whyte and Professor Benno Torgler were behind the research published as "Preference vs Choice in Online Dating" in the journal Cyberpsychology, Behaviour and Social Networking. They watched the behavior of nearly 42,000 people between the ages of 18 and 80 who were using an Australian dating site called "RSVP" from Jan. 2016 through April 2016. About 78 percent of the participants were men.
Whyte explained the intentions of the study.
Participants' "wish lists" were comprised of seven categories for an ideal mate: hair color, eye color, body type, education level, personality type, political view, and religious affiliation. The authors determined that instead of searching until they found someone who met their dating wish list criteria, participants were likely to communicate with people who had only some of those characteristics.
In fact, the study showed that more than 65 percent of the contacts the participants made with potential dates on the site had one or less category that matched their wish list. About one in three contacts had zero matching attributes.
In addition to their main findings, the authors also noted that men tended to be more open-minded than female in contacting potential mates with fewer matches — except for men in their 60s or older, who were more selective.
The study is limited in the sense though, that it's hard to say how many people hold out for their perfect person when socializing in real life as opposed to online.


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Papers of the Anderson, Urquhart and Graham Families
Identifier: Coll-1835
PrintGenerating
Edinburgh University Library Special Collections
Container Inventory
Correspondence, diaries, legal documents, inventories, student notes, sermons, and business accounts relating to the members of the Anderson, Urquhart, and Graham families (all related). The material covers the 18th and 19th centuries and relates to subjects as varied as ironmongery, sea travel, study of humanities in the 1820s, preaching and sermons, school teaching, etc. This collection provides an excellent insight into the daily life in Edinburgh in the late 1700s and in the 1800s.
Urquhart (Perth) (Family)
Mostly English, with a few texts in Ancient Greek and Latin in John Urquhart's papers, and in Italian in Signor Ferretti's papers.
Open, but please contact the repository in advance.
The members of the Anderson, Graham, and Urquhart families represented in this collection were all part of the same family tree and were connected by blood relationship, marriage, partnership and friendship. Many of them were born and lived in Edinburgh. Amongst them were ironmongers and businessmen, a surgeon, travellers, preachers, a theologian, school teachers, students, etc. More detailed biographical information on each individual can be found in their own agent record.
This collection is arranged by members of the families, or individuals linked to them.
Papers purchased as one single collection in September 2017.
Accession no SC-Acc-2017-0201.
Separated Materials
Two printed books have been separated from the manuscripts and given their own references. See the papers of William Graham (coll-1835/3) and the papers of William Anderson (coll-1835/8).
Catalogued by Aline Brodin in October-November 2017.
Edinburgh (Scotland)
Family papers
History, 18th century (Scotland)
Graham (Edinburgh) (Family)
Anderson (Edinburgh) (Family)
Part of the Edinburgh University Library Special Collections Repository
http://www.ed.ac.uk/is/crc
Centre for Research Collections
University of Edinburgh Main Library
George Square
Edinburgh EH8 9LJ Scotland
is-crc@ed.ac.uk
Papers of the Anderson, Urquhart and Graham Families. Edinburgh University Library Special Collections. http://lac-archives-live.is.ed.ac.uk:8081/repositories/2/resources/86622 Accessed January 17, 2021.
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Samples Nursing Papers
Nursing Stress in Public and Private Hospitals Essay Paper
The profession of nursing is considered one of the most stressful professions in the world. Nursing is by nature a stressful occupation.Nursing Stress in Public and Private Hospitals Essay Paper Continuous and long-term stress can result in physical, psychological, and behavioral problems in nurses. Therefore these professionals have been researched time and again. To cope with these problems several coping styles are deployed by the nurse which help them deal with the everyday stressors of their life. It has been found via research that using certain unhealthy coping styles may result in a number of mental health problems (Srinivasan & Samuel, 2014). Nursing Stress in Public and Private Hospitals Essay Paper
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Nursing is the kind of job in which professionals have to deal with immense workload which can result in a lot of health problems, both physical and psychological. . not only that, the patients that come to hospitals themselves accompany a host of problems with them such as the stress of being ill, being frightful and apprehensive about their future and often they are very bitter and sometimes even indignant. Nursing Stress in Public and Private Hospitals Essay Paper Nurses have to deal with all of this and have to maintain a sense of composure at the same time. Sometimes the nurses have to perform the role of doctors and deal with the attendants and patients which mean they have to take the insults that were meant for the doctors and wasn't initially a part of their job requirement. Some patients and attendants can even be physically abusive at times; this can result in even more stress for the nurses. It is often seen that at times the patients are way too demanding and expect more than what their job entails, when those expectations are not met the patients can be aggressive and they tend to show their aggression in a both verbal and physical way. These stressors expose nurses to a host of problems, depression, anxiety and insomnia being a few of them (Srinivasan & Samuel, 2014). Nursing Stress in Public and Private Hospitals Essay Paper
There is an extreme scarcity of nurses in both the government and private hospitals in Pakistan which makes them a valuable asset, one that must not be taken for granted. This scarcity in the number of nurses is mainly due to the discrepancy between their workload and their pay scales which make them leave their homeland and migrate to countries that give them roper compensation for their work.Nursing Stress in Public and Private Hospitals Essay Paper The work-life issues threatening retention of nurses is of serious concern for health administrators. This shortage of nursing professionals in Pakistan was researched by the Joint Learning Initiative Report in 2004 and the World Health Report in 2006 and found Pakistan to be among those 57 nations that have the most significant lack of human resource (Hamid, Malik, Kamran & Ramzan, 2013).
There is no shortage of nursing schools and colleges in the country, there are roughly 109 nursing institutions and 44000 nurses on record in Pakistan but the lack of nurses are still a grave problem. There are insufficient nurses in comparison to the people that need medical attention. A country that has limited nursing professionals will have dire effects on its health care systems despite having sound technological facilities. This dearth in the amount of nursing staff is not just a matter for developing countries like Pakistan but also for the countries in the developed world. Nursing Stress in Public and Private Hospitals Essay Paper There are a host of reasons behind this deficiency in the amount of nursing staff, some of them being poor working conditions, low pay and poor job satisfaction. Among the factors that have contributed to the immense shortage of nurses in Pakistan are the increase in workload, lack of any admiration or reward such as monetary incentives and inflexible nursing management (Hamid, Malik, Kamran & Ramzan, 2013).
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Choosing the right hospital and physician are important factors to consider that significantly influence a patient's treatment. The preferred choice for many patients is choosing private care.
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AARP Texas is working hard to make communities more livable for everyone, whether it's new curbs for easier walking or an art installation to brighten a public space.
For those aging in place and confronting mobility challenges and fixed incomes, livability can mean the difference between connecting with the community or growing isolated. Here's how five Texas cities are improving life for their residents.
Since August 2017, when Hurricane Harvey damaged hundreds of thousands of homes, AARP in Houston has been helping older adults rehabilitate their residences from flood and wind damage. Houston has joined the 100 Resilient Cities network, preparing the city for future storm threats and climate change.
San Antonio The City Council passed a budget in September that added an additional $17.1 million (for a total of $25 million) to help meet the recommendations of last year's Mayor's Housing Policy Task Force.
Affordable housing in San Antonio is an important quality-of-life improvement that will make the city more livable for scores of residents.
"AARP in San Antonio is pleased that the housing policy framework addresses concerns of the 50-plus population, such as affordability, rehabilitation and modification," said Lisa Rodriguez, AARP in San Antonio advocacy director.
Known for the University of Texas and its music scene and tech community, Austin also has one of the fastest-growing populations of people ages 55 to 64 in the nation, according to the 2010 census.
AARP Texas, together with AustinUP (a community alliance that works on issues related to the future of aging), is implementing an Age-Friendly Action Plan with the city government. Austin's 2019 budget includes funding for hiring a full-time employee charged with transforming the city into a model for aging.
"We need to change the perception of what aging means in a world where people are living longer, fuller lives," said Teresa Sansone Ferguson, executive director of AustinUP.
"What we do now will help future generations," she noted.
Melodía Gutiérrez, AARP advocacy director for Dallas-Fort Worth, was inspired by her arts experience to create a community mural, which depicts multicultural women and AARP founder Ethel Percy Andrus.
Gutiérrez brought together a diverse group of area residents to use a paint-by-number system so that anyone could participate in crafting the mural.
The resulting artwork transformed a parking lot in an economically depressed neighborhood into a beautiful gathering space. Visit the mural at 1902 S. Lamar St. in Dallas.
AARP in Fort Worth has started an Age-Friendly Business certification program for local companies. Gutiérrez expects the roster of participants to grow exponentially this year.
To qualify, businesses must prove they are compliant with the Americans with Disabilities Act, ensure that sound and lighting levels are appropriate for older adults, type is large print and easy to read, and signage is clear.
Gutiérrez credited Fort Worth Mayor Betsy Price (R) as a "visionary" who understands that development must consider all generations.
Laura Tillman is a writer living in McAllen.


This is a really good instructional video about how to perform an effective hip flexor stretch. With some proper cuing, it's really quite simple. So useful for all those desk workers and athletes alike! As always, great information from Mike Reinhold.


As Maryland homeowners know, lawns undergo various kinds of stress from varying weather conditions, frequent foot traffic, diseases, pests, and mowing. If you are in need of a fast boost to improve the state of your entire lawn, let Royal Greens take care of it for you. Our core aeration services near and around Gaithersburg, MDalleviates stress, stimulates health, and will maximize the results of your existing lawn care plan.
At Royal Greens, we understand that your lawn is an extension of your home. We value the trust that you put in us in taking care of it. That is why, with each and every service, you will not only find our skilled technicians in your yard, but by your side, ready to answer any questions with courtesy and care. Why give way to disease, compaction, and poor health for your lawn, when you can trust a Royal Greens lawn aeration specialist to bring your lawn to its fullest life in just one treatment? Call us today!


Covered in embroidered gold stars, this will catch your eye.. and you won't forget!
Time to jazz up your denim and stand out in a crowd.
This Light blue number is UK size 10 – 14 oversized vintage Levi fit.
Includes gold and red heart vintage pins from the 80's/90's.
Email hannahbethfincham@gmail.com – to create your own starry denim jacket.


The Summer Experience in Sustainability & the Environment (SESE) is a 4-day, 3-night summer camp that introduces Indiana high school students to sustainability and the environment on IU's campus! Participants explore the environmental field through educational and recreational activities and learn about college and career opportunities at IU from current students, staff and faculty.
Educate Indiana youth about environmental and sustainability scholarship and potential careers.
Empower students to become environmental leaders in their communities.
Serve minority, low-income, and first generation college students interested in the environment and sustainability.
There is NO COST for this program; students are expected to arrange their own transportation to and from the Indiana University-Bloomington campus.
Hiking at the IU Research and Teaching Preserve, and exploring local ecology through a stream sampling activity.
Discovering the intersection of sustainability and the fine arts by creating fabric dye using campus-grown indigo plants.
Talking to local farmers and learning about sustainable food systems through a scavenger hunt at the Bloomington Farmers' Market.
Creating art inspired by interactions between people and natural spaces on campus.
Contributing data to the IU Campus Tree Inventory, and gaining hands-on experience in natural resource management.
Learning about IU Admissions, scholarships, student resources, and career planning.
Apply for the Summer 2019 Program!
Must be passionate about the environment and sustainability and excited to learn.
Preference given to incoming Juniors/Seniors (as-of Fall 2019), underrepresented youth (including minority, low-income, and first generation college students), and those who exhibit intellectual merit.


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The value of women in Islam
Female imams have undoubtedly existed since the time of Prophet Mohammad
Female Muslim worshippers
By Nayla Tabbara | France
Recently, three Muslim women in France made headlines by becoming imams, leading Muslim worshippers in prayer.
Islam has always allowed female imams for communities of women and children.
But women began leading mixed male-female congregations only at the beginning of the third millennium. The first was Amina Wadud in North America.
This religious leadership shows great courage to take on the patriarchal prohibitions.
Female imams have undoubtedly existed since the time of Prophet Mohammad. The hadiths (traditions or sayings of the Prophet) report that the Prophet himself encouraged women to be religious leaders.
An anecdote suggests that he asked a woman, Umm Waraqa, to lead the prayers for the people of her household.
For Muslim feminists, this is a precedent on which they build the legitimacy for a female imam for a mixed congregation.
Then there are the theological arguments, including ontological equality and mutual responsibility between men and women. Men and women are both vicars of God on earth according to the Quran: "Believers are allies and responsible for each other" (Quran 9:71).
However, traditionalists oppose this by arguing that the people in Umm Waraqa's household were women and boys under the age of 12 who had not yet reached puberty.
According to them, had there been an older boy, he would have led the prayers because his being male is more important than all the religious knowledge of Umm Waraqa, one of the few people in the Prophet's time to possess a copy of the Quran.
This patriarchal position values women less than men.
A change in women's religious role needs to be accompanied by awareness to unmask this patriarchal view that has been internalized and carried by many women for centuries.
In traditional religious circles, feminism is considered shameful. They portray women as rebels who go beyond their limits, far from the holy image of a pious and obedient woman.
It is also important to unmask and delegitimize the perception that women's value is less than men -- in all religions.
Nayla Tabbara is a Lebanese Muslim theologian.
Cardinal Luis Antonio Tagle: The pope's MVP
The illusion of human rights in South Asia
Tragedy of Notre Dame de Fatima lingers on
Middle Eastern Christians lose support in France
Congolese urge pope for canonization of two local blesseds


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Emmanuel ("Manu") Laurent Petit (Dieppe, 22 september 1970) is een Frans voormalig profvoetballer.

Clubcarrière
De middenvelder begon als prof in 1988 bij AS Monaco. In 1997 werd Petit gecontracteerd door Arsenal. In zijn eerste seizoen bij de club uit Londen werd Petit direct landskampioen. Datzelfde jaar volgde op het wereldkampioenschap voetbal 1998 de wereldtitel met Frankrijk. Petit bepaalde in de finale tegen Brazilië de eindstand op 3-0, nadat spelmaker Zinédine Zidane de eerste twee Franse treffers voor zijn rekening had genomen.

In 2000 bereikte Petit, bijgenaamd "Manu", met Arsenal de finale van de UEFA Cup, die na strafschoppen werd verloren van Galatasaray. Na de wereldtitel (1998) won Petit met Frankrijk ook de Europese titel op Euro 2000. Na het EK maakte hij samen met Marc Overmars de overstap naar FC Barcelona. Daar kon Petit echter niet overtuigen en in 2001 vertrok hij. Chelsea FC kocht hem voor 11,5 miljoen euro. Ook bij Chelsea wist Petit weinig indruk te maken en toen in 2004 zijn contract bij de club afliep, besloot Petit te stoppen als profvoetballer.

Clubstatistieken

Interlandcarrière
Onder leiding van bondscoach Michel Platini maakte Petit zijn debuut voor Les Bleus op 15 augustus 1990 in de vriendschappelijke thuiswedstrijd tegen Polen (0-0) in Parijs. Hij vormde in dat duel een verdedigingslinie met Manuel Amoros, Franck Sauzée en Bernard Casoni.

Erelijst
 AS Monaco
Division 1: 1996/97
Coupe de France: 1990/91

 Arsenal FC
Premier League: 1997/98
FA Cup: 1997/98
FA Charity Shield: 1998, 1999

 Frankrijk
Wereldkampioenschap voetbal: 1998
Europees kampioenschap voetbal: 2000

Individueel
 Division 1 Nieuwkomer van het Jaar: 1990
 Premier League Speler van de Maand: april 1998
 Bronzen Onze: 1998
 PFA Premier League Team van het Jaar: 1998/99

Onderscheidingen
 Chevalier of the Légion d'honneur: 1998

Zie ook
 Lijst van spelers van Arsenal FC
 Lijst van spelers van AS Monaco
 Lijst van spelers van het Franse voetbalelftal

Petit

redpajama_set_name: RedPajamaWikipedia


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Home » Posts tagged 'ian lyall'
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Open Orphan: Flu vaccine data showcased in peer reviewed article – Proactive Investors
by Ian Lyall.
FLU-v has been developed by Imutex, 49%-owned by Open Orphan unit hVIVO
The results of a successful phase IIb trial of a potential flu vaccine being developed by an Open Orphan PLC (LON:ORPH) joint-venture have been written up in a peer-reviewed article carried by a scientific journal.
The data from FLU-v 004 challenge study underlined its ability to reduce mild-to-moderate symptoms of the illness.
FLU-v has been developed by Imutex, 49%-owned by Open Orphan unit hVIVO, as the first 'universal', broad-spectrum influenza vaccine.
The publication of the results in the periodical 'npj Vaccines' follows hard on the heels of results from a separate field assessment of the drug, which revealed "cellular and humoral immunogenicity" from a single dose of adjuvanted FLU-v.
In other words, the jab immediately provoked an immune response.
Imutex, meanwhile, is scheduling meetings with regulators on both sides of the Atlantic ahead of further trials.
"Progression to larger phase III studies with FLU-v can further describe the cellular immune response and evaluate how the vaccine interacts with influenza disease," said Open Orphan chief executive Trevor Phillips.
Chairman Cathal Friel added: "The need for better, more broadly protective vaccines against influenza is a high priority worldwide, and few new vaccines have demonstrated efficacy in humans as seen in the results of the challenge study for FLU-v 004.
"This is the first universal influenza vaccine that has shown this protection from influenza and reduction of symptoms in late-stage studies and together with the highly statistical immune results reported in a peer review article earlier this week means that the risk of failure in a phase III setting is greatly reduced compared with entering into phase III studies with no efficacy data."
Link here to view the original Proactive article
Cadence Minerals chief provides upbeat assessment of Brazil iron ore project as green light is given for stockpile exports – Proactive Investors
Speaking to Proactive's Andrew Scott earlier, Kiran Morzaria said the former Anglo American and Cliffs Natural Resources mine, which is in the north of the country, had been "substantially de-risked"
Cadence Minerals PLC (LON:CNC) chief executive, Kiran Morzaria, provided an upbeat assessment of the potential of the Amapá iron ore project in Brazil after the green light was given to begin high-grade exporting stockpiled material to China.
Shipments are likely to start in "late Q2, early Q3", he confirmed, adding: "We are in advanced discussions with off-takers and contractors, including the local port authorities and trucking companies."
Speaking to Proactive's Andrew Scott earlier, Morzaria said the former Anglo American and Cliffs Natural Resources mine, which is in the north of the country, had been "substantially de-risked".
He pointed out the formerly producing operation comes complete with a rail spur and port – two pieces of infrastructure than can add significant costs to a project such as Amapá.
"Yes, it all requires some rehabilitation," he added. "But it's de-risked technically and has a product that was well-liked in China."
Mineral resource investor Cadence has US$2.5mln sitting in escrow which it will hand over for a 20% stake in Amapá once the last of its pre-conditions is met. This requires a settlement to be reached with the secured bank creditors.
Amapá is host to 1.39 Mt ore in three stockpiles with an average grade of just over 62%. The proceeds from sales will help bring the mine back into production.
The project, which was shuttered in 2012, produced 6.1 Mt of iron ore concentrate.
Mail Online: Small Cap Movers – A good week for Tertiary Minerals #TYM
3rd December 2017 / Leave a comment
by Ian Lyall –
Proactive Investors for This Is Money
Sticking with the risers for a little while longer: it was a good week for AIM-listed Tertiary Minerals #TYM which doubled in value on Friday.
This came after the German group Possehl said it would help the junior miner develop its three main projects.
Tertiary is London's only publically-traded fluorspar company. Fluorspar? No, me neither.
Anyhoo, here's a quick cut-out-and-keep we purloined from the Proactive Investors website.
Fluorspar is the mineral form of calcium fluoride – CaF2.
When mined, it is separated into two main grades – acidspar is at least 97 per cent calcium fluoride, while metspar (metallurgical spar) is a much lower purity – at between 60 per and 85 per cent.
The latter is used for iron smelting, and to manufacture glass, steel, enamels and aluminium products, while acidspar is generally converted to hydrofluoric acid, by combining it with sulphuric acid.
This can then be made into other things like fluorocarbons, which are used in Teflon (the stuff your frying pan is coated with), fridges, freezers and air conditioning units.
It is perhaps worth noting that new environmentally friendly refrigerants, required by regulation, contain more fluorine than the older ozone depleting ones.
Physiomics and Tertiary aside, it was a fairly dour week for investors in the junior market with the AIM All Share down 0.8 per cent over the last five trading days to 1,022.57. It did, however, outperform the FTSE 100, which had a rather rough week as it posted a 1.3 per cent decline.
Mail Online full story link here
Feedback chairman says cancer software has 'real potential' – Proactive Investors
21st November 2016 / Leave a comment
By Ian Lyall – Proactive Investors
Distilled down to the basics, the company's TexRAD technology is essentially a very smart piece of software that analyses medical images, to reveal features that are not always evident to the human eye.
Dr Alastair Riddell's CV reveals a high-flying career with the forerunners of what are now GE Healthcare, Johnson & Johnson and Pfizer, followed by spells guiding businesses to IPO or trade sale.
So, what attracted him to the challenge of Feedback plc (LON:FDBK), an AIM-listed medical imaging firm worth less than £4mln?
"The persistence of Tom Charlton, who would not give me any peace until I said yes," jokes Riddell.
Charlton is one of Feedback's major shareholders who recruited the company's new chairman.
However, Riddell's mind was actually made up by cold hard data that underscored the potential of its main product, TexRAD.
"When I went to Cambridge and spoke to the people who do the work there it became clear there was real potential in this," he told Proactive Investors.
"What really convinced me was a small study they'd done."
Before we get to that study, it is worth getting a feel for TexRAD does.
It was the brainchild of the PhD of Dr Balaji Ganeshan, an expert on textural analysis of images gleaned from computed tomography (CT) scans.
Distilled down to the basics, it is essentially a very smart piece of software that analyses medical images, to reveal features that are not always evident to the human eye.
In doing so, it may "in a very statistical, objective and numerical way relate the output to a prognosis for the patient", says Riddell.
Ganeshan carried out a study of patients with liver cancer using TexRAD and the results were, in the words of the Feedback chairman, "quite remarkable".
"It quickly dawned on me that this could be a really valuable objective tool for giving an accurate prognosis," he adds.
Riddell was announced as chairman in June, which hasn't given him a lot of time to shape strategy.
But he has a good idea how to get the business into the full commercial phase within the next six to nine months.
He has hired a person with experience in the imaging industry to put together a marketing strategy and business plan "which should be sorted in the next few weeks".
Feedback is already making money from TexRAD with sales to institutions carrying out research.
To fully commercialise the product it must be granted a CE Mark, European certification for the technology.
It hopes to receive the regulatory green light sometime in the first quarter of next year.
This will enable it to sell TexRAD to hospitals, where it will lend numerical support to the very skilled, interpretative work carried out by radiologists.
At that point it will require funds to hire a sales and sales support team, which in turn means Feedback will have to raise a little money to bankroll the expansion of what is currently a very lean team.
Riddell, the consummate City veteran, won't say when he will call on shareholders, or just how much Feedback requires, but he acknowledges there will be a need to fund growth.
"We will go the market when I think we have a compelling story and we have some numbers for the market," he says.
"We are not yet at that stage. We are ticking over; investing a little in market analysis and market development that I think will pay off."
Riddell's sights are set first and foremost on securing the CE mark. After that he expects to be able to unveil a new product that analyses tumour deposits in the lung.
In this regard it has partnership with a firm called Alliance Medical Group, which wants to integrate TexRAD into its scanners.
Meanwhile, a tie-up with a company in Poland called Future Processing provides Feedback with the coding know-how to develop a wider product suite.
Sales of the current product, though modest, reveal there is demand from a very specialist audience in the research sphere.
It means the technology is being cited in literature by some of the leading centres for cancer research – providing a great endorsement of the TexRAD from key opinion leaders.
In fact, the technology is also starting to make an impression with businesses operating in the field.
"My view is at the moment we are far too small and far too young to be engaged in corporate discussion," says Riddell.
"But, if we can grow sales the way I hope we can grow them, then in two or three years we might look differently at these corporate approaches."
In the meantime, it is about "investing in the company and doing things to a particular standard", the Feedback chairman says.
"Of course, the next milestone will be getting the CE Mark for TexRAD," he adds.
"This will enable us to market not just to scientists, but radiologists everywhere, which should lead to a marked expansion in sales."
Full article here


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Disney Acquires YouTube network Maker Studios for $500 Million
Disney has agreed to acquire YouTube network Maker Studios for $500 million. The value of the digital
media firm could balloon to $950 million if certain performance targets are met. Maker will become a
standalone operation within Dinsey and will remain based at its Culver City headquarters. It also has
operations in New York and London. Maker CEO Ynon Kreiz will report to Disney CFO Jay Rasulo.
Said Kreiz, "Disney is synonymous with the best entertainment and is the ideal partner for us, strengthening
our position as the leading player in online video."
Maker was founded in 2009 as a multichannel network for YouTube talent. The company has grown into
an online video network with more than 55,000 YouTube channels with a combined 380 million subscribers.
It consistently ranks among the top five YouTube partners according to comScore and works with talent such
as Swedish video gamer PewDiePie and singer Mike Tompkins. Maker has raised $66 million in venture
capital funding in the last five years, including a $36 million round led by Time Warner Investments.
"Short-form online video is growing at an astonishing pace and with Maker Studios, Disney will now be at the
center of this dynamic industry with an unmatched combination of advanced technology and programming
expertise and capabilities," said Disney CEO and chairman Robert Iger.
Recently, Maker has been looking to expand beyond its YouTube roots. The company acquired startup video
network Blip in September 2013, ostensibly to develop a distribution platform of its own. The company also
recently began partnering with celebrities to develop original content. In January it announced a deal with
will.i.am to launch an online video platform with original programming drawn from the musician's interests.
The deal is expected to close during Disney's fiscal third quarter.
in Business, Marketing, Movies, Technology, Film/Movies


b) cause the results of the assessments to be entered into the records as required by regulation 11.
2) An employer contemplated in subregulation (1) shall, before causing an assessment to be made, consult with the relevant health and safety representative or the relevant health and safety committee and thereafter inform them in writing of the arrangements made for, the assessment, allow them reasonable time to comment thereon and ensure that the results of the assessment are made available to them for comment.
d) the nature of the work process and any reasonable deterioration in or failure of any control measures.
4) If an assessment made in accordance with subregulation (1) or a review of such assessment made in accordance with subregulation (5) indicates that any person may be exposed, to noise at or above the noise-rating limit, the employer or self-employed person shall ensure that such exposure is adequately controlled as contemplated in regulation 10(1).
and subregulations (2) and (3) shall apply for such review assessment.