text:
Wall St Chorus Grows Louder Warning That 2023 Will Be Ugly…
Posted by -NO AUTHOR- | Dec 7, 2022 | Drudge Report | 0 |
https://www.bnnbloomberg.ca/wall-street-chorus-grows-louder-warning-that-2023-will-be-ugly-1.1855686
(Bloomberg) — In the Federal Reserve's quiet period before its officials meet to decide their final actions this year, Wall Street watchers are filling the void, loudly warning that next year's outlook for the US economy and stocks is grim.
From Goldman Sachs Group Inc.'s David Solomon caution that the economy faces "bumpy times ahead," to JPMorgan Chase & Co.'s Jamie Dimon grimmer view that this would be a "mild to hard recession," and Morgan Stanley Wealth Management's Lisa Shalett, who told Bloomberg Television that corporations are facing a "rude awakening" on earnings, the messages have become increasingly dire.
"We do not think the economic conditions for a sustained upturn are yet in place," Mark Haefele, chief investment officer at UBS Global Wealth Management, wrote in a note. "Growth is slowing and central banks are still raising rates."
Investors appear to be heeding the warnings. Following a two-month rally, the S&P 500 Index has fallen in all but one of the last eight sessions and dropped 1.4% on Tuesday. Equity strategists, historically the market's biggest cheerleaders, are now predicting a down year in 2023. And the red flags are being waved in the wake of wage and services data that suggested inflationary forces still grip the economy.
The charts aren't helping, either. Whenever the benchmark S&P 500 is lower by 15% or worse in a year through November, December is usually much weaker, according to BTIG's Jonathan Krinsky. From January to November, the benchmark index had seen a 19% drawdown, with the gauge giving up its ground to close back below its 200-day moving average Monday.
One of Wall Street's biggest bears, Morgan Stanley strategist Michael Wilson, backed away from a recent call that the markets recovery could last into December to say that "we are now sellers again" as he and his colleagues expect the S&P 500 to resume declines.
Layoffs are also adding to the gloom. On Tuesday, Morgan Stanley announced that it will reduce its global workforce by about 2,000 ahead of a potential US recession, while Bank of America Corp. said it was slowing hiring.
Tech companies have already been slashing their workforces by the thousands. From Twitter Inc. to Meta Platforms Inc. to Amazon.com Inc., corporations are trimming staff and slowing hiring as they grapple with higher interest rates and a pullback in consumer spending.
Read more: Burned Stock Pundits Ditch Two Decades of Unbroken Bullishness
Yet there are those, including Charles Schwab & Co.'s Liz Ann Sonders, who think the economy will improve in the latter half of next year. After all, there has been growing evidence that inflation is easing and the labor market is cooling, fueling market optimism.
"We have to take our medicine still, meaning a weaker economy and a weaker labor market. The question is, is it better to take our medicine sooner or later? And I think sooner," the firm's chief investment strategist said by phone. "The outlook is better for the latter part of 2023. The risk to that view would be if for whatever reason the economy continues to run really hot and the Fed has to really slam on the brakes."
–With assistance from Vildana Hajric.
(Updates with Tuesday's close in fourth paragraph)
PreviousDaughter 'taken to hospital'…
NextRiotous Brawl Breaks Out In College Women's Basketball Game After Hair Pull
-NO AUTHOR-
Musk Finances Complicated by Declining Wealth, TWITTER Pressures…
'Luddite' Teens Don't Want Your Likes…
Inside palace coup that brought MBS to power: Godfather, Saudi-style…
MUSKENSTEIN: NEURALINK 'BOTCHED EXPERIMENTS' ON ANIMALS!


text: A small website of useful resources for developers.

redpajama_set_name: RedPajamaGithub


text:
Q: How to use classes defined in other files in a Swift script I have a Swift script "main.swift" that I created by adding
#!/usr/bin/env xcrun swift

to the start. Moreover, I chmod+x'd it to make it executable.
Within that script I would like to use a Swift class "A" defined in an other file "A.swift" contained in the same parent folder of "main.swift".
Simply using "A" within "main.swift" does not work.
Any ideas on how to achieve this?

A: This post asked a similar question, the solution there was to concatenate the files with a shell script:
TMPFILE=`mktemp /tmp/Project.swift.XXXXXX` || exit 1
trap "rm -f $TMPFILE" EXIT
cat *.swift > $TMPFILE
swift $TMPFILE

I haven't tested it though, so no idea if it works.

redpajama_set_name: RedPajamaStackExchange


text:
Photography, Portland
"Elliott, God is my Lord"
In Curiosity, Photography, The Examined Life, The infinity of ideas on April 19, 2010 at 9:11 pm
I gave a talk this evening, a talk about photography, to a group of about seventy-five. The talk went well enough, with slides, travel, ideas and stories. The audience was attentive and the presentation seemed well received. Afterward, a man approached me. "Elliott," he said, extending his hand. "It means, God is my Lord in Hebrew." I shook his hand. "Doug, dweller by the dark river. Gaelic." His eyes bugged out. "Man, that's why you're a photographer." I wasn't sure what he meant by that.
Elliott and I talked for quite a while. He was, what I would call, a natural seer. That is, as he said, he can walk around Back Bay, where he lives, "five hundred times and always see something different." He continued: "I needed a shim, a piece of wood for something I was working on in the house. I went down to the water and picked up a piece of wood, nicely worn down. I held it to the sun a certain way and I could see the ridges in it, all worn smooth." He was animated. "I took it and scraped it across my face." He got excited. "It was just a shim, just a piece of wood, but it wasn't." I told him that Picasso said that he spent his whole life trying to draw like a child. I continued: "You, Elliott, God is my Lord, have a child's gift. You see the world as we all want to see it. Fresh."
Elliott said that my talk had made him think about how he viewed the world and that he was excited to put into practice some of the principles and ideas I had talked about. "No, Elliott," I said to him. "Forget everything I said. Forget it. Don't think about how you see. It will ruin everything." He said he was afraid of that, but that he could do it without it being "artificial." I admonished him. "You walk around the Back Bay five hundred times and every time is new. That is a gift. That is the universe in a grain of sand." With this he got very excited. "The universe! Yes. It's all about bringing everything together and seeing it whole, as a universe." I felt as if I was in the presence of a prophet, a seer, a Zen Master. In fact, he had been a teacher. Fifth grade. Retired. "I was a great teacher," Elliott told me. "Yes," I said. "I am certain you were."
« Before Dad April 16, 2010
After"…a means of ignorning the spaces in between…" April 21, 2010 »

redpajama_set_name: RedPajamaCommonCrawl


Diabetes services in the UK: fourth national survey; are we meeting NSF standards and NICE guidelines?
Background: Previous surveys of children's diabetes service provision in the UK have shown gradual improvements but continuing deficiencies.
Aim: To determine whether further improvements in services have occurred.
Methods: A questionnaire was mailed to all paediatricians in the UK identified as providing care for children and adolescents with diabetes. Responses were compared with results of three previous surveys, and with recommendations in the Diabetes NSF and the NICE type 1 diabetes guidelines.
Results: Replies were received from 187 consultant paediatricians in 169 centres looking after children; 89% expressed a special interest in diabetes, 98% saw children in a designated diabetic clinic, and 95% clinics now have more than 40 patients. In 98% of the clinics there was a specialist nurse (82% now children's trained), but 61% clinics had a nurse:patient ratio <1:100; 39% of clinics did not have a paediatric dietician and in 78% there was no access to psychology/psychiatry services in clinics. Glycated haemoglobin was measured routinely at clinics in 86%, annual screening for retinopathy performed in 80%, and microalbuminuria in 83%. All centres now have local protocols for ketoacidosis, but not for children undergoing surgery (90%) or severe hypoglycaemia (74%). Mean clinic HbA1c levels were significantly lower in the clinics run by specialists (8.9%) than generalists (9.4%). There have been incremental improvements over the last 14 years since the surveys began, but only two clinics met all the 10 previously published recommendations on standards of care.
Conclusions: The survey shows continuing improvements in organisational structure of services for children with diabetes but serious deficiencies remain. Publication and dissemination of the results of the previous surveys may have been associated with these improvements and similar recurrent service review may be applicable to services for other chronic childhood conditions.
The Youth and Families Advisory Committee of Diabetes UK agreed to carry out a further survey to measure current provision of services against these guidelines.
A total of 187 (71%) completed questionnaires were returned from clinics in 169 (78%) hospitals identified. A total of 187 consultants reported that they care for around 18 500 children and young people with diabetes (15 400 under the age of 16 years).
Key results of the survey and comparisons with results from 1988, 1994, and 1998 are summarised in table 1. Results are generally described by hospital, except for those questions relating specifically to individual consultants.
Twenty one consultants (11%) indicated that they were paediatric endocrinologists/diabetologists; 90 (48%) considered themselves to have a special interest in diabetes, and 54 (29%) a special interest in diabetes/endocrinology. One was an adult diabetologist. The remaining 21 (11%) regarded themselves as general paediatricians.
One hundred and sixty four clinics (98%) are now designated paediatric diabetes clinics. Diabetic children are seen in general paediatric clinics in only 2% of hospitals.
Seventy one per cent of hospitals (n = 119) have age stratified clinics; of these 63% have an adolescent clinic. Forty eight per cent of the centres have joint clinics with adult colleagues.
Seventy five clinics (45%) cared for more than 100 children and adolescents with diabetes; 82 (49%) care for 40–100, with the remaining nine clinics (6%) caring for fewer than 40 young people with diabetes. Thirty nine clinics (23%) had fewer than 70 patients. Twenty nine of these were managed by paediatricians with a special interest in diabetes, and nine were general paediatricians. In only one of these was there more than one consultant. Of the clinics run by general paediatricians, two had more than 100 patients. These figures represent a significant shift towards consultant specialisation and being responsible for larger caseloads since 1994 and 1998 (table 1; χ2 = 121.6, p < 0.001).
Diabetes specialist nurses (DSNs) attended 165 clinics (98%). In 53% of these the nurses worked solely in paediatric diabetes; the remainder either covered another paediatric sub-specialty (19%) or also cared for adults with diabetes (28%). Eighty two per cent of DSNs were trained in children's nursing, 9% were not able to spend time in the community.
In the 124 (73%) clinics which responded to the question about nurses' working hours, an average of 1.83 DSNs were working 1.05 whole time equivalents (WTE). The average caseload per WTE DSN was 147 (range 12–575). There was no difference in the caseload of the DSNs in clinics run by general paediatricians (mean 129), paediatricians with an interest in diabetes (140), an interest in diabetes and endocrinology (159), and paediatric endocrinologists (130). Thirty nine per cent of clinics had a specialist nurse.
Dieticians were reported to attend regularly at 87% of clinics with 114 (61% of total) being a paediatric dietician.
The average number of paediatric dieticians WTE per clinic was 0.29 (range 0.04–1.5) with average WTE:patient ratio 830 (range 24–3750).
Twenty two per cent of respondents reported that either a psychologist (20%) or psychiatrist (2%) regularly attended the children's diabetes clinic. Forty six clinics (28%) had access to another form of "counsellor" (nurse therapist in 20; counsellor in 11; and "other" in 12). Eighty seven per cent of clinics could refer to a psychologist, and 90% to a psychiatrist; waiting times for these specialists were reported to range from 1 week to 18 months.
Thirty clinics (18%) reported access to social work support and 16 (53%) of these reported that the social worker could carry out home visits.
Fifty nine clinics (36%) reported access to chiropody services, mainly hospital chiropody. In 1998, 56% clinics reported access to chiropody.
Glycated haemoglobin (HbA1c) is measured at every clinic visit in 86% of clinics. In the remainder, it is measured twice or more per year in all but three clinics, where it is measured annually. Of clinics using HbA1c measurements, 86% reported that the result was available during the clinic compared to 70% in 1998, 50% using a "near-patient" methodology.
Only 3% and 4% of clinics respectively stated that they never screen for microalbuminuria or retinopathy, with only one clinic never measuring blood pressure. Thirteen per cent of clinics screen for microalbuminuria and retinopathy at every visit, and 38% check blood pressure at every visit. By age 12 years, 83% of clinics organise annual screening for microalbuminuria and 80% for retinopathy. These percentages are greater with early puberty or long duration of diabetes.
Methods used for microalbumin screening were: albumin/creatinine ratio on early morning urine samples (81%); timed overnight urine collection (14%); and 24 hour urine collection (5%). Methods for retinopathy screening include: non-dilated fundoscopy (58%); dilated fundoscopy by paediatrician (25%) and by ophthalmologist (38%); retinal photography (51%).
For coeliac disease 91 (69%) test annually, six alternate years, four every 3 years, four once only, 19 if clinically indicated, and seven clinics (5% of responders) never test.
For thyroid disease 120 (83%) test annually, seven alternate years, three every 3 years, 13 if clinically indicated, and one clinic never screens.
Ninety five per cent of clinics have a register, which is electronic in three quarters. One hundred and nineteen clinics (75% respondents) reported that they contribute data to the National Diabetes Audit run by Diabetes UK,8 although HbA1c data were only available in 2002 from 49%.
One hundred per cent of clinics have a written protocol for diabetic ketoacidosis, 90% for surgery, and 74% for severe hypoglycaemia. Seventy one per cent have a written education curriculum for children and families.
One hundred and fifteen respondents (71% compared with 52% in 1998) have age stratified diabetes clinics, 63% of which are adolescent clinics, 35% young persons' clinics, and 69% (48% of total) organise joint clinics with adult colleagues. Eighty four per cent of the 125 respondents to this question reported that they had a policy or procedure for handover to adult care. This transfer takes place at 13–25 years of age (mean 16.7 years).
Improvements were noted in five recommendations: percentages of paediatricians with a special interest in diabetes, designated children's diabetes clinics, clinics of more than 40 patients, clinic attendance of DSNs, and microalbuminuria screening. There was no improvement in measurement of glycated haemoglobin. There was a decrease in availability of paediatric dieticians, frequency of retinopathy screening, and joint paediatric/adult hand-over clinics. In 2002, 61% clinics had DSN:patient ratio of less than 1:100 (47% in 1998); 97% met 5 of the 10 recommendations (96% in 1998), 55% met 8 (58% in 1998), and only 2% met all 10 recommendations (12% in 1998).
The mean clinic HbA1c levels (DCCT standardised) from the Diabetes UK/BSPED National Paediatric Diabetes Audit8 were compared with all the survey variables. Eighty three survey responders (49%) had participated in the national audit and also provided HbA1c results. Two variables were found to have a significant relation with mean HbA1c level. Diabetes services provided by 10 general paediatricians were related to poorer HbA1c results (mean 9.4%) than those provided by paediatricians with a special interest in diabetes, including paediatric diabetologists (mean 8.9%; p = 0.002). HbA1c levels were lower if the diabetes specialist nurses worked in both hospital and the community (mean 8.9% versus 9.3%, p < 0.05). Numbers of Specialist Nurses and dietitians were not directly related to HbA1c levels.
The results show improvements in several organisational aspects of paediatric diabetes care. Fewer consultants look after inappropriately small numbers of children and have significantly bigger caseloads. This has always been one aim of national recommendations—to centralise to some degree the expertise into larger clinics. Nevertheless there are still 12 paediatricians with no stated special diabetes interest who each look after more than 70 diabetic children.
The lack of a national list of specialists was one of the deficiencies noted in the 1998 survey which required attention.3 Since 2000, Diabetes UK has maintained a list of consultant paediatricians looking after children with diabetes for the National Diabetes Audit, so we can now be more confident that we received replies from the majority of hospital clinics (78%). This response is poorer than in previous surveys, and it is possible that the non-responders might represent a group of paediatricians where the services are even less satisfactory than those reported. The responding 187 consultants looked after a total of around 18 500 children and young people (15 400 under 16 years), which is the majority of the estimated 20 000 in the UK.9 Thus the survey should have provided representative indicators of care for those individuals throughout the UK.
For the first time, because of the linkage with the national diabetes audit, we have been able to show that the clinics of consultants with a special interest achieve significantly better HbA1c levels than those run by general paediatricians.
The publication and dissemination of the results of this and three previous surveys through professional groups and Diabetes UK may well have had an impact on service organisation leading directly to improvements. This model could equally be applicable to services for other chronic childhood disorders.
Unfortunately, there are continuing deficiencies and in some respects services appear to have deteriorated since the last survey. Although the percentage of paediatric DSNs attending clinics has improved, their workload has increased with a mean caseload of 147 patients per whole time equivalent nurse, compared with recommendations of between 70 and 100.7 Moreover, the percentage of paediatric dieticians attending clinics has fallen to 61% and many respondents commented that the exceptionally poor provision of specialised psychology/psychiatry services was the weakest aspect of their service, a problem which is highlighted by recommendations in the NICE Guidelines. These staffing figures cause great concern considering the continuing increase in incidence of diabetes, particularly in very young children whose families require a great deal of time, expertise, and emotional support, and the increasing complexity and sophistication of modern diabetes care. The new insulin regimens, including multiple injection therapy, require more detailed dietetic education including quantitation of carbohydrate intake.10 This is not possible when a WTE dietician has an average case-load of 830 patients.
The progressive improvements in the numbers of DSNs is gratifying, with nearly all clinics having a nurse available and more are reported to be children's nurse trained (82% compared with 48% in 1998). There are now fewer working with adults (28% compared with 42%). These trends must represent changes in training, but national recommendations state that all children should be looked after by appropriately children's trained nurses.7 Paediatric DSNs commonly practise domiciliary education, so it was interesting to find that the ability to work in the community as well as hospital appears to have a beneficial effect in terms of HbA1c levels.
In conclusion, although there is increasing specialisation, with larger clinics being run by more specialist paediatricians, serious deficiencies remain. These deficiencies must be addressed if children and young people at the vulnerable transition stage are to be helped in preventing the significant rates of psychological and diabetes related complications currently being seen in the UK.12,14,16 The serious lack of resourcing reported by many specialist teams caring for children with diabetes strongly support the contention that community care of this serious lifelong condition is not being recognised as a priority by purchasing authorities.
Variable standards in measuring glycated haemoglobin, and screening for complications or associated conditions.
We would like to thank Alex Smith, Lydia Jackson, and Sandra Kiauka of Diabetes UK who helped with the design and distribution of questionnaires, and collection of data.
British Paediatric Association Working Party. The organisation of services for children with diabetes in the United Kingdom: report of the British Paediatric Association Working Party. Diabetic Med1990;7:457–64.
Haines LC, Swift PGF. Report of the 1994 BPA/BDA survey of services for children with diabetes: changing patterns of care. Diabetic Med1997;14:693–7.
Jefferson IG, Swift PGF, Skinner TC, et al. Diabetes services in the UK: third national survey confirms continuing deficiencies. Arch Dis Child2003;88:53–6.
NSF Diabetes. Standards. Clinical care of children and young people with diabetes. Health Service Circular (HSC 2001/026). Dept of Health, December 2001. www.doh.gov.uk/nsf/diabetes.
CG15. Diagnosis and management of type 1 diabetes in children and young people. National Institute for Clinical Excellence, July 2004. www.nice.org.uk.
Anon. The principles of good practice for the care of young people with diabetes. A British Diabetic Association Report. London 1995.
Anon. The role and qualifications of the nurse specialising in paediatric diabetes. London: Royal College of Nursing of the United Kingdom, Paediatric Diabetes Special Interest Group, 1993.
Smith A, Jefferson I. The National Paediatric Diabetes Register/Audit. Diabetic Med2001;18:409–12.
Edge JA, Ford-Adams ME, Dunger DB. Causes of death in children with type 1 diabetes, 1990–1996. Arch Dis Child1999;81:318–23.
Tamborlane WV, Bonfig W, Boland E. Recent advances in treatment of youth with type 1 diabetes: better care through technology. Diabetic Med2001;18:864–70.
Betts PR, Jefferson IG, Swift PG. Diabetes care in childhood and adolescence. Diabetic Med2002;19 (suppl 4) :61–5.
Bryden KS, Dunger DB, Mayou RA, et al. Poor prognosis of young adults with type 1 diabetes: a longitudinal study. Diabetes Care2003;26:1052–7.
Kipps S, Bahu T, Ong K, et al. Current methods of transfer of young people with type 1 diabetes to adult services. Diabetic Med2002;19:649–54.
Roberts SE, Goldacre MJ, Neil HAW. Mortality in young people admitted to hospital for diabetes: database study. BMJ2004;328:741–2.
Parr JH, Kelly WF, Large DM, et al. Improvements in the provision of hospital diabetes services in an English region 1988–98. Diabetic Med2002;19 (suppl 4) :79–82.
Scott A, Donnelly R. Improving outcomes for young people with diabetes. Diabetic Med2001;11:861–3.
Archives of Disease in Childhood 2005; 90 991a-991a Published Online First: 21 Sep 2005.


Kolko Entertainment is an upscale and affordable mobile DJ service. Are you ready to host a party that will leave your guests in awe? If so, you are in the right place. Kolko Entertainment is ready and motivated to provide your party with state of the art special effect lighting and a DJ to mix your favorite music live.
We hope that you find our website informative and easy to navigate.


text:
Activities in Chinna Swamy Stadium, Kasturba Rd,
Chinna Swamy Stadium, Kasturba Rd,
Visvesvaraya Industrial & Technological Museum
The Visvesvaraya Industrial and Technological Museum, Bangalore, India, a constituent unit of the National Council of Science Museums, Ministry of Culture, Government of India, was established in memory of Bharat Ratna Sir M Visvesvaraya. The building, with a built up area of 4,000 m², was constructed in Cubbon Park.
The Visvesvaraya Industrial and Technological Museum, (VITM), Bangalore, India, a constituent unit of the National Council of Science Museums (NCSM), Ministry of Culture, Government of India, was established in memory of Bharat Ratna Sir M Visvesvaraya. The building, with a built up area of 4,000 m2 (43,000 sq ft), was constructed in Cubbon Park. It houses various scientific experiments and engines, and was inaugurated by the first Prime Minister of India, Pandit Jawaharlal Nehru, on 14 July 1962. The first gallery set up at VITM, on the theme of 'Electricity', was opened to the public on 27 July 1965.
In order to honour Bharat Ratna Sir M Visvesvaraya, the All India Manufacturers' Organisation, Mysore State Board, decided to set up a science and technology museum at Bangalore, and the foundation stone was laid by Shri B. D. Jatti, Chief Minister of Mysore, on 15 September 1958. The Visvesvaraya Industrial Museum Society (VIMS) came to be registered as the nodal agency in order to pool resources from various industrial houses. A building with a display space of 4,000 m2 (43,000 sq ft), which was constructed in Cubbon Park, houses displays of industrial products and engines. It was inaugurated by the first Prime Minister of India, Pandit Jawaharlal Nehru, on 14 July 1962.[1]
However, the society felt that the southern region lacked a science museum. The eastern region already had a science museum in Calcutta under CSIR, which was quite popular, and on the Society's request CSIR took over VITM. The society nominated a permanent representative to the executive committee of VITM, and on 27 July 1965, VITM opened in Bangalore with the first gallery on the theme of 'Electricity


text:
At the dawn of the twentieth century, while Albert Einstein and Max Planck were writing mathematical equations that distilled the fundamental physics of the Universe, a biologist was winning the Nobel prize for describing how to make dogs drool on command. [1]
That phrase in a recent Nature news feature caught my attention, since it was a summary of my decision to study physics and materials science instead of biology. In fact, the idea of making a career in biology never entered my mind, but that decision was made in the Dark Ages of the mid twentieth century. At that time, the flashing lights and zapping sparks of a physics laboratory appealed to me more than the formaldehyde stench of a biology laboratory. And that, notwithstanding the fact of my taking BSSC Biology, the New Math of Biology, while in high school; and participating in advanced biology laboratory experiments. Biology in the early sixties was simply boring.
What dissuaded me most from pursuing biology as a career was the imprecise nature of biological experiments. In physics, everything is precise, often to an astonishing degree. In biology, half your rats died, but usually not because of something you did, or didn't, do. They just died, and your results were anything but mathematically satisfying.
Things are quite different, today. The technologies used in the various branches of biology rival those in any physics laboratory. Biomathematics with its eclectic mixture of applied mathematics, modeling and computer science would surely have appealed to me if that career were available in my youth.
The new age of biology began with the 1953 publication of the paper, "Molecular Structure of Nucleic Acids: A Structure for Deoxyribose Nucleic Acid," by James Watson and Francis Crick in Nature, the same journal that published the statement at the head of this article. This is, of course, the famous Double Helix paper. The discovery of the chemical origin of genetics came just a few years after the 1947 invention of the transistor at Bell Labs by John Bardeen, Walter Brattain and William Shockley. I dare to admit that the transistor and I are nearly the same age, but I'm happy to say that I was present at the dedication of a plaque, shown below, that commemorates the discovery of the transistor [2].
Biology has taken another leap into high technology with the creation of synthetic life by a team at the J. Craig Venter Institute [3-4]. The twenty-four author paper describing this work, "Creation of a Bacterial Cell Controlled by a Chemically Synthesized Genome," will appear in Science. The research team was able to synthesize the complete (with minor alteration) 1.8 million base-pair DNA genome of the bacterium, Mycoplasma mycoides, and stuff it into the cell of another bacterium whose genome was removed. The cell divided normally and multiplied. This isn't exactly a de novo creation of life, since the cellular mechanisms of the host bacterium were already in place, but it's quite an achievement. With proper engineering, cells could be produced to aid in carbon-sequestration, production of biofuels, and hazardous material remediation.
Craig Venter, founder of his eponymous institute, is interesting in many ways, but especially for his career path. After graduating from high school at about the same time I did, he served as a medical corpsman with the US Navy in Vietnam. After leaving military service, Venter was initially unsure of his ability to tackle college courses, so he enrolled at the College of San Mateo, a two-year school. Eventually, Venter received a Bachelor's degree in biochemistry, and a Ph.D. in physiology and pharmacology from the University of California, San Diego [5].
Erika Check Hayden. "Human genone at ten: Life is complicated," Vol, 464, no. 7289 pp. 664-667.
Anna Bogdanowicz, "Honoring the Trailblazing Transistor," The Institute (IEEE, December 7, 2009).
David Perlman, "Creation of genes in lab raises hopes, concerns," sfgate.com, May 21, 2010.
US scientist creates 'artificial life,' wikinews.org, May 21, 2010.
Alan Kotok, "Craig Venter: A Product of Veterans' Education and Community Colleges," Science Blogs, May 21, 2010.


How many people were targeted by the phish?
How many people visited the website in the email?
How many people submitted credentials to the website?
Getting these answers with manual digging can be a chore, but if you are running security onion (securityonion.net) with BRO, I wrote a script that will gather this information for you.
The basic setup is at the top of the script and you need to setup the location of your compressed files for BRO. This should be the top folder where each day is listed. Also, if you want to change the temp or log location, you can do this.
The arguments for the script are SUBJECT EMAIL_SENDER SPOOFED_SITE DATE. In this case the attacker used the email address "john@mydomain.com" with the subject of "NOTICE" and the website they wanted you to click on was hxxp://www.newversion.esy.es.
Determine if credentials were used for malicious activity.
Reset user(s) password. And monitor accounts for possible login from external IP's.
Sinkhole the DNS/URL to prevent others from accessing the site.
Review why the phish was successful and determine if your current awareness training covers the topic appropriately. The user(s) who submitted credentials should receive a refresher for your awareness training. An additional follow-up from the security group or their supervisor should happen with the specifics on the incident and how they can improve in the future.
By tracking how successful each phishing campaign is, you can start determining how successful both your technical and non-technical controls are. As time goes by you should see a decrease in how many visits to the site and credentials submitted.
When you run the script, it generates a log file (Default /var/log/phish-stats.log). This will allow you to gather metrics on each campaign in a quick and easy way. The log is "|" delimited and the format is below. You can load this file up into excel and do some number magic to see your progress.


text:
71,126 images pour petite ville
Spain, Tenerife, Night view at the promenade
View of the Citadel and cliffs at sunset, from Saint Roch Hill, Bonifacio, Corsica, France
Spain, Province of Castellon, Peniscola, Costa del Azahar, Old town with castle, dramatic sky in the evening
Scenic view of village and harbour, Kablevag, Vagan, Austvagoya, Loften, Nordland, Northern Norway, Norway
Cruise ship in backlight on the Moselle River near Wintrich, Moselle Valley, Rhineland-Palatinate, Germany, Europe
Quay Street, Dingle, Dingle Peninsula, County Kerry, Ireland
Wild West gunfight between cowboy and panda
Main Street in autumn, Camden, Maine, USA
Overview of countryside, Chipping Campden, Gloucestershire, The Cotswolds, England, United Kingdom
Alpine Meadow above Village of Sisikon at Tellsplatte at Urnersee in front of Mount Gitschen and Uri-Rotstock still Snow Covered, Canton of Uri, Switzerland
Alpine Village of Sisikon at Tellsplatte at Urnersee in front of Mount Gitschen and Urirotstock still Snow Covered, Canton of Uri, Switzerland
Europe, Scandinavia, Norway, Lofoten islands, Moskenesoy, Reine
Europe, Italy, Veneto, Venice, Murano, Christmas decoration on a canal
Stone, arch bridge crossing River Windrush, Bourton-on-the-Water, Gloucestershire, The Cotswolds, England, United Kingdom
Ely Cathedral, Ely, Cambridgeshire, England, United Kingdom
Boats docked at marina with the Venetian Loggia and the Hvar Fortress overlooking the harbour at night in the Old Town of Hvar on Hvar Island, Croatia
Cornish fishing boats in Mevagissey harbour at sunrise, Cornwall, England, United Kingdom, Europe
Banff town and Cascade Mountain, Banff National Park, UNESCO World Heritage Site, Alberta The Rockies, Canada, North America
Colorful buildings, street scene, Trinidad, Cuba, West Indies, Caribbean
Waves crash against Porthmeor Beach in St. Ives, Cornwall, England, United Kingdom, Europe
Vieux Bassin, Old Port, with houses reflected in harbour, Honfleur, Normandy, France, Europe
The fortified city of Carcassonne, Languedoc-Roussillon, France
Row of Cottages in Wesleyan Grove, Camp Meeting Association Historical Area, Oak Bluffs, Martha's Vineyard, Massachusetts, USA
Young couple riding bicycles together, Osijek, Croatia
Coastal view of the Citadel and cliffs, Bonifacio, Corsica, France
Scene in historic old town of Stralsund, Mecklenburg-Vorpommern, Germany, Europe
Blue Hour at Dawn over Clifftop Village or Manarola, a UNESCO World Heritage Site, Cinque Terre National Park, Liguria, Italy
Colorful buildings and street scene, Caherciveen, along the Skellig Coast on the Ring of Kerry, County Kerry, Ireland
Road with traffic, Los Angeles, California, USA
Women shopping on village street
Ilulissat, Greenland, Denmark, Polar Regions
Germany, Rhineland-Palatinate, View of Kamp-Bornhofen and Buchenau at River Rhine, aerial photo
Stone cottages, Broadway, Worcestershire, The Cotswolds, England, United Kingdom
Row of Colorful Cottages in Wesleyan Grove, Camp Meeting Association Historical Area, Oak Bluffs, Martha's Vineyard, Massachusetts, USA
Stores on 5th Avenue, Skagway, Alaska, United States of America, North America
Vue d'ensemble de la ville et port, Provincetown, Cape Cod, Massachusetts, USA
Scenic view of marina, Old Port (Vieux Port), Saint Jean Baptist Church and harbour area of Old Town of Basita, view from the Citadel, Bastia, Corsica, France
Overview of rooftops with Cesky Krumlov Castle, Cesky Krumlov, Czech Republic.
Street scene with old, half-timbered houses in the old town, Braunfels, Lahn-Dill County, Hesse, Germany
Cruise ship passing the riverbend at Minnheim, Moselle Valley, Rhineland-Palatinate, Germany, Europe
Skyscraper office block watering can pouring binary code on city
Overview of city and rooftops with the tower of St Jost Church and the tower of Cesky Krumlov Castle in the background, Cesky Krumlov, Czech Replublic.
Ermoupoli (Khora), Syros Island, Cyclades, Greek Islands, Greece, Europe
Close-up of stone house, Bourton-on-the-Water, Gloucestershire, The Cotswolds, England, United Kingdom
Sund, Flakstad, Flakstadoya, Lofoten Archipelago, Norway
Barkerville Historic Town in British Columbia, Canada
Main Avenue, Durango, Colorado, United States of America, North America
Rues et bâtiments Jeddah, Arabie saoudite
Gifu Prefecture, Japan
Aerial view of La Spezia and harbor
Dartmouth, Devon, England, United Kingdom, Europe
Pastureland and volcanic hills, Flamengos, Horta, Faial Island, Azores, Portugal
The seaside town of Whitby in the North York Moors National Park, Yorkshire, England, United Kingdom, Europe
Man standing on mountain, Farchant, Bavaria, Germany
Victoria Empress Hotel
Scenic view of Aurland along the Aurlandsfjord arm of the Sognefjord, Sogn og Fjordane, Western Norway, Norway
Western town of Williams, Gateway to the Grand Canyon, Coconino, Arizona, USA
Historique Town Centre, Aix-la-chapelle, Rhénanie du Nord-Westphalie, Allemagne
View of Cochem and Moselle River (Mosel), Rhineland-Palatinate, Germany, Europe
Couples walking on village street
England, Suffolk, Aldeburgh. The shingle beach and colourful houses of Aldeburgh at dusk.
Village of Nonza with its famous watchtower, Cap Corse, Corsica, France
View of Oberwiesenthal, Erzgebirge, Saxony, Germany, Europe
Old Town of Monschau, North Rhine-Westphalia, Germany
Eglise St. Lorenz, Sils-Baselgia, Sils im Engadin, Grisons, Suisse
Bullay and Moselle River, Rhineland-Palatinate, Germany
Sailboat in Harbour, Fowey, Cornwall, England, United Kingdom
Scène de rue, Bobcaygeon, Ontario, Canada
USA, Montana, Livingston
Town Walls, Conwy, Conwy County, Wales, United Kingdom
Close-up of mailbox and storefront display, Old Watermill gift shop, Lower Slaughter, Gloucestershire, The Cotswolds, England, United Kingdom
Close-up of sign for the Black Horse Inn, Naunton, Gloucestershire, The Cotswolds, England, United Kingdom
Italy, Lombardy, Province of Brescia, Sirmione, Lake Garda, view from Scaliger Castle
Historic Town of Pienza in Summer, Pienza, Province of Siena, Tuscany, Italy
Stone cottages, Stanton, Gloucestershire, The Cotswolds, England, United Kingdom
Yacht, Harbour and Citadel at Bonifacio, Corse-du-Sud, Corsica, France
Ait Benhaddou, Souss-Massa-Draa, Maroc
Aerial view of village rooftops
Tourists suntanning in lounge chairs with colorful sun umbrellas on the beach in front of Amalfi, Amalfi Coast, Italy
Spain, Tenerife, Landscape at the ocean at sunrise
Ghost town of Bodie
Lever du soleil à Nantucket Harbor, Nantucket, Massachuse
Clifftop village of Riomaggiore at dawn, Cinque Terre National Park, UNESCO World Heritage Site, Liguria, Italy
Older couple walking on village street
Open neon sign, Los Angeles, California, USA
Blooming Azalea in a garden above the lake, spring, Ronco sopra Ascona, Lago Maggiore, Switzerland
Vue d'ensemble de la ville et littoral, Provincetown, Cape Cod, Massachusetts, USA
Street cafe's, Cannobio, Italy
Spain, Tenerife, coast at sunrise


The Shu DaXia has always insisted on using high-quality ingredients to create the specialty on the tip of the tongue and the standing organic inspection as its mission, and the team management concept is based on the principle of "three like" (like army, like school, like family). , as fundamental team management philosophy, it cultivates the team with execution, study spirit, being thankful, ideal workforce, conscience management, and it has achieved remarkable results.
Boring with fire for warrior hot pot, the righteous man is not standing without chivalrous spirit, the chivalrous man will not success without the righteous spirit. Shu DaXia hotpot actively expands the local market , adheres to the concept of honest cooperation, mutual benefit and win-win marketing cooperation, has passed the brand to all provinces and autonomous regions in the country, franchisees come one by one, its brand name shocks Jianghu.
At present, the company has been promoting the reform with "strong fire", optimized the management with "warm fire", and consolidated with "constant fire "to implement a series of reforms, adopt four-in-one operation mode, such as management systemization, office intelligence, performance defamations and humanization, it optimizes the mechanism process, strengthens the corporate culture, and promotes the company's performance to the higher level.
Entering the Shu DaXia, simple and plain Chinese style, exquisite dishes, bold and welcoming services show the unique culture of the Bashu Jianghu. In 2017, the Shu Warrior brand has become the dazzling beautiful and eye-catching star in the Sichuan-Chongqing region.


text:
"The current technological disruption has no precedent"
Fecha de publicación 22/06/17 11:56
* Interview originally published at El País on June 18th, 2017
José María Álvarez-Pallete (Madrid, 1963) is currently putting the finishing touches to his doctoral thesis that focuses on Big Data applied to the flows of balance of payments. Digital disruption has become the Telefónica president's passion and obsession. An insatiable Twitter user, avid marathoner and protector of his privacy, Álvarez-Pallete is used to facing major challenges. He directly experienced Spain's integration process into the EU because his father, a customs inspector, was part of the team that participated in the negotiations. This lead to him relocating to Brussels for a period of time, and it was there that he completed his education and where he developed his point of view regarding international relationships and the role that Spain should play in them. He came into contact with the financial world when he returned home, and in the mid-1990s he joined the Cemex group where, from its Spanish subsidiary Valenciana de Cementos, he had to deal with an exchange depreciation. Another depreciation while at Cemex lead him to Suharto's turbulent Indonesia. It was in Jakarta that, as a consequence of another exchange storm he came into contact with Telefónica where he has been working since February 1999. From that moment he took over different group areas -especially in Latin America, territory that he knows perfectly- until he was appointed CEO in 2012, and then Chairman and CEO four years later on the 8th of April of 2016. Just a year later, Álvarez-Pallete grants his first interview to EL PAÍS.
Question: Telefónica is a very modern, large, ambitious company, but in the midst of a transformation. How do you see its future in this environment of constant disruption?
Answer: When measured objectively, the current technological disruption has no precedent. In terms of potential impact on the per capita GDP it's four times greater than the Industrial Revolution and its changing everything from the economic and business order, society, culture, politics, or sports. In addition, there's no precedent you can grab on to, no instruction manual where you can find what changes you have to make. Therefore, it requires you to sit down and take a look at where you are in everything that's going on and where you think you can be in what's to come. A company like ours is at the centre of this revolution.
Q. How has that revolution transformed the company?
A. We're experiencing an explosion of technology regarding the world of data. In other words, this is no longer simply the Internet revolution and not even the smartphone revolution; the artificial intelligence revolution or cognitive systems revolution is coming. Everything connected, the Internet of everything; it's also the Internet where you touch something here and something happens immediately, that very second, in Australia. Any company dedicated to telecommunications infrastructures has, until now, lived from voice. But we've now seen voice disappearing as a product because people believe that voice should be unlimited and included in the connectivity package. The world of data, for which we need to build different networks, has fortunately appeared. Adapting to this scenario demands reflection as a company. First regarding product: from voice to data; how do you make that transition? Last year, we billed more in data than in voice and access for the first time. There's a philosophical change behind this. And that demands the company understand where it's going because it's also a cultural change within the company. And then we have to be aware that this is a step towards something even larger, which is the world of artificial intelligence and cognitive systems, where the potential information generated by a telecommunications network is unbelievable because the network never sleeps, it's awake 24 hours a day, 365 days a year, and it's always generating information. The attitude you adopt is also very important. It's a new world that requires new values.
"Telefónica is in the middle of the digital revolution"
Q. There are some very important actors like Facebook, Google, etc., in this world of digital disruption. How do you design the relationship between Telefónica and these digital giants?
A. These are companies that have been born directly into the digital environment. We are companies that come from the analogue world and, therefore, to be able to compete, our level of transformation is very superior. We are a company of platforms. The first platform has to do with our physical assets, our fibre, our base stations, our call centres, our data centres, our stores; everything that makes us tremendously relevant in a society where, in the end, the lives of people are finally digitized. The second has to do with end-to-end systems. That means that all the information we generate is available in real time. The third platform has to do with the distribution of products and services: icloud, the Internet of Things, security, financial services. If we do the first and second platforms well, we'll be the largest technology distributor of each of the countries where we're present. It took fixed landlines 75 years to reach 100 million users, but it took Pokémon Go just 23 days. Why? Because the capability of distributing a digital product is huge if the networks are digitized.
Q. You've mentioned three platforms, but you have a fourth underway. What is it about?
A. We believe that if a telecommunications network is sufficiently digitized it generates a lot of information about clients: what they're like, how they pay, what types of contracts they have, which applications they download, where they move around, etc. This is relevant information, but it is very fragmented. We propose centralizing the information generated by the network about the client into a single platform, and creating what we call a customer's personal bank.
"The analogue life, as we know it, and the digital life, are merging."
Q. So, the customer has a database on the platform and manages it...
A. Yes, it's the customer's. Not only we want the customer to manage that platform, we also want the customer to manage the network, we want that data to help it make decisions such as optimizing the rate or whether it wants to use the information to share it with a bank in order to be granted a mortgage loan with better conditions. What we want is, and I'll go even further, for the customer to be able to speak to the network; in other words, that the customer is able to access that information or the network services through Skype, Facebook, Twitter, Amazon Echo, Alexa, Google Home, or even a call centre; that the customer is able to go to the telephone network to solve doubts about the invoice or about what time a show will be aired on Movistar +.
Q. It physically operates on the network itself, but I understand that this isn't a Telefónica commercial operation. No benefits are obtained?
A. The main competitive advantage in this is that the customer sees a simple and smart tool. If this happens, the client won't leave Telefónica, thus lowering the rate of client rotation which is one of the greatest dangers to the profitability of a company. That's the first advantage. But there's a second. From the shareholder's point of view, the perception that the network is tremendously smart also provides the company with an advantage. Why? For any of the companies that we were talking about -Netflix, Facebook, or Twitter- it's vital to know that the network is smart and that products and services can be integrated. Telefónica gains value this way.
A social contract to channel the digital wealth.
Q. How does the digital world that you've described cope with this other world that's becoming afraid, becoming afraid of foreigners, of people who are different, of those who think differently, and that takes refuge in populist phenomena?
A. Everything is a symptom of the technological revolution. Why? Take a look at what were the five or six largest companies in the world ten years ago, and what those companies are now. In the past there was only one technological company, Microsoft, and now there aren't any that aren't technological. What's happening is a change of business models that's leading to a different generation of wealth. The key is in how this new generation of wealth is distributed, especially how it's distributed quickly considering that this new wave is affecting the previous wealth. The question is, what is the new social contract that we want to develop with this new society? Because everything else is a consequence of this. If a person's average income hasn't increased, hasn't changed in the last 10-15 years, or if it's economic prospects aren't good, it's political will is a certain one. Thus, the transcendence of the values that we want to have in this new environment. How we're going to distribute that wealth and how we're going to channel the progress that arises from technological change is a chapter that we need to write together. In the end, people want to belong to something, whether its a political idea, a movement, or a social network. And if you perceive that what's happening doesn't benefit you, you won't perceive this technological revolution, which I believe is going to be good. The debate is what we're going to do with that wealth, how we're going to distribute it, how that transition is going to handled.
Q. What effects will this technological disruption have on the lives of people, on their behaviour, on their values?
A. What's basically happening is that the analogue life, life as we know it, and the digital life, are merging. What does that mean? That everything is going to be different. How we buy, how we drive, gas meters, water meters, power meters, the microwave, the refrigerator, the dishwasher, everything is going to be connected to the Internet and is going to be producing information. In addition, the capacity to process this enormous amount of information that's going to be generated will increase exponentially. There's already practically no restriction on storage or processing capacities. This means that problems that currently require huge simulation scenarios such as city traffic or the most complex diseases, are going to probably have a treatment or solution. We're going to be able to know the CPI in real time and not just a sample but of all of a country's transactions; we're going to have a country's social and political pulse in real time and not with surveys but with real data and in real time because we're going to have the capacity to process this information.
Q. How is this major social change organized?
A. The constitutional, legal, and of course regulatory frameworks have to be defined, and even regarding the more sectoral subjects. The biggest debate in the press sector currently has to do with post-truth. Journalism has ethics, a deontological code, a contrasting of sources. But how is this applied to Facebook, to Twitter or to medicine in the digital world?. What's the highway code that you're going to apply to autonomous cars? What ethics are you going to apply to robots? All of this requires a new regulatory framework. That's why I often speak about the digital Constitution. We have a Constitution that's designed for life, for an environment, but the environments are no longer the same. How do we adapt that, sector to sector? Because we don't only need physicists, mathematicians, engineers or technicians. We also need digital lawyers, digital doctors, digital economists, we need digital ethics, digital philosophy. We need any profession that can be imagined and that requires a change of mentality.
Q. And how should this be faced?
A. The first thing is that we confuse the process of globalization with the process of technological change. I don't know if globalization can be stopped, but I do believe that it's very hard to stop technology. Therefore, I believe that a conceptual framework, especially about values, is missing. There was a redefinition of humanistic values with the arrival of the Renaissance. There was redefinition of values in general with the arrival of the Industrial Revolution; the same thing happened with the arrival of electricity, or with the arrival of television, or even with the arrival of the Internet. Because this isn't the Internet; it's much more. And until this moment we're seeing the revolution of networks and the smartphone, but the revolution of artificial intelligence will give rise to new debates about what the code of limits that you want to place on automation is, because automation is no longer the typical robot. Robots are also programs on the Internet or in the world of software. The digital revolution needs a new framework of values and regulations.
Telefónica's Chairman, José María Álvarez Pallete, in his office, at the headquarters of Telefónica at Las Tablas. Samuel Sanchez ELPAÍS
Q. Which should be universal.
A. By definition, it has to be universal. If you look at history you see that revolutions always tend to become generalized. What changes are the rhythms. For example, the printing press. Fifty years passed between Gutenberg's first printing press until there were 50 in total. However, each of the following technological revolutions has had increasingly shorter cycles of dissemination. The current trait is that the dissemination of technology is practically vertical. Therefore, the good thing that is already happening is that the dissemination of this technology in developed countries or third world countries is increasingly shorter. Whenever a disruption of this kind has occurred, the values that are later shared have been born somewhere or other. Europe has an opportunity because it has always been the birthplace of values.
Q. How should this debate be channelled?
A. In the end, the only way for this debate to develop is if it comes from the citizens. I believe it's starting to appear in one way or another. In fact, Stephen Hawking or Bill Gates have made recent statements.
"I learn what isn't in books on Twitter "
Q. Have the shareholders asked you to not use Twitter, that it's too much of a risk?
A. No. I learn what isn't in books on Twitter. First, because it challenges me. In the mornings, I like to get up early, I read between 15 and 20 technology accounts. They're normally short posts and I learn a lot. I then try to retransmit things that I find interesting, without my own opinion. As for the risks, it's true that a troll will appear and insult you every now and then. But that's part of the game. Anyone who seriously insults you, eventually they'll get over it, you know? You don't respond because that's just feeding the flame.
Q. What's the reason behind Telefónica's wager on e-sports? Is it a strategic decision? Is it to see what this phenomenon is going to lead to?
A. No, no. It's part of what we were talking about before regarding disruption, regarding what's seen, regarding what isn't seen, and it also has a lot to do with the profiles or segments of the population and their behaviours. It's very difficult to conceptualize e-sports if you don't see them; in other words, the thousands of people that already see e-sports events live. I'm not just talking about youngsters who are playing at the same time, but rather about the fact that the best of these youngsters organize themselves and organize competitions inside the different platforms that already exist. It's not a fad, it's not a passing fancy; on the contrary, it's something that we have to keep our eye on.
Q. Some more personal questions. You've been at Telefónica for 18 years in positions with different responsibilities, but you're now a media star.
A. I'm not a media star, because that's just not who I am.
Q. Reporters are always seeking you out. You're a very discrete person but you belong to a group of businessmen that people at least listen to, ask about, and question. How do you live with this?
A. That's relatively simple. I do what I have to do; I do what I believe is good for Telefónica. If I think it's good for Telefónica that I go to Facebook's developer event, I go; if I think it's good for Telefónica that I go to the Economy Circle and give a lecture regarding what we see, I go. But I don't do anything else. I value my family life a lot. If you want fame, you can have it; this is a good platform for fame. I continue to see my friends from Colegio Mayor; I don't go to more dinner parties than is strictly necessary.
Q. You have no contact, social contact, with other major businessmen, other figures...
A. I do know them; they invite me to dinner or I invite them to dinner. But I continue to spend my summers in the same place; I continue to see my friends.
Q. You can't spend a lot of time with your family now...
A. True, but it was worse when I was in Latin America. I'd leave on Sunday evenings and return on Fridays. But I always tried to make it back for the weekend. I greatly value being at home and with my family during the weekends.
Q. It seems to me that if a code of values isn't elaborated we can fall into dangerous chaos.
A. I don't believe in chaos theory. I think that when faced with these things society eventually reacts and places limits. I truly believe in the power of society to organize itself. And I think this is going to be good. But I do think there's a moment of transition. But it's not easy to realize this. My thesis is that we do see it. But we don't correlate it. You see things that are happening in different points, in different places, but you don't tend to see a common underlying principle, which is technology. Many of the things that are happening in the world can't be explained without technology.
Q. Is the company that you head prepared for this challenge?
A. The answer is yes, without a doubt. In terms of scale, and within our scope, we're one of the ten largest companies in the world. In terms of geographical influence, it's hard to talk about these issues in Europe or Latin American without Telefónica having something to say. The scale of the company is such that it can be a privileged platform to see what's going on in the world. We have 350 million customers that contact us practically on a daily basis, we know what they're concerned about, what they like and what they don't like.
Q. One of the main objectives during your first 14 months at the head of the Company has been debt reduction. Is that still the case?
A. Yes. First, because we feel we're able to do it. The thing is, the first year was a year of very hard decisions. I was appointed on the 8th of April of 2016. On April 11th , my first day in this office, we were informed that the sale of O2 in the United Kingdom was being blocked. Then that same week we had a major earthquake in Ecuador and I travelled there immediately. And in the first two months something that I was told would never happen, occurred: Brexit. We had to withdraw Telxius' initial public offering from the Stock Exchange in order to prevent a bad sale. And we cut the dividend. What were we trying to do with this? To continue with the goal of debt reduction but not through having to sell assets poorly. What we've tried to do in these last few months is to gain control over our own destiny. Of course we'll continue reducing the debt because I believe it's good to keep a good profile, or even a better profile. Now we have all of our debt maturities refinanced for the next two years. But I believe that the company is better protected at much lower debt levels. In addition, we're on a path of increasing cash flow generation, with historically high levels of investment in the company's life. Never in the company's recent history have investments equal to 16%-17% of the revenues been made for four straight years, and we're heading for the fifth. We've gained control over our own destiny, and if I can make transactions that create value for the group and help me accelerate this debt repayment, such as an initial public offering in the Stock Exchange of the United Kingdom or other things that make sense, we'll do so.
"Brazil is essential for us and a very long-term investment"
Q. How do you value the Brazilian operations, a country over which there's a lot of pessimism?
A. We're not pessimistic. Brazil is essential for us. We have nearly 100 million clients in Brazil and we're the number one company of the sector. We've invested nearly 65 billion Euro, making us the country's number one investor. In the middle of the Brazilian crisis, when the GDP fell 3%, our company grew in terms of revenues and we purchased GVT investing 7.5 billion dollars. What we see is the presence of political uncertainties, and situations like this can be found in many parts of the world. But as an economy, what Brazil has done in the last 20 years is very important and the nature of our investment is very long-term.
Q. There have been problems in Argentina.
A. I say the same thing about Argentina. In the long-term, we believe that Argentina's economy will grow. In fact, I was there last Monday and there are already some symptoms of improvement in growth. You can always have discussions with the regulator about one subject or another, but that has its own path to solution. This year, we're growing very strongly in Argentina. Argentina, Brazil and Latin American in general, provide us with growth, which is what interests us strategically for the capacity of our great platform. Telefónica wouldn't be what it is today if it hadn't made the investments it did in Latin America.
Q. There's a special country in Latin America: Venezuela.
A. We've held on in Venezuela. From my point of view, we have the country's best telecommunications company. In local currency, beyond inflationary effects, we're growing very strongly. We would like for the restrictions that we have regarding the incorporation of equipment or terminals to be less, but from a management point of view, the operation itself in Venezuela is spectacular.
Q. How do you tackle the Mexican market?
A. We have an extremely wide market in Mexico which also has growth opportunities. We have had to realize that we're not the incumbent company in Mexico, we're the emergent company. Therefore, we can't follow the same strategy we use in Brazil, Argentina, Chile, or Peru. The regulatory environment in Mexico has changed, producing asymmetries that I believe are important for being able to grow. We were an extremely prepaid company and we have to evolve towards a more postpaid company; in other words, a more company with contracts.
Q. Do you compete on equal terms with Carlos Slim?
A. Yes. I think we can't complain. We have to improve before we can complain about anything else.
Q. Are you satisfied with the company's behaviour in Spain?
A. Yes, because as a company and sector we've also achieved something that I believe is worthy of a case study. In 2007-2008, Spain was thirteenth in Europe in terms of ultrawide-band penetration. Today, it's the leader. There's more fibre in Spain than all the fibre in the United Kingdom, Germany, Italy, and France together, and it's not just Telefónica's fibre, it's the sector's fibre. Orange has more fibre in Spain than in France. Vodafone has more ultrawide-band in Spain than in the United Kingdom or in Germany. In other words, Spain has taken a leap forwards in infrastructure quality in order to make this digital world we're currently talking about possible, ranking third in the OECD in terms of fibre penetration behind Japan and Korea. We're talking about more than 60% fibre penetration in Spain, and that opens up a world of possibilities to us. When you compare the offer that you're able to have not just in Madrid, but anywhere in Spain, with what you could have in any of Europe's main cities, you realize that Spain's offer is superior and at a more affordable price. If everyone else has done what they've done it's because Telefónica has invested and we've done so in the middle of a crisis, which has even greater value.
"Telefónica would not be what it is without Latin America"
Q. Telefónica is a shareholder of PRISA. How do you value that participation?
A. We don't have Board representation and what we want is the company's stability. We don't have the ambition to grow that participation any more. We treat it as a financial participation and we're there to provide stability as much as we're needed. But there's no intention of increasing or evolving that participation to anything larger.
Q. In the medium term, what should the logical evolution of Telefónica's dividend be?
A. What we've proposed, and what was approved in the last shareholder's meeting, is a dividend level of 0.40 cents per share for 2017. We want a sustainable dividend.
Q. How does a person at the head of a company that has such a major impact on people, on the economic activity of a country, feel?
A. I've been here for 18 years. I'm the first president of Telefónica to come from within. I've been in many positions in the company. I've been lucky to be in finances, in fixed and mobile operations, in Latin America, in Europe, and to also have been CEO. This gives you day-to-day knowledge that helps you a lot in terms of gaining perspective. Then, two years ago we launched a program called Choose It All that is very focused on the vision of the four platforms that I've shared. That was launched when I was CEO. Therefore, I feel very secure when it comes to the Company's strategic vision. Now, after having seen many people, both within and without Spain, at all levels, in all kinds of companies, if there's one thing I can confidently say it's that the direction is correct. I feel very comfortable, very determined, very excited about the role that we can play in this and about the inertia that we have. The only thing that taxes me is that I would like to go even faster.
Q. Is your current management team adequate for facing these new objectives?
A. The in-house dynamic is that there are always changes. But if you're asking me if I believe we need a deeper transformation, I don't think so. And then if we analyse two or three levels below those of us who are currently in the first level, the people you find are just incredible. So you ask yourself, do you think a mass injection of talent is necessary for changing the company? No. But there will always be changes.
Q. And the Managing Director?
A. Time will tell.
Q. How has the transition with César Alierta been?
A. He's supported me in everything. He's the one who proposed me. He made the decision to leave and nobody saw that coming. He made the decision and carried it out. And during this year, which has been very hard, in which he was on the board until a month ago, he has constantly supported me.
Q. Why did he leave the board?
A. You'd have to ask him. He told me that he made the decision to leave and I respected it. I believe he is tremendously focused on the Telefónica Foundation, not just on ProFuturo. There's a very exciting project in the Telefónica Foundation, and I'm working on it with him. Digital education needs to occupy a space and we feel capable of doing so, through the Telefónica Foundation.
Q. Have you been surprised by the latest political developments that have taken place in Spain?
A. I don't think that our role is to have any opinion whatsoever about the political world. As in every country where we're present, we're here with very long-term investments. In other words, when you build a fibre network you don't think about next quarter's results or about the latest political news. You're thinking in a much longer period of time. What we're concerned about is legal stability and growth and the respect for the rules of the game, for institutionality. My mission is for the company to be perceived as an actor that contributes growth to the GDB and nothing else.
José María Álvarez Pallete, in the gardens of the headquarters of Telefónica at las Tablas. Samuel Sánchez EL PAÍS
Q. But the political environment creates certain conditions for investors. From that point of view, how do you evaluate the political environment in Spain; is it a facilitator or blocker of economic activity?
A. If you ask me what attitude we have right now, we're continuing to invest, investing in Spain at historically high levels. Regulations condition us in the sense that how these regulations evolve will have an influence on whether we accelerate even more or if we slow down. But if the question is whether investing in Spain is attractive for Telefónica as a group, we're demonstrating that it is; we're maintaining historically high levels of investment.
Q. How is Telefónica's relationship, or your personal relationship as Chairman and CEO of Telefónica, with the current political parties? Small, a lot, nothing?
A. Well, just what's necessary to explain Telefónica's project. And with the respect that we are what we are: an economic actor and what we want is for our project to be heard.
Q. And the issue of Catalonia? It's an important region in Spain, not just another region, and the challenge there is of a different nature. There is obvious concern among economic and business actors who have occasionally expressed this in public. How do you see it?
A. As I was saying, what we value is the stability to be able to make long-term investments. We respect all opinions; we have many clients in Catalonia, we have many workers in Catalonia, and we continue to invest. We observe the issue carefully, but what we value above all else is stability for the future.
Q. Sorry for my insistence. I know that as a businessman you have to measure your words...
A. I'm not going to take a position. Telefónica must stay out of it. We can't get involved. Our role is to participate,that this be as stable as possible. Because any other role is misinterpreted; it's misinterpreted by society, it's misinterpreted by our clients, it's misinterpreted by our shareholders. What we have to be here for is to clearly transmit these messages: we invest, we're here to provide stability, not to give an opinion.
Q. But others give their opinion.
A. Not for me; they can give their own opinions.
Q. Pablo Iglesias quoted the company a couple of times during the debate on the motion of censure in Congress, in the seat of parliament. Obviously, there are those who try to use it...
A. My role is precisely the contrary. My role is precisely for Telefónica to stay out of it in the sense that we're here to provide stability, and we're providing stability and contributing towards growth, doing what it is that we're supposed to be doing. Staying out of the political situation for me doesn't mean that you can't explain what you're doing, what you believe is coming, what we've talked about regarding the technological revolution, about what we believe is good, of the opportunities that exist. Explaining it to the entire political spectrum so that it can understand what Telefónica's mission is. We believe that we provide stability by doing this, that what we're doing from the point of view of jobs, from the point of the service, is completely transparent. Why do I say this? Because in this world, transparency is going to be one of the most appreciated values, not only by customers or shareholders, but also by society as a whole. I'm responsible for what I say and for what Telefónica says, and that's the mission. I've been trying to do this for a year, trying to make Telefónica be seen as a company that's there to support, help, invest, to do things that mobilize the economy and not for other things. Because that's what society asks us to do.
Q. But that's hard to do.
A. Of course it's hard. I'm not naive. I can be many things, but not naive and I also know this Company. What I mean is that keeping the position that I'm transmitting isn't comfortable, it isn't comfortable at all. It requires you to make decisions and make decisions where you're the responsible party. I believe in this so much because I believe in this world I was talking about, transparency, coherence with what you say.
Q. Do you feel like a powerful man?
A. Fortunately I believe the company has plenty of balances to stop me from ever believing that. I believe it's a good thing to have balances, I believe it's good for the Company to have somewhere to look, for there to be a direction, but I believe that there have to be limits.
Por MANUEL GANAZA ESPINOSA
Blog: Digital Policy Idioma: English Seccion Contenidos: Confianza digital Politicas digitales telefónica interview


Yeah — story, acting, directing, and editing might have had something to do with it. But it is definitely an inflection point in the evolution of film technology and the film business that TANGERINE was not only shot with three iPhone 5Ss, an anamorphic adapter, an $8 app, and a Steadicam – it was snapped up by Magnolia Pictures in a "high six figures" deal.
It's different, that's for sure – and not just for the technology used to film it. TANGERINE is the story of two transgender prostitutes looking for a pimp on Christmas eve in LA.
Between the technology and the story line, that ought to be enough for planet5D readers to check out the details.
And if not, maybe to check one's pulse.


text:
April, 2020 | Marina Pointe
Tampa is home to a never-ending number of vibrant local businesses that are committed to serving the community in new and convenient ways. Duckweed Urban Grocery, a popular boutique market with locations in downtown and the Channel District, is coming soon to the Westshore Marina Disrtict's walkable waterfront neighborhood. Residents of Marina Pointe can easily stroll to the new shop, ideally situated among the 70,000 square feet of retail and restaurant space construction at this bayfront location.
FAVORITE URBAN GROCERY, CRAFT BEER STORE & DELI
With multiple locations already serving the Tampa Bay area, Duckweed is one of a new breed of urban grocery stores that offers a distinctive shopping experience. Rather than imitating the experience of a large chain grocery store, this local retailer will offer a welcoming environment where shoppers can choose from a curated collection of groceries, necessities and more.
Duckweed Grocery's shelves will be fully stocked with fresh and organic produce, locally sourced favorites and specialty items like honey, cheese, gluten-free items, olive oils and gourmet sea salts.
Marina Pointe residents will also be able to browse a selection of fine wines and hand-selected craft brews at Duckweed's full liquor store. In addition to take-home items, the unique urban grocery invites residents to linger in its comfortable setting and enjoy offerings from a small onsite deli.
Duckweed Urban Market will be a key part of the Westshore Marina District's comprehensive Marina Landings shopping and dining experience, which anticipates delivery in the first quarter of 2021. Just steps from Marina Pointe's luxurious new residences, this town center will also showcase Cru Cellars wine bar and shop, DRNK coffee shop + QWENCH juice bar, 10,000 sq. ft. waterfront restaurant, Crave Spa, Salon Color Bar, Sand Surf Co and more.
TAMPA WATERFRONT LIVING
Minutes from the vibrant downtowns of Tampa and St. Pete, Marina Pointe's luxury waterfront condominiums from the mid-$700,000s are now under construction in the heart of the Westshore Marina District. This 52-acre development places residents in the center of one of the area's most exciting coastal communities, where residents can walk to shops, dine on the water and enjoy a state-of-the-art marina and boat slips on their doorstep. Contact 813-344-4753 or schedule a private appointment at the sales gallery at 4900 Bridge St., Tampa, FL 33611 for more information.
Construction began at the Westshore Marina District's Marina Pointe luxury condominiums at the end of February. The project's first tower will include 113 condos and seven townhomes, with the first move-ins expected in early 2021. Retail offerings in the district, including Duckweed Urban Grocery, DRNK coffee bar and QWENCH Juice Bar, are expected to begin opening in the first quarter of next year.
Boating enthusiasts are discovering a lifestyle that's pure paradise at Marina Pointe, Tampa's luxurious new waterfront condominium residences. Located within Westshore Marina District, the unprecedented address boasts a deepwater marina and unrestricted access to the open bay, which provides endless boating in Tampa waters to a host of naturally beautiful destinations.
Boaters know that getting there is half the fun! Here are a collection of six stunning outdoor destinations that are only accessible by boat, all just a short and enjoyable ride from Marina Pointe Tampa.
SHELL KEY PRESERVE
Shell Key is a pristine barrier island that includes an 1,800-acre preserve with stunning marine habitats, mangrove islands and vast sea grass beds.
In addition to sun-splashed recreation, Shell Key is one of the state's most important areas for shorebird nesting, wintering and study. The central part of the island is reserved for conservation, leaving the northern and southern ends for fun times and relaxation along soft sand beaches.
Accessible only by boat, Shell Key Preserve offers camping as well as beach and boating activities.
EGMONT KEY STATE PARK
The unspoiled beaches of Egmont Key are reachable only by private boat and are ideal for collecting shells and savoring quiet beauty with family and friends. The park is also a national wildlife refuge, protecting a diverse community of animals and plants, including Brown Pelicans and Laughing Gulls.
History buffs will also enjoy Egmont Key State Park for its unique natural and cultural history. The lighthouse has looked out along the shore since 1858. During the 19th century, the island served various military purposes during the Third Seminole War, Civil War and Spanish-American War, and Fort Dade was built on the island and remained active until 1923.
Fishing enthusiasts also enjoy Egmont Key, as it's a prime spot for reeling in sea trout, tarpon, snook, grouper and snapper. Egmont Key snorkeling is popular because the welcoming waters are clear and calm – ideal for up close encounters with abundant sea life.
HONEYMOON ISLAND STATE PARK
Honeymoon Island represents a unique opportunity to escape the hustle and bustle of everyday life. It's an oasis of white-sand beaches and stunning sunsets that also invites visitors to discover a rare virgin slash pine forest via a scenic three-mile trail. The Honeymoon Island dog beach makes it a great experience for those who bring their pets on boating adventures too.
Marina Pointe residents can boat to this much-loved state park for swimming, fishing and shelling, in addition to popular activities like biking and hiking. Honeymoon Island State Park is also accessible by a ferry from Caladesi Island.
Sun-seekers and boaters aren't the only ones to populate the state park. Wildlife residents include everything from gopher tortoises to eagles and great horned owls. The Rotary Centennial Nature Center offers a wealth of insights on Honeymoon Island's natural treasures and historic moments.
CALADESI ISLAND CAMPING
Stephen Leatherman, an internationally recognized expert of sands and surf known as Dr. Beach, has judged Caladesi Island to be one of the best beaches in the United States for three years running.
"The white beach is composed of crystalline quartz sand which is soft and cushy at the water's edge, inviting one to take a dip in the sparkling clear waters," Leatherman said. "There are boardwalk trails, but my favorite is the kayak and canoe trails through the mangroves to see the large blue herons and other birds that frequent this wonderful natural area."
Caladesi Island State Park can only be accessed via boat and offers a host of unforgettable experiences. There are leisurely strolls along uncrowded beaches, kayaking through a mangrove forest and a nature trail walk through thick stands of pines and oaks to a historic homestead. Caladesi Island Camping is a favorite with those who love the great outdoors.
THREE-ROOKER ISLAND
A decade ago, Three-Rooker Bar did not exist. This small, semicircular island emerged as a result of the ever-changing sands and coastal processes along the Gulf, and has quickly become a favorite destination for in-the-know boaters.
Three-Rooker Island is something of a party paradise, a casual stretch of beach that's perfect for those who want to drop anchor and let the good times roll. Weekends are especially lively, except for the part of the island reserved as a protected bird habitat. Camping is allowed, but be advised that there are no facilities provided and pets are prohibited.
Located three miles off the coast of Tarpon Springs is Anclote Key Preserve State Park, made up of four islands: Anclote Key, North Anclote Bar, South Anclote Bar and Three Rooker Island. The park is accessible only by private boat or ferry service.
In this charmed coastal setting along blue-green Gulf waters, visitors can swim and picnic and enjoy a rustic camping experience paced by the rhythm of gently lapping waves. The 11,773-acre park offers birding enthusiasts more than 43 species to observe in this rare and unspoiled island habitat.
At the southern end of the island is the Anclote Key Lighthouse. Built in 1887, this lighthouse is a square pyramid made of cast iron rather than the typical design favored along the upper Atlantic coast of the United States.
A LUXURY ADDRESS FOR THOSE AT HOME ON THE WATER
Minutes from downtown Tampa, Marina Pointe's luxury waterfront condominiums from the mid-$700,000s are now available in the heart of the Westshore Marina District, where residents can walk to shops, dine on the water and enjoy a state-of-the-art marina and boat slips on their doorstep. Contact us today to schedule your private presentation.
The wellbeing of Marina Pointe and the Westshore Marina District's future residents, the sales team and the Tampa Bay community are of the utmost importance to us. That's why the master developers at BTI Partners and the Smith & Associates Real Estate sales team are now offering exclusive virtual presentations of these flagship waterfront residences and the surrounding district.
Our expert sales associates invite you to embark on a private virtual real estate tour of the Marina Pointe Tampa's flagship residences and the walkable waterfront Westshore Marina District. This innovative online experience can easily be enjoyed from the comfort and safety of your home.
SCHEDULE YOUR VIRTUAL PRESENTATION
Tampa's Ultimate In-Town, On-The-Water Lifestyle
Minutes from downtown Tampa, Marina Pointe's luxury waterfront condominiums from the mid-$700,000s are now available in the heart of the Westshore Marina District, where residents can walk to shops, dine on the water and enjoy a state-of-the-art marina and boat slips on their doorstep. Explore the comprehensive Marina Pointe Tampa website or contact us today for more details.


A must-have this season for every fashion conscious chic. Here at MISSBARDO we know that a dress can do all the talking when you don't want to. Introducing our range of womens shirt dresses that will add a fabulous season update to your wardrobe. Choose from multiple colours, sizes and fits. Either mini or midi. Cool cottons, luxe silky satins, short sleeved jersey... Tailored or oversized fit you name it, we have it! Stand out in bold stripes or make heads turn in a denim edition and our silky satin will make hearts melt. High collars and buttoned down, plain or printed, chiffon or cotton you will feel confident at work and at the cocktail bar...Whatever the occasion we've got you covered: elegant long sleeved editions will take you from day to a killer night out! Button up and get ready to receive compliments, you look great!


text:
Dragon Ball Z: Wrath of the Dragon
The Z Warriors discover an unopenable music box and are told to open it with the Dragon Balls. The contents turn out to be a warrior named Tapion who had sealed himself inside along with a monster called Hildegarn. Goku must now perfect a new technique to defeat the evil monster.
Yuko Minaguchi
Hiro Yuuki
Juji Matsuda
Nobuhiko Kazama
Ichirō Nagai
Makiko Ohmoto
Yoshiyuki Yukino
Shin Aomori
For nine generations an evil sorcerer has been victorious in hand-to-hand battle against his mortal enemies. If he wins a tenth Mortal Kombat tournament, desolation and evil will reign over the multiverse forever. To save Earth, three warriors must overcome seemingly insurmountable odds, their own inner demons, and superhuman foes in this action/adventure movie based on one of the most popular video games of all time.
British Ministry agent John Steed, under direction from "Mother", investigates a diabolical plot by arch-villain Sir August de Wynter to rule the world with his weather control machine. Steed investigates the beautiful Doctor Mrs. Emma Peel, the only suspect, but simultaneously falls for her and joins forces with her to combat Sir August.
Professional driver Frank Martin is living in Miami, where he is temporarily filling in for a friend as the chauffeur for a government narcotics control policymaker and his family. The young boy in the family is targeted for kidnapping, and Frank immediately becomes involved in protecting the child and exposing the kidnappers.
Lyon Gaultier is a deserter in the Foreign Legion arriving in the USA entirely hard up. He finds his brother between life and death and his sister-in-law without the money needed to heal her husband and to maintain her child. To earn the money needed, Gaultier decides to take part in some very dangerous clandestine fights.
Hong Kong cop Chan Ka-Kui returns, working with Interpol to track down and arrest an illegal weapons dealer. Chan later realizes that things are not as simple as they appear and soon finds himself to be a pawn of an organization posing as Russian intelligence.
He's a one-man arsenal... with enough voltage to rock the free world. They Don't Play by the Rules. You're either on their side...or in their way. America's top counter-terrorist usually works alone...this time he's got company.
Double Team
A martial artist agrees to spy on a reclusive crime lord using his invitation to a tournament there as cover.
Tang Lung arrives in Rome to help his cousins in the restaurant business. They are being pressured to sell their property to the syndicate, who will stop at nothing to get what they want. When Tang arrives he poses a new threat to the syndicate, and they are unable to defeat him. The syndicate boss hires the best Japanese and European martial artists to fight Tang, but he easily finishes them off.
The Way of the Dragon
It's the 1940s, and the notorious Axe Gang terrorizes Shanghai. Small-time criminals Sing and Bone hope to join, but they only manage to make lots of very dangerous enemies. Fortunately for them, kung fu masters and hidden strength can be found in unlikely places. Now they just have to take on the entire Axe Gang.
Kung Fu Hustle
The Angels are charged with finding a pair of missing rings that are encoded with the personal information of members of the Witness Protection Program. As informants are killed, the ladies target a rogue agent who might be responsible.
Charlie's Angels: Full Throttle
Four beautiful rivals at an invitation-only martial-arts tournament join forces against a sinister threat. Princess Kasumi is an aristocratic warrior trained by martial-arts masters. Tina Armstrong is a wrestling superstar. Helena Douglas is an athlete with a tragic past. Christie Allen earns her keep as a thief and an assassin-for-hire.
Officer Chan Ka Kui manages to put a major Hong Kong drug dealer behind the bars practically alone, after a shooting and an impressive chase inside a slum. Now, he must protect the boss' secretary, Selina, who will testify against the gangster in court.
Police Story
Jake, full of anger after his father's death, is just starting to find a place for himself at his new Orlando high school - until Ryan, head of an underground MMA fight club, picks Jake out as a prime opponent. After being trounced by Ryan in front of the entire school, Jake begins training under the firm, moral guidance of a MMA master, where he learns how to fight... and how to avoid a fight. But it becomes obvious that a rematch will be inevitable if Jake wants to stop Ryan and his bullying, once and for all.
Never Back Down
Exactly one year after young rock guitarist Eric Draven and his fiancée are brutally killed by a ruthless gang of criminals, Draven—watched over by a hypnotic crow—returns from the grave to exact revenge.
After a botched assassination attempt, the mismatched duo finds themselves in Paris, struggling to retrieve a precious list of names, as the murderous crime syndicate's henchmen try their best to stop them. Once more, Lee and Carter must fight their way through dangerous gangsters; however, this time, the past has come back to haunt Lee. Will the boys get the job done once and for all?
It's vacation time for Carter as he finds himself alongside Lee in Hong Kong wishing for more excitement. While Carter wants to party and meet the ladies, Lee is out to track down a Triad gang lord who may be responsible for killing two men at the American Embassy. Things get complicated as the pair stumble onto a counterfeiting plot. The boys are soon up to their necks in fist fights and life-threatening situations. A trip back to the U.S. may provide the answers about the bombing, the counterfeiting, and the true allegiance of sexy customs agent Isabella.
When the Valley of Peace is threatened, lazy Po the panda discovers his destiny as the "chosen one" and trains to become a kung fu hero, but transforming the unsleek slacker into a brave warrior won't be easy. It's up to Master Shifu and the Furious Five -- Tigress, Crane, Mantis, Viper and Monkey -- to give it a try.
In 9th century China, a corrupt government wages war against a rebel army called the Flying Daggers. A romantic warrior breaks a beautiful rebel out of prison to help her rejoin her fellows, but things are not what they seem.
House of Flying Daggers


text:
smckie
Nominate smckie
Westerlands Cross Country Club
Strength 0mi 15:48
23rd Jan
General 0.1mi 4:17
No pictures shared
Buddies (2)
62.76 51:30 59.06 54:11 55.98 48:20 62.76
57.16 1:42:56 47.94 1:26:20 57.16
11 Feb Carnethy 5 PB 1:31:43 31.94 6mi
3 Apr D33 Ultra PB 6:07:28 47.31 33mi
20 Mar Newtonmore 10 Mile Race PB 1:26:20 57.16 10mi
1 Mar Wye Ultra PB 5:16:05 50.00 30mi
14 Feb Carnethy 5 Hill Race SB 1:35:56 30.53 6mi
5 Oct Baxters Loch Ness Marathon PB 4:07:50 54.64 26.2mi
16 Jul Maddy Moss Hill Race 1:23:53 36.16 10km
19 Jun Kirkintilloch 10k PB 48:20 62.76 10km
4 Jun Kilpatricks Hill Race 1:11:49 42.24 10km
27 Apr Lochaber Marathon 4:14:53 53.13 26.2mi
19 Apr Hunters Bog Trot 48:00 39.38 6.4km
6 Apr Paris Marathon 4:09:39 54.24 26.2mi
10 Feb Wokingham Half Marathon PB 1:58:20 55.20 13.1mi
18 Nov Buchlyvie Half-Marathon SB 2:00:29 54.22 13.1mi
8 Jul New Forest 10 SB 1:42:56 47.94 10mi
24 May Helensburgh 10k SB 54:11 55.98 10km
19 May Loch Leven Half Marathon 2:09:08 50.88 13.1mi
13 May Resolution Asset Management Women's 10K 55:47 54.38 10km
3 Sep Great Scottish Run Half Marathon SB 2:03:39 53.13 13.1mi
11 Jun Edinburgh Marathon SB 4:54:55 46.04 26.2mi
1 Jun Clydebank 10k SB 51:30 59.06 10km
25 May Helensburgh 10k 53:52 56.46 10km
21 May Britannic Asset Management Women's 10K 58:02 52.41 10km
26 Mar Edinburgh Forthside Half-Marathon 2:11:00 50.64 13.1mi
22 May Prague Marathon SB 5:42:00 40.02 26.2mi
2023 1.7 0 0 0 0 0 0 0 0 0 0 0 1.7
2022 11 9 13.1 5.8 5.3 3.1 2.5 4.7 4.5 5.6 9.5 6.5 80.4
2022 8 4 17 21 18 15 6 12 9 11 2 18 141
2021 4.6 15 13.6 6.8 6.7 4.8 5.6 1.1 0.5 4.8 12.6 16.4 92.3
2021 5 10 6 8 16 11 17 16 23 25 26 9 172
2020 0 0 0 0 0 0 0 0 0 0 0 5.6 5.6
2015 102 61 81 0 0 0 0 0 0 0 0 0 244
2014 0 0 0 0 0 0 0 0 11 14 0 0 25
2014 0 0 0 0 0 1.9 1.3 3.8 2.6 1.8 1 0.3 12.6
2014 73 85 91 62 4 4 3 3 31 47 65 90 558
2013 66 56 0 0 0 0 0 0 0 15 0 0 137
2012 0 4 0 0 29 0 0 0 0 5 41 0 78
2012 0 0 0 0 0 0.2 0 0 0 0.1 0.7 0.4 1.4
2012 18 50 38 23 27 16 5 0 0 12 80 30 300
2012 0 0 0 0 0 0 0 0 0 0 69 9 79
2011 0.6 1.6 1 2.5 0 0 0 0 0 0 1.2 2.6 9.5
2010 1.4 5.9 4.1 0 0 0 0.6 0 0 0 1 0.6 13.6
2010 72 17 133 171 0 205 0 0 0 0 0 0 599
2009 0 0 2 4.3 1.2 0 0 1.4 0.6 0.6 2.9 0 13.1
2009 141 117 65 12 31 31 27 14 2 29 0 32 501
2009 62 0 0 150 19 0 343 0 0 0 0 0 573
2008 32 84 139 89 83 107 119 73 81 110 98 101 1114
2008 38 0 0 0 29 39 0 100 96 0 21 0 323
2007 0 0 0 0 0 0 0 0 52 111 106 4 273
Swim - General
0mi, 24:47
Cross - Yoga
Run - General
Cross - Strength
0mi, 8:23
Cross - Kayaking