text:
Home News Berg Wants to Repeal City Rail Authority; Former Governor Forms Truth Squad...
Berg Wants to Repeal City Rail Authority; Former Governor Forms Truth Squad for Mayoral Campaign; Maricopa County Sheriff: President's Hawaiian Birth Certificate a Fraud
Former City Council Member Tom Berg
Tom Berg - Photo: Emily Metcalf
Berg Wants to Repeal City Rail Authority
Honolulu City Councilmember Tom Berg said today he wants Oahu's voters "to work together and either advance the rail project or scrap it."
"This is no way for a City to conduct business- by plowing ahead with roughly half of its citizenry objecting to the project. What we need to do is to advance a traffic solution that a vast majority of us can agree on, and that forum has never been adequately put before the voters," Berg said.
Voters approved the creation of the agency to keep politics out of rail, but now public support for the project is falling. He is proposing another vote on whether the city's newly established Honolulu Authority for Rapid Transit should have the power to manage the city's $5.3 billion elevated steel on steel rail project.
"The backlash to creating HART is that no one within HART itself can be held accountable to the people and thus far, what we have witnessed is a runaway train that has no brakes on it. The people have no recourse available to them to scrutinize what HART does and cannot hold HART accountable for its actions when at the ballot box. By repealing HART, the rail endeavor would have to cater to directives proposed by the elective body and in return, the people could support or object to those decisions when it comes election time," stated Councilman Berg.
Berg wanted another vote on the rail project, which was approved by a narrow margin in the 2008 election, but the council voted down that idea.
"… The repealing of HART may be the last chance we have to get heard properly and show the mayor and council, we need to regroup," said Berg. "By repealing HART, it would not kill the rail project. Instead, it would allow a mayor who is opposed to rail, to actually withhold funding for the rail project, and in essence, providing the mayor with the tools to kill it."
Former Governor Forms Truth Squad for Mayoral Campaign
Former Gov. Ben Cayetano, a candidate for Honolulu mayor, is introduced by his long time friend, Judge Ray Graulty, at his campaign headquarters opening. Graulty is one of three co-chairs of Cayetano's campaign.
Former Gov. Ben Cayetano, who is a candidate for Honolulu mayor in the upcoming August primary, has recruited cabinet members from four previous city administrations to volunteer on his "Truth Squad."
The total of eight former cabinet members include Geminiano 'Toy' Q. Arre Jr. and Sam Callejo (Fasi Administration), Ronald S. Lim, Patrick H. McCain, Malcolm J. Tom (Harris), Rodney K. Haraga and Eric S. Takamura (Hannemann) and Stanley Shiraki who was a member of the Eileen Anderson, Cayetano and Lingle administration.
Cayetano, who will run against Mayor Peter Carlisle and former Managing Director Kirk Caldwell, also asked Panos Prevedouros to advise him. Prevedouros is a professor of civil engineering at the University of Hawaii-Manoa, a nationally renown expert on transportation and energy and a former candidate for mayor.
"I'm not the only one who came out of retirement to help restore fiscal sanity to City Hall," Cayetano said. "Six of our nine Truth Squad members are retirees. All are volunteers."
Cayetano said the "Truth Squad" will investigate statements made by city officials and the city's 10 public relations firms, which have received more than $5 million to promote the rail project. Cayetano is the only candidate running for mayor opposing the rail project and advocating for other transportation options.
"The objective of our Truth Squad is to separate truth from falsehood, clear up misinformation and show the public how the city's reckless spending of taxpayer's money has affected its ability to deliver other more important services to the public," Cayetano said. "These dedicated public servants have nothing to gain from their involvement in my campaign. They are dedicated to pursue, as former Prosecutor and now Mayor, Peter Carlisle has said in his state of the city address, '"You deserve the truth, the whole truth, and nothing but the truth.'"
President's Birth Certificate a Fraud, Maricopa County Sheriff Joe Arpaio Announced
Maricopa County Sheriff Joe Arpaio, who organized a team to investigate whether President Barack Obama's Hawaii birth certificate is a fraud, announced earlier March 1, the document is in fact a fake.
There has been speculation for years by so called "birthers" that Obama was not born in Hawaii and instead was born out of the country, which disqualifies him for President. The whole debate was sparked by Hillary Clinton's 2008 presidential campaign team, but long after Obama was elected, a dedicated group across the country has kept the issue alive.
Gov. Neil Abercrombie, shortly after he was elected, pledged to prove Obama was in fact born in Hawaii. He is an old friend of Obama's father and said he remembers when baby Barry was born. His announcement, during the Christmas holiday when Obama was vacationing just 20 minutes away from the state Capitol in Kailua, set off another nationwide firestorm.
Polls began to show the majority of Americans did not believe the president was born in the United States. Donald Trump, who considered his own run at president, sent an investigative team to Hawaii to uncover the truth about Obama's childhood past.
Finally, with so much attention on the issue, Obama unveiled his original birth certificate at a press conference in April 2011. That largely stopped the public discussion over the birth certificate, but not everyone believed the document was real. Arpaio being one of those people.
Fox News reports: "Arpaio said the probe revealed that there was probable cause to believe Obama's long-form birth certificate released by the White House in April is a computer-generated forgery. He also said the selective service card completed by Obama in 1980 in Hawaii also was most likely a forgery."
Obama's campaign spokesman Ben LaBolt didn't take the announcement seriously. Fox News reports "LaBolt tweeted what he referred to as a 'live link' to the sheriff's news conference, but instead provided a link to a snippet of the old conspiracy-theory based TV series, 'The X-Files.'
Meanwhile Orly Taitz, who runs what she describes as the "World's Leading Obama Eligibility Challenge Web Site", continues to explore legal avenues in Hawaii and elsewhere to prove Obama's birth certificate is a fake.
Previous articleState House Okays Nearly 300 Bills
Next articleHouse Advances 2012 Legislative Package Focused on Economic Recovery and Job Growth
Latest Obama Birth Certificate Fake News | Boston Merchant Services | www.bostonmerchantservices.com March 25, 2012 At 5:18 am
[…] document is in fact a fake. There has been speculation for years by so called … Read more on Hawaii Reporter Posts Related to Latest Obama Birth Certificate Fake NewsLatest Obama Fake Birth Certificate […]


text:
The Gorman Dogfight: A UFO Chase Near a Fargo Football...
Scientists On How Trees Talk Through an Ancient 'Otherworld' Network
Did a 'Galactic Federation' Ask Trump Not To Reveal Extraterrestrials?
Did a 'Galactic Federation' Ask Trump Not To Reveal Extraterrestrials?
3 weeks ago 1 month ago
Ancient Aliens, Conspiracy
Does a Galactic Federation of aliens truly exist? An Israeli space security chief who led the country's space program for 30 years has come forward at age 87 with astonishing claims about such a federation, Trump, and the U.S. government. Haim Eshed is a respected professor and retired general, a three-time recipient of the Israel Security Award.
Mainstream news stories about extraterrestrials and UFOs continue to become more commonplace in late 2020. The New York Times continued to report on the Pentagon's ongoing UFO program, with words like "off-world vehicles" mentioned.
Now, NBC News and other mainstream outlets reported on Israel's former chief of the Israel Defense Ministry's space directorate. On December 12, 2020, Haim Eshed gave a shocking interview with Israel's Yediot Aharonot newspaper in Hebrew. Then, the Jerusalem Post translated it into English.
Will Humans Be Ready to Meet a Galactic Federation?
NBC News reported that Eshed revealed the existence of a "Galactic Federation" of extraterrestrials. However, he suggests the beings from other worlds aren't sure humans are ready to learn about their presence.
"The Unidentified Flying Objects have asked not to publish that they are here; humanity is not ready yet," said Haim Eshed.
When will we be ready? He claims the E.T.s believe we need to be comfortable with the general idea of spacecraft.
"They have been waiting until today for humanity to develop and reach a stage where we will understand, in general, what space and spaceships are," Eshed said.
Thus, it sounds like we might soon be there soon, but not just yet. In the meantime, extraterrestrials are "equally curious" about humans as they continue to study "the fabric of the universe."
Agreement Between the U.S. Government and Galactic Federation?
For those interested in aliens and UFOs, Eshed's claims won't come as a big surprise. For example, it's long been claimed that former U.S. President Dwight Eisenhower allegedly signed a secret agreement with an extraterrestrial civilization in 1954.
Eshed claims there is indeed a cooperation agreement between species, and it's actively going on today. Both Israel and the U.S. have "been dealing with aliens for years," he says. Ostensibly, understanding the fabric of the universe was the grounds for the agreement with the Galactic Federation.
From NBC News:
"There is an agreement between the U.S. government and the aliens. They signed a contract with us to do experiments here," he said. Eshed added that President Donald Trump was aware of the extraterrestrials' existence and had been "on the verge of revealing" information but was asked not to in order to prevent "mass hysteria."
In response to NBC's request for comment, the Pentagon spokesperson, Sue Gogh, declined to respond. However, a NASA spokesperson claimed they had yet to find extraterrestrial life. Again, this might not be much of a surprise to followers of the reports of UFOs.
Known Secret Underground Base on Mars?
Last year, many speculated about what drove President Trump to create a new military branch, the Space Force. Did he do so after finding out about UFOs? Nick Pope, a former Minister of Defense from the U.K., believes that was probable.
Now, Haim Eshed has openly claimed a secret underground base on Mars, where aliens and Americans work together.
From the Jerusalem Post:
"If true, this would coincide with U.S. President Donald Trump's creation of the Space Force as the fifth branch of the U.S. armed forces, though it is unclear how long this sort of relationship, if any, has been going on between the U.S. and its reported extraterrestrial allies."
Eshed also claims President Trump is fully aware of the existence of extraterrestrials.
"But Eshed insists that Trump is aware of them, and that he was 'on the verge' of disclosing their existence. However, the Galactic Federation reportedly stopped him from doing so, saying they wished to prevent mass hysteria since they felt humanity needed to 'evolve and reach a stage where we will… understand what space and spaceships are,'" Yediot Aharonot reported."
Does Trump Know More?
Last year, we reported on an interview between Nick Pope and Fox News host Tucker Carlson concerning President Trump. Carlson has claimed, "a reliable source" gave him a tip about possible UFO "wreckage" held by the U.S. government.
During an interview with the 45th President, Carlson asked Trump directly if he thought the government had UFO wreckage. In response, Trump left the door open, saying, "you know, I guess anything is possible."
Although Carlson has been an avid Trump supporter, he told Pope that he thought Trump knew more than he was letting on.
"My impression was that the President does know more than he said," said Carlson.
Is it possible that Trump knows more, perhaps even about a secret underground base on Mars? About ongoing cooperation between species from other worlds? About a Galactic Federation? Or perhaps even more?
In Eshed's book, The Universe Beyond the Horizon, he reportedly claims aliens prevented more than one nuclear apocalypse. Interestingly, Eshed also suggests that the long-fabled Men in Black are also quite real.
Stories of UFOs appearing near nuclear facilities remain common and widespread. In previous posts, we discussed former astronaut, Edgar Mitchell, who believed extraterrestrials were actively working to prevent nuclear war.
See the video from NBC News below:
Featured image: Haim Eshed via Wikimedia, Fisher Institute for Air and Space Strategic Studies, CC BY-SA 2.5 with Trump via YouTube

redpajama_set_name: RedPajamaCommonCrawl


text:
Before reading "Essential Soft Skills for the Salesforce Architect [VIDEO]"
Are you looking to integrate anything?
Xplenty helps 1000s of customers cut weeks of development time with out-of-the box integrations that connect 100s of popular data sources and SaaS applications. Some popular ones include:
SFTP Connection
4.6 out of 5 (Captera Reviews)
4.4 out of 5 (G2 Reviews)
FIND OUT IF WE CAN INTEGRATE YOUR DATA
Unlimited Integrations
200+ Code Free Data Transformations
Integrate any data sources
Click to find out if we will be a good fit
? Something Else
Essential Soft Skills for the Salesforce Architect [VIDEO]
By Xplenty
Salesforce August 10, 2020
In this webinar, Steve Baines (CEO and Founder of Forcivity) discusses the importance of learning soft skills to become a better Salesforce architect.
Technical skills play obvious roles, but architects don't need to approach every solution from a coding perspective. Instead, they need to know the capabilities and limitations of the Salesforce platform, so they can hand assignments to other people working on projects.
When it comes to soft skills, you can't emphasize listening enough. Keep in mind that there's a big difference between listening and waiting for someone to stop talking. Architects need to open their ears and minds so they can understand the needs of shareholders. Many people fear changes in technology, so a great architect needs to hear their concerns and learn to empathize with those feelings while pointing the way to success. At the end of the day, every project is more about people than technology or processes.
Baines takes a lighthearted approach that really highlights the need for soft skills. He does more than tell you which skills to develop. He displays crucial soft skills in this humorous, knowledgeable lesson that can help anyone in tech become a better communicator.
The Non-Technical Salesforce Architect [00:07:36].
The Five D Approach for Salesforce Architecture[00:11:07]
Salesforce Solutions [00:14:25]
"Architect" as a Verb [00:15:17]
The Art of Being an Architect [00:20:08]
Listening Skills [00:20:27]
Knowing What to Do vs How to Do It [00:26:53]
Getting People to Respond to You [00:28:15]
Begin with the End in Mind [00:29:23]
Human Focus [00:31:55]
What Good Salesforce Architects Actually do [00:33:55]
Keith connected multiple data sources with Amazon Redshift to transform, organize and analyze their customer data.
Dave Schuman
CTO and Co-Founder at Raise.me
They really have provided an interface to this world of data transformation that works. It's intuitive, it's easy to deal with [...] and when it gets a little too confusing for us, [Xplenty's customer support team] will work for an entire day sometimes on just trying to help us solve our problem, and they never give up until it's solved.
Enjoying This Article?
Receive great content weekly with the Xplenty Newsletter!
[00:00:00] Hello and welcome to another X-Force Data Summit presentation. We have Steve Baines. He's CEO and founder of Forcivity, a consultancy in Manchester, New Hampshire. Steve's going to tell us about some essential soft skills to become an exceptional architect. So you're Steve. I am Steve. Yeah. Thank you very much.
[00:00:34] So, you know, this is playing in the morning and the Eastern Time Zone, but you know, good morning, good afternoon. And good evening to everyone. Actually a few folks in Australia might be listening to this. So, have a cup of tea or a cup of coffee like myself, and, I hope you enjoy it.
[00:00:56] So this is essential soft skills to become an exceptional architect. Now, for those of you that know me, they know, you know, that I spend a lot of time talking about soft skills. Hard skills are something that Salesforce has really done a great job of giving us materials and mechanisms to learn that and, you know, take those exams and become very skilled up from a hard skill perspective.
[00:01:20] But what really makes people exceptional architects is the ability to deal with the more human side of projects and those soft skills that they don't necessarily teach them in school. And it's something that maybe you just have to learn through experience. So this talk today will be about those soft skills.
[00:01:38] So a quick introduction about myself. I am the CEO of Forcivity. We're a Salesforce system integration partner. We're based in Manchester, New Hampshire, which is just north of Boston. This is where I always joke that New Hampshire actually is part of the United States. It's not part of Canada, for those of you who don't know where it is. But of course, our claim to fame is the presidential primary.
[00:02:00] We also have a city that has the only triangle-shaped manholes in the whole country. So a little fun fact about New Hampshire. I'm a certified technical architect. I became a Salesforce CTA in September of 2018. I took my CTO review board in Atlanta. I got my first Salesforce certification in 2014, but I've been in the Salesforce ecosystem since 2004. First as a customer, and then as a partner.
[00:02:25] So I always tell people that I've been on Salesforce since version four of the API. And, we're on version 49, I think, right now. So that is definitely showing my age. I'm the core organizer of Northeast Dreaming, which is a Salesforce user conference, which I'm sure you've heard of many Dreaming events
[00:02:42] throughout the world. Now I used to be just a few in the United States. Unfortunately, many of them are being postponed because of the situation we're in right now. But, you know, very proud to be part of that team. We've had two events so far and we're looking forward to our next one. I am the host of CTA Office Hours.
[00:02:58] That's a monthly event that I put on. It's very similar to going to office hours at school or your college professor. It's an opportunity for you to just chat with the CTA. And I have other CTAs join me from time to time. And it's really just an open dialogue to have folks, pose interesting questions or challenges, and we all try to help them solve those.
[00:03:19] And sometimes it's just a discussion about Salesforce things in general. So if this was an in-person event, what I would be doing right now is I would be polling the audience to ask them, who would consider themselves to be an architect. And this is where I typically get just a few, I'm not a hands put up in the air.
[00:03:39] And then I'll ask yourself, you know, when do you consider yourself to be an admin or are you a developer or an admin or builder, like really just kind of get a sense of where you think you are and what you would refer to yourself as. The reason I asked that is because our perception of ourselves as architects, I think, is much different than a lot of us think.
[00:03:59] And my hope is that at this time rotation kind of, it takes you through that journey to realize that we actually are all architects. We may not just have it in our title. So first things first, this is my favorite architect. And for those of you who may or may not get the reference, this is George Costanza and he was a major character in the sitcom series, Seinfeld, and the running joke throughout the 10 years that the show was on is that whenever George would meet somebody, typically a woman, she asked what he did.
[00:04:32] He had always joked that he was an architect. Of course, it was a bit of a joke and he was trying to make himself seem a little bit more important, in this case, the women. So he could, you know, they'd go on a date with them, but, I simply show this as a joke, but also to kind of talk a little bit about this whole notion of architects being this elevated kind of mystical position a bit.
[00:04:53] So for those of you who have not actually seen George in action, here he is. If I see her, what do I say that I'm doing here in the building? You came to see me. I work in the building. What do you do? I'm an architect. I'm an architect. Have you designed any buildings in New York? Have you seen the new addition to the Guggenheim?
[00:05:18] It didn't take very long either. What about architects? Steven? He's into architecture. Hey, just like you pretend to be.
[00:05:29] Let me be the architect. I can do it. Why couldn't you make me an architect? You know, I always wanted to pretend that I was an architect. I'm an architect,
[00:05:48] railroads, engineers, do that. They can. Very knowledgeable. I'm a, I'm also an architect. You're an architect. I'm not. I can discuss other things. You know, architecture. Nothing is higher than an architect. I suppose you could be an architect. Isn't an architect, just an art school dropout with a tilting desk and a big ruler.
[00:06:20] It's called a T square. Okay. So you can see that that was many scenes with him referring to himself as an architect. So it was, it was a 10 year running joke in Seinfeld. Obviously I put this in as a joke, but well, also reinforce the fact that there is a little bit of a mystical around the title of being an architect.
[00:06:38] And my goal really today is to, is to remove that, that kind of mystical aspect of an architect, and really help you all come to the realization that we are all architects and we, we do architecture work. Every single day. We just may not be called architects.
[00:06:57] So let's flip over to the architect journey itself. I'm sure many of you have seen this triangle before. you know, you've got the newest Salesforce plushy route there who was introduced last year at Trailhead DX, but this is the architect pyramid. Each of those areas are what are referred to as, you know, domain certifications or domain expertise.
[00:07:17] Of course, you know, that the application architect is much more builder focused or configurator focused, declaratively focused. Whereas the system architect is much more technical focus. Now, the thing that I will always point out to folks when I'm ever giving this talk, is that. You don't necessarily have to be a developer to be an architect.
[00:07:36] And I would say, I would actually say that you don't have to be a developer to be an architect. This is one of the common misconceptions about being a CTA or just an architect, in general, is that you have to have really, really strong coding chops. It's not necessarily that you need to be a super-strong coder, but it's more about, you just have to have an understanding of what the possibilities are with Salesforce technologies when it comes to coded solutions versus declarative solutions.
[00:08:01] That is the whole notion about being an architect is really having a good understanding of what the possibilities are. It's like, you know, you don't necessarily have to know how to do every single thing in the Salesforce ecosystem, but you just have to know that they're possible and that you can design a solution and then perhaps hand it off to a solution architect or a developer.
[00:08:22] I grew up as a developer. I don't really write code that much anymore, though, so, but I still continue to function as an architect. And the reason I can do that is because I have an understanding of, you know, code, what's possible with code. It's not even about how to write a class or how to write a trigger.
[00:08:38] It's simply about, I know that things can be done with code, or I know that when customers are asking for certain requirements that can't be done declaratively, that I can go to a coded solution and do that. So, if there's anything you hear me say consistently throughout this talk is that you do not have to be a developer in order to be an architect.
[00:08:58] Some of the things that you do have to think about though, is that this is really about being business-minded. It's thinking about how these solutions will satisfy your business users' requirements. You do have to have a level of, you know, technically adept. So you still do have to understand what's possible on the Salesforce platform, but it's really about being that Jack and Jill of all trades.
[00:09:23] It's having that mastery at a level that you can discuss solutions and different approaches and best practices and design that solution. And then, in turn, hand it to somebody. And oftentimes you may be handling it yourself to do that work. This kind of goes back to the whole notion that we are all architects.
[00:09:41] We just function in different capacities, depending on besides the company we're in or the size team that we work on. A lot of architects are master of many things, and sometimes there are some things do not have to have super wide knowledge or super deep knowledge across.
[00:10:00] Everything related to Salesforce, you can be a master architect in e-commerce or marketing cloud or integration. You can serve specialize in architecture. And that's really the intent of this certification pyramid is to allow you to really focus on areas that matter most to you or matter most to your company or matter most to your team.
[00:10:22] You don't necessarily have to achieve every single certification on this pyramid. Again, you do not need to be a developer to be an architect. I say that over and over again. When I chat with people about their journey to CTA I'm, I'm chatting to a gentleman right now and he was actually asking me if he should. Take a step back in his career and actually spent some time working as a developer for the next couple of years before he goes and gets a CTA.
[00:10:47] And it all goes back to that notion that you have to be a developer. And I actually said, and you really don't need to do that. You can really drive towards being that CTA. Still get a little coding experience. You'll learn your chops a little bit, but it's definitely not necessary to really deviate for a couple of years and become a super-strong developer just to achieve becoming a certified technical architect.
[00:11:07] All right. So let's talk about what architects proverbially do. So these are more hard skills. So this is what's referred to as the five D approach. You may have heard this before. So when we are working on a project, the first thing we'll do is we'll do discovery, and we'll go out and say, Hey, tell me a little bit about this problem.
[00:11:28] What are we trying to solve? What are your business requirements? And the stakeholders will tell you what they want. "They often say, Can you do this? And then we actually, you know, define what we're going to do. This is where we tell the stakeholders what we think they need to do. Now us as architects, this is where we look at the solutions and say, my business users are asking me for this, or they've already come to me with a solution.
[00:11:56] Should we do that? Or should we do it a different way? Should we do it at all? You know, this is where we, you know, we put that business cap on and really start thinking about this from a business perspective, is this really the best solution? Or are there different ways we can go about this. Then we go into design mode, we're building the coding might not be coding.
[00:12:16] I can get, share a most recent example with you that I worked with one of our customers to develop a COVID solution for them. And it's been deployed at a fairly large scale. There's not a single line of code that's been written in that solution. It was a 100% declarative solution. So yeah, again kind of reinforces the fact that you don't have to be a developer to be an architect.
[00:12:37] You can really think about what's the best fit solution, time to market your budget, the users that you're working with. And just really what the requirements are. Of course, there's lots of things you can build with code, but sometimes code is just too much. You know, there really is elegance and simplicity.
[00:12:53] In this case, building everything declaratively was the simplest approach and it actually turned out to be the most effective approach. Now, as part of that five D approach, of course, the fourth stage is development. And again, not necessarily that you're right now, you're developing development can mean a lot of different things, especially with tools like Flow right now, where you can build really powerful, automated solutions without writing any code.
[00:13:18] And then last but not least, you go into deployment mode. And of course, there's lots of ways you can go about doing that. This is definitely outside the scope of this talk, but. You know, continuous development and dev ops as a whole, as a burgeoning industry in the Salesforce space. And there are many, many options available to you.
[00:13:35] But at the end of the day, the whole notion of getting your builds from a pre-production environment into production environment is typically your last step.
[00:13:48] So our solutions, you know, really what should they be? You know, we supposed to, we're supposed to design and build robust solutions. And what that means is that it's something that's got to work, you know, it's gotta be, it's gotta be sturdy. It can't be a house of cards. It's gotta be something that your customers can rely on.
[00:14:05] We also have to think about the concept of retry. It's really about. You have to design solutions for when things will go wrong. It's not about if things will go wrong. It's about when they'll go wrong. As an example, if you design an integration between the ERP system and Salesforce. Eventually, there's going to be a problem with that.
[00:14:25] You're going to have bad data. There's going to be a transmission error, maybe login credentials go bad, something will go wrong. How do you handle that? How do you design that into a solution? So your users can retry that transaction or the code. We try that it's actually. Then, of course, our solutions have to be replicable because we have to be able to do them over and over again.
[00:14:48] And again, it goes back to being robust and being reliable. But you know, these still really all focus on hard skills. It's all about designing solutions. This is very, very technology-focused. Let's talk about why we're really here. And this is about acting and thinking like an architect. Now, you notice I wrote up at the top, I am an architect, but I put "am an" in parentheses for a reason.
[00:15:17] I wrote it that way is we're an architect is actually a noun, but it also can be a verb. So an architect is a person who's responsible for inventing or realizing a particular idea or project. So when I say, Hey, are you an architect? This is what we all immediately think of. It's like, I'm not an architect, I'm a developer, I'm an admin.
[00:15:38] But when you use the phrase, I architect, totally different meeting. Now we're talking about the verb. We design things and we make things. This is where we all can now start to bridge the gap of, Hmm. Maybe I actually am an architect because I'm designing little micro solutions, micro scenarios or microservices.
[00:15:58] It really is architecture. It doesn't necessarily have to be this grand scheme, grandiose type of design, and solution that we're putting together. It really can be at a micro-scale. So, another video here, this one is a quick, a quick video as well, but the backstory to this is years ago, I used to work in plumbing and heating wholesale.
[00:16:19] Yeah. And there was a time when, I was the buyer for Kohler plumbing products, and this happened to be a commercial that came out at the time. So yeah, it kind of resonated with me because I found a really, really interesting way to weave it into the story about being an architect. I'm gonna go ahead and play it.
[00:16:37] And then I'm just going to talk a little bit about it. And, just kind of frame it in the way that Salesforce architects can kind of apply this to some of their real world experiences. This is a classic or design
[00:16:47] Design a house. All right. What was that you know, for also for those of you who maybe couldn't quite hear that really, what she did is they sat down at the desk and he's showing off all of these great things that he's designed with his firm. And he says, what can I do for you? And she slams the faucet on the table and says, Build a house around that.
[00:17:38] So what do we call that in art, in architectural worlds, you guessed it that's requirement gathering right there. So that was her requirement. Build a house around this faucet. Believe it or not, I'm standing in the house right now that I tell people all the time that I actually built it around a pool table.
[00:17:57] You know, way back years ago, when we were living in our old house, I really started getting into playing pool and I wanted to have a pool table. At the same time we decided to build a house. And I built my game room specifically around being able to house a certain size pool table. It fits perfectly. We don't have to use little sticks or anything.
[00:18:16] So that was really my version of the Kohler faucet. But, you know, it's like, it's like, no. So sometimes do you really see kind of users and be like, what, what are you talking about here? I mean, because really what you're, what you have here is she's your stakeholder. And it's up to us as architects to really look at our stakeholders and be like, okay.
[00:18:39] I was just given a really vague requirement. How can I go about extracting the right level of detail from her to make sure that she's happy with what I designed for her, you know? And the kind of the way that she's looking at it, she's like, she's just kind of given this look like, I wouldn't be thinking about that.
[00:18:56] How do you like them apples? And he's like, Challenge accepted. I can do that. So this is really where we now start talking about the art of being an architect.
[00:19:08] So let's get into it. Let's start talking about some of these soft skills. First and foremost. It's obvious. The skill of talking. For those of you that know me. You know that I have no problem talking. I can talk and talk and talk until the cows come home, but what's equally as important to talking. Is listening, Talking, listening together.
[00:19:29] It becomes what we all call communicating. But it's important to be able to know when to say yes. And when to say no. On the surface, it sounds like those would be really easy things to do. But the reality is, is sometimes they're really challenging when you've got, you know, a business user that's coming to us as I really, really want this, or this is how you're going to do this.
[00:19:53] Sometimes it's really difficult to say no to them. It's like, how do you help them through that? When you know, it's not the right solution or, you know, there's a different solution that will do it better or faster or cheaper, or just because you've got somebody else who's given you a requirement that's completely contrary to what this user is saying.
[00:20:08] Well, this is where it becomes less about science, less about hard skills, and more about the art of being an architect. So let's talk about the art of listening. There's a hyperlink on this slide here, which I highly encourage people to check out. I reference it quite a bit and it talks about the principles of listening.
[00:20:27] Listening is a skill listening to is, is very different than hearing. and I, you know, part of becoming an architect and for those of you who were thinking about going for the CTO review board, one of the skills that's emphasized immensely as part of preparing for that is your ability to communicate. Not only to verbally communicate but also to listen.
[00:20:46] that's really one of the things that they'll look for, and this is just like being in front of a customer and being able to convey to them your solution that you've come up with. So what's the first thing you have to do in order to listen. It goes without saying. You have to stop talking. Of course, if you're talking and you know, the person's not going to talk or you're truly not listening they're so you've got to stop talking.
[00:21:08] You've got to prepare yourself to listen. Now, what do I mean by that? It's simply not looking at somebody and be like, all right, go ahead and talk and listening. It's a frame of mind. It's relaxing your body. It's really opening your ears and opening your mind to what they're saying and being ready to receive it and absorb it and being able to react thoughtfully to what they're saying to you. Do things to put your speaker at ease.
[00:21:32] Oftentimes when we're in there and we're where we're dealing with customers and we're gathering requirements. Sometimes there's a little, you know, they're a little bit uncomfortable with it because they're not quite sure what this project is, why are you asking me these questions? Why are you asking me about my job and how I do things?
[00:21:51] Like, are you getting rid of me? Am I getting fired? Are you automating me out of a job? They're wondering all these things. So do things to put them at ease. Remove distractions. This is something that I insist on with my team. If you are in with a customer, the one thing you should not have anywhere in sight is your cell phone.
[00:22:09] Turn it upside down. So you can't see it, put it in your pocket, remove the distraction because when you become distracted with other things, you're telling that customer that they are less important to whatever just occurred. I have been in meetings with the CEO of the company with my boss and I've literally been mid-sentence about making a $250,000 investment in an ERP package and his, his Southwest app dinged to him while I was talking to, he literally got up and went over to check because he thought he was going to get a good fare from Southwest airlines.
[00:22:42] Huge distraction. Really changed my opinion and how I viewed him. And it was very, I felt it was very disrespectful because it told me that to him getting $50 off, off of his Southwest Airlines, airfare was much more important to him than everything that I had worked so hard on. So remove those distractions and really make your user feel like they're the most important person in the world right now.
[00:23:08] Empathize with them. You know, understand that technology solutions have a huge human aspect to it. It's not just about sitting down and configuring Salesforce. There are people behind those screens, behind those keyboards that are making things happen. And when we make technology changes, you are impacting people's lives.
[00:23:27] Some people react very emotionally to technology change, and we have to be sensitive to that. Be patient with them. Sometimes users may not understand what you're talking about. They may not understand the application or the landscape as well as you do. So really be patient with them and let them verbalize themselves, take it in, try not to react negatively, and really absorb what they're saying to you and help them work it out, help them communicate with you, help them talk to you.
[00:23:55] Avoid personal prejudice for sure. So be open-minded. So don't walk in with preconceived notions when you're listening to somebody. Allow their opinions to seep in and consider without bias and really use that information objectively when you're coming up with a solution. Listen to their tone. Listen to how they're actually talking to you.
[00:24:16] You know, do they have, you know, a bit of an attitude in their voice, or are they getting quiet? You know, that really can help you understand what's truly occurring with this particular customer. You know, why are they acting that way? Are they acting angry? Is there, is there a bit of an attitude?
[00:24:34] You know, I'm smarter than you. you know, it's, so it's really important to kind of pick up on that tone. And I also will say body language to really understand what they're actually feeling. Don't just listen to the words, listen for ideas. Listen to what they're actually saying. Again, this is the whole idea of truly listening and letting it come in.
[00:24:53] You'd be amazed at the gems that you're going to get while talking to business users. Forget about talking to executives and directors, and just kind of saying, go forth and do this. It's more about when you start talking to those lines of business users, but people are actually dealing with markets, amazingly, the gems of information that you can get from them.
[00:25:11] And of course the nonverbal communication is key. I always joke that I received probably my biggest dose of nonverbal communication when I had a customer actually throw a clipboard at me, believe it or not, he literally flung a clipboard at me. it certainly wasn't verbal communication, but it was physical communication for sure.
[00:25:32]Turns out that it had nothing to do with me. But, you know, I joked that it was really, you know, you've got to really pay attention to the subtleties and sometimes people may shift with their bodies, you know, even writing with the, with everybody being in, you know, COVID quarantine, they're doing things over video conferences now, and you lose that sense of communication and it's really a challenge for sure.
[00:25:54] It's like, how do you maintain that? I really get a, you get a sense of. You know how people are feeling or did they shift in their chair? Are they rolling their eyes at a crossing their arms like this? You know, that's always a telltale sign that there's not too Jasmine what's going on. So I actually have ref you know, retitled this whole slide and I really call it the art of shutting up.
[00:26:13] Cause that's really what it's about is just zipping it and listening, shutting up, stop talking. I always ask people I'm like, are you really listening or are you just waiting for your turn to talk? So these are really the soft skills now that we have to think about. So it's not about waiting for somebody to stop, and then you just immediately chime in because you were telling them like, Oh, you know what?
[00:26:37] You really didn't listen. You didn't really hear what I just said to you. You were really just waiting to respond because first of all, your response was instantaneous. And second of all, you were smallest, really had nothing to do with what I just said to you. So you definitely want to convey the fact that you are truly lessening or something, not just waiting for your turn to chime in.
[00:26:53] Knowing how to do something versus knowing what to do. Now, here's an example that I always use. Years ago when I worked in the plumbing heating industry, I was out at a job site and it was two buildings that had to be connected by a bunch of pipes to run. The heating system was over here were some units over here and they have to run a cooler water onto the ground.
[00:27:14] Well, the guys had reached the point where all of these lines weren't fitting in the conduit. And the architect happened to come out and they basically got into an argument because the architect said, I designed this on paper and these should all fit in a pipe. No problem. And the guys, the field guys were like, they don't fit.
[00:27:31] And here all the reasons why it's not going to fit. And that really is, you know, it's, it's kind of a subtle difference between being an architect and knowing. What to do versus knowing how to do something. The architect knew that you had to get pipes from here to here through an underground conduit and a tenant shrunk conduit.
[00:27:49] But he didn't really necessarily know all the tricks about how to do that. And what happens if the pipes are crooked and they get stuck or they just don't fit, he doesn't have that type of knowledge. And that really is a subtle difference between being an architect and knowing what to do versus handing it off to somebody else and say, here, go execute my solution.
[00:28:07] Now you do have to know how to talk. Communication is key, but what's as important to know how to talk. Knowing how to get people to talk to you. Being able to extract information out to users is really difficult. It can be a challenge, and sometimes people will clam up. For those of you who have seen office space with the two Bobs, you know, you know that when you're getting visited by the two Bobs, you're not going to say anything.
[00:28:31] You're just going to sit there and answer with one-word answers. Users may get the same way they may have, you know, they may really be questioning your motives. Like, why are you doing this again? Go back to next. Alright. I was like, are you automating me out of a job? Or why are you changing this?
[00:28:51] You want to make sure that you tailor your message to your audience. Don't treat everybody the same way, you know, really kind of hone your message, hone your approach. Hone your words, hone your attitude, everything to who it is that you're talking to.
[00:29:03] Some folks like really direct talk, other folks like, you know, kind of softer approach, you know, the softer side of being an architect, for sure. So really understand your audience and understand their motivations and understand how you can get through to them and effectively communicate with them and in turn, get them to communicate with you.
[00:29:24] My favorite soft skill of all is "begin with the end in mind." So for those of you who are Stephen Covey fans, you know that this is one of the seven habits. I always start with an empty mind. I always ask again, what are we trying to achieve here? What are our objectives? What's important to you to take it down to a micro scenario?
[00:29:43] It's like, what do you need on that report? What do you need to see for fields? And let me work backwards from that to make sure that I build the right object structure for you. Build the right workflow? So the data will get in front of you start with the end of mine and then work backwards from there.
[00:29:58] It's amazing when you know what you want it to be, how many different design decisions you make leading up to that point, as opposed to starting at the beginning and working toward the end, and then suddenly realizing that you don't necessarily have everything that you need in order to truly obtain, you know, that objective that the user's looking for.
[00:30:14] Don't forget about the difference between, can we do this versus should we do this? This is where being an architect is so essential users may say, I want you to do this and I want you to do it this way. Can you do that? And of course, 99 times out of a hundred, with Salesforce, the answer to that question is, yeah, we can do that.
[00:30:36] But as architects, we should say, should we do this or should we do it this way? Or should we do it that way? This is where us knowing what to do, knowing what's possible really makes us exceptional architects. It doesn't necessarily mean that we have to know how to write that code or know how to integrate with that system.
[00:30:56] But we know that yes, some integration is needed or some automated. We needed to do that. That right. There is an essential skill for an architect. Be sure to recognize obstacles and roadblocks. For sure. So I said earlier technology has become so easy that we really spend very little time, at least in working on technology.
[00:31:15] It's more about everything leading up to that. It's the people in process. So if we remember back to this person, right, it's like, is she a roadblock? Is she in ops? Where's she going to be? That's going to help you, you know, and it's really now, okay. It's like, No, no architects, like, no, not everybody's jovial, like, so this is where we have to really get creative with everybody there, because even we may get architects that, you know, may not have expertise in certain areas.
[00:31:45] So it's up to us as business users to be able to provide the resources to our users. So, you know what, I'm not sure about that, but let me go find out, let me go find the answers for you. All right. So let's talk about the typical project.
[00:32:01] Now if I took a pie chart and I divided the project up into multiple pieces here, I would say today, because technology has become so easy. We only spend roughly 10% of our time with actual fingers on the keyboard, touching with technology. The other 20% is working on process. I mean, how to do things, changing, how to do things.
[00:32:24] How do we get data from here to there? We spend the vast majority of our time working with people. At the end of the day, we are working on people projects. We're not working on technology projects. I'll give you a great example. My physician retired last year. He retired because his hospital was implementing a new EMR system.
[00:32:49] He wanted nothing to do with it. He had gone through it 10 years ago. And said, you know what? I am not doing that anymore. I have no interest in changing my world, my technology world. You're going to tell me no it's differently. Ask my patients differently. I'm not doing that. So he literally retired because of a technology project.
[00:33:09] He was a fantastic physician. He was a great loss to the hospital. You know, I miss having him as my doctor, but as you can see at the end of the day, this really becomes about people. It's not about technology. We really are human behaviors here at the end of the day. That's really what we're focused on is how do I help this person through this change?
[00:33:28] How do I help this group or this company through this? It's really not about how do I make Salesforce do this. A lot of us can do that. Many people can do that, but it's more about how do I get these users to adopt what's just been built, even though they've been very verbal with me that they don't like it because they have to change how they do things or now they spend half of their day doing extra work or they have to come in earlier or at different times because things are done differently now.
[00:33:56] So what do we actually do? I hear a lot of verbs here about what architects actually do. Here's what we do. You can say like, Oh, you're right code. Yeah. Create data diagrams. You create fields. That's not what we do, we guess. We have to sit there and guess it's like, okay, what did they mean by that? Or sometimes you just have to extract information and you just don't get clear information from your customers.
[00:34:20] It's like, you got to yank it out of them. You've got to empathize with them. You're going to put yourself in their shoes. I've had business users become quite upset. I've had some cry because of changes that were happening. Because they were, you don't have to an outsider those changes felt very simple and very small.
[00:34:38] And the reality is, is that it was rocking their world. It was such a drastic change to their world and it was extremely disruptive and it was very upsetting to them. We have to help our users envision the end goal here. I mean, we have to evangelize the solutions that we're creating. We have to paint that picture.
[00:34:56] We have to say, okay, everybody, here's what we're doing. And here's why you should get excited about it. This has nothing to do with writing code. This has nothing to do with touching Salesforce. Again, it's about those softer skills. It's about getting folks on board with your vision and where you're with your design.
[00:35:12] We have to enable them to be successful. So it's not just simply be like, here you go. Here's the solution. It's about, here's the solution. Here's how you can be successful with it. Let me show you, let me educate you on what's. What's happened here. Let me tell you why we've done what we've done. It's not simply about here
[00:35:30] we did this, use this. We have to evaluate, we have to really make decisions. We have to evaluate multiple different variables, multiple different choices, and really come up with the best solution. When I went before the CTA review board, one of the things that they told me when I was preparing is that when you present your solution to the judges, it's not about picking the right solution.
[00:35:50] It's about picking a solution and being able to stand behind it. You have many choices that you can evaluate. There are many ways to do the same thing in Salesforce. So it's about evaluating all the variables that matter to you. And you'll have time budget, skill sets, team size. All of those things is okay, this is the best solution for this scenario.
[00:36:09] Sometimes we have to coerce, people sometimes just say, listen, this is going to happen. Or we have to kind of force them down a road because there are other things and other decisions that have been made that maybe this person's not privy to, or it's not part of the conversation, but you kind of have to force them a certain way.
[00:36:24] Sometimes you get to put your arm around them and just counsel them through, you know, and say, Hey, listen, this is why we're doing it. And it's really just kind of starting to become their advocate and helping them through a situation. And you'd have to console them sometimes and say, Hey, you know, it's going to be okay.
[00:36:41] You know, there's a lot of good reasons why we're doing this and you know, me and my team are going to be right there with you through this. So it really will be okay. You've got to facilitate conversations for sure. Because sometimes decisions are not all black and white. They're not straightforward.
[00:36:56] So you've got to play that facilitator, you know, you've got to play ringmaster, you've got to stand in front of a room and be like, okay, I hear you. But what about this? Or have you thought about it this way? You know, reframe that question back to them. it's certainly as an art for sure. There are certainly trail heads out there as well to talk about a lot of these soft skills.
[00:37:14]But what we actually have to do is we have to defend, sometimes we just have to defend our solution and say, this is what we're going to do. This is how we're going to go about it. It's almost like getting your, your dissertation or your Ph.D. for Salesforce is you've got to put something out there, and then you've got to defend it.
[00:37:31] You know, because not everybody's going to believe in it. So you've got to have some reasons, you know, some facts as to why we're choosing this way. Again, it's not about doing it right or wrong. It's about, I've got eight different choices here, which one is the best way to go about doing this? At the end of the day, I refer to this collectively as what's called being a corporate therapist.
[00:37:50] Because that's really what we are. We're human behaviors. We are really talking about dealing with people in process. It happens to be done in the context of a technology project, but we actually are corporate therapists. So I would ask you all now. Are you an architect? You know, would you, would you now consider yourself to be an architect because architects, what they do is they develop ideas.
[00:38:15] They design projects, they make things. They design things like, see, everybody's an architect now we're all architects. You just didn't know it yet. So my hope is that this talk has helped you come to that realization that we all architect in every aspect of our jobs, every single day, we just may not be called an architect.
[00:38:36] There are some great resources out there on Trailhead about public speaking and storytelling. Some things that are really core to who I am and how I operate. My very first course in college, was a public speaking course, within the first five minutes, my professor said to the whole class that this will be the most important class that you take in your life.
[00:38:59] And he was a hundred percent correct. I didn't know it at the time, but looking back on everything that I learned in that class, it was immensely valuable and I've carried those skills with, with me throughout my entire life. I would highly recommend that one Trailhead right there. You can look for it specifically by that name.
[00:39:16] It'll pop right up. And of course, at anything around storytelling, communication will certainly help you become or become an even better exceptional architect. And thank you very much. Thanks, Steve. I had a couple questions, maybe observations. I mean, I, I mean, you're, you're, you're really emphasizing, you know, that you don't have to be a developer.
[00:39:40] I would even go another step further and say that sometimes being a developer might trip you up in the Salesforce ecosystem because if you're too eager to write code to fix it, problem. Hmm. You have to think twice, you have to, I think you have to think twice in the Salesforce platform before you decide you have to write code. You absolutely do.
[00:40:00] I mean, cause you find it. You can, of course, you can solve most things with code. But coding is not always the best solution. Will it do exactly what you want it to do? Sure. But do they have the staff to support it? Do you have the ability to test every single scenario? Do you have the time to write that?
[00:40:16] You know, who's going to take care of this once you're gone. I mean, so there's, there's so many reasons that go into whether or not you should code or not code. you know, do you have all these testing requirements? You know, so it's, it's easy to simply default to that and say, I'll just code this, get out of my way and code it.
[00:40:33] It may not be the best solution for customers, though. Yeah, I agree. Well, thank you very much. I think it was a great presentation and I think that one of my questions is going to be, are there Trailheads for those soft skills, but you outlined them? Yes. I think that's one of the great things about the Salesforce platform in there and Trailhead and, and the idea and trying to make it administrator.
[00:40:57] If you want to learn those skills, you can in this spot. Absolutely. And anybody can do it. Doesn't matter what point of their career. And they're on. These are, these are skills that are applicable to everybody, whether you're just starting out or you've been at it for 30 years.
[00:41:11] Great. Thanks again, Steve. Great presentation. Thank you. Bye-bye.
Keith Slater
Senior Developer at Creative Anvil
Before we started with Xplenty, we were trying to move data from many different data sources into Redshift. Xplenty has helped us do that quickly and easily. The best feature of the platform is having the ability to manipulate data as needed without the process being overly complex. Also, the support is great - they're always responsive and willing to help.
About Xforce
The Xforce Data Summit is a virtual event that features companies and experts from around the world sharing their knowledge and best practices surrounding Salesforce data and integrations. Learn more at www.xforcesummit.com.
If you need any integration, we can help.
You might also like our other posts...
New Feature: Salesforce PK Chunking
We just released a new feature for our Salesforce users: Salesforce PK Chunking! Users can now enable PK Chunking feature on Salesforce source component when pulling large data sets from...
Tayler Jones
How to Drive Adoption and Enablement in a Remote Environment [VIDEO]
Remote teams need motivation and tools to adopt the latest technology solutions. Here's a video demonstration of how to enable widespread Salesforce adoption using documentation tools from Spekit.
ROI and Connected Campaigns: Your Source for Attribution Reporting in Salesforce Pardot [VIDEO]
Learn how to get the most out of Salesforce Pardot Connected Campaigns to improve attribution reporting and visibility into your return on investment. Jennifer Schneider, Head Solutions Architect at Cheshire...
Tags: salesforce, Xforce
Get the Xplenty newsletter.
Don't worry, we hate spam as much as you do.
I'm already subscribed. No thanks.


text:
Larra bicolor је паразитоидна оса пореклом из Јужне Америке. Уведен је на Флориду као биолошка контрола штеточина инвазивних кртица .

Опис
Одрасле женке ове врсте су дугачке око 22 мм, док су мужјаци нешто мањи. Глава и грудни кош су црни, са сребрним ознакама на глави; стомак је црвен. Крила су променљиве боје, тамне нијансе.

Животни циклус
Ове осе се хране нектаром као одрасле јединке, а предност даје жбунасти лажни кукољ (Spermacoce verticillata). Женке лове цврчке кртице из рода Scapteriscus, бодући их са доње стране да би их паралисали на неколико минута. Једно јаје се одлаже између првог и другог пара ногу. Оса тада одлети, а цврчак се враћа у своју јазбину. Нападају се нимфе и одрасли цврчци, све док су довољно велики.

Након излегања, ларва се храни својим домаћином и на крају га убија. Пупира у року од 12 до 30 дана (у зависности од температуре), формирајући чахуру у остацима цврчка лепљењем зрна песка. Пупа фаза може трајати само 50 дана, али лутка може ући у дијапаузу зими , одлажући излазак месецима. Одрасле јединке су усамљене и не формирају гнезда или колоније.

Осим горе поменуте зимске дијапаузе, није позната ниједна сезонска компонента активности оса. Неколико генерација оса може се појавити у току године, што је један од фактора који омогућава да ове осе надмашују своје домаћине, што је важан атрибут за успешан агенс биолошке контроле.

Употреба биолошке контроле штеточина
Цврчци који нису аутохтони стигли су у Порторико, барем још у 18. веку, вероватно летом,  а већ 1899. у југоисточне Сједињене Државе, вероватно као загађивачи бродског баласта. Постале су озбиљне штеточине, оштећујући усеве и пашњаке и травњаке. Иако сродни Larra analis напада домаћег северног цврчка кртица, он не напада алохтоне врсте. Као рани пример биолошке контроле штеточина,  L. bicolor је уведен у Порторико 1938. године, где се успешно успоставио. Ово је сугерисало могућност његове употребе на копну, али неуспели покушаји и развој пестицида хлордана 1940-их довели су до краја овим напорима.

Када је 1978. забрањена употреба хлордана на усевима за исхрану, законодавство Флориде је инаугурисало програм на Универзитету Флориде за проналажење алтернативних контрола за штеточине кртице. Буџетска ограничења довела су до понављања покушаја Порторика на копно, али ова популација, која потиче из Бразила, није успела да се успостави осим у области око Форт Лодердејла. Истраживања су показала да су ове осе биле недовољно толерантне на хладноћу, а други покушај 1988-89. користио је осе из Боливије. Ово увођење је било много успешније, а осе су се постепено прошириле кроз већи део државе и у суседне државе. Они су и даље веома прилагођени алохтоним врстама и нису се диверзификовали да би напали (на пример) домаћег северног цврчка. Такође, нису агресивни, а наводи се да је њихов убод благ у поређењу са познатијим осама. Главно ограничење у њиховој употреби као агенсу биолошке контроле била је потреба да се пронађу одговарајући извори нектара за одрасле.Неке друге биљке, посебно Pentas spp.., такође се сматрају прихватљивим; ипак, неопходно је обезбедити одговарајуће биљке.

Спољашње везе

 Larra wasps, mole cricket hunters на UF/IFAS Featured Creatures веб сајту.

Извори

Crabronidae
Опнокрилци из Јужне Америке
Инсекти који се користе као средства за контролу штеточина
Осе за биолошко сузбијање штеточина
Инсекти описани 1804.

redpajama_set_name: RedPajamaWikipedia


text:
WATCH: Wylie Dufresne Thinks the Lab Grown Burger Is 'Creepy'
By Tina NguyenSep 20th, 2013, 11:50 am
In a video interview with The Verge, Wylie Dufresne took the tech site on a tour of his Science Kitchen of Science at wd-50, but admitted that he — the man who popularized the application of food science to cooking — drew the line somewhere. That somewhere: the lab-grown hamburger.
Joining a small but growing number of chefs alarmed at the prospect of lab-grown meat, Dufresne admitted that he thought a burger grown in a Petri dish was "kind of creepy." Though he's happily embraced many aspects of food science in his restaurant, the concept of "disconnecting" the meat from the animal gave him the heebie-jeebies:
I think there might be some value in the technology of growing an animal that way — I don't know what it is, but I can imagine that we'd benefit from that "cloning," sort of. I'm not really interested in a burger that was grown in a lab. that's not compelling to me. I like the idea of the cow, and the lifestyle it goes through, and how it lives on in the way you eat it. Once that animal is slaughtered, it still lives on in a way, in that you try to honor its various parts and cook them in responsible ways, and serve delicious food. I think at that point, you honor the animal, the beast.
I think it's a little disconnected, and certainly kind of creepy that your food can just be grown in a Petri dish. I mean, I think there may be value in creating food for people who may be hungry or impoverished, but I don't know. I may just be speculating. I'm not looking to have our meat be supplied by a lab.
Other science, though, is cool. Look at all the other science below:
Wired's Food Issue Goes To the Future with David Chang, Alton Brown, Faux Chicken
WATCH: Curtis Stone Not Happy About Lab-Grown Hamburger, Calls Research 'Misguided'
Google Co-Founder Sergey Brin: I Funded The Lab-Grown Hamburger
foodmeatWD-50Wylie Dufresne
By Colby HallJan 19th, 2021, 12:41 pm
By Andrew ShusterJan 19th, 2021, 12:28 pm
JUST IN: 2 National Guardsmen Removed From Biden Inauguration Detail After Background Check Finds Militia Ties
By Ken MeyerJan 19th, 2021, 12:04 pm
By Matt NahamJan 19th, 2021, 11:59 am
Comic Sarah Cooper Reveals When She Became Alarmed About the Trump Lip Sync Videos That Made Her Famous
By Andrew ShusterJan 19th, 2021, 11:54 am


Sitting posture is a simple everyday part of life that it is often overlooked and can contribute to your back pain. When we are sitting, there are more compressive forces through our backs. This is simply because we do not have our legs underneath us to displace some of our weight. In fact, some studies have found that the compressive force in the L4-L5 vertebrae is 40% greater in sitting than in standing. Now imagine how often you spend sitting everyday. Many of my patients are sitting upwards of 40 to 50 hours every week at their jobs. That is a lot of time to spend in one position week after week and over time, it can really add up.
The first thing that many people do when they have to sit for a long time is slouch. Slouching is easy to do because we just sit back, relax, and turn off all our muscles. However, what you are actually doing is hanging on all the passive structures in your back including your spinal ligaments, which can become overstretched or injured as a result. Also, the slouched posture can also place undue strain on our discs and surrounding structures. This can further exacerbate your back pain and continually aggravate it.
A trained physical therapist can evaluate your sitting posture and work station so that you are getting the support that your back needs. Identifying everything from how the armrests are positioned to the distance of your computer monitor. Physical therapists can analyze these problems and give you recommendations on how to improve them. Furthermore, we can then provide you with exercises that you can perform right at your desk to help relieve and reduce your pain. So think again to how much time you spend sitting every day and the impact that physical therapy can have on you and your back.


Surveys Show Pastors Claim Congregants Are Deeply Committed To God, But Congregants Deny It!
How committed to God are Americans? It depends who you ask. Two new national surveys conducted by The Barna Group provide a glimpse into the contradictory views of church pastors and the people who attend churches, suggesting that the optimistic views of pastors are not justified. There is a huge gap between the perception of pastors and the reality of people's devotion to God.
Based on interviews with a representative national sample of 627 Protestant pastors, the Barna study discovered that pastors believe a large majority of their congregants deem their faith in God to be the highest priority in their life.
On average, pastors contend that 70 percent of the adults in their church consider their personal faith in God to transcend all other priorities. Amazingly, as many as one out of every six pastors (16 percent) contends that 90 percent or more of the adults in their church hold their relationship with God as their top life priority!
In contrast to the upbeat pastoral view of people's faith, a nationally representative sample of 1002 adults was asked the same question—i.e., to identify their top priority in life—and a very different perspective emerged.
Only one out of every seven adults (15 percent) placed their faith in God at the top of their priority list. To make an apples-to-apples comparison, the survey isolated those who attend Protestant churches and found that even among that segment of adults, not quite one out of every four (23 percent) named their faith in God as their top priority in life.
Some population niches were more likely than others to make God their number one focus. Among those were evangelicals (51 percent of whom said their faith in God was their highest priority), African-Americans (38 percent) and adults who attend a house church (34 percent).
The people groups least likely to put God first were adults under 30 years of age, residents of the Northeast and West, and those who describe themselves as "mostly liberal" on political and social matters.
Regardless of how the population was evaluated, though, there was no segment of the adult population that came close to the level of commitment that Protestant pastors claimed for churchgoers.
In trying to understand how pastors could have such a positive notion of the faith commitment of their people at the same time that the people themselves deny making God their top priority, the survey of Protestant pastors sheds light on the issue.
A question asking pastors to identify the specific standards they use to evaluate the spiritual commitment of congregants showed that few pastors rely upon criteria that reflect genuine devotion to God.
Overall, only one measure—how many people are involved in some form of church-related volunteer activity or ministry effort—was listed by at least half of all pastors (54 percent) as a measure of the spiritual health of their congregation.
Other top-rated standards were whether congregants were involved in evangelism (13 percent), how much new information or knowledge about Christianity the people received (10 percent), how much money was donated to the church (10 percent), and the comments made by congregants to the pastor (10 percent).
The unifying thread running through pastors' responses to an open-ended survey question regarding how congregational health is assessed was that the most common measures do not assess much beyond the superficial participation of people in church or faith-related activity.
On average, a pastor might seek information as to attendance relative to previous years; how many people, if any, had accepted Christ as their savior; and whether there were enough people involved in the church's ministry to keep existing programs going.
In other words, the typical pastor measures the spiritual health of congregants by considering one or two numbers (e.g. church and Sunday school attendance) and a handful of vague impressions (what did exit comments suggest about people's reaction to the sermon, how widespread was people's participation in the singing, were there enough people who were sufficiently trained to enable the services and programs to operate smoothly).
Perhaps the most telling information relates to the measures that are not widely used by pastors to assess people's spiritual health.
Less than one out of every ten pastors mentioned indicators such as the maturity of a person's faith in God, the intensity of the commitment to loving and serving God and people, the nature of each congregant's personal ministry, the breadth of congregational involvement in community service, the extent to which believers have some forms of accountability for their spiritual development and lifestyle, the manner in which believers use their resources to advance the kingdom of God, how often people worship God during the week or feel as if they have experienced the presence of God, or how faith is integrated into the family experience of those who are connected with the church.
In fact, the survey found some disturbing results concerning the priorities of pastors in how they measure spiritual health.
Stewardship is rarely deemed a meaningful measure of church vitality. Church budgets are typically set based on the assumption that the average congregant will give 2 percent to 3 percent of their income to the ministry. Consequently, the fact that only 6 percent of born again adults tithe is not seen as an indicator of lukewarm commitment.
Evangelism is not a priority in most churches, so the fact that most churched adults do not verbally share the gospel in a given year is not deemed problematic. Only one out of every eight churches bother to evaluate how many of their congregants are sharing their faith in Christ with non-believers.
When pastors described their notion of significant, faith-driven life change, the vast majority (more than four out five) focused on salvation but ignored issues related to lifestyle or spiritual maturity.
The fact that the lifestyle of most churched adults is essentially indistinguishable from that of unchurched people is not a concern for most churches; whether or not people have accepted Jesus Christ as their savior is the sole or primary indicator of "life transformation," regardless of whether their life after such a decision produces spiritual fruit.
Churches are prone to looking for indicators of serving people within the church more often than seeking signs that needy people outside the church are being cared for. In fact, for every two churches that consider the congregation's breadth of ministry to people not connected to the church to be an indicator of spiritual health, there are five churches that focus on the amount of "in-reach" activity undertaken.
Pastors are nine times more likely to seek reactions to their sermon than they are to assess the congregation's reactions to visitors.
Perhaps most alarming of all, pastors were 21 times more likely to evaluate whether people showed up (i.e., attendance) than to determine whether people experienced the presence of God during their time at the church.
According to George Barna, two well-known adages summarize the situation: "It has been said that 'you get what you measure' and that 'you see what you want to see.' Both of those sayings go a long way toward describing the assessment problem that plagues churches today," he stated.
"The only way to explain the enormous gap between the perceptions of pastors and the reality of people's lives is to understand that pastors evaluate spiritual health from an institutional perspective—that is, are people involved in keeping the system going—while people are aware of their unmet need to have a deeper and more meaningful relationship with God."
Barna, whose firm conducted both national surveys, felt that the information could help churches reconsider how they evaluate their ministry.
"The nation's adults deserve some credit for recognizing and acknowledging that God is not a top priority in their life. The challenge to church leaders is to stop pandering for popularity and to set the bar higher. People only live up to the expectations set for them. When the dominant expectations are that people show up, play nicely together and keep the system going, the potential for having the kinds of life-changing experiences that characterized the early Church are limited, at best. If churches believe in the life-changing power of the gospel and the Holy Spirit, they must hold people to a higher and more challenging standard."
"There has never been a time," the researcher continued, "when American society was in more dire need of the Christian Church to provide a pathway to a better future. Given the voluminous stream of moral challenges, and the rampant spiritual hunger that defines our culture today, this should be the heyday for biblical ministry. As things stand now, we have become content with placating sinners and filling auditoriums as the marks of spiritual health."


Today the Richmond Fed Manufacturing Composite Index increased to -2 for the month of January, up from last month's -8. Investing.com had forecast -6. Because of the highly volatile nature of this index, we include a 3-month moving average to facilitate the identification of trends, now at 1.3, which indicates expansion. The complete data series behind today's Richmond Fed manufacturing report, which dates from November 1993, is available here.
Here is a somewhat closer look at the index since the turn of the century.
Is today's Richmond composite a clue of what to expect in the next PMI composite? We'll find out when the next ISM Manufacturing survey is released (below).


On November 4th Middleburg issued a "request for information" from consultants for "development of an economic development strategy and execution plan." Responses from no less than seven consultants are being considered by the Town's Economic Development Committee.
On the basis of the information contained in the consultants' responses and EDC input a formal "Request for Proposals" will be drafted.
The EDC has already expressed its preference that the town hire a consultant who can not only develop a plan, but help the Town execute it.


text:
Photo by Jonathan Baron
Students' Empowerment Party aims to seek change at QC
courtesy of Jonathan Baron
A new political party has formed on campus this semester and it plans to make changes in student government beginning this spring.
The Students' Empowerment Party held its first official meeting on March 1 and they hope to gain enough momentum and votes to overtake the current administration, the Students for Change. The group consists of people from many backgrounds from upper class persons, underclass persons, and alumni. Recent graduate and alumni Michael Devan cites that the foundation of the Students' Empowerment Party began late last semester after frustrations with not receiving promised funding from the student government for another group he was included with on campus, the Participatory Budgeting Steering Committee.
"We had our process in mind, we were a grassroots campaign and then after a while it seemed like there were no other options and that's how Students' Empowerment Party was born." Devan said,
Difficulties stemmed from communication between the Participatory Budgeting steering committee and the Students for Change. William Novello, a senior and one of the founders of the Students' Empowerment Party felt that the lack of communication between Students for Change and Participatory Budgeting left members of their organization with no other choice but to become a part of the political process.
"After all the times we tried to reach out to them and to keep communication between us, they were just clearly not responsive." Novello said, "When communication broke down, we wanted to still be there for the students and we came to the conclusion that unless we decided to take the next step in pursuing this, we would never really see any of these initiatives recognized."
The Students' Empowerment Party presents itself as an alternative, offering a fresh and new perspective. They express the sentiment that the student body is frustrated with Students for Change and that there are conflicting views on the current student government. Senior Victor Yung acknowledges the conflict and wants to ensure students that the Students' Empowerment Party will offer solutions.
"A lot of these problems, the civic bureaucracy, have existed here for a lot of years and the students know these problems exist and still nothing is being done about them," Yung said. "We plan to change that."
Though numerous members of the Participatory Budgeting Steering Committee are present in this new political campaign, the Students' Empowerment Party wants to emphasize that they did not form out of anger or revenge due to the lack of funding from Students for Change. They feel that their campaign establishes itself as an open way to seek the change that students want to see on campus. Junior Jonathan Baron, one of the founding members of the Students' Empowerment Party, wants all students to be involved with political process.
"Every student should have the ability to have their voice heard. They should be able to engage in the budgetary process, they should be able to engage in the governing process." Baron said, "It should be all inclusive. No one should be left out based on whether they have a small club or a big club."
Baron feels that communication could be better at Queens College, particularly regarding notifying students of events on campus and keeping students informed regarding what's going on in student government and administration.
"One of the things we want to focus on is transparency. People should know what the student government is up to, people should know what the administration is up to, people should know what other clubs are up to." Baron said, "Sometimes I see an event that is happening already on campus and I can't go to it because it's too late. We feel there's a lot of students who don't know about the clubs on campus here and that's unfortunate."
Opening up communication and creating a campus community is just one of the many items on the agenda of the Students' Empowerment Party. Other items include providing services to students, whether that is more peer support or readily available school psychiatrists to speak with throughout each semester. They also want to focus on making CUNY more environmentally sustainable, with projects such as investing in solar panels and providing more recycling bins on campus. One of their missions will be to go beyond the borders of Queens College campus and work to eliminate tuition at CUNY.
"Our goal is to take away the hierarchal structure in the student association and distribute power more equitably amongst representatives," Novello said. "We want to make student government more responsive to the needs of the Queens College community."
Transfer student Liam Phillip has attended Queens College since the beginning of the spring semester and decided to become involved with the Students' Empowerment Party because of the lack of action he's seen on campus.
"If there was a party that was open to hearing students it would be good for the college. It would show that democracy is a feasible thing," Phillip said.
Elections are approaching and the Students' Empowerment Party hopes that their message resonates with the Queens College community and hopes that their vision for student government is the change students want to see.
"This is the kind of society you can have, this is the kind of campus you can have," Devan said. "You can take it or leave it but we're going to build it anyway."
students empowerment party
How Will New York City's Budget Cuts Affect CUNY And Our Community
OP-ED: Is QC becoming more like a private institution?
QC's Student Senate Confronts Its Lack of Graduate Representation
The COVID-19 pandemic that has taken over our


A 401(k) plan enables employees to make pretax or after-tax contributions to a 401(k) account. Employees usually have the ability to choose the investments they make as long as the investments conform to plan options and requirements. Some employers match their employees' contributions to a certain extent, and employer contributions are mandatory for safe harbor and SIMPLE 401(k) plans. The Internal Revenue Service and employers set caps on the plans and enact limits that govern when and how employees can withdraw plan assets. There are often penalties when an employee under retirement age withdraws money from his or her plan. Many 401(k) plan providers are major brokerages, and they provide resources for employees to determine factors such as their risk tolerance and how much to invest.


Got one for my daughter ,she loves it.
One stone three birds .I like it a lot.
Received in a timely fashion. The necklace was of good quality.
Bought this as a wedding shower gift for a girlfriend. She loved it so much she wore it on her wedding day! Super cute and personal.
Received my order very quickly, and was pleasantly surprised at the quality of the necklace. Love it!


Michael H. Fuchs is a Senior Fellow at American Progress, where his work focuses on U.S. foreign policy priorities and U.S. policy toward the Asia-Pacific.
From 2013 to 2016, Fuchs served as Deputy Assistant Secretary of State for East Asian and Pacific Affairs, directing U.S. policy on the South China Sea, regional security issues, and the Association of Southeast Asian Nations (ASEAN), and managing the bureau's foreign assistance budget of almost U.S.$800 million.
Fuchs was a special advisor to the secretary of state for strategic dialogues from 2011 to 2013, leading planning and preparation for Secretary of State Hillary Clinton's strategic dialogues with China, India, South Africa, and others. During this time, Fuchs also served as a member of the secretary's policy planning staff, where he worked on a diverse set of issues and initiatives, including the department's response to the Arab Spring, cybersecurity, and the development of a U.S. government strategy to prevent and respond to mass atrocities. From 2009 to 2011, Fuchs was a special assistant to Secretary Clinton, providing day-to-day and long-term policy advice on the full range of U.S. foreign policy issues.
Previously, Fuchs worked on foreign policy and energy and environment issues for American Progress, co-directed a project on democracy and U.S. foreign policy for The Century Foundation, and ran a human rights project in Afghanistan. He has also been a lecturer at George Washington University, where he taught courses on politics and policymaking.


Sunsets, sunrises – that's pretty much what Bagan is, photographically speaking. Don't get me wrong – there is plenty to do and see around here and I loved my stay. But if you Google "Bagan photos," the first thing you'll see are amazing ancient temples emerging from the mist in a pretty magical way. To experience this is not only visually compelling but also spiritual and soul-healing. It's certainly spectacular, and you can see some of those photos here.
Despite the early wake-up calls and late dinners, this is one of those places where you want to explore non-stop. There is so much beauty, and luckily it is not spoiled by tourism. During the daytime I visited villages and wandered around. Our group was very fortunate to have an awesome guide during the whole Myanmar adventure. He is responsible for the pictures I am sharing today. He mentioned that every day right before sunset, around the temples, villagers would return home driving a herd of cattle. He suggested that this could be a good photo opportunity, but that they don't always use the same roads so we would need to be on the lookout and act quickly. Of course the group decided to give it a try.
There we were, on in a hot day along a dirt road, surrounded by fascinating mystical stupas and pagodas, patiently watching and waiting. Suddenly we got lucky and the magic happened. I laid my eyes on a thick cloud of dust rising far in the distance; it was approaching fast. Soon enough the herd was passing by. Two women were driving the cattle, and I followed them, at a fast pace, almost running. It went by quickly; as I was shooting I needed to adjust camera settings fast, and as they moved we went through all kinds of lighting situations. I wanted to get a shot badly, and on the spur of moment we were crossing in front of a temple; behind it, sun rays were filtering through the foliage and dirt. This helped me to create the kind of storytelling photo that I was looking for. All of it happened in no more than 10 minutes from the time I pressed the shutter the first time and the last shot.
I am fairly happy with the results. This was one of those moments that will rest in my memory forever. Photography is just an excuse – the medium that allows me to document places and life as it happens in our formidable world. These are memories and situations that I want to last endlessly.


Ah, that feeling when you complete a game and get to enjoy the emotional catharsis of its ending music. These tunes are often some of the most emotionally resonant in a soundtrack, and there are so many great ones out there that a single Legacy Music Hour focus just wasn't gonna cut it. Get ready to feel those triumphant and/or bittersweet feelings all over again again with this second Ending Music mixtape.
The boizz took us on another company tour for Episode 84, and what a tour it was. We already knew Capcom as the home of Mega Man, but what about their other titles, like Section-Z? Knights of the Round? Capcom Quiz: Hatena? no Daibouken? The Legacy Music Hour made sure they all got their time to shine on this setlist, right alongside the Blue Bomber himself.


text:
Home Places of interest Monumental Places Historical Schools
Nimavar school
Nimavar school is a historical school in Isfahan, Iran. It's located in Nimavar Bazaar and belongs to S...
Kassegaran school
Kassegaran school is a historical school in Isfahan, Iran. It belongs to the era of the Safavid King Suleiman...
Chaharbagh School
Chahār Bāgh school (Madreseye Chahār Bāgh in Persian ), also known as Shah school, is a 17-18th century cultur...
Sadr school
Sadr school is one of the largest theological schools in Isfahan, Iran. It was built by Mohammad Hosseyn Khan...
Madrasah Akbarieh
Madraseye Akbarieh was an old school in Tabriz, north-western Iran.
Alexander's Prison
Alexander's Prison or Madreseye Ziaeieh (Ziaeieh School) is a school with about eight centuries old that...
In: Historical Schools, Yazd Places
Alexander's Prison or Madreseye Ziaeieh (Ziaeieh School) is a school with about eight centuries old that is located in Yazd , Fhadan neighborhood near the mausoleum of twelve ImamS ... Read more
In: Historical Schools, Tabriz Places
Madraseye Akbarieh was an old school in Tabriz, north-western Iran. Read more
In: Historical Schools, Isfahan Places
Sadr school is one of the largest theological schools in Isfahan, Iran. It was built by Mohammad Hosseyn Khan Sadr Esfahani, the famous governor of Isfahan in the era of Fath-Ali Shah Qajar.... Read more
Nimavar school is a historical school in Isfahan, Iran. It's located in Nimavar Bazaar and belongs to Safavid era. This school was built in 1691 in the era of Suleiman I. Read more
Kassegaran school is a historical school in Isfahan, Iran. It belongs to the era of the Safavid King Suleiman. According to the thuluth inscription above its portal, it was built in 1694 by... Read more
Chahār Bāgh school (Madreseye Chahār Bāgh in Persian ), also known as Shah school, is a 17-18th century cultural complex in Isfahan, Iran. The compound was built during the time of Soltan Ho... Read more


text:
PRWeek UK 30 Under 30: Jo Dalton, Lodestone Communications
We hear from Jo Dalton (29), account manager, Lodestone Communications.
by PRWeek UK staff / July 06, 2020
Formerly an aide to ex-Labour deputy leader Tom Watson, Dalton joined Lodestone last autumn, and the agency says she's already had a huge impact. Notable successes include: organising a report about how tech can support innovative businesses during the COVID-19 crisis, which was championed by MPs and peers; and securing celebrities including Joanna Lumley alongside high-profile politicians for the RegistHERtoVote campaign.
Meet the PRWeek 30 Under 30 2020
Judge's comment: "Jo's nomination really stood out because of the impact of her work, such as political decisions being overturned. She's clearly about much more than generating media coverage and sounds like one to watch for the future."
How does working in PR differ from your expectations?
Before joining Lodestone I worked in Parliament and had reservations I might miss the unpredictability and energy of politics. However, the creativity and dynamism within PR has exceeded my expectations. I've been blown away by the passion, integrity and drive of my colleagues and clients.
Describe your experience of working in PR during the COVID-19 crisis.
Working with lots of tech clients has enabled me to see first-hand the innovation and creativity that has been unleashed to help us all live better lives and stay connected during COVID-19. Although on the other hand, my pro bono work for a campaign trying to get devices to vulnerable people has shone a light on the divides in our society. I feel lucky to be able to work remotely and stay connected with my friends and family.
How (if at all) will the COVID-19 crisis change the PR industry?
I've seen a surge in virtual events and meetings to adapt to the new way that people are working nationally – including changes in politics that I never thought would happen. With COVID-19 as a catalyst for modernisation, virtual Parliament was set up within a matter of weeks. This presents an opportunity to change the working practices of politics today – hopefully creating a more inclusive and flexible environment, especially for women.
What one thing above all would you change about the PR industry?
Diversity in the industry. More needs to be done to make the industry more diverse and representative of our society. I want to see proactive steps taken to help more women, BAME, LGBT+, working class and disabled people thrive, progress and lead in our industry.
What is your 'side hustle'?
I'm passionate about improving female access and engagement in politics. For five years, I've been an organiser for RegistHERtoVote, which is a cross-party grassroots campaign aiming to promote women's voices in public life and encourage more women to vote.
I worked for the Labour Party for five years from 2015 and have been involved in three general elections, two leadership elections and the EU referendum. I learnt a huge amount during this pivotal period in British politics but, along with the rest of the public, was ready for a break from elections. In my next five years, I'd like to stay at Lodestone and use my experience to help clients to engage with the Labour Party purposefully. Maybe in five years' time we will see a Labour government.
How do you switch off from work?
I love cooking and exercising. During lockdown I have been learning new recipes and doing online workouts in my garden, as well as trying to find places for wild swimming.
Talent & careers
Lodestone Communications
PRWeek UK 30 Under 30
Convergence of health and public affairs as Lodestone announces health unit